Comment / Real numbers

My theme for the year is ‘Leading by numbers’. I am not the first person to identify the need for leaders at all levels in the NHS. I strongly believe that this is especially the case for the finance profession. Our training and skills set – and perhaps particularly our evidence-based approach – mean we have a huge part to play in establishing and understanding the right data to inform and manage revised pathways.

But I recognise that calling for ‘leadership’ is a bit vague. So let me give you three specific examples of where I think finance professionals can take the lead in the coming new financial year.

First let’s consider the financial challenge in 2014/15. It is clear an increasing number of organisations – and providers in particular – are starting the new year by forecasting year-end financial deficits.  As finance professionals, we understand the many challenges that are placed on such organisations, not least the additional external scrutiny.

However, it is crucial that we move the dialogue away from efficiency targets and cost improvement programmes and towards effective management of budgets that present our patients with the quality of care they need. When contracts are completed between providers and commissioners, we need to ask the question: how can we use the money available to achieve this level of care?

And then we need to work with managers to make sure that care is delivered within a balanced budget. As finance professionals we first need to ensure we are at the table for this important and challenging discussion, but we also have a duty to help frame the discussion in the right terms. Let’s keep the focus on the totality of the budget, not just the bits we need to save.

The coming year will be undeniably difficult. However, many of us can see additional challenges in the following year, 2015/16. Front and centre in this will be the new better care fund, which will see sizeable chunks of money moved from health into social care in each of our health economies to support the goal of better integrated care.

So here is our second opportunity. NHS finance professionals must use the early part of 2014/15 to plan for how the fund is used in 2015/16. As leaders, we have the opportunity to bring together finance staff from providers, commissioners, and community and social care providers to see how this money can be used to ensure best patient care is achieved. Let’s integrate our approaches in finance to help us get to the better care goals.

The next 12 months will also see the acceleration of the new Future-focused finance initiative. The strategy is led jointly by the finance leaders of the key organisations within the NHS, together with the HFMA.  So, as my third suggested opportunity, we should all be looking at how we can each contribute to this strategy to help ourselves, our teams and our organisations to ensure we are ever more equipped for the large challenges facing us.

There will be chances to inform the strategy and deliver its work programme – let’s take them. And let’s back its goals – of helping the finance function to maximise its contribution to service transformation – by showing support and setting the right example from the most senior posts down through all ranks of the function.

These three opportunities to lead by numbers only scratch the surface and I’m keen to hear your ideas for how finance can play its full role in the transformation agenda.