GROUP 1 STRATEGIC PLAN 2
Student Names:
Project Title:
Strategic Planning –Technology Work Plan Template
Carlene Bailey, Crystal Barbour, Natasha Bolen, Heather
Brown, Tamekia Carter-Lee, Katrina Chalfant, Courtney
Connor, Kerry Dicken, and MarthaKay Farmer
University of Texas MD Anderson – Telehealth Initiative
Initiative: Implement a new telehealth system that will work
system wide by the end of 2026.
Mission: To eliminate cancer in Texas, the nation, and the world through outstanding programs that integrate patient care, research and
prevention, and through education for undergraduate and graduate students, trainees, professionals, employees and the public
Goal A1: At the conclusion of the telehealth implementation initiative, the cancer center will improve access to care for new breast cancer
patients through telehealth technologies as evidenced by an increase in the number of initial visits by 10% compared to 2020 data by January
2024.
Objective(s) Key Action Step(s) Expected Outcome(s) Data Evaluation
and Measurement(s)
Person/Area
Responsible(s)
Comment(s)
(Maximum 500
characters)
A1.Objective.1)
Implement thorough
education and training to
staff on how to use
telehealth to promote
compliance.
A1.Objective.2)
Advertise on diverse
platforms to expose
diverse patient
populations.
A1.Objective.3)
Implement scripting for
front desk staff
regarding telehealth
visits and new patient
appointments.
A1.Objective.4)
Implement staff
dedicated to helping
A1.Act.1) Organize the
taskforce team by
December 2021.
A1.Act.2) Determine
whether MD Anderson
will design and create an
inhouse application or
contract with a third-party
vendor.
A1.Act.3a) Compile a list
of telehealth mobile-
device application
platform providers
between January 1, 2022,
and March 31, 2022.
A1.Act.3b) Consult with
the informatics and the
financial departments on
feasibility of an inhouse
application development
A1.Outcome.1)
Increased patient in the
number of initial visits
by 10% over a 4-year
timeframe.
A1.Outcome.2)
Effective, easy to use
application
development based on
contributions from the
taskforce team and
stakeholder committee
to improve patient
experience, clinical
effectiveness, and
access to care.
A1.Outcome.3)
Increase in number of
patients from various
demographics by 5 %
A1.Measure.1)
Baseline data of the
initial patient visits,
current wait time for
a new patient
appointment, and
current demographics
the cancer center is
serving must be
obtained prior to
implementation of
the telehealth
implementation
initiative by
December 31, 2022.
A1.Measure.3)
Biweekly data
evaluation of number
of initial visits,
current wait time for
A1.Member.1)
Chief Executive
Officer:
Responsibilities
include
participating in
the Telehealth
Implementation
Taskforce Team
by monitoring
and guiding the
team in
consulting how
decisions effect
system wide
operations.
A1.Member.2)
Chief
Informatics
Officer:
Supports the
mission and
vision
statement’s
global view by
increasing
access not
limited to a
physical
location. NQF
indicates travel
time as a
measurable
outcome
component.
Travel time of
inpatient visit
compared to
telehealth visit
can show
GROUP 1 STRATEGIC PLAN 3
patients access and
troubleshoot while using
telehealth platform.
between January 1, 2022,
and March 31, 2022.
A1.Act.4a) Establish an
ongoing tech support team
to provide initial tech
support and education for
providers, nurses, and
patients and to provide
ongoing tech support after
enrollment begins.
A1.Act.4b) Establish an
ongoing patient clinical
education team to monitor
patient information, to
assess patient responses,
and to respond to patient
clinical information after
patient usage begins.
A1.Act.5) In consultation
with a stakeholder
committee comprised of
providers, nursing staff,
current and past breast
cancer patients, and
ancillary patient care
providers, develop, test,
and review the application
between April 1, 2022, to
September 30, 2022.
A1.Act.6) Develop a
targeted marketing
campaign to begin August
1, 2022.
A1.Act.7) Develop
provider and nursing
application education to
over a 4-year
timeframe.
