Naini v. King County Hospital District No 2

District Court, W.D. Washington·Decided January 21, 2020·No. 2:19-cv-00886·Unknown

Opinion

THE HONORABLE JOHN C. COUGHENOUR UNITED STATES DISTRICT COURT WESTERN DISTRICT OF WASHINGTON ALI J. NAINI, CASE NO. C19-0886-JCC Plaintiff, ORDER v. DISTRICT NO. 2 d/b/a EVERGREEN HOSPITAL MEDICAL CENTER et al., Defendants.

This matter comes before the Court on Defendants’ motion for partial summary judgment (Dkt. No. 80). Having considered the parties’ briefing and the relevant record, the Court hereby GRANTS the motion in part and DENIES the motion in part for the reasons explained herein. In 2012, Plaintiff Dr. Ali Naini and Defendant Dr. Melissa Lee spoke with one another in an office on the Intensive Care Unit of Defendant King County Public Hospital District No. 2 (“Evergreen”). (Dkt. Nos. 82-7 at 2, 82-8 at 2.) Plaintiff and Dr. Lee disagree about what was said, who started the conversation, and what transpired. (Compare Dkt. Nos. 82-7 at 2–3, with 82-8 at 2–3.) Plaintiff accuses Dr. Lee of forcefully grabbing and threatening to “crucify” him because he advised a patient’s family that patients receive a lower level of care in the ICU if they are designated “Do Not Resuscitate.” (See Dkt. No. 82-7 at 2–3.) Dr. Lee denies forcefully grabbing Plaintiff or threatening to crucify him, but she agrees that she told Plaintiff that she found his comments to his patient’s family insulting. (See Dkt. No. 82-8 at 2–3.) Dr. Lee also remembers raising concerns over Plaintiff’s alleged tendency to make critical care decisions about a patient without discussing those changes with ICU staff. (See id. at 2.) Following Plaintiff and Dr. Lee’s contested meeting in 2012, the two doctors engaged in a series of discussions with other Evergreen physicians and staff members about communication issues in the ICU. (See Dkt. Nos. 97-7 at 2, 97-14 at 2–3, 97-15 at 2–4, 97-16 at 2–5). During those discussions, Plaintiff complained that ICU staff were overriding and changing his neurosurgical orders without talking to him first. (See Dkt. Nos. 97-12 at 3, 97-16 at 2.) Dr. Lee, on the other hand, felt that Plaintiff was ignoring the expertise of ICU team members and was making improper unilateral decisions about ICU patients. (See Dkt. No. 82-8 at 2.) She therefore drafted “Neurosurgical Management Guidelines” designed to require Plaintiff to include ICU team members in certain conversations with patients and in specific decisions about patient care. (See Dkt. No. 97-15 at 2–3.) Those guidelines were eventually implemented in 2016. (Dkt. No. 97-17 at 2–4.) On June 16, 2016, Dr. Lee contacted Defendant Dr. Robert Geise, then-president of Evergreen’s medical staff, about “two patient interactions with [Plaintiff]” and about Plaintiff “blatantly breaking” the new guidelines. (Dkt. No. 97-18 at 2.) Five days later, Dr. Geise contacted Plaintiff to arrange a meeting about what happened with the patients and any concerns Plaintiff had with patient care. (See Dkt. No. 82-11 at 2–3.) Plaintiff subsequently sent Dr. Geise an email summarizing their conversation. (Dkt. No. 82-12 at 2.) Plaintiff’s email emphasized two points of discussion: (1) Plaintiff’s concern that ICU team members were having DNR discussions without the attending physician present and (2) how to resolve differences of opinion between the attending physician and ICU team members. (See id. at 2–3.) Dr. Geise also summarized the meeting in an email to medical staff officers. (See Dkt. No. 82-14 at 2–3.) In that email, Dr. Geise expressed his concern that “[Plaintiff] is clearly stepping outside his area of expertise and lacks insight in several areas.” (Id. at 2.) Dr. Geise also observed that “[t]here is a highly antagonistic relationship between [Plaintiff] and almost all the critical care and hospitalist doctors which is compromising patient management.” (Id.) Given those concerns, Dr. Geise recommended further discussions about whether “we need to consider a[] [Focused Professional Practitioner Evaluation (“FPPE-C”)] for [Plaintiff] with regards