Last week, we discussed selecting the right indicators for your physician competency report. Once you have selected the appropriate indicators for each of the six core competencies, it is time to start collecting data, but this can be a challenge for many hospitals with limited data collection...
Credentialing Resource Center Digest - Volume 9, Issue 5
It is always useful to examine and dispel common myths regarding clinical privileges. One of the most common is that clinical privileges are "owned by physicians." Physicians are granted privileges by the board upon recommendation by the medical staff. Many physicians have difficulty...
Credentialing Resource Center Digest - Volume 9, Issue 4
Surprisingly, the role of paid medical management, such as the chief medical officer, vice president of medical affairs, or medical director, is not to manage the performance of physicians on the medical staff. That responsibility lies in the hands of the organized medical staff. Paid medical...
Credentialing Resource Center Digest - Volume 9, Issue 4
In the past, hospitals created their own indicators for evaluating physician performance, but today, they can pick and choose from a plethora of national standards, including those from The Joint Commission (formerly JCAHO) and the Centers for Medicare and Medicaid Services. However, not all...
Credentialing Resource Center Digest - Volume 9, Issue 3
Last week's issue discussed planning an intervention as soon as a physician's performance comes into question. Planning ahead can turn an awkward situation into a productive one, but as with anything, practice makes perfect. Practicing an intervention, whether...
Credentialing Resource Center Digest - Volume 9, Issue 3
Last week's "Ask the expert" column addressed when it is appropriate to use perception data to evaluate physicians' performance. But collecting data on hard-to-measure competencies, such as communication and professionalism, can be difficult. Hospitals can collect active and/or passive...