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I am the Chief Financial Officer for Community Health Partnerships Ltd (CHP). I suppose that I occupy a similar role to most with the same job title. My key responsibility is providing strategic financial advice to the board whilst also ensuring that the company discharges all its financial obligations. With CHP there is a layer of complexity resulting from the fact that, although a limited company, it is wholly owned by the secretary of state for health and derives the vast majority of its income from the NHS meaning that we operate with the ‘government accounting boundary’. This means additional governance and two sets of accounts and a challenge explaining our position to different sets of stakeholders.
It would be good for me and all our partner organisations if we were able to reach decisions more quickly; spending our time on implementation rather than talking about what needs to be done. We’ve got good people who are well equipped to deliver but their energy is drained by what remains a complex and disjointed healthcare system that often lacks the confidence to take risks and move forward.