Last month’s announcement by care services minister Paul Burstow that telehealthcare could save the NHS £1.2bn gave promise to the financially challenged NHS, however it appears to have stirred up a hornets’ nest!

Following a FOI request from publication GP, the Department of Health has blocked attempts to reveal documents detailing how the NHS will save this vast sum. The DH used the same defence as it did with the risk register, claiming that revealing the evidence could ‘inhibit future policy delivery’ and ‘undermine ministers’ and officials’ space for consideration and debate.’

The secrecy around this information does little to provide the NHS with the faith that it needs to consider telehealth as a real alternative to the systems that it currently has in place. Evidence for how telehealth can benefit the NHS is limited and the DH has yet to publish full results from its ‘whole system demonstrator’ (WSD) trial of the technology.

GPs and other experts have therefore backed calls to release the data fearing that telehealth – technology that tracks patients’ health – may not cut hospital admissions and could push more work on to GPs instead.

Despite the continuous pressure for more evidence to be released, ministers signed a ‘concordat’ with industry in January to provide three million patients with telehealth by 2017. This could cost the NHS more than £1bn.

General Practitioner Committee deputy chairman Dr Richard Vautrey said: “While investing in telehealth may superficially sound like a good idea, we’ve yet to see convincing evidence. The risk is that at great expense it gathers a lot of additional data from patients, creates increased workload for GPs, but doesn’t actually reduce admissions.”

Dr Deborah Colvin, City and Hackney Local Medical Committee chairwoman, added: “We need very robust evidence. The costs will be considerable and if we are chasing our tails coping with data that doesn’t benefit the patient it would be madness.”

David Barrett, telehealth lecturer at Hull University, said the £1.2bn figure may be a realistic estimate “if you deploy the right service for the right user in the right way’. But he said this was a ‘very big if’.”

Related post

Selling into the NHS; it’s not about luck, it’s about having the right approach

Mark Venables, chief executive of Highland Marketing, takes issue with commentator Roy Lilley, who argued it’s almost impossible to sell innovation to the NHS. Roy Lilley is a long-term observer of the NHS management scene…

Continue reading

It’s clear that without concrete evidence, provided by the Department of Health, it’s difficult to say how robust this figure might be. However, it’s likely to be based on numbers of consultations or potential hospital savings and some of the small-scale pilots that have been done. Can we really scale up these figures?

Telehealth is a disruptive technology and needs to be deployed on scale with call centre integration as well as combining other community services including a locally based triage centre. It appears that once we begin to realise these transformational changes (and cease to do the things we did before) only then will we realise the savings. What will not be acceptable, and this is supported by the GPs, is if implementation increases their workload for no additional gain.

Related post

Health tech communications in the second wave of Covid-19 – and beyond

The arrival of the novel coronavirus was shocking, but it had a positive impact on the uptake of technology in the NHS. Now, as the health service prepares for winter and a ‘reset’ next spring,…

Continue reading

The following two tabs change content below.
Jeremy Nettle

Jeremy Nettle

Industry Advisor
Jeremy is one of the best-known and most experienced figures in healthcare technology, having worked in the sector for more than thirty years.

He started his career as a clinician in the NHS and went on to become IT director at Salisbury Healthcare NHS Trust from 1997-2002. From there, he moved into the private sector when he joined Lockheed Martin as director of business development within the public sector; a new sector for the company.

Jeremy went on to work for Intellect (now techUK) as chair of the Health and Social Care Group, giving a voice to more than 260 suppliers on IT policy issues, before joining Oracle as director of business development, EMEA healthcare and then global client advisor for Health and Life Science.

Jeremy is now semi-retired, but still works as a health and social care business advisor and sits on the board of companies, educational organisations and charities. Since January 2019, he has also chaired Highland Marketing’s advisory board, which is available to the agency and its clients for advice and support on effective communications and marketing.

Want more articles like this one?

Our free newsletter drops into your inbox every Friday to bring you...
  • Industry news
  • Essential analysis
  • Unmissable interviews
  • HM blog posts, tips and advice

Sign up:

Highland Marketing Ltd will use the information you provide on this form to send you our newsletter. Additionally, please let us know if you would like to hear from us about:

Read more information about our privacy practices. By clicking to subscribe below, you agree that we may process your information in accordance with these terms.


Leave a Reply

Find out how we can help your business

Get in touch