Thursday, June 8, 2017

Informed Consent, Consent to Treat and Informed Refusal

A Compilation of Resources Discussing Informed Consent, Consent to Treat and Informed Refusal

As providers redefine processes to ensure more patient-centered care, you will want to reassess your informed consent approach to ensure that it abides by all regulations and protects the provider, patient and practice. Informed consent is a routine aspect of healthcare yet it is one of the most misunderstood concepts even among experienced physicians. This misunderstanding stems from a failure to understand all of the elements that comprise informed consent and recognize the ramifications of patient allegations that he or she did not understand the benefits versus drawbacks of a provider’s treatment recommendation.

A history of informed consent

Hippocrates, who gave us the first set of western writings on conduct for medical professionals, suggested patients are best served when physicians conceal most information. It was not until the 18th century writings of physician Benjamin Rush that we began to see recommendations that physicians share information with their patients. The publication of Medical Ethics in 1803 by Thomas Percival advocated the notion that while patients have a right to the truth, a physician might lie or withhold information if it results in better treatment. Informed consent gained more ground as a result of the atrocities committed by the Nazis who routinely experimented on human subjects.

The American Medical Association via Opinion 8.08, Informed Consent, says, “The physician has an ethical obligation to help the patient make choices from among the therapeutic alternatives consistent with good medical practice.” Adopted in 1981 and updated in 2006, the opinion reads, “Physicians should sensitively and respectfully disclose all relevant medical information to patients.

The main purpose of the informed consent process is to protect the patient. A capable adult cannot be forced to have any type of medical treatment. In general, anything other than a life-threatening emergency in which the patient is unconscious requires consent before treatment. Even in that situation, consent may be required if the patient is known to have an advance directive.

The Advance Healthcare Directive
An advance health care directive or advance directive is a kind of legal document that tells the doctor your wishes about your health care.
Advance directives can be general, with very few directions about your care. The directive may just name a substitute person (proxy) to make these decisions for you if you are unable to do so. Or it may include instructions for the chosen proxy.
Advance directives can also be very detailed and clearly outline the different types of life-sustaining treatments you would accept or refuse in certain situations. Some types of advance directives are limited to certain situations, like the living will, organ or tissue donation, or your wishes not to be revived (resuscitated) if your heart or breathing stops.
Who besides the patient is allowed to consent?
For children or others who are unable to make the decision for themselves, the parent or legal guardian is legally responsible for getting the information, making the decision, and signing the consent form. But that doesn’t mean that the child or patient who is not considered mentally competent is always left out of the process. Some facilities require the assent of older children before they go into a research study, even after the parents have agreed on the child’s behalf. Assent means that, even though the parents sign the form, the child must also be OK with the plan before the facility will do the treatment.
Along the same lines, people who are unable to manage their daily affairs because of impaired thinking or emotional problems might still be able to understand the medical situation and make their wishes known. They should be given information in a way they can understand, and asked what they want to do.
In the event that you become unable to take in information and make your wishes known, another person may be asked to take part in the process of informed consent. There are several ways that person can be chosen.
  • Durable power of attorney for health care -- The only way you can choose the person to make these decisions for you is to set up a durable power of attorney for health care (also called a health care power of attorney). In this case, if you are unable to speak for yourself, the person you chose becomes legally responsible for making medical decisions on your behalf. This person is sometimes called your proxy, agent, or surrogate.
  • Court-appointed proxy -- Another option is a court-appointed surrogate or proxy. This is someone a judge chooses to make medical decisions for you. If you become unable to make decisions for yourself, someone else – such as the doctor, facility, a friend, or a family member – may ask (petition) the court to appoint someone to do it for you. The process varies from state to state.
  • State family agency acts -- Many states have passed family agency acts that choose which family members (in a listed order of priority) may act on behalf of a person who cannot speak for her- or himself. This option may be used if you don’t have an advance directive or court-appointed proxy. Depending on your family situation and which state you are in, that person may be your legal guardian, spouse, parent, child, sibling, or other relative.
A consent form is not needed for simple diagnostic tests and situations in which your actions imply consent. For example, if you see your doctor and allow a blood sample to be taken for lab tests, your consent is assumed because you went to the doctor seeking care and allowed blood to be drawn. At any point, you could change your mind and decide to refuse testing, leave the doctor’s office, or seek care elsewhere. This is different from a treatment that puts you in a vulnerable position or can possibly cause serious harm. You need more information about more risky treatments so that you can weigh your options and consider your risks before making a decision.

Even when there are no other accepted medical treatment options, it’s still your right as a competent adult to refuse a treatment that you don’t want or refuse to be in a study that you didn’t choose. But once you sign the consent form, it’s taken to be a formal, legal agreement that you are OK with the plan or procedure that’s listed on the form unless you revoke (take back) your consent before treatment is given. The doctor or facility will usually give you a copy of the consent form, but they keep the original as a legal record that you agreed to the treatment.
For example, a physician makes a recommendation to a patient for surgery and leaves the exam room. A nurse enters, puts a form in front of the patient and asks if there are any questions. The patient, still absorbing the news that he needs surgery, has no questions and signs the form. The surgery proceeds but does not go as planned. Soon thereafter, the physician is served with a claim for malpractice and medical battery citing, among other issues, a lack of informed consent.

