Regional engagement event. Durham 13 March 2014

Transcription

1 Regional engagement event Durham 13 March 2014

2 the story so pre-engagement far Finance practitioners Managerial leaders Clinicians Finance leaders Finance Leadership Council commitment involvement Senior An understanding of what we all want from finance Wide and what we want to become

3 Reviewing the framework for action Securing Excellence is about two things. First, we need to be better at choosing how we invest our available resources to provide the highest quality, safe and sustainable care. Combining the very best in financial informatics and health economics, this will give us new ways to model, plan and decide on WHAT GIVES MOST VALUE to patients and the public. We want to solve our challenges, not just analyse them. So from the start this work will be about finding and implementing practicable solutions to transforming our services - from the level of an individual treatment all the way through to an entire local health and social care system. Second, we will design and put in place EFFICIENT PROCESSES AND SYSTEMS to match or surpass that which can be found in any sector. These will provide information that is as accurate and as timely as could possibly be wanted for decision-making. To do this, we will find the best practices already out there and help NHS organisations to adopt the ones that work for them. Knowing the business recognises that we can t get the absolute best for patients unless finance and the clinical communities work together. Both have to take equal responsibility for designing and delivering high quality services that are sustainable, based on the available resources. The main focus will be on providing information and practical support to help NHS organisations use BUSINESS PARTNERING APPROACHES to create close and productive working relationships with clinicians. To support this, a 360 DEGREE FEEDBACK exercise will find out what finance needs to do differently and a PUBLIC VOICE REFERENCE GROUP will be formed to help us understand the public and patient perspective on the big decisions around service design and transformation. As a workforce we will have to change over the next 5 to 10 years to take account of changes to the skills needed, the technology we use and what we want from our job/careers. We ve got to be better at working with our clinical colleagues; we ve got to be better at talking about value; we have to be creating solutions to show how things can work, not telling people why things won t. We have to prepare for that change, to work with it rather than resist it. A first step will be MAPPING COMPETENCIES in terms of the skills and behaviours that will be needed. What are the technical and softer skills that we need for the future? We will be aspirational and ambitious in that. Everyone can then understand the sort of competencies they need to develop. A CURRICULUM FOR EXCELLENCE will set out how you can learn these things, working with our existing educational and training partners and investing in new opportunities for applied learning and experience. This will not only be for the next generation of finance leaders but also for everyone who is keen to specialise in the cutting edge new skills that will deliver the future NHS. At the same time, everyone in finance will be supported to make the best contribution they can by having tailored OBJECTIVES, REGULAR APPRAISALS AND CONTINUING PROFESSIONAL DEVELOPMENT. There could even be the opportunity for everyone to earn a dedicated HEALTH FINANCE QUALIFICATION. fulfilling our potential will encourage finance teams to use learning from the GREAT PLACE TO WORK TEAM ASSESSMENTS and benchmarking to find out how they can create a culture that enables individuals to perform to their best. This will be supported by EMPOWERING EVERYONE IN FINANCE to suggest or lead improvement. There will also be a FINANCE DIRECTORS DECLARATION to set out their leadership intent around Future-Focused Finance, along with diverse role models of the DIFFERENT SORT OF FINANCE LEADERS that we will need as part of creating this future. We can also help you progress by setting out CAREER MODELS that span the whole NHS, offering new opportunities for people to step up into and matching the changing expectations of individuals in what a modern workplace should offer. These career models will help find the role best suited for your strengths and preferences. By ENABLING MOBILITY between positions and organisations, we will also make sure you gain experience of different roles and parts of the NHS. The ambition is also to provide everyone in finance with the chance to benefit from one-to-one support by building capacity for this through a COACHING AND MENTORING CHAMPIONS PROGRAMME. Supporting all the work described above, we will establish a new HEALTH BUSINESS FOUNDATION. This will capture the knowledge, put in place the skills and cement the relationships needed to achieve the Future-Focused Finance vision and, beyond that, nurture and sustain the NHS finance community into the long-term. An immediate first step in this will be to establish the COMMUNICATIONS HUB that will connect everyone across NHS finance, followed by investment in the systems and skills infrastructure to spread and sustain the improvement from the other action areas. And early on, we will create a VALUE MAKERS network to champion Future-Focused Finance and to support its roll-out across the country in every NHS organisation. The Value Makers (learning from the Nursing Care Makers network), will take ideas and put them into practice locally, encouraging and supporting their colleagues to increase the value that finance delivers. Finally, and crucially, all of us in finance need to see and understand how our contribution matters. After all, we re not working for a retailer, a car manufacturer or in any other public sector job: we re working in the NHS. To help us connect with the primary purpose of what we do working to enable great patient care we will be encouraged to be among the many thousands making NHS Change Day 2014 pledges, committing to an action from March 3 rd.

