When it comes to medical staff peer review, few areas are stickier than conducting ongoing professional practice evaluation (OPPE) for low- and no-volume practitioners. Medical staffs already struggle to collect data from numerous sources...
Physicians who are elbow deep in their hospitals’ electronic clinical data systems may finally be recognized for their efforts to improve the quality, safety, and efficiency of patient care. The American Medical Informatics Association (AMIA) is advocating for the...
About 60% of practicing physicians will experience burnout at some point in their careers, says Michael Krasner, MD, associate professor in the Department of Internal Medicine at the University of Rochester in New York.
There is no magic formula to help hospitals determine which leaders to compensate and how much. One facility could compensate the medical staff president $50,000 per year but not compensate any other leaders. Another facility could compensate the medical staff president $30,000 per...
Since the Health Resources and Services Administration (HRSA), a division of the U.S. Department of Health and Human Services (HHS), issued changes to Section 1921 of the Social Security Act in January, the credentialing world has been in a flurry. The changes require state licensing agencies to...
Do your hospital governing board members understand why peer review is such a contentious issue among physicians? Can they map out the credentialing process? Have they read the medical staff bylaws? For many hospitals, the answer to these questions is “no,”
Community hospitals don’t have to invite physicians to be owners to reap the benefits of physician-hospital alignment, quality patient care, and cost savings that physician-owned facilities experience.
In a series focused on how professionals in the medical staff services industry are overcoming unique COVID-19 challenges, Medical Staff Briefing is sitting down with physician leaders, MSPs, quality professionals, educators, and consultants across the country to hear about their experiences....
The foundation of the Physician Performance Pyramid, as described in Part 1, is to appoint competent physicians to the medical staff. The more time and effort that is spent here, the easier the rest of the medical staff leader’s job will be. If not enough time is devoted to selecting competent...
Managing the performance of disruptive physicians is rarely accomplished with a single intervention. When responding to professional misconduct, physician leaders should follow a policy of intervening early and often. Follow-up with a practitioner should occur in the immediate wake of an...
