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Congratulations! Your institution has considered the countless benefits of offering a Remote Second Opinion (RSO) program, such as improved patient access and increased geographic reach. Your team is undoubtedly ready to jump into planning out the best program for your patients and providers. While it can be easy and exciting to visualize your RSO program helping patients, the process of getting to your go-live date can feel overwhelming. Your team may be asking big-picture questions such as:

“How do I start a Remote Second Opinion program?”
“What stakeholders need to be involved in the RSO implementation process?”
“How long will the implementation of my RSO program take?” 

Cincinnati Children’s Hospital Medical Center is globally recognized for their leading research, education and innovation in pediatric care. Consistently ranked as a top pediatric hospital by U.S. News & World Report in their annual Honor Roll, Cincinnati Children’s was most recently ranked as third in the nation in 2022. With second opinion programs emerging as a new channel for accessing specialty expertise from afar, Cincinnati Children’s has ensured that children across the United States can benefit from access to their widely acclaimed disciplines and physicians through their own online second opinion program.  

Demand for telehealth solutions has boomed over the past few years. Medicare telehealth visits alone grew from 840,000 in 2019 to 52.7 million in 2020, or 63-fold as shown right (source: Benesch Friedlander Coplan & Aronoff).

For cases deemed appropriate for telehealth, some studies have provided overwhelming evidence of increased patient satisfaction with remote visits compared to traditional in-person (urology; breast cancer; radiation oncology; general medicine). One of the main drivers? Convenience. Patients love removing the travel time and associated costs or tradeoffs that come with taking off work, finding childcare, and traveling to see a physician in person. Additionally, the CDC reports that 15%, or 49.8 million Americans live in rural parts of the U.S., which correlates with poorer health outcomes regardless of income level. Access to specialty carefor this population has been known to be especially difficult or impossible, but telehealth programs have introduced a new channel that many patients can take advantage of. 

In addition to increasing patient demand, there is a strong business case for Hospitals to expand their reach through telehealth modalities. A recent article by Purview's Dr. Christopher Schwartz, Remote Second Opinions: A Cure for the C-Suite Blues, describes the challenging financial state of many hospitals post-covid. Schwartz explains that, ‘during the lockdown alone, U.S. hospitalslost an estimated $22 billion in revenue due to cancellations in elective surgeries.’  Contrast this with the estimated value and market growth of the second opinion market at $10.7 billion by 2027with a CAGR 16.8%, and it is understandable why many hospitals are exploring the potential of these programs. Here, we outline key considerations for your organization as you assess readiness prior to launching a second opinion program.

Pediatric health care workers are fearing the tripledemic. The RSV surge alone is overwhelming pediatric hospitals, according to the Advisory Board.^[1] While today COVID seems to mostly be a retrospective, it still is a real threat. And the flu season is just beginning. Does that mean we are returning to pandemic-like conditions this winter?

Physician-to-physician consults are occurring in your hospital, potentially putting
your organization at risk, while lacking any direct financial benefits for the hospital.

Skilled and experienced physicians are your hospital’s most valuable asset. Their time and knowledge are in great demand. Yet, many regularly engage in a process of giving this away free of charge putting your organization at risk as they do.

Your best and most specialized physicians have unique knowledge and experience. When presented with a complicated diagnosis in your doctor’s subspeciality, colleagues and their patients, reach out for the opinion of your doctors. It’s an informal process and normally doesn’t have any material impact on your hospital. Or does it?