System insiders

As we hit November, the countdown to this year’s annual conference has really started, and we are developing a fantastic experience. Unfortunately, the timing means we are probably not going to hear from the (by then) newly appointed chief finance officer for the new joint executive team at NHS Improvement and NHS England.

Nonetheless we have a packed agenda and the opportunity to hear about crucial developments for the NHS – the 10-year plan, proposals to move away from the current control total system and payment reform, to name just a few.

On the Wednesday of conference, we celebrate with those who have achieved success in our diplomas. I’m indebted to all those involved in the delivery of the qualification and within the awarding body. In three years, from a barely formed concept, we have delivered a practical, well-regarded programme designed to meet the needs of the ever-changing health service.

Tickets are still available for the main event and we welcome as many members as the venue will take. The annual awards dinner on the Thursday night is another highlight and this year has a healthy crop of nominations. Our awards continue to provide a great opportunity to celebrate the work of finance teams.

The finance function is at the heart of the system. I often represent the HFMA at meetings with many different professions and pressure groups. While they make good contributions, they do so from a standpoint of looking into the system. The HFMA comments from the point of view of being part of the system. 

Finance professionals play a crucial role in the delivery of high-quality health services – a contribution not always appreciated by others. Proper budgeting means the money is in the right place to deliver services all year round.

Costing data is increasingly being seen as a tool for identifying opportunities to improve clinical services, address variation and deliver value. The audit function plays a vital safeguarding role in ensuring money is spent well, making the best use of taxpayer funds.
And, at an executive level, finance directors provide valuable input to boards. What you do as a function is important, and that means what we say on your behalf is important too.

At events, while I may not always say popular things, I do get listened to because I represent an important and powerful community – you.

At a recent roundtable – I can’t reveal details as it was a Chatham House meeting – there was a distinct chill in the air when I finished speaking. Reality had hit a cosy conversation as we talked about the ‘F’ word. I make no apologies for this. We must continue to articulate the realities of where we are as an NHS. And we have influence!

We are listened to because we are a credible, professional function. Since the demise of strategic health authorities, we have set up regional finance director, and sometimes deputy director, groups. This underlines our status as part of the system.

It is a major plus for us and it is down to your hard work in delivering excellent services time and time again across all UK health services.