Who wins? The answer is that no one wins.

Whether there is an adverse event that permanently affects the patient’s health or a patient believes he or she was not given all the necessary information, the patient walks away feeling shortchanged and the trust established with the physician is lost. Worst-case scenario, the patient’s health is adversely affected by a decision that would not have been made with better information, and the physician faces years of litigation that will affect the practice and his or her personal well-being.

Informed consent has been referred to in terms of medical ethics and treatment variation, but the task of obtaining informed consent is a practical issue that can be included in process review and regular staff meetings to ensure that providers are protected from malpractice allegations.

Informed consent

Far too often, physicians provide a treatment recommendation and the implications for not following it stop there. And while informed consent is a routine expectation, especially for high-risk procedures and drugs, it generally is not a legal requirement though informed consent requirements vary by state.

These requirements might be enacted by law or could be included in the policy documents of a state governing medical board. They might also be found in case law for malpractice claims. Because of failure to fully appreciate what constitutes effective informed consent and the inconsistency of requirements across the country, it is often not given its due diligence and can become a pretense for doing the right thing in name only with no meaning. Even when a physician believes they have imparted enough information for a patient to make an informed decision, a patient and a jury might disagree.

Informed consent can take two forms: implied or express.

Implied consent is generally associated with lower risk treatments and procedures, such as immunizations. While disclosure must be made regarding benefits and risks of an injection, generally via a Vaccine Information Sheet (VIS), we generally do not obtain signatures before an immunization unless it carries significant side effects or unknown risks. Instead, we rely on the patient rolling up their sleeve and presenting an arm as evidence of consent. In comparison, express consent is more formal. It is evidenced by a patient or guardian/power of attorney’s signature on a form.

While often referred to in varying terms, the elements that make up an informed consent discussion can be broken down into four categories, which should be included on your informed consent form:

Risks: What is the danger from a recommended treatment? Not every potential adverse outcome has to be mentioned but physicians know which outcomes are most likely to affect patients and those should be addressed. For example, a hand surgeon would probably have a more in-depth conversation with a world-renowned concert pianist than the average patient because an adverse outcome would alter the pianist’s career and life in different ways. Groups might want to consider what procedures or routine activities require express versus implied consent and establish a policy to avoid staff and provider confusion. When in doubt, go for the express consent to protect yourself. In theory, if a patient is properly educated, the execution of a signature on paperwork reflecting this should add very little time on the front end but could save years of wasted time in litigation on the back end.

Benefits: What can be gained from the treatment? Or what can a patient realistically expect to achieve from adhering to the prescribed treatment? For example, will a patient’s pain be minimized or disappear? Will life expectancy increase? Are there limitations? A discussion about the likelihood of potential benefits is prudent, and you should also talk about factors that would prevent this patient from falling within the general expectations.

Alternatives: Are there other treatment choices that should be considered? For example, should a patient consider a nonsurgical approach, such as glasses or contacts in lieu of Lasik surgery? Keep in mind that alternatives include pursuing no treatment, which should be included as an option no matter how wrong you might think it is. The issue of cost for various options might be worth mentioning if there is a significant difference, especially for patients with no insurance. There will be varying opinions among physicians about how to handle alternatives, which they might not advise but it is important for physicians in groups to operate uniformly. Conflicts should be resolved within the governance structure of the organization. Physicians should be encouraged to consider their ethical obligations and reach consensus. Physicians can certainly offer options without endorsing them and be as candid as possible with patients.

Consequences: What are the potential implications of a patient’s decision, whether it is to follow a recommended treatment, pursue an alternative or do nothing? This is when most physicians typically are asked, “What would you do?” There is no harm in answering this question, but remind a patient that he or she has to make the decision based on his or her unique situation.

Informed refusal

While some states require signed consent for certain procedures, such as sterilization, the vast majority have few or no rules. Even when not required, an informed consent form is invaluable in defending a malpractice claim. However, an informed refusal form is equally valuable.

An informed refusal form is really just a twist on an informed consent form and while it is not commonly used, it is worth its weight in gold from a defense perspective with a noncompliant patient. The real difference is that instead of acknowledging and accepting the risks of treatment with an informed consent form, a patient acknowledges the risks of not following a physician’s recommendations. The form acknowledges that a patient is choosing an alternative treatment or no treatment at all and any accompanying consequences. These are particularly important with noncompliant patients to demonstrate that they have made educated decisions to not follow provider advice and knowingly accept the consequences.

As frustrating as it can be, competent adults get to make their own healthcare decisions. That word “competent” is key here. Informed consent discussions should occur while a patient is coherent and able to have the discussion. Ideally, the conversation should occur when the patient is best able to understand the information, which might require a follow-up appointment if the patient has just received difficult news or needs a family member present.

