Question: Our physician group is a subsidiary of our parent.  We use overlapping board membership.  As a result, we have not been able to integrate our physician employees onto the board of our physician group.  Do you have any ideas?

Answer: Yes, we do.  In our experience, a physician group is very different than a typical health system subsidiary corporation and, as a result, the typical parent-subsidiary board has been of little benefit in integrating physicians into the management of the physician group.

We recommend that physician groups consider instituting a “Physician Governing Board” by developing a charter that describes the manner in which the members of the Physician Governing Board are elected by the physician employees; its responsibilities; and its relationship to the corporate board and how it will provide the employed physicians with meaningful input as to the development, integration and operation of the physician group.

Most importantly, we have found that a Physician Governing Board helps to provide the employed physicians with a sense of “ownership” in the group without affecting the health system’s non-profit status and to provide the employed physicians with a platform to adopt groupwide practice standards, which have often increased physician and patient satisfaction, increased physician and patient retention and increased the economic performance of the group.

Do you want to learn more about the physician governing board and much much more?

Join Henry Casale, Rachel Remaley and Charlie Chulack for The Institute on Employed Physicians and Their Impact on the Medical Staff.

October 3-5, 2013
Chicago, Illinois

January 23-25, 2014
Naples, Florida

Question: We are revising our Bylaws and, to comply with federal regulations and accreditation standards, are moving the requirements for histories and physicals from the Medical Staff Rules and Regulations to the Bylaws.  In doing so, a question came up from the Medical Staff regarding what exactly is required for inclusion in a “complete medical history and physical examination”?

Answer: While there is no definitive instruction on what a complete history and physical examination must include, we recommend as a best practice including the following:  patient identification, chief complaint, history of present illness, review of systems, personal medical history and family medical history, social history, physical examination, data review, assessments, plan of treatment, and any signs of abuse, neglect, or addiction.  This allows for a comprehensive, well?documented history and physical, which (1) assists in obtaining an accurate diagnosis; (2) demonstrates that the history and physical was thorough (which will insulate against malpractice claims); and (3) informs the plan of care and any follow-up treatment.

The Joint Commission only requires that the Medical Staff specify the minimal content of histories and physicals.  Thus, the Joint Commission leaves the minimal content of histories and physicals to the discretion of the Medical Staff.  However, the Joint Commission’s Glossary provides some insight on expectations for histories and physicals.  In that Glossary, “history and physical” is defined as follows:

Information gathered about an individual using a holistic approach for the purpose of establishing a diagnosis and developing a plan for care, treatment, and services to address physical health issues. The history may include information about previous illnesses, previous medical or surgical interventions and response to treatment, family health history, and social, cultural, economic, and lifestyle issues that may affect the individual’s health and well-being. The physical involves the physical examination of the individual’s body by the following means: inspection, palpation, percussion, and auscultation. When used in concert with behavioral health care services, the history and physical may be used to rule out physical causes for behavioral health conditions or to assess the impact of a medical diagnosis or treatment on a behavioral health condition.

Hospitals may also want to check with insurers to determine if reimbursement is dependent on any specific requirements for histories and physicals.  Medicare billing rules on this particular topic are silent.  Some commercial insurers, on the other hand, have stringent requirements for history and physical documentation.  For example, some Blue Cross/Blue Shield products require history and physical documentation to include pertinent information such as age, height, vital signs, past medical and behavioral history, family history, and preventive health maintenance and risk screening.

Question: Our peer review committee is struggling to keep up with its workload.  Committee members want to do a good job of communicating, so the committee is constantly drafting letters to Medical Staff members regarding the status of case reviews, requesting input, or providing helpful information.  Is there anything we can do to be more efficient?

Answer: Yes!  Valuable physician time can be conserved by having the Quality Department or Medical Staff Office be empowered to generate “informational letters.”  Physicians on the peer review committee could first identify situations for which physician review is not required.  Examples include the failure to complete medical records in a timely manner, clear violations of Medical Staff rules, or the failure to follow protocols that have been approved by the Medical Staff.  The key point is that these situations must be readily identifiable through objective criteria.  When these objective criteria exist, the Quality Department or Medical Staff Office could generate an informational letter for signature by an appropriate Medical Staff leader.  Physicians who receive an informational letter would not be required to take further action or respond to it, though they would be free to prepare a response if they wanted.  If the number of informational letters sent to a practitioner suggests that a pattern has developed, the matter would be reviewed more closely through the peer review process.

