Tele-Untethered: Telemedicine Without Waiting Rooms.

IF 1.2 4区 医学 Q4 HEALTH CARE SCIENCES & SERVICES
Quality Management in Health Care Pub Date : 2023-04-01 Epub Date: 2022-05-27 DOI:10.1097/QMH.0000000000000380
Brett C Meyer, Emily S Perrinez, Keith Payne, Shivon Carreño, Brittany Partridge, Brian Braunlich, Jeff Tangney, Marc Sylwestrzak, Brendan Kremer, Christopher J Kane, Christopher A Longhurst
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引用次数: 0

Abstract

Background and objectives: Telemedicine bridges the gap between care needs and provider availability. The value of telemedicine can be eclipsed by long wait times, especially if patients are stuck in virtual waiting rooms. UCSD Tele-Untethered allows patients to join visits without waiting in virtual waiting rooms. Tele-Untethered uses a text-to-video link to improve clinic flow, decrease virtual waiting room reliance, improve throughput, and potentially improve satisfaction.

Methods: This institutional review board (IRB)-approved quality improvement pilot (IRB #210364QI) included patients seen in a single vascular neurology clinic, within the pilot period, if they had a smartphone/cell phone, and agreed to participate in a flexible approach to telehealth visits. Standard work was disseminated (patient instructions, scripting, and workflows). Patients provided a cell phone number to receive a text link when the provider was ready to see them. Metrics included demographics, volumes, visit rates, percentage seen early/late, time savings, and satisfaction surveys.

Results: Over 2.5 months, 22 patients were scheduled. Of those arriving, 76% were "Tele-Untethered" and 24% were "Standard Telemedicine." Text-for-video link was used for 94% of Tele-Untethered. Fifty-five percent were seen early. There was a 55-minute-per-session time savings.

Conclusion: This UCSD Tele-Untethered pilot benefitted patients by allowing scheduling flexibility while not being tied to a "virtual waiting room." It benefited providers as it allowed them to see patients in order/not tied to exact times, improved throughput, and saved time. Even modest time savings for busy providers, coupled with Lean workflows, can provide critical value. High Tele-Untethered uptake and use of verbal check-in highlight that patients expect flexibility and ease of use. As our initial UCSD Tele-Untethered successes included patient flexibility and time savings for patients and providers, it can serve as a model as enterprises strive for optimal care and improved satisfaction. Expansion to other clinic settings is underway with a mantra of "UCSD Tele-Untethered: Your provider can see you now."

Abstract Image

远程医疗:没有候诊室的远程医疗。
背景和目标:远程医疗弥补了护理需求和提供者可用性之间的差距。远程医疗的价值可能会因漫长的等待时间而黯然失色,尤其是当患者被困在虚拟候诊室时。UCSD Tele Untethered允许患者加入就诊,而无需在虚拟候诊室等待。Tele Untethered使用文本到视频链接来改善诊所流程,减少对虚拟候诊室的依赖,提高吞吐量,并可能提高满意度。方法:该机构审查委员会(IRB)批准的质量改进试点(IRB#2103364QI)包括在试点期内在一家血管神经科诊所就诊的患者,如果他们有智能手机/手机,并同意参与灵活的远程健康访视方法。分发了标准工作(患者说明、脚本和工作流程)。患者提供了一个手机号码,以便在提供者准备好给他们看病时接收文本链接。指标包括人口统计、数量、就诊率、早/晚就诊百分比、节省的时间和满意度调查。结果:在2.5个月的时间里,安排了22名患者。在抵达的人中,76%的人是“远程医疗”,24%是“标准远程医疗”。94%的远程医疗使用视频链接文本。55%的人很早就被发现了。每次会话可节省55分钟的时间。结论:加州大学可持续发展学院的Tele Untethered试点项目在不受“虚拟候诊室”约束的情况下,实现了日程安排的灵活性,使患者受益。它使医疗服务提供者受益,因为它使他们能够按顺序/不受确切时间约束地看病人,提高了吞吐量,并节省了时间。即使为繁忙的供应商节省适度的时间,再加上精益工作流程,也可以提供关键价值。高度的Tele Unethered接受和使用口头登记突出了患者对灵活性和易用性的期望。由于我们最初的UCSD Tele Unethered成功包括患者灵活性和为患者和提供者节省的时间,它可以作为企业争取最佳护理和提高满意度的典范。正在向其他诊所扩展,口号是“UCSD Tele Untethered:您的提供者现在可以看到您了。”
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来源期刊
Quality Management in Health Care
Quality Management in Health Care HEALTH CARE SCIENCES & SERVICES-
CiteScore
1.90
自引率
8.30%
发文量
108
期刊介绍: Quality Management in Health Care (QMHC) is a peer-reviewed journal that provides a forum for our readers to explore the theoretical, technical, and strategic elements of health care quality management. The journal''s primary focus is on organizational structure and processes as these affect the quality of care and patient outcomes. In particular, it: -Builds knowledge about the application of statistical tools, control charts, benchmarking, and other devices used in the ongoing monitoring and evaluation of care and of patient outcomes; -Encourages research in and evaluation of the results of various organizational strategies designed to bring about quantifiable improvements in patient outcomes; -Fosters the application of quality management science to patient care processes and clinical decision-making; -Fosters cooperation and communication among health care providers, payers and regulators in their efforts to improve the quality of patient outcomes; -Explores links among the various clinical, technical, administrative, and managerial disciplines involved in patient care, as well as the role and responsibilities of organizational governance in ongoing quality management.
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