Do not initiate this type of discussion after drugs have been administered or when a patient is distraught over a serious diagnosis. That could result in a signed form being declared void for lack of competency at that moment. (It has happened.) Obtaining a signed form at this point opens a physician up to a “he said/she said” argument that can easily be avoided. And while most physicians understand this, it is important to ensure that the team members who assist a physician also understand these guidelines so they do not pressure a patient for a signature after medications have been administered.

If a situation goes to court, a patient might allege that he or she did not understand the conversation or did not have the opportunity to ask questions. While a patient can still make this assertion, a signed form goes a long way with a jury to show that processes were followed. And a jury ultimately decides the issue in a trial situation. If you choose to not use a form and obtain a signature, it is still wise to document the conversation in the medical record. A note made at the time of the discussion bolsters a physician’s account of what transpired. Lawsuits can take years to reach the deposition or trial phase, and if a physician acts as a witness in his or her own defense, citing a written note is more reliable than relying on his or her memory.

Any number of resources can be used in the informed consent process, such as printed patient education materials, websites and videos. Physicians might also use experienced staff to talk with patients and address questions. That team would include a nonphysician provider, nurse, medical assistant or anyone else who a physician believes has the skill and knowledge to discuss treatment options. However, the physician is ultimately responsible for ensuring that the process was properly conducted and that he or she was available to answer any questions. Failure to do so can result in dissatisfied patients, which carries its own ramifications, and it can prompt needless litigation.

See: Weinmeyer R. “Lack of standardized informed consentpractices and medical malpractice.” AMA Journal of Ethics. February 2014;16(2):120-123.

Requirements for Informed Consent

Informed consent is an ethical concept—that all patients should understand and agree to the potential consequences of their care—that has become codified in the law and in daily practice at every medical institution. One of the earliest legal precedents in this area was established in 1914 when a physician removed a tumor from the abdomen of a patient who had consented to only a diagnostic procedure (Schloendorff vs. Society of New YorkHospital). The judge in this case ruled that the physician was liable for battery because he violated an “individual’s fundamental right to decide what is being done with his or her body.” The first case actually defining the elements of informed consent occurred in the late 1950's and involved a question of potential negligence and whether a patient was given sufficient information to make a decision.

The case law and rules pertaining to informed consent have changed over the years and all 50 states now have legislation that requires some level of informed consent. Although the details of these laws vary from state to state, the bottom line is that failure to obtain informed consent renders any U.S. physician liable for negligence or battery and constitutes medical malpractice.

Exceptions are made for emergencies or legally adjudicated mental incompetency or physical incapacity. Several of the common elements required for full disclosure have been summarized by the American Medical Association (Table 1 - below) and other groups representing specialists or quality assurance organizations. For example, federal regulations spell out the minimum requirements for a properly executed informed consent form (Table 2 - below) and state that this form must be in the patient’s chart before surgery. [CFR Title 42] These regulations also stipulate that the information must be given in a language or means of communication that the patient understands. The U.S. government requires interpretation and translation services for individuals with limited English proficiency at institutions that receive federal funding; these regulations also state that informed consent forms must be translated into languages spoken by 5% or 1,000 of a provider’s patients—whichever is less. [Executive Order13166]

The Basic Features of Everyday Informed Consent - [Table 1]
               
The physician (not a delegated representative) should disclose and discuss:
  • The diagnosis, if known
  • The nature and purpose of a proposed treatment or procedure
  • The risks and benefits of proposed treatment or procedures
  • Alternatives (regardless of costs or extent covered by insurance)
  • The risks and benefits of alternatives
  • The risks and benefits of not receiving treatments or undergoing procedures
Source: AMA 1998

What’s Needed on the Informed Consent Form - [Table 2]
  • Name and signature of the patient, or if appropriate, legal representative
  • Name of the hospital
  • Name of procedure(s)
  • Name of all practitioners performing the procedure and individual significant tasks if more than one practitioner
  • Risks
  • Benefits
  • Alternative procedures and treatments and their risks
  • Date and time consent is obtained
  • Statement that procedure was explained to patient or guardian
  • Signature of person witnessing the consent
  • Name and signature of person who explained the procedure to the patient or guardian
Source: Federal Code (Title 42 C.F.R. § 482.51 (b) (2)) Interpretive Guideline A-0392

Which procedures require informed consent? Unfortunately there is no continually updated national list describing exactly when informed consent is required. Again, it varies from state to state and is also influenced by clinician or hospital interpretation of recommendations from professional and specialty groups.

For example:
  • Pennsylvania state law specifically requires that consent be obtained for blood transfusions, chemotherapy, and methadone use as part of a narcotics treatment program. [PA Law Code]
  • Many states have developed specific laws governing breast cancer diagnosis and treatment. [ACS 2007]
  • The American College of Obstetrics and Gynecology has developed detailed guidelines for informed consent issues related to sterilization and carrier testing for cystic fibrosis. [ACOG 2004]
  • Increased levels of institutional quality (e.g., compliance with accreditation standards)
  • Potential time and money savings (or offsets) related to reduced litigation
Thus, based on guidance from staff and counsel, each institution generally develops its own list of surgeries, procedures, or situations where full informed consent is needed. In fact, the Joint Commission (formerly known as the Joint Commission on Accreditation of Healthcare Organizations or JCAHO) has set a standard that hospitals must establish and follow policies that describe which procedures or care, treatment, or services require informed consent. [Joint Commission 2005] One of the first steps recommended is to clarify your institution's policies about when informed consent is required.

