Virtual health is supporting continuing efforts to further humanize health care by extending and expanding the concept of a patient-centric care delivery model into one that is truly life-centric.
Virtual health uses telecommunication and networked technologies to connect clinicians with patients (and with other clinicians) to remotely deliver health care services and support well-being. For providers, committing to virtual health at a personal and organizational level affords ever-increasing opportunities to deliver the right care at the right time in the right place, in a connected and coordinated manner.
By strengthening and facilitating a therapeutic alliance between clinicians and patients, virtual health is an important step on our continuous journey to humanize health care. It works within and around a patient’s life, as opposed to their sickness, to deliver care when, where, and how they need and want it. Also, virtual health works its way into consumers’ daily routines by being embedded in electronic devices associated with living life (e.g., smartphones and personal computers) more so than caring for sickness.
The healthcare industry is primed for expanded adoption of virtual health; a 2016 report estimated that the US virtual health market will reach $3.5 billion in revenues by 2022. Several factors are elevating stakeholder interest, including expected physician shortages, continued growth in digital technologies, changing reimbursement models, increasing consumer demand, and the evolving regulatory landscape. One game-changer: Today, nine in 10 American adults use the internet, giving clinicians the capability and flexibility to communicate with and serve health care consumers via the web.
Patients recognize the benefits of technology-enhanced care, yet only 1 out of 10 use remote patient monitoring today. Read three keys to adoption. https://accntu.re/3fnEy6r
5 Business Strategies to Grow Your Telehealth EnterpriseVSee
To carry on the discussion in real life, join us at Telehealth and Secrets to Success Conference, Sept 20-22, Silicon Valley:
https://goo.gl/95zHZG
For more information of the presentation such as recording and transcript, please visit: https://vsee.com/blog/5-business-strategies-to-grow-like-zocdoc/
For other webinars:
https://vsee.com/webinars/
Or join our Linkedin Group: https://www.linkedin.com/groups/Telehealth-Failures-Secrets-Success-13500037/about
Or Join our Facebook Group:
https://www.facebook.com/groups/tfssgroup/?ref=group_cover
How To Go From Telehealth Startup To Telehealth EnterpriseVSee
For more information of the presentation such as recording and transcript, please visit:
https://vsee.com/blog/go-telehealth-startup-telehealth-enterprise/
For other webinars:
https://vsee.com/webinars/
Or join our Linkedin Group: https://www.linkedin.com/groups/Telehealth-Failures-Secrets-Success-13500037/about
Or Join our Facebook Group:
https://www.facebook.com/groups/tfssgroup/?ref=group_cover
Virtual health is supporting continuing efforts to further humanize health care by extending and expanding the concept of a patient-centric care delivery model into one that is truly life-centric.
Virtual health uses telecommunication and networked technologies to connect clinicians with patients (and with other clinicians) to remotely deliver health care services and support well-being. For providers, committing to virtual health at a personal and organizational level affords ever-increasing opportunities to deliver the right care at the right time in the right place, in a connected and coordinated manner.
By strengthening and facilitating a therapeutic alliance between clinicians and patients, virtual health is an important step on our continuous journey to humanize health care. It works within and around a patient’s life, as opposed to their sickness, to deliver care when, where, and how they need and want it. Also, virtual health works its way into consumers’ daily routines by being embedded in electronic devices associated with living life (e.g., smartphones and personal computers) more so than caring for sickness.
The healthcare industry is primed for expanded adoption of virtual health; a 2016 report estimated that the US virtual health market will reach $3.5 billion in revenues by 2022. Several factors are elevating stakeholder interest, including expected physician shortages, continued growth in digital technologies, changing reimbursement models, increasing consumer demand, and the evolving regulatory landscape. One game-changer: Today, nine in 10 American adults use the internet, giving clinicians the capability and flexibility to communicate with and serve health care consumers via the web.
Patients recognize the benefits of technology-enhanced care, yet only 1 out of 10 use remote patient monitoring today. Read three keys to adoption. https://accntu.re/3fnEy6r
5 Business Strategies to Grow Your Telehealth EnterpriseVSee
To carry on the discussion in real life, join us at Telehealth and Secrets to Success Conference, Sept 20-22, Silicon Valley:
https://goo.gl/95zHZG
For more information of the presentation such as recording and transcript, please visit: https://vsee.com/blog/5-business-strategies-to-grow-like-zocdoc/
For other webinars:
https://vsee.com/webinars/
Or join our Linkedin Group: https://www.linkedin.com/groups/Telehealth-Failures-Secrets-Success-13500037/about
Or Join our Facebook Group:
https://www.facebook.com/groups/tfssgroup/?ref=group_cover
How To Go From Telehealth Startup To Telehealth EnterpriseVSee
For more information of the presentation such as recording and transcript, please visit:
https://vsee.com/blog/go-telehealth-startup-telehealth-enterprise/
For other webinars:
https://vsee.com/webinars/
Or join our Linkedin Group: https://www.linkedin.com/groups/Telehealth-Failures-Secrets-Success-13500037/about
Or Join our Facebook Group:
https://www.facebook.com/groups/tfssgroup/?ref=group_cover
Evidence Based Clinical Decision Support – An Enabler for Clinicians in 21st Century by Dr. Lalit Singh, Director for Content & Product Strategy, Elsevier, India
Top 5 Telemedicine Regulatory Hurdles To OvercomeVSee
For more information please visit: https://vsee.com/blog/top-5-telemedicine-regulatory-hurdles-to-overcome/
For other webinars:
https://vsee.com/webinars/
Or join our Linkedin Group: https://www.linkedin.com/groups/Telehealth-Failures-Secrets-Success-13500037/about
Or Join our Facebook Group:
https://www.facebook.com/groups/tfssgroup/?ref=group_cover
Providers know that successful care coordination is key to enhancing patient outcomes and better personalizing their experience. At its root, care coordination starts with effective communication, and healthcare organizations are increasingly turning to innovative technology solutions to solve their needs. To improve their care teams’ communication, coordination, and data capture capabilities, two of New York City’s leading healthcare organizations worked with two cutting edge tech solutions providers to design and implement innovative pilots as a part of the New York Digital Health Accelerator program. Utilizing real-life case studies, the panelists will discuss the design and implementation of the pilots, and lessons learned from their participation in the program.
• Anuj Desai - Vice President of Market Development, New York eHealth Collaborative
• Joseph Mayer, MD - Founder & CEO, Cureatr Inc.
• Patricia Meisner, MS, MBA - CEO & Co-Founder, ActualMeds
• Ken Ong, MD, MPH - Chief Medical Informatics Officer, New York Hospital Queens
• Victoria Tiase, MSN, RN - Director, Informatics Strategy, NewYork-Presbyterian Hospital
New York eHealth Collaborative Digital Health Conference
November 17, 2014
Presentation by Bonnie Britton, MSN, RN, ATAF Telehealth Program Administrator, Vidant Health and Seth VanEssendelft, Vice-President for Financial Services, Vidant Medical Center
mHealth Israel_Hospitals and Healthcare Data_Carol Gomes_Stony Brook Universi...Levi Shapiro
Presentation by Carol Gomes, CEO / COO, Stony Brook University Hospital: Hospitals + Healthcare Data. Key Sections:
- Overview of Stony Brook Medicine Health System
- IT capital planning process
- Transition from Fee-for-Service
- Clinically Integrated Network
- Population Health Analytics Platform
- REGISTRIES – Benchmarking Quality
- Digital Transformation- Business & Clinical Capacity
- Transformation Projects: Analytics; Real-Time Health System Capabilities; Telehealth Services; Command Center Capabilities
- Command Center: Centralized Throughput Office (CTO)
- Command Throughput Office Dashboard
- Real-Time Dashboards
- Early Progress of Command Throughput Office (Boarders, Cases)
- Mobile STROKE Unit Program
- Telemedicine / TeleHealth
- Stony Brook University Hospital awarded $966,026
- Data Strategy in Decentralized Environment
- Call to Action for Startups
For more information contact: Slideshare@marcusevans.com
Presentation delivered by Donna Medina, Regional Director,OSF Hospice and Homecare Foundation at the marcus evans Home Care Leadership Summit held on July 13 & 14 2015 in Palm Beach FL.
Presentation by Mike Brett, MD, Medical Director for LIFE Programs, Lutheran Senior Life and Kelly Besecker, Vice President, Sales & Marketing, A-Frame Digital
Two of the New York metro area’s largest provider organizations will share their experiences leveraging HIE as one of many tools to decrease fragmentation of care and improve patients’ experiences across acute and post-acute care settings for patients undergoing elective surgeries. Representatives from NYULMC and VNSNY will summarize their efforts to redesign more personalized specific care pathways and the central role played by the implementation of real-time data exchange to provide a seamless transfer of clinical data between providers caring for the patient at the time of discharge and throughout the post-acute period.
