Medical staff leaders must resolve all doubts about an applicant or reapplicant’s experience, education, training, references, health status, behavior, citizenship, etc.
Credentialing Resource Center Digest - Volume 8, Issue 29
Physicians who understand how organizations use performance feedback reports are more likely to accept them. To secure medical staff buy in, it’s important that the organization take the time to educate the physicians about performance data collection and feedback reports.
Credentialing Resource Center Digest - Volume 8, Issue 29
It is important that your job description detail to whom the physician leader is accountable and for what. This is not always clear at first, and lack of clarity can lead to friction and conflict.
Credentialing Resource Center Digest - Volume 8, Issue 29
By the time a physician leader becomes the president of the medical staff, he or she has likely attended countless meetings-too many to remember. The new leader might have even chaired or facilitated some of those meetings. However, many have chaired such meetings without first being taught how...
Credentialing Resource Center Digest - Volume 8, Issue 28
Following up after meetings is equally important as the meeting itself. Follow-up allows you an opportunity to interact one-on-one with meeting attendees to ensure all communication channels are open, attendees know what is require of them, and all project timeframes are understood.
Credentialing Resource Center Digest - Volume 8, Issue 28
Lawsuits around proctoring generally come from two aggrieved parties: physicians unhappy with the assessments made by a proctor and patients who feel that they were injured as a result of improper or inadequate proctoring.