Another area subject to local interpretation is exactly how much to disclose. How many potential risks must be described, for example, and how many alternatives must be mentioned? While many states rely on a standard of what a “reasonable physician” would provide or what a “reasonable patient” would need, this still leaves room for interpretation. Most laws describe the need to cover all “material” (i.e., significant) risks. But common sense suggests that not every potential risk can be described in detail and that only the most prevalent and/or serious risks and side effects would be covered. The number and type of complications also may vary widely depending on the severity of the patient’s underlying conditions or comorbidities (e.g., pneumothorax following central vein catheterization may not be life-threatening in a patient admitted for a soft-tissue abscess but could be extremely risky in a patient receiving mechanical ventilation for severe acute respiratory distress syndrome). How can a single form cover both situations? Further complicating the issue, of course, is the fact that there are limitations and variations in the capacity of individual patients to comprehend many of these details—and therefore the information needs to be tailored for each individual.

It is precisely these gray areas in the requirements for informed consent - When is it needed? How much is needed? And how can I make sure the patient understands? - that have opened the door for many of the documented failures of informed consent in everyday practice. (See below: “Informed Consent in Practice”).

One common defensive response to the uncertainties about how much to disclose, for example, is use of “blanket” informed consent forms that contain only boiler-plate generalities that “all potential risks and side effects and alternatives have been explained and understood by the patient.” If such a generic consent form is accompanied by genuine documented education involving appropriate explanation and printed material, this may work. (Attorneys also usually advise clinicians to document the details of this interchange in the patient’s record.)

But on its own, an overly generic consent form without any significant accompanying education, interchange and documentation - that is, a quick request for a signature while the patient is on the gurney - is not adequate. On the other hand, an exhaustive list of all the potential risks may be difficult for patients to understand. (Attorneys reviewing such a list would also likely point out that any omission from such a long and seemingly comprehensive list might be a red flag, and that such a form would therefore need to state that the list is not inclusive. [AMA 1998])

Informed Consent in Practice
  • How often does informed consent work as intended?
  • How do your practices match up to the national norms for informed consent?
  • How does one even begin to measure the “success” of informed consent?
These are complex questions that have been tackled by clinicians and researchers from different settings and perspectives. Many studies have focused on one therapeutic area of interest. Others have analyzed the consent process only in the research setting. And some have evaluated the process in targeted patient groups such as those with low literacy.
Reviewing the results from such studies provides a sense of the problems that must still be overcome in planning for and delivering informed consent in everyday clinical practice. While much of this data comes out of the clinical research setting, many of the broader “lessons learned” in these studies are highly applicable to the setting of everyday informed consent.

Best Practices



Developing an Informed Consent Form

Download this Style Guide template for improving you Informed Consent Form(s).

In summary and based on all of this information, two points stand out:
  1. Patients have a fundamental right and need to receive information, both orally and written, about their care in a manner they can fully comprehend and that will lead to truly shared decision-making, and 
  2. current practices of informed consent are often inadequate and are especially hampered by growing rates of health illiteracy in the U.S. 
A number of studies indicate that improving consent forms and the overall consent process can lead to better patient comprehension and recall. Although the research on improved consent forms has been mixed, some studies have found that when consent forms are improved, patients are more likely to read and understand them before signing. Using a consistent informed consent template as a starting point for the creation of forms for various procedures also appears to improve consistency and quality in the forms. Providing clear and simple information about procedures may also lower patient anxiety levels and increase understanding and recall in a way that produces a more deliberative decision-making process.

However, a clearly written consent form does not guarantee that patients will read and understand them. A properly constructed and clearly formatted consent form is a necessary but not sufficient condition for ensuring that patients read, understand, and remember the information presented. Thus, a variety of other methods are needed to increase patient involvement in the consent process and improve patient comprehension of the information presented. For example, several recent studies show that repeating information to patients in various formats and modes and at different times can strengthen comprehension and recall.





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Tuesday, April 25, 2017

Walking the Social Media Tightrope

Much like walking on a tightrope, participating on social media is a science as well as an art.


People post on social media all the time. They like to post pictures, tag their location when they are somewhere cool and they even like to write about what they are eating. Unfortunately, many people do not see any harm in what they post. For example, below is an example of somebody posting something that they perceived as innocent and, in their eyes, thoughtful:

In an assisted living center, a housekeeper posted a picture of a vision and hearing impaired resident on her social networking webpage, with the caption "This is my friend," along with the resident's first name.

By posting the picture of the resident without their consent, the employee violated HIPAA Privacy regulations. After the violation was brought to the employees’ attention, the employee apologized and immediately removed the photo. She said she was not aware that a person could not do such a thing without the resident's consent. While the employee did not have malicious intent, the action was still a violation of the resident’s privacy.

Social media is a double edged sword. If used properly, social media can be an amazing tool that can be used in many beneficial ways. However, if used improperly, social media can do extensive damage to the user and the organization they work for.

