Existing Telehealth Technology Infrastructure
Today, it is more crucial now unlike before that healthcare organizations address the escalating difficulties in delivering safe and efficient care to the community. The necessity to expand on our existing telecommunication platform and make the most of telehealth has been forced by the ongoing pandemic (Haque et al., 2021). The utilization of telehealth services can significantly improve healthcare’s provision of quality care. Our company has determined that integrating telemedicine interactions into our network and workflow will enable us to achieve this. We have collaborated with our training department to create a virtual care system that will cater to the community’s immediate concerns (Haque et al., 2021).
NURS FPX 6214 Assessment 3 Implementation Plan
We are eager to partner with the education and training team at Augusta University Health on the creation and implementation of a thorough corporate strategy that should increase adherence to treatment, and reduce wait/hold times, which will ultimately lead to higher patient experience and improved results. A range of telehealth services, such as online visits, remote lab surveillance, and a VIP (Virtually Informed Patient) patient portal, will be made available. This will help organizational revenue and improve patient outcomes which will benefit the community (Haque et al., 2021).
Before installation, the organization needs to understand key information regarding our current technological framework and capacity. We can guarantee we are going to be able to offer dependable solutions for our personnel and patients thanks to the fact that our data across a network contains one of the fastest internets speeds widely accessible. The provider has told us that the network connection would be adequate and ensure that the system will accommodate virtual meetings by the scheduled go-live deadline of March. Specific telecommunication infrastructure needs must be addressed for optimal integration. The right kind of internet service, scanning capability, staff development, and continuing technical support are among these prerequisites (Haque et al., 2021). It is crucial to use the right scanning systems for monitoring and management so that healthcare professionals can view and listen to their patients, even when they are a long distance. The present information technology department will collaborate with IT experts from suppliers and at least one IT support member who will be specifically assigned to assist with this proposal. They will brainstorm, organize, and offer the necessary assistance for a smooth introduction as well as feedback and support throughout the initial year following the go-live together. This united IT team will fill in any discrepancies caused by staff and patients’ potential lack of familiarity with a new program (Haque et al., 2021).
Tasks and Responsibilities for Deploying New Telehealth Technology
Prior to the planning phase, there will be many significant duties and obligations to be taken into account. These must be thoroughly recorded and authorized by the accounting and regulatory departments (Velayati et al., 2022). Choosing executives will be required to happen immediately in the preparation process. A program coordinator with clinical background would be a strong team member. The program will be managed and organized continuously by a director. The management of the instructional and training resources for the staff will be within the responsibility of this team leader. The chosen telehealth program directors will assist with employee training, and all shift supervisor receives a calendar that will be utilized to monitor training sessions. The supplier and the internal IT team will work collaboratively to install and maintain the telehealth equipment.
As the primary project coordinator, I will be in charge of ensuring the implementation and continuing support while overseeing staff training, IT installation, system monitoring, stock levels, and servicing to the specified personnel that have been established in detail. Each unit will assign and train a senior nurse to act as a superuser who will also be in charge of instructing patients on how to utilize patient-designed gadgets (Velayati et al., 2022). This will cover topics like how to effectively use virtual meeting applications, portals, and equipment for monitoring health status. A staff will be assigned to recruiting and maintaining patients for each unit, including processing consent and provider recommendations.
Developed Implementation Schedule
Necessary features including mHealth apps, online teleconference sessions, and the capability to book consultations online would be included in the initial rollout. Since telemedicine is fresh to the organization, there should not be any difficulties associated with switching from an outdated system (Powell et al., 2018). We will base our implementation schedule on the executive leader’s level of cooperation. The patients who will profit from this innovative features the most must first be identified, and if treatments are to be administered beyond multiple states, the physicians must be appropriately accredited. Our project coordinator will create the metrics, which will be evaluated six months after installation.
A needs analysis will be finished by the marketing division twelve months before deployment. Along with the equipment’s installation and diagnostics, this will happen. A planning system will be constructed and verified for patients and providers six months before introduction. Additionally, this is when clinicians will be certified, both medical and administrative employees will be trained, and patients will be identified and instructed on how to use products and services (Powell et al., 2018). The director would then develop indicators to evaluate results and discover care deficiencies six to eight months prior to implementation.