• Kathleen Mullaly - Senior Director for Clinical Operations, Department of Network Integration, NYU Langone Medical Center
• Amy Weiss - Director for Strategic Account Development, Integrated Delivery Systems, Visiting Nurse Service of New York (VNSNY)
New York eHealth Collaborative Digital Health Conference
November 18, 2014
Individuals’ digital health data—and data with implications for health—is nearly everywhere, collected in electronic medical records, claims records, government health databases, and from consumers and patients using devices, mobile apps, and internet-connected tools. This digital health explosion provides unprecedented opportunities for secondary use (or “re-use”) of this data to improve individual and population health. This panel will explore the ethical and legal challenges raised by re-use of health data for a range of purposes and consider potential solutions to meet these challenges and build trust in responsible re-uses of health data to improve health and well-being.
• Deven McGraw - Partner, Manatt, Phelps & Phillips, LLP
• Julia Bernstein - Business Development & Strategy, Ginger.io
• David Goldsmith - Executive Director, Dossia
• Raffaella Hart, CIP - Vice President, IRB and IBC Services, Biomedical Research Alliance of New York
• Arthur Levin - Co-Founder and Director, Center for Medical Consumers
• Patrick Roohan - Director of the Office of Quality and Patient Safety (OQPS), New York State Department of Health
New York eHealth Collaborative Digital Health Conference
November 17, 2014
People with Chronic Disease needs complete care. The current patient experience will be enhanced with the available technology and by figuring out the ageing population and rising incidence of Chronic Diseases.
Presentation by Kirby Farrell, President and CEO, Broad Axe Technology Partners and Andy Archer, MSc, MBA, Vice President, Broad Axe Technology Partners
Evidence Based Clinical Decision Support – An Enabler for Clinicians in 21st Century by Dr. Lalit Singh, Director for Content & Product Strategy, Elsevier, India
Top 5 Telemedicine Regulatory Hurdles To OvercomeVSee
For more information please visit: https://vsee.com/blog/top-5-telemedicine-regulatory-hurdles-to-overcome/
For other webinars:
https://vsee.com/webinars/
Or join our Linkedin Group: https://www.linkedin.com/groups/Telehealth-Failures-Secrets-Success-13500037/about
Or Join our Facebook Group:
https://www.facebook.com/groups/tfssgroup/?ref=group_cover
Providers know that successful care coordination is key to enhancing patient outcomes and better personalizing their experience. At its root, care coordination starts with effective communication, and healthcare organizations are increasingly turning to innovative technology solutions to solve their needs. To improve their care teams’ communication, coordination, and data capture capabilities, two of New York City’s leading healthcare organizations worked with two cutting edge tech solutions providers to design and implement innovative pilots as a part of the New York Digital Health Accelerator program. Utilizing real-life case studies, the panelists will discuss the design and implementation of the pilots, and lessons learned from their participation in the program.
• Anuj Desai - Vice President of Market Development, New York eHealth Collaborative
• Joseph Mayer, MD - Founder & CEO, Cureatr Inc.
• Patricia Meisner, MS, MBA - CEO & Co-Founder, ActualMeds
• Ken Ong, MD, MPH - Chief Medical Informatics Officer, New York Hospital Queens
• Victoria Tiase, MSN, RN - Director, Informatics Strategy, NewYork-Presbyterian Hospital
New York eHealth Collaborative Digital Health Conference
November 17, 2014
Presentation by Bonnie Britton, MSN, RN, ATAF Telehealth Program Administrator, Vidant Health and Seth VanEssendelft, Vice-President for Financial Services, Vidant Medical Center
mHealth Israel_Hospitals and Healthcare Data_Carol Gomes_Stony Brook Universi...Levi Shapiro
Presentation by Carol Gomes, CEO / COO, Stony Brook University Hospital: Hospitals + Healthcare Data. Key Sections:
- Overview of Stony Brook Medicine Health System
- IT capital planning process
- Transition from Fee-for-Service
- Clinically Integrated Network
- Population Health Analytics Platform
- REGISTRIES – Benchmarking Quality
- Digital Transformation- Business & Clinical Capacity
- Transformation Projects: Analytics; Real-Time Health System Capabilities; Telehealth Services; Command Center Capabilities
- Command Center: Centralized Throughput Office (CTO)
- Command Throughput Office Dashboard
- Real-Time Dashboards
- Early Progress of Command Throughput Office (Boarders, Cases)
- Mobile STROKE Unit Program
- Telemedicine / TeleHealth
- Stony Brook University Hospital awarded $966,026
- Data Strategy in Decentralized Environment
- Call to Action for Startups
For more information contact: Slideshare@marcusevans.com
Presentation delivered by Donna Medina, Regional Director,OSF Hospice and Homecare Foundation at the marcus evans Home Care Leadership Summit held on July 13 & 14 2015 in Palm Beach FL.
Presentation by Mike Brett, MD, Medical Director for LIFE Programs, Lutheran Senior Life and Kelly Besecker, Vice President, Sales & Marketing, A-Frame Digital
Two of the New York metro area’s largest provider organizations will share their experiences leveraging HIE as one of many tools to decrease fragmentation of care and improve patients’ experiences across acute and post-acute care settings for patients undergoing elective surgeries. Representatives from NYULMC and VNSNY will summarize their efforts to redesign more personalized specific care pathways and the central role played by the implementation of real-time data exchange to provide a seamless transfer of clinical data between providers caring for the patient at the time of discharge and throughout the post-acute period.
• Kathleen Mullaly - Senior Director for Clinical Operations, Department of Network Integration, NYU Langone Medical Center
• Amy Weiss - Director for Strategic Account Development, Integrated Delivery Systems, Visiting Nurse Service of New York (VNSNY)
New York eHealth Collaborative Digital Health Conference
November 18, 2014
Individuals’ digital health data—and data with implications for health—is nearly everywhere, collected in electronic medical records, claims records, government health databases, and from consumers and patients using devices, mobile apps, and internet-connected tools. This digital health explosion provides unprecedented opportunities for secondary use (or “re-use”) of this data to improve individual and population health. This panel will explore the ethical and legal challenges raised by re-use of health data for a range of purposes and consider potential solutions to meet these challenges and build trust in responsible re-uses of health data to improve health and well-being.
• Deven McGraw - Partner, Manatt, Phelps & Phillips, LLP
• Julia Bernstein - Business Development & Strategy, Ginger.io
• David Goldsmith - Executive Director, Dossia
• Raffaella Hart, CIP - Vice President, IRB and IBC Services, Biomedical Research Alliance of New York
• Arthur Levin - Co-Founder and Director, Center for Medical Consumers
• Patrick Roohan - Director of the Office of Quality and Patient Safety (OQPS), New York State Department of Health
New York eHealth Collaborative Digital Health Conference
November 17, 2014
People with Chronic Disease needs complete care. The current patient experience will be enhanced with the available technology and by figuring out the ageing population and rising incidence of Chronic Diseases.
Presentation by Kirby Farrell, President and CEO, Broad Axe Technology Partners and Andy Archer, MSc, MBA, Vice President, Broad Axe Technology Partners
The ten predictions for 2020
1. Health consumers in 2020
Informed and demanding patients are now partners in their own healthcare
2. Health care delivery systems in 2020
The era of digitised medicine - new business models drive new ideas
3. Wearables and mHealth applications in 2020
Measuring quality of life not just clinical indicators
4. Big Data in 2020
Health data is pervasive – requiring new tools and provider models
5. Regulation in 2020
Regulations reflect the convergence of technology and science
6. Research and Development in 2020
The networked laboratory - partnerships and big data amidst new scrutiny
7. The pharmaceutical commercial model in 2020
Local is important but with a shift from volume to value
8. The pharmaceutical enterprise configuration - the back office in 2020
Single, global and responsible for insight enablement
9. New business models in emerging markets in 2020
Still emerging, but full of creativity for the world
10. Impact of behaviours on corporate reputation in 2020
A new dawn of trust
mHealth Israel_Top Health Industry Issues of 2021_Will a Shocked System Emerg...Levi Shapiro
Presentation by PwC Health Research Institute for mHealth Israel, February 17, 2021: Top Health Industry Issues of 2021...Will a Shocked System Emerge Stronger?
Key Sections:
1) Rightsizing after virtual visit explosion
2) Changing clinical trials
3) Easing physician burden with digital
4) Healthcare forecast for 2021
5) Reshaping health portfolios
6) Resilient and responsive supply chains
7) Inter-Operability
With the onslaught of the Covid-19 pandemic, demand for Telehealth accelerated overnight. A 2020 case study by Accenture cites a 1000% increase in demand with a US based national Telehealth leader that was covering 80 million people, 2,000 hospitals, 55 health plan providers and 62,000 doctors post the pandemic. From pre-Covid 19 annual revenue of $3 billion, the US Telehealth has the potential to exceed $250 billion by 2025.