Dangers of Social Media

Use of social media by healthcare professionals can present some challenges and possibly open the door to HIPAA Privacy violation and future liability. Here are some examples of social media privacy violations that have lead to a HIPAA Privacy audit:

  • Posting pictures of patients/residents without their consent
  • Posting a video of a patient
  • Posting a video describing a patient or a patients situation
  • Posting a “selfie” in a restricted area where Protected Health Information (PHI) is visible
  • Writing a post or comment about a patients situation

These social media posts can severely damaging to an organization and to the individual who’s privacy had been compromised. In addition to these actions leading to a HIPAA Privacy audit, these type of social media posts also have a negative effect on the reputation of the healthcare organization. Privacy violations do not go unnoticed by other patients and these privacy violations do cause patients to rethink their trust in their healthcare provider.

As with walking a tightrope, it is very easy to slip and fall into unwanted territory with social media posts.

Beauty of Social Media

While social media can have many negative effects on an organization and patients, it can also be used for some great things. These are some examples where social media can have a positive impact in the healthcare world:

  • Educate followers with various health tips
  • Maximize exposure of an organizations community contribution
  • Give patients a platform for them to write positive reviews
  • Celebrate the accomplishments of your employees (post with their permission)
  • Announce specials, discounts, or new product

There is so much an organization can do with social media that will have a positive effect. However, social media posting in the healthcare industry is like walking a very fine line. When posting on social media, it is important to have established guidelines and policies in writing. This will enable a healthcare provider to safely post on social media without fear of slipping and falling into unwanted territory.

Be sure to take to have documented training on social media for your employees. They need to know the impact their social media posting can have on patients and on the organization itself. In addition, having documented training will help protect the organization against liability if the need arises to discipline an employee for not following social media policies and procedures.

If done right, having a positive social media presence will be very beneficial to an organization. However, it is important to stay on that narrow rope when posting. It can be very easy to move slightly to one side or the other and fall into unwanted post territory.


For more information about safely posting on social media, please watch the following webinar:




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Friday, April 14, 2017

When Doctors Resist Compliance Training

"No doctor, compliance training is not optional"

We often receive calls from clients asking for creative ways or guidance to get the doctors in their practice to do compliance training along with the rest of the office staff. The doctor doesn't have time or just wants to "review" the policies and procedures, which they won't. This seems to be a fairly common thread with compliance training and doctors.
Many offices have similar issues with doctors resisting training and as a medical office manager or compliance training administrator you may need to be less coddling or creative and more firm and direct. 

The bottom line is that HIPAA, OSHA and Medicare do not simply suggest training. It is REQUIRED that ALL EMPLOYEES receive compliance training annually (including management and particularly doctors). They don’t simply recommend this or say if it is convenient but that it is REQUIRED for compliance.

It may be necessary to send a message reminding ALL staff members of this fact and the importance of being in compliance for the safety of patients and staff, privacy issues, the legal requirements and financial/reputation ramifications for the practice as a whole due to violation or non-compliance.

Including the information on specific regulations may be useful to get the message across. For example:

The HIPAA Privacy CFR discussing administrative requirements for training can be located in 45 CFR § 164.530(b)(1) and for HIPAA Security 45 CFR § 164.308(a)(5).

Similar resources for OSHA can be found on the Guide to Compliance with OSHA Standards for Medical and Dental offices website. Note that each standard requires training.

Medicare and most insurance companies also require attestation (to affirm to be correct, true, or under oath) that ALL staff receives Fraud, Waste and Abuse training to maintain receipt of payment.

As for HR and Employment Law, we were recently contacted by a client about an unemployment claim issue. Because of the Doctor making a poor decision they will likely end up paying that unemployment claim when normally they would have been able to contest it. Due to that doctors lack of HR training, his bad decision will now cost the practice unnecessarily. Please see this previous article that spawned from this incident:
The greatest risk to any organization comes from within.


Another key item of importance is that workforce member can't just read over some notes on policies or procedures and be considered "trained". There needs to be a formalized consistent method of training that includes Documentation of the training processes, dates, etc. As the saying goes, if it isn't documented it didn't happen.

Compliance and Compliance Training is not optional and is very crucial to the legitimacy and success of your practice or medical facility. Make these requirements clear to your Entire Workforce as a fundamental part of your organization's culture and a non-negotiable condition of employment at your practice. End of story!




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Friday, March 31, 2017

Your Biggest Liability Is Standing Right Next To You

The greatest risk to any organization comes from within

Donna felt confident that she had terminated Kate's employment with just cause. Within a week of Kate's firing, Donna received notice that Kate filed for unemployment insurance. Donna was surprised with the news. Kate was let go because she was doing something that was against company policy. She was, in the eyes of the organization, steeling and falsifying documentation. Donna thought that not doing these things was simply common sense. During Donna's conversation with the unemployment representative, he asked her a question that stunned her. He asked, "do you have documentation that you trained Kate in these matters?" Donna's reply was very similar to how many others might have replied in her situation, "why would I need to do training on something that is common sense?" Kate began receiving unemployment benefits.

