Remote patient monitoring (RPM) is becoming an essential part of modern NHS care, helping teams manage long-term conditions, reduce admissions and improve patient outcomes. But introducing new technology into stretched healthcare systems requires more than enthusiasm — it needs a clear, evidence-based business case.
This guide explains how to build a convincing business case for remote patient monitoring within an NHS trust, showing the financial, clinical and operational value of investing in digital health.
Why NHS trusts are turning to remote monitoring
Remote monitoring supports patients at home using connected devices such as blood pressure cuffs, pulse oximeters and wearable sensors. Data is shared with clinicians, who can spot early deterioration and intervene before hospital admission.
NHS England’s Virtual Ward and Remote Monitoring Programme encourages trusts to scale these models to improve capacity and patient experience. The benefits include:
- Reduced bed occupancy by managing suitable patients at home
- Earlier intervention that prevents emergency admissions
- Improved patient satisfaction through convenience and autonomy
- More efficient use of clinical time via data-driven prioritisation
Despite these gains, trusts must show a clear return on investment (ROI) to secure funding and approval.
Step 1: define the problem and objectives
A strong business case starts with a clear need. Identify the specific challenge RPM will address:
- Rising readmissions for heart failure or COPD
- High outpatient volumes or delayed follow-ups
- Workforce pressures in community nursing
- Lengthy inpatient stays that could be shortened safely
Quantify the scale of the issue using your trust’s data — for example, the number of avoidable admissions or the average cost per stay. Then set SMART objectives such as “reduce COPD readmissions by 15% within 12 months” or “free up 10 beds per day through virtual ward expansion”.
Step 2: align with national and local priorities
Link your proposal to existing NHS strategies and funding frameworks.
Useful references include:
- NHS Long Term Plan — emphasises digital transformation and out-of-hospital care
- NHS England’s Virtual Ward Guidance — outlines expected capacity and outcomes
- Integrated Care Board (ICB) priorities around digital innovation and population health
Demonstrating alignment shows decision-makers that RPM supports broader policy goals.
Step 3: build the financial model
Decision-makers need a clear picture of costs and savings.
Costs
- Equipment (devices, connectivity hubs, wearables)
- Software licences and integration with existing systems
- Training for clinicians and support staff
- Ongoing maintenance, technical support and data security
Savings
- Fewer emergency admissions and readmissions
- Shorter lengths of stay for monitored patients
- Reduced outpatient visits through virtual reviews
- More efficient workforce allocation
Use activity-based costing and real local data where possible. NHS Improvement’s Model Hospital and NHS Reference Costs can help estimate baseline spend.
Highlight potential funding sources such as digital transformation budgets or ICB innovation funds.
Step 4: demonstrate clinical and operational benefits
Provide supporting evidence from pilots or published studies showing RPM’s impact on patient safety and outcomes. Examples:
- Improved blood pressure control in hypertension programmes
- Reduced admissions in heart failure pathways
- Higher patient engagement and adherence through digital reminders
Include qualitative feedback from clinicians and patients. Link benefits to measurable key performance indicators (KPIs) such as reduced admissions, improved Quality, Innovation, Productivity and Prevention (QIPP) scores, and enhanced patient-reported outcomes.
Step 5: address risk, governance and interoperability
Decision-makers will expect reassurance that safety and compliance are covered. Show how your model will:
- Meet MHRA requirements for medical devices used in monitoring (guidance here)
- Align with Data Security and Protection Toolkit standards
- Comply with NHS Digital interoperability frameworks
- Include clear escalation protocols and clinical oversight
- Manage cyber risks and ensure GDPR compliance
Adding a simple risk register with mitigations strengthens your proposal.
Step 6: set out implementation and evaluation plans
Outline a realistic rollout timeline:
- Pilot phase in one specialty or community team
- Evaluation and lessons learned
- Gradual expansion to additional pathways
Define evaluation measures from the start — for example, admission rates, patient satisfaction scores, clinician workload metrics and financial ROI.
Consider collaborating with your Academic Health Science Network (AHSN) for independent evaluation and access to shared learning.
Step 7: present the case clearly
Use the NHS England business case structure:
- Strategic case – alignment with trust and national priorities
- Economic case – value for money and cost-benefit analysis
- Commercial case – procurement route and supplier details
- Financial case – affordability and funding sources
- Management case – delivery plan, governance and KPIs
Keep language simple and focus on tangible outcomes. Visuals such as cost-benefit tables or patient flow diagrams help communicate the value quickly.
Summary
Remote patient monitoring can deliver real savings and better outcomes for NHS trusts, but success depends on a solid, evidence-based business case. Define the problem, align with national priorities, model realistic costs and savings, and demonstrate clinical impact. Build in safety, data protection and evaluation from the start, and present your plan in the standard NHS business case format. With clear objectives and measurable benefits, trusts can confidently invest in remote monitoring as part of a sustainable, patient-centred digital future.
