by Sue Jackson, Senior Sector Lead
The NHS has long been considered a national treasure, but the system is undeniably under strain. With 7.5 million people on the waiting list, the public has made it clear: it expects better.
The good news is that we may be heading in the right direction. The new Labour administration is aware of the huge challenge it faces with the NHS, but it has made a promising start by prioritising the integration of public and private healthcare. This approach, if well-executed, could finally set the NHS on a path to recovery.
It’s no secret that the NHS is grappling with severe capacity issues. The current system struggles to meet the 18-week referral targets and faster diagnosis standards, and every additional week of delay in treatment can significantly impact patient outcomes, particularly in critical areas cancer care. While the NHS continues to strive toward better care, the reality is that it cannot do this alone.
Interestingly, the private sector has seen a 7% increase in demand over the past year, with nearly 900,000 patients seeking treatment privately. Yet, there is still untapped capacity within the private sector that could be leveraged to reduce NHS waiting lists. However, this potential remains largely unrealised due to a lack of collaboration between public and private healthcare providers.
Digital offers a solution
One of the most promising solutions lies in the adoption of digital tools that can bridge the gap between the NHS and private healthcare.
Here too, it appears the new administration has been listening. One of its key pledges is to drive “a shift from analogue to digital with a focus on innovation.” Digital tools can significantly improve the system by providing GPs and regional teams with a clearer view of available capacity across NHS and private providers.
For example, a platform like Feedback Medical’s Bleepa® can help ensure that patients are directed to the right place at the right time, optimising the use of existing capacity. This kind of visibility is crucial for ensuring that patients are directed to the right place at the right time and optimising the use of existing resources.
However, implementing such digital solutions is not without its challenges. The biggest obstacles for Health Minister Wes Streeting and his team are funding and incentives. NHS budgets are tight, and while clinicians recognise the value of tools like Bleepa®, securing the necessary funding within the current NHS structure can be difficult.
To effectively mobilise independent sector capacity, a viable commercial model is essential. While the NHS tariff for service delivery is fixed, applying this tariff within the independent sector results in a 20% shortfall due to VAT. Either the VAT on NHS work carried out by the independent sector should be exempt, or there should be a 20% uplift on the NHS tariff to ensure the financial viability of moving elective procedures to the independent sector.
Collaboration is critical
Beyond funding, there are logistical challenges that hinder collaboration, such as the current approach to multidisciplinary team meetings (MDTs). Traditionally, MDTs occur in person at a specific time and place, making it difficult for consultants who work across both NHS and private settings. Digital platforms like Bleepa can offer a more flexible solution, allowing consultants to collaborate remotely, securely, and at times that suit them. This approach not only enhances convenience but also improves the efficiency of patient care.
The private sector too stands to benefit from greater integration with the NHS. For instance, adopting the hub and spoke model, where specialised consultants at central hubs manage complex cases while routine procedures are handled at smaller regional hospitals, can lead to significant efficiency gains. By ensuring that all involved parties have access to the same information, this model can help reduce delays, speed up decision-making, and make more efficient use of resources.
It requires a mindset shift
However, for these solutions to truly take hold, a shift in mindset is required. The focus must move from immediate cash savings — this limits the scope for broader changes that could lead to greater efficiency, operational gains, and ultimately the recovery of the NHS.
That said, I am optimistic. We have a new government with a fresh mandate and a once-in-a-generation opportunity to reshape the future of healthcare in the UK. If we can use this new chapter to overcome the barriers to strategic thinking and action, embrace new ways of working collectively, and make use of the digital tools already available to enhance communication, visibility of capacity, and patient data management, there is no limit to what we can achieve.