Chad Ellimoottil (
Lawrence An is an associate professor of internal medicine and medical director of the Virtual Care Program at Michigan Medicine, in Ann Arbor.
Health Aff (Millwood). 2018 Dec;37(12):1955-1959. doi: 10.1377/hlthaff.2018.05099.
Executives at large health systems across the United States have an interest in developing or expanding telehealth programs. While interest is increasing, telehealth implementation teams (or e-health teams) often face challenges that can hinder the successful transition from pilot to full-scale implementation. Here we share lessons learned by four large health systems that have faced and largely surmounted these challenges. For e-health teams to successfully engage senior leaders in new telehealth initiatives, it is essential to align proposals with the strategic goals of the institution and use patient stories to highlight the benefits of telehealth. To manage the demand for telehealth offerings from patients and dozens of clinical departments, e-health teams should develop a framework for deciding what's most important. To get large medical staffs to adopt telehealth workflows, e-health teams should nurture telehealth champions at each staff level and incentivize them with career development opportunities and rewards. To enroll a heterogeneous population of patients in telehealth programs, e-health teams should use multiple methods of education to accommodate different learning styles. And finally, health systems should develop telehealth-specific outcome measures and repeatedly use them to motivate improvement.
美国大型医疗系统的高管都有兴趣开发或扩大远程医疗项目。虽然兴趣日益浓厚，但远程医疗实施团队（或电子健康团队）经常面临各种挑战，这些挑战可能会阻碍从试点到全面实施的顺利过渡。在这里，我们分享了四个已经面对并在很大程度上克服了这些挑战的大型医疗系统所吸取的经验教训。为了让电子健康团队能够成功地让高级领导参与新的远程医疗计划，将提案与机构的战略目标保持一致，并使用患者的故事来突出远程医疗的好处是至关重要的。为了满足患者和数十个临床科室对远程医疗服务的需求，电子健康团队应该为决策制定一个框架，以确定什么是最重要的。为了让大量医务人员采用远程医疗工作流程，电子健康团队应该在每个员工层面培养远程医疗拥护者，并通过职业发展机会和奖励来激励他们。为了让不同的患者群体参与远程医疗计划，电子健康团队应该使用多种教育方法来适应不同的学习风格。最后，医疗系统应该制定远程医疗特定的结果衡量标准，并反复使用这些标准来激励改进。
