Since then, twelve regularly scheduled telemedicine clinics have been established, in psychiatry, oncology, cardiology, neurology, infectious disease, and other specialties. A central, single-source, dedicated phone line has been established, staffed by a trained scheduler whose primary task is to make the difficulties of scheduling as invisible as possible to the involved physicians, nurses, and office staff. Contracts have been signed for ongoing tele-oncology and telepsychiatry clinics. A research associate has been hired to coordinate the half-dozen or so studies that are going on at any given time, and to help write research grants. About 20 articles and abstracts have been printed in peer-reviewed journals.
Significant problems remain.
The technology is still too expensive, and it is difficult to connect our leased system to outside dial-up systems. Adequate funding of the ITSR continues to be dicey, since the role of telemedicine in the overall financial picture of a State-supported medical center is uncertain. An overriding observation has been that our telemedicine program, and others we are acquainted with, thrives largely because of the enthusiasm and commitment of key personnel. The new organizational structure has helped to channel those energies, but cannot replace them. Indeed, it is the only thing that ever has.