A Scalable Framework for Telehealth: The Mayo Clinic Center for Connected Care Response to the COVID-19 Pandemic.

Autor:	Haddad TC; Mayo Clinic, Rochester, Minnesota, USA., Blegen RN; Mayo Clinic, Rochester, Minnesota, USA., Prigge JE; Mayo Clinic, Rochester, Minnesota, USA., Cox DL; Mayo Clinic, Rochester, Minnesota, USA., Anthony GS; Mayo Clinic, Rochester, Minnesota, USA., Leak MA; Mayo Clinic, Jacksonville, Florida, USA., Channer DD; Mayo Clinic, Scottsdale, Arizona, USA., Underwood PY; Mayo Clinic, Scottsdale, Arizona, USA., Williams RD; Mayo Clinic, Rochester, Minnesota, USA., Hofschulte RD; Mayo Clinic, Rochester, Minnesota, USA., Christopherson LA; Mayo Clinic, Rochester, Minnesota, USA., Coffey JD; Mayo Clinic, Rochester, Minnesota, USA., TerKonda SP; Mayo Clinic, Jacksonville, Florida, USA., Yiannias JA; Mayo Clinic, Scottsdale, Arizona, USA., Costello BA; Mayo Clinic, Rochester, Minnesota, USA., Russi CS; Mayo Clinic, Rochester, Minnesota, USA., Colby CE; Mayo Clinic, Rochester, Minnesota, USA., Ommen SR; Mayo Clinic, Rochester, Minnesota, USA., Demaerschalk BM; Mayo Clinic, Scottsdale, Arizona, USA.
Jazyk:	angličtina
Zdroj:	Telemedicine reports [Telemed Rep] 2021 Feb 24; Vol. 2 (1), pp. 78-87. Date of Electronic Publication: 2021 Feb 24 (Print Publication: 2021).
DOI:	10.1089/tmr.2020.0032
Abstrakt:	Background: The Mayo Clinic Center for Connected Care has an established organizational framework for telehealth care delivery. It provides patients, consumers, care teams, and referring providers access to clinical knowledge through technologies and integrated practice models. Central to the framework are teams that support product management and operational functions. They work together across the asynchronous, synchronous video telemedicine, remote patient monitoring (RPM), and mobile core service lines. Methods: The organizational framework of the Center for Connected Care and Mayo Clinic telehealth response to the COVID-19 pandemic is described. Barriers to telehealth delivery that were addressed by the public health emergency are also reported. This report was deemed exempt from full review by the Mayo Clinic IRB. Results: After declaration of the COVID-19 pandemic, there was rapid growth in established telehealth offerings, including patient online services account creation, secure messaging, inpatient eConsults, express care online utilization, and video visits to home. Census for the RPM program for patients with chronic conditions remained stable; however, its framework was rapidly adapted to develop and implement a COVID-19 RPM service. In addition to this, other new telehealth and virtual care services were created to support the unique needs of patients with COVID-19 symptoms or disease and the health care workforce, including a digital COVID-19 self-assessment tool and video telemedicine solutions for ambulances, emergency departments, intensive care units, and designated medical-surgical units. Conclusion: Rapid growth, adoption, and sustainability of telehealth services through the COVID-19 pandemic were made possible by a scalable framework for telehealth and alignment of regulatory and reimbursement models. Competing Interests: No competing financial interests exist. (© Tufia C. Haddad et al., 2021; Published by Mary Ann Liebert, Inc.)
Databáze:	MEDLINE
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