Annual Provider Finance Faculty conference 2017


06 July 2017 - 07 July 2017

Novotel London West

Plenary speakers confirmed include:

Bob Alexander, Deputy CEO and Director of Resources at NHS Improvement

Caroline Clarke
, Chief Finance Officer and Deputy CE at the Royal Free London NHS Foundation Trust

Carolyn Gullery
, ​General Manager Planning, Funding and Decision Support, Canterbury District Health Board, New Zealand

Chris Ham, ​Chief Executive, The King’s Fund

Andy Hardy
, CEO, University Hospitals Coventry and Warwickshire NHS Trust and Coventry and Warwickshire STP Lead

Julian Hartley
, CEO, Leeds Teaching Hospitals NHS Trust

Emmi Poteliakhoff, Director of Model Hospital and Analytics, Operational Productivity, NHS Improvement

Amanda Pritchard
, ​CEO, Guy's and St Thomas' NHS F​T and South East London STP Lead

Matthew Swindells, Executive Director: Operations & Information, NHS England

Steve Wilson, Executive Lead (Finance & Investment), Greater Manchester Health & Social Care Partnership

Discounted rates at this conference are a key benefit of membership of the HFMA Provider Faculty. To book your place and to check your organisation's membership status please email 

Workshop presentations

Wednesday 5 July


Matthew Style, director of strategic finance, NHS England
Charlotte Moar, programme director - transformation & efficiency, NHS England
Zephan Trent, assistant director of strategic finance, NHS Improvement

Fresh from his role at the Department of Communities and Local Government (DCLG), an area which has made significant financial savings, Matthew will open the conference setting the context for the coming three days. The session will give an update on the overall financial position before offering first impressions of the NHS England agenda and providing valuable insight into potential avenues for collaboration and the sharing of best practice.

Following this, Charlotte and Zephan will come together to discuss the challenges and opportunities for the finance community around STPs, devolution and new models of care, including accountable care models that are fast developing across the country. They will share how NHS England are working with NHS Improvement to enable STPs to become more independent and what support is available to commissioners and emerging ACOs.


Ben Collins, project director, The King’s Fund

New models of care are being developed involving the integration of commissioning and provision, with Accountable Care Organisations (or Systems) at the forefront of these changes. How will these proposals impact the purchaser-provider split? What role does the commissioner have in these new arrangements? Should we be focusing on local governance control rather than top-down financial competition? What role do the government and regulators have to play?

 In this session, Ben will summarise the narrative of the purchaser-provider split, why it was set up and to what extent it has been successful. Ben will draw upon his research to discuss the alternative models using examples from overseas healthcare systems. In doing so, Ben will offer his thoughts on the direction of commissioning, the questions we need to be asking and which models of care may offer the best solutions.


A personal perspective on accountable care: insights from international best practice

 Dr Mark Britnell, chairman and senior partner, Global Health Practice, KPMG (UK)

Mark is one of the foremost experts on healthcare systems globally, and has worked with hundreds of government, public and private healthcare organisations in 69 countries on over 250 occasions in the past 8 years.

 In order to understand how accountable care could work in the NHS, Mark will share his knowledge and international experiences from his unique role. This will include Clalit, the Israeli health maintenance organisation, who are seeing great benefits through its accountable care model covering primary, community and tertiary care with a focus on integrated care and digital health. Alongside this, new approaches to value-based payments will be needed in the UK, and there is much to learn from models such as the New York State Medicaid reform. Mark will outline these, and other examples, to help us understand both the challenges and opportunities accountable care will bring to the NHS. 

Convergence Conference | Thursday 6 July


Chris Ham, CEO, The King’s Fund

This session will discuss the prospects for the NHS after the general election and the opportunities presented by STPs and new care models. It will focus on the potential role of accountable care organisations and systems and the practical challenges involved in their development. Experience from other health care systems will be used to outline the technical and relational challenges that need to be addressed and how these might be overcome.

The session will also explore whether changes to legislation are needed to remove barriers to the development of ACOs and ACSs. NHS leaders and their partners in local government and the third sector will need to work differently to realise the potential of ACOs and ACSs and regulators will also have to change their ways of working to support collaboration within the NHS and between the NHS and other sectors.


Amanda Pritchard, CEO, Guy’s & St Thomas’ NHS FT

Amanda will join us to share a CEO and STP Chair’s view on the current challenges facing the sector. She will give her perspective on how working together across boundaries is now as crucial as ever, in order to ensure that the patient is always at the heart of what we do.