A1.Outcome.4)
Increase in patient
satisfaction by
decreasing time for next
available appointment
by providing other
options for
appointments besides
in-person appointments.
a new patient
appointment, and
current demographics
the cancer center is
serving every 15th (or
last business day
prior to the 15th) and
30th of every month
(or last business day
prior to the 30th or the
27th /28th if in
February) starting in
January 2023.
A1.Measure.3)
Quarterly
presentation to cancer
center on data to
monitor for any need
for change in current
workflow and to keep
staff in the loop of
progress made
starting with the
quarterly operations
meetings in March
2023 and every
quarterly operations
thereafter.
Responsibilities
include
Organizational
Taskforce Team
leader,
overseeing
actions step 1, 2,
3, 4, 5, 7, 9, and
10 and
coordinating
with clinical
directors to
complete action
step 8.
A1.Member.3)
Chief Medical
Director of
Breast Cancer
Care:
Responsibilities
include
participating in
the Telehealth
Implementation
Taskforce Team,
participating in
the stakeholders
team,
establishing
physician and
provider support
for patient
utilization, co-
overseeing
action step 4b
and 7, and
improved access
to care as some
patients are
unable to reach
the center for
care but gained
access through
the telehealth
program.
Supports
opportunity of
increasing
revenue as
indicated in the
SWOT analysis
with increased
number of
initial visits.
GROUP 1 STRATEGIC PLAN 4
run October 1, 2022, to
December 31, 2022
A1.Act.8) Develop patient
application education to
commence with initial
enrollment.
A1.Act.9) Begin patient
enrollment January 3,
2023.
A1.Act.10) Reevaluate
application effectiveness
January 31, 2023, and then
quarterly.
A1.Act.11) Determine if
there is an increase in the
number of initial visits by
10% compared to 2020
data by January 2024.
participating in
action step 5, 9,
and 10.
A1.Member.4)
Chief Nursing
Officer:
Responsibilities
include
participating in
the Telehealth
Implementation
Taskforce Team,
participating in
the stakeholders
team,
establishing
nursing support
for patient
utilization, co-
overseeing
action step 4b,
and participating
in action step 5,
7, 8, 9, and 10.
A1.Member.5)
Director of
Nursing
Education:
Responsibilities
include
participating in
the stakeholders
team,
establishing
nursing support
for patient
GROUP 1 STRATEGIC PLAN 5
utilization, co-
overseeing
action step 7,
overseeing
action step 8,
and participating
in action step 4b,
5, 9, and 10.
A1.Member.6)
Director of
Marketing:
Responsibilities
include
participating in
the Telehealth
Implementation
Taskforce Team,
overseeing
action step 6,
and participating
in action step 10.
A1.Member.7)
Chief Financial
Officer
participating in
the Telehealth
Implementation
Taskforce Team,
and participating
in action step 3b,
6, and 10.
A1.Member.8)
Nursing and
Hospital Staff:
Responsibilities
include
GROUP 1 STRATEGIC PLAN 6
participating in
the utilization of
the telehealth
implementation
initiative,
support for
patient
utilization, and
to provide
effective
feedback of
telehealth
initiative.
Goal A2: At the conclusion of the telehealth implementation initiative, the cancer center will reduce the cost of care delivery by 50% for Texas
residents and 30% for American citizens while enhancing profits by January 2024 through the use of telehealth.
Objective(s) Key Action Step(s) Expected Outcome(s) Data Evaluation
and Measurement(s)
Person/Area
Responsible(s)
Comment(s)
(Maximum 500
characters)
A2.Objective.1)
Research and identify a
telehealth system that
will provide
affordability and
accessibility for patients
and the organization.
A2.Objective.2)
Educate providers and
staff on use of telehealth
system and set target
dates for
implementation.
A2.Objective.3)
Plan implementation of
telehealth services for
underserved patient
populations.
A2.Act.1) Organize the
taskforce team by
December 2021.
A2.Act.2) Determine
whether MD Anderson
will design and create an
inhouse application or
contract with a third-party
vendor.
A2.Act.3a) Compile a list
of telehealth mobile-
device application
platform providers
between January 1, 2022
and March 31, 2022.
