Medical staff leaders need to communicate with multiple stakeholders-the medical staff, the hospital administration, the governing board, and the community. A comprehensive communication plan must include multiple modalities, approaches, and channels to communication.
Credentialing Resource Center Digest - Volume 8, Issue 42
You should treat proctoring results in the same manner as other peer review findings. You should add them to the physician's peer review file and communicate them to the committee that requested the proctoring.
Credentialing Resource Center Digest - Volume 8, Issue 41
Dear medical staff leader:
Last month we talked about the actions that should trigger a fair hearing and appeal due process.
Let us now talk about and clearly state what actions should not trigger a fair hearing. In general, unless an adverse recommendation pertains to clinical...
Credentialing Resource Center Digest - Volume 8, Issue 41
When concerns regarding a physician’s disruptive behavior arise, the medical staff leader’s first step is to validate any specific incidents. Turn to the data included on the physician performance report. Does the objective data show that the physician’s performance differs significantly from...
Credentialing Resource Center Digest - Volume 8, Issue 40
In the coming months, hospitals around the country will undertake the annual task of selecting medical staff leaders-those individuals who will shape policies, make critical decisions affecting the governance of the hospital, and provide steady leadership to the medical staff.
Credentialing Resource Center Digest - Volume 8, Issue 40
Dear medical staff leaders:
One of the major responsibilities of the medical staff is to monitor and improve physician performance. This means that from time to time we must meet individually with physicians to discuss their performance.
