CAN MORAL REBELS ASSIST WITH ORGANIZATION COMPLIANCE?

I recently heard the term “moral rebel” while listening to an SCCE Compliance Perspectives podcast.  This piqued my curiosity because I wanted to know if a moral rebel was perceived as a positive.  In the podcast, Amherst College Professor Catherine Sanderson explained that a moral rebel feels comfortable standing up to a crowd and will call out bad behavior. Similarly, Scott A McGreal in Psychology Today wrote moral rebels have a strong sense of moral identity and are more likely to act morally under pressure.  Politics aside, I think we could use more moral rebels right now, especially in our compliance departments.  So, how can moral rebels assist our organizations with compliance? Let’s look at a hypothetical case scenario to find out…

Case Scenario – Chaperone policy

Your organization has chaperone policy which requires a chaperone to accompany the provider and patient for any sensitive examinations involving the genitalia, rectum, groin, buttocks or breasts.  The policy states the chaperone may be a nurse or medical assistant.

From a compliance and risk perspective, the policy has been implemented to protect the patient, the provider and the organization from potential allegations of inappropriate touching.  Education should be done with the providers to ensure the policy is followed regardless of patient and provider gender.  The policy is written this way because the anatomical gender may not reflect the gender a patient ascribes to, relates to, or identifies as.

If a sensitive examination needs to be performed, a chaperone must be present during the examination and their name should be documented in the visit note. If, however, after being educated about the need for a chaperone during the sensitive examination the patient declines a chaperone, this should be witnessed by the provider and another staff member and documented in the visit note by the provider including the name of the staff member who witness chaperon declination.

Potential non-compliance with the chaperone policy

Jesse is a medical assistant who works in a pediatric and adolescent clinic.  Jesse observes a provider who identifies as male take a patient who identifies as female into an examination room alone.  Since Jesse prepped the patient’s chart the night before, Jesse knows the patient is here for abdominal cramps and irregular menstrual bleeding.  Moreover, Jesse prepared the exam room to ensure the provider had a speculum and gel available for a vaginal exam.  During the patient’s visit, Jesse is never called into the room.  While accompanying another patient to the lab for a blood draw, Jesse sees the female patient checking out at the front desk. Jesse wonders who chaperoned the patient’s visit because the only other medical assistant is on lunch break.

Ability to stand up / come forward

In the case scenario above, Jesse would be deemed a moral rebel by speaking up and confirming whether the chaperone policy was followed by the provider.  If uncomfortable discussing with the provider directly, Jesse may report concerns to the nurse manager for follow up. In an organization where moral rebels are valued the nurse manager would support a culture where moral rebels are not afraid to come forward if organization policies are not being followed or there was potential harm to a patient or another staff member.  Moreover, the nurse manager and compliance would ensure there was no retaliation against Jesse.

PRACTICE TIP:

  1. Educate staff on policies, such as the chaperone policy, and then monitor compliance with that policy.
  2. Foster an environment for moral rebels – individuals who are driven by morals to do the right thing – to bring potential issues to the attention of leadership or compliance without fear of retaliation.
  3. Utilize youCompli to ensure you are up to date on laws, regulations, and reporting related to required compliance policies, such as a chaperone policy.

Denise Atwood, RN, JD, CPHRM
District Medical Group (DMG), Inc., Chief Risk Officer and owner of Denise Atwood, PLLC
Disclaimer: The opinions expressed in this article or blog are the author’s and do not represent the opinions of DMG.

Denise Atwood, RN, JD, CPHRM has over 30 years of healthcare experience in compliance, risk management, quality, and clinical areas. She is also a published author and educator on risk, compliance, medical-legal and ethics issues. She is currently the Chief Risk Officer and Associate General Counsel at a nonprofit, multispecialty provider group in Phoenix, Arizona and Vice President of the company’s self-insurance captive.  