The session will have a focus on:

  • What's happening locally - problems faced and issues overcome
  • Future challenges and points to watch out for 
  • The role of finance directors’ and their teams in making this joint working successful


 Steve Wilson, executive lead, finance & investment, Greater Manchester Health & Social Care Partnership

 Greater Manchester’s five-year transformation plan for health and social care was published in December 2015, pioneering a plan to take charge of their health and social care spending and decisions in the city region, to integrate public services and benefit from improvements to health and wellbeing.

The Greater Manchester Health and Social Care Partnership is the body made up of 34 NHS organisations and councils, responsible for the £6bn health and social care budget and is trailblazing devolution in England. Steve Wilson joined the team in August 2016, striving to deliver this five-year vision and significantly improve quality of care and health outcomes in Greater Manchester.

In this session, Steve will join us to walk us through his journey and experiences with the programme so far

  • share the progress made since last year - giving real life examples of improvements made in the region
  • explain what this means for commissioning and progress of local care organisations
  • discuss the importance of the relationships between commissioners, providers and local authorities and provide examples of how they have been working well together in the region
  • look at the future of the programme and discuss what the next stages in the process are.


Carolyn Gullery, general manager planning, funding and decision support, Canterbury District Health Board and West Coast District Health Board, New Zealand

Canterbury in New Zealand was cited in 2013 by The King’s Fund as one of the most progressive and successful integrated care systems in the world.  Driven by the same pressures as the UK, and 10 years into its ‘integration journey’, this session offers us a unique opportunity to learn from their experiences.  Canterbury has moved away from a purchaser-provider split with a tariff based system to one where budget setting happens from the bottom up and partnerships are built on alliance contracting, with shared risks and rewards.

Carolyn will join us to share the major parallels between Canterbury and our own moves towards accountable care organisations (ACOs).  Her role both in Canterbury and helping other systems set up similar arrangements means that she has a unique experience to bring to the conference that include:

  • Getting organisations to work together effectively
  • Delivering placed- and outcomes-based care
  • Population risk-stratified planning
  • System alliance contracting
  • Practicalities of removal of the tariff
  • Leading change and staff engagement

 Canterbury’s challenges are by no means over.  Continuing to run the largest and busiest of the South Island’s hospitals while building a new one on the same site; one of the fastest growing populations whose needs have changed significantly since the earthquakes; damaged buildings and infrastructure; the ever-present threat of further earthquakes; and the funding challenges associated with growing and evolving demand – all set against a backdrop of a declining share of national funding, the financial strain is significant. Carolyn will explain how data is driving the next wave of change, and how in Canterbury ‘health is not about hospitals’.

 Friday 7 July


Bob Alexander, executive director of resources/deputy CEO, NHS Improvement


 Andy Hardy, CEO, University Hospitals Coventry & Warwickshire NHS Trust and Coventry & Warwickshire STP lead and Julian Hartley, CEO, Leeds Teaching Hospitals NHS Trust

The ground-breaking five-year partnership between renowned US hospital, The Virginia Mason Institute and the NHS and was launched in 2015 and five trusts in England were chosen to lead the initiative, benefitting from influence from the healthcare experts, with aims to becoming leading healthcare institutions and to share their learnings and experiences across the NHS to improve quality of care.

Andy and Julian are both CEOs of trusts that are in partnership with Virginia Mason, and they will join us to:

  •  Share their journey and experiences so far with the programme within their own trusts as well as how they’ve worked together
  • Bring real life examples of how their trusts are utilising skills learnt from the programme to improve services and quality of care
  • Discuss any issues that the programme has helped highlight and what successful changes have been made
  • Provide their personal views on how the programme has been valuable for the NHS and what they believe the future holds after it ends


Emmi Poteliakhoff, director of model hospital and analytics, Operational Productivity, NHSI

Matthew Swindells, national director: operations & information, NHS England

Caroline Clarke, chief finance officer/deputy CEO, Royal Free London NHS FT

What should be you and your team’s priorities for the short, medium and long term? STPs have dominated the finance agenda over the past year and now we must consider the next steps to deliver these and how to build a sustainable financial platform for the future of the NHS. Emmi, Caroline and Matthew will each share their personal view on what could help us achieve this, which are of greatest importance when we have limited time and resource, and what we should prioritise to get greatest return on our effort



(1A)     The future of primary care: emergence of 'super practices' and implications for commissioners

Terry Tobin, senior manager & Phil Jones, director, Grant Thornton

Phil Jones (director) and Terry Tobin (senior manager) from Grant Thornton summarised the results of their recent research into the future of primary care.  The challenges facing primary care were summarised and included changing demographics, GP shortages and financial pressures. Grant Thornton’s view is that ‘the current system of primary care is unsustainable and will collapse in a few year’s time unless something fundamental changes’.

