ECONOMIC CREDENTIALING 3
Running head: ECONOMIC CREDENTIALING 1
Economic Credentialing
Name
Institution
Author Note
Economic Credentialing
Restraining from the increases in expenditure in healthcare requires amendment of various bylaws so that the hospital can do away with the doctors who are costing the extra hospital money under Medicare and HMO insurance. As the lawyer for Marcus Welby Community Hospital, I would recommend the following to the hospital administrator when amending its bylaws to operate effectively.
Amend the Hospital Bylaws to give the hospital board authority to remove doctors from the medical staff for any reason, regardless of the medical staff’s recommendations, as long as the medical staff is first consulted.
Although removing a doctor from the medical staff regardless of medical staff recommendation might seem to be a cost-effective strategy, however, the hospital is at risk of being sued. Instead, the hospital should review its bylaws to establish corrective actions (Hethcoat, 2014). Part of the review process should include giving physician staff privileges for them to provide a wide range of services to patients (Blankenship, Rosenfield & Jennings, 2015). Physicians are important medical staffs, removing them for any reason will affect the hospital’s operations.
Amend the Medical Staff Bylaws to declare that an additional criterion for the medical staff member is to practice an efficient style of medicine that avoids wasting medical resources or providing unnecessary care.
The above recommendation is practical because physicians are aware that they need to comply with all the hospital bylaws to enjoy the privileges. Physicians are expected to adhere to all the standard protocols as part of their practice (Leana & Bachtiar, 2017).
Forget about amending any bylaws. Instead, go after physicians who are economic losers based on their general medical competence and their unwillingness to be cooperative.
The hospital has the right to employ competent physicians hence they have the right to review physician performance versus the staff privileges one enjoys to maintain the required quality standards of performance (Hethcoat, 2014). Any action by the hospital needs to defendable in case the hospital is sued.
Keep but supplant the entire medical staff structure by limiting who can practice in each department through one-year renewable contracts with the 200 best doctors out of the present 300.
The above recommendation is feasible and can be achieved if only an exclusive agreement is reached by the two parties (Sage, 2015). As part of the agreement, the hospital needs to ensure that the physician accepts to devote his efforts, including his time exclusively to pursue a highly professional and cost-effective practice at the hospital.
References
Blankenship, J. C., Rosenfield, K., & Jennings III, H. S. (2015). Privileging and credentialing for interventional cardiology procedures. Catheterization and Cardiovascular Interventions, 86(4), 655-663.
Hethcoat, G. O. (2014). Terminating the Hospital-Physician Employment Relationship: Navigating Conflicts Arising from the Physician’s Dual Roles as Employee and Medical Staff Member. U. Miami Bus. L. Rev., 23, 425
Leana, A., & Bachtiar, A. (2017). An Analysis of The Hospital Bylaws Policies to Protect Healthcare Workers Against Indictments of Adverse Events. Journal of Indonesian Health Policy and Administration, 2(1), 12-17.
Sage, W. M. (2015). Assembled products: The key to more effective competition and antitrust oversight in health care. Cornell L. Rev., 101, 609.