Abstract
Background
The COVID-19 pandemic posed many barriers to healthcare but especially for HIV Public Health clients who struggle to meet basic socioeconomic needs. Southeast Health District (SEHD) Ryan White clients are immunocompromised increasing isolation and fear. In addition to client barriers, the pandemic resulted in a staffing shortage. The shortages were due to COVID diagnosis and subsequent isolation, staffing turnover, and unfillable vacancies.
Method
A dedicated schedule is utilized for Telehealth/Telemedicine. A patient is scheduled at a remote site and connected with a practitioner at another location. The SEHD Ryan White Program currently has 4 clinics located in Bulloch, Coffee, Toombs, and Ware counties, with the Ware and Bulloch locations being approximately 200 miles apart. The presenting site can bill for a presentation fee. Physicians, nurse practitioners, nutritionists, and case managers have all utilized Telehealth/Telemedicine since the beginning of the pandemic.
Results
Pre-pandemic, the SEHD Ryan White Program rarely utilized Telehealth and Telemedicine services. In early 2020, these services markedly increased in response to client needs related to the pandemic. The rise in Telehealth/Telemedicine encounters was also associated with the need to expand staffing resources. During the height of the pandemic, Ryan White staff were heavily participating in COVID-19 testing, and vaccination and clinic hours were limited. From the beginning of 2020 through 2021, there were 585 Telehealth encounters and 219 Telemedicine encounters. For that same period, 629 Nutrition encounters were documented, with the majority not being in person.
Conclusion
At one time, Telemedicine and Telehealth were viewed as novel ways to provide services. The pandemic forced the Ryan White Program to find a way to provide services with limited resources and now Telemedicine and Telehealth have been incorporated into the program’s business model, increasing access, and extending services.
Keywords
Telehealth, Telemedicine, COVID-19, HIV, barriers, access
Included in
Using Telemedicine and Telehealth to Extend Services in HIV Care
Background
The COVID-19 pandemic posed many barriers to healthcare but especially for HIV Public Health clients who struggle to meet basic socioeconomic needs. Southeast Health District (SEHD) Ryan White clients are immunocompromised increasing isolation and fear. In addition to client barriers, the pandemic resulted in a staffing shortage. The shortages were due to COVID diagnosis and subsequent isolation, staffing turnover, and unfillable vacancies.
Method
A dedicated schedule is utilized for Telehealth/Telemedicine. A patient is scheduled at a remote site and connected with a practitioner at another location. The SEHD Ryan White Program currently has 4 clinics located in Bulloch, Coffee, Toombs, and Ware counties, with the Ware and Bulloch locations being approximately 200 miles apart. The presenting site can bill for a presentation fee. Physicians, nurse practitioners, nutritionists, and case managers have all utilized Telehealth/Telemedicine since the beginning of the pandemic.
Results
Pre-pandemic, the SEHD Ryan White Program rarely utilized Telehealth and Telemedicine services. In early 2020, these services markedly increased in response to client needs related to the pandemic. The rise in Telehealth/Telemedicine encounters was also associated with the need to expand staffing resources. During the height of the pandemic, Ryan White staff were heavily participating in COVID-19 testing, and vaccination and clinic hours were limited. From the beginning of 2020 through 2021, there were 585 Telehealth encounters and 219 Telemedicine encounters. For that same period, 629 Nutrition encounters were documented, with the majority not being in person.
Conclusion
At one time, Telemedicine and Telehealth were viewed as novel ways to provide services. The pandemic forced the Ryan White Program to find a way to provide services with limited resources and now Telemedicine and Telehealth have been incorporated into the program’s business model, increasing access, and extending services.
