In this blog series, we’re discussing Eagle Telemedicine’s proven and replicable implementation process. Part I dealt with the importance of the “kick-off” call to get things rolling with the implementation of a telemedicine program. The “kick-off” sets the stage, creates clear expectations of the implementation, and facilitates clear and transparent communication, but now the implementation process begins in earnest. Next up in the implementation process is the start of weekly implementation discussions.
At first glance, one might think that telemedicine wouldn’t be the best medium for diagnosing and treating patients with infectious diseases (IDs). There is, after all, nothing to “listen to” in conditions of sepsis, infected wounds from diabetes or other ailments, meningitis, osteomyelitis, methicillin-susceptible Staphylococcus aureus (MSSA) or other infections—nothing a stethoscope on a videoconferencing cart can pick up from the sound of a patient’s heartbeat or stomach. But look again.
Over the past few months, your team has decided that an Eagle Telemedicine solution is the right strategy for meeting the specific and unique needs of your hospital. Now that you’ve accomplished the “what,” it’s time to talk about the “how.” Enter Phase Two: implementation. Having completed hundreds of implementations in a wide variety of specialties, we have created a replicable playbook that enables rapid start-up and clear, concise monitoring on a go-forward basis.
Telemedicine. The evolution continues. For hospital administrators today, the conversation has switched from “What is Telemedicine?” to “How do I get a Telemedicine program started?” In every situation where inpatient telemedicine is considered, return on investment (ROI) factors prominently in the decision. The four key factors hospitals should consider: Impact on transfers, improved clinical metrics, patient and family satisfaction, and physician retention.
We’ve written frequently about the growing acceptance of telemedicine by hospital clinical staff, patients and their families. Still, we do encounter naysayers along the way.
It was abundantly clear in 2018 that there is a new reality in U.S. inpatient care. As I wrote in my year-end blog last month, most hospitals across the country have embraced the value equation telemedicine offers. No longer viewed as a novelty, telemedicine will continue to gain ground in hospitals in 2019—both in general hospitalist services and in a wider range of specialty offerings.
Fast Track to Licensure: The Convenience of the Interstate Medical Licensure Compact (IMLC) for Telemedicine Providers
Applying for a medical license is often a tedious process, especially when you’re a telemedicine provider who will be providing services in several states simultaneously. With most states taking one to two months to review initial license applications and sometimes an additional two to three months to issue the license, obtaining a license can also be very time consuming. The Interstate Medical Licensure Compact (IMLC) is an expedited process for physicians (who qualify) to use as a pathway to licensure.
Over the past 10 years, Eagle Telemedicine has seen dramatic change in the way the healthcare industry and the public accept what we do. Once viewed as something out of a sci-fi movie, the concept of telemedicine is as familiar to most people today as a Skype or Facetime call with a friend or loved one.
In previous posts, we’ve discussed the strategic challenges of gaining consensus among hospital leadership to start a telemedicine program. Part I and Part II covered hurdles such as the crisis-planning mindset and fear of change. In Part III, we address the tactical challenges involved in laying the foundation for a successful telemedicine program.
In this blog series, we’re outlining some of the major hurdles to starting a telemedicine program in the hospital setting. Part I dealt with the failure to see the strategic value of telemedicine, and how to overcome it. Here are four other strategic hurdles we have encountered in the quest to gain consensus at the medical staff and board level. Resistance comes in many forms—personal, political, institutional—but it can be overcome with a thorough understanding of telemedicine’s myriad benefits.