Remote patient monitoring is gaining traction in the health IT sector, and an increasing number of hospitals and health systems are adopting this approach to care for patients at home.
Furthermore, the number of RPM services reimbursed may soon increase thanks to efforts led by the CPT Editorial Board and the American Medical Association.
However, the risks associated with this innovative telemedicine approach can lead to data breaches, lawsuits (due to device malfunctions, misreadings, or delays in critical alerts), and serious financial loss.
So how can supplier organizations successfully adopt RPM without running into these and other risks? We interviewed Justin Kozak, life sciences team leader at Founder Shield, a risk management insurance broker, to get his expert guidance.
Ask. In your opinion, what are the three biggest risks facing hospitals and health systems that use remote patient monitoring technology, and why are they risky?
ONE. Remote patient monitoring technology offers huge opportunities in the healthcare industry but also poses many risks. My job is to identify these gaps.
For starters, data security and privacy concerns rank as my #1 threat. Data security is paramount. The problem is: RPM systems collect a lot of sensitive patient information, making them prime targets for cyberattacks.
Hospitals and health systems must invest in top-notch security measures and remain committed to cyber best practices. Otherwise, they will likely make headlines when the next cyberattack or data breach occurs, further eroding trust in the healthcare system.
Next on my list of threats would be the risk of misdiagnosis or missed events. Typically, insurance companies rely on accurate diagnosis and timely intervention to manage costs. While RPM excels at data collection, it lacks the human element of a physical examination.
Misinterpretation of data, relying solely on algorithms to provide alerts, and technical glitches can lead to missed important events or unnecessary interventions. This could lead to higher costs for complications or delayed treatment, affecting insurers’ bottom lines. Perhaps this is more of an “insider” concern, but it could soon become an issue affecting the entire healthcare industry – including patients.
Finally, I worry about overreliance, which will cause problems for patients, health care providers, and stakeholders. In short, we don’t want RPM technology to become what AI has become for so many people, mainly because those who rely on RPM systems can become completely dependent and trusting on other systems. that system.
The human element in healthcare is unparalleled, and even the most high-tech RPM systems need to be tested periodically. However, this concern goes deeper than empathy or compassion for the patient. Incidents, outages and other problems can range from a patient being harmed to a healthcare facility facing legal disputes to an entire industry navigating regulations and laws new around digital systems.
We must nip these problems in the bud.
Q. What can C-Suite executives and technology teams at hospitals and health systems do to mitigate these risks?
ONE. It’s incredible how much influence C-Suite executives have over new technology, even though some may feel like their hands are tied. In fact, leaders can prioritize data security and privacy by investing in solid security measures, such as advanced encryption, software and firmware updates across all platforms as well as conduct regular penetration testing.
The next level of security is rallying the team by training employees and establishing clear data access and usage guidelines. And of course, remember to work with a safe and vetted technology provider. Pro Tip: Look for a proven track record and HIPAA compliance.
When minimizing misdiagnosis and missed events, leaders must establish clear protocols for interpreting RPM data, not to mention investing in high-quality RPM devices and platforms. Algorithms may work for social media, but generating medical alerts is far different and more important than seeing a trending topic.
As I mentioned earlier, direct assessment and reliance on healthcare professionals cannot be overstated. This ongoing support could mean the difference between life and death – the risks are heavy.
Likewise, maintaining regular in-person checks also helps avoid over-reliance and ensures responsible use. Those participating in the RPM system must understand RPM technology as complementary care, not a replacement for traditional in-person care. This mindset is critical to a successful RPM system – and to keeping risks at bay.
Ask. What is your most important advice for hospitals and health systems considering participating in RPM?
ONE. Thank you to any hospital or health system considering RPM technology – let’s look to the future together. My advice to these leaders is to commit to these three tips: 1) Start small and scale, 2) Commit to training, and 3) Partner with experts .
Starting small and scaling up means piloting RPM programs with specific patient groups. Spend enough time fine-tuning your protocols and testing security measures. This “dipping your toes in the water” timeframe will allow you to identify potential issues before large-scale deployment.
Furthermore, this method provides enough information to build a data history and collect feedback from patients and experts. Pilot programs often make great launching pads for more substantial programs, helping you refine your approach.
Tip number two revolves around education. I don’t think this tip will be too foreign to the healthcare industry since continuing education is the norm. Leaders must enable this thinking to be applied to RPM programs, clearly and simply. Stay up to date with data and privacy regulations. Don’t let internet trends get away from you. Knowledge is power, and I know healthcare leaders understand that.
The final tip is mainly to encourage leaders not to tackle this problem alone. As a risk management professional, it’s my job to understand the threats that could hold you back and how to stay protected. We specialize in risk management so you can focus on your own goals.
Healthcare leaders don’t have to navigate the digital terrain on their own. I encourage you to build a strong network of digital experts in cybersecurity, information technology, vendors, etc. This ecosystem will serve you well, ensuring you get the support and guidance to navigate the ever-evolving digital landscape.
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Healthcare IT News is a publication of HIMSS Media.
