What the COVID-19 Vaccine Could Mean for Companies Throughout the Nation

FlexHR

In the past week and a half Pfizer and Moderna have announced their COVID vaccines have proven 95% effective. “It’s just as good as it gets — 94.5% is truly outstanding,” Fauci told CNN.

According to Biopharma Dive, “no vaccine has ever been developed so quickly, never mind manufactured for the world. The goal, at least in the U.S., is to have a vaccine ready for use in some fashion by the end of the year, or early next.”

Although doctors suggest the vaccine may not be readily available for the general public for several months, business owners are already turning to their Human Resources professionals, such as Flex HR, Inc., wondering whether or not they should require their employees to be vaccinated. And if that is legal?

Can Employers Mandate Vaccines?

In short, the answer is yes. The U.S. Occupational Safety and Health Administration (“OSHA”) claims employers can require their staff to get influenza vaccines, for example, but emphasizes that employees “need to be properly informed of the benefits of vaccinations.” Obligatory workplace vaccinations are not a new concept despite the focus of our national conscience. For years employers have included mandatory vaccination programs into their policies and procedures within the company Handbook.

In fact, flu vaccine guidelines have been a part of specific industry policies for a very long time; particularly for healthcare workers. Amy Traub, an attorney with BakerHostetler in New York City, told the Society for Human Resource Management that hospitals and nursing homes, in particular, have a compelling argument for requiring the COVID-19 vaccine given that their employees interact largely with immunocompromised patients.

According to JacksonLewis, “Neither the EEOC nor OSHA has published guidance (yet) on the issue of COVID-19 vaccines in the workplace; however, currently, both the EEOC and OSHA recommend encouraging, not necessarily requiring, flu vaccines.”

What If An Employee Refuses?

It’s inevitable that some workers are going to reject getting the vaccine. Pushback could be for political or religious reasons, medical concerns, or even out of fear. OSHA goes on to explain that “an employee who refuses vaccination because of a reasonable belief that he or she has a medical condition that creates a real danger of serious illness or death (such as a serious reaction to the vaccine) may be protected under Section 11(c) of the Occupational Safety and Health Act of 1970 pertaining to whistleblower rights.” Flex HR, an industry-leading full-service HR firm supporting all HR functions, recommends employers take the time to listen to their employees’ concerns. If an individual opposes receiving the coronavirus shot, allow them to provide an explanation for their refusal of the vaccine. This could include justification of their religious beliefs or a note provided by their medical advisor addressing their medical condition and other health risks.

The Civil Rights Act also compels employers to issue a reasonable protective alternative — such as wearing a mask or allowing employees to work remotely (if possible) — in lieu of a vaccine. However, a worker who objected to a vaccine requirement “for moral or political reasons would not be protected,” CNN Business reported. If an employer puts a COVID vaccination mandate into the company policy as a term and condition of employment and an employee refuses to comply, he or she may even be fired if no accommodation can be made.

Considerations

Before an employer goes to their HR department requesting to add a vaccination policy for their staff, consider these premeditations below when weighing this very controversial decision.

    • Is mandating a vaccine policy really necessary or are there other measures your workplace can take first?
    • Have you required your staff to wear masks in the office, created more physical distance between working spaces, or allowed employees to work from home in order to prevent the spread of COVID-19?
    • Encourage employees to get all vaccinations and be sure their vaccinations are up to date to keep themselves and their co-workers safe.
    • Employers that decide to put a vaccination policy in place should seek HR expertise in adapting this new requirement.
    • Offer flu shots and other vaccinations at no cost to the workforce and even make an on-site location for staff to get during working hours.

Requiring the workforce to receive the COVID-19 vaccine is a tough choice for one’s business. The pandemic has undoubtedly triggered employers to adapt to an unknowing, changing environment. Jim Cichanski, Flex HR’s CEO notes “I know we will receive more direction as we get closer to the arrival of a COVID-19 vaccine. In the past, guidance from OHSA has been to protect your workers and the workplace by allowing employers to demand COVID negative tests before returning to the office. One good piece of advice is to require employees to get tested for COVID. This protocol aligns with providing that safe haven working environment for all staff. Now we await potentially the same type of guidance once the actual vaccine is released.”

When Do Employers Have To Decide?

