OMSS Education - Medical Staff
--Free for AMA members; $30-45 for non-members.
View webcast -- Note: CME credit is no longer available for this program.
Faculty
- Jay A. Gregory, MD
- Tucker Bonner, FACHE
- Elizabeth Snelson, Esq.
Description
The Joint Commission Board of Commissioners (BOC) unanimously approved the proposed revisions to accreditation Medical Staff Standard MS.01.01.01, formerly known as MS.1.20, on Friday, March 12th. The BOC also approved March 31, 2011, as the date for implementation, which means that the standard will be surveyed for compliance beginning April 1, 2011. MS.01.01.01 is designed to contribute to patient safety and quality of care through the support of a positive working relationship between a hospital's medical staff and its governing body. The revisions are based on the work of an 18-member task force representing the American Medical Association, American College of Physicians, American College of Surgeons, American Dental Association, American Hospital Association, Federation of American Hospitals and the National Association of Medical Staff Services, as well as hospital trustees and medical staff attorneys. The OMSS feels there is a need to provide an education program for the AMA House of Delegates to explain the impetus for the changes, highlight the key provisions, discuss their impact on the quality and safety of care and the relationship between the medical staff and the governing body. The program will give physicians a straightforward understanding of the standard and its requirements. The Faculty consisting of an AMA task force member, AHA task force member and medical staff legal counsel will provide not only a balanced perspective, but some practical advise.
Learning Objectives
- Explain the key revisions to accreditation Medical Staff Standard MS.01.01.01.
- Discuss the impact on the quality and safety of care and the relationship between the medical staff and the governing body.
- Illustrate how to comply with and implement any required bylaws changes.
CME credit is no longer available for this program.
Faculty
Rosalio Lopez, MD
Description
As Health Care Reform continues to evolve and change, hospital medical staffs will inevitably change. In order to effectively perform in the shifting environment and to ensure patient safety and quality of care it is critical to organize your medical staff accordingly. In this educational program you will be armed with the knowledge to organize your hospital’s medical staff based on both consumerism and patient safety. This program will demonstrate how to compete and get organized in today’s challenging environment in order to successfully perform as physicians and provide quality care to your patients.
Learning Objectives
- Discuss how to organize your medical staff in the current environment.
- Demonstrate how your medical staff can compete in today’s healthcare setting.
- Create effective strategies to ensure patient safety and quality of care.
CME credit is no longer available for this program.
Faculty
Bruce E. Murphy, MD
Description
The patient-physician relationship is at the heart of medicine. This sacred relationship is the cornerstone of physicians’ practices’. According to the Arkansas Supreme Court in Baptist Health vs. Murphy, 365 Ark. 115, 131, 226, S.W.3d 800, 813 (2006), “the relationship is forged in trust, confidence, rapport, and intimate knowledge. Dr. Bruce Murphy and the other plaintiffs testified that the relationship develops over time, through the care and treatment of chronic conditions and traumatic medical emergencies, with the physician learning the patient’s history and exercising professional judgment in evaluating the patient’s complaints and treating the patient’s ailments.”
The Baptist Health, Arkansas, economic credentialing policy, which was adopted in 2003, was successfully challenged by Dr. Bruce Murphy, 11 other members of his practice, the American Medical Association (AMA) and the Arkansas Medical Society (AMS). This policy allowed the hospital system to interfere with the patient-physician relationship by denying hospital-admitting privileges to medical staff members based on their financial interests.
This educational program will provide an overview of this specific case and the experience Dr. Murphy and his partners faced confronting this challenge. The importance of the patient-physician relationship will be discussed as well as the economic credentialing policy. Finally this program will arm physicians with the knowledge and skills to confront a difficult challenge a medical staff may encounter.
Learning Objectives
- Discuss the importance of the patient-physician relationship in relation to a legal case.
- Describe a Medical Staff Economic Credentialing Policy
- Explain a landmark lawsuit.
- Identify strategies to stay unified and focused as a group.
CME credit is no longer available for this program.
Faculty
Elizabeth A. Snelson, Esq.
Description
The American Medical Association (AMA) Organized Medical Staff Section (OMSS) represents medical staffs across the country. As a physician member of your hospital's organized medical staff is critical to know how you are protected and what your rights are within your medical staff bylaws. Where do you stand as a physician member of an organized medical staff? Do you know your rights? Are you concerned about your future practice in the hospital? As a leader, can you answer these questions for your colleagues in your organized medical staff? This program will provide you the necessary knowledge and tools needed to protect yourself as a physician member of your organized medical staff.
