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The
third part, cognitive expertise, consists of the current board
examination. This process will continue, but with the added convenience of
more available test sites and frequent testing schedules. The test can be
taken at one of the 200 computer-based testing centers in the United
States. According to ABFP, 80 percent of diplomates will be within a
one-hour drive of one of these testing centers.
The
assessment of performance in practice will begin in 2004. At some point
during the seven-year cycle, most physicians will be required to submit 10
patient charts for review. Physicians will be able to select which charts
will be reviewed and assessors will determine whether certain quality
indicators are being met. Based on their performance, doctors will go
through a personally tailored quality improvement program after which they
may be asked to complete a second chart audit.
Not
all doctors will need to provide charts, however. The performance
evaluation for administrative physicians who do not regularly see patients
will have some alternate requirements. “If they are medical directors,
or actively involved with quality improvement plans, then they can submit
that to file for part four,” Puffer says.
MOC
will be in full swing by Jan. 1, 2004, but for some the testing has
already started. Doctors can expect to receive a thin envelope with red
letters insisting the contents are “important.” Enclosed is an
explanatory letter with two pamphlets about the MOC program. Puffer says
reactions have been mixed since releasing information about certification,
but that the new program is not that much different from the original
certification process. The original model was only modified to meet the
new requirements established by the ABMS. In 2005, the examination will
completely computer-based. “Family physicians will find it will take
them no longer to certify than it did under the old paradigm,” Puffer
says.
On
a larger scale, ABFP’s changes in the certification process reflect the
public call for quality assurance in health care. Since the Institute of
Medicine released its controversial report in 1999 that estimated 98,000
people die annually from medical mistakes, there has been a wave of public
scrutiny on doctors. The Institute’s original number was taken from a
projection based on New York’s 13.6 percent patient death rate due to
doctors’ mistakes. The Leapfrog Group, an organization of private and
public employers who purchase health care benefits for their employees,
states on their Web site that “medical errors are a leading cause
of death in America -- there are more deaths in hospitals each year from
preventable medical mistakes than there are from vehicle accidents, breast
cancer, or AIDS.”
Catherine
Eikel of The Leapfrog Group, says the matter at hand is not about
physician discipline, but quality care. “As Leapfrog is focused on
mobilizing consumers and using market reinforcements, we are working
toward a health care system in which physician discipline occurs when
purchasers and consumers vote with their feet by actively not choosing
providers that do not provide high quality care,” she says. “So unlike
a certification body, Leapfrog does not explicitly accredit or certify
providers. Instead, we bring information on provider quality to purchasers
and consumers as a way to help them make informed health care
decisions.”
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