Telehealth: A Top Organizational Performance Solution During COVID-19 and BeyondHealth Catalyst
With COVID-19 sending health systems reeling, leaders understand the only way organizations can survive the pandemic is by driving improvement in three key areas: revenue, cost, and quality. Many traditional healthcare delivery methods, such as in-person visits, are on hold, leaving health system leaders considering how telehealth solutions allow organizations to excel in the new industry normal.
Although many health systems see telehealth as a temporary healthcare delivery solution because of COVID-19, it is here to stay. And, if health systems invest in telehealth, they will be more likely to succeed in revenue, cost, and quality, even in a pandemic.
Tomorrow’s Lab Today: Focus areas for medical biology and diagnostic testing ...Serene Touma
Healthcare will require a new approach and tools to support new patient expectations in 2020. A patient-centric approach to healthcare will be more relevant than ever.
Covid-19 has uncovered new challenges and weaknesses in care that are dependent on a centralized set-up.
What is becoming more and more clear is that diagnostic labs need to evolve and up their game to stay relevant. This will continue to bring value to patients throughout the healthcare journey.
A key focus in 2021 will be taking a look at building and maintaining better relationships between private and public players in patient care.
NTTAP Webinar Series - May 18, 2023: The Changing Landscape of Behavioral Hea...CHC Connecticut
The COVID-19 pandemic has resulted in significant shifts in the mode of care from face-to-face to virtual interactions. Join us as we discuss the challenges currently facing behavioral health care and at least one strategy for each. Along with these strategies, panelists will go over what integrated behavioral health care was and is before and following COVID-19, as well as what actions should be taken going forward to increase access to comprehensive care.
Panelists:
• Dr. Tim Kearney, PhD, Chief Behavioral Health Officer, Community Health Center, Inc.
• Melinda Gladden, LCSW, PMHC, Behavioral Health Clinician, Community Health Center, Inc.
• Jodi Anderson, LMFT, Virtual Telehealth Group Coordinator, Community Health Center, Inc.
INTEGRATION OF TELEHEALTH WITH BEHAVIORAL HEALTH IN 2022 cap.pptxkumarB54
Behavioral healthcare is becoming more and more focused due to the need for attending to one's mental health has increased with the arrival of the Covid-19 pandemic.
The pandemic showed people how their mental health can be affected overnight if not tended to properly. This increased access to behavioral health over the last few years. This in turn opened opportunities for more practices to integrate behavioral services with many healthcare platforms which helps the related patients.
Healthcare these days is very much digitalized. Telehealth bridges the gaps between healthcare providers and patients. The majority of the services are automated so that both the providers and the patients benefit from their use.
Telehealth refers to the healthcare services provided through virtual means. This allows one to reach and communicate with their healthcare providers safely and quickly by using simple telecommunication techniques. Such as telephonic chats, live video calls, health apps, remote patient monitoring, etc.
read more; https://www.capminds.com/blog/behavioral-health-a-guide-to-monitor-and-manage/
Telehealth Failures & Secrets to Success Conference 2017 by VSee Speaker Series
Karyn DiGiorgio (University of California)
More info at: vsee.com/conference
Patient Engagement: The Next Wave of Change in Healthcare ITCascadia Capital
Patient Engagement is one of the fastest growing sub verticals in Healthcare. Is it really going to solve some of the big issues plaguing the Healthcare system? We think so.
The 2021 Guide to Fully Integrating Telehealth and Eliminating No-ShowsMichael Dillon
Telehealth is here to stay! Easily integrate it with your practice and reduce administrative overhead and patient no-shows.
A Must Read Guide to Eliminating No Shows in Healthcare Organizations.
Our central thesis has long been that COVID hasn’t dramatically changed the healthcare industry, rather it has dramatically accelerated different trends in the healthcare space that were already simmering before March 2020. Given the usually slow pace at which the healthcare market typically moves, COVID served as a shock to the system and an accelerator that created a window to drive meaningful change. In this whitepaper, we will examine several changes that were less obvious in the early days of the pandemic and assess their longevity as we (hopefully) move into a post-COVID world.
This report has been developed by Medicus AI, a leading technology company supporting the diagnostic testing partners with an innovative digital health solution.
We embarked on this study to better assess and understand the challenges facing medical biologists and the healthcare industry, and to identify solutions to support a new era of healthcare.
The research included over 2,200 survey participants, and almost 20 expert interviews, and was completed in December 2020.
با گسترش فناوری اطلاعات و سرویس های مختلفی امروزه در زندگی انسان ها ارائه می شود حوزه سلامت و درمان هم بی بهره از این گسترش فناوری نبوده و در صورتی که سیاستمداران و برنامه ریزان کشور بتوانند از ظرفیت های ترکیب دانش پزشکی و فناوری اطلاعات بهره ببرند شاید با وجود افزایش جمعیت کهنسال و نیاز به رسیدگی های خاصی که در این قشر احساس می شود بتوان در کاهش هزینه های درمان گامی برداشت
Retaining Healthcare Quality During COVID-19 and Future of Care Delivery. By....Healthcare consultant
With the onset of COVID-19, healthcare delivery organizations around the world were collectively faced with one primary challenge: How to effectively deliver quality healthcare to all patients, regardless of the entry point into the system, while protecting the well-being of non-COVID-19 patients and the healthcare workforce.
El Estudio de Redes Sociales, presentado anualmente desde el 2009 es una referencia en el sector, ya que analiza la evolución de la penetración de las Redes Sociales, el perfil de los usuarios, el nivel de saturación de la publicidad, la vinculación con las marcas, entre otros aspectos. Esta XV Edición del Estudio está patrocinada por Epsilon Technologies y se ha elaborado en colaboración con Elogia.
Guía para la publicidad de medicamentos de uso humano_ Generalitat de CatalunyaRichard Canabate
Con esta nueva edición, se actualiza la información relacionada con el ámbito de la publicidad #digital, unificando en un mismo documento aquella información que se había publicado con anterioridad y separadamente en distintos boletines.
La guía incluye referencias a diferentes formas de hacer publicidad en el entorno digital, ya sea mediante el uso de #plataformas y redes sociales, herramientas para dirigirse a profesionales sanitarios, así como podcasts, webinars o buscadores en línea y sus servicios de anuncios.
Asimismo, la guía añade al apartado de normativa aplicable la nota informativa de la Dirección General de la Cartera Común de Servicios del SNS y Farmacia, sobre el uso de códigos QR para remitir a la ficha técnica de los medicamentos en los materiales promocionales dirigidos a profesionales sanitarios.
¿Cómo preguntar a la IA?_ Universitat Oberta de CatalunyaRichard Canabate
Esta
guía tiene el objetivo de servir como una ayuda para
conseguir resultados que puedan apoyar al profesorado
dentro del proceso de enseñanza. Se ha articulado en torno
a una serie de actividades y las utilidades relacionadas a las
que pueden dar respuesta algunas herramientas
recomendadas, junto con los prompts.
Cronicidad y estrategias de e-salud_IQVIA y Pacientes POPRichard Canabate
El 47% de los pacientes crónicos tienen dificultad con la tecnología a la hora de interactuar con el sistema de salud, existiendo importantes diferencias por grupos de edad (78% mayores de 70 años; frente al 17% en personas menores de 40).
El estudio revela que el nivel de alfabetización digital de los pacientes crónicos es muy variable, lo que dificulta su capacidad para utilizar adecuadamente las herramientas tecnológicas en los perfiles menos digitales. Durante la presentación del informe, el director general de la POP, Pedro Carrascal, afirmó que la implementación de estrategias de e-salud ha permitido mejorar la calidad de vida de los pacientes crónicos, brindándoles acceso a información y servicios médicos de manera más rápida y eficiente, “pero para que estas estrategias sean efectivas, es fundamental que los pacientes posean las habilidades digitales que les permitan aprovechar las herramientas disponibles”.
Género, edad y nivel socioeconómico
El informe también señala que el género y la edad son los factores más relacionados con el uso de la tecnología. Los hombres muestran mayor aversión que las mujeres a la tecnología en todos los grupos de edad.
En cuanto al rango de edad destaca que en el 74% de los mayores de 70 años piden cita a su médico presencialmente. En cambio, los pacientes más jóvenes se sienten más agiles al utilizar móviles e Internet, y son capaces de sacar mayor provecho a las herramientas de e-salud. Destaca que solo un tercio de los pacientes menores de 40 utilizan exclusivamente la vía presencial para solicitar cita previa con su médico.
