Telemedicine leadership structures within health systems have significantly evolved since the COVID-19 pandemic, reflecting a shift towards a more centralized approach in digital health strategies. Organizations like OSF Healthcare, the University of Pittsburgh Medical Center (UPMC), and West Virginia University Medicine have revised strategies to better accommodate virtual care, under guidance from the American Telemedicine Association’s Center of Digital Excellence (CODE). These changes emerged as health systems recognized the necessity for coordination across digital health initiatives, aligning fragmented departments to improve scalability and patient care.
OSF Healthcare exemplifies this transformation, integrating telemedicine within its health system by developing OSF OnCall as a hospital division. Beginning more than 15 years ago, OSF’s investment in data capabilities transitioned virtual care from pilot programs to full-scale operations. The leadership’s clinical background facilitated rapid scaling of digital health solutions during the pandemic.
Similarly, UPMC unified its previously disjointed telehealth programs by consolidating under a singular organizational framework. This shift facilitated best practices and eliminated redundant operational silos, fostering a comprehensive approach to virtual care. Enhanced patient access was achieved by transitioning oversight to expanded roles within the organization.
West Virginia University Medicine capitalized on a pre-established telehealth framework, advancing rural pediatric care and sustaining financial viability. The COVID-19 pandemic expedited their virtual agenda, leveraging existing structures for larger technology projects and aligning digital care with health priorities. The cases illustrate the importance of strategic leadership in advancing telehealth within health systems, highlighting the ongoing maturation in embracing digital solutions for improved patient outcomes.
