Remote patient monitoring is increasingly in the spotlight within healthcare IT, and the number of hospitals and healthcare systems embracing this approach to patient care at home has increased.
Additionally, the number of reimbursable RPM services could soon increase thanks to efforts led by the CPT Editorial Panel and the American Medical Association.
However, the risks that come with this innovative telemedicine approach can lead to data breaches, lawsuits (due to device failures, missed readings, or delays in critical alerts), and critical financial losses.
So how can provider organizations successfully adopt RPM without being exposed to these and other risks? We interviewed Justin Kozak, head of life sciences at Founder Shield, an insurance risk management broker, to get his expert guidance.
Q. In your opinion, what are the three biggest risks that hospitals and healthcare systems face when using remote patient monitoring technology, and why are they risks?
A. Remote patient monitoring technology offers tremendous opportunities in healthcare, but it also comes with numerous risks. My job is to find these vulnerabilities.
To start with, concerns about data security and privacy are my biggest threat. Data security is of the utmost importance. The point is: RPM systems collect a wealth of sensitive patient information, making them a prime target for cyberattacks.
Hospitals and healthcare systems must invest in best-in-class security measures and remain committed to cyber best practices. Otherwise, they are likely to make headlines in the next cyberattack or data breach, further eroding trust in healthcare.
Next on my list of threats is the risk of misdiagnosis or missed events. It is common knowledge that insurance companies rely on accurate diagnoses and timely interventions to control costs. While RPM excels at data collection, it lacks the human element of a physical exam.
Misinterpretations of data, sole reliance on algorithms for alerts, and technical issues can lead to missed critical events or unnecessary interventions. This can lead to higher costs for complications or delayed treatment, which impacts insurers’ bottom lines. Perhaps this is more of an “insider” problem, but it could quickly grow into a problem that affects the entire healthcare industry, including patients.
Finally, I worry about over-dependency causing problems for patients, healthcare providers and stakeholders. In short, we don’t want RPM technology to become what AI has become for so many people, especially since those who rely on RPM systems may implicitly become dependent on and trust those systems.
The human element in healthcare is unparalleled, and even the most high-tech RPM systems require routine checks. However, this care goes deeper than empathy or compassion for patients. Disruptions, disruptions and other problems can extend from one patient with injuries, to a healthcare practice facing legal disputes, to an entire sector that must navigate new regulations and laws surrounding digital systems.
We must nip these problems in the bud.
Q. What can leaders and technology teams at hospitals and healthcare systems do to mitigate these risks?
A. It’s incredible how much influence C-suite executives can have on new technology, even though some may feel like their hands are tied. The reality is that leaders can prioritize data security and privacy by investing in solid security measures, such as advanced encryption, updating software and firmware on all platforms, and conducting regular penetration testing.
The next level of security is rallying the team by training employees and establishing clear guidelines for data access and usage. And of course, don’t forget to work with a secure and audited technology provider. Pro Tip: Have a proven track record and HIPAA compliance.
In mitigating misdiagnoses 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 very different and more important than checking out a trending topic.
As I mentioned earlier, personal assessments and reliance on healthcare professionals cannot be overstated. This continued support could mean the difference between life and death – such are the risks.
Along the same lines, regular personal checks also help to avoid over-reliance and ensure responsible use. Those involved with RPM systems must understand that RPM technology is complementary care and not a replacement for traditional in-person care. This mindset is essential to the success of RPM systems – and to keeping risk at bay.
Q. What would be your top piece of advice for hospitals and healthcare systems considering getting into RPM?
A. Kudos to any hospital or healthcare system considering RPM technology – let’s navigate the future together. My advice to these leaders is to stick to the following three tips: 1) Start small and scale, 2) Commit to education, and 3) Work with experts.
Starting small and scaling up means testing RPM programs with specific patient populations. Take plenty of time to refine your protocols and test security measures. This time frame for dipping your toes in the water allows you to identify potential issues before a large-scale rollout.
Furthermore, this approach provides sufficient information to build data history and collect feedback from patients and professionals. Pilot programs are usually an excellent starting point for more significant programs, allowing you to tailor your approach.
Tip number two revolves around education. I don’t expect this tip to be outrageously foreign to healthcare, as continuing education is standard. Leaders must allow this mentality to trickle down to RPM programs, plain and simple. Stay informed about data and privacy regulations. Don’t let cyber trends outpace you either. Knowledge is power, and I know healthcare leaders understand that well.
The last tip is mainly to encourage leaders not to tackle this alone. As a risk management expert, my job is to understand the threats that could get you in trouble and how you can stay protected. We specialize in risk management, so you can focus on your own objectives.
Healthcare leaders should not have to navigate the digital landscape alone. I encourage you to build a strong network of digital specialists in cybersecurity, information technology, suppliers, etc. This ecosystem will serve you well and ensure that you have the support and guidance to navigate an increasingly navigate evolving digital landscape.
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Email him: bsiwicki@himss.org
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