En el análisis de entornos socioeconómicos se observa que en los perfiles bajos la tecnología supone una barrera al acceso de las herramientas de e-salud. Asimismo, el consumo de medicamentos por habitante para las patologías seleccionadas disminuye a medida que aumenta el nivel socioeconómico. Esto probablemente se explica por los hábitos de vida más saludables en entornos de nivel socioeconómico más alto.
5º Estudio sobre el impacto de la IA en la educación en España_GAD3Richard Canabate
Nuevo informe publicado sobre El impacto de la IA en la educación en España, sobre encuesta realizada a adolescentes, padres y profesores.
📌 El 82% de los alumnos, seguido por el 73% de los profesores y el 69% de los padres, afirma haber utilizado en alguna ocasión herramientas de inteligencia artificial.
📌 El 57% de los padres cree que la IA tendrá un impacto positivo en la educación de sus hijos, porcentaje que aumenta (61%) en relación con el efecto positivo que tendrá la IA en el futuro profesional de sus hijos.
📌 Los padres se sienten más abrumados y tienen un menor entendimiento de la IA en comparación con profesores y alumnos.
📌 Los profesores son más críticos respecto al uso de la IA por parte de sus
alumnos, recomendando su uso en general en menor medida (33%) que los
padres (42%). El área donde recomiendan en mayor medida su uso es para la
búsqueda de nueva información.
Estrategia y líneas de acción para la protección de infancia y adolescencia e...Richard Canabate
Con motivo del Día Internacional de la Protección de Datos 2024, la Agencia Española de Protección de Datos ha presentado su Estrategia para la protección de la infancia y adolescencia en internet.
El estudio "La Comunicación Científica en España" es una iniciativa enmarcada en el proyecto estratégico “Ciencia de la Comunicación Científica” de FECYT. El objetivo es analizar el estado actual de la comunicación científica en España e identificar necesidades, espacios y campos no cubiertos con el objetivo de diseñar estrategias encaminadas a mejorar la calidad e impacto de la comunicación científica en nuestro país y lograr, en último término, el desarrollo de una comunicación científica más eficaz, ética y profesional.
El estudio incluye:
Un análisis de la investigación en comunicación científica en España, prestando atención a cuáles son y cómo son las entidades y grupos de investigación que trabajan en este campo; quiénes son y qué relaciones existen entre las personas que investigan en este campo y qué elementos podrían fomentar el avance de la investigación española en este campo.
Un análisis de la formación: Identificar y analizar qué programas se ofrecen en España orientados a la formación especializada en comunicación científica (máster, postgrados y cursos de experto), los modelos docentes en los que se basan, así como las relaciones entre las competencias de aprendizaje y las necesidades profesionales reales.
Un estudio de casos sobre los de sectores que requieren de profesionales de la comunicación científica en España, explorar cuáles de ellos los emplean y cuáles no, identificando motivos y barreras.
Aunque ya existen publicaciones sobre el diseño de áreas hospitalarias, su aproximación al diseño es de
forma aislada, por lo que hemos querido recopilar en un único libro todas ellas integradas, dándole una
visión global y con un enfoque práctico. A partir del conocimiento adquirido de la práctica diaria y tras
muchos años de experiencia en el sector, se ha conseguido plasmar no solo el diseño de las mismas, sino
cómo ha sido su evolución y cómo será su futuro, así como todo el proceso desde que se plantea una
nueva infraestructura hospitalaria hasta su contratación y su construcción.
El ecosistema de la Atencion Primaria_SESPAS.pdfRichard Canabate
La Sociedad Española de Salud Pública y Administración Sanitaria ha publicado una monografía sobre el momento actual que vive la Atención Primaria en España así como diversos retos y desafíos presentes y futuros y algunas ideas para hacerles frente.
El texto está estructurado en 2 bloques; el primero de ellos de evaluación, en el que se analiza la situación de la Atención Primaria; y un segundo bloque en el que se recogen las propuestas de los distintos autores para hacer evolucionar las funciones de los distintos profesionales que componen los equipos de Atención Primaria, para optimizar los recursos disponibles y para atender no solo los problemas salud propiamente dichos sino también aquellos aspectos sociosanitarios y comunitarios que los condicionan.
Estrategia Andaluza Inteligencia Artificial 2030_Junta de AndalucíaRichard Canabate
La Estrategia Andaluza de Inteligencia Artificial 2030 se conforma como un instrumento general de planificación para las políticas de Inteligencia Artificial. Alineada con los marcos de referencia nacional y europeo, persigue avanzar hacia un desarrollo de las capacidades de nuestra región en esta materia, articulando a los agentes de nuestro entorno, potenciando capacidades y fijando criterios que hagan su desarrollo, uso y explotación seguro y confiable, posicionando Andalucía entre las economías digitales más avanzadas.
La Agencia Española de Protección de Datos publica su Memoria 2022, que recoge las actividades realizadas, un análisis de las tendencias normativas y los retos de futuro.
El año pasado la Agencia recibió 15.128 reclamaciones, lo que supone un incremento del 9% respecto a 2021 y un 47% respecto a 2020.
Las reclamaciones planteadas con mayor frecuencia por los ciudadanos corresponden a servicios de internet, videovigilancia, recepción de publicidad no deseada e inserción indebida en ficheros de morosidad.
Las áreas de actividad con mayor importe de multas impuestas han sido servicios de Internet, publicidad, asuntos laborales, brechas de datos personales, contratación fraudulenta y telecomunicaciones, que aglutinan el 87% de la cifra global de sanciones.
La Agencia ha realizado en 2022 la campaña de concienciación de mayor éxito de su historia, Más que un móvil, con casi 300 millones de impactos
Informe de los servicios sanitarios de las CCAA_FADSPRichard Canabate
El presente Informe sobre los Servicios Sanitarios de las CCAA es el Informe
número 19 realizado por la Federación de Asociaciones para la Defensa de la
Sanidad Pública (FADSP) que venimos realizando de manera anual, excepto
en 2020, desde el año 2004.
Plan de accion de atencion primaria y comunitaria 2022 2023_ Ministerio de Sa...Richard Canabate
¿Conoces el Plan de Acción de Atención Primaria y Comunitaria 2022/23 del SNS?
Acciones, objetivos y relación con el Marco Estratégico de Atención Primaria y Comunitaria...
La evaluación de tecnologías sanitarias (ETS)
es una pieza clave en España para la actualización permanente de la
cartera de servicios del Sistema Nacional de Salud (SNS), ya que sirve
de apoyo a la toma de decisiones sobre la inclusión de los avances
tecnológicos que hayan demostrado seguridad, eficacia y eficiencia,
así como sobre la desinversión o el uso apropiado de las tecnologías
sanitarias.
Guia para la implementación de proyectos de atencion sanitaria basada en el v...Richard Canabate
L’Agència de Qualitat i Avaluació Sanitàries de Catalunya (AQuAS) es una entidad
de derecho público adscrita al Departamento de Salud de la Generalitat de
Cataluña que actúa al servicio de las políticas públicas. AQuAS tiene la misión
de generar conocimiento relevante mediante la evaluación y el análisis de datos
para la toma de decisiones con la finalidad de contribuir a la mejor de la salud
de la ciudadanía y la sostenibilidad del sistema de salud de Cataluña.
El informe Uso de inteligencia artificial y big data en las empresas españolas 2022 presenta una revisión de la manera en que el tejido empresarial español está adoptando estas tecnologías y sitúa los datos en el contexto europeo.
El uso de inteligencia artificial y de big data sube en las empresas de todos los tamaños
Crece en 3,6 puntos hasta alcanzar el 11,8% de las empresas de más de 10 empleados. Destacan las grandes empresas (más de 249 personas), con un aumento de ocho puntos porcentuales en el año 2022. Entre las microempresas (menos de diez personas), el 4,6% usa esta tecnología, más de un punto porcentual sobre el valor de 2021.
España ocupa la decimocuarta posición en la adopción de IA, equiparándose al uso de la media europea. Los sectores que más emplean la IA son los de información y comunicaciones (41,9%) y el TIC (41,3%). Estos se corresponden con los que más empresas la analítica de datos (35,2% en el TIC y 34,7% en el de información y comunicaciones).
El análisis de big data está presente en un 13,9% de las compañías, lo que supone casi tres puntos más que el año pasado. El 3,7% de las microempresas también usa esta tecnología, medio punto más que en 2021.
Aumento en las empresas con especialistas en IA y datos
Crecen un punto el porcentaje de empresas con especialistas en IA: del 1,4 al 2,3%. Por tamaños, tan solo el 1,6% de las pequeñas (10 a 49 personas empleadas) y el 4,4% de las medianas (50 a 249) cuentan con este tipo de personal, frente al 10,5% de las grandes empresas.
