Value Maker Application

Transcription

1 Value Maker Application

2 Our Department WWL s Finance Department is a welcoming and supportive place to work. We put emphasis on patient and staff satisfaction. We wanted to make a joint application to be Value Makers to reflect the collaborative nature of our organisation and department. WWL, and the Finance Department in particular, have a culture of continual improvement. Finance Mission Statement: Providing excellent, innovative and financially assured services to sustain future healthcare for our patients

3 Finance FFF Declaration

4 Why do you want to be a Value Maker? Karl Jones Deputy Divisional Finance Manager I would like to be a Value Maker as I strongly believe in promoting best practice and engaging everyone as a team to drive efficiency and create value for money, for both patients and tax payers. Special Skill: I consider myself a person who encourages and drives change in teams and their processes to help generate efficiencies. I am a keen advocate for both self and team development in order to create value for money changes to working practices. I am passionate about the values of the NHS, and I am energised by the prospect of being a vehicle for positive change by finding ways to overcome obstacles that the Trust faces. Special Skill: I act with creativity and imagination to tackle processes from a different angle to streamline them, leading to greater efficiency. Dave Field Management Accounts Assistant

5 Alex Devany Deputy Divisional Finance Manager I would like to become a Value Maker to allow me to network with other like-minded finance professionals from across the NHS, sharing best practice to drive value and positive change. Special Skill: I am always willing to question the current way of working if I believe that there are improvements to be made. I am able to easily identify inefficiencies in processes and use my problem solving skills to create logical and innovative solutions, positively affecting the future work of both myself and my team.. I am really excited about the prospect of being a Value Maker. I think it s critical that Finance are seen as a partner and that we understand the services we support and the numbers we produce. This is a great opportunity to think about new ways to engage and ensure we add value. Heather Shelton Divisional Finance Manager Special Skill: I am a dedicated individual with a love of NHS Finance and a strong desire to deliver the best service possible. I am nearing completion of the Elizabeth Garrett Anderson programme which has provided me with a renewed focus on the core purpose of the NHS and the role finance has to play.

6 Naomi Simpson Costing Accountant I would like to be a part of a network where we can all learn from each other and share best practice. To do something outside of my Trust and give something back to the NHS helping to make a difference. Special Skill: My main special skill is experience and knowledge of NHS Costing and I feel this is quite niche. I want to promote NHS Costing, educating finance and nonfinance people in how Costing data can be used to improve efficiency and help reduce costs. I would like to be able to make the most of my relationships with the clinical directors and managers in our trust. Becoming a value maker will provide more focused and a wider network of best practice experience to help deliver benefits for the patients of WWL. Ian Roberts Divisional Finance Manager Special Skill: I have experience of quality and performance measurement from a lean focused manufacturing company and I hope to be able to utilise these principles to help improve efficiencies in WWL for the benefit of all WWL stakeholders.

7 Natalie Garforth Deputy Divisional Finance Manager I would like to be a value maker to become part of the FFF network that enables knowledge and best practice to be shared across the NHS. To be part of this platform is important so we can work collaboratively across the NHS and can all share our knowledge and expertise to help deliver value for money and improve patient care. Special Skill: I am passionate about my role in NHS with over 10 years of NHS experience in management accounts in both the provider and commissioning sector. I believe that engagement with clinical staff is key and being a value maker will allow me to share my knowledge and experiences and develop new skills and techniques. I would like to become a Value Maker to share knowledge and best practice within the trust and with other organisations. Then using this knowledge I want to help drive more efficient uses of time and resources to benefit both patients and employees. Mark Allan Deputy Income Accountant Special Skill: I have experience of working in NHS organisations from both a provider and commissioner side. I am a logical thinker with a focus on continual improvement, always looking for ways to develop and streamline.

8 4 P s WWL s philosophy of the 4 P s: Patients, People, Performance and Partnerships. We have a monthly Team Brief which passes information from the Trust Board to managers and all staff and allows communication back to the Trust Board. GEM Awards Collectively, we have received 9 GEM (Going the Extra Mile) Awards. This is a trust wide award to recognise when employees have gone above and beyond their job role. Personal Development The encouragement of personal development is embedded into the culture at WWL, with annual PDRs being value based which provide a structure to achieve objectives set. The department also allow members of the team to shadow the daily operations within the hospital to allow them to gain a better understanding of how their role impacts the wider organisation. Volunteering Estates Strike Due to industrial action the Estates & Facilities directorate required volunteers to maintain patient care & safety. During the strikes, the majority of the finance department volunteered to help with additional duties such as Portering, Domestics and Catering whilst maintaining their workload. Lunch & Learn We run monthly Lunch & Learn sessions which are informal training sessions open to all finance staff. Each session is based around a specific topic (e.g. FSD/FFF, costing, procurement)..

