Virtual health: A look at the next frontier of care delivery

 

For the past 10 to 15 years, virtual health has been heralded as the next disrupter in the delivery of care, but there has been minimal uptick in adoption. The COVID-19 pandemic is pushing against structural barriers that had previously slowed health system investment in integrated virtual health applications.

 Actions providers can consider to improve access and value through virtual health Opportunity exists for health systems to enhance their value proposition for consumers in a way that creates new interactions or loyalty. Additionally, providers may build new capabilities that could lead to success in risk-based reimbursement models. Prior to the COVID-19 pandemic, one study found that health systems, under value-based care arrangements, demonstrated 17 percent savings when they provided virtual care with their existing healthcare professionals instead of using an outsourced provider.6 On the ahecute care side, an opportunity may also exist to promote efficiency through models like tele-ICU and change-capacity use through “hospital at home” (HaH) models. How health systems think about these value drivers and strategies will likely depend on their market position, provider/specialty capacity, and growth objectives.

Technology infrastructure

Take stock of virtual applications, interoperability with systems of engagement (for example, electronic health record, revenue cycle, digital front door) and supporting infrastructure. Define approach to move from COVID-19 rapid solutions to a sustainable, secure, integrated virtual health platform.

The COVID-19 pandemic is pushing against many of the structural barriers that had previously slowed health system investment in integrated virtual health applications, including funding mechanisms, consumer adoption, and provider adoption. Healthcare stakeholders may want to create additional buy-in for virtual health platforms in an effort to boost the quality of care and increase efficiency. While providers are juggling a host of challenges around COVID-19 and a “return” to normal operations, virtual health may provide a useful framework for creating the next normal.

The COVID-19 pandemic is pushing against many of the structural barriers that had previously slowed health system investment in integrated virtual health applications, including funding mechanisms, consumer adoption, and provider adoption. Healthcare stakeholders may want to create additional buy-in for virtual health platforms in an effort to boost the quality of care and increase efficiency. While providers are juggling a host of challenges around COVID-19 and a “return” to normal operations, virtual health may provide a useful framework for creating the next normal.

Consumer experience and outcomes

Accelerate development of an overall consumer-focused digital “front door” that provides patients with a seamless digital channel to access their providers, considering what the integrated product will cover beyond what currently exists (for example, finding a doctor, record access, scheduling in-person visits) and integrated with what may have been put in place in response to COVID-19 (for example, e-triage, scheduling virtual visits, virtual clinic visits).

Measure the value of this “front door”

by quantifying clinical outcomes; access improvement and patient/provider satisfaction to drive advocacy and contracting for continued expanded coverage.

Physician alignment

Build the capabilities and incentives of the provider workforce to support virtual care (for example, workflow design, continuing education and graduate medical education); align benefit structure to drive adoption in line with health system and/or physician specialized treatments.

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