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Medical staff orientation and communication needs

Credentialing Resource Center Connection, April 30, 2009

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Dear credentialing colleague:

Many facilities struggle with orienting their medical staff, not only for initial membership and/or privileges but also for significant changes that may impact their practice. Additionally, timely and effective communication regarding significant changes that impact physicians continues to be an item of discussion in the field.

There are many different ways to orient medical staff members and to communicate updates between appointments. Each organization should evaluate which methods works best for them depending on size, resources, and communication needs.

Examples of initial orientation techniques include:

• A one-on-one meeting or interview with department chief to review expectations as well as department and/or hospital requirements
• Computer-Based Training (CBT) modules which include information related to the hospitals policies, procedures, rules and regulations, infection control standards, safety codes, links to the bylaws, and other important documents
• Paper packets which include pertinent information
• Combination of the above

Examples of ongoing communication and education techniques:

• Physician newsletter (e-newsletter and/or paper based)
• CBT modules— useful whenever new software is implemented (such as electronic medical records systems) or at the time of reappointment for updates on new policies, or refresher CBTs regarding existing policies or rules such as accepted abbreviations or the hospital formulary
• Blast fax and/or e-mail communication regarding important changes

Many hospitals have discontinued general medical staff meetings due to lack of participation and increased communication mechanisms using advanced technology. More and more physicians prefer to have up-to-date information available at their finger tips rather than waiting to receive an update at a meeting.

Organizations should outline the enforcement of training requirements, particularly online training modules, in their credentialing policies as well as their hearing and appeals policy and link them to members’ privileges and requirements. Here is an example of the language to use when outlining those requirements:

The Medical Executive Committee and the Governing Body have approved specific educational training requirements that have been implemented as a requirement for medical staff membership and clinical privileges. New applicants will not be granted membership or privileges until the training requirements have been completed. Current members who fail to comply with the requirements as outlined in the medical staff credentialing policies will be automatically suspended from the Medical/Dental staff. Failure to complete the required training within three (3) calendar months after the date the automatic suspension became effective shall be deemed a voluntary relinquishment of medical/dental staff membership and clinical privileges.

The automatic suspension for failure to complete training requirements is similar to an automatic suspension for failure to meet other membership requirements, such as failure to maintain current liability insurance or failure to complete medical records in a timely manner.

Determining what orientation and communication methods work best for your medical staff is a decision that your medical staff leaders should determine. Medical staff leaders need to consider the needs of their audience (the medical staff), the resources available, the types of training or communication that is needed and which part of these training requirements should be implemented as a requirement for membership. Anything that is not implemented as a requirement for membership can be communicated through the ongoing communication methods identified by your organization, such as an update in the next newsletter.

Remember, clear and effective communication is the key to success!

That's all for this week.

All the best,

Anne Roberts, CPMSM, CPCS

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