4 and a group ready to engage Experience in the NHS from 4 months to 30 years Feeling connected and not From CCGs, providers, national bodies, business services Ready to listen and bring new ideas

5 Thinking about what NHS Finance needs to do better or differently over the next five years? Get involved much earlier in business cases, development plans and in working with clinicians Delivering value (not reporting variances against budget) not just cost but outcomes, benchmarking Moving away from incremental changes to whole system reform Make patient level costing system more accessible to clinicians Training and education at patient pathway level, not siloed Learning from those in other organisations Challenging and empowering staff to challenge the status quo Risk planning - using central contingencies Single transaction processing learning from big companies Moving between different sectors Rolling out the benefits of the graduate scheme which only affects small % staff

6 Introducing close partnering KNOWING THE BUSINESS CLOSE PARTNERING With Dr Sanjay Agrawal Consultant Intensivist at University Hospitals of Leicester NHS Trust Every part of what I do has a finance element I need you to help me in coming to the right decisions We have to come up with a five year strategy to integrate health and social care finance did seem to come in the at the end after the grand strategy had been announced Essentially doctors know very little about finance most don t know how to tap into funds We ran financial workshops for consultants in our Trust on the new NHS structure, our own budgets, where the money flows, coding, business planning Watch Sanjay s introduction Please use the hfma clinical engagement questionnaire ( to get really rich feedback on what clinicians need from finance

7 Encouraged by many aspects There is a plan and structure and finance has its place in the NHS. FD sign up need to communicate this to other directors Good there isn t a strategy document just get on and do it! Whole system involving all partners Clinical people driving this as well Appreciation that finance function needs to change and develop Consistent approach to 360 feedback Communications hub Finance as change agent

8 A number of priorities Empowering every individual needs to get started soon New ways to find out what gives most value (tools, methods benchmarking) - please contact Caroline Clarke with your ideas Engagement and building momentum Value makers/champions more locally/regionally based Take care not to forget and ensure we share the things we are doing well Embedding objectives, appraisals, CPD (not paper driven). Can seem top down without true dialogue Finance need to understand wider system (as well as clinicians understanding finance)

9 discussing close partnering What questions would you want answered in a 360 degree feedback from stakeholders? How do we involve patients and the public in the core work we do in NHS Finance? What could you do in your organisation specifically from Monday to start the process of partnering with clinicians?

10 Close partnering feedback What questions would you want answered in a 360 degree feedback from stakeholders? How you would rate us in terms of customer service and how could we be more effective? Do you have confidence in us in what areas? Are we visible? What would you improve (if anything) How would you describe your finance team What information do you not use What don t you get which would be useful? What information would be valuable and how do you want it presented? What will you do with the information? How is the training and support to understand the information you do get? What does finance mean to you? Do you understand what finance does? Multi-choice finance questions Where is finance a hindrance (eg regulation)? Ensuring clinicians act only on exceptions What do we want clinicians to do and how can our reporting enable that? Do we have the necessary relationship skills? How is our technical knowledge and skills?

11 Close partnering feedback How do we involve patients and the public in the core work we do in NHS Finance? Using plain language Scenario planning helping public to understand can t spend on everything Impact of efficiency eg cost of 100 missed appointments Patient reps - managerial route in hospital Focus on positive feedback Reputation of finance - can be blamed if don t have the money work with front-line staff to help them understand. Engaging patients very early not just at end of treatment Information to patients (posters, screen) around the hospital Look at what patients really value let patients know what treatments really cost Get involved at early stage in service redesign

12 Close partnering feedback What could you do in your organisation specifically from Monday to start the process of partnering with clinicians? CCG council members - taken ideas on commissioning intentions. Explained to clinicians why things not included Network of people in other trusts Inspired by graduate cooks tour all band 1s and 2s to spend week on other department to find out where our processes causing difficulty Ask a question of a clinical every day Series of training programmes and formal 360 feedback Building relationships with clinicians to help them understand our information more Smile at a clinical person Understand who within your own teams is best placed to partner with clinicians

13 Exploring the FFF website, You Tube channel and Twitter and writing our own blogs

14 Creating a network of VALUE MAKERS to champion Future Focused Finance in every organisation The challenge How to recruit 50 VALUE MAKERS? The ideas Video applications (not paper), use twitter etc to raise excitement, ask for internal nominations, share ideas on website blog Include non finance value makers. Make open to all grades. the contenders and winners 1. Are you a mover or a shaker can you be our value maker? 2. Bring down twitter 3. Making people count it could be you 4. Britain s got value makers 5. F 3 Promote the benefits - CPD, networking, meeting senior people, career enhancing, profile Important to define roles, attributes needed - driven, innovative, energetic, completer finishers, able to communicate well, able to use different media, enthusiastic,

15 And finally making some commitments THINGS I COULD COMMIT TO DO P! Tell others about Future-Focused Finance! P Brief our FD on Future-Focused Finance! P Run a workshop with my team (use posters)! P Get our FD to sign up to FD declaration or be part of a local health system declaration! P Register on the website! P Upload some content to the website (eg make some comments)! P Get involved with one of the Action Area projects! P Connect with patients! Tweet about Future-Focused Finance P Something else whatever you think will work!!! Then let us know how you ve got on!

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