I thank my hon. Friend for that excellent intervention. This comes back to the basic concept of common sense. It must be easier for a GP to make the correct diagnosis when seeing someone face to face. We all make mistakes, but when our medical professionals on the frontline, whom we all admire, are under pressure and tired, and they make mistakes, that can have devastating, life-changing consequences.
We will never know the difference it may have made if Laura had the correct diagnosis in October 2023, but it must be right to give all patients the best opportunity. I know that the Secretary of State for Health and Social Care, who I have interacted with in the Chamber, is absolutely determined to make reforms across the healthcare system. He has started actively, abolishing NHS England, making changes to the Department, and doing much more. That brings me to what else can be done.
We can look at the pressures on GPs. I was astonished to read that almost 50% of all GPs are thinking of retiring in the next five years. Almost 50% of them cite the increased pressure of bureaucracy, paperwork and administration. Surely we want our trained GPs in front of patients; we do not want their time being absorbed by unnecessary burdens and paperwork. If that is driving our GPs away from the noble profession of curing and helping people, we have to look again. I hope the Health Secretary, the Minister and colleagues will drive a change in processes.
When I was with people in my constituency of Boston and Skegness recently, doing more research, I was astonished by what I found when I spoke to a GP and liaised with her. She gave me some examples of bureaucracy clogging up the system. For example, if a GP refers a patient to a consultant in hospital, and the consultant says, “Yes, the patient needs this, but I also need to refer them to another speciality just down the corridor in the same hospital,” that cannot be done directly. The consultant has to write back to the GP. That letter goes through the post, with a hundred other letters a day. Then the GP has to refer the patient back to a different consultant, with that different speciality, down the corridor in the hospital. That lacks common sense.
It appears that if the consultant wants to prescribe medication to the patient who has been referred, they are unable to do that directly; they have to refer back to the GP, who has to spend more time providing the prescription. That appears to lack common sense. If the consultant wants to request blood tests, on many occasions that will have to be referred back to the GP, by letter or maybe by email, so that the GP can request those tests. All that leads not only to delay for the patient, and to time being consumed, but to more work for the GP, who we all surely want to see more patients face to face.
There are other situations that seem to be clogging up the system. Take our old friend GDPR. It is well-intentioned, but when I went to a pharmacy in Boston a few weeks back, the pharmacist said, “We have the same software system as the GP surgery, right next door to us in the same building, but because we have different modules, and because GDPR does not let the modules talk to each other, it leads to increased delays and a lack of productivity and, for patients, a lower-quality service.” They went on: “We could do so much more. We could relieve the GPs of some of the work they are doing, so that they could see the patient face to face.”
Then, a week later, I was in a care home in Boston, with carers and experts in the room. We were talking through the issues. They said, “There are processes and procedures that we can do that we are not allowed to do, so a GP has to do it; or we have to request an ambulance from the hospital, clogging up ambulance waiting lists or clogging up A&E corridors, when we could do those procedures.” Again, the great concept of common sense cannot be applied. I think we all know that we can do so much better than that.
Then there is the issue of referrals. When a GP makes a referral to a consultant, that referral often gets assessed by a non-clinician as to whether it is correct. I would have thought that we should be able to trust highly trained, highly skilled professional GPs and back their judgment on the frontline. If they think someone needs to be referred to a consultant, surely that does not need double or triple-checking. Again, that delays good patient care and causes more blockages for the GP, more admin and more paperwork.
Then there are our friends at the Care Quality Commission: an important supervisory process and concept. I hear about the processes, the box-ticking, the patient panels—all that is just more admin, more time and more resources consumed outside the core function of face-to-face treatment and care for patients. It therefore seems that this is not a party political issue, but one of driving continuous improvement in our healthcare system, and of the Department, as it moves forward with the reforms we all want to see, saying, “Actually, let’s look at all the processes. How do we reduce the blockages? How do we remove any unnecessary paperwork and burdens? How do we improve the technology?”
Indeed, artificial intelligence, which is so recent, is a huge opportunity for healthcare and technology in healthcare, and for GPs to, for example, double-check or triple-check their own diagnoses. These are great opportunities facing us, but most fundamental of all, we must give our GPs every support, every ease of progress and the right technological assistance behind the scenes in the back office, so they can face all of us when we are unwell and need treatment, because that is when they can use their experience, wisdom and knowledge to get to the right diagnosis.
It would be a tribute to Laura—it would be her legacy—for patients to have the right to see a GP face to face. Easing the processes would make life easier for GPs and would make them want to stay in the profession, because they know that face to face they will achieve a great and noble cause and good.