The joy of an event is you never know what questions are going to come your way. At a recent meeting I got the killer financial one – if your redesign saves money will you spend this on stroke services or use it elsewhere?
I answered quickly. It’s my view that I could not commit to leaving the money in stroke services if it could be used to achieve more somewhere else.
As we go into 2010, the NHS, like other public sector organisations, is facing a financial challenge. There will simply be less cash available but we must continue to deliver quality services that not only treat ill-health but prevent people from becoming unwell in the first place.
Over the last few weeks I have wondered whether those of us who lead the system really understand what the future holds for us and how we are going to deal with it.
In this uncertain climate, have we taken the time to explain the impact of a number of possible funding scenarios to the staff who commission and provide services? Should we do that? Will it just bring more uncertainty?
From day one of my project, I have told the professionals who are working with me that I bring no new money to the table. I have outlined the challenge given to me – that we need to target the existing level of investment to those parts of the pathway where it will have the biggest impact.
Armed with that knowledge, those health and social care staff who have worked with me to propose a new model of care are still on board as we submit the business case for change. Together we know what we are up against and together we believe we can still make it happen.