Comment / Gearing up

The HFMA board met in July to discuss the current issues in the association. Our financial year ends in June so, although it was too early to get final figures, the board was encouraged that for 2009/10 the group will probably post a healthy surplus well ahead of target. While this is pleasing, and particularly because so much of it is from commercial sources, there is some trepidation about the 2010/11 year.  Here the association is looking to continue to raise a modest surplus on trading activity in-year while also using some of its longer term resources to help members further on downstream.

The board also approved the Shaping the future strategy (see p24).  The business plan for 2010/11 fits into the strategy and a key aspect is to maintain a high level of member services. It could be tempting in a downturn to reduce these benefits, but this is just when help is needed.

Take our news service for example, put together by the main contributors of the magazine. We know many of you read the news bulletins we provide, perhaps not on a daily basis but following the links from our weekly round-up email. There are many news services out there, but the HFMA alerting service is the only one that flags up technical announcements of direct relevance to the finance function – additions to the Finance manual, for instance. That service costs a large amount to run but we continue to provide it because now more than ever our members see keeping up to date as an important contribution to continuing professional development.

As part of the business plan, the board agreed to develop a scheme to help members who face being displaced and who need new skills. You will hear more about this later in the year, but essentially the association is looking to invest a substantial sum into events, programmes and other resources to help members. This is a time to invest in the future of the finance function and we are committed to that.

The board also considered the issues facing colleagues as we move forward. It’s clear that acute colleagues face less disruption than primary care ones. With the proposed abolition of PCTs and SHAs there is considerable uncertainty.  However, acute and mental health members also face challenges as they adjust to the new environment. Of particular concern to trustees is the ability of those who have managed in times of plenty to adjust to times of relative lean. We will need more up-skilling as we tackle the future challenges.

The association’s response to events as they unfold in England was also of interest to the board. We all agreed that it was a fairly green

white paper that was rushed out to demonstrate action. It has been disappointing that managers’ role and value has not always been appreciated in the announcements made. I sent an e-mail at the end of July to reassure English members that we are working hard to respond. While there are short-term risks for finance people, there are big opportunities as well.

We are gearing up to the challenge to support members and develop the association’s business strategy. We need you to help us with that by continuing to support both your own development and ours. And if you want to help out, get in touch and tell me what you would like to do.