Las empresas que tienen más porcentaje de especialistas en IA son las del sector TIC (15,5%) y el de información y las comunicaciones (14,5%). Las personas especialistas en datos se encuentran en el 9,8% de las empresas, un aumento de siete décimas con respecto a 2021. Destacan las grandes empresas (41,7%), las medianas (20,1%) y pequeñas (7%); mientras que solo el 0,5% de microempresas dispone de este perfil en su plantilla.
Son también el sector TIC (41,9%) y el de información y comunicaciones (40,2%) donde hay un mayor porcentaje de empresas con especialistas en datos.
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
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Tom Selleck Health: A Comprehensive Look at the Iconic Actor’s Wellness Journeygreendigital
Tom Selleck, an enduring figure in Hollywood. has captivated audiences for decades with his rugged charm, iconic moustache. and memorable roles in television and film. From his breakout role as Thomas Magnum in Magnum P.I. to his current portrayal of Frank Reagan in Blue Bloods. Selleck's career has spanned over 50 years. But beyond his professional achievements. fans have often been curious about Tom Selleck Health. especially as he has aged in the public eye.
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Introduction
Many have been interested in Tom Selleck health. not only because of his enduring presence on screen but also because of the challenges. and lifestyle choices he has faced and made over the years. This article delves into the various aspects of Tom Selleck health. exploring his fitness regimen, diet, mental health. and the challenges he has encountered as he ages. We'll look at how he maintains his well-being. the health issues he has faced, and his approach to ageing .
Early Life and Career
Childhood and Athletic Beginnings
Tom Selleck was born on January 29, 1945, in Detroit, Michigan, and grew up in Sherman Oaks, California. From an early age, he was involved in sports, particularly basketball. which played a significant role in his physical development. His athletic pursuits continued into college. where he attended the University of Southern California (USC) on a basketball scholarship. This early involvement in sports laid a strong foundation for his physical health and disciplined lifestyle.
Transition to Acting
Selleck's transition from an athlete to an actor came with its physical demands. His first significant role in "Magnum P.I." required him to perform various stunts and maintain a fit appearance. This role, which he played from 1980 to 1988. necessitated a rigorous fitness routine to meet the show's demands. setting the stage for his long-term commitment to health and wellness.
Fitness Regimen
Workout Routine
Tom Selleck health and fitness regimen has evolved. adapting to his changing roles and age. During his "Magnum, P.I." days. Selleck's workouts were intense and focused on building and maintaining muscle mass. His routine included weightlifting, cardiovascular exercises. and specific training for the stunts he performed on the show.
Selleck adjusted his fitness routine as he aged to suit his body's needs. Today, his workouts focus on maintaining flexibility, strength, and cardiovascular health. He incorporates low-impact exercises such as swimming, walking, and light weightlifting. This balanced approach helps him stay fit without putting undue strain on his joints and muscles.
Importance of Flexibility and Mobility
In recent years, Selleck has emphasized the importance of flexibility and mobility in his fitness regimen. Understanding the natural decline in muscle mass and joint flexibility with age. he includes stretching and yoga in his routine. These practices help prevent injuries, improve posture, and maintain mobilit
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
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1. Virtual health accelerated
How can health care organizations take advantage of the
current momentum?
A report from the
Deloitte Center for Health Solutions
2. Your source for fresh perspectives: The Deloitte Center for Health Solutions, part of Deloitte LLP’s Life
Sciences and Health Care practice, delves deeper into your top-of-mind issues and provides fresh
thinking around complex challenges. Timely, relevant research and thought-provoking analyses deliver
insight to help you see solutions through a new lens.
Connect
• To learn more about the center and our research, please visit
http://www.deloitte.com/centerforhealthsolutions.
• For quick takes and personal perspectives on trends in life sciences and health care, read the Health
Forward blog at: https://www2.deloitte.com/us/en/blog/health-care-blog.html.
Engage
• Subscribe to receive periodic emails on the topics you find interesting
at www.deloitte.com/us/LSHC-subscribe.
• Follow us on Twitter: @DeloitteHealth.
• Follow us on LinkedIn via ConvergeHEALTH by Deloitte.
About the Deloitte Center for Health Solutions
Deloitte’s Life Sciences and Health Care Consulting Services
Innovation starts with insight and seeing challenges in a new way. Amid unprecedented
uncertainty and change across the industry, stakeholders are looking for new ways to transform
the journey of care. Deloitte’s US Life Sciences and Health Care practice helps clients transform
uncertainty into possibility and rapid change into lasting progress. Comprehensive audit,
advisory, consulting, and tax capabilities can deliver value at every step, from insight to strategy
to action. Find out more at Deloitte.com.
Deloitte’s vision for the future of health
By 2040, there will be a fundamental shift from “health care” to “health.” The future will be
focused on well-being and managed by companies that assume new roles to drive value in a
transformed health ecosystem. As traditional life sciences and health care roles are being
redefined, Deloitte is your trusted guide in transforming the role your organization will play.
Discover the future of health at Deloitte.com.
4. 2
T
HE COVID-19 PANDEMIC triggered a
dramatic adoption of virtual health. During
the early weeks of the pandemic, virtual visits
(i.e., video- or phone-based visits) increased by
more than 11,000% over prepandemic levels,
according to the Centers for Medicare and
Medicaid Services (CMS).1
But will adoption of
virtual health continue to accelerate once the threat
of the pandemic subsides?
In late 2020, the Deloitte Center for Health
Solutions surveyed clinical leaders from 50 health
systems—and held a virtual roundtable with
physician leaders—to explore the possible
implications of continued virtual health adoption,
and examine the potential opportunities that could
unfold during the next one to three years. We
examined how the last several months have
changed the practice of medicine, how consumers
and clinicians are likely to use virtual health in the
future, and how care delivery models might
be transformed.
Findings from our survey showed:
• One in two clinical leaders said the pandemic
had led to significant shifts in their health
system’s virtual health strategy. Continued
investments into virtual health, along with an
enterprisewide strategy, were the top strategic
initiatives cited. Automating decision-making
around virtual health was mentioned as another
important consideration.
• Across care settings, clinical leaders anticipate
that the optimal level and mix of virtual
visits will be very close to the peak they
witnessed during the pandemic. For
primary care and chronic care management,
that means one-third of all visits would be
virtual, up from only 5% prepandemic.
• Two in three clinical leaders said they currently
provide staff with technology and privacy
training. However, clinical and “web-side
manner”2
training is less common.
• Most clinical leaders said they were tracking
patient experience and utilization metrics
related to virtual health. Quality of care and
team experience measurements
are lagging.
• Clinical leaders said they have been able to
overcome consumers’ and physicians’
reluctance to adopt virtual health. However,
interoperability, integration of
platforms, and data vulnerabilities
continue to be a challenge.
Virtual health gains could be a silver lining of the
pandemic. During the early response phase of the
COVID-19 crisis, many health systems and
physician practices rapidly implemented processes
around virtual health. As a result, the health care
sector is probably about five years closer to the
Future of HealthTM
that Deloitte anticipates will
take place between now and 2040. As health
systems continue to recover from the pandemic,
Executive summary
Virtual health accelerated
5. 3
and ultimately thrive3
in the coming months and
years, they should work to thoughtfully scale up
new learnings and transition to a longer-term,
enterprisewide approach. To realize the full
benefits of virtual health, this should include:
• Evolving team-based care to advance the
integration of behavioral health, primary care,
and specialty care, and help family caregivers
become more involved in care
• Thinking beyond process measures to develop
more meaningful measures of care quality and
care-team experience
• Training clinicians and support staff to ensure
patients get the same quality care experience as
patients who have face-to-face visits
Health care stakeholders probably won’t realize the
full value of virtual health if it becomes just
another component of the traditional health care
delivery process. The pandemic has created a new
sense of urgency to advance value-based care,
adopt radical interoperability, launch new care
delivery models that consider the provider
experience, and apply a consumer-centric lens to
the health care system.
METHODOLOGY
In fall 2020, the Deloitte Center for Health
Solutions held a virtual roundtable with
physician executives and surveyed clinical
leaders from 50 large health systems (76%
with annual revenue above US$1 billion).
Our survey sample consisted of chief
medical officers (52%), vice presidents,
department chiefs, and other clinical services
leaders. Their organizations spanned
academic medical centers, university-
based and community-based hospitals,
multistate health systems, children’s
hospitals, and physician-owned hospitals.
In our research, we defined virtual health
as continuous, connected care via digital
and telecommunication technologies.
It includes virtual visits (telephone or
video), remote monitoring, asynchronous
communication, and clinician or
provider-facing solutions such as virtual
consults and virtual second opinions.
