PropertyValue
?:abstract
  • There has been longstanding interest in virtual care in oncology, but outdated reimbursement structures and a paradoxical lack of agility within electronic systems limited widespread adoption. Through the example of the Province of Ontario, Canada and the Princess Margaret Cancer Centre, we describe how a collective sense of action from COVID-19, a system of distributed leadership and decision-making, and the use of a Service Design process to map the ambulatory encounter onto a digital workflow were critical enablers of a large-scale virtual transition. Rigorous evaluation of virtual care models will be essential to maintain integration of virtual care post-pandemic.
is ?:annotates of
?:creator
?:doi
?:doi
  • 10.1016/j.hjdsi.2020.100480
?:journal
  • Healthc_(Amst)
?:license
  • no-cc
?:pdf_json_files
  • document_parses/pdf_json/48c7c0b3c29224f3fa81e1068f2b5a31a630bee6.json; document_parses/pdf_json/eb9921585b6159193e43b99ec9e5dc35494fc45c.json
?:pmc_json_files
  • document_parses/pmc_json/PMC7578846.xml.json
?:pmcid
?:pmid
?:pmid
  • 33129178.0
?:publication_isRelatedTo_Disease
?:sha_id
?:source
  • Elsevier; Medline; PMC
?:title
  • The reality of virtual care: Implications for cancer care beyond the pandemic
?:type
?:year
  • 2020-10-22

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