We are going to spend the next few issues of MS Leader Connection discussing the topic of how to have great Medical Executive Committee (MEC) meetings. And the good news is that the principles that are used to make MEC meetings efficient and productive can be applied to other medical staff...
Credentialing Resource Center Digest - Volume 7, Issue 36
Arguably, culture drives behavior and behavior drives results. Therefore, to achieve a truly effective medical staff, physician leaders must proactively mold and lead the medical staff culture so that it simultaneously drives the desired results of physician success and hospital success.
Credentialing Resource Center Digest - Volume 7, Issue 34
Assuming a leadership position has its burdens, as anyone involved heavily in medical staff affairs will readily attest. It is important to be frank and open with physician recruits about the challenges and risks inherent in leadership roles. Clearly articulating these concerns helps new and...
Credentialing Resource Center Digest - Volume 7, Issue 33
What is important to understand about Stark is that it does not eliminate opportunities for appropriate physician-hospital collaboration, it simply requires that such collaboration be accomplished through carefully structured and documented arrangements that are "arms length," transparent, and...
Credentialing Resource Center Digest - Volume 7, Issue 32
The Stark Amendments were created to prevent physicians from referring federally funded patients to a laboratory (Stark I) or more generally to a designated health service (Stark II) in which physicians or their immediate families have a financial interest. These amendments, in conjunction with...
Credentialing Resource Center Digest - Volume 7, Issue 31
With the evolving roles of many of the allied health disciplines, more allied health practitioners (AHP) are being licensed as indepedent practitioners by the state. As a licensed independent practitioner (LIP), the AHP generally functions as a primary-care practitioner and by state authority...
Credentialing Resource Center Digest - Volume 7, Issue 30
Sometimes well-intentioned medical staff leaders limit their effectiveness by confusing disruptive behavior with impairment. If an underlying impairment is the cause of disruptive behavior, our impulse is to heal it by providing a therapeutic intervention. But in many cases, the problematic...
Credentialing Resource Center Digest - Volume 7, Issue 28
The task of creating physician feedback reports has been a challenge for years. There are no official guidelines on what type of data to include or how organizations should collect and calculate those data. And although some medical societies publish benchmarking data for certain procedures,...
Credentialing Resource Center Digest - Volume 7, Issue 27
A physician peer reviewer with a potential conflict of interest is ethically obligated to disclose it to the rest of the peer review committee. The committee will then determine whether the conflict is susbstantial enough that the peer reviewer in question should not be involved in their...