Employers have quite a few months to make the decision whether or not they will mandate their staff to get the new Coronavirus vaccine. The CDC indicates that the 21 million healthcare workers will be the priority, then followed closely by first responders, teachers, high risk, and over 65 years old. Dr. Moncef Slaoui, chief science adviser for the federal government’s Operation Warp Speed says, “each state will independently decide, taking account the guidance, who to immunize.” He goes on to say “20 million Americans could be vaccinated by next month.” As employers continue to explore all their policy options, they should remain vigilantly prepared, proceed with caution, and obtain expert HR support sooner rather than later.

Jim Cichanski – CEO FlexHR

Engaging business complexities is perplexing enough without the added burden of doing so during a pandemic. Dr. John Cascone, SVP at Flex HR, has commented “many CEOs are reaching out for guidance in an effort to provide sound direction to their management team and employees to keep them safe and productive during this critical period.” Leadership is continually challenged with making effective and balanced decisions for both staff and the organization. Simultaneously all while trying to enforce the company’s core values and safeguarding the well-being of employees. To ease the burden of management, Flex HR experts have created “helpful tips for managing the Coronavirus crisis” online, specifically addressing COVID-19 business impact concerns. For checklists, sample return to work letters, and other essential information for having your staff return to work, contact Flex HR now.

 Thank you for visiting our blog.

 

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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COVID-19 HR Quick Guide for Small Businesses* – FMLA for small Businesses (under 500 Employees)

FMLA for small Businesses (under 500 Employees)

There are several basic different benefits under the provision of the Family First Coronavirus Response Act (FFCRA or Act) and are broken out down below:

General Guidelines:

  • Employers will receive 100% reimbursement for paid leave pursuant to the Act.
  • Employers will get paid for via Payroll tax credits.
  • Businesses under 50 employees can request an exemption to provide the leave under this Act where the viability of the business is threatened.
  • Items in this Act will most likely apply from a date in January that will be defined in the April 2nd completing of the rules.
  • If a business developed a paid leave plan for COVID-19 in the past month, that policy must be exercised prior to using this Act’s provisions (unless overwritten in final instructions).

Paid Leave for Child Care:

If an employee cannot come to work because the employee’s child’s school or daycare is closed, that employee will be paid per the guidelines below:

  • The employer is required to pay this benefit to the employee.
  • The 1st two weeks may be unpaid, or the employer may allow the employee to take PTO, vacation or sick leave this employee has established in regard to the allotted amount outlined in the organization.
  • Thereafter, the following 10 weeks will be paid by the organization at two-thirds of the regular wage, up to $200.00 per day for a total aggregate of $2,000.00.
  • Under guidelines provided on April 2, 2020 the employer will be granted a credit from payroll taxes paid. If there are not sufficient taxes, accelerated payment from the IRS will be available.
  • Details will be available on April 2nd explaining tax credits to maintain the employees benefits during this time.
  • Employers are encouraged to set up a new paid leave code in the payroll system for keeping this expense separate for reporting reasons to get appropriate tax credits.

Paid Sick Leave:

  • Paid Sick leave is permitted if an employee is unable to work because of COVID-19 concerns such as:
  • Quarantine directed by a Doctor or isolation order.
  • Self-quarantine advised by a healthcare advisor.
  • Has symptoms and is seeking medical diagnosis.

 

  • Caring for an individual with an isolation order or advised by a healthcare provider to self-isolate (max payment is $200.00 per day for caring for others).
  • Employer must pay full wages for up to two weeks.
  • Maximum payment is $511.00 per day.
  • Under guidelines provided on April 2, 2020 the employer will be able to take a credit from payroll taxes paid. If there are not sufficient taxes, accelerated payment from the IRS will be available.
  • Details will be available on April 2nd on tax credits to maintain employee benefits during this time.
  • Once again, employers are encouraged to set up a new paid leave code in the payroll system for keeping this expense separate for reporting reasons to get appropriate tax credits.

 

Small Business loan:

  • Not approved yet; however, the Senate has strong details on small business loans that both the House and Senate seem to be in agreement.
  • Loans will automatically be approved as a Small Business Loan.
  • If you keep 90% of your employees without Furloughs or Layoffs, the loan will be forgiven.
  • Loan may be used to pay employees, employee benefits and leases for facilities.
  • Amount is undetermined at this time, although one to two months of operating costs has been discussed.

 

If you must reduce staff:

What is the difference between laying a person off versus a furlough?