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Organization Liability: Impact and Risk Mitigation (Part II)

liability risks in healthcare denise atwood

Impact of Risk Liabilities 

Unmanaged or poorly managed risk can cause devastating effects to the organization from a reputational and financial perspective. 

An extreme example of financial risk, coupled with nationwide reputational risks, was the Tylenol case in the 1980’s. The New York Times describes how, in 1982, Extra-Strength Tylenol capsules were tampered with and laced with potassium cyanide. Seven people in the Chicago area died and copycats caused several more deaths across the U.S. As a result of those incidents, tamper-resistant packaging was created and implemented so over-the-counter products, such as Tylenol, could not unknowingly be laced with a poison which could cause injury or death. 

Despite the fact that the manufacturer had not introduced the poison, this event led to huge financial  and reputational liability for McNeil Consumer Healthcare, the makers of Tylenol. On just the financial side, this cost a considerable amount of money due to decreased sales and increased advertising costs. 

As this example demonstrates, financial and reputational risk for an organization in the healthcare field can have disastrous consequences that threaten to bankrupt or put the organization out of business. If the event or incident is sufficiently egregious, the organization could also face loss of accreditation or state licensure. If this happens, they may also lose Medicare and Medicaid contracts.   

Risk Mitigation 

Proactive risk mitigation strategies include transfer of risk, through such vehicles as contracts and insurance, and early reporting of incidents or events by staff. 

Transfer of risk in contracts in typically done with indemnity or hold harmless clause. Transfer of risk via insurance is done by ensuring the organization has adequate coverages and retentions to meet the organization’s needs.  

The intent of an indemnity clause is to transfer the risk of financial loss from one party to the agreement to another party to the agreement. Generally, this is financial losses or expenses caused by contract breach or default, negligence, or misconduct by one of the parties.  

Hold harmless language in the contract states one party will not hold another party responsible for potential risks or damages. Hold harmless clauses can be unilateral and apply to just one of the parties to the contract or can be bilateral and apply to both parties to the contract. Typically, bilateral hold harmless language is preferred for healthcare organization contracts because each party will assume their own risk and not sue the other party to the contract for the risk which was assumed.   

Early reporting by staff is crucial in order to ensure that appropriate action, discussion, documentation and reporting takes place. Most importantly, this is necessary to ensure that risk mitigation strategies can be implemented to eliminate or decrease risk to the organization.   

PRACTICE TIP:  

  1. Develop and conduct risk assessments of insurance policies and large contracts to identify areas for improvement. 
  2. Review contracts to ensure indemnity or hold harmless clauses have been included.  If not, add the clauses on renewal.  
  3. Work with Risk Management to conduct a risk assessment to evaluate organization risks and implement mitigation plans.  

Denise Atwood, RN, JD, CPHRM 

District Medical Group (DMG), Inc., Chief Risk Officer and Denise Atwood, PLLC 

Disclaimer: The opinions expressed in this article or blog are the author’s and do not represent the opinions of DMG.  

Denise Atwood, RN, JD, CPHRM has over 30 years of healthcare experience in compliance, risk management, quality, and clinical areas. She is also a published author and educator on risk, compliance, medical-legal and ethics issues. She is currently the Chief Risk Officer and Associate General Counsel at a nonprofit, multispecialty provider group in Phoenix, Arizona and Vice President of the company’s self-insurance captive.  

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 Manage your healthcare regulatory change process effectively and efficiently

YouCompli enables the compliance officers to assign ownership and oversight of tasks to different department heads, functional leaders, or specialists. The solution prompts users to accept, reject, or reassign the task by a stated deadline. Manage the rollout and accountability of new requirements with the best workflow in the business.

Organization Liability: Types of Risk (Part I)

liability types of risk denise atwood

Risk is an important concept for compliance professionals working in the healthcare space to understand. After all, there are many times where risk and liability have crossover to compliance.

For example, in response to a suspected email or electronic health record breach, compliance and risk professionals will need to work together. This work will include:

  • Evaluating the breach
  • Reporting to the insurance carrier
  • Collaborating with a breach coach or legal team to ensure the investigation meets legal requirements and timelines
  • Collaborating with the information technology team and a forensics firm to ensure risk mitigation strategies are implemented and effective

And so on.

