As a medical staff leader or MSP, if you had to sum up your duties in three sentences, could you do it? Could you also make it sound appealing enough to convince a stranger to move 1,000 miles to take over your position?
Last month, CPRLI discussed the importance of choosing the right hearing panel members to ensure an unbiased hearing process. We covered three of eight best practices to help medical staffs answer questions they should ask themselves throughout the hearing process: “Are we doing...
Credentialing Resource Center Journal - Volume 19, Issue 2
MSPs can help alert medical staff leaders to a potential security risk by telling them about a practitioner who acts abnormally during the credentialing process. Because MSPs process applications for so many practitioners, they know what behaviors constitute normal stress versus those...
Credentialing Resource Center Journal - Volume 19, Issue 1
Satellite clinics are a growing trend, and medical staffs must properly credential and privilege the practitioners who work there. Learn how to easily apply core privileges to these practitioners.
Throughout every step of the hearing process, medical staffs should be asking themselves, “Are we doing everything possible to ensure a fair hearing? If the hospital becomes a defendant in litigation, does it have clear and defendable arguments to uphold the hearing process?”
Minute taking is an art. Too little information in meeting minutes may result in inadequate documentation, whereas too much information can become fodder for plaintiff’s attorneys if the minutes become subject to discovery during litigation.
Credentialing Resource Center Digest - Volume 9, Issue 2
Quality improvement (QI) involves proactively evaluating an organization's functions, services, products, and processes on an ongoing basis and asking how each of those areas can improve. It focuses not only on improving the status quo, but also preventing certain problems from emerging in the...
Credentialing Resource Center Digest - Volume 9, Issue 1
Many medical staff leaders are uncomfortable approaching physicians whose performance has been deemed questionable and often wait until conclusive data or an adverse event forces them into action. Managing poor performance should be thought of as a series of escalating interventions designed to...
Credentialing Resource Center Digest - Volume 8, Issue 50
Develop a customized leadership training program with input from past, current, and potential medical staff leaders. These leaders should identify the most pressing challenges and leadership skills that the training program will address. Category I continuing medical education credits should be...
Credentialing Resource Center Digest - Volume 8, Issue 49
Conducting an intervention with a disruptive medical staff member can be emotionally draining for even the most experienced physician leader. The process is made a bit easier if the leader is prepared.
