QUESTION:
An independent member of our Medical Staff has a long history of unprofessional conduct. Our Leadership Council addressed various complaints using progressive steps under the Professionalism Policy, such as educational letters and collegial meetings. We even tried sending the physician to an on-site educational course on behavior with no success. Before we refer him to the Medical Executive Committee for its review under the Bylaws, are there any other options we could try?
OUR ANSWER FROM HORTYSPRINGER ATTORNEY PHIL ZARONE:
Yes. A “personal code of conduct” might be successful where other efforts have failed. A personal code of conduct outlines specific expectations for behavior and, more importantly, specific consequences for failing to meet those expectations.
With respect to expectations, a personal code of conduct may simply require compliance with the standards for behavior set forth in the Professionalism Policy. (To assist with enforcement of the personal code of conduct, it’s very helpful if the Professionalism Policy includes specific examples of inappropriate behavior.) Additional expectations might include periodic mentoring meetings with Medical Staff leaders, 360 reviews, or additional training.
The personal code of conduct could then describe the process that will be followed to review the facts if an additional concern is raised about the physician’s behavior. This fact-finding process may include steps in addition to those set forth in the Professionalism Policy.
The personal code of conduct could then outline the consequences if the Leadership Council determines that there has been a “formal violation.” The Leadership Council has the flexibility to define these consequences in any reasonable manner. For example, the first confirmed violation could result in a final letter of warning, the second could result in the physician not exercising his or her clinical privileges for five or 10 days, and the third could result in a referral to the Medical Executive Committee for a formal investigation under the Medical Staff Bylaws. The personal code of conduct could be indefinite or have a fixed term, and the number of formal violations could be re-set to zero if the physician goes “x” months/years without a violation.
It’s important to include other language in the personal code of conduct, such as a statement that truly egregious behavior can be referred immediately to the Medical Executive Committee.
In our experience, two formal violations are not common and three formal violations are very rare. As long as the Leadership Council is willing to enforce personal codes of conduct, they can be an effective tool for physician leaders who are attempting to deal with long-term inappropriate behavior.
If you have a quick question about this, e-mail Phil Zarone at PZarone@hortyspringer.com.