From waiting lists to log-ins

Is the NHS ready for online hospitals? Can this fresh approach to tackling NHS waiting lists succeed where others have not? 

Last week, Keir Starmer announced a new approach to tackling long NHS waits with the launch of ‘NHS Online’ - a dedicated digital health service via the NHS App that aims to transform patient access to elective care. The service is set to go live in 2027 and promises to transform elective care and give patients faster and more flexible access to specialist clinicians across England. What’s striking is that such a major initiative was absent from the 10 Year Health Plan published three months ago, however it fits with one of the Plan’s core strategy of moving from analogue to digital.  

The government says that the service will deliver up to 8.5 million appointments and assessments in its first three years. This is equivalent to four times the output of an average NHS trust. Initially, NHS Online will focus on a small number of planned treatment areas with the longest waiting times, such as ophthalmology, gynaecology and digestive conditions. The plan is to gradually expand as more services are deemed clinically safe to deliver remotely. By doing so, it will provide a meaningful reduction in outpatient demand while enhancing patient choice and accessibility. 

What NHS online means for NHS and patients: 

• GP access remains essential: Patients will still need to go through their GP, which could create a bottleneck in the system if not carefully managed. 

• Accurate and joined-up patient records: The Single Patient Record (SPR) must be implemented effectively, to ensure consultants have the right information to make informed decisions from anywhere in the country. Robust data governance and protection measures are crucial. 

• Specialty-specific implementation: Remote care will look different across specialties, depending on the need for physical follow-up, testing, and diagnostics. Integration with community diagnostic centres will be key to ensuring this is a true shift to community-based care rather than merely transferring the burden back to hospitals at the stage of testing and diagnosis.  

• Potential for proactive care: Through our recent work, we’ve seen how critical the period between referral and first clinical contact can be, with long waits at this stage leaving space for patients to deteriorate. Online hospitals could help put emphasis on earlier diagnosis, and therefore more effective triage based on clinical complexity – all without patients needing to visit a hospital in the first instance.  

• Patient autonomy and oversight: Allows patients to have greater oversight into their care. However, consideration must be given to those who are digitally excluded to avoid widening health inequalities. 

  
  

For health tech companies, NHS Online signals both opportunity and responsibility. The government’s ambition to deliver millions of virtual appointments will depend on platforms that are interoperable, secure, and designed around patient experience. This raises the bar for digital providers to demonstrate not only technological capability but also evidence of impact on outcomes, equity, and efficiency. Companies that can prove their solutions support integration with the SPR, reduce pressure on diagnostics, and enable proactive models of care will be well-placed to partner with the NHS as this digital-first vision takes shape. 

Effective communication is key to the success of digital health initiatives. NHS Online will require clear, accessible messaging for patients, clinicians, and stakeholders to ensure uptake and confidence in remote care.  

Done correctly, NHS Online has the potential to not only reduce waiting times but also enhance the patient experience and drive a more proactive healthcare system.