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( IAOs ) are fully trained and understand their responsibilities . 8 . Automate where possible . Automation can massively increase efficiency and accuracy , with automated fraud detection systems closing down opportunities for fraudsters . However , don ’ t make the mistake of trying to automate poorly designed manual processes – the starting point for any redesign is simplicity . 9 . Fraud education . Your employees will want to support countering fraudulent activity – continue to give them the knowledge and skills that will enable them to assist in the fight against fraud . 10 . Test and refine . Akin to cyber , plan appropriate testing of your processes to gauge if any undesirable activity is identified and reported . This will assist with prioritising potential issues .
Through the use of Artificial Intelligence ( AI ), existing spending and procurement datasets from each newly formed ICB can be compared using specified parameters that show deviation from regular and / or permitted activity . This will identify priority anomalies for review , including poor management , duplication and training issues , but also potential fraud . Examples include the identification of areas where contract consolidation could lead to lower prices , unexplained constant low-level resupply of items , contract splitting or false invoices . This approach could be used across many functions that are vulnerable to fraud , such as pharmaceutical and dental contracting , and even has the potential to identify modern slavery issues .
As a greater number of ICBs take this approach , patterns and propensities can be observed and predictive modelling applied . Imagine a world where ICBs can compare the failure rate of specific items of equipment used as part of a virtual ward – are the high outliers not employing effective training or are they falling victim to resupply fraud ? Or , perhaps , higher value items should be fitted with Radio Frequency Identification ( RFID ) technology to allow tracking , so that return can be facilitated ?
Future government reform plans have opened new , largely untapped , opportunities to prevent and identify fraud . For example , Companies House data can now be used by public bodies and , therefore , named officers or persons with significant control can automatically be cross-referenced with HR staff records and Conflict of Interest Registers as a standard part of supplier onboarding and ongoing recurrence checks .
With the extraordinary problems the NHS is facing due to staff shortages and resources , preventing and managing fraud should be a significant priority . However , it is also impossible to overlook the possibility of also saving more than a billion pounds through fraud prevention and detection . �
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