MyCIMA

Can management accounting save the NHS?

Naomi Smith's picture

On the 31st March the LSE played host to the 32nd annual meeting of the Management Accounting Research Group, founded by CIMA Past President, Professor Michael Bromwich and sponsored by CIMA’s General Charitable Trust.

The theme for the day, which brought together leading academics and practitioners, was Cost Management Strategies and there was a strong focus on the UK's National Health Service. This was particularly fitting because the 31st of March was also the NHS financial year end.

With the Health and Social Care Bill currently working its way through the UK parliament, it was very timely to be discussing strategic cost management within the NHS. Professor John Cullen of the University of Sheffield kicked off the conference by reminding us how management accounting can act as a driver for innovation.

He presented a case study which demonstrated how management accountants had facilitated the introduction of Foundation Units within a Foundation Trust. Once awarded with Foundation Unit status, those organisations are allowed to retain up to 80% of their surplus, giving them the autonomy to create pioneering treatment for patients.

CIMA Council member, Robin Bellis-Jones of Bellis-Jones Hill Healthcare Management Solutions, led the afternoon session and opened it by sharing some key facts about the NHS:

•  £9bn annual turnover in 1948 (at today’s value)
•  £100bn+ annual turnover now
•  1 million patients treated every 36 hours
•  10,000 GP practices

Given the size and complexity of the NHS and the practices, hospitals and trusts which constitute it, Bellis-Jones called for an activity based costing approach that can address all aspects of service line reporting and patient level costing.

He urged delegates to read the CIMA sponsored research undertaken by Imperial College which found that ABC analysis of cost behaviour in the NHS is a tool providing so many attractions that it far outweighs the cost of implementation.

Over the weekend the press widely reported that UK Prime Minister David Cameron was considering key changes to the Health and Social Care Bill. CIMA wonders if he was at the MARG conference too?

Ask the Norwegians?

I confess I just read the newspapers.

And of these I find the 'letters' perhaps the most interesting.

The Editor of Lancet felt compelled to write in 'The Times' of 'how Norway' had approached its similar issues with that by the UK Government.

It was in Wednesday's issue, I think.

No wonder the Norwegians wish to retain their independence.

Best regards

Cliff Moggs

 

Clinical Excellence?

I recall one of the inevitable national league tables on Hospital Trusts. I was intrigued on the results showing the worst performing hospitals on clinical excellence had in the main ‘outstanding financial performance'. I see you blog records how ‘activity based costing’ is worthy of pursuit. Should you have need to go into hospital what criteria would you look at? 

Now, we have the proposal to elevate the GP has being ‘budget holders’ as they account for a significant proportion of the NHS spend. Question, “how many ‘management accountants’ work for GP practices?

Best regards

Cliff Moggs

PS. I am also reminded of 'choice' within the NHS. Having been through this experience, the 'choice' meant which location not which person - help.

We're 'strategic business leaders' far outside 'business'

I've never understood why CIMA as a professional institute hasn't taken the opportunity to bring management accounting right to the forefront of public service development - the sector's been driven by performance targets for nearly twenty years now, and if we're not all about performance management, what do we do all day? It's all a perfect fit with the "CIMA difference".

Yet, despite having thousands of our people already there, in the NHS and every other part of the public and voluntary spheres alongside our commercial colleagues and Members in Practice, the language that CIMA uses is almost exclusively "business". We're not even chartered management accountants any more, we're "strategic business leaders".

Well, here's the proof that we're "strategic and operational performance leaders".