Also, hospitals should have a complete set of pre-drafted, template letters for various situations the peer review committee may face.  For example, there should be template letters for requesting input from a physician, inviting a physician to a meeting, seeking an external review, and so on.  Having these letters allows committee members to take advantage of the experience and wisdom of those who served before them.

If you’re interested in other peer review best practices, please join us at The Peer Review Clinic.

Question: We have a new maternal-fetal medicine specialist on our staff at our hospital. We have never had this type of specialist before on staff. How do we go about privileging?

Answer: When hospitals receive applications from sub-specialists, such as a maternal-fetal medicine specialist or any number of other specialized providers, issues arise because the hospital has never had that type of specialist on its medical staff.  For example, the specialist may request clinical privileges for some procedures that have never been performed at the hospital.  The specialist should be told that those procedures are not currently performed at the hospital, but that within a reasonable amount of time, the request will be considered and the specialist will be informed of whether the hospital intends to allow the procedures to be performed.  Information should be sought from a number of sources, including training programs and other hospitals. If the Board decides to allow the procedures to be performed, criteria for clinical privileges should be developed.  Also, the hospital may wish to consider bringing in an outside specialist to observe and evaluate the new specialist for the first few cases.  The outside specialist should be granted temporary privileges for this purpose.

Question: We recently worked with a hospital that was dealing with a real threat of a potential shooter coming and so “locked down” its campus.  In the past year, we have worked with hospitals regarding the use of tasers in their facility, particularly the ED; the use of metal detectors and wand screenings of visitors to the hospital’s behavioral health unit (the patients are already searched); disruptive inpatients who may need to be expelled by the hospital for staff safety; and prohibiting certain individuals from coming to the hospital for fear of potential abuse, physical and/or verbal, of hospital staff and employees.  What the heck is going on?

Answer: Security and safety concerns are getting increasing attention from hospitals.  Unfortunately, hospital campuses and buildings can be scenes of violence, and it is prudent to be prepared.  Hospital buildings are necessarily open to the public 24 hours a day, seven days a week, and often have multiple entrances to the main and other buildings.  How can patients, visitors and staff best be protected?

Working with counsel, a hospital management team should assess the risks, review available data and develop (or revisit) policies.  You may find that it would be good to provide more training to security and staff, in general, as to how to deal with violent situations.  Work through communications and operations plans for a geographically limited incident (e.g., a violent individual in the ED) to one that affects the entire campus (e.g., a potential shooter).  And work with the police in advance as to how and when the hospital should get them involved.

This is not going to get any better.  Let’s be prepared with the right policies, staff, training and communication protocols.

 

 

Question: Should our Medical Staff have a policy that governs the use of Medical Staff funds?

Answer: Many Medical Staffs have policies that outline guidelines for permissible expenditures of Medical Staff funds.  All expenditures must comply with the Stark rules, the Medicare/Medicaid anti-kickback law, and (if applicable) IRS tax exemption rules.  Some examples of expenditures that we have seen in such policies include sending flowers to a funeral or contributions towards a preferred charity in cases of death within a Staff member’s family, plant/fruit baskets to Staff members who are hospitalized and similar reasonable activities when consistent with the hospital’s tax-exempt status, Stark and anti-kickback laws.  There are other appropriate uses of funds Medical Staff leaders can address in such policies.  Having such a policy would help protect everyone in the event of a whistleblower claim or government investigation.

To learn more about how to appropriately manage Medical Staff funds, join HortySpringer attorneys Henry Casale and Alan Steinberg for an audio conference on September 3, 2013, entitled “Medical Staff Funds – Dues and Don’ts.”

Question: We’ve recently employed some pathology assistants and are wondering what their scope of practice ought to be.

