This week's problem is addressed by Jon Moses, MHA. Mr. Moses is President and CEO of MDReview which he co-founded. He is a former hospital CEO with over 25 years senior hospital leadership experience.
Problem:
"Rather than focusing on the reason behind our corrective action, our peer review process was on trial during the fair hearing."
Solution:
Always conduct peer review as if you are going to fair hearing or to court, even when such proceedings are unlikely. This will heighten sensitivity to process integrity and help to ensure that important decisions have a solid foundation. Presume that the process used to arrive at decisions, including those based all or in part on peer review, will be challenged and plan accordingly. With the support of legal counsel, leadership must conduct a periodic thorough evaluation of peer review policies and procedures to ensure that they are not only sound but reflective of local culture. Presuming that this documented "direction" is sound, it must be meticulously followed. When cases are sent for external peer review, leadership must have confidence that the external firm's approach is of the highest integrity and fully supportive of the hospital's peer review procedures. Constant attention to the important details will help your leaders to successfully withstand attacks on process and the resulting decisions so critical to patient safety, quality improvement and reduction of risk.
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