Generally speaking, healthcare compliance professionals should have a good working knowledge of organization risks and liabilities, as well as risk mitigation strategies.

This raises two important questions:

  1. What areas of risk do healthcare organizations face?
  2. What are the potential liabilities related to unmanaged or poorly managed risk?

Areas of Risk for a Healthcare Organization

Areas of risk for a healthcare organization are vast, and can involve injury to persons, property and reputation. Several areas of risk include:

Patient safety risks

These include near misses, which are mistakes which almost make it to the patient, as well as events or incidents that do make it to the patient, causing the patient to experience an unanticipated outcome such as a longer hospital stay, disability or death.
For example, a nurse may realize before giving a vaccine to a child that the adult vaccine and dose was drawn up in the syringe instead of the pediatric vaccine and dosage. This would be a near-miss. Along those same lines, a mistake occurs if the adult vaccine dose is actually administered to the child and an allergic reaction occurs.

Operational risks

These include such things as business interruption or supply chain issues. Business interruption incidents may include fire, flood, or pandemic. If the electronic medical record system goes down, and staff have to chart by hand on paper, this would be a business interruption. Supply chain issues can occur due to higher than normal demand or decrease in output by the manufacturer. If an organization cannot obtain needed supplies – such as hand sanitizer or surgical masks – that would be an example of a supply chain issue.

Legal risks

These typically involve lawsuits filed against the organization. Most commonly, lawsuits result from allegations of inappropriate employment practices or medical negligence or malpractice. For example, if a child had an allergic reaction after receiving an adult dose of a vaccine and unfortunately passed away, the parents may file a lawsuit alleging medical malpractice or negligence on behalf of the organization, the provider or the nurse who administered the incorrect vaccine.

Insurance risks

Insurance risks generally stem from a lack of adequate or appropriate insurance coverage or failure to transfer risk. Insurance risks can also connect to legal risks, which can stem from contracts with inadequate risk transfer or failure to conduct due diligence to vet the vendor. In the case of a pandemic, healthcare and other organizations may not have realized that pandemics and resulting business closures may be excluded from their business interruption insurance policy.

Human capital risks

These encompass the inability to hire, contract or retain appropriately trained staff. A lack of ICU level nurses causing staffing shortages would be an example. Human capital risks can also include professional board or licensing complaints against the organization’s doctors, nurses, therapists, or other licensed staff.

Reputational risks

Reputational risks are often forgotten or invisible to an organization until a bad event happens and it is announced to the public – at which point it is too late.

Reputational risk used to be limited to bad publicity which was published in print or reported on television. However, with the increased acceptance and use of social media, reputational risks are more far-reaching than the local newspaper or evening news program, and could potentially have national reach and negative impact on the organization . A newspaper may not run a story about a child who received an incorrect vaccine, but the child’s mother could post to Facebook or other social media platforms that the organization and providers are terrible and not to be trusted.

Practice Tips:

  1. Schedule a meeting with your insurance broker to evaluate your insurance policies by product line (i.e., general liability, property, cybersecurity, etc.) to ensure the organization is adequately covered to protect against most business losses.
  2. Educate staff to ensure they know how and where to report near-misses and mistakes that occur in the organization.
  3. Work with Risk Management to conduct a risk assessment to evaluate organization risks and implement mitigation plans.

Denise Atwood, RN, JD, CPHRM
District Medical Group (DMG), Inc., Chief Risk Officer and owner of Denise Atwood, PLLC
Disclaimer: The opinions expressed in this article or blog are the author’s and do not represent the opinions of DMG.

Denise Atwood, RN, JD, CPHRM has over 30 years of healthcare experience in compliance, risk management, quality, and clinical areas. She is also a published author and educator on risk, compliance, medical-legal and ethics issues. She is currently the Chief Risk Officer and Associate General Counsel at a nonprofit, multispecialty provider group in Phoenix, Arizona and Vice President of the company’s self-insurance captive.  