“There were some myths
of what telemedicine could
do … and providers and
patients were surprised
by how effective the
clinical visit could be [in
a virtual setting]. We
are hopeful that there
is real opportunity for a
telehealth component
to health care that is
sustainable and reliable.”
— Kenric Maynor, MD, chair of Medicine
Institute, Geisinger Health System
(Deloitte Virtual Health Accelerated
Roundtable participant)
How can health care organizations take advantage of the current momentum?
6. 4
4
One in two clinical leaders said
the pandemic led to significant
shifts in their health system’s
virtual health strategy
The COVID-19 pandemic accelerated and catalyzed
several aspects of the Future of Health—
particularly virtual health, which otherwise might
have taken years to reach the level of adoption that
took place during the pandemic. Deloitte was
interested in learning how leading health systems
are adapting, and how the rapid and forced shift to
virtual visits and remote monitoring has impacted
health system strategies and priorities around
virtual health in the near and long term.
Deloitte research conducted in early 2020, before
the pandemic, revealed modest growth of virtual
visits and remote monitoring among physicians.
From 2018 to 2020, adoption increased from 14%
to 19%.4
Barriers around payment, concerns about
fraud and abuse, and patient and clinician
acceptance of the status quo were some of the
reasons for the limited adoption. COVID-19
changed everything. By the middle of March 2020,
many health systems were halting their nonurgent
procedures and patients were staying away from
Findings
Note: N=50
Source: Deloitte Physician Leaders Virtual Health Survey, 2020.
Deloitte Insights | deloitte.com/insights
FIGURE 1
The pandemic has led to significant shifts in virtual health strategy, driven by
consumer demand, cost pressures, and easing of regulatory barriers
Change in virtual health
strategy for the next year
Top reasons for
the change
• Consumer
demand
• Revenue and
cost pressures;
remaining
competitive
• Reimbursement
and regulations
Slight
Significant
Moderate
52%
24%
24%
Survey question: Has your organization’s
virtual health strategy for the next year
changed due to the pandemic?
Survey question: For what reasons has
the pandemic changed the strategy?
(Open ended question)
Virtual health accelerated
7. 5
clinical facilities to avoid potential exposure to the
virus.5
Health systems, clinicians, and patients
were forced to turn to virtual visits and remote
monitoring. Both the clinical leaders we surveyed
and the physician executives interviewed largely
agreed that the experiences around virtual health
during the first several months of the pandemic led
to shifts in their health system’s virtual health
strategy. Half of surveyed clinical leaders (52%)
reported significant shifts, and 24% saw moderate
shifts (figure 1).
Consumer demand, revenue and cost pressures
due to the pandemic, pressure to keep up with
competitors, and a relaxed regulatory and
reimbursement environment were among the top
reasons clinical leaders cited for the increased
adoption of virtual health.
Looking ahead, 60% of respondents said their
health systems need to make additional
investments in virtual health, and 52% reported it
was essential to have an enterprisewide strategy
(figure 2).
FIGURE 2
Most clinical leaders said their organizations need additional investments and
an enterprisewide virtual health strategy to optimize adoption of virtual
health going forward
Having an
enterprisewide virtual
health strategy
Additional investment
into virtual health
Getting beyond the
financial burden of
COVID-19
Having functional tools
(tools/tech that help
with diagnosis,
examination, etc.
in a virtual setting)
60% 52% 46% 46%
Top initiatives to optimize adoption of virtual health
Note: N=50
Source: Deloitte Physician Leaders Virtual Health Survey, 2020.
Deloitte Insights | deloitte.com/insights
Survey question: Has your organization’s virtual health strategy for the next year
changed due to the pandemic?
“As devastating as COVID-19 has been, it has also been
the best thing to come along in a long time in terms of
stimulating health care innovation. It has forced us to
accelerate our thinking in a lot of different ways, that we
should have been doing, but we didn’t have the necessary
pressure to do.”
— Robert J. Keenan MD, MMM, chief medical officer/vice president quality, Moffitt Cancer Center
(Deloitte Virtual Health Accelerated Roundtable participant)
How can health care organizations take advantage of the current momentum?
8. 6
Many hospitals are trying to determine which visits
should be face-to-face and which ones should be
virtual. While only 36% of clinical leaders said
care pathways were used to guide those decisions,
54% are planning to develop such a strategy over
the next one to three years. While just 16% of
respondents said their health system has a “virtual
first” system for scheduling certain visits, 52%
said such a system was being planned. During our
roundtable discussion, one physician executive
said, “We are looking at ways to leverage data
and develop algorithms to help predict the right
length of visits, the type of visit, and whether it can
be a video, phone, or face-to-face [visit] so that
this process actually becomes more automated
rather than leaving it up to the provider.”
Our research participants agreed that, as health
systems refine strategies and adopt new models,
they should be mindful to avoid some of the
mistakes that were made during the early years of
the electronic medical record. Long before the
pandemic, physicians were experiencing
frustration and burnout from screen time and
administrative fatigue.6
A recent study shows
physicians were satisfied with virtual visits when
they had input into how they were used, had
administrative help, adequate payment, and access
to reliable and easy-to-use technology.7
We expect to see increased investments in remote
monitoring and patient wearables in the coming
years. This will likely be driven by growing
investments in digital health,8
and demand from
clinical leaders.
Half of the clinical leaders we surveyed said they
wanted more functional tools and technology to
optimize virtual health (figure 2). Health system
leaders should think through how to seamlessly
integrate those tools and platforms so that
they enhance clinical care rather than add work
for clinicians.
Across care settings,
clinical leaders describe
the optimal level of virtual
visits as being close to
the peak they witnessed
during the pandemic
During our roundtable discussion, physician
executives said they were interested in determining
the optimal level of virtual visits for the future.
Clinical leaders we surveyed indicated that the
optimal level of visits over the next one to three
years could be similar to the peak volume they saw
during the pandemic.
“Once we are through the pandemic … we will be able to
truly evaluate the operational efficiency and opportunity
from virtual health. Patient access and patient convenience
are key goals, and we have a whole new world of
competitors. I think if we don’t (invest in virtual health),
then we will fall behind.”
— Brian Hasselfeld, MD, medical director, digital health telemedicine, Johns Hopkins Medicine
(Deloitte Virtual Health Accelerated roundtable participant)
Virtual health accelerated
9. 7
Notes: N = 50
Source: Deloitte physician leaders virtual health survey, 2020.
Deloitte Insights | deloitte.com/insights
Survey question: Q: For your organization, approximately, what percent of total visits were virtual
(or telehealth visits) before the pandemic, at the time when in-person use was the lowest in the
last eight months, and what is optimal going forward?
34%
30%
27%
24%
20%
9%
6%
41%
45%
34%
31%
20%
12%
4%
6%
5%
3%
2%
3%
2%
1%
Chronic condition management
Primary care
Non surgical specialty care in outpatient
setting (excluding behavioral health)
Pre- and post-surgical care
Urgent care
In-hospital virtual care
Emergency room cases
FIGURE 3
Clinical leaders thought virtual visits should constitute about a third of all
primary care and chronic care management visits in the future vs. only
5% pre-pandemic
80%
85%
84%
82%
18%
Optimal level in the future When in-person was lowest in last 8 months
Virtual visits as a % of total visits (mean)
Before COVID-19
When face-to-face visits reached their lowest point
during the pandemic, virtual visits for primary care
and for chronic condition management peaked at
45% and 41%, respectively (figure 3). Virtual visits
for nonsurgical specialty care in outpatient settings
(excluding behavioral health) peaked at 34%.
Clinical leaders agreed that the optimal level of
virtual chronic-condition management and
primary care will be about one-third of overall
visits. Prepandemic levels of virtual visits for those
areas of care were around 5%. This willingness to
continue virtual visits at levels that are close to the
peak seen during lockdowns could be good news
for the continued growth of virtual health.
We asked clinical leaders which areas of hospital
stay they expect would be most impacted by the
acceleration of virtual health. A majority of them
said that there could be a significant increase in
virtual technology for prestay scheduling and
reminders, postdischarge chronic-care check-ins,
patient monitoring, and follow-ups in the coming
months and years.
How can health care organizations take advantage of the current momentum?
10. 8
We also asked which specialties would likely see
the largest uptake in virtual visits over the next one
to three years. Primary care topped the list,
followed by behavioral health, dermatology, and
internal medicine.
Clinical leaders reported
offering technology and
privacy training to their
staff, while clinical and
web-side manner training
is less common
The Deloitte 2020 survey of US physicians,
conducted before the pandemic, found that
approximately 85% of physicians thought that
training on how to communicate effectively with
patients—using virtual means—was currently
lacking, but would be essential for success in the
future.9
In prior research, we have emphasized the
importance of training clinicians to be able to
convey empathy, build rapport, make eye contact,
and other critical bedside manner techniques in a
virtual setting.10
In our latest survey, 74% of clinical
leaders said they are currently offering training
related to the Health Insurance Portability and
Accountability Act (HIPAA), and ensuring that
Virtual health accelerated
11. Note: N = 50
Source: Deloitte physician leaders virtual health survey, 2020.