Phil and Terry set out the benefits of general practices coming together to form larger concerns and explored some of the models that could be considered. In their opinion larger primary care organisations would be able to better manage the challenges they face. The financial, legal and governance issues to consider when forming new primary care models were explored.

The concluding message was that CCGs should not ignore this issue. They have a vital role in helping develop new models of primary care.

1B)     NHS RightCare in action: movement to value based commissioning by NHS St Helens CCG

Kerry Ingham
, commissioning for value and map of medicine programme lead, NHS St Helens CCG, Nigel Cosford, deputy head of medicines management, NHS St Helens CCG and Carl Marsh, delivery partner, NHS RightCare

Commissioning for value, within the framework of the NHS RightCare model, is becoming increasingly valuable for CCGs seeking to improve patient outcomes through better data, better evidence and a reducing unwarranted variation. The NHS RightCare model has already made progress in helping CCGs, local health economies and STP footprints identify efficiency savings whilst offering the practical support to take full advantage of these opportunities.

Following a short introduction on the offerings of the NHS RightCare programme to commissioners, the majority of the workshop will be delivered by NHS St Helens CCG who are the in the first phase of implementing the principles of NHS RightCare across multiple services. Kerry and her colleagues spoke about their relationship with NHS RightCare by providing some examples of the service areas involved and where improvements have been seen.

Moving towards integration in South Cumbria: using evidence based data and analytics to identify impactable populations

Christina Sherwood
, clinical product manager, Dr Paul Davies, consultant: health analytics practice, Milliman LLP and Dr William Lumb, joint chief clinical information officer, NHS Morecambe Bay CCG

Dr Paul Davies, health analytics consultant at Milliman, and Dr William Lumb, CCIO at NHS South Cumbria CCG and practising GP, took the workshop through their experience of using actuarial cost models in South Cumbria to stratify the population to improve care and financial efficiency across their population.

A key part of the work requires good underlying data to stratify the population, for example according to frailty, but also to understand where and how people are currently being treated and how that could be improved. South Cumbria have established data sharing across all key providers, and this is essential but not sufficient to ensuring appropriate care for patients, the clinician decisions based on that information are what drive the change.

The impact is already being felt in South Cumbria of this way of working with further improvements to be felt in the future.

(1D)     Discussion opportunity: making accountable care models work for you

Nigel Foster
, director of finance and performance, NHS Berkshire East CCGs and Sam Burrows, programme director, Berkshire West CCG

Nigel Foster (Frimley Accountable Care System) and Sam Burrows Berkshire West CCGs talked about the that accountable care is developing in their areas.

The Berkshire West approach has evolved from working together as primary care trusts. The move to clinical commissioning groups (CCGs) has seen more evidence of clinical collaboration certainly around system redesign. Contracts are still price and volume with the main acute contract with Royal Berkshire.

There is now shared governance between the organisations (non-statutory). The system control total and the need to make the money work for the whole health economy has completely changed thinking: now the focus is on cost recovery. There is a stronger voice for primary care and social care is an integrated function within the ACS.

There are 3 separate unitary authorities in a small geographic area with different political persuasions. The population size is a slightly sub-optimal footprint for population health management but now operate on a place-based capita budget - taking a place-based approach. The ACS has established non-binding non-statutory governance. Some decisions are referred back to boards and a memorandum of understanding (MoU) - in place since spring of 2016, details how the arrangements work.

The ACS has a joint transformation programme: transforming services, reducing duplication – for example, shared estates function, shared profit and loss for the economy.

There is still plenty to do, recognising the need to move faster to deliver the five year forward view objectives. Collective decision-making still difficult and can slow the pace considerably. It is essential to integrate with emerging primary care hubs and galvanise GPs. To deliver population health management and maintain patient choice involves working with private providers.

