Stakeholder Engagement

Key stakeholders who have shaped our thinking

The development of this strategy provided an opportunity for renewed collaboration and engagement across the counter fraud community and beyond. A key guiding principle in the development of our strategy was the importance of undertaking real and meaningful engagement not just with our own people but with a wide range of external stakeholders to inform the direction of the strategy and the future delivery plans in a meaningful manner. There are several key themes and considerations across all the engagements which have shaped the strategic pillars and actions we will undertake over the life of this strategy.

Our people

To help the organisation think about our strategic aims for 2023-2026, we undertook a number of internal workshops to gather our people’s views. Over the course of the workshops, some consistent considerations and themes emerged:

The appropriate response to tackling fraud

Use of data key to tackling fraud on a larger scale
Sharing and developing intelligence with key stakeholders
Having the right capabilities and professionally developed workforce

Career pathways

More proactive approach to fighting fraud - less reactive
Stronger vision and strategic objectives

Raising profile as the national body

Earlier engagement in consultation of key policy changes / systems in the NHS
Improved intergrations of intelligence FRA's and horizon scanning
Showing return on investment and wider outcomes
Ethical approach key

Recognising new and emerging skill sets required i.e.cyber fraud

Importance of having the right IT and infrastructure to support the delivery of the strategy

Actionable intelligence

Counter fraud strategic positioning
Opptunities to collaborate
Improved engagment across the sector
Clarity and consistency of message

Local counter fraud community

In December 2022, we invited Local Counter Fraud Specialists to participate in a webinar to share thoughts around strategic aims, vision, objectives, and over the next three years.

A number of consistent considerations and themes emerged:

Understanding of NHS pressures
Reciprocal engagment with local counter fraud community
Improved local support
More championing and sharing success
Intelligence sharing and centralised

publicity
share practice
operational support
focus on most reported frauds at a local level
consistency of approach and message

Local priorities and national priorities
Operational support
Focus on most reported frauds at a local level
Fraud Risk Assessments

Training support - CPD
Communication
Better promotion of success stories
local priorities and national priorities

Wider stakeholder group

In January 2023, counter-fraud professionals from across the NHS participated in a set of three workshops run by the NHSCFA to share their experience and input into the NHSCFA’s 2023-26 Strategy. Partners across the NHS were brought together to discuss their counter fraud goals and blockers, move towards a data-driven approach to countering fraud, and shape how this strategy can meet the needs of the entire health system.

Over the course of the three workshops, some consistent considerations and themes emerged:

Need to raise the profile of fraud across the public sector
promote the notion that finding fraud is a good thing Promote the notion that finding fraud is a good thing
Appetite for an NHS-wide approach to counter fraud strategy with common standards and agendas

A data driven approach should drive more preventative and agile capabilities, potentially through improved tooling like AI
Strengthen expertise in fraud risks and prevention within the counter fraud community and across NHS staff

Demonstrate the value of a counter fraud function to the NHS
focus on formalised, regular collaboration and data/intelligence sharing across organisations
NHSCFA to act as leader of a national approach, share guidance and training and develop common frameworks