Implementation and Outcomes of Virtual Care Across a Tertiary Cancer Center During COVID-19.

Abstract

Importance:

The coronavirus disease 2019 (COVID-19) pandemic has burdened health care resources and disrupted care of patients with cancer. Virtual care (VC) represents a potential solution. However, few quantitative data support its rapid implementation and positive associations with service capacity and quality.

Objective:

To examine the outcomes of a cancer center-wide virtual care program in response to the COVID-19 pandemic.

Design, Setting, and Participants:

This cohort study applied a hospitalwide agile service design to map gaps and develop a customized digital solution to enable at-scale VC across a publicly funded comprehensive cancer center. Data were collected from a high-volume cancer center in Ontario, Canada, from March 23 to May 22, 2020.

Main Outcomes and Measures:

Outcome measures were care delivery volumes, quality of care, patient and practitioner experiences, and cost savings to patients.

Results:

The VC solution was developed and launched 12 days after the declaration of the COVID-19 pandemic. A total of 22 085 VC visits (mean, 514 visits per day) were conducted, comprising 68.4% (range, 18.8%-100%) of daily visits compared with 0.8% before launch (P < .001). Ambulatory clinic volumes recovered a month after deployment (3714-4091 patients per week), whereas chemotherapy and radiotherapy caseloads (1943-2461 patients per week) remained stable throughout. No changes in institutional or provincial quality-of-care indexes were observed. A total of 3791 surveys (3507 patients and 284 practitioners) were completed; 2207 patients (82%) and 92 practitioners (72%) indicated overall satisfaction with VC. The direct cost of this initiative was CAD$ 202 537, and displacement-related cost savings to patients totaled CAD$ 3 155 946.

Conclusions and Relevance:

These findings suggest that implementation of VC at scale at a high-volume cancer center may be feasible. An agile service design approach was able to preserve outpatient caseloads and maintain care quality, while rendering high patient and practitioner satisfaction. These findings may help guide the transformation of telemedicine in the post COVID-19 era.

• Authors: Alejandro Berlin, Mike Lovas, Tran Truong, Sheena Melwani, Justin Liu, Zhihui Amy Liu, Adam Badzynski, Mary Beth Carpenter, Carl Virtanen, Lyndon Morley, Onil Bhattacharyya, Marnie Escaf, Lesley Moody, Avi Goldfarb, Luke Brzozowski, Joseph Cafazzo, Melvin L K Chua, A Keith Stewart, Monika K Krzyzanowska
• Journal: JAMA oncology (JAMA Oncol) Vol. 7 Issue 4 Pg. 597-602 (04 01 2021) ISSN: 2374-2445 [Electronic] United States
• PMID: 33410867 (Publication Type: Journal Article, Observational Study)

Topics

• Ambulatory Care (economics, organization & administration)
• Appointments and Schedules
• Attitude of Health Personnel
• COVID-19
• Cancer Care Facilities (economics, organization & administration)
• Cost Savings
• Cost-Benefit Analysis
• Delivery of Health Care, Integrated (economics, organization & administration)
• Feasibility Studies
• Health Care Costs
• Health Expenditures
• Humans
• Medical Oncology (economics, organization & administration)
• Ontario
• Patient Satisfaction
• Program Development
• Program Evaluation
• Quality Indicators, Health Care (organization & administration)
• Telemedicine (economics, organization & administration)
• Tertiary Care Centers (economics, organization & administration)
• Time Factors
• Workload