Frimley health and care STP

Footprint Berkshire CCGs north Hampshire CCG and Surrey Heath CCG - Ascot vs Slough. The 3 CCGs in east Berkshire are merging to reduce complexity. Nigel is now director of finance for Frimley trust and the 3 CCGs allowing focus resources on real issues.

The STP also includes Northeast Hampshire and Farnham vanguard community integrated hub that is now just starting to see the impact of changes on patient activity.

All STPs trying to deliver the FYFV objectives but Frimley is a relatively small system so all leaders can be together in one room. The STP has a strong and respected leader and social care leaders have a strong voice around the table. The STP leaders are now looking at the social care and health workforce and the technological changes needed: there are currently 300 clinical information systems. Starting to join some of this up together and get data into one place working from the same system.

Spent allot of time on governance: an MoU with each organisation is in place as well as one with NHS England.

It is likely that strategic commissioning will sit outside of the ACS. Frimley has observed the need for organisations to behave altruistically towards each other- not in your organisation's best interest but for the greater good.

Wednesday 5 July 17:05-18:00

(2A)     Integrated personal commissioning: Hartlepool and Stockton-on-Tees CCG case study

Gemma Clifford, integrated personal commissioning programme manager, Catalyst, Stockton-on Tees & Steve Pett, general manager - specialist services & partnerships, North Tees & Hartlepool NHS FT

Since the Integrated Personal Commissioning (IPC) programme was launched in April 2015, nine demonstrator sites have been leading the way across England, working to redesign the model of care for people with complex health needs and to implement the IPC as a mainstream model within the NHS. As one of these sites, NHS Hartlepool and Stockton-on-Tees CCG joined us for a case-study led session to share their journey and reflect on their experiences since the programme launch.

(2B)     Place based commissioning of specialised services

Gareth Arthur, director of strategy and policy & Krishna Tailor, strategy and policy, NHS England

NHS England is responsible for directly commissioning nearly 150 specialised services for people with rare and complex conditions. Current commissioning arrangements work well for some patients, but for others there may be opportunities to better join up care pathways. The Five Year Forward View set a clear direction of travel towards place-based planning and delivery of all care services. For specialised services, STPs provides a real opportunity to better join up care pathway with primary, community and acute services, with improved outcomes and experience for patients.

NHS England is working with STPs to explore how to give local areas more influence and responsibility for commissioning of specialised services, while also maintaining national standards and ensuring value for money for NHS spending. The session set out how these arrangements might work in practice, including the system architecture to so, the financial flows and the potential organisational implications.

(2C)     The road to resilience

Claire Merrick, coaching and mentoring services manager, HFMA

Navigating the challenges of the culture and climate of the NHS is a huge test for even the most resilient leaders in commissioner and provider organisations. Those in leadership and management roles are expected to be many things: an effective member of a courageous group strong enough to be held to account if the organisation falls short; a helpful sounding board providing advice or a steer; a decision-maker.  It is a difficult mix operating as a critical friend to executives, direct reports and suppliers. So how can we stay resilient?

Build your individual road to resilience to keep you and your organisation motoring in the face of adversity.  This interactive session will explore:       

  • What resilience is
  • How to use resilience tools to build effective relationships between commissioners and providers
  • Ways to maintain resilience under pressure.

(2D)     The future of primary care for mental health services: the commissioner’s role in reaching collaboration and co-operation

Dr Lise Hertel, clinical associate, New Care Models programme, NHS England, medical lead for North Central London IUC and GP appraiser, NHS England London

Since the Health and Social Care Act in 2012, clinical commissioning groups, led by GPs have been responsible for purchasing mental health services in England. Focus has shifted to collaborative and efficient methods of purchasing to drive improvements in patient care. Since January 2013, the Primary Care Mental Health Leadership Development Programme has provided an invaluable platform for GPs to discuss how to build strong relationships with MH providers, how to break down boundaries between different services and ultimately how to understand the costs and reduce variation.

Dr Hertel has been at the forefront of these changes through her work at NHS Newham CCG, her role in the Leadership Development Programme and currently in NHS England. Dr Hertel will provide a background to her work, the challenges encountered and the current position of the New Care Models Programme.