An organization relies on its employees and their productivity. Close relationships are sometimes formed. Even the occasional lifetime friendship is created. Employees are one of the greatest resources to an organization. It is for all of the reasons listed above, and many others, that an organizations biggest liability comes from its employees.

Yes, the statement above is cold and harsh, but so are certain workplace realities. Employees present the biggest risk to an organization. Here are some examples where employees are a liability:
  • Compliance (HIPAA, Medicare, etc) - Employees are human and sometimes their curiosity gets the better of them. They also tend to say or do things that could get an organization in trouble or audited.
  • Harassment - Employees have a bad history of being mean and spiteful to each other. If an employee enters a department where they are either not liked or resented, the other employees will make the unwanted employee's work environment unbearable until they are no longer there.
  • Social Media - People love to vent their frustrations. As it turns out, people now have a way to vent their frustrations about their jobs to the entire world. Employees of any organization are no different. If an employee feels slighted at their job or does not like their job, the world will hear about it.
  • Employment Termination - There is always a level of risk when an organization has to terminate an employees employment. Although the supervisor feels that he or she did everything right, there are times when something unexpected comes back to bite the organization right in the bank account. Here are two facts to remember: 1. some employees will lie and 2. unemployment officers and the courts tend to lean in favor of the employee (particularly if the employer has little or no documentation to back up their side of the story and it boils down to a "he said, she said" situation).
What has been said here is just a taste of reality. However, with that reality, there are things an organization can do to lessen its liability:
  • Training and Documentation - It is vital that an organization deliver training on every topic that is relevant to that organization. No matter how trivial it might appear. Do not assume that people will just know stuff because it's "common sense". In addition, it is critical that there is documentation of any given training. Include the names of the attendees, date, and the topics covered.
  • Policies and Procedures - Having established, written, and communicated policies and procedures will help an organization protect itself from employees who claim that they had no idea this or that was against the organization's policies. Having written policies and procedures will also protect an organization if an audit should occur.
  • Organizational Culture - What does the culture within an organization say about it? For employees, the culture of an organization says a lot. Having an organizational culture where the employees are supportive of one another, where there is a positive attitude, and where new ideas and thoughts are free to flow, helps lessen negative attitudes and bad feelings within the organization. It helps to bring in the right type of person who would fit the culture within an organization.
  • Employment Termination - This goes back to the idea of having effective policies, procedures and documentation in place. For example, if an employee quits, do not ask him or her to come back to the office to train another employee. When an employee quits, there IT access should be cut and they should not be doing any more work for an organization. This should be a written policy and followed the same way every time. Avoid showing favoritism towards employees and be sure that managers/supervisors know to avoid getting too close and personal with their employees. Managers and Supervisors should stay objective and focused on developing the employees in order to help them become more valuable within the organization.
Employees are a vital component to the success of an organization. Your employees will have diverse backgrounds, skills and personalities. However, they are still employees of an organization. Any organization who looses sight of this fact is putting itself at risk.

Organizations should treat their employees well and give them every opportunity to succeed in their position of employment. However, it is up to the organization to protect itself from the liability that comes with employees being imperfect people.



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Thursday, March 16, 2017

Policies and Procedures, Compliance Training and HR

Maintaining Compliance and also Keeping HR in the Loop
 HCSI
In your ongoing efforts to provide an office culture of compliance, it is important to remember that HIPAA requires covered entities to establish and implement written policies and procedures that are consistent with its Privacy and Security Rules.  It can also be important for your Human Resource officer(s) to be involved with HIPAA compliance related issues in the business.

The U.S. Department of Health and Human Services, Office for Civil Rights (“OCR”) has begun its Phase 2 HIPAA Audit Program.  The Program will focus on the policies and procedures adopted and employed by covered entities and their business associates to meet the requirements of the Privacy, Security, and Breach Notification Rules.  Furthermore, if a group health plan is selected for an audit, it would have a very short time to produce its policies and procedures (i.e., 10 business days).  If the group health plan does not comply (for example, because it does not have policies and procedures), the OCR will likely impose corrective measures which could include costly civil monetary penalties.

HIPAA policies and procedures have important functions, including but not limited to:
  • Limiting uses and disclosures of Protected Health Information (“PHI”) to the minimum amount reasonably necessary to achieve the purpose of the use or disclosure;
  • Identifying the workforce members who need access to PHI and electronic PHI (“e-PHI”) to carry out their duties, the categories of PHI that they need, and any conditions under which they need the PHI to do their jobs;
  • Ensuring appropriate protection of e-PHI when it is transferred, removed, disposed and electronic media is re-used; and
  • Ensuring that e-PHI is not improperly altered or destroyed.
However, it is not sufficient for a covered entity to merely adopt its HIPAA policies and procedures.  The health practice office must also:
  • Designate a privacy and security official to develop and implement policies and procedures; 
  • Train applicable workforce members on its policies and procedures as necessary for them to carry out their functions, and apply appropriate sanctions against workforce members who violate its policies and procedures;
  • Periodically assess how well its policies and procedures meet the requirements of the Security Rule; and
  • Designate a contact person responsible for receiving complaints and providing individuals with information on the covered entity’s privacy practices.
There is no template for HIPAA policies and procedures.  Instead employers have the flexibility to design policies and procedures that are appropriate for their size, organizational structure, and risks to PHI and e-PHI.  Furthermore, as employers evolve, so should their policies and procedures.  For example, if an employer adopts a telework policy, it may wish to review whether its policies and procedures appropriately address issues involving remote access.


