The Surgeon's Dilemma: Balancing Reputation and Access

Explore the complex decisions facing a board regarding granting surgical privileges to a surgeon with a controversial past. Delve into the balancing act between community reputation and healthcare access while considering quality, liability, and board responsibility.

Download Presentation

Please find below an Image/Link to download the presentation.

The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author. Download presentation by click this link. If you encounter any issues during the download, it is possible that the publisher has removed the file from their server.

• healthcare
• board decisions
• surgeon privileges
• community reputation
• surgical services

uriah Follow

Uploaded on Dec 23, 2023 | 1 Views

Presentation Transcript

1. CASE STUDIES Kimberly A. Russel, FACHE CEO, Russel Advisors

2. THE SURGEON WITH A PAST What questions should the board pose to the CEO and/or the Medical Staff President? How should the board balance the desire to maintain Community Hospital s reputation in the community against the need to provide access to more surgical services for the community? Does granting privileges to Dr. Smith detract from Community Hospital s commitment to quality and patient safety? What is the risk of personal liability to board members if privileges are granted? Not granted? Should the board allow Dr. Smith to join the medical staff with credentials to perform orthopedic surgery services at Community Hospital?

3. RETAINING THE CEOOR NOT? You are the board chair and the above noted executive session will end soon. What direction should the chair provide to the board about next steps? Describe 2-3 different options for the Southwest board to consider. What steps could the board have taken to prevent this current situation? Should the board retain the CEO?

4. WORKFORCE SHORTAGES AND THE BOARD What questions should Crossroads ask the CEO about workforce? How should Crossroads monitor workforce development progress? What actions should the Crossroads board take?

5. QUESTIONS & DISCUSSION Kimberly A. Russel, FACHE CEO, Russel Advisors Russelmha@yahoo.com