Into the Unknown: The Shift in Key Service Performance Indicators after a Clinical Hospital Department Incorporates Virtual Service Delivery Options

Abstract

Abstract Background Coronavirus disease 2019 (COVID-19) forced health care services to introduce virtual service delivery. Little is known about the impact on health care service delivery. Objectives This case study reports the impact of introducing remote access facilitating virtual service delivery. Methods Key performance indicators of health care service delivery (Nutrition and Dietetic Department, 26.9 full-time equivalents) were monitored over three 6-month periods. These periods were Phase 1 (pre-COVID restrictions), Phase 2 (zero tolerance to COVID), and Phase 3 (living with COVID). Virtual service delivery was initiated between Phases 1 and 2. Virtual service delivery days were defined as days worked virtually in lieu of leave. Results During Phase 2 and Phase 3, there were 87 and 188 extra days of virtual service delivery achieved and an opportunity cost saving of $26,000 USD and $56,000 USD, respectively. Leave hours reduced between Phases 1 and 2 (p < 0.006; mean ± standard deviation [SD] 591 ± 213 and 222 ± 91) and maintained between Phases 1 and 3 (p < 0.342; mean ± SD 494 ± 98) despite the pandemic. No adverse clinical events were reported. Professional quality of life scores were maintained. Conclusion Virtual service delivery through remote access provided many days of otherwise potentially lost productivity, maintained patient care with no adverse events, and sustained Professional Quality of Life despite pandemic challenges. Operationally, lessons learnt included the importance of positive team culture to working effectively, keeping teams connected and adapting different solutions to meet teams' requirements. Incorporating virtual service delivery options into a hospital clinical department showed performance stability across key service performance indicators during the COVID-19 pandemic.