Thursday 6 July 9:00-09:55

 (3A)     Moving towards the ACO model: developing payment systems

Gary Andrews, senior pricing development manager, NHS England, Daniel Revellward, pricing development manager, NHS Improvement and Qiongwen Kang, funding and incentives policy manager, NHS England

The NHS England /NHS Improvement Joint Pricing Team have a significant role to play in the movement towards accountable care systems, and accountable care organisations, across the health sector. New models of care are directly linked to capitated payment systems which are incentivising both commissioners and providers to focus on patient outcomes over activity. Whilst the benefits of these systems are clear, innovation is required to ensure all parties are working together under an effective national framework.

Gary will begin the session by providing an update on the work being carried out within his team. His colleagues, Daniel and Wen will then help facilitate group work giving you a chance to provide feedback, ask questions and influence national policy development for Accountable Care System payments development.


(3B)     STP governance in action: emerging approaches
Lisa Robertson, research manager – policy and technical, HFMA and Andy Ray, deputy
director of finance, Basildon and Thurrock University Hospitals NHS FT

Since the announcement of sustainability and transformation plans (STP) in December 2015, there has been much activity in establishing relationships and plans for each footprint. With plans completed by the end of 2016, the focus is now on implementation and action. Now there is a shift in effort as areas turn their visions into reality and STPs take shape in a financial and care context that is already very demanding.

The HFMA’s recent NHS financial temperature check found that 72% of NHS finance directors were concerned about STP governance. Governance models must be clear, robust and flexible to support the fundamental changes required. A fine balance will be required to ensure that governance arrangements provide sufficient assurance, while helping to overcome barriers and ensuring that progress in developing and delivering new models of care is being made. There is no doubt that this transformation is necessary and the challenge now is for the NHS to make system level working ‘business as usual’.

Lisa will outline the key messages from the recent NHS financial temperature check and
HFMA briefing: Emerging approaches: developing STP governance arrangements. Andy will
share his experiences so far and what he feels are the key next steps to ensure effective
governance supports system level working. There will also be the opportunity for you to share your own experiences and reflect on how STP governance arrangements are developing.


(3C)     The road to resilience

Claire Merrick, coaching and mentoring services manager, HFMA

Navigating the challenges of the culture and climate of the NHS is a huge test for even the most resilient leaders in commissioner and provider organisations. Those in leadership and management roles are expected to be many things: an effective member of a courageous group strong enough to be held to account if the organisation falls short; a helpful sounding board providing advice or a steer; a decision-maker.  It is a difficult mix operating as a critical friend to executives, direct reports and suppliers. So how can we stay resilient?

This interactive session will explore:

  • What resilience is
  • How we can use resilience tools to build effective relationships between commissioners and providers
  • Ways to maintain resilience under pressure.

Build your individual road to resilience to keep you and your organisation motoring in the face of adversity.

 (3D)     How capitation arrangements can be applied to meet the demands of the STP: NHS North Staffordshire CCG case study
Dr John Harvey, consultant in public health, North Staffordshire CCG, Paul Davies, senior
consultant and Joanne Buckle FIA, principal & consulting actuary, Milliman LLP

Capitation arrangements are traditionally used as an alternative to fee-for-service reimbursement to facilitate a transfer of risk from the funder to providers of healthcare services. The objective of introducing risk sharing between funders and providers is to encourage the delivery of efficient and patient-centered care by incentivising the integration of services and minimising unwarranted variation in care.

Dr Harvey will provide an account of his work with Staffordshire CCG’s and Milliman LLP in identifying wasteful healthcare services and for which capitation could be used as an incentive mechanism to reduce in the future. Additionally, Milliman have explored how the principles of a traditional capitation arrangement may apply in a regional NHS system where the stakeholder roles differ and the implementation of various key capitation principles are not possible.


 Thursday 6 July 10:05-11:00

 (4A)     Moving towards the ACO model: case study from Mid-Nottinghamshire 'Better Together'

Marcus Pratt, associate chief finance officer, Mansfield and Ashfield CCG and Gary Andrews, senior pricing development manager, NHS England

NHS Mansfield and Ashfield CCG are part of the Better Together vanguard; one of nine Primary and Acute Care Systems (PACS) within NHS England's Five Year Forward View. The programme set out to offer a framework for integrated care to tackle increasing demand for health and social care services across the Mid-Nottinghamshire area.

Marcus will explain how the Vanguard is working with Gary and the NHS pricing team to develop ways in which funds within an Alliance PACS model could flow. The session will also share their experiences of how financial risk sharing within the Better Together programme is being implemented, the recent alliance contract for Musculoskeletal (MSK) services and implications surrounding it.