Sign-up for the YouCompli Blog to Stay Up to Date on Compliance Related News!

Manage your healthcare regulatory change process effectively and efficiently

YouCompli enables the compliance officers to assign ownership and oversight of tasks to different department heads, functional leaders, or specialists. The solution prompts users to accept, reject, or reassign the task by a stated deadline. Manage the rollout and accountability of new requirements with the best workflow in the business.

Improving Your Reputation: How to Help Your Healthcare Organization See the Compliance Department in a Positive Light

When the compliance team visits another department, staff responses are usually the same: we must have done something wrong.

This isn’t the response that you want. The compliance department and staff should be seen as approachable, working in a collaborative fashion to make the organization more successful. If the compliance department only comes in to run audits and give “constructive” feedback, then compliance will quickly become known for negativity and criticism.

Collaboration

It is important to collaborate with other departments and incorporate a holistic organizational approach. This means valuing what other team members have to offer with regards to compliance in the organization. It can be easy for compliance professionals to make black or white statements regarding compliance with a specific regulation or policy. After all, it’s there in writing — in black and white.

But, other teams can sometimes bring to light another perspective. There may be gray areas in the written requirements or overall process and addressing these could benefit the organization without compromising compliance.

Or, compliance professionals could demonstrate openness to evaluating how requirements and regulations are impacting specific operational workflows. For example, when evaluating a compliance process for telehealth visits related to obtaining consent, the operations leader should be given an opportunity to work with compliance in developing the process.

In-Person Education

One approach to improving collaboration with other departments is to conduct in-person education and question and answer (Q&A) sessions. Ask all department leaders if you can have ten (but no more than fifteen) minutes at their next staff meeting to introduce the compliance team and to solicit compliance-related topics and questions. Before the meeting, make sure to get the department leader to provide two to three compliance-related topics that would be of interest to their team. Prepare a short slide presentation to use in the meeting — typically, one slide per topic and one Q&A slide at the end.

During the meeting, make sure to leave at least five minutes for compliance Q&A. Listen to the staff questions and solicit information on challenges or knowledge gaps related to compliance, so follow up can be done with the that department or team.

Follow-Up Education

Follow up should be timely (within three to four weeks) and can be done a few different ways: short videos, posts on the internal intranet or website, email education, or additional in-person follow up education. There are several excellent (and free) applications available online where you can create short, two- to three-minute compliance videos that can then be distributed to staff.

Follow-up education could also be done by email if the topic and question and answer lends itself to an email response. For example, if staff ask a question about HIPAA’s application to texts or emails, it would be fairly easy to find a one-page summary on the application of HIPAA to texts and emails and attach that to an email.

Volunteers

Another way to improve collaboration would be to have compliance staff volunteer to participate in organization committees not directly related to compliance. For example, compliance professionals could join the policy committee or the activities committee. In this way, the compliance team can develop positive relationships with others in the organization, in an open and approachable way.

Practice Tip:

  1. Reach out to at least 3-4 departments before the end of the year to schedule and conduct in-person meet and greets with a focus on compliance education.
  2. Utilize services such as youCompli to stay current on compliance topics and regulations to present during your meet and greet meetings.

Denise Atwood, RN, JD, CPHRM
District Medical Group (DMG), Inc., Chief Risk Officer and owner of Denise Atwood, PLLC
Disclaimer: The opinions expressed in this article or blog are the author’s and do not represent the opinions of DMG.

Denise Atwood, RN, JD, CPHRM has over 30 years of healthcare experience in compliance, risk management, quality, and clinical areas. She is also a published author and educator on risk, compliance, medical-legal and ethics issues. She is currently the Chief Risk Officer and Associate General Counsel at a nonprofit, multispecialty provider group in Phoenix, Arizona and Vice President of the company’s self-insurance captive.  

