22 Balancing act: supporting finance leaders to deliver on short- and long-term priorities
Impact
The direct financial benefits have been difficult to establish as GHFT was also going through its own financial recovery programme and the financial ask was significant. What can be said is that a combination of this work and the internal work of GHFT the financial position at the end of 2024/25 resulted in a small surplus. This meant delivery of a savings plan of £37m (across the total Trust – so not all in urgent care). The key lesson to be learnt from this piece of work is to really tie down the financial baseline and how the different workstreams will impact on it and really try to drive out the cost. By making the flow better the system was able to provide better care for its patients and staff were able to provide services they are proud to provide. Agency spend came down to 2.5% and turnover improved. Improved flow and focusing on ED performance is seeing a reduction in long waits and subsequently delay related harm. The new integrated flow hub is seeing a shift to more people going to home based care, as well as a reduction in the time a person spends in an acute bed when they could be in their own home. Positive impacts on staff engagement, areas of improved flow, seeing staff positively engage with the purpose and value of their roles in these ways of working. System working improvements have also been made – improving system transparency and resilience.
What financial benefit was achieved?
What was the impact on patient outcomes/quality?
Was there any other impact (for example, on staff, system partnership)?
After approximately 12 months of focused activity but then continued as part of the business-as-usual grip and control to ensure sustainability.
In what timeframe were these benefits realised?
Finance leadership mindset What one piece of advice would you give to finance leaders embarking on a similar scheme?
‘Keep an eye on the long-term and support operational and clinical colleagues to get there, embracing the development of more strategic business cases alongside the day-to-day grip.’
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