mark res to f the You and your chief medical officer meet with the young surgeon, and he o participate in an evaluation of his program. During the meeting he and knows that his mortality lds a case that he has much more experience with the Secretariat procedure program is put y rates will soon be in line. He clearly states that t on hold, he will start looking for another place to practice. Your senior management team then meets to discuss next steps with Secretariat procedure. Your chief nursing officer (CNO) suggests putting gether a review team to perform a needs assessment, including quality assess- ent, measurement, control, and improvement. Everyone agrees. Unsaid in meeting is that the Secretariat procedure will continue. Questions Think about all of the parts of the surgical process (registration, financial counseling, pre-operation, anesthesia, intensive care, post- operation, and so on). Who would you recommend participate in a review and feedback of the program? How can you ensure an appropriate feedback loop is developed based on the participants? s of measures would What types understand the progress you suggest tracking to help you better of the program? As the leader of the hospital, develop talking points that defend keeping the Secretariat procedure active but under review. Develop three potential questions you should expect from staff or external audiences, and provide reasonable defenses to these questions. CEO YOU work your way back into the dail