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How Do We Modernize Compliance?

Times change and compliance, like all businesses and business operations, needs processes that keep up. However, there are a lot of challenges that we as compliance professionals face when it comes to modernizing our practice. Modernizing compliance means adapting or incorporating requirements, adherence methods and technology to align with current times or requirements.

For example, this could mean learning to effectively audit electronic, instead of paper, health records. Many compliance professionals have also had to adapt to working with a remote workforce, such as billing and coding professionals, as formerly onsite staff have been transitioned out, in favor of a contracted workforce for a third-party company.

With these, and many other, challenges in mind, how do we proactively modernize compliance?

Enterprise Risk Management Planning

One way is to ensure compliance is part of the organization’s enterprise risk management (ERM) plan and business strategy. It is commonly, but incorrectly, believed that an ERM plan only involves the risk management department. An effective and comprehensive ERM plan has to include human capital, operational, financial and strategic domains, as well as addressing legal, regulatory and compliance related domains and issues.

For example, HIPAA or cyber breaches involving PII or PHI can have significant risk to the organization, including reputational, regulatory and financial consequences. Evaluating these compliance-related risks should be part of the ERM planning process, as should the development of strategies in the ERM to mitigate or manage these risks.

Compliance and Education Plans

Another way to modernize compliance is to ensure compliance and education plans are informative, yet easy to understand and follow. Gone are the days where the compliance plan can be over 30 pages long and written in a dense format with little white space. Let’s be honest: other than people in the compliance department, most employees won’t read a 30-page regulatory document which consists of nothing but text.

Compliance Plan

The compliance plan should be developed and laid out in an easy to read format. Graphs and other graphical elements should be included to aid in engagement and learning. And, when including the regulatory language, also include a clear, concrete example of how that applies to the employee.

For example, we all know that HIPAA requires staff to maintain patient privacy. While at work, this includes conversations — so we should not be discussing patients or patient information with co-workers in the elevator or bathroom. Similarly, if a person calls asking about a patient, staff must check the registration or admission system to ensure the patient wants their admission shared with callers or visitors.

If you really want your employees to follow the compliance plan, then craft it with that as your intent. Get two to three volunteers from other departments to review and edit the document with you so you ensure you met your goal to educate employees and modernize the compliance plan.

Education Plan

Education plans need to be developed that align with the compliance plan, but also must be informative and fresh. Employees are no longer interested in sitting down for a half-day session of watching PowerPoint presentations. Select annual mandatory compliance education modules that are engaging and can be completed in 10-15 minutes at one time. Ensure the format is varied with some reading, videos and multiple-choice options which enhance learning. Try incorporating in-person education throughout the year so that your co-workers are updated on any compliance policy updates or regulatory changes. But keep the education to around 10 minutes at a time in an easy to understand and engaging format, so employees see compliance as a resource instead of a department that only delivers bad news or wastes their time.

Data Analytics Processes

To modernize compliance, it is also important to create agile and contemporary data analytics processes. We can’t track all healthcare related regulations on paper or spreadsheets anymore. There are simply too many requirements to follow and too many changes to track.

The COVID-19 pandemic is a perfect recent example. Governors from many states were executing executive orders (EO) on a frequent basis to address COVID-19 related matters. These executive orders addressed such topics as whether elective surgery could or could not be performed, what restrictions were lifted with regards to telehealth visits, and what professional licensing requirements were relaxed. For organizations who have facilities in multiple states, tracking EO alone would be an incredible burden in a paper- or spreadsheet-driven department.

And, regardless of EO, there can be compliance issues related to telehealth visits and the ability to bill for those visits. For example, if a provider tries to deliver an annual Medicare visit via telehealth from California for a new patient in Connecticut.

Technology and Automation

It probably goes without saying, but modernizing compliance fundamentally includes incorporating the use of current technology and automation tools to assist with regulatory compliance and education. There are a number of electronic learning systems which automate compliance education assignment and monitoring. These systems allow compliance professionals to assign required annual training, as well as remedial education, by employee type (nurse, doctor, coder, food service, volunteer, therapist, information technologist, etc.).

