Comment / Together we stand

Following NHS custom, after three months of my year as chairman, it is perhaps time to review progress under my theme ‘Influence, connect, engage’.

The ‘influencing’ agenda continues to develop positively with continuing requests for the association to provide input into early policy review. Influencing is a long-term issue and I am convinced we have a role to play. However, we need to prove our worth and demonstrate our commitment to change.

Some people believe influence can only be exercised by disagreement and controversy. That is not the HFMA approach. Rather, by identifying common agendas and providing support, resource, knowledge and expertise, we seek to influence the development of policy. Making policy is not our role. But we can support those whose responsibility it is by helping to think through policy changes and their implications.

‘Connecting’ related to our membership. So far I have attended four branch events (three conferences and a Scottish branch committee – a first for an English HFMA chairman apparently). I can report that the branch and membership are very much alive. The excellent conference programmes really demonstrated the value of local events. Given the logistics involved, the branches should be very proud of the professional standards of the events. And the visit to Scotland was a clear reminder the NHS is moving in different directions in the UK – a subject I hope to return to later in the year.

At the end of April the ‘engagement’ part of my theme really gets under way in the shape of a policy forum focusing specifically on clinical engagement. April’s forum will start by reviewing the Audit Commission’s timely Prescription for partnership report and look at the importance of engagement in specific areas such as service line management and programme budgeting.

Clinical engagement in financial management has always been important, but it is becoming increasingly vital. Despite more than two decades of cash releasing efficiency schemes, the pressure to improve efficiency is increasing. The comprehensive spending review, for instance, set a challenging annual efficiency target of 3%. We therefore need a different approach that cuts cost but enhances the patient experience.

Impossible? Well, difficult definitely, but also an exciting professional challenge to both accountants and clinicians. The more enlightened in both professions see that the prize is worth the effort and investment.

The HFMA is about to embark on a major joint educational training programme with the Royal College of Nursing (www.hfma. org.uk/traininganddevelopment). The thirst for NHS financial understanding and knowledge has never been greater. Demand for the HFMA e-learning modules and the Introductory certificate in healthcare finance has been incredible, with users ranging from non-executives to nurses – a true board to ward initiative.

The time has arrived when, rather than standing toe to toe getting equally frustrated about either the use or lack of resources, we should join forces. We need to start working together. Together we can combine our respective professional expertise and knowledge to deliver what I believe most of us – whatever our profession or trade – joined the health service to do. And that was to make a difference.