• New report examines factors determining access to telehealth across three continents, focusing on policy, infrastructure, institutional structures, and skills
• Study argues that countries with similar governance standards could consider ‘portable licences’ that allow health providers authorised in one state, province or country to deliver services in another
• Telehealth tools must not be ‘ad-hoc’ solutions pursued by different departments within organisations. A joined-up strategy can ensure technology supports organisational structures
• Access to mobile and internet is still constrained among vulnerable or marginalised populations even in developed economies, and telehealth needs to be supported by plans to address deficits in communications infrastructure and usage

Telehealth technologies are advancing quickly, but their ability to improve access to healthcare depends on a wide range of enabling factors, including communications infrastructure, skills, regulation and culture, according to new report by the Economist Intelligence Unit.

Enabling telehealth: Lessons for the Gulf, sponsored by Philips, examines telehealth in North America, Europe, Australia and New Zealand, and identifies principles applicable to the Gulf Cooperation Council (GCC), a region embarking on wide-ranging healthcare reforms to deal with a rise in chronic disease. 

The report finds that, while telehealth can enable providers to work with patients anywhere, they often need multiple licenses to operate in different states or countries. Where governance standards converge, regulatory bodies could trust more in the licensing decisions of neighbouring authorities, creating ‘portable’ licenses that allow patient-provider communications across borders. Governments also need to clarify reimbursement policies and decide how telehealth should fit into existing insurance schemes. 

A second access factor is organisational unity. In some institutions, different departments are developing ‘one-off’ telehealth solutions. A joined-up strategy would better ensure new technologies are embedded in broader organisational structures, to avoid silos. 

Thirdly, the digital divide persists even in developed economies. Access to internet and mobile, in terms of network coverage and user skills, is unequal—especially in rural regions and among vulnerable populations such as the disabled and the elderly. Without improved communications infrastructure and training for these groups, new technologies may mirror existing health access inequities. Governments and providers must also note cultural nuances that may influence data sharing. For personal or religious reasons, some patients prefer not to share digital body imagery over the Internet, for instance. 

“Telehealth technologies are advancing quickly, but the tools themselves are only part of the story. A wider range of factors will shape access to telehealth such as regulatory harmonisation, communications infrastructures, skills, and social sensitivities,” says Adam Green, editor of the report.  

“The Gulf region has a major challenge on its hands due to the rise in non-communicable disease. It is worth looking to the experiences of other early movers around the world to emulate their successes and avoid their mistakes. In particular, while the Gulf region benefits from a generally high income level with strong rates of ICT penetration, it has limited experience of regional healthcare regulation and policy harmonisation, and suffers from a skills shortage”.

Read Enabling telehealth: Lessons for the Gulf here

Press enquiries:
 
Economist Intelligence Unit

Mathew Hanratty, corporate communications manager, London
+44 (0)20 7576 8546
[email protected]
 
Adam Green, senior editor, EMEA Thought Leadership, Dubai
M: +971 (0) 55221 5208
[email protected]
 
Philips

Emeel Bishay, Account Director, FleishmanHillard UAE
+971 4450 2600
[email protected]
 

Notes to editors

About this report:
Enabling telehealth: Lessons for the Gulf is an Economist Intelligence Unit report examining the enabling environment for telehealth, focusing on policy, infrastructure, skills, and user behaviour. The findings are based on desk research and interviews with experts, conducted by the Economist Intelligence Unit. The report was commissioned by Philips.

About The Economist Intelligence Unit
The Economist Intelligence Unit is the world leader in global business intelligence. It is the business-to-business arm of The Economist Group, which publishes The Economist newspaper. The Economist Intelligence Unit helps executives make better decisions by providing timely, reliable and impartial analysis on worldwide market trends and business strategies. More information can be found at www.eiu.com or www.twitter.com/theeiu.

About Royal Philips
Royal Philips (NYSE: PHG, AEX: PHIA) is a diversified health and well-being company active in the areas of Healthcare, Consumer Lifestyle and Lighting. Headquartered in the Netherlands, Philips provides products and services in cardiac care, acute care and home healthcare, energy efficient lighting solutions and new lighting applications, as well as male shaving and grooming and oral healthcare.
 
News from Philips is located at www.philips.com/newscenter.