A2.Act.3b) Consult with
the informatics and the
financial departments on
A2.Outcome.1)
Decrease the cost of
delivery of care to
make treatment at the
cancer center more
affordable for a wide
array of demographics
A2.Outcome.2)
Decrease organizational
overhead costs and
increase provider
efficiency resulting in
reduced costs for
patients’ treatments
A2.Measure.1
Determine baseline
costs of patient
treatments,
demographics of
patient populations
treated at the cancer
center, the average
number of patients
per providers seen
per day per specialty,
and safe ratios of
number of patients
per providers seen
per day per specialty
prior to
implementation of
the telehealth
A2.Member.1)
Chief Executive
Officer:
Responsibilities
include
participating in
the Telehealth
Implementation
Taskforce Team
by monitoring
and guiding the
team in
consulting how
decisions effect
system wide
operations.
A2.Member.2)
Chief
In the spirit to
reduce the cost
of care delivery,
it is crucial for
our team to
cross-check the
existing cost
reduction goals
with leadership
and incorporate
the fundamental
views that the
NQF is built
upon into the
organizations
newly invented
telehealth
system. This
GROUP 1 STRATEGIC PLAN 7
feasibility of an inhouse
application development
between January 1, 2022
and March 31, 2022.
A2.Act.4a) Establish an
ongoing tech support team
to provide initial tech
support and education for
providers, nurses, and
patients and to provide
ongoing tech support after
enrollment begins.
A2.Act.4b) Establish an
ongoing patient clinical
education team to monitor
patient information, to
assess patient responses,
and to respond to patient
clinical information after
patient usage begins.
A2.Act.5) In consultation
with a stakeholder
committee comprised of
providers, nursing staff,
current and past breast
cancer patients, and
ancillary patient care
providers, develop, test,
and review the application
between April 1, 2022 to
September 30, 2022.
A2.Act.6) Develop a
targeted marketing
campaign to begin August
1, 2022.
A2.Act.7) Develop
implementation
initiative by
December 31, 2022.
A2.Measure.2
Measure the overall
costs patients have
incurred that elected
to have virtual
appointments instead
of in-person
appointments versus
patients who elect to
continue with in-
person appointments
only. Measure this
data every quarter, or
on March 2023, June
2023, September
2023, and December
2023.
A2.Measure.3
Determine if there
has been a significant
cost difference for
patients electing to
have
telehealth/virtual
appointments versus
patients who have in-
person appointments
only by December
31, 2023.
A2.Measure.4
Determine the
demographics from
of patient populations
Informatics
Officer:
Responsibilities
include
Organizational
Taskforce Team
leader,
overseeing
actions step 1, 2,
3, 4, 5, 7, 9, and
10 and
coordinating
with clinical
directors to
complete action
step 8.
A2.Member.3)
Chief Medical
Director of
Breast Cancer
Care:
Responsibilities
include
participating in
the Telehealth
Implementation
Taskforce Team,
participating in
the stakeholders
team,
establishing
physician and
provider support
for patient
utilization, co-
overseeing
goal centers on
the drive to
provide care
and attention to
every American
fighting against
cancer,
screening, or
prescribed
therapies. The
NQF comprises
measures used
to quantify and
measure
healthcare
processes,
patient
perceptions,
outcomes, and
organizational
systems and
structures.
GROUP 1 STRATEGIC PLAN 8
provider and nursing
application education to
run October 1, 2022 to
December 31, 2022
A2.Act.8) Develop patient
application education to
commence with initial
enrollment.
A2.Act.9) Begin patient
enrollment January 3,
2023.
A2.Act.10) Reevaluate
application effectiveness
January 31, 2023 and then
quarterly.
treated at the cancer
center for the year
2023 by December
31, 2023. Evaluate if
there has been a
significant shift in
patient demographics
by December 31,
2023.
A2.Measure.5
Determine if the
number patients per
provider per specialty
per day at the cancer
center meets the safe
recommended ratios
and have increased,
decreased, or
remained the same
with the telehealth
implementation
initiative by
December 31, 2021.
action step 4b
and 7, and
participating in
action step 5, 9,
and 10.