  • Furloughs are where the employer agrees to continue to pay both the employee and employer benefits during a set period of time; for example: 2 weeks or even 2 months. Employees should receive a letter from the employer stating the terms and conditions of the furlough including the anticipated timeframe.
  • A furlough timeframe can extend the furlough time. A new letter of terms should be prepared and sent out at that time.
  • A Full Furlough is a complete stop of all work and employees, including exempt employees. Employees cannot do any work including answering email.
  • A Partial Furlough is a reduced schedule. Some examples are working 25 hours a week, or the employee doesn’t come in for the next three days, or work M-W-F etc.
  • For employees with partial furloughs, the employer will need to enter hours at the end of each week through the DOL site (based on the business’s state’s guidelines). The employer should set up an online account for the FID Entity.
  • This data entry of hours work is how the DOL will pay the partial employees their Unemployment payments.
  • Each state may have different guideline so we familiarity with those for each state in which businesses have employees is important.
  • Reiterating that employers are highly encouraged to set up a new paid leave code in the payroll system for keeping this expense separate for reporting reasons to get appropriate tax credits.
  • A Lay-Off not having an employee come back to work for the company. Consider the future months ahead and if that employee is worth bringing back to work. If not, in this case, you would lay the person off. You cut the cord in paying benefits, releasing them for any employee status with your company.
  • Employers ought to set up a new paid leave code in the payroll system for keeping this expense separate for reporting reasons to get appropriate tax credits.

Follow Flex HR’s latest HR advice on the Coronavirus.

Written by Jim Cichanski, CEO, Flex HR, Inc.

jcichanski@FlexHR.com

* Statistics and government guidance are rapidly changing. This is the most updated information as of 3/23/20. 

FlexHR

Convergence: Applications to Ensure Compliance

SharePoint Logo

Have you ever had one of those weeks where your conversations all seem to be about the same type of issue, converging on one theme or course of action?  Well, I just experienced one of those weeks. Then again, it could be the way my mind works, as I continually look for links and connections. Whatever the case, I experienced a very interesting convergence of situations which I believe is was worth sharing.  The week began by talking with one of our consultants, Stan.  He is working with a client that helps companies optimize the benefits of SharePoint.  We are helping this client on several fronts, so the conversation lasted a little longer than usual. Before he signed off,  Stan told me how impressed he is with SharePoint‘s ability to improve communication, collaboration, and productivity for the enterprise.

 

A few days later I was talking with another consultant, Paul, regarding his progress marketing an integrated program/project management software product.  This SAAS product provides a comprehensive solution for franchisers to better manage its business development program.  The program enables management to easily determine the company’s progress toward meeting their goals and gaps at every stage in the process.

 

Convergence occurred when I remembered a conversation the prior week with another consultant, Faith.  She had told me about an adverse situation created when a patient received a new heart, but the system hadn’t been updated to reflect the candidate’s eligibility for a transplant.   That breakdown in the process created a question as to who’s responsible for the $1.4 million approximate costs of the procedure.  Faith explained that this glitch was an administrative error as the candidate still needed the heart and was qualified to receive the transplant, however, an updated authorization wasn’t secured.    I can only imagine how bad the situation could have been if the patient had died, prevented from receiving the transplant due to an administrative mistake.  It occurred to me that the system has a fundamental flaw that can be mitigated with a technical solution.  Faith continued by providing an overview of additional risk and complexity created by Federal Agencies and Laws regulating the Health Care Industry.

 

Federal Agencies and Laws regulating the Health Care Industry

  • Equal Employment Opportunity Commission (EEOC) and Health Care
  • Department of Labor and Health Care
  • Americans with Disabilities Act and Health Care
  • Homeland Security and Health Care
  • Occupational Safety and Health Act (OSHA) and Health Care

 

The mandate of the EEOC is to facilitate good management by ensuring that employment decisions are unaffected by discrimination.  Toward this end, hiring decisions, performance reviews, pay and benefits packages, and other employer offerings should exclude consideration for race, sex, age or religious affiliation (Gómez-Mejía, Balkin, & Cardy, 2016).

The Department of Labor (DOL) mandates that employers are responsible for scheduling, recording and reporting hours worked; including pre- and post-shift duties, scheduled travel time from job site to job site, or travel time related to training or on-site client meetings. Wages and deductions for all hours worked must be monitored and reported.  Overtime must be paid for hours worked exceeding 40 hours in a 7-day workweek.

The American with Disabilities Act (ADA) prohibits discrimination against individuals with disabilities.  The original bill was passed in 1990 and amended in 2008 with clarifying definitions.  If the applicant or employee is qualified for ADA purposes, reasonable accommodations must be made for the employee.  ADA provides guidance as to when and how applicants or employees may be asked about their medical condition or requirements for a medical examination.

