We collected primary data between December 2007 and March 2008, beginning with a site visit to SEHD headquarters in Waycross.
1139), we asked each respondent to reflect on their motives, feelings, and thought processes related to the telehealth innovation at SEHD. We prepared a protocol to structure the interview process and tailored it for specific interviewees.
We then used temporal bracketing as suggested by the encounter-episode framework to create a timeline of key events at SEHD. We also identified antecedent conditions as well as outcomes.
H became the public health director, SEHD had no pediatric subspecialists, and a poor and underinsured population discouraged specialists from visiting or opening practices in the region.
Supported by the Robert Wood Johnson Foundation, the Clinic built upon existing collaboration between SEHD and MCG.
These specialists regularly drove 185 miles from Augusta to Waycross to conduct in-person outreach clinics at SEHD. During this period, Mr.
B negotiated for SEHD to become one of five pilot sites.
The SEHD component of the GSTP network expanded to connect three remote sites to SEHD headquarters at Waycross, and it was fully functional by 1995 (Adams and Grigsby 1995).
Further, under the GSTP network, the SEHD subnetwork was limited to only three sites, constraining its ability to expand linkage to all 24 offices within the district.
Once the network was fully functional, SEHD severed ties to the old GSTP network, but it maintained its relations to MCG by including it as a node in the new network.
By mid-2005, the network connected patients and staff at 16 of 24 sites in SEHD. Two new tertiary partners, Savannah Perinatology Associates and Coffee Regional Medical Center, joined the network to provide telehealth clinics for high-risk obstetrics and perinatal care.
In 2003, SEHD received a second round of 3-year funding from OAT for further network expansion.