A2.Member.4)
Chief Nursing
Officer:
Responsibilities
include
participating in
the Telehealth
Implementation
Taskforce Team,
participating in
the stakeholders
team,
establishing
nursing support
for patient
utilization, co-
overseeing
action step 4b,
and participating
in action step 5,
7, 8, 9, and 10.
A2.Member.5)
Director of
Nursing
Education:
Responsibilities
include
participating in
the stakeholders
team,
establishing
GROUP 1 STRATEGIC PLAN 9
nursing support
for patient
utilization, co-
overseeing
action step 7,
overseeing
action step 8,
and participating
in action step 4b,
5, 9, and 10.
A2.Member.6)
Director of
Marketing:
Responsibilities
include
participating in
the Telehealth
Implementation
Taskforce Team,
overseeing
action step 6,
and participating
in action step 10.
A2.Member.7)
Chief Financial
Officer
participating in
the Telehealth
Implementation
Taskforce Team,
and participating
in action step 3b,
6, and 10.
A2.Member.8)
Nursing and
Hospital Staff:
GROUP 1 STRATEGIC PLAN 10
Responsibilities
include
participating in
the utilization of
the telehealth
implementation
initiative,
support for
patient
utilization, and
to provide
effective
feedback of
telehealth
initiative.
Goal A3: At the conclusion of the telehealth implementation initiative, telehealth use by adult oncology patients aged 65 and older who are
experiencing neuropathy secondary to chemotherapy will increase by 25% by January 2024 as compared to 2021.
Objective(s) Key Action Step(s) Expected Outcome(s) Data Evaluation
and Measurement(s)
Person/Area
Responsible(s)
Comment(s)
(Maximum 500
characters)
A3.Objective.1) Keep
technology simple,
reliable, and
customizable.
A3.Objective.2) Allow
for system interface
between smart phone,
web platform, and
sensors of mobile patient
monitoring devices.
A3. Objective.3)
Identify physiologic
responses that need to be
monitored and recorded
to compliment patient
symptom reporting
A3.Act.1) Organize the
taskforce team by
December 2021.
A3.Act.2) Determine
whether MD Anderson
will design and create an
inhouse application or
contract with a third-party
vendor.
A3.Act.3a) Compile a list
of telehealth mobile-
device application
platform providers
between January 1, 2022
and March 31, 2022.
A3.Act.3b) Consult with
A3.Outcome.1) The
use of telehealth will
increase by 25% by
January 2024 if the
technology is deemed
simple, reliable, and
customizable to the
patient’s individual
needs.
A3.Outcome.2)
Patients will be 25%
more likely to report
symptoms of
chemotherapy with
telehealth program
implementation.
A3.Measure.1
Surveys to hospital
staff through email or
through the hospital
intranet will be
collected by to
determine the cancer
center’s staff’s
experiences,
knowledges, skills,
and attitudes about
telehealth by
December 31, 2022.
A3.Measure.2
Surveys to adult
oncology patients
A3.Member.1)
Chief Executive
Officer:
Responsibilities
include
participating in
the Telehealth
Implementation
Taskforce Team
by monitoring
and guiding the
team in
consulting how
decisions effect
system wide
operations.
The PACE
Framework
allows users to
define outcomes
through
evidenced based
interventions
that are
delivered via
telehealth. The
PACE
Framework
evaluates
telehealth and
hybrid service
delivery. One
GROUP 1 STRATEGIC PLAN 11
A3.Objective.4) Identify
appropriate health
parameters to enroll
patients in telehealth
services.
A3.Objective.5)
Ensure limited number
of same day telehealth
appointments are
available for additional
support.
the informatics and the
financial departments on
feasibility of an inhouse
application development
between January 1, 2022
and March 31, 2022.
A3.Act.4a) Establish an
ongoing tech support team
to provide initial tech
support and education for
providers, nurses, and
patients and to provide
ongoing tech support after
enrollment begins.
A3.Act.4b) Establish an
ongoing patient clinical
education team to monitor
patient information, to
assess patient responses,
and to respond to patient
clinical information after
patient usage begins.
