Direct Supplier Commissioning

Clinical Commissioning Groups are exploring new ways to commissioning patient services and BMAT has been at the forefront in assisting them to evaluate specialist service opportunities.  Recently, BMAT worked on the creation of a new specialist rehabilitation centre  for Leicester which is directly commissioned by local health authorities.  For more information click here.

Healthcare And The UK Bribery Act

The Bribery Act 2010  was introduced to update and enhance UK law on bribery including foreign bribery. It is now among the strictest legislation internationally on bribery introducing a new strict liability offence for organisations including public organisation and medical companies of failing to prevent bribery.

This new corporate criminal offence places a burden of proof on organisations to show they have adequate put procedures in place to prevent bribery and provides for strict penalties for active and passive bribery by individuals as well as companies.

The Bribery Act creates four prime offences:

  • Two general offences covering the offering, promising or giving of an advantage, and requesting, agreeing to receive or accepting of an advantage
  • A discrete offence of bribery of a foreign public official
  • A new offence of failure by a commercial organisation to prevent a bribe being paid to obtain or retain business  or a business advantage (should an offence be committed, it will be a defense that the organisation has adequate put procedures in place to prevent bribery).

In dealing with public contracts, receiving grants from suppliers and being entertained with medical representatives, it is essential that such systems are in place.

BMAT has provided organisations with effective systems and processes that ensure that the organisations comply with the legislation with minimal bureaucracy. Our online gifts and hospitality register now supports over 30,000 employees globally, for more information  click here...

Service And Cost Optimisation

Continued optimisation might be challenging for organisations that have already gone through painful changes but constant innovation in clinical techniques, business practices, systems and resourcing methods will always provide opportunities for further improvements to services and costs. In healthcare organisations the key to optimisation and funding prioritisation is to develop the correct relationships between strategy, services,  processes, service level options and patient outcomes. Traditional methods of funding and commissioning simply apportion funds based on past trends and sweeping assumptions with little understanding of the underlying real cost drivers of providing clinical services and their administrative support needs.

BMAT has developed many techniques and systems that help healthcare organisations reach higher levels of patient care and performance:

OPTIMISER service and cost optimisation in a box.  It is a methodology and system that will provide you with the critical information to challenge and reallocate budgets to where they are needed most.  For more information click here

Clinical Management and Commissioning Systems. These systems can connect the clinical, administrative and commissioning processes down to transaction levels providing significant savings in administration and greater effectiveness in managing patient care click here

Governance Solutions to enhance governance processes and reduce related cost and bureaucracy click here

Service Reviews to help decision makers understand alternative options to providing healthcare and reach informed decisions relating to service strategy, resourcing, contracting and systems click here

Good Governance In Healthcare

We work with healthcare organisations to help them embed excellent standards of governance and compliance at minimal cost and bureaucracy.  We find that the winning formula for success is: good policies; excellent stakeholder communication; efficient processes and systems; and making sure that stakeholders feel they can contribute, anonymously if required.  When all processes and systems are in place good governance becomes integrated with the organisations culture, understandable by all stakeholders.

BMAT optimises the governance process by providing effective 24/7/365 confidential help-lines and web-based systems to gather data, case manage issues and deliver executive reports covering:

> Clinical governance
> Confidential reporting (whistleblowing)
> Crime and serious incident reporting
> Gifts and hospitality register
> Conflicts of interest register
> Health and safety reporting
> Information governance

To learn more about our services click here..

Strategic Optimisation Of Budgets

Healthcare providers are normally constrained by finance or resource availability and must make sure that all funds are used to the maximum benefits of the community. Hence process leaning initiatives need to be focused on high priority targets, i.e. ones that will give the biggest benefit on investment.   The real problem is that many organisations do not have the right information to allow them to select the best targets.

To be effective, management need to broadly know the true value, cost and performance of all processes and their inter-relationships with support functions.   Without such knowledge there is a risk that leaning initiatives will not be scoped or  prioritised optimally. In short, higher value targets may be missed, resources wasted and measurements of potential benefits unreliable!

The best way to optimise resources is by leading with a programme of Priority Based Budgeting.  Carried out properly  this will yield massive returns on investment and prioritise all longer term improvement projects.  Priority Base Budgeting is complementary to Lean Thinking and process engineering, it stimulates process leaning, accurately targeting leaning effort to processes that will yield the biggest return on investment.

Should you consider that “Lean Thinking” in your organisation is “Not Lean Enough” then take a look at OPTIMISER cost optimisation in a box.  It is a methodology and system that will let you know exactly where to target your efforts continually.  For more information click here.


Commissioning Support Services

The way that general medical practices fund patient treatment is continually evolving, last year through the creation of CCG’s and next year, patients will be allowed to register with GP practices outside their traditional catchment areas.  All these changes require GP’s and CCG’s to adopt new business practices and take on the burden of commissioning and administrating healthcare .

BMAT is a specialist in all aspects of healthcare administration including commissioning, purchasing, finance, systems and human resources.  We can provide GP’s, CCG’s and CSU’s with services that allow doctors to focus on their patients priorities while we streamline and deliver the backup support services.

Currently we support national NHS specialist services commissioning, purchasing and administrating over 300,000 complex treatments each year.   For more information click here.

Integrated Commissioning

BMAT processes, systems and people focus on optimising healthcare services and the value gained from suppliers. Currently, BMAT manages commissioning processes for specialist national NHS services, processing over 300,000 treatments each year across 50 clinics. Our systems provide total integration from the point of specifying patient needs through to the procurement and delivery of their treatments.

The benefits of our integrated approach to commissioning are many which result in: the total cost of processing orders being drastically reduced; visibility of the cost of appointments, treatments, conditions and episodes of care; tight control of supplier prices and performance; and enhanced financial control.  To find out more click here.

Effective Project Management

Flying an airplane in level flight is not too difficult, but making major maneuvers is challenging.  Running an organisation is similar, most managers are comfortable keeping established processes running but when change is needed  (i.e. new projects) a different set of skills and experiences are required and some of the passengers get concerned.  In short, projects are risky because:

>  Organisations are resourced for running daily operations, not implementing complex change .
>  Projects frequently involve multi-disciplinary complexity.
>  Many people do not like change and some will actively resist.
>  Projects becoming driven by “wish lists” rather than strategic/operational priorities.
>  Lack of executive support and project managers and staff with insufficient skills.
>  Project managers being “reporters of deviations” rather than solvers of problems.
>  Organisation becomes over dependent on suppliers, believing fixed price contracts eliminate risks.

To find out more and how these problems might be overcome read on..