9 Team Structure The team is structured in a way that aids progression from a junior level to a senior level within the department. The structure of the team also allows developmental roles to be created where pay and responsibility can be increased when set milestones are achieved. Job Rotation When vacancies arise within the department the responsibilities are offered to equivalent members of staff before being advertised externally. The individuals are offered this job rotation to help promote personal development as well as a creating a resilient workforce. Training Sessions When budget holders or other non finance staff are new to their role, or require a refresher, we provide one-to-one training sessions where we teach them how to understand and interpret their budget statement. We can also provide information and advice on how to apply for additional funding such as a business cases or via charitable funds. Protected Time The department have allocated weekly protected time to continually improve the service provided by the finance team. During the protected time the individuals/teams work towards the following themes: Improvement of processes and procedures; best practice; Innovation; and Training of non-finance Staff. Study Policy The study policy is offered to all members of staff within the department and offers up to 21 days of study leave per year! We currently have 12 people studying towards differing qualifications within the department, all of which were chosen by the individual, to further their own development rather than being dictated by the role. As well as teaching how to understand their budget statements we provide training on how to understand cost drivers which enables users of PLICS to appreciate how patients costs are influenced by certain factors which in turn can lead to efficiencies and reduction of costs.

10 DFM We have developed an award wining app for budget holders to manage their budgets. This allows budget holders to drill down to the detail, view their staff lists and have overall better financial management. Pop Up Drop in Sessions Each month we have drop in Finance sessions to cover a variety of finance topics with a multi-- disciplinary team from the department. These have included: Costing Block Contract Budget Setting Ask us anything plus many more Engagement As a department we are integrated within the hospital and have regular multidisciplinary meetings to discuss the financial position with both clinical and operational staff at varying levels of seniority. Costing Our Costing team are members of various costing groups/forums including Merseyside, Lancashire & Cheshire, E&T Roadmap Partners, Costing Transformation Programme, NHSI Costing regional forum, Technical Focus Group and Prodacapo User Group. These groups are really good to discuss any issues, share ideas, get updates and help promote consistency throughout Trusts. They have recently won HFMA Costing Award 2018 Twitter We have Twitter accounts for both the Finance Team and for the Costing Team. This enables us to spread the word about finance, keep up to date with what is going on engage with other Trusts and Partners, sharing ideas and improving finance. Innovation We have been shortlisted for the HFMA 2018 Innovation Award. This involved working in partnership with Clinical Staff, Operations and Finance to improve theatres efficiency and to reduce agency spend. This had led to working in partnership with Bolton FT and increased the number of patients that can be treated both in an out or area.

11 Finance led projects Project driving theatre efficiency & promoting partnership working. Innovative nursing incentive scheme introduced to ensure safe staffing of wards over Winter and minimise agency expenditure. Award winning finance department CIPFA Public Finance Award Team of the Year 2018 Shortlisted for 4 national HfMA awards 2018 Winner of HfMA Training and Costing awards 2018 CIP Schemes Contribution to trust wide CIP schemes which include: Maximising efficiency and efficacy opportunities for support services Achieving Carter and procurement savings Maximising contribution of services Local CIP meetings and thought shower sessions. Model Hospital, reference costs and costing transformation programme. Tariff reviews and partnerships with other specialist trusts to influence the development of the national tariff.

12 Education & Training Roadmap Partner The aims of the collection are to capture the actual costs to an NHS provider organisation of students and trainees on a clinical placement to support the replacement of the current transitional tariffs with a more permanent set of tariffs that reflect the actual costs of the placements and to improve the understanding of the costs of these placements at a provider level. Costing of New Services Bisphosphonates infusions in Wigan to support the Christie in delivering local care for Wigan patients and removing the need to travel to Manchester. The finance team provided significant support to cost the service to make sure both the patients received local care and that WWL received a fair tariff to deliver the service. Artificial Intelligence Piloting a project with NHS Quest & IBM Watson around the potential benefits to healthcare of artificial intelligence technology. Piloting a New Healthcare Model Piloting a community 7 day palliative care nursing model for MacMillan with the Christie and the Hospice. This pilot provides enhanced clinical care at weekends and the finance team are responsible for keeping the project within financial plan and are a key stakeholder on the project management board.