A3.Act.5) In consultation
with a stakeholder
committee comprised of
providers, nursing staff,
current and past breast
cancer patients, and
ancillary patient care
providers, develop, test,
and review the application
between April 1, 2022 to
September 30, 2022.
A3.Act.6) Develop a
targeted marketing
campaign to begin August
A3.Outcome.3)
Patients are 25% more
likely to report a safety
issue, such as a fall,
with telehealth program
implementation.
A3.Outcome.4)
Through telehealth, the
oncology team can
detect early
physiological decline of
the patient’s status and
implement timely
prevention strategies.
aged 65 and older
who are experiencing
neuropathy secondary
to chemotherapy will
be mailed out or
emailed for them to
access a survey
online to determine
their experiences,
knowledge, skills,
and attitudes about
telehealth. This
survey will need to
be collected and
closed out by
December 31, 2022.
A3.Measure.3
The PACE method
will be utilized to
capture
measurements and
outcomes constantly
with monthly reviews
held at every monthly
departmental
meeting. Progress
will be presented at
the cancer center’s
operations quarterly
meetings.
A3.Measure.4
Determine if there
has been a significant
increase in patients
utilizing telehealth,
symptom reporting,
A3.Member.2)
Chief
Informatics
Officer:
Responsibilities
include
Organizational
Taskforce Team
leader,
overseeing
actions step 1, 2,
3, 4, 5, 7, 9, and
10 and
coordinating
with clinical
directors to
complete action
step 8.
A3.Member.3)
Chief Medical
Director of
Breast Cancer
Care:
Responsibilities
include
participating in
the Telehealth
Implementation
Taskforce Team,
participating in
the stakeholders
team,
establishing
physician and
provider support
for patient
of the biggest
challenges
currently faced
by oncology
providers is
timely
evaluation and
identification of
side effects
from
chemotherapy
that can
contribute to
non-compliance
or safety issues.
This framework
can minimize
these unwanted
outcomes
through
observation,
process
evaluation, data
from self,
caregiver, and
practitioner
reports and
documentation
review. The
National
Quality Forum
(2017) outlined
four domains of
measurement in
telehealth to
include access
GROUP 1 STRATEGIC PLAN 12
1, 2022.
A3.Act.7) Develop
provider and nursing
application education to
run October 1, 2022 to
December 31, 2022
A3.Act.8) Develop patient
application education to
commence with initial
enrollment.
A3.Act.9) Begin patient
enrollment January 3,
2023.
A3.Act.10) Reevaluate
application effectiveness
January 31, 2023 and then
quarterly.
safety event
reporting, and/or
early detection of
negative
physiological
changes by
December 31, 2023.
utilization, co-
overseeing
action step 4b
and 7, and
participating in
action step 5, 9,
and 10.
A3.Member.4)
Chief Nursing
Officer:
Responsibilities
include
participating in
the Telehealth
Implementation
Taskforce Team,
participating in
the stakeholders
team,
establishing
nursing support
for patient
utilization, co-
overseeing
action step 4b,
and participating
in action step 5,
7, 8, 9, and 10.
A3.Member.5)
Director of
Nursing
Education:
Responsibilities
include
participating in
the stakeholders
to care,
financial impact
and cost,
experience, and
effectiveness.
GROUP 1 STRATEGIC PLAN 13
team,
establishing
nursing support
for patient
utilization, co-
overseeing
action step 7,
overseeing
action step 8,
and participating
in action step 4b,
5, 9, and 10.
A3.Member.6)
Director of
Marketing:
Responsibilities
include
participating in
the Telehealth
Implementation
Taskforce Team,
overseeing
action step 6,
and participating
in action step 10.
A3.Member.7)
Chief Financial
Officer
participating in
the Telehealth
Implementation
Taskforce Team,
and participating
in action step 3b,
6, and 10.
A3.Member.8)
GROUP 1 STRATEGIC PLAN 14
Nursing and
Hospital Staff:
Responsibilities
include
participating in
the utilization of
the telehealth
implementation
initiative,
support for
patient
utilization, and
to provide
effective
feedback of
telehealth
initiative.