Deloitte Insights | deloitte.com/insights
Survey question: Which of the following trainings are offered, in development, or not currently
offered to your staff?
FIGURE 4
Clinical and web-side training is lacking
Training offered to the staff
90%
50%
In development
85%
84%
20%
26%
18%
55%
Privacy/HIPAA: training staff on proper
techniques to ensure patients'
information is protected on virtual platforms
IT/technology: training staff on
how to use virtual tools, apps, and software
Web-side manner: training staff on
best practices for communicating and
interacting with patients remotely
Clinical: training staff on how to
effectively examine a patient remotely
74%
70%
36%
30%
12%
18%
28%
32%
Currently offered
9
patient information is protected on virtual
platforms. Training staff on software, apps, and
other platforms is also common (70% of clinical
leaders are currently doing this). However, only
36% of clinical leaders said they currently have
“web-side manner” training on best practices for
communicating and interacting with patients
remotely, and 28% expect to develop this content
in the next one to three years. That still leaves
about 30% with no well-defined plans to offer such
training (figure 4). We continue to call for health
systems to consider training clinicians and support
staff on how to ensure a high-quality virtual visit. If
patients do not feel virtual visits match the quality
of face-to-face visits, we will lose momentum
around virtual health. Further, as wearable and
remote monitoring technology become more
sophisticated, we should be able to take vital signs
and gather other important biometric data
remotely, which could put virtual visits more on
par with face-to-face visits. Clinical leaders should
consider strategies to implement those
technologies. To create a sustainable program,
health systems should also think about the
experience for all users (clinicians, patients, front-
and back-office support staff). Clinical leaders
should consider applying the principles of human-
centered design, training users on the technology,
and ensuring continuity of care through follow-up
virtual visits.
How can health care organizations take advantage of the current momentum?
12. 10
Measuring the performance
of virtual health programs:
Process and utilization
metrics are tracked
comprehensively; quality of
care and team-experience
measurements are lagging
During the public health emergency, several
regulatory flexibilities made it easier for
clinicians and health systems to adopt virtual
health. As we look to the future, regulators
should determine whether temporary rules
should be made more permanent. They will likely
evaluate the payment models and benefit designs
that support virtual health and their ability to
improve patient health, while reducing the use
of low-value services and unnecessary care.
Rather than sequential visits with separate
specialists, virtual health makes it possible for
patients to connect to a suite of caregivers who can
work collaboratively to offer more comprehensive
and coordinated care.11
If health systems take
existing care models and simply convert them into
Note: N=50
Source: Deloitte Physician Leaders Virtual Health Survey, 2020.
Deloitte Insights | deloitte.com/insights
70%
66%
44%
36%
16%
20%
24%
38%
54%
52%
74%
52%
52%
48%
62%
60%
58%
52%
54%
52%
46%
40%
30%
28%
28%
26%
42%
34%
32%
16%
18%
30%
38%
34%
22%
26%
28%
26%
38%
38%
44%
46%
48%
42%
36%
46%
42%
50%
42%
58%
8%
18%
10%
18%
16%
14%
14%
22%
8%
10%
10%
14%
22%
30%
36%
28%
16%
16%
26%
26%
Patient satisfaction
Access to care
Wait times
Patient engagement
Length of stay
Admissions and readmissions
ERutilization
Throughput or bed turnover
Cancellations and no-shows
Cost per case
Amount of nonreimbursable care
Clinical measures, suchas A1Cor blood pressure
Adherence to clinical guidelines
Process measures,suchas gaps in care or HEDIS …
Medicationadherence
Continuity of care
Physician satisfaction
Turnover rate
Care team (nurses, assistants) satisfaction
Care team collaboration
Care
Team
experience
Quality
of
care
Costs
Utilization
resource
use
Patient
experience
Survey question: Which of the following do you use to measure
performance of your virtual health program?
FIGURE 5
Quality of care and care team experience measures lag behind process and
utilization measures
Yes, track comprehensively Yes, track partially No, do not track
Metrics to measure performance of virtual health programs
Virtual health accelerated
13. 11
virtual formats, we could lose momentum and fail
to realize the full potential of virtual health. As
health care stakeholders work to redesign care
models, clinical leaders should measure clinical
and patient-centered outcomes. This could help
ensure that the use of virtual health will continue
to grow.12
One area that will be important to capture is the
extent to which remote monitoring can evaluate
how well patients are managing their conditions.
We can learn a lot from applying advanced
analytics to large populations of patients who are
monitoring their conditions at home. For example,
data from glucose monitors that track diabetes,
peak-flow meters that monitor asthma control, and
weight and oxygen-saturation metrics for those
with heart failure, can help clinicians learn how
well patients are managing their conditions. Data
from these devices can also highlight barriers they
face and identify nudges that might be effective at
changing behavior. Health systems can begin to
leverage this collective data to learn how to support
patients more effectively.
To measure the performance of their virtual health
programs, most clinical leaders said their
organizations comprehensively track patient-
experience measures such as patient satisfaction
(74%) and access to care and wait times (52%)
(figure 5). Almost two in three health systems also
comprehensively measure utilization and resource
measures, such as length of stay, admissions and
readmissions, and emergency room utilization.
However, about 75% of clinical leaders reported
either partial tracking or no tracking of quality
measures, such as medication adherence and
continuity of care. These measures will likely be
critical in building data on health improvement
and outcomes. Going forward, these measures
could be essential—not only from a regulatory
perspective, but also to stay competitive. The
ability to successfully track such measures could
also lead to more successful collaboration with
health plans. Health systems that collect this data
could use it to make the case for virtual health to
patients, clinicians, employers, and health plans.
Another area with minimal tracking is the care-
team experience—including physician and
care-team satisfaction, and the level and quality of
collaboration. These measures could help shape
workforce and operational strategies to tackle
issues such as physician and care-team burnout,
and how to build on and improve team-based care
or re-design care altogether.
Consumers and physicians are
on board with virtual health.
However, interoperability,
integration of platforms, and
data-security vulnerabilities
continue to be a challenge
Despite an uncertain regulatory and
reimbursement environment, clinical leaders we
surveyed—and the physician executives who
“The COVID-19 remote patient-monitoring program
we developed really activated and engaged our
practice … and now several specialties want to extend
remote monitoring to their patients as well.”
—Tufia Haddad, MD, medical director of the Center for Connected Care Remote Patient Monitoring
program and chair of digital health for the Department of Oncology, Mayo Clinic (Deloitte Virtual
Health Accelerated Roundtable participant)
How can health care organizations take advantage of the current momentum?
14. 12
participated in our roundtable—agree that virtual
health is here to stay. Prior to the pandemic, only
25% of primary care physicians, 17% of nonsurgical
specialists, and 9% of surgical specialists reported
that there was consumer demand for virtual health
in their practices.13
When our latest survey
respondents were asked about the top challenges
their health systems overcame during the past few
months, consumer and physician reluctance to
virtual health were no longer seen as concerns.
Other Deloitte research shows that after the
pandemic began, some health system chief
financial officers expanded their virtual health
strategies and created executive command center
strategies that allow for more rapid decision-
making.14
As a result, several health systems were
able to quickly transition to virtual care. However,
some challenges remain. As health systems attempt
to mainstream virtual health into the existing
clinical and revenue-cycle workflows, 66% of the
clinical leaders we surveyed said data security is a
long-term concern, 62% said interoperability
remains a challenge, and 52% cited a lack of
integration with other platforms.
The clinical leaders shared their investment
priorities today and in coming years. Most
respondents (78%) said high-speed internet is a
top investment priority. Looking ahead one to
three years, clinical leaders said artificial
intelligence (AI) and machine learning were top
investment priorities (68%). Physician executives
in our roundtable discussed the use of AI for
clinical-decision support and the management of
staffing. As health systems continue to scale up
virtual health, they will likely want to capture data
from remote monitoring tools and wearables,
integrate the data with electronic health systems
and clinical-decision support, and build
real-time dashboards.
However, though cited in the survey results as
challenges that need to be overcome, data
interoperability and cyber security did not appear
to be top priorities for future investments. This
could turn out to be a blind spot for health systems
going forward. Health systems should consider
prioritizing investments in those areas, not only to
satisfy regulatory requirements, but also to gain a
significant long-term competitive advantage.