Learning Objectives
- Describe what the law provides for physicians within the organized medical staff.
- Discuss what physicians need to both look for and watch out for in their medical staff bylaws.
- Illustrate how physicians can protect their rights within their hospitals' organized medical staff.
- Distinguish what to expect from accreditation and health policy trends regarding your medical staff membership.
CME credit is no longer available for this program.
Faculty
Paul Schyve, MD
Description
The organized medical staff is a critical component of the leadership of a hospital. The medical staff leaders, members of the governing body, and the chief executive officer (and other senior administrators) comprise the leadership that is responsible for the quality and safety of care provided within the hospital. Only by these three groups working together can high quality and safe care for patients be achieved. The Joint Commission's newly revised chapter of standards for Leadership - which became effective January 1, 2009 - is designed to facilitate this collaboration.
Learning Objectives
- Define the role of a hospital's leadership in achieving quality and safety in patient care.
- Identify the shared and individual responsibilities of the three leadership groups for patient safety and quality of care.
- Illustrate the mechanisms for achieving collaboration among the three leadership groups.
- Determine the importance of a hospital-wide culture of safety and the role of the organization's leadership in its creation and maintenance.
View webcast to earn 1.5 AMA PRA Category 1 CreditsTM
Faculty
Elizabeth A. Snelson, Esq.
Description
Hospitalists aren't the only ones becoming employed with the hospitals; increasingly, physicians seeking shelter from the hassle factors of private practice or needing coverage after malpractice insurance evaporates or believing that hospital employment will provide a more livable lifestyle are being hired by hospitals. Should the medical staff treat employees differently from the "unemployed" physicians? Can the medical staff sort out the conflicts of interests of physcians whose relationship with the hospital is primarly financial? How are credentialing, hearing rights and other peer review issues affected? Should employees serve in medical staff leadership? These issues and more are critical to those who are not employed with the hospital. Organized Medical Staffs need to be aware of the conflicts of interests that are presented with these two groups.
Learning Objectives
- Identify the conflicts of interest issues that are presented by hospital employment of physicians.
- Explain how to adjust bylaws to address physician employment.
- Demonstrate why self-governing medical staff is more vital than ever for both "employed" and unemployed" physicians' patients.
CME credit is no longer available for this program.
Faculty
- S. Jay Jayasankar, MD
- Elizabeth Snelson, Esq.
- Robert A. Wise, MD
Description
Peer review is an essential tool in maintaining patient safety and quality of care: through learning and evaluating a physician’s past performance. In this program Dr. Jayasankar will discuss the Massachusetts Principles of Peer Review, of which many were adopted by the American Medical Association (AMA). This information will provide physicians with a guide to developing standards for peer review programs in their hospitals. Dr. Wise will introduce and discuss the Ongoing Professional Practice Evaluation (OPPE) and Focused Professional Practice Evaluation (FPPE), The Joint Commission’s standards on peer review. Finally Ms. Snelson will present information to aid physicians in understanding peer review pitfalls and to educate them on the legal problems surrounding peer review within hospital medical staffs.
Learning Objectives
- Apply the work of the Massachusetts Medical Society to develop appropriate parameters for medical peer review.
- Define The Joint Commission’s standards on peer review by organized medical staffs in hospitals.
- Discuss the pitfalls and legal problems surrounding peer review and educate practitioners on effective peer review processes.
Download lecture materials:
View webcast -- Note: CME credit is no longer available for this program.
Faculty
Michael J. Schoppmann, Esq.
Description
Physicians have become become accustomed to facing threats such as Medical Malpractice. However, there are an increasing number of issues arising that are detrimental to physicians and their practices. This program is designed to provide physicians with a new perspective on the these growing threats, and how to effectively, and immediately, risk manage them. Specifically, topics rang from the new tactics of Licensing Boards, the “False Labeling” of physicians, “Sham Peer Reviews” and through to the exponential increase in Work Place Claims (Sexual Harassment, Hostile Work Environment, etc.). This program is designed to fundamentally change, new difficulties to their practice of medicine and how to dramatically reduce the career threatening risks attendant to each of them.
Learning Objectives
- Identify practical hands-on changes to your methods of practice to effectively address threats and manage risks toward your career.
- Develop a decrease in the risk of financial audits by public and/or private payers (Health Plans, Medicare, Medicaid, etc), investigations by state licensing authorities, claims by employees, and credentialing actions by your hospital medical staffs.