Goal A4: At the conclusion of the telehealth implementation initiative, the cancer center will utilize a patient monitoring mobile-device
application to improve patient experience and clinical effectiveness by monitoring chemotherapy compliance of our current breast cancer
patients as evidenced by patient chemotherapy tolerance that is measured by program enrollment, patient satisfaction, improved general health,
nutritional and mental health statuses, and decreased adverse reaction treatment response times.
Objective(s) Key Action Step(s) Expected Outcome(s) Data Evaluation and
Measurement(s)
Person/Area
Responsible(s) Comment(s)
A4.Objective.1)
Expand
multidisciplinary
team effectiveness
to improve patient
experience.
A4.Objective.2)
Increase breast
cancer
chemotherapy
compliance.
A4. Objective.3)
Improve breast
A4.Act.1) Organize
the taskforce team by
December 2021.
A4.Act.2) Determine
whether MD
Anderson will design
and create an inhouse
application or
contract with a third-
party vendor.
A4.Act.3a) Compile
a list of telehealth
mobile-device
A4.Outcome.1)
Effective, easy to use
application
development based on
contributions from the
taskforce team and
stakeholder committee
to improve patient
experience and clinical
effectiveness.
A4.Outcome.2)
Increased patient
chemotherapy
A4.Measure.1) Fifty
percent of the current
breast cancer patients
are enrolled in the
program by December
31, 2023.
A4.Measure.2a)
Patient chemotherapy
compliance/completion
rate increased by ten
percent by December
31,2023.
A4.Measure.2b) Sixty
A4.Member.1)
Chief Executive Officer:
Responsibilities include
participating in the
Telehealth
Implementation
Taskforce Team by
monitoring and guiding
the team in consulting
how decisions effect
system wide operations.
A4.Member.2)
Chief Informatics
Patients
undergoing
chemotherapy
who experience
adverse
reactions can
address issues
through
telehealth
services which
can mean
positive
outcomes for
GROUP 1 STRATEGIC PLAN 15
cancer patient
chemotherapy
compliance due to
improved health
status monitoring.
A4.Objective.4)
Improve breast
cancer patient
chemotherapy
compliance due to
improved nutritional
status monitoring.
A4.Objective.5)
Improve breast
cancer patient
chemotherapy
compliance due to
improved mental
health monitoring.
A4.Objective.6)
Improve patient
quality of life and
during
chemotherapy.
A4.Objective.7)
Increase patient
mortality prognosis
due to
chemotherapy
compliance.
application platform
providers between
January 1, 2022 and
March 31, 2022.
A4.Act.3b) Consult
with the informatics
and the financial
departments on
feasibility of an
inhouse application
development between
January 1, 2022 and
March 31, 2022.
A4.Act.4a) Establish
an ongoing tech
support team to
provide initial tech
support and education
for providers, nurses,
and patients and to
provide ongoing tech
support after
enrollment begins.
A4.Act.4b) Establish
an ongoing patient
clinical education
team to monitor
patient information,
to assess patient
responses, and to
respond to patient
clinical information
after patient usage
begins.
A4.Act.5) In
consultation with a
compliance/completion
rate through broadened
access to care.
A4.Outcome.3)
Improved quality of life
experience during and
after chemotherapy for
our breast cancer
patients due to timely
evidenced-based
practice interventions.
A4.Outcome.4)
Increased breast cancer
prognosis and survival
rate based on actionable
information.
A4.Outcome.5)
Improved access to
multidisciplinary
coordinated care for our
breast cancer patients.
A4.Outcome.6)
Decreased delay in care
due to frequent
monitoring and reaction
to actionable
information and patient
empowerment to
directly access care and
to self-report adverse
reactions.
percent of the patient
chemotherapy
compliance/completion
surveys indicate those
using the application
compelled or
encouraged compliance
during the 2023
calendar year.
A4.Measure.3)
Sixty-percent of
patients utilizing the
mobile device
application attribute
improved quality of life
experience during and
after chemotherapy to
this telehealth
experience.