Homeland Security relies on the health care community’s readiness to respond to disasters, natural or man-made.  Preparedness depends on staffing and training.

The Occupational Safety and Health Act, (OHSA) was passed in 1970 in response to the deaths of 78 coal miners working under questionable safety conditions.  Medical practitioners are exposed to a wide range of workplace hazards. Today, the health care and social assistance sectors experience more worker injuries and illnesses than any other industry.

These regulatory requirements, whatever the justification or good intentions, have injected additional complexity and risk into the Health Care Industry.  Failure to comply with these regulations may result in fines, litigation costs, lost contracts, and damage to brand equity.  Proactive expenses include continuing education to help employees stay current with relevant changes in laws and regulations.  Ignorance is no excuse for non-compliance and it can be costly.

In years past, we were left to devise elementary processes to ensure compliance with legislation and its mandates.  Today, however, we have powerful technological alternatives.  More to the point, technical solutions are readily available to help minimize risk and ensure compliance.  Share Point is one of several tools worth consideration.  The question is how to know which application to select?  This is where professionals can be of tremendous value.  Credentialed, seasoned experts are available to advise us on evaluation, selection, and the implementation of alternative platforms.  A professional fee for services is much less costly than a civil crime for a legislative error.

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

Author of: Fighting Alligators, Job Search Strategy For The New Normal

 

Reduction in Force; Challenges and Opportunities

While engaged in recent networking activities I became acquainted with a Senior Consultant assigned to the Atlanta office for a National Outplacement Company.  He had heard about ITB Partners and wanted to learn more about our program.  During our discussion, I asked about their activity level, given that the economy has improved, and unemployment had reached a historic low.  I was somewhat surprised to learn that their business was still strong.  He said that, notwithstanding the strength of the economy, many companies are reorganizing their workforces to better serve their customers and achieve a competitive advantage.  I found this interesting and made a mental note to explore the issue further as I thought it would be a good topic for an article.  Two weeks ago, my health-care-consultant-friend and colleague, Faith told me that she had just finished an engagement to help a client through a major reorganization.  That triggered the memory of my conversation with the Outplacement Consultant so I asked her if she would like to collaborate on a blog post.  I find it interesting to learn how large companies endeavor to maintain a competitive advantage as we transition further into the Digital Age.

 

Executing a restructuring program is a complex endeavor that includes the risk of lawsuits and unintended consequences.  The risk profile increases with the scope of the program and the number of employees affected.  To minimize risk, major companies create a comprehensive plan that justifies the business case for the reorganization; evaluates alternatives to achieve their goals; and establishes criteria for employee termination or reassignment.  The Corporate General Counsel is a key player to ensure compliance with Federal and State Laws.  Additionally, the plan will include an analytical process to ensure that the impact of the reorganization doesn’t disproportionately affect protected classes of employees.  A labor economist can perform this role.  The written plan and documentation of the reorganization is necessary if required to defend a lawsuit.

 

Experts in the field of Corporate Reorganization advise their clients to think creatively when considering a reduction in force.  This intrigued me as I’ve witnessed the failure of many reorganizations.  Often, projected benefits were never realized as they were offset by lost productivity and poor customer service, ultimately dampening brand value.  From my perspective, lost institutional knowledge wasn’t adequately considered which led to subsequent re-staffing, including a certain number of rehires.

 

Talking this over with Faith, she told me that her client had set an objective for a 10% reduction in workforce (RIF) and process improvement realignment (PIR) effective January 1, 2020.  The median years of service for their Care Advocates are eight years.  During those years they’d learned how to navigate internal systems and politics, providing maximum value to the company and its clients.  In response to the directive, the client wants to ensure that their Care Advocates are happy and fulfilled in their current position.  Furthermore, they want to retain their institutional knowledge to the extent possible.

It is essential that their employees are engaged and thriving as that brings about the best patient outcomes.  People thrive when they can contribute and receive value.  The most significant contributors are those who feel appreciated and part of a greater good. They identify with the organization and what it’s trying to accomplish. It means the organization functions efficiently, with higher productivity and lower cost.  So, it’s imperative that employees are in the right position and feel appreciated for the effective use of their talents.

