Page 32 Telehealth and Remote Patient Monitoring RPM for Long Termand Post Acute Care A Primer and Provider Selection Guide 2013

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7.2 Organizational Readiness • Patient Management Registered Nurse –
Assessment have a clear plan for who will be responsible
for receiving and monitoring the telehealth
Determining organizational readiness to initiate and RPM information. Consider items such
and operate or expand a telehealth program is a as 24-hour coverage, business days-only
basic step towards ensuring success. Planning and coverage, seven days a week coverage, or
developing a comprehensive telehealth program holiday coverage and always ensure that there
takes time, resources and dedication. Many ven- is backup staff fully trained to take over at
dor partners offer turnkey solutions with program any time. There are a few vendor partners
materials available for telehealth policy and pro- that offer patient management as a service
cedures, staffing models, patient population selec- to help meet organizational needs. Consider
tion and eligibility criteria, participant enrollment what interventions the clinical team will
process, evaluation methods, outcome measures, implement and who will be responsible for
data sources, and analysis plan. Even with all of the implementing them; keep in mind that there
supporting materials, it is important to understand are very few vendors who provide clinician or
that there is still a need for leadership engagement clinical support services. In addition, consider
and a significant time commitment required in the full scope of clinical interventions the
both planning and ongoing program support. team plans to deliver, as some intervention
plans may require partnerships, or at least
Designating individuals that are accountable, coordination, with other health care providers
qualified and available for the required areas of and professionals, such as physicians,
responsibilities is a first step in evaluating the state hospitals, pharmacies, etc. In these cases, make
of an organization’s preparedness for telehealth. sure those other providers are on board with
Review staffing resources and determine if there are and would be willing to work, coordinate and
significant staff shortages or excessive staff turnover collaborate with the team.
that may influence whether to initiate or expand a
telehealth program. Some key roles to consider are: • Inventory Control – consider utilizing
administrative staff for equipment control to
• Leadership – the engagement of a senior- help reduce operational costs. This is especially
level leader that articulates the organization’s important for individual home telehealth
strategic visions and goals as well as ensuring as well as wearable telehealth/mobile health
staff accountability will be key to the success (mHealth) units, contrasted with telehealth
of a telehealth initiative. A leader will help the kiosks.
organization influence the adoption of the
telehealth program to help achieve its goals • Marketing and Business Development –
for telehealth. The telehealth program may be involve business development teams early
led by the chief executive officer (CEO), chief in the planning process to help ensure
operations officer (COO), chief medical officer engagement, marketing support, ongoing
(CMO), or a senior/executive vice president.

Telehealth and Remote Patient Monitoring for Long-Term and Post-Acute Care:
A Primer and Provider Selection Guide 2013