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Credentialing Resource Center Journal

 
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March 1, 2010   ( Volume 19, Issue 3) view entire issue
 
Don't let conflicts of interest slip through your credentialing process

Chances are you’ve read some news stories about conflicts of interest in medical education. A number of programs have banned industry gifts or industry-funded activities in recent years, such as Harvard University Medical School. Harvard’s new policy went into effect January 1 at its teaching hospitals, including Massachusetts General and Brigham and Women’s hospitals in Boston.


 
A closer look at conflict of interest solutions

The Joint Commission’s Comprehensive Accreditation Manual for Hospitals contains two standards addressing conflicts of interest: 

  • LD.02.02.01: Conflict of interest at the senior leadership level of the organization (i.e., the board, organizational leaders, and medical staff leaders) 
  • LD.04.02.01: Conflict of interest among licensed independent practitioners (LIP) and staff members not at the senior leadership level of the organization

 
Ready, Set, Credential: Reappointment chapter

Healthcare is constantly evolving, and new medical research, drugs, and surgical technologies change how diseases are diagnosed and treated on a daily basis. Patients and healthcare institutions expect healthcare providers not only to be knowledgeable about the latest healthcare advances, but also to be competent in the treatments and procedures in which they specialize. Few patients would elect to have an operation performed by a surgeon who hasn’t made an incision in over a year—regardless of how well-trained he or she may be. To ensure practitioners fulfill their professional responsibility of maintaining currency and proficiency in their areas of practice, laws and regulations require healthcare organizations to implement a reappointment process for medical staff.


 
How to describe your role when you do it all

It’s important for MSPs solely managing a medical staff services department (MSSD) to draft their own job description so that others in the organization have a clear understanding of the role of the MSP. When others in the organization, especially the HR department, have a clear understanding of the MSP’s role, it can lead to a fair salary, due respect, and an evenly distributed workload.


 

 
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Assessing the Competency of Low-Volume Practitioners:
The Joint Commission requires that hospitals verify physician competence using performance data. Yet organizations often have little or no data related to the competency of low- and no-volume physicians. Medical staff leaders are therefore challenged to develop a strategy that guides the hospital's relationship with low- and no-volume providers, and medical staff services departments are challenged to establish systems to verify physician competence. This fully updated book and CD-ROM set offers the necessary tools and strategies for medical staff leaders and professionals to manage the increasing number of low- and no-volume providers and comply with Joint Commission standards.

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