Journal of healthcare risk management : the journal of the American Society for Healthcare Risk Management最新文献

Creating adequate safeguards for physical and online locations (e.g., desktop computers, network servers) where protected health information (PHI) may be breached is critical for management within entities compliant with the Health Information Portability and Accountability Act (HIPAA). With the increasing complexity of cyber breaches and budgetary issues, prioritizing which locations require the most immediate attention by top management through a data-driven model is more important than ever. Using CORAS threat modeling and five methods for multi-criteria decision-making, these locations were ranked from greatest to least risk of data breaches. Statistical methods were subsequently used for consistency and robustness checks. The findings illustrate that each type of covered entity under HIPAA must prioritize a different set of locations to safeguard first: health care providers must focus on the security of network servers, other portable electronic devices, and category of others (i.e., miscellaneous locations); health plans must focus on the security of paper and films, network servers, and others; and business associates must focus on the security of category of others, network servers, and other portable electronic devices. Combined with data on the source of the breaches (external vs. internal) and type of threats (e.g., hacking, theft), these findings provide recommendations for risk identification for privacy officers across health care.

Following the American Recovery and Reinvestment Act in 2009, use of electronic health records (EHRs) has become ubiquitous. Accordingly, one should expect most medical professional liability cases to involve review of patient records produced from EHRs. When questions arise regarding who was involved in care of a patient, what they knew and when, or the meaning, completeness, integrity, validity, timeliness, confidentiality, accuracy, or legitimacy of data, or ways that the EHR's user interface or automated clinical decision support tools may have contributed to the alleged events, one often turns to the EHR and its audit log. This manuscript discusses lines of defense incorporated into the design, development, implementation, and use of EHRs to ensure their integrity and the types of EHR transaction logs (e.g., audit log) that exist. Using these logs can help one answer questions that often arise in medical malpractice cases. Finally, there are “best practices” surrounding EHR audit logs that health care organizations should implement. When used appropriately, EHRs and their audit logs provide another source of information to help hospital risk managers, legal counsel, and EHR expert witnesses to investigate adverse incidents and, if needed, prosecute or defend clinicians and/or health care organizations involved in the patient's care.

No-show patient visits should be considered risk events. No-shows impact the quality and continuity of patient care. Missed visits increase health care risks by deferred or missed diagnosis and treatment, and increases costs of care. This performance improvement project proactively implemented a telemedicine system of care during a public health emergency (PHE). The goal was to improve health care access and decrease health care disparities despite emergency management changes in organizational staffing and federal stay-at-home orders. Telemedicine visits also addressed known causes of historically high in-person no-show office rates—lack of transportation, childcare issues, mobility issues, and adverse weather conditions. Despite location in a Hospital Census Tract where 50% of our population is below the Federal Poverty Level, with less access to technology, telemedicine proved to be successful. The Revised Standards for Quality Improvement Reporting Excellence (SQUIRE 2.0) guidelines were the planning framework. The Model for Healthcare Improvement including Part 1 (AIM) and Part 2 (Plan-Do-Study-Act) was used to develop interventions, outcomes, and rationale for use. Data was collected from January 2020 thru March 2022, with 22,831 total scheduled visits (15,837 in-person, 6994 telemedicine). The average monthly no-show rate for in-person visits was 35% compared to 9% for telemedicine visits.

As supply chains experienced disruptions early in the COVID-19 pandemic, personal protective equipment (PPE) quickly became scarce. The purpose of this study was to examine the impact of perceptions of inadequate PPE, fear of COVID-19 infection, and self-reported direct COVID-19 exposure on health care workers. Data to assess distress, resilience, social-ecological factors, and work and nonwork-related stressors were collected from June to July 2020 at a large medical center. Stressors were analyzed by role using descriptive statistics and multivariate regression analysis. Our data indicate that job role influenced fear of infection and perceptions of inadequate PPE in the early phase of the COVID-19 pandemic. Perceived organizational support was also related to perceptions of inadequate PPE supply. Interestingly, work location, rather than job role, was predictive of direct COVID-19 exposure. Our data highlight a disconnect between the perception of safety in the health care setting with real risk of exposure to infectious disease. This study suggests that leaders in health care should focus on cultivating supportive organizational cultures, assessing both perceived and actual safety, and provide adequate training in safety practices may improve preparedness and organizational trust during times of both certainty and crisis particularly for clinical workers with less education and training.

Delivery of healthcare is a complex interaction of patients, healthcare providers, nurses, ambulatory practices, and hospitals. As the model of health care transitioned, free standing physician practices and hospitals have coalesced to form networks of ambulatory practices and hospitals. This change in the model of healthcare delivery presented challenges to provide safe, quality, cost-effective care for patients, with potentially increased risk to an organization. The development and imbedding of comprehensive safety strategies are imperative to the foundation of this model.

Northwell Health, a large health system in the northeastern United States developed a strategy for their Obstetrics and Gynecology Service Line which includes weekly interaction by departmental leadership from each hospital to discuss operations, share concerns and identify potential opportunities to prevent recurrent suboptimal outcomes and improve patient safety. The weekly Safety Call, described in this article is a component of the safety and quality program that has contributed to a 19% decrease in the Weighted Adverse Outcomes Index for the 10 maternity hospitals delivering over 30,000 babies annually within the system since inception. There was also a significant reduction in insurance premiums based on actuarial projections of risk reduction because of the implementation of an Obstetrical Safety Program.

Occupational burnout has become widespread. The syndrome can be especially harmful in health care settings, affecting clinicians, organizational effectiveness, and patient safety. Certain approaches have proven helpful in some cases in combatting the syndrome. The coronavirus pandemic presented physicians with unique challenges, which appeared to have magnified work stress This national survey specifically explored interventions used by health care leaders to reduce burnout and whether these interventions proved effective during a pandemic. We also discuss effective and appropriate organizational measures to reduce physician burnout and its associated risks during crises.

Hospitals seeking to understand patient safety strengths and vulnerabilities in the context of mergers/acquisitions benefit more from a third-party perspective than from a limited internal process. A well-structured and highly-inclusive risk assessment—involving a broad cross-section of interviews—can be key to a successful transition of optimal health care safety during organizational changes.