THE PANDEMIC HAS HIGHLIGHTED THE DIGITAL DIVIDE
Many have been spending much more time at home since the pandemic began. We are ordering
groceries, doing our work, and even having our children attend school online. But not everyone has
equal access to high-speed internet. There are disparities by race, income, geography, age, and other
factors.15
As of February 2019, 79% of white households had access to home broadband, compared
to 66% of Black households, and 61% of Hispanic households. Ninety-two percent of those with a
household income of US$75K or more have access to home broadband. By contrast, 56% of people
who have household income below US$30K have access to broadband. More than one in three
households headed by a person age 65 or older do not have a desktop or a laptop computer, and
more than half do not have a smart device.16
Older Americans, and people who live in rural areas,
are also much less likely to have access to home broadband.17
Lack of broadband internet is associated with fewer telehealth visits and reduced use of patient
portals. Stakeholders, including policymakers, public health officials, and health care organizations,
should work together to ensure that as we shift more health care into the home, we do not
increase disparities.
Virtual health accelerated
15. 13
V
IRTUAL HEALTH GAINS could be a silver
lining of the pandemic. We could be as
many as five years ahead of where we
expected to be on our future-of-health journey. To
keep this momentum going, health care
stakeholders should:
• Adapt team-based care and operations to
realize the full benefits of virtual visits.
Clinical leaders told us that the optimal level of
virtual health (for primary care and chronic
care) would be about one-third of all visits.
Before that can happen, many health systems
will need to build new workflows or re-design
existing workflows, create scheduling
capabilities to enable specialist consultations
and easy referrals, integrate digital health
devices, collect patient-reported outcomes, and
develop new approaches for data analytics and
interpretation. While barriers remain, clinical
leaders can work to advance the integration of
behavioral health, primary care, and specialty
care, and help family caregivers become more
involved in care. This can ultimately lead to
better adherence and better health outcomes.
• Train clinicians and support staff to
improve the quality of visits. Training
clinicians and staff to conduct high-quality
virtual visits is essential but lacking. Health
plans and health systems should ensure virtual
visits are on par with traditional visits in terms
of quality and patient satisfaction. The human-
experience component should be considered in
every element of virtual health, including
virtual check-ins and follow-ups, accessing the
patient portal, and virtual visits and
remote monitoring.
• Move beyond process measures in their
virtual health programs to more
meaningful measurements, including
quality-of-care and care-team experience.
Health systems should plan to increase tracking
of these measures and set targets to improve
them. Health plans will likely make these table
stakes in coming years. There are opportunities
for health systems and health plans to
collaborate and experiment with strategies to
improve measurement and performance of
their virtual health initiatives.
Implications for health systems
How can health care organizations take advantage of the current momentum?
16. 14
Virtual health accelerated
• Recognize that we won’t realize the full
value of virtual health if it becomes
another layer of the traditional health
care system. In theory, increased use of
virtual health should enable integration of care
from multiple team members more seamlessly.
However, our findings show that clinical leaders
have concerns around the digital divide, the
ability to address disparities, lack of
interoperability and platform integration, and
physician burnout. Research also shows that
patients and families look for certain
characteristics in their health care
interactions.18
They want to feel like the care is
personal and they want to connect with clinical
staff on some level. They also want a simplified
experience that is convenient, as well as
transparent, so that they can clearly understand
what is happening to them and why. Finally,
patients require security around their personal
health information.
Maintaining momentum in virtual health will not
be easy. It will have to happen while we are still
fighting the pandemic, implementing the largest-
ever vaccination campaign, recovering from
financial losses, and restoring morale from the
exhaustion, burnout, and forced layoffs. But
health systems should keep pushing forward to
stay competitive and to move closer to the
future of health.
17. 15
15
Project Team: Natasha Elsner provided expertise and guidance on the survey development, analysis,
and writing of the draft; Apoorva Singh supported the data analysis.
The authors would like to thank thank our executive sponsor Ken Abrams for his guidance on this
project. The authors would also like to acknowledge Wendy Gerhardt, Jessica Overman, Steve Davis,
Mamta Elias, and Laura DeSimio for their contributions.
Acknowledgments
1. Rebecca Pifer, “Medicare members using telehealth grew 120 times in early weeks of COVID-19 as
regulations eased,” HealthCare Dive, May 27, 2020.
2. Erica Teichert, “Training docs on ‘webside manner’ for virtual visits,” Modern Healthcare, August 27, 2016.
3. Deloitte, “Connecting for a resilient world: Resources for resilient leadership,” accessed January 25, 2021.
4. Ken Abrams et al., How the virtual health landscape is shifting in a rapidly changing world: Findings from the Deloitte
2020 Survey of US Physicians, Deloitte Insights, July 9, 2020.
5. David Betts et al., Clinical leaders’ top concerns about reopening: The key issues to navigate, Deloitte Insights,
June 5, 2020.
6. Judy George, “What doctors need from telemedicine: Health care use down despite virtual visits,” Medpage
Today, November 16, 2020.
7. Mary Nguyen et al., “A review of patient and provider satisfaction with telemedicine,” Current Allergy and Asthma
Reports 20, no. 72 (2020).
8. Elaine Wang and Sean Day, “Q3 2020: A new annual record for digital health (already),” Rock Health, 2020.
9. Abrams et al., How the virtual health landscape is shifting in a rapidly changing world.
10. Ibid.
11. Ryan Hullinger and Sarah Markovitz, “Transforming homes and communities into healthcare hubs
in the post-covid future,” Forbes, October 26, 2020.
12. Christina Cutter, Nicholas L. Berlin, and A. Mark Fendrick, “Establishing a value-based new normal for telehealth,”
Health Affairs, October 8, 2020.
13. Abrams et al., How the virtual health landscape is shifting in a rapidly changing world.
14. Steve Burrill, Wendy Gerhardt, and Maulesh Shukla, Building resilience during the COVID-19 pandemic and
beyond: How health care CFOs are navigating with an eye on the future, Deloitte Insights, September 9, 2020.
15. Pew Research Center, “Internet/broadband fact sheet,” June 12, 2019.
16. David Velasquez and Ateev Mehrotra, “Ensuring the growth of telehealth during COVID-19 does not exacerbate
disparities in care,” Health Affairs, May 8, 2020.
17. Pew Research Center, “Internet/broadband fact sheet.”
Endnotes
How can health care organizations take advantage of the current momentum?
18. 16
About the authors
Bill Fera | bfera@deloitte.com
Bill Fera, MD, is a principal, Deloitte Consulting LLP. Fera specializes in technology-enabled
transformation to support the advancement of population health strategies. As a practicing physician,
health system executive, and consultant, Fera has worked across health plans and health systems to
drive toward a value-based, patient-centered model of care.
Urvi Shah | urvishah@deloitte.com
Urvi Shah is a senior manager in Deloitte’s Customer Digital Transformation solution
where she helps clients develop and implement customer experience with imperatives
with the strategic application of digital tools and technology. As a leader in Deloitte’s
Virtual Health practice, she has helped lead multiple clients through large-scale technology
transformation. Shah has worked with a breadth of health care provider organizations
including large integrated delivery systems, academic medical centers, retailers, traditional
physician clinics and hospitals, as well as long-term care and mental health facilities.
Casey Korba | ckorba@deloiite.com
Casey Korba, MS, is the research and policy manager for the Deloitte Center for Health Solutions,
Deloitte Services LP, where she leads research and works with health care industry stakeholders to
address virtual health, digital transformation, the social determinants of health, and evolving care
delivery and payment models. She supports Deloitte’s Life Sciences and Health Care practice through
research to inform health care system stakeholders about emerging trends, challenges, and
opportunities.
Maulesh Shukla | mshukla@deloitte.com
Maulesh Shukla is a manger with the Deloitte Center for Health Solutions. For the past nine years,
Shukla’s research has covered a wide range of topics in the realm of health plans, hospitals, and
health systems. His recent research has focused on the future of health, health plan business
transformation, health plan financial performance, innovation, and health care reform. He holds an
MBA from IBS, Hyderabad.
Virtual health accelerated
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Practice leadership
Ken Abrams
Chief medical officer | Managing director | Deloitte Consulting LLP
+1 305 372 3264 | kabrams@deloitte.com
Ken Abrams is a managing director in Deloitte’s Strategy practice and Deloitte’s chief medical officer.
Abrams has market eminence as a physician leader and as a thought leader in clinical strategy,
operations and performance improvement, virtual health, and clinical integration.
The Deloitte Center for Health Solutions
Sarah Thomas, MS
Managing director | Deloitte Center for Health Solutions | Deloitte Services LP
+1 202 220 2749 | sarthomas@deloitte.com
Sarah Thomas is the managing director of the Deloitte Center for Health Solutions, part of Deloitte
LLP’s Life Sciences and Health Care practice.
How can health care organizations take advantage of the current momentum?