There are also a variety of internet-based due diligence platforms to ensure potential vendors and contractors are appropriately vetted before the organization does business with them. And, there are many systems available that track regulatory changes and regulatory activity within your organization. There’s no longer a good reason to not explore the options, and see which tools are a good fit for your department and organization.

Practice Tip:

  1. Depending on the size of your organization, get 3-6 volunteers to review and provide input on your compliance plan and compliance education materials.
  2. Evaluate current technology and automation platforms such as youCompli to help meet your organization’s compliance needs.

Denise Atwood, RN, JD, CPHRM
District Medical Group (DMG), Inc., Chief Risk Officer and owner of Denise Atwood, PLLC
Disclaimer: The opinions expressed in this article or blog are the author’s and do not represent the opinions of DMG.

Denise Atwood, RN, JD, CPHRM has over 30 years of healthcare experience in compliance, risk management, quality, and clinical areas. She is also a published author and educator on risk, compliance, medical-legal and ethics issues. She is currently the Chief Risk Officer and Associate General Counsel at a nonprofit, multispecialty provider group in Phoenix, Arizona and Vice President of the company’s self-insurance captive.  

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How to Juggle Medicare and Medicaid Compliance in a Fluid Regulatory Landscape

Do you treat patients insured by Medicaid or Medicare at your hospital? While participation is voluntary for for-profit healthcare systems, accepting Medicaid and Medicare patients is a condition of federal tax exemption for non-profits. Currently, Medicare and Medicaid account for more than 60 percent of care provided by hospitals making it nearly impossible for healthcare systems to forgo these programs.

So, if the stark reality is that you must participate, compliance becomes an issue. And it’s complex. Especially for hospitals that have multiple outpatient locations and inpatient campuses. Under Medicare provider-based rules, it’s not possible to certify just part of the system. When you consider there’s nearly a 500-page certification process, it’s clear that it’s crucial to have effective compliance tracking.

An effective compliance program is multi-faceted and includes monitoring and auditing, legal reviews of procedures and contracts, reporting mechanisms as well as training for employees. Healthcare systems are multi-faceted too with labs, pharmacies, rehabilitation centers, clinics, surgery centers and more. Keeping on top of compliance not only to effectively report but to identify and then prevent misconduct before it balloons into a much bigger problem is anything but easy.

The Centers for Medicare & Medicaid Services has attempted to streamline information into quarterly updates for providers, suppliers and the public. While this helps curate the information and updates to regulations, management and oversight of compliance and putting these regs into practice represents an enormous task for each healthcare system. The distance between knowing and doing can be vast when providers are juggling regulations alongside providing quality patient care. Maintaining oversight of not just the Medicare and Medicaid federal regulations, but compliance with other state and local regulations is required.

The regulatory landscape continues to be muddled with additional requirements to safeguard privacy and to fight fraud and abuse today. Since governing bodies are vigilant about fighting fraud, your compliance process needs to be tight or you’ll risk criminal charges, fines and even the possibility of losing licenses. Every state has its own Medicaid Fraud Control Unit (MFCU), typically as part of the State Attorney General’s office. When your compliance tracking system is thorough, the auditing process and working with your MFCU becomes simpler.

Streamline Compliance Tracking

If your hospital is juggling Medicare and Medicaid payment compliance along with all the other mandates and reporting requirements, it can easily get overwhelming. But, it doesn’t have to be that way. Solutions such as youCompli’s compliance system monitors and translates Medicare and Medicaid regulations for easier understanding. Then, it helps you track and oversee your hospital’s compliance.

If you’re ready to take the headache out of Medicare and Medicaid compliance, it’s time to see what a compliance management system can do for you. Schedule a call today where you can see how our risk management software can support your healthcare system’s compliance program.

Worker Fatigue and the Potential Negative Impact on Compliance

When workers get fatigued, what is the impact on compliance?

We all know that, during a normal workday, workers can get fatigued. Fatigue can come from a variety of sources, including personal and professional challenges or stressors. Mental fatigue specifically occurs when there is a need to process overwhelming amounts of new data or information.

The impact and stressors of working during a pandemic can make this worse. Mental fatigue is exacerbated because there is so much new information to cull through on a daily (sometimes more frequent) basis. Combine this information overload with rapidly changing pandemic recommendations and guidelines, and it’s no wonder that workers are becoming more fatigued.

Effects of Fatigue

Memory and performance both decline when a person is mentally fatigued, which can lead to non-compliant behaviors and actions. This happens because fatigue decreases the ability to make new, short-term memories. Lack of short-term memories prevents the formation of long-term memory knowledge. And a person simply cannot recall information which has not been transferred to long-term memory. In this way, fatigue decreases the ability to recall information – whether recently learned or already known.

For example, if the organization has not previously billed for telehealth visits, a fatigued coder may not remember the education that was provided regarding telehealth documentation requirements or the codes applied to these visits. Moreover, the coder may have difficulty recalling in-person visit codes or coding modifiers. When these effects of fatigue happen, coding compliance will decrease.

Mental and physical fatigue can affect worker performance in other ways. Think about the last time you did not get a good night’s sleep. At work the next day, all you can think about is drinking more coffee or taking a nap or going to bed early that night.

Signs of this kind of fatigue include decreased awareness or a general decrease in interest with respect to work or job tasks. Other signs of fatigue include changes in judgment or decision-making. Take, for example, an employee who is usually very engaged on the job, but unexpectedly shows up late for a scheduled meeting. During the meeting, the employee is unusually quiet and provides limited feedback. If that employee’s knowledge and feedback are necessary to make a critical compliance-related decision there would be not only a negative effect on compliance, but potentially a negative effect on the entire organization.

Compliance Fatigue

There is also a form of specific compliance fatigue – where people are overwhelmed and wearied by the numerous adherence requirements in healthcare policies and procedures and rules and regulations. This combines with mental fatigue, which inhibits the ability to remember and follow these policies and procedures, which is the cornerstone of good compliance.

Employees may know and understand policies and procedures addressing HIPAA. For example, they must use encryption when emailing protected health information (PHI) or personally identifiable information (PII) or payment card information (PCI). Similarly, in the course of their work, they must exercise heightened caution before clicking on links embedded in emails. If they are experiencing fatigue, the possibility of compliance failures increases.

As physical, mental and compliance fatigue increase the potential for job related mistakes, they conversely decrease worker compliance. The overall impact of worker fatigue can have very real and negative impact on compliance ranging from simple mistakes or lapses in judgment to catastrophic errors related to breach of PHI/PII or PCI.

Practice Tips

Encourage supervisors to regularly meet with their staff to evaluate the level of information fatigue or physical fatigue. If possible, conduct education and feedback sessions to help the team talk through fatigue challenges.

Utilize resources, such as youCompli, to assist the team in staying current with healthcare compliance related changes to guidelines, regulations and laws, and managing compliance-related workflows automatically.

Denise Atwood, RN, JD, CPHRM
District Medical Group (DMG), Inc., Chief Risk Officer and owner of Denise Atwood, PLLC
Disclaimer: The opinions expressed in this article or blog are the author’s and do not represent the opinions of DMG.

Denise Atwood, RN, JD, CPHRM has over 30 years of healthcare experience in compliance, risk management, quality, and clinical areas. She is also a published author and educator on risk, compliance, medical-legal and ethics issues. She is currently the Chief Risk Officer and Associate General Counsel at a nonprofit, multispecialty provider group in Phoenix, Arizona and Vice President of the company’s self-insurance captive.  

Understanding and Managing the HIPAA Security Rule

Protecting the privacy of patients is of paramount concern to healthcare organizations today. Data breaches and/or hacking attempts are happening more frequently. Regulatory requirements are constantly changing. And the pace of technology innovations keeps increasing. The penalties, both financial and reputational, can be disastrous for any organization — and its compliance team — that is not prepared and in the know at all times

For example, recently a healthcare institution mailed hundreds of patient statements, containing names, account numbers and payments due, to wrong addresses. The organization believed that, for most of these statements, this was not a reportable breach, because there was no patient diagnosis, treatment information, or other medical information listed.

This was not correct. And the failure to understand the rule and its nuances resulted in a $2 million settlement.

The HIPAA Security Rule is the hedge against that kind of disaster  —  so grasping its complexity is crucial.

The regulations that comprise the Security Rule are often the most difficult to understand and implement, as every security compliance measure must be carefully monitored and reported. Not only are all healthcare organizations required to meet the standards and legal requirements in the Security Rule, there can also be implementation specifications which include provide detailed instructions and steps needed for compliance.

From an administrative perspective, HIPAA requires a documented framework of policies and procedures. These policies and procedures detail exactly what your organization does to protect key information. For example, policies can outline the requirements for training for all employees, including those who do and do not have direct access to vital patient information.

The documents that outline the policy and procedure framework must be retained for at least six years (although state requirements may mandate longer retention periods). As policies change, so must your accompanying documentation. And to further ensure your compliance, periodic reviews of policies and responses to changes in the electronic patient health information environment are also recommended.

From a security perspective, HIPAA requires a comprehensive evaluation of the security risks your organization faces, as well as the electronic health record technologies your organization uses.  This includes a combination of physical safeguards — such as IT infrastructure, computer systems and security monitoring systems — and technical safeguards — such as risk management software, healthcare management software or regulatory software. These safeguards are designed to both protect patient information and control access to it.

Fortunately, the Security Rule allows for scalability, flexibility and generalization. This means that smaller organizations are given greater latitude in comparison to larger organizations that have significantly more resources. HIPAA’s security requirements are also not linked to specific technologies or products, since both can change rapidly. Instead, requirements focus more on what needs to be done and when, and less on how it should be accomplished.

Managing the complexity of the HIPAA Security Rule can be easier. At youCompli, we help you identify, document and monitor your critical HIPAA information. We understand the time and resource constraints that compliance officers operate under — the need for quickly collecting and accessing quality data and reporting it. Our solutions enable you to remain up-to-date with healthcare regulations — what they mean and how to implement them with precision accuracy in cost-efficient and effective ways. Contact us for more information on how to approach and implement the Security Rule and remain in compliance.

The Role of Compliance Professionals During a Pandemic

COVID-19 has had a significant impact on every industry in almost every country. Healthcare is, obviously, one of the most affected sectors, as the number of  ill patients is always rising, and the stock of key medical supplies and equipment is depleting daily.

In these times, it can seem like compliance is not that important. After all, this is a crisis, and lives are being saved and lost. Is compliance with rules and proper procedure really what we should be focusing on?

The answer, of course, is “yes”. In times of crisis, compliance can get lost in the shuffle, but it does not undermine the value or necessity of compliance and compliance professionals both during and after the crisis.  And when the time of crisis subsides, the challenges which remain will require skilled compliance professionals who are able to identify non-compliance and move the organization towards positive change.

To help support you in this time, we’ve put together some important information on the role compliance has to play during a pandemic. Please fill in the form below to download.

Denise Atwood, RN, JD, CPHRM
District Medical Group (DMG), Inc., Chief Risk Officer and owner of Denise Atwood, PLLC
Disclaimer: The opinions expressed in this article or blog are the author’s and do not represent the opinions of DMG.

Denise Atwood, RN, JD, CPHRM has over 30 years of healthcare experience in compliance, risk management, quality, and clinical areas. She is also a published author and educator on risk, compliance, medical-legal and ethics issues. She is currently the Chief Risk Officer and Associate General Counsel at a nonprofit, multispecialty provider group in Phoenix, Arizona and Vice President of the company’s self-insurance captive.