 (4B)     Future-Focused Finance:  improving collaboration between providers and commissioners

Gayle Wells, strategic business accountant, Mersey Care NHS FT and Elisa Llewellyn assistant director of Finance – contracting, income & planning, East Kent Hospitals University NHS FT

With the emergence of new models of care and accountable care organisations throughout the NHS, providers and commissioners are exploring how best to work together through these emerging partnerships and alliances.  Working collaboratively instead of competitively has become more important than ever within the NHS.

Join Gayle and Elisa in this workshop, to hear more about the FFF toolkit that has been developed jointly with the King’s Fund, to help us to reflect on and improve their working relationships. This workshop will

  • give an overview of the toolkit
  • ·outline its success so far both with clinicians and finance teams
  • give practical examples of how the tool can be utilised to improve relationships between providers and commissioners and potentially across STP footprints.

(4C)     Can we deliver a decade of NHS workforce efficiency?

Caroline Waterfield, assistant director of development and employment, NHS Employers & Paul Healy, head of analysis, NHS Confederation

  • Unprecedented savings have been made in the first half of this decade to close the gap between funding and public expectations. However, it has become increasingly apparent in recent years that productivity is now harder to achieve, yet the funding squeeze is expected to continue through to the next decade.

    This session explores what potential is left to make savings and how the NHS might deliver new approaches to ensure the sustainability of the NHS workforce in the future. It will also explore the need to balance the immediate workforce supply challenges whilst focusing on developing the workforce for 2030

  • (4D)     Enabling collaborative cost reduction in healthcare

  • Gary Welch, programme director, Shelford Procurement Group Project and Chris Robson, managing director, Akeso & Co

    Collaboration is increasingly recognised as a means for the NHS to drive greater efficiency – clinically, operationally and commercially. Applying this logic to Procurement & Supply Chain is especially relevant and powerful as it results in situations where NHS Customers are able to take a greater volume to market, drive greater supply chain integration and drive down costs to serve.

    This workshop will be presented by Gary Welch, programme director of the Shelford Procurement Group Project and Chris Robson, managing director of Akeso & Co, a management consultancy supporting the collaborative programme. Chris and Gary will be sharing key insights and learnings from this programme, as well as other Akeso & Co collaborative programmes including the West Yorkshire Association of Acute Trusts and the Greater Manchester Combined Authority. The presentation will consider the key enablers to procurement and supply chain collaboration, the accelerators they have found which will drive value faster in new collaborative projects, and how they see collaborative procurement in the changing NHS landscape. 

    Thursday 6 July 16:00-16.55

     (5A)     Learning from Canterbury: how international examples of integrated care are inspiring the NHS

    Kate Hudson, chief finance officer, NHS South Tyneside CCG, Mark Girvan, senior project manager
    ​North of England Commissioning Support Unit (NECS)
    and Carolyn Gullery, general manager planning, funding & decision support, Canterbury District Health Board, New Zealand

    NHS South Tyneside CCG have been working closely with Canterbury District Health Board since last year, and Carolyn and Kate will begin by outlining the relationship between the two organisations and why both parties decided to work with each other. Mark will share their experiences incorporating HealthPathways, an innovative web-based tool developed for GPs, into their health economy to improve the referrals mechanism of patients moving into hospitals. The tool acts as an enabler to reduce variation and highlight pathways to ensure patients are offered the most appropriate services. Whilst still in its early stages, the system is already being used widely in the GP practices across the CCG's area and Mark will provide an update on the progress seen to date. The session will conclude with all three speakers offering their thoughts on lessons learnt, challenges, achievements and where and how best practice can be shared.

     (5B)     Future-Focused Finance:  improving relationships between Providers and Commissioners

     Gayle Wells, strategic business accountant, Mersey Care NHS FT and Elisa Llewellyn assistant director of finance – contracting, income & planning, East Kent Hospitals University NHS FT

    With the emergence of new models of care and accountable care organisations throughout the NHS, providers and commissioners are exploring how best to work together through these emerging partnerships and alliances.  Working collaboratively instead of competitively has become more important than ever within the NHS.