NURS FPX 6214 Assessment 3 Implementation Plan
Staff Requirements and Strategies
The emerging telemedicine service will need training in a wide range of professions. The utilization of desktops, mobile phones, and software platforms will be introduced. The collection of electronic information, patient privacy, security, and teaching should all be covered in physician orientation (Hughey, 2020). To ensure that patients are aware of all components of the program, both nurses and physicians will educate the patient on how to utilize the device and applications. The training of nurses will be focused on the nursing practice, which includes the use of digital evaluation methods, treatments, information, and outcome evaluation (Hughey, 2020).
During each stage of the procedure, an analysis approach must be created to determine if the goals were achieved (Hughey, 2020). Six weeks ahead of implementation, the institution and partners will decide on several objectives and metrics. No-show percentages, adherence, expenses, and economic consequences are a few of the parameters that are advised (Hughey, 2020). A representative from every area will be tasked with performing an independent analysis, and modifications will be made in accordance with the results of the assessment and the requirements of the patient and provider.
Strategy for Collaborating with Patients and Other Healthcare Providers
We will utilize a transformational approach since it promotes teamwork with effective discussion and offers opportunities for input. Team members may first consider the new technology challenging. This partnership will contribute to making the software user-friendly for both patients and healthcare professionals (Hughey, 2020). The difficulties of understanding new technologies are a major determinant of patient and staff acceptability. to overcome these difficulties. To allow for any obstacles or issues to be resolved as the project moves along, workers will be onboarded gradually. Patients will have the chance to take part in online courses and practical training. Depending on their knowledge level, staff members and patients will be given instructional booklets and training materials.
Post-Deployment Telehealth Technology Evaluation and Maintenance Strategy
Tasks may be impacted initially due to this being a new system and may take more time as everyone gets acclimated to the procedure and equipment. More employees may be needed at first, but as each individual becomes familiar with the new software, staffing requirements will decline (Kho et al., 2020). A brief questionnaire will be distributed to patients and clinicians at the conclusion of each virtual appointment to resolve any issues or barriers but to also determine what works and what does not. After the primary visit, contact inquiries will be completed to get more specific data on patient engagement and resolve any issues (Kho et al., 2020).
When it comes to continued technology updates and upgrades, there will be legal and economic considerations (Kho et al., 2020). In order to satisfy these ongoing demands and to agree on necessary system enhancements, supplier personnel will stay on-site and continue to work effectively with staff members. The administration department, partners, and top management will meet each month to discuss any issues that staff or patients may have. This will guarantee the success of the deployment of our telemedicine concept for online visits (Kho et al., 2020).
NURS FPX 6214 Assessment 3 Implementation Plan
Haque, S. N., DeStefano, S., Banger, A., Rutledge, R., & Romaire, M. (2021). Factors influencing telehealth implementation and use in frontier critical access hospitals: Qualitative study. JMIR Formative Research, 5(5), e24118- e24118. https://doi.org/10.2196/24118
Hughey, F. W. (2020). Examining security requirements and risk management practices in the Health and telehealth industry
Kho, J., Gillespie, N., & Martin-Khan, M. (2020). A systematic scoping review of change management practices used for telemedicine service implementations. BMC Health Services Research, 20(1), 815-815. https://doi.org/10.1186/s12913-020-05657-w
Powell, R. E., Stone, D., & Hollander, J. E. (2018). Patient and health system experience with implementation of an enterprise-wide telehealth scheduled video visit program: Mixed-methods study. JMIR Medical Informatics, 6(1), e10- e10. https://doi.org/10.2196/medinform.8479
Velayati, F., Ayatollahi, H., Hemmat, M., & Dehghan, R. (2022). Telehealth business models and their components: Systematic review. Journal of Medical Internet Research, 24(3), e33128-e33128. https://doi.org/10.2196/33128