In international literature RPM Remote patient follow-up is based on the follow-up of patients with diseases that may cause complications by healthcare professionals and instant intervention when necessary. For example, people with a disease such as congestive heart failure (CHF) can be followed remotely for months. If he does not use his medication properly, the patient may be intervened. In the absence of RPM, patient complications can be overlooked within 6-8 weeks.
Pay attention to 5 steps for successful RPM
As the sensitivity to be shown for RPM increases with the emergence of the pandemic, health institutions should determine a strategy for how long and how each patient will be intervened.
To create a successful RPM program, consider the following five steps.
Healthcare organizations should include two different groups in RPM planning. The first is the clinical group where the number of patients to be followed up and the problem they are trying to solve with RPM will be defined. This group should also determine how follow-up will be carried out.
The other group is the information technology (IT) team. Clinics are often unaware that RPM plans can face technical limitations. Also, especially wearable devices They may not have extensive experience applying technology, such as solutions found in a patient’s home. For this reason, it is very important to have a link between the applications and the IT team from the very beginning.
Overly complex RPM systems should be avoided. RPM systems, which should be established with an extremely simple understanding, need to be developed gradually. One of the most effective RPM methods is still a phone call.
Simple RPM approaches are available for a range of diseases. for example CHF (diagnosis of heart failure) patients are easy to follow and require patients to use scales to track their weight. If the weight starts to increase, problems can be intervened before they occur.
Needs – Ideal devices
Hospitals have several options for managing RPM devices. Some manage the entire process internally. Others prefer collaboration to run the entire RPM process, including case management. Every hospital should choose the approach that best suits their patients and staff.
In making this decision, institutions need to know where they have the necessary expertise. Devices may break down; In such a situation, patients cannot find a solution on their own. Otherwise, they abandon the effort altogether. For this reason, health institutions should determine very well the responsibilities they will undertake and at what cost.
Make sure goals and processes are clear
The most important thing to communicate about RPM is why you are doing this. Both staff and patients need to believe what you are doing; otherwise, participation decreases rapidly.
Communication should be customized for each group and clinical staff and patients should receive the necessary training. Patients should learn how to send their weight electronically. If they can’t, more training needs to be given. Additionally, clinical staff should be able to identify what problems patients are experiencing.
When running an RPM program, it is essential to make sure that the technology it is built on is also functioning smoothly. For example, a scale connected to internet accessIf you send the patient with a home, but the patient does not have Internet at home, a cellular device, etc., to provide it. solutions must be found.
Institutions should prepare their RPM systems for emergencies. When situations such as excessive weight gain or the reporting of worrying psychiatric symptoms occur, the real-time responses to be provided should be clear for all possibilities.
Evaluate your performance
Health institutions should determine how success will be measured. Increasing success can increase the number of patients participating in the RPM program. The feedback of 5,000 patients a month is a sign of how the system works and whether it can move forward, but it represents only one number.
Finally, one of 500 patients RPM poolIf it reveals that monthly hospital stays have dropped, for example, from 7 percent to 4 percent, a patient-focused result is achieved. Patient-based measurements are more important and should be carefully prepared by institutions.