Summarizing, although not a new requirement, due to new technologies, evolving business and regulatory practices, along with impending HHS audits, employers may want to review their HIPAA policies and procedures to make sure that they are compliant and up-to-date. Many HIPAA policies inherently overlap with Human Resource's duties: training, disciplinary actions and employee health information for examples.
The increase in audits — combined with everything from changes in technology, the addition of a health and wellness program and concerns about hacking — serve as a good reminder why employers should revisit HIPAA training often and collaborate with HR to ensure compliance.

Many of the employers facing fines are healthcare providers, health plans or healthcare clearinghouses (organizations considered as covered entities under HIPAA). But most HR professionals also handle protected health information (PHI) to some extent, which puts them in danger of violating the HIPAA Privacy Rule.

Employers should have a written policy in place about how they handle PHI and designate PHI handlers and a HIPAA privacy officer. The policy should outline what types of information are considered PHI and how employers may and may not use it. It should also include a procedure for handling complaints and a process for employees to file them if they think their privacy rights are being violated.

Employees who may handle PHI should be trained on the dos and don’ts of handling protected health information, especially as it relates to electronic information. It’s vital for the HR team to understand the implications of handling PHI in emails, storing it on the cloud, or communicating about it over other electronic formats. And when discussing matters containing PHI with an employee, it’s important to have a signed HIPAA authorization form for the release of employee health information.

Lastly, the HIPAA privacy officer should review compliance documents and ensure that agreements with vendors who handle PHI, called “business associate agreements,” are up to date. The federal government considers vendors and subcontractors to be business associates if they handle PHI on behalf of the covered entity.

Source(s): http://www.hhs.com, http://www.jdsupra.com, https://www.benefitnews.com, http://www.hcsiinc.com


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Thursday, March 9, 2017

Ethics Training in Healthcare

Having no ethics training within the organization, will put any healthcare professional at risk!

I received a call from a client who was attempting to dispute an Unemployment Claim stating that the employee was terminated for an unethical situation. I asked if the employee ever received documented ethics training, specifically in the particular situation at hand. The client's response was no. As many healthcare professionals do, this client assumed that ethical situations should be understood by all without documented training being necessary. With the requested documented training, this healthcare professional will most likely loose their Unemployment Claim dispute. This entire situation could have been avoided by having ethics training in place.

Ethics is defined as: moral principles that govern a person's behavior or the conducting of an activity.

In the past, moral principles were assumed to be standard among most people. In today's ever changing social world, this is no longer the case. It can no longer be assumed that all employees have the same, or at least, similar moral principles and standards.

There are two major factors that are creating this new dynamic for employers:

  • New Principles/Standards For a New Generation - Baby Boomers and Generation X's have, for the most part, bring a similar set of principles and standards to the workplace. This is not always the case with Millennial's. Many of the Millennial Generation have similar principles as the the previous two generations, however, there is a significant number of the Millennial Generation who do not hold to the same principles and standards as the Baby Boomers or Generation X's. These particular Millennial's have their own set of ethic principles as they see the old ones as "dated" or "behind the times". When they act outside of the assumed principles that have been recognized by previous generations, they do not understand why what they did was wrong. Their actions follow their own set of principles and standards.
  • Dramatic Influx of Unique Cultures - With the recent influx of refugees and immigrants from places that have cultures most people are not familiar with, new challenges will arise within the workplace. Some assumed principles and standards could be unfamiliar with people of various backgrounds and cultures.
Due to the two major factors listed above, and the other factors not listed, it is strongly recommended that all healthcare professionals have established and documented ethics training within their organization. Do not assume anything is "just understood" without formal and documented training. Ethics training should be created based on the culture the organization is attempting to establish or has already established. In addition, having ethics training as part of an organizations' already established compliance training, will only strengthen the employees understanding and desire to follow compliance regulations.

Some employees may feel that ethics training is unnecessary and is a silly waste of time. However, by not having established and documented ethics training in place, an owner is putting him or herself at risk of monetary loss, a damaged reputation, and a decrease in employee moral.

It is the simple things that make a big difference in the success of an organization. Ethics training is one of those simple things that will make a big difference.





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Tuesday, February 14, 2017

Trouble with Compliance Training

Getting your employees to complete their compliance training can be a challenge!

Compliance training is not something that your employees want to take time away from their busy schedule to complete. It is not high on their priority list and they feel like it is a waste of their time. This attitude is very common throughout many healthcare organizations. This type of employee attitude is a dangerous attitude to have within a healthcare organization. I have received many calls from clients asking for help with correcting this attitude within their organization.

