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...
Credentialing Resource Center Digest - Volume 9, Issue 3
Medical staffs that achieve tangible outcomes from their leadership training programs are those that quantify in advance their expected return on investment. When determining how much to invest, consider the following statistics: * Adopting a streamlined fair-hearing process could result in the...
Credentialing Resource Center Digest - Volume 9, Issue 2
In the past, most hospitals have relied on clinical data to evaluate physician performance, but more and more organizations are recognizing that skills and knowledge are only a part of what defines a good physician.