    Join Gayle and Elisa in this workshop, to hear more about the FFF toolkit that has been developed jointly with the King’s Fund, to help us to reflect on and improve their working relationships. This workshop will

  • give an overview of the toolkit
  • ·outline its success so far both with clinicians and finance teams
  • give practical examples of how the tool can be utilised to improve relationships between providers and commissioners and potentially across STP footprints.

 (5C)     Accountable Care Systems: implementation and delivery

David Loughton, chief executive officer, The Royal Wolverhampton NHS Trust and Jamie Foster, partner, Hempsons

David has been leading The Royal Wolverhampton NHS Trust’s pioneering vertical integration project and the development of an Accountable Care Organisation for the people of Wolverhampton and parts of South Staffordshire. Jamie has been advising leading NHS vanguard and other clients on developing new care models for integrated health and social care systems. David and Jamie will share will learning gained so far to support organisations to deliver the plans for Accountable Care Systems set out in Next Steps on the NHS Five Year Forward View.

Topics covered will include:

  • Strategic context and rationale
  • Decision-making and governance structures
  • Options for organisational form
  • Procurement and contracting
  • Staged implementation

 (5D)     Making costing work for you

Winston Piddington, costing transformation manager, NHS Improvement

This session will explore the types of costing information which trusts and CCGs have access to and will focus on how to make the most of this information at every level, from averaged reference costs to quality patient-level costing. NHS Improvement has been working with acute, mental health, ambulance and community trusts to develop consistent, patient-level costing information which follows the patient across the continuum of care. The next challenge is to apply that information to influence care delivery models.


Thursday 6 July 17:05-18:00

 (6A)     Learning from Canterbury, NZ: getting into the detail

Carolyn Gullery, general manager planning, funding & decision support, Canterbury District Health Board, New Zealand

Following on from Carolyn’s main stage plenary, we are offering a further session for those looking to get a more detailed picture of the Canterbury system, including a comprehensive look at alliance contracting, demand management, population-based planning, risk and reward arrangements and flow of funds.

 (6B)     The power of partnership: a tale from Morecambe Bay

Aaron Cummins, deputy CEO & chief finance officer, University Hospital of Morecambe Bay NHS FT

The Morecambe Bay health system has been on a significant journey of improvement in recent years. Moving from a system in special measures and with significant quality issues to a position of being rated as “Good” and “Outstanding” for care overall in its recent CQC inspection. In this session Aaron will describe this journey, providing an insight into the approaches taken both within the acute Trust and as part of working in partnership with the wider system. This will include an overview of the emerging Accountable Care system and the development of Bay Health and Care Partners – working without boundaries to drive an innovative, system based solution. The Power of Partnership!

 (6C)     An NHS trust and county council partnership approach to land development 

Gwyn Owen, head of housing, Essex County Council, Dawn Scrafield, director of finance and Chris Howlett, director of estates and facilities, Colchester Hospital University NHS FT

This workshop will explore the ways in which the public sector is working together to find innovative approaches to maximise the potential of surplus estates. Join Dawn, Chris and Gwyn to hear about their organisations’ experiences of how, by working in partnership, the Trust and Council have succeeded in bringing a disused site forward for development.

In this workshop, you will hear details of the journey both organisations have embarked on, the importance of both strong local relationships between health and local government and the need for plans to be politically acceptable locally.

 (6D)     E-Invoicing: generating both significant time and cost savings

John McLoughlin, senior finance lead in financial accounting and services, NHS England Matthew Jordan, eProc & eInvoicing team leader, NHS Shared Business Services

With the potential to save the NHS millions of pounds annually, moving to e-invoicing is a win-win for commissioners and providers. Join John and Matthew for an interactive workshop outlining the advantages of e-invoicing, including the cost and time savings that this generates, while demonstrating how simple e-invoicing is to use.

In this session, you will hear first-hand from colleagues at South Kent Coast CCG and Leeds Teaching Hospitals NHS Trust who have implemented e-invoicing and have already started to reap the benefits, whilst learning what resources and support is available to enable you to successfully implement e-invoicing in your organisation. This workshop is aimed at everyone attending the conference, providers, commissioners and other organisations.

Attend a value masterclass at the Convergence Conference 6 July

The HC4V Institute will be holding their Value masterclass from 14:00-18:00 at the HFMA Convergence conference. There will be a focus on value across the care pathway, ranging from prevention, primary care and secondary care to social value.The masterclass is aimed at senior NHS finance professionals and clinicians, and is free to attend for HC4V Institute members