KNOWING OUR VALUE


We believe supporting people to make decisions based on value means we can deliver better care for patients overall.


In partnership with the NHSI ACT academy we ran the Quality, Service Improvement and Redesign (QSIR) programme which was designed to support finance professionals working on an improvement project with a clinical or service management colleague. In May 2019 we held the Value Summit to provide real life examples of clinical and financial teams working together to close the gap between demand and resource and helping to create a truly sustainable healthcare system.


We have also launched Best Possible Value Bitesize to help people use value based decision making in their roles on a day to day basis. BPV bitesize tools can be shared with operational and clinical teams to encourage value based decisions for business cases, meetings and managing performance.

“We engage frequently with clinicians, and when we sit down with them it helps you link what you’re doing with patients.”
Paul Goodfield, Lincolnshire Community Health Services NHS Trust (LCHS) (via blog post)

KNOWING OUR HEALTH


NHS finance is a rewarding place to work but that doesn’t mean it’s always easy. We know that helping people and teams to be strong and flexible will help keep our NHS healthy.


During the latter part of 2018/19 we have been scoping a piece of work to decide how we can best support finance teams in resilience and staying healthy. We look forward to bringing you news on how we will be doing this over the coming months so check the website and subscribe to our newsletters to keep up to date.


In the meantime we are including information on how to build resilience into some of our existing programmes and there are steps you can take locally. Most organisations offer access to occupational health and staff support services that can talk to you if you feel that you are not as healthy as you would like to be. We are fortunate to work in a system which recognises that mental and physical health are important and will often being able to offer advice and support if you let someone know that you need it.

“Don’t be overwhelmed by rejection and setbacks, persevere, know your own strength and keep pushing to achieve what you want to achieve.”
Hayley Ringrose, Chief Financial Analyst,
Stockport NHS FT

KNOWING OUR
FUTURE


No one can really know the future but that doesn’t mean we shouldn’t think about how we can shape it.


There is significant change on the horizon for healthcare, from the way that we work as a system, to the technology that we use and what patients expect from the NHS. There have also been huge advances in both the expectations and deliverables from a finance function as we look across other sectors. We have commissioned a piece of work with PwC to produce a report setting out the challenges facing the NHS finance function, how it needs to adapt and the recommendations for doing so.


In November we invited a wide variety of stakeholders from across the NHS, government and the private sector to develop a shared vision for NHS finance. The goal was for the commitments and vision created to empower participants and be instrumental in driving forward the future of NHS finance and to shape the content of the forthcoming report.

“Why do I elicit looks of sympathy at dinner parties when I tell people I’m an accountant for the NHS? What would it take for me to get a “Wow!”? We work for one of the biggest, most complex organisations in the country. We are the best. People should be impressed by what we do and we should be proud of our achievements!”
Richard Alexander, Chief Financial Officer, Imperial College Healthcare NHS Trust
“Today is about creating a compelling and ambitious vision: yes, it has to be grounded in reality but let’s ensure it is extremely ambitious! Let’s be brave and bold with our thinking! Our vision needs to be resilient to change. Let’s have fun with the challenge!”
David Ellcock, Programme Director, Future-Focused Finance