to co- management of critically ill patients with co-morbities.” (Id. at 3) A few days later, Dr. Scott Burks circulated a draft FPPE-C to other medical staff officers. (See Dkt. No. 82-15 at 2–3.) On June 28, 2016, Dr. Geise met with ICU physicians and staff members to discuss issues about Plaintiff “from [a] Hospitalist/Intensivist viewpoint.” (See Dkt. No. 82-16 at 2–3.) During the meeting, ICU staff members alleged that Plaintiff “will paint a rosy picture to the family and try to convince them that DNR status is not the way to go.” (Id. at 3.) Dr. Lee was even more forceful, stating that the hospitalists and intensivists felt disrespected and frustrated, that Plaintiff was a “dangerous provider,” and that “she want[ed] to hear from medical staff leadership . . . that there will be a plan.” (Id. at 2–3.) In response to Dr. Lee’s comments, Dr. Geise “affirmed that he ha[d] a plan for formal review.” (Id. at 2.) Dr. Geise articulated his plan in an email to physicians and the medical staff office. (See Dkt. No. 82-17 at 2.) Dr. Geise’s email called for the “assembl[y] [of] a multidisciplinary group of providers [to] review a series of [Plaintiff’s] cases that have been brought up as being highly concerning.” (Id.) According to Dr. Geise, a review of Plaintiff’s cases was warranted because Plaintiff had demonstrated a “recurring pattern of clinical judgment and behavior that is potentially compromising patient safety and care.” (Id.) On July 13, 2016, an ad hoc committee met to review four of Plaintiff’s cases. (Dkt. No. 82-18 at 2–7.) The committee then sent three of the cases to an external reviewer. (See generally Dkt. No. 82-20.) Before the external reviewer issued a report, however, Plaintiff met with Dr. Geise and others to discuss “1.) Documentation in the medical record. 2.) Communication within the patient care team. 3.) Clinical judgment.” (Dkt. No. 97-32 at 2.) At the meeting, Plaintiff was told that Evergreen was working on developing an FPPE-C. (Id.) The FFPE-C, Dr. Geise emphasized, was “meant to be educational to help providers improve, not punitive.” (Id.) Yet Dr. Geise also described the situation as a “wakeup call” and expressed his desire to “help [Plaintiff] get back on track.” (Id. at 3.) Plaintiff responded that “[h]e di[dn’t] feel that the three cases were managed well in the ICU” and that “patients are dying that do not need to die.” (Id.) Plaintiff also agreed to voluntarily refrain from certain clinical activities until Evergreen’s Medical Executive Committee (“MEC”) had received and evaluated the results of the external review. (Id. at 2.) The external reviewer eventually issued a report in August 2016. (See generally Dkt. No. 82-20.) That report was subsequently sent to the MEC, which voted to pursue an FPPE-C for Plaintiff. (Dkt. Nos. 82-22 at 2–4, 82-23 at 2.) The FPPE-C was designed to monitor Plaintiff’s “[c]ommunication and interaction style,” “[d]ocumentation of daily evaluation, care and decision making process,” “[c]ompliance with Neurosurgery Management Guidelines in [the] ICU,” and “[m]aintenance of knowledge of current practices.” (Dkt. No. 82-23 at 2.) Over the next year, Plaintiff’s medical staff privileges started to come under threat. On April 3, 2017, for example, Dr. Geise sent a letter to Plaintiff informing him that the medical staff officers were recommending to the MEC that he undergo a competency assessment at the University of California, San Diego at his own expense. (See Dkt. No. 97-33 at 2.) “Failure to complete the competency assessment within 6 months,” the letter warned, “will result in automatic termination of your membership and privileges as a member of the EvergreenHealth Medical Staff.” (Id.) Then in June 2017, Dr. Geise sent a letter to Plaintiff alleging that Plaintiff had violated the neurosurgical ICU co-management agreement when he (1) “had discussions about prognosis with [a] patient’s family without consulting the intensivist or neurologist” and (2) “arranged to have a family conference at [h

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