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Documentation of drug interchange in the medical record.

The hospital medical record has become increasingly exposed to retrospective audits by third party insurers, quality assessment studies, and billing inquiries. As a result, the demand for complete documentation in the record has steadily increased during the past few years. Institutional medical practices are subject to a variety of regulations and standards. Economic pressures are continually exerted on hospitals for cost reduction measures, which include patient drug costs. While hospitals have engaged in a variety of methods of drug interchange to reduce costs, documentation procedures for interchange are not specifically regulated. The Joint Commission on Accreditation of Healthcare Organizations (JCAHO) appears to be the only source for applicable regulations regarding medical record documentation. With respect to therapeutic drug interchange, few guidelines exist to "legalize" this common practice. A procedure to provide the physician's informed consent for therapeutic interchange is explained. This article will focus on drug interchange notification procedures for non-teaching community hospitals. Legalities, practicalities, and regulations for medical record documentation are addressed. In addition, suggestions for the documentation of drug interchange are proposed.

Documentation↗

Medical staff development strategies for the 1990s.

The next five years will be critical. A hospital can 'make its market' with bold initiatives with its physicians,s or lose market share and referrals to a more proactive competitor. Take an active posture in hospital-physician relations. Here are five promising approaches to developing a strong, committed relationship between a hospital and its key physicians.

Computer Communication Networks↗

Collaborative production and resource allocation: the consequences of prospective payment for hospital care.

This article presents a model of the intensity of care provided by hospitals and physicians and how such intensity was affected by the change to prospective payment by Medicare. Prospective payment introduced an incentive for hospitals to shorten average length of stay, but in order to keep the patient recovery level constant, intensity of inpatient care was forced to increase. Physicians reacted to hospital changes by increasing their own intensity of care provided to inpatients. Implications of the model for admissions and physician office time are also explored. Empirical results indicate that for the period 1983-1987, spanning the introduction of PPS, both hospital and physician intensity of care per inpatient rose significantly.

Evaluation Studies as Topic↗

Corporate negligence doctrine expanded in recent Nevada ruling.

In summary, Texas courts generally do not hold hospitals liable for negligent acts of non-employee physicians under the theory of corporate liability. Hospitals should take care to maintain fair and efficient procedures for granting and reviewing physician staff privileges. Hospitals clearly have a duty to maintain competent staff members and should withhold staff privileges if a physician is incompetent. Unfortunately, some plaintiffs' attorneys attempt to equate incompetence with a particular, and often singular, act. No Texas court has upheld this claim, and none should. A bad result, a negligent act or a medical accident does not, by itself, constitute incompetence.

Clinical Competence↗

Motivating employees: an incentive program.

Motivating employees is a challenging and critical task for all managers--no matter what the field. Robert Barczewski, M.B.A., and Linda Michelson describe how a successful incentive program at the Washington University School of Medicine was developed.

Academic Medical Centers↗

Reclassifying physicians as employees for Federal tax purposes.

The Internal Revenue Service is attempting to reclassify many physicians as hospital employees rather than as independent contractors. Reclassifying physicians as employees could leave thousands of physicians and hospitals facing costly employment tax audits and owing millions of dollars in back taxes and penalties. In addition, some hospital pension and benefits plans that have misclassified physicians could be invalidated, and substantial penalties could be imposed on hospitals.

Contract Services↗

Nonqualified benefit programs help recruit and retain physicians.

Healthcare reform, mergers, and managed care are leading many physician employees to reconsider their association with hospitals and other healthcare facilities. Healthcare organizations can no longer rely on traditional retirement benefit packages and qualified plans to attract or keep these physicians. Changes in tax legislation have made nonqualified retirement plans an important factor in recruiting and retaining physicians. This article examines nonqualified retirement plans and how they can be used by healthcare organizations to supplement qualified plans benefits. While the article focuses on physicians, nonqualified plans also can be used to supplement benefits and secure the financial future of other high-salaried healthcare professionals.

Hospital-Physician Relations↗

Successful physician affiliations through fair compensation.

Appropriate physician compensation is essential if affiliations between physicians and healthcare organizations are to be successful. A physician's compensation should be based on market-specific data about compensation for his or her specialty, as well as on data about each physician's productivity. Healthcare organizations also must have a process for adjusting compensation based on performance and market changes and a process for ensuring equity between newly hired physicians and currently employed physicians. A systematic, data-driven approach to establishing physician compensation can help build a foundation for successful physician recruiting and relations.

Contract Services↗