Livia Bellina, Specialist, General Pathology, works for the Italian National Health Service on Lampedusa Island, which lies between Sicily and Tunisia. In this Soapbox she tells how, with colleague Eduardo Missoni, they are making a reality of their vision of spreading an ethical and low cost health technology everywhere.

Ugandan students

In April 2008, working as a pathologist on Lampedusa, I found myself in urgent need of confirming a diagnosis of malaria from a blood sample of an African immigrant. (more…)

What follows is editor Steve’s observation – BS has not commented – of the widespread perception, reflected in his recent Soapbox item and comments to it, that Buying Solutions (BS) initially required applicant companies to have at least three years’ track record and that it subsequently changed or ignored the requirement.

In the light of a private communication from a reader, I re-read the qualification requirements in the Invitation to Tender (ITT) document (PDF). In the sections relating to Lot 2, Telecare services; Lot 4, Telehealth services; Lot 5, Telecoaching Products and Services and Lot 6, Managed Services, the wording in each of them is essentially the same: (more…)

There are some people (OK, a few, maybe, and not just my 85-year-old mother) who share my opinion that I [Ed. Steve] am a nice person. As a long time supporter of telecare and telehealth for everyone who needs it I do not relish the reputation I seem to be acquiring as the Grumpy Old Man of Telecare just because I call it as I see it, which frequently contrasts with the positive spin put out by other interested parties. Enough of me! I just wanted to put what follows into context.

Background

First, a little history of telecare procurement to explain why the UK now has its second ‘national framework agreement’. (more…)

When I [Editor Steve] began looking at the role of equity capital in companies, I started out feeling sympathy for company directors, like those of Tunstall, which run businesses saddled with large debts. However, I have learned a few things along the way and my sympathy has evaporated somewhat.

I’ve also concluded that I understand very little about the magical world of company finance, but I’ll do my best to explain how I came to this conclusion after looking through two sets of Tunstall accounts for October 2008-September 2009 which recently become publicly available. [Note for US readers – although Tunstall is privately owned, its accounts are in the public domain.]

The first set of accounts, for Tunstall UK, gives a rosy picture. Profits of £28.7million before tax on turnover of £86.4million. However, Tunstall UK is just one part of the UK-based Tunstall Group, which made the astonishing — to me — loss of £84.1million on a worldwide turnover of £141.7million.

How was this loss achieved? And — this is where my accountancy friends tell me my lack of company finance understanding kicks in — how come a company in this position can still be a going concern? (more…)