Answer: The American Association of Pathology Assistants suggests the following scope of practice for pathology assistants with respect to surgical pathology:

Preparation, gross description and dissection of human tissue surgical specimens, including:

1. Assuring appropriate specimen accessioning.
2. Obtaining pertinent clinical information and history, including scans, x-rays, laboratory data, etc.
3. Describing gross anatomic features of surgical specimens, preparing tissues for histological processing, obtaining biological samples such as blood, tissue and toxicological material for studies such as flow cytometry, image analysis, immunohistochemistry, etc., and performing special procedures including faxitron imaging and tumor triage.
4. Preparing and submitting appropriate tissue sections for light microscopy (routine processing) as well as special procedures such as frozen section, electron microscopy and immune-flourescence microscopy.
5. Photographing all appropriate gross specimens and microscopic slides.
6. Performing duties relating to the administrative maintenance of surgical pathology protocols, reports and data, including the filing of reports, protocols, photographic data or slide, microscopic slides and assisting in the completion of specimen coding and billing.
7. Assuring proper maintenance of equipment, provision of adequate supplies and cleanliness of the surgical pathology suite.
8. Assisting in the organization and coordination of anatomic pathology conferences.

http://www.pathassist.org/

Question: We are entering into a contract with a neighboring hospital for teleradiology services.  There are going to be about 25 teleradiologists.  We want to use the streamlined approach for credentialing and privileging permitted by the Medicare Conditions of Participation.  We were just not sure if the teleradiologists still needed to complete our application form and whether we still should require them to sign and return our appointment letter.

Answer: The answers are No and No.

The Conditions of Participation (“CoPs”) allow a streamlined approach for credentialing and privileging physicians who provide telemedicine services.   Consistent with the CoPs, as long as your hospital enters into a contract with a distant-site hospital (or distant telemedicine entity) and the contract addresses the regulatory requirements[1], you can rely on the decision of the distant?site hospital in granting telemedicine privileges.  You must still have your Medical Executive Committee recommend telemedicine privileges and the Board must act on those recommendations.   Additionally, prior to granting privileges, you need to query the National Practitioner Data Bank for each telemedicine physician.

That being said, you are not required to have each telemedicine physician fill out your application form and you are not required to have each telemedicine physician return a signed copy of the appointment letter from the Board.  This is an area where you have complete discretion.  As with all physicians, if you have a requirement you better follow it.  Many appointment letters state that privileges are not effective until the letter is signed and returned.  If you let any physician, including a telemedicine physician, practice without returning the letter you are opening yourself up to a claim that the physician was practicing without privileges.

And remember, the streamlined approach for granting telemedicine privileges in the CoPs is just an option.  You can always use your standard process for credentialing and privileging.  Check your bylaws or credentials policy.  Your documents should give you the option to decide what process to follow in granting telemedicine privileges.

Question: We just put a new peer review process in place and want to be sure that we have adequate clinical staff (R.N.s) to support the process.  There are approximately 350 physicians on our Medical Staff.  Do you have any benchmarks that you could share?

Answer: As we work with hospitals and Medical Staffs around the country to revamp their peer review processes to make them more effective and efficient, questions like yours come  up over and over.  For a long time, we didn’t have good answers.

So, we began to survey registrants at our Peer Review Clinic to try to get data on that, and other, peer review questions.  While our sample size is still relatively small, our survey results reveal the following regarding your question:

Medical   Staff Size	FTE   Clinical Support Staff	Cases   Reviewed/Month
100-499	80%       1-3 Support Staff 17%       4-6 Support Staff	47.1%                  1-10 29.4%                  11-25 17.6%                  26-50 5.9%                    Over 50

We invite you to complete our peer review survey online by going to:  http://www.surveymonkey.com/s/PeerReviewClinicSurvey

Obviously, the larger our sample size, the more reliable the data will be.
We will share the results in future Questions of the Week.

And, plan to join us for The Peer Review Clinic this fall. It will be offered in October in Chicago and in November in New York.

Question: Our CEO is hesitating to authorize travel for me (Medical Staff Professional) to attend one of your seminars along with our new Medical Staff leaders.  How can I convince her that it is a good idea?

Answer: More experienced physician leaders (and the CMO, if your hospital has one) can be your best allies to explain the wisdom of having you participate side by side with new leaders.  You serve as a point of continuity.  Your guidance is essential for the transition from one leadership term to the next.  Medical Staff Professionals are able, during the time spent at seminars, to “bond” with the team and pave the way for them to be more productive, efficient and confident in their readiness to perform their ever more important tasks.  New physician leaders will have questions as they learn, and if you are there, you can help them increase their understanding on the spot.  You can also identify issues that need follow-up, such as policies and bylaws that should be updated, and thus help the organization get the most value out of the seminar and the materials.  It will be time and resources well invested!  You are the physician leaders’ best resource and the more you are with them, the better able you will be to assist them.