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At least 163 records · Page 9Linked to original sources
PubMed2006

Pandemic influenza and the hospitalist: apocalypse when?

Beginning with a cluster of human cases in Hong Kong in 1997, avian influenza (H5N1) has spread progressively through, and beyond, Asia in poultry and other birds; and has resulted in sporadic cases of human disease associated with high mortality. The potential for H5N1 influenza to cause a pandemic of human disease continues to be the subject of intense scrutiny by both the media and the scientific community. While the likelihood of such a prospect is uncertain, the inevitability of future pandemics of influenza is clear. Planning for the eventuality of a virulent influenza pandemic at the local, national and global level is critical to limiting the mortality and morbidity of such an occurrence. Hospitalists have a key role to play in institutional efforts to prepare for a influenza pandemic, and should be aware of lessons that my be applied from both the response to Hurricane Katrina, as well as the severe acute respiratory syndrome (SARS) epidemic.

Animals↗
PubMed2005

Hospitalist care of the medically complex child.

The nature of inpatient pediