Thursday, October 15, 2015

Meaningful Use program for 2015-2017 and implementing Stage 3

CMS Unveils Final Meaningful Use Rule
The Centers for Medicare and Medicaid Services and the Office of the National Coordinator for Health Information Technology have issued the long-awaited final rules changing the requirements of the Meaningful Use program for 2015-2017 and implementing Stage 3 of the program.

The rules “shift the paradigm so health IT becomes a tool for care improvement, not an end in itself,” according to the October 6 announcement. The rule eases the reporting burdens, simplifies requirements, adds flexibility, supports interoperability and improves outcomes. It also transitions to a new and more responsive regulatory framework based on the Medicare Access and CHIP Reauthorization Act (MACRA), which essentially moves physicians out of the Meaningful Use program into a new Merit-based Incentive Payment System (MIPS).  
Some of the changes include:
●        Providers and state Medicaid agencies will now have until Jan. 1, 2018, to prepare for and comply with the next set of system improvements;
●        Stage 3 will now be optional in 2017;
●        Stage 3 will have eight objectives, with more than 60 percent requiring interoperability;
●        Public health reporting will have flexibility options;
●        APIs will be required;
●        Cybersecurity requirements have been strengthened; and
●        The reporting period for 2015 will be only 90 days for all providers, for new providers in 2016 and 2017 and for any provider moving to Stage 3 of the program in 2017
HHS had received more than 2,500 comments on the proposed rules.
Addressing concerns that the rule is coming out too late for providers to report in 2015, Patrick Conway M.D., acting principal deputy administrator and chief medical officer at CMS, pointed out that the deadlines could be extended and that providers can apply for hardship exemptions.
The rules also do not delay Stage 3, although many stakeholders have been asking that Stage 3 be “paused” and reevaluated. Conway indicated in a media call that a 60-day comment period will “get us to a similar place.” He also pointed out that HHS had to combine the alteration and Stage 3 rules; using a comment period is just a different mechanism to do so.
CMS will accept comments on the EHR Incentive Programs final rule for 60 days after it appears in the Federal Register, which is expected on October 16. The feedback will help shape future EHR rulemaking and will also be considered as CMS works to develop rulemaking around MACRA, which was passed by Congress earlier this year to replace the sustainable growth rate. Additional information about MACRA is expected in spring 2016.
A fact sheet on the new rule can be found here on the CMS website.

For more information on this and other topics related to HIPAA, OSHA, Medicare and HR, please emailsupport@hcsiinc.com or visit our website at http://www.hcsiinc.com
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More Effective HIPAA Enforcement Coming

OIG Says HIPAA Enforcement Needs Improvement

The HHS Office for Civil Rights should take 10 steps to strengthen its oversight of HIPAA Privacy Rule compliance as well as improve follow-up activities on reported data breaches, a government watchdog agency says in two new reports. Among the recommended steps are the launching of a long-overdue, permanent HIPAA compliance audit program, adding information about small breaches to OCR’s case-tracking system and expanding HIPAA education outreach efforts.

The Department of Health and Human Services’ Office of Inspector General issued the reports evaluating OCR, which is responsible for HIPAA enforcement. In each of the reports, OCR Should Strengthen Its Follow-up of Breaches of Patient Health Information Reported by Covered Entities and OCR Should Strengthen Its Oversight of Covered Entities’ Compliance With the HIPAA Privacy Standards, OIG made five recommendations. OCR agreed to carry out all of them.
In its report about OCR’s oversight of HIPAA Privacy Rule compliance by covered entities, OIG found that:
●        OCR investigated possible noncompliance with the privacy standards primarily in response to complaints;
●        OCR has not fully implemented the required audit program to proactively identify possible noncompliance from covered entities;
●        In about half of the closed privacy cases that OIG reviewed, OCR determined that covered entities were noncompliant with at least one privacy standard;
●        OCR documented corrective action for almost three-quarters of privacy cases in which it requested such actions from covered entities; however, 26 percent of cases had incomplete documentation;
●        71% percent of OCR staff at least sometimes checked whether covered entities had been previously investigated; however, 29 percent rarely or never did so;
●        OCR’s case-tracking system has limited search functionality; and
●        27% of Medicare Part B providers did not address all five selected privacy standards reviewed by OIG.
OIG’s five recommendations, which OCR says it is implementing, include:
1.      Fully implementing a permanent audit program;
2.      Maintaining complete documentation of corrective action;
3.      Developing an efficient method in OCR’s case-tracking system to search for and track covered entities;
4.      Developing a policy requiring OCR staff to check whether covered entities have been previously investigated; and
5.      Continuing to expand HIPAA outreach and education efforts to covered entities.
In its report evaluating OCR’s following up on breaches reported by covered entities, OIG acknowledged that OCR routinely investigates breaches affecting 500 or more individuals, as required under the HITECH Act. In almost all of the completed investigations, OCR has determined that covered entities were noncompliant with at least one HIPAA Privacy Rule standard.
Although OCR documented corrective action for most of the closed large breach cases in which it made determinations of noncompliance, 23 percent of cases had incomplete documentation of corrective actions taken by covered entities, OIG says.
OIG says OCR also did not record information about smaller breaches in its case tracking system, which limits OCR’s ability to track and identify covered entities with multiple small breaches.
Although 61 percent of OCR staff checked at least sometimes as to whether covered entities had reported prior large breaches, 39 percent of OCR staff rarely or never did so, OIG says. “If OCR staff wanted to check, they may face challenges because its case tracking system has limited search functionality and OCR does not have a standard way to enter covered entities’ names in the system,” OIG notes.
Based on these findings, OIG said OCR should:
1.      Enter small-breach information into its case-tracking system or a searchable database linked to it;
2.      Maintain complete documentation of corrective action;
3.      Develop an efficient method in its case-tracking system to search for and track covered entities that reported prior breaches;
4.      Develop a policy requiring OCR staff to check whether covered entities reported prior breaches;
5.      Continue to expand outreach and education efforts to covered entities.
In response to OIG’s call for implementing a permanent HIPAA compliance audit program, as required under the HITECH Act, OCR Director Jocelyn Samuel outlined steps the office is taking toward that long-delayed goal.
“We will launch our audit program in early 2016. This phase will test the efficacy of a combination of desk reviews of policies as well as on-site reviews. It will target common areas of non-compliance and will include HIPAA business associates,” Samuels wrote in a letter dated Sept. 23.
Samuels noted that key audit-preparation activities over the next several months include “OCR updating its HIPAA audit protocols; refining the pool of potential audit subjects; and implementing a screening tool to assess size, entity type and other information about potential audit subjects.”
One HIPAA expert says OIG’s assessment of OCR’s enforcement activities spotlight several important issues.
“The reports in their formal federal language are an attempt to light a bigger fire under OCR to use the authority in the HITECH Act for the proactive audits to reach the second plateau of operation,” says independent HIPAA attorney Susan Miller.
“While all five recommendations in each report are important, the small-breach information and a fully implemented permanent audit program are very important for HIPAA enforcement to reach the next higher level of operations,” she says. “Both reports taken together put both investigations and audits on the same enforcement level, making each as important as the other. It is also a recognition that a complaint and its related investigation may lead to a breach finding, and that both investigations and breaches produce corrective action plans.”

(OIG website, ISMG website)


For more information on this and other topics related to HIPAA, HR, OSHA, and Medicare, please emailsupport@hcsiinc.com or visit our website at http://www.hcsiinc.com



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Wednesday, October 14, 2015

HIPAA Related Record Retention

Many offices have asked this very question, so we are here to clarify this issue.

Q: How long must we retain the list of authorized and unauthorized disclosures pertaining to our nursing home residents? We assume that we must retain these lists while residents remain here, but how long must we retain this information after death or discharge?


A:  The HIPAA Privacy Rule generally requires covered entities to retain documentation for 6 years to demonstrate their compliance with the rule. You may dispose of documentation after that time.


Although each state regulates the record retention period for patient medical records, HIPAA related documentation must be retained for 6 years.


For more information on this and other topics related to HR, HIPAA, OSHA, and Medicare, please emailsupport@hcsiinc.com or visit our website at http://www.hcsiinc.com


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Tuesday, October 13, 2015

OSHA announces new system that gives greater weight to complex, time-consuming inspections

All OSHA inspections aren't equal...


OSHA logo
OSHA has moved to a new enforcement weighting system that assigns greater value to complex inspections that require more time and resources. The new system will allow for more strategic planning and measurement of inspections, and ensure that all workers are equally protected, regardless of the industry they work in. The system assigns "Enforcement Units" to each inspection. Routine inspections count as one unit, while those requiring greater resources — such as those involving musculoskeletal disorders,chemical exposures, workplace violence, and process safety management violations — count as up to nine units. The values are based on historical data and will be monitored and adjusted as necessary.
OSHA Assistant Secretary Dr. David Michaels announced the change at the National Safety Council conference in Atlanta earlier this week. "All inspections aren't equal — some are complex and require more time and resources — and many of those inspections have the greatest impact," he said. "This new system will help us better focus our resources on more meaningful inspections."
Inspections are one of the fundamental tools OSHA uses to encourage employers to abate hazards. Strong evidence from several recent studies shows these that injury rates decrease at an establishment in the years following an OSHA inspection.
Inspection Priorities
OSHA seeks to focus its inspection resources on the most hazardous workplaces in the following order of priority: 
1. Imminent danger situations—hazards that could cause death or serious physical harm receive top priority. Compliance officers will ask employers to correct these hazards immediately or remove endangered employees. 
2. Severe injuries and illnesses—employers must report:
   • All work-related fatalities within 8 hours.
   • All work-related inpatient hospitalizations, amputations, or losses of an eye within 24 hours.

3. Worker Complaints—allegations of hazards or violations also receive a high priority. Employees may request anonymity when they file complaints. 
4. Referrals of hazards from other federal, state or local agencies, individuals, organizations or the media receive consideration for inspection. 
5. Targeted inspections—inspections aimed at specific high-hazard industries or individual workplaces that have experienced high rates of injuries and illnesses also receive priority. 
6. Follow-up inspections—checks for abatement of violations cited during previous inspections are also conducted by the agency in certain circumstances.
Make certain that your staff, patient interactions and facility are up to OSHA standards for the safety of everyone involved. OSHA compliance training should not only be a yearly refresher training course but a daily activity in the awareness and practice of safety policies and procedures.

For more information on this and other topics related to HR, HIPAA, OSHA, and Medicare, please emailsupport@hcsiinc.com or visit our website at http://www.hcsiinc.com
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Blending Talent Into Your Organization

Effectively blending or integrating new talent into your organization will help give you a competitive advantage.

Sue has completed the hiring process (Hire the Right Employee - http://bit.ly/1G30e1I) and felt that she has hired a person who will do the job well. She has followed all of the steps to ensure a successful onboarding process (Importance of New Hire Orientation - http://bit.ly/1PdccbP) and is happy with the results. At this point the employee is doing okay, but something is not right. The new employee appears to be a fit, but things are not working as smoothly as she had hoped they would, but she cannot figure out why.

This situation that Sue is having, is one that many organizations find themselves in quite often. Yes, a good candidate was hired and the on-boarding process went well. However, this new employee has not yet been integrated into the organization. There is a difference between onboarding and integrating. Both the on-boarding and integrating processes should be done when a new hire is brought into the organization, somebody is promoted into a management position, or an employee takes a job into a different department then where they were previously.

Where on-boarding is intended to help new employees gain the necessary knowledge, skills, and behaviors to become effective members of your organization. This process is typically more mechanical and routine than a true process of personal and social integration with a development approach. Talent integration involves a more formal, developmentally focused transition plan to help the employee integrate into the organization. This process usually covers the first six months in the employees’ new role and is intended to reduce the time for those new to their roles to become productive contributors and shorten the learning curve in order to quickly secure them to the organization.

The four core elements of an effective talent integration include, but are not limited to:
  • A purposeful discussion between the new staff and their immediate supervisor within the first few days of hire to define clear expectations regarding job performance and key expected results, and to discuss how best to establish a working relationship.
  • Coaching for new managers, best done with an external/neutral executive/performance coach, to support the transition, especially if new skills are needed.
  • Identify the new employees’ competencies, strengths, and talents so that they may be integrated and best utilized for the success of the organization.
  • Regular feedback meetings, monthly at a minimum, focusing on what is going well, where the person is challenged, what their ideas are, what they could use for help, etc. These discussions are dialogues and interactive in nature, verses a monologue from the supervisor.


These methods will help develop strong relationships, support, and loyalty, talent integration helps retain employees, in addition to helping attract talent to your organization. Hiring the right employee and having a successful on-boarding process are very important, but so is knowing how to integrate that new talent into your organization.

For more information on this and other topics related to HR, HIPAA, OSHA, and Medicare, please emailsupport@hcsiinc.com or visit our website at http://www.hcsiinc.com

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Monday, October 12, 2015

Use of Patient Photographs

Comply with the HIPAA Privacy Rule when using patients photos

Recently, we have had multiple questions regarding the use of patient photographs is the office.

As a reminder:


In your practice you may need to photograph patients for treatment purposes. The usage of
photographs is within the HIPAA Privacy guidelines as long as these photographs are kept in the patient’s chart. If you wish to use the patient’s photograph in a place where they can be seen by the public, either for use as a demonstration of your practice’s skills and techniques or for general interest usage, the patient’s signed authorization must be obtained.


For more information on this and other topics related to HR, HIPAA, OSHA, and Medicare, please emailsupport@hcsiinc.com or visit our website at http://www.hcsiinc.com



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Friday, October 9, 2015

Improve Employee Morale, Increase Productivity

The effects of employee morale on an organization are far reaching and long lasting

Employee morale is the cornerstone of all businesses. Employees with a high level of job satisfaction, a good outlook, positive attitude, and a feeling of well-being in their workplace, have a high level of morale. It is the level of morale that has a direct correlation to the level of productivity. While skills, resources, and knowledge are also important aspects of productivity, it is the level of morale of the skilled worker that greatly affects his or her level of productivity.



There are many factors in a workplace that can affect employee morale. Examples include: work hours, work load, pay, incentives, and perceived value. An employee who has low performance may not be a lazy or bad worker, but rather they may have low morale. When evaluating an employee’s performance, it is important to look at all factors that could have a direct effect on the employee. If an employee has a poor work/life balance, is working for a low wage, has little to no incentives, or is perceived to not be of a value to the organization, then their overall performance will be greatly affected.

With employee morale having such a large impact on any organization, how do you raise or maintain a high level of morale within your office? Here are five suggestions for raising or maintaining a high level of employee morale:

  • Vision – Your employees are part of something bigger, but do they know that? Employees need to understand and share in the vision of what the organization is trying to accomplish. That vision will motivate and inspire all employees within the organization.
  • Show You Care – Each of your employees is an individual person and they liked to be recognized as such. Be involved in your employees’ lives by identifying and celebrating their birthday, when a child is born, or a wedding. It is important that your employees feel loved and valued by the organization.
  • Look For The Awesome – When an employee is doing good work, recognize it and celebrate it! Recognizing an employee’s good work helps motivate the employee while showing other employees the quality of work you are looking for.
  • Promote From Within - When employees see that there is room to advance their career within your organization, it speaks volumes. Find out what skills and talents the each employee possess and find ways to develop those skills for future use in your organization. When you have an all-star employee, help invest in the training they need to advance as your company grows.
  • Have Fun – Doing business and being professional does not mean that you cannot have some fun along the way. Organizations that encourage and facilitate fun employee activities often keep those employees happy. Activities such as bowling, summer parties, paintball or laser tag, and going to the movies all encourage the employees to enjoy their time at work while bonding them closer together. The common these in all of these ideas is caring recognition, rewards, and appreciation. These small steps can go far.

Keeping your employees motivated and engaged is the best way to promote increased performance and reduce turnover within your organization.

For more information on this and other topics related to HR, HIPAA, OSHA, and Medicare, please email support@hcsiinc.com or visit our website at http://www.hcsiinc.com


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Thursday, October 8, 2015

5 Tips for Effective Reference Checks

Conducting reference checks is a vital part of a successful hiring process


There are many reasons why you should check the references of prospective employees. Often, applicants’ resumes and application forms are incomplete or even contain misrepresentations that could lead to a bad hiring decision. So, if you check references, you can help eliminate undesirable applicants, identify the best candidate, reduce turnover and training costs, and even prevent liability for negligent hiring.



At a minimum, carefully conducted reference checks can help ensure that your hiring decisions are more informed. Generally, reference checks should be made before the offer of employment is extended so that you have as much information about a candidate as possible. However, it may be difficult to get a reference-giver to provide helpful information because of their fears of defamation claims and restrictive corporate policies allowing only the release of a former employee’s name, rank, and serial number.  The following five strategies can help your organization conduct effective reference checks:

1. Insist that every applicant sign a release.

Never check references before obtaining the candidate’s written permission to do so. Consent is a strong defense to defamation and other tort (wrongful act) claims an applicant may bring, and it also generally is required under the Fair Credit Reporting Act before an employer can use a third party to conduct checks. To protect further against applicant lawsuits, the consent form also should include language that releases the organization and its agents, as well as former employers and reference givers, from any legal liability that may result from the checks.

2. Get job-related information from applicants.

Before conducting reference checks, request that applicants provide background documentation such as old pay stubs, business cards, job descriptions, and performance appraisals. These items can be used to verify information provided in resumes, application forms, and interviews and can help identify specific issues to follow up on in reference inquiries.

3. Minimize reference resistance.

Expect reference sources to be guarded, or even defensive, since so many organizations try to limit potential legal exposure by releasing only the “name, rank and serial number” of former employees. To facilitate the process, fax or mail the signed consent and release to the reference giver. When calling references, the interviewer can help break the ice by briefly sharing information about himself, the organization, and the job the candidate has applied for. Some employers even ask an applicant to contact referrers first to help ensure that they can actually get through to them.

4. Keep questions pertinent.

To obtain relevant and consistent information on applicants, develop a reference check form with a list of standard questions and require its use for all checks. At a minimum, the form should cover the basics including dates of employment, positions held, and pay rates. In addition, it should contain open-ended questions about skills, qualifications, strengths, weaknesses, work habits, and suitability for the position. The form also should include specific questions about performance issues and disciplinary actions, eligibility for rehire, and reasons for leaving.

5. Document responses, even if limited.

Keep an accurate written record of all your reference discussions to support your hiring decisions and to help protect against negligent hiring, defamation, and other legal claims. And, if the reference giver refuses to provide any information, document the request and the lack of cooperation.

Of course, reference checks are just one of many tools that you need to make a good hiring decision. You also should verify other information on a candidate’s resume or application (such as educational history pertinent to the job) and consider performing additional background checks (such as criminal, credit, and driving checks) if the nature of the job warrants these checks. In addition, you may want to conduct skills testing to further evaluate a candidate’s abilities. All of these steps will help you make more effective hiring decisions.

Wednesday, October 7, 2015

Emergency Access Procedures

Your practice must establish procedures so your employees know how to obtain electronic protected health information (ePHI) during an emergency.


Access controls will still be necessary under emergency conditions, although they may be very different from those used in normal operational circumstances. For example, in a situation when normal environmental systems, including electrical power, have been severely damaged or rendered inoperative due to a natural or man-made disaster, procedures should be established beforehand to provide guidance on possible ways to gain access to needed electronic protected health information. 

Follow these tips on how your practice can meet emergency access requirements:

·         Review your contingency plan to determine what processes you have in place to provide rapid access to ePHI in an emergency
·         Have backup copies of any ePHI that you deem critical
·         Have plans to restore the system and data inside your facility and at an alternative site

·         Document the names and roles of individuals with administrative privileges who can grant access in a crisis.

For more information on this and other topics related to HIPAA, HR, OSHA, and Medicare, please email support@hcsiinc.com or visit our web site at http://www.hcsiinc.com

Tuesday, October 6, 2015

Importance of New Hire Orientation

New hire orientation programs have a significant effect on the success of the new employee


It was Melissa’s first day at her new job. She was so excited for this new adventure, but also nervous! After being directed to her new workstation, she was handed an employee manual and was told to read it while the other employees went about their daily work. During lunch, Melissa was left to eat alone. After lunch, Melissa went back to reading the employee manual. For the remainder of the week, Melissa was told to do this and then that with little to no training to support her efforts. She made mistakes which made her more nervous than she was before. By the end of the week, the hiring manager was wondering if she had made a mistake and Melissa was thinking the same thing. Melissa quit the job at the end of the day on Friday.



With all of the resources invested in hiring a new employee, this is an example of how those resources were wasted. This was not Melissa’s fault, but rather the fault of the office for not having an effective new hire orientation program in place.

New hire employee orientation should provide new employees with the basic information such as policies and procedures, position specific training, individual mentoring, and organization integration.

  • Policies and Procedures – Helping the new employee understand these basic rules will help them understand the organization, while knowing what is expected of them (behavior, attendance, organizational processes, etc.).
  • Position Specific Training – In order to do their job effectively, a new employee must receive training that is designed for their specific position. During this training, expectations should be communicated as to what type of performance is expected from the person in this position.
  • Individual Mentoring – Each new employee should be assigned a mentor for their first 30 days. This mentor is a current employee who is familiar with the position that the new employee is now in and is the person who the new employee turns to with any questions about the position or the organization. It is also the responsibility of the mentor to ensure that the new employee does not eat lunch alone during their first few days on the job.
  • Organization Integration – Helping the new employee smoothly integrate into the organization and its culture is a vital part to having the new employee feel welcome and become productive quickly. This integration begins when the employee walks through the front doors for the first time. They should be warmly welcomed and introduced to everybody in the office where they will be working. It is also important to have their workstation setup for them specifically. This setup should include all technical items (email, workstation, network, etc.).

Having an effective new hire orientation program will help a new employee by reducing their jitters, their entry shock, and employee stress of the new employee. Putting them at ease early will help them become a functional and contributing member of the office quickly and smoothly.


For more information on this and other topics related to HR, HIPAA, OSHA, and Medicare, please email support@hcsiinc.com or visit our website at http://www.hcsiinc.com

Monday, October 5, 2015

Workstation Security

HIPAA Security Rule and how it effects your workstation


Workstation security defines the physical security controls and practices used to restrict access to information stored on computer workstations and peripheral equipment such as printers and fax machines. The HIPAA Security Rule specifies that you must implement physical safeguards for all workstations that access electronic protected health information (ePHI). In addition to protecting ePHI, the Security Rule is also in place to help protect from fluctuations in electricity. Plugging computer workstations into an electrical power strip that has a built-in surge protector.

Your workstations containing ePHI must be placed in locations that minimize the risk of unauthorized access to them. It is important for you to take reasonable measures to prevent unauthorized persons from viewing ePHI on your workstations. Examples of such preventative action include, placing workstations, printers, fax machines, scanners, and electronic devices. in secured areas and be sure that all monitors are positioned or shielded so that data shown on the screen is not visible to unauthorized persons.



The level of physical protection provided for your workstations containing ePHI must be commensurate with that of identified risks. An assessment of the risks to your workstations that can access ePHI must be conducted at least annually.

Your employees are required to report loss or theft of any access device, such as a card, that allows access to secured areas of your office. In addition, all of your portable workstations or electronic devices must be securely maintained when in the possession of an employee.

Compliance with the HIPAA Security Rule requires a proactive effort by everybody within your office. Having everybody involved in protecting ePHI, will help your office comply with the Security Rule regulations and that will greatly assist in protecting your office should an audit occur.


For more information on this and other HIPAA, HR, OSHA, and Medicare related topics, please email support@hcsiinc.com or visit our website at http://www.hcsiinc.com

Friday, October 2, 2015

HIPAA and Patient Authorizations

When can a patient authorize or restrict the use of their PHI?


Peggy is working in Dr. Smith’s office when she receives a request for the disclosure of a patient’s PHI (protected health information). The request is being made by Worker’s Compensation, but she does not have a prior written authorization from the patient authorizing the disclosure of their PHI to Worker’s Compensation. In this situation, Peggy would not need prior authorization from the patient to disclose PHI to Worker’s Compensation. The Privacy Rule permits covered entities to disclose PHI to workers’ compensation insurers, state administrators, employers, and other persons or entities involved in workers’ compensation systems, without the individual’s authorization. A covered entity must still follow the minimum necessary standard in these situations.



So how do you know when to disclose PHI without prior written authorization and when do you need prior written authorization?

The HIPAA Privacy Rule requires patient authorization for non-TPO (treatment, payment, and healthcare operations) uses and disclosures of PHI. An authorization is a customized document that gives covered entities permission to use specified PHI for specified purposes, which are generally other than TPO, or to disclose PHI to a third party specified by the individual.

There are occasions when a covered entity may disclose patient PHI without their prior approval:

  • Any disclosure made for TPO reasons
  • Domestic violence, abuse, or neglect, as well as cases of child abuse or neglect
  • Court order or subpoena
  • Use or disclosure for public health reasons to the proper authorities
  • Use or disclosure required by law to law enforcement for criminal investigation
  • Use or disclosure required by law to report cases of suspicious deaths or suspected crime victims

It is also written into the HIPAA Privacy Rule that a patient may restrict the use and disclosure of their PHI. Healthcare providers must permit this request but do not have to agree with the requested restriction. If the healthcare provider does agree to a restriction, it may cause some obvious undesirable outcomes. Such problems include, but are not limited to, problems with treating a patient, billing the patient’s insurance, and other challenges. All written PHI restriction requests should be documented and kept on file.

When it comes to disclosing a patients PHI, there are variables that factor into that decision. It is important that all employees in your office have an understanding of this vital HIPAA Privacy Rule policy.


For more information on this and other related topics, including HIPAA, HR, OSHA, and Medicare, please email support@hcsiinc.com or visit our web site at http://www.hcsiinc.com

Thursday, October 1, 2015

Employee Violence in the Workplace: Part 3

How violent acts effect your organization


Once a violent situation occurs in a workplace, the overall impact of that action is difficult if not impossible to calculate.

Workplace violence has a lasting effect on an organization. Time, productivity, organizational culture, and money are all negatively affected by these situations. In addition, the impact on the employees and their families will have an impact on the organization as a whole. Criminal actions may involve law enforcement with jurisdiction to interview witnesses and make arrests. OSHA and other government agencies may have authority to conduct their own investigation with possible citations, penalties, and possible criminal sanctions.

Just as the impact on the organization can be a lasting one, the impact on the employees and their families can be physical, mental, emotional, economic, and even catastrophic. Special concerns for security, liability, management issues, performance issues, and physical/mental health care are at the forefront for victims of workplace violence. Employees who are victims of workplace violence may miss work, move more slowly, or feel unable to complete their assigned tasks.



Acts of violence in the workplace can result in various legal actions taken against employers. Potential areas for litigation or charges may include the following:

  • Civil action for negligent hiring, retention, or supervision
  • Workers’ compensation claims
  • Third-party negligence claims for damages
  • Requests for leave under the FMLA
  • Claims resulting in mental impairments
  • OSHA citations, fines, or criminal charges
Workplace violence can be damaging for the organization and the victim alike. It is important to take proactive steps that will help prevent this type of behavior:

  • Review company policies on workplace violence
  • Train supervisors to avoid negligent hiring and retention
  • Communicate the emergency action plan to all personnel and related agencies and take time to practice your emergency action plan
  • Train employees in CPR and first aid
  • Offer an employee assistance program

Take the time to have policies, procedures, training, and open communication in place for a workplace violence situation. These actions will help prevent a possible workplace violence act in the future.

For more information on this and other HR, HIPAA, OSHA, and Medicare related topics, email support@hcsiinc.com or visit our web site at http://www.hcsiinc.com


Employee Violence in the Workplace Part 1





Employee Violence in the Workplace Part 2