INFORMATION TECHNOLOGY
THE BUSINESS OF TELEHEALTH Telehealth is slowly being integrated into the healthcare delivery system worldwide. Communications dealing with organisational challenges, human resources and deployment of Management science in initiating, sustaining and making viable telehealth activities are few. This article shares the author’s learnings over 22 years of association with a number of small and mega telehealth projects operational in India and overseas, virtually reaching the unreached. Krishnan Ganapathy, Director Apollo Telemedicine Networking Foundation &, Apollo Tele Health Services Hon. Distinguished Professor, The Tamil Nadu Dr. MGR Medical University; Emeritus Professor, National Academy of Medical Sciences, WHO Digital Health Expert
Introduction
A detailed need assessment study is the first step in this direction. Risks in programme implementation, challenges in providing tele consultants, necessity for training, retraining, learning, relearning and unlearning has to be considered. Identifying champions in the team and community and making
the project self-sustaining is critical. Future-ready access to cost-effective, need-based, appropriate technology including a robust telecommunication network is vital. Patient perspectives of telemedicine quality need to be considered. Measurable, reproducible, objective parameters quantifying success need to be defined. Legal, regulatory and
Robust Hands-on Training @ Chennai Apollo, Feb 7, 2015 - March 24, 2015
security issues have to be complied with. Cultural transformation is necessary for acceptance of technology enabled remote virtual healthcare. Urban teleconsultants deploying cutting edge technology need to be sensitised for community interaction. Implementing pandemic associated specific strategies and providing equitable, quality, accessible, affordable healthcare, in a milieu of infrastructure and personnel shortage, is always a challenge. Planning a telehealth project – Initial steps
Fig 1: Hands on Training of Telemedicine Coordinators
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A SI A N H O S P I T A L & H EA LT HCA R E M A N AGE M E N T
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The need assessment team interacted with all stakeholders including administrators, doctors, district health officials, patients and the community. Clinical problems were identified. Beneficiaries, at the "bottom of the pyramid" had to interact with urban super specialists. Challenges included (a) convincing the community that an urban healthcare provider could appear on a screen, make a diagnosis and advise treatment empathising with them (b) convincing doctors at the remote centre, that the new service would not undermine their importance (c) convincing government that a radical exponential cultural transformation could be implemented and the