View webcast -- Note: CME credit is no longer available for this program.
Faculty
- Michael J. Schoppmann, Esq, Kern Augustine Conroy & Schoppmann P.C.
- Elizabeth Snelson, Esq., Counsel to Medical Staffs
- Robert A. Wise, MD, The Joint Commission
Description
Disruptive Behavior amongst physicians and other health care professionals in hospitals impacts patient safety and the quality of care that is provided and has increasingly become an issue in the present healthcare system. In response, The Joint Commission has created a new standard that took effect in January 2009. This new standard, will require hospital administrators to adopt codes of defining disruptive behavior against the codes of conduct and developing procedures to invoke discipline. In this program Dr. Wise will discuss the new Joint Commission standard on Disruptive Behavior. Mr. Schoppman will describe the consequences to physicians when faced with disruptive behavior allegations. Finally Ms. Snelson will discuss methods for addressing disruptive behavior for Organized Medical Staffs to incorporate in their written processes.
Learning Objectives
- Define The Joint Commission's leadership standards regarding disruptive behavior.
- Demonstrate what can happen to physicians facing disruptive behavior charges.
- Illustrate and educate physicians on issues surrounding disruptive behavior and medical staff processes to effectively address these concerns.
Download lecture materials:
CME credit is no longer available for this program.
Faculty
- Molly Sandvig, JD
- John R. Harvey, MD
Description
How we provide and how patients receive healthcare today is changing rapidly. Answers to the questions of who controls growth, how and to whom money is distributed, and most importantly who influences patient care are shifting – and rightly so. The small but influential physician owned and operated hospital industry is playing a dramatic role in that shift and will continue to do so no matter the format, with strong, independent physicians leading the charge.
Learning Objectives
- Describe the status of the physician hospital industry and projections for its future.
- Distinguish how physician hospitals in partnership with tax-exempt, general hospitals are creating an integrated approach to healthcare, allowing for better physician-hospital relations and long term success for all involved.
- Assess out how physicians in this industry are making a difference in patient care, hospital performance, and community and industry involvement.
Download lecture materials:
CME credit is no longer available for this program.
Faculty
- Howard Lang, MD
- Tom Curtis, JD
- Frank Gamma, JD
Description
We must develop organizations that preserve physician autonomy in a world where medicine has come to be dominated by large corporations. The centerpiece of any healthcare delivery system is the physician-patient interaction, physicians should form organizations that support those interactions and reject the notion of patients as money-winning or money-losing biological structures.
We have the opportunity to recreate the relationships between medical staffs and hospitals. This new paradigm consists of removing the medical staff from the organizational structure of the hospital and declaring the entire organization independent of the hospital.
Physicians would identify with community or regional physician organizations. The organization would not be tied to any one hospital, but instead offers ownership and participation to physicians at any hospital within the relevant service area. The hospitals in the relevant service area would contract for needed patient services with the community or regional physician organizations.
Learning Objectives
- Discuss factors that lead to increased tension between medical staffs and hospitals.
- Identify methods medical staffs have utilized to retain self-governance.
- Describe the function and structure of an alternative to the traditional medical staff structure, including the legal implications.
Download lecture materials:
CME credit is no longer available for this program.
Faculty
- Stephen T. House, MD
- James A. Goodyear, MD, FACS
Description
AMA's Principles for Strengthening the Physician–Hospital Relationship (AMA Policy H-225.957) were developed as recommendations for addressing the increasingly conflicted physician-hospital relationship. These principles also serve as a complement to the major revisions to The Joint Commission Medical (TJC) Staff Bylaws Standard MS. 1.20 that were recently adopted by the Joint Commission. Although the AMA has been an active participant in the formation of Standard MS.1.20, the revisions made to the standard do not address all of the necessary aspects of medical staff self governance and other guiding principles for strengthening the physician–hospital relationship. Attendees of this session will receive a copy of the AMA's Principles for Strengthening the Physician–Hospital Relationship to assist with implementation in your hospital.
Learning Objectives
- Inform Representatives, Delegates, Alternate Delegates and other Physician Leaders of the content and significance of the AMA Principles for Strengthening the Physician–Hospital Relationship as it relates to protecting medical staff self-governance, while successfully fulfilling the medical staff's responsibility for provision of quality and safe care.
- Implement principles in your own setting and serve as the catalyst to implement these principles in your hospital and as a part of your medical staff bylaws.
- Develop strategies to achieve a better working relationship between your Medical Staff, the hospital board and senior hospital management.