A4.Measure.4)
Statistically higher
breast cancer prognosis
after chemotherapy
treatment for mobile-
device users versus
non-device users by
June 30, 2024.
A4.Measure.5)
Application user
surveys indicate an fifty
percent increase in
patient satisfaction
regarding perceived
multidisciplinary
coordinated care over
patients who do not use
Officer:
Responsibilities include
Organizational
Taskforce Team leader,
overseeing actions step
1, 2, 3, 4, 5, 7, 9, and 10
and coordinating with
clinical directors to
complete action step 8.
A4.Member.3)
Chief Medical Director
of Breast Cancer Care:
Responsibilities include
participating in the
Telehealth
Implementation
Taskforce Team,
participating in the
stakeholders team,
establishing physician
and provider support for
patient utilization, co-
overseeing action step
4b and 7, and
participating in action
step 5, 9, and 10.
A4.Member.4)
Chief Nursing Officer:
Responsibilities include
participating in the
Telehealth
Implementation
Taskforce Team,
participating in the
stakeholders team,
establishing nursing
the patient or
under- or
untreated
adverse
reactions
resulting in
chemotherapy
noncompliance.
This goal aligns
with the NQF’s
program
evaluation
categories -
access to care,
patient
experience, and
clinical
effectiveness.
This program’s
objectives and
outcomes
address the
NFQ’s
telehealth
priority topics -
timeliness of
care, actionable
information, the
impact of
telehealth in
providing
evidence-based
practices,
patient
empowerment,
and care
GROUP 1 STRATEGIC PLAN 16
stakeholder
committee comprised
of providers, nursing
staff, current and past
breast cancer
patients, and ancillary
patient care
providers, develop,
test and review the
application
between April 1,
2022 to September
30, 2022.
A4.Act.6) Develop a
targeted marketing
campaign to begin
August 1, 2022.
A4.Act.7) Develop
provider and nursing
application education
to run October 1,
2022 to December
31, 2022
A4.Act.8) Develop
patient application
education to
commence with
initial enrollment.
A4.Act.9) Begin
patient enrollment
January 3, 2023.
A4.Act.10)
Reevaluate
application
effectiveness January
31, 2023 and then
the application by the
December 31, 2023.
A4.Measure.6)
Intervention for adverse
reactions response
times twenty-five
percent faster for
mobile-device users
compared to non-
device users by
December 31, 2023.
support for patient
utilization, co-
overseeing action step
4b, and participating in
action step 5, 7, 8, 9,
and 10.
A4.Member.5)
Director of Nursing
Education:
Responsibilities include
participating in the
stakeholders team,
establishing nursing
support for patient
utilization, co-
overseeing action step 7,
overseeing action step 8,
and participating in
action step 4b, 5, 9, and
10.
A4.Member.6)
Director of Marketing:
Responsibilities include
participating in the
Telehealth
Implementation
Taskforce Team,
overseeing action step 6,
and participating in
action step 10.
A4.Member.7)
Chief Financial Officer
participating in the
Telehealth
Implementation
Taskforce Team, and
coordination.
GROUP 1 STRATEGIC PLAN 17
quarterly. participating in action
step 3b, 6, and 10.
A4.Member.8)
Nursing and Hospital
Staff: Responsibilities
include participating in
the utilization of the
telehealth
implementation
initiative, support for
patient utilization, and
to provide effective
feedback of telehealth
initiative.
GROUP 1 STRATEGIC PLAN 18
References
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Practitioners, 17(2), 218-221. https://doi.org/10.1016/j.nurpra.2020.09.013
Harris, J. M. (2018). Healthcare strategic planning, (4th ed.). Health Administration Press.
Kosmetatos, S. (2017). NQF proposes approaches to assess, improve telehealth quality and
interoperability. National Quality Forum.
https://www.qualityforum.org/News_And_Resources/Press_Releases/2017/
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GROUP 1 STRATEGIC PLAN 19
Wicklund, E. (2017). NQF unveils quality measurement framework plan for telehealth. mHealth
Intelligence. https://mhealthintelligence.com/news/nqf-unveils-quality-measurement-framework-
plan-for-telehealth
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