Faith said the RIF/PIR process began by offering all employees an opportunity to take personality profiling diagnostics to unlock suppressed interests.  This information helps dedicated Senior Recruiters direct them to opportunities in other departments.  These Recruiters will connect them with other hiring managers and inform them of relevant postings on internal job boards.  A structured communication strategy was designed to keep the Care Advocates informed of the status of the plan.  Finally, Care Advocates receive assistance if they want a severance package to seek opportunities outside the organization.

To summarize, Faith said that corporate realignments can be challenging.

Management is well advised to minimize risk by retaining as much institutional knowledge as possible.   Employees should ensure they are contributing to their position and to the overall mission, vision, and values of the organization.  If they lack a personal sense of fulfillment, they should consider looking for other positions inside or outside the organization.  The Health care sector embraces change.  Motivated employees should do the same.

For further reading on Restructuring and Reduction in Force, check out these articles.

https://stephanierthomas.blogspot.com/2010/02/planning-and-executing-reduction-in.html

http://www.klgates.com/files/upload/Presentation_RIF.pdf

Thank you for visiting our blog.

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

Author of: Fighting Alligators, Job Search Strategy For The New Normal

 

 

An Effective Communication Strategy for Very Large Companies

Contributed by Faith Johnson

 

In my work as a Health and Wellness Consultant, I can attest that healthcare organizations can be organized in unique configurations.  Each configuration requires a communication strategy that melds with their design.  In my experience, the Global, Fortune Five Hundred, hierarchically structured company suffers the most challenging communications dilemma.  Consider, hundreds of thousands of employees with different grade levels, or rank, associated with unique responsibilities, communicating through a pyramid structure from multiple locations and time zones.  Organizations of this size and scope employ Subject Matter Experts, Medical Directors, Clinicians, and Clinical Account Executives. Many aren’t in geographic proximity to hold face to face meetings but are expected to collaborate and serve the client.  To be successful, these companies must be structured to support their mission.

How does an organization with a global footprint direct a massive number of employees, who may never meet face to face, yet serve thousands of clients effectively?   How does that company hold their employees accountable for peak performance while delivering the health care requirements for its customers?  Clearly, a supportive organization structure with an effective communication strategy is required.  These companies have learned that the best way to serve their customers is accomplished through “team” work.  They organize themselves into account teams, project teams, sector teams, task force teams and the one-on-one manager-employee team (Buchbinder & Shanks, 2017).  Typically, clients have more than one team serving them.  Some are client-facing with direct reporting responsibilities.  Others are more analytical, working behind the scenes organizing data for monthly placemats, and quarterly and annual medical cost action plan presentations.  Some are ongoing through the life of a client while others are ad hoc.  So much more can be accomplished through collaboration, brainstorming, or building a document that shows the strategies discussed and next steps.  The Team Model has proven to be the most effective organization structure for these companies.

If the Team Model is the organization structure of choice, what is the best communication strategy for this model?  Little is accomplished through email alone.  Asynchronous communication can be riddled with inefficiencies and subject to misinterpretation.  There is also the time lag for team members working in different time zones.  Activities are ongoing for any given project.  The potential for emails to be missed or taken out of sequence slows the process increases tension, and delays project completion.

 

The most effective communication strategy for this organization is the use of multiple threads.   On-site in person, virtual meetings, and a combination of these methods are the most effective modes of communication.   Local team members may schedule a time to be in a room together and conference in remote participants.  This meeting format is the most prevalent because it is the most effective.  A follow-up meeting is scheduled immediately, using an electronic meeting invite with all relevant information embedded.  This ensures that the entire team has all the information in one location.

 

Video Conferencing allows teams to work effectively on electronic documents and spreadsheets, and Clinical Data Warehouse reviews.  It is a feature that can be offered for virtual meetings.  This technology enhancement tool is a resource used with internal as well as external partners.   It allows us to forensically go through clinical cases, audit performance metrics, and share critical information with clients about their members.  By employing available technology, distance is no longer an issue.  Team members traveling for one client can take a call for another client to review a document while sitting in the airport waiting to board their next flight.

 

The effectiveness of this communication strategy is validated by internal and external ratings, client satisfaction scores and renewed contracts.  When internal and external partners are pleased with the modes of communication inefficiencies are minimized, errors are reduced, and productivity is increased.  Job Aids are created with these types of communication workflows to further support the effectiveness of collaborative communication.

Large, decentralized, global companies that interface with their customers via teams need a multi-faceted communications strategy to ensure that all constituents are on the same page, working toward a common goal.  Fortunately, technology allows this company model to provide seamless communication to serve their internal and external partners well.  It is the perspective of this consultant, that effective communication is carried out every day in these organizations.   If this communication strategy works for a major global corporation, imagine what it can do for smaller companies with limited resources.