Here are two of my suggestions for correcting a poor attitude towards training within a healthcare organization:

  1. Create a Culture of Compliance - When employees see that protecting the health information of the patient is not a high priority for their leaders (doctors, administrators, etc.), then protecting the patients privacy and health information will not be a priority for them either. This type of behavior and attitude will then become part of the organization's culture.
  2. Performance Review - Incorporate the completion of the employee's compliance training into their performance review. If an employee has not completed all of their compliance training, then that will be a negative factor in their performance review.
It is important that all employees (including doctors) complete their required compliance training every year!



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Monday, February 13, 2017

HSCI Interview with Dr. Arlen Meyers of SoPE: Episode 5

SoPE

Today’s show features an interview with Dr. Arlen Meyers, the president and co-founder of the Society of Physician Entrepreneurs, or SoPE.  Lance King, of Healthcare Compliance Solutions Inc. conducted the interview.

Dr. Arlen Meyers, An Introduction

Dr. Arlen Meyers was raised in Philadelphia.  He moved to Colorado in 1976 to attend the University of Colorado and has lived there since.  Dr. Meyers practiced Ear, Nose, and Throat medicine for 40 years.  He started SoPE because he was frustrated with the process of commercializing a
device/process that could optically detect cancer cells.  He realized that other people were probably having similar struggles and so he, along with some colleagues, started SoPE as a way for entrepreneurial-minded physicians and healthcare providers to connect and collaborate.  Dr. Meyers credits a lot of his entrepreneurial spirit to watching and working with his pharmacist father. He learned of and found a love for commercial healthcare at his father’s drugstore, where he worked from the time he was eight or ten years old.

Challenges Faced

Dr. Meyers says that although physicians have always been entrepreneurs, having an entrepreneurial mindset and formally packaging oneself as a physician entrepreneur is a fairly new idea in healthcare.  He defines a Physician Entrepreneurship as the pursuit of opportunities with scarce resources, the goal of which is to create user defined value with the deployment of innovation.  When he first began SoPE, Dr. Meyers’ message fell on deaf ears, essentially because doctors didn’t need to focus on being innovation-minded. They could graduate in the middle of their class, set up a practice, and make more money than most people in the country.  Recently, healthcare providers have realized they need to step-up their game if they’re going to compete in today’s market.
Dr. Meyers says that although it’s more important now to have an entrepreneurial mindset, his greatest challenge still is finding people who have that trait.  He said doctors and healthcare providers need to create opportunities out of challenges and they need to be creative. One of the reasons those people are hard to find is that doctors need to be very good at taking tests and memorizing facts to be at the top of their class. Unfortunately, that doesn’t always translate into creativity; in fact, innovation gets punished in some ways. Dr. Meyers asserts that the industry conveys the message, “We want you to be innovative, but we don’t want to hear about it.”  The Society of Physician Entrepreneurs is a group of people who want to hear about innovations.

Society of Physician Entrepreneurs, or SoPE

The Society of Physician Entrepreneurs is a good fit for healthcare providers who are fed up with certain processes, devices, situations, et cetera and who are able to see innovative ways to fix or improve those things.  It is also a good fit for people who are looking for a different role in the healthcare industry.  Dr. Meyers asserts that creating a process or gadget that delivers value to thousands of patients is just as valuable, if not more valuable, as a physician who sees 40 patients a day for 40 years.
The goal of SoPE is to bring together like-minded people who have ideas on how to deliver value to patients.  The SoPE will help members get ideas to commercialization by providing members with education, resources, networks, mentors, and experiential learning through chapter networks.   Dr. Meyers says that the SoPE is “preaching the gospel of innovation” and the society would welcome anyone who is entrepreneurial-minded to become a ‘disciple.’
It costs $75 per year to be a member of SoPE.  The SoPE provides a chance for physicians, researchers, marketers, patients, attorneys, and anyone else who wishes to provide value to patients through innovation to connect in monthly meetings.  Additionally, the SoPE provides other connection opportunities multiple times a year through virtual meetings with organizations that have similar or compatible missions.  The SoPE is a virtual organization; it has a Board of Directors, Chapter Leaders, and Members. It is completely voluntary and not-for-profit.  Local chapters are led by physicians, but anyone may be a member.  The only thing that matters to the SoPE is the answer to the following question, “How can you deliver value to patients through innovation?”  Anyone who has a good answer to that question is invited to join.

More Information; How to Join

To learn more about SoPE, or to join, please visit www.sopenet.org and look for local chapters.  If there is not a chapter nearby, any innovation-minded physician is welcome to start one in his/her area.  Dr. Meyers has found that the chapters in smaller cities have had great success because of less competition for the same resources.  He says that when chapters hold meetings and connect, things happen.

Final Advice

Dr. Meyers has two final pieces of advice.  First, don’t take advice!  Second, don’t point the finger; jerk the thumb—meaning, cultivate the inner-entrepreneur.  Decide for yourself what you want to accomplish.  Ask yourself if you have a risk-tolerant personality.  Look at your blind spots.  If you’re an employee, find a culture that will allow your entrepreneurial spirit thrive.  If you’re a business owner, create the kind of culture that builds on innovation.

Show sponsored by Healthcare Compliance Solutions.  Please visit our website at www.hcsiinc.com

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