Thank you for visiting our blog.

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

Author of: Fighting Alligators, Job Search Strategy For The New Normal

 

 

Ethical Issues of the Market for Organ Transplants

Contributed by Faith Johnson

There are approximately 114,000 people wait-listed for an organ transplant in the United States.  Another person is added to the list every 10 minutes.  When one considers an aging population in a co-morbid state, it’s understandable that 20 people die waiting for a suitable organ transplant every day (American Transplant Foundation, 2019).  Is everyone in need of an organ transplant treated fairly?  Can money or social position move one up the list?  There are ethical ways to get closer to the top of the list.  In the United States, medical necessity, location, and compatibility can improve one’s position. If a potential recipient feels they aren’t moving up fast enough there are options, some more legal than others.

The World Health Organization (WHO) has identified 91 countries where kidney transplants are performed.  In 2005, 66,000 were performed globally (The State of the International Organ Trade, 2019).  The selection of who received these organs varies based on their national situation, availability of organs, health care cost, and technical capacity.  While most think of organ donation as coming from a deceased (brain dead) person, many come from live donors facilitated by a medical doctor.  Some of these live donors sold their organs.  Web sites offer transplant packages ranging in price from $70,000 to $160,000 (The State of the International Organ Trade, 2019).

Twenty-five percent of live donors are not biologically related.  About 6,000 of these donations occur every year (American Transplant Foundation, 2019).  Buying and selling human organs for transplant, known as Transplant Tourism, is illegal in the United and most other countries.  However, due to growing demand, an international black market is thriving to provide organs from both live and deceased donors.  Up to eight lives can be saved through a deceased donor, and more than 100 lives enhanced through tissue donation (American Transplant Foundation, 2019).  So, it is easy to see how profitable it can be for those who work as brokers in a somewhat subversive industry.

The American legal and health care structure is designed to protect donors through articles such as informed consent or a Living Will, where a person can put their final wishes in writing to be carried out by family members or an Executor   Outside the protection of the United States, the situation is questionable.  Many of these donor transactions are carried out by medical doctors who supposedly have the best interest of the patient in mind.  At times, they work with facilitators in the recipient’s country of origin.  As cited in The State of the International Organ Trade, the Taiwanese Department of Health revealed that 58% of 118 patients interviewed said their transplant surgery was facilitated by their doctor.  There are other notations of donors and recipients from different countries going to a third or neutral country to have the procedure performed.  In 2005, approximately 12,000 kidney and liver transplant procedures were performed in China with organs harvested from executed prisoners.  There wasn’t any notation of consent being part of the process (The State of the International Organ Trade, 2019).

Transplant tourism is a global issue that will require a global solution.  Collaboration and legislation among the participating countries to identify and monitor transplants are needed.  Seven countries including the United States have been identified in a report by Organs Watch as organ-importing countries.  The other countries identified are Australia, Canada, Israel, Japan, Oman, and Saudi Arabia (The State of the International Organ Trade, 2019).  The Human Organ Transplantation Act of 1994 was put in place to ban organ trade.  We need international human rights Legislation including monitoring by governments of any country that allows organ importing to be part of the legal defense.   Amendments should be made to the Affordable Care Act to allow employers to exempt coverage to employees who have been organ recipients, domestically or internationally, that were non-compliant with benefit plan requirements.  Also, Medicare and Medicaid would not provide coverage for these organ recipients so they would not qualify for disability benefits.  International deceased or incarcerated donors should have legal protection to ensure that they or their families are aware of their organ contribution.  Tighter controls are needed to reign in private transplants of questionable origin.

The world is filled with health dilemmas, including transplants.  A shortage of compatible organs has added another layer of complexity to the equation.  As the co-morbid state of an aging population continues to grow, so will the deficit of organs needed to bring better health to those in need.  A communication campaign to raise awareness of the benefit of organ donorship is long overdue.   If more people allowed their organs to be harvested at the time of death, a shift in the supply of viable organs may occur.  One might see it as the recently deceased living on for years to come through the gift of their organs.  A larger supply of organs available legally, coupled with tighter controls and Legislative compliance, could bring about a positive shift in organ transplantation.

Thank you for visiting our blog.

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

Author of: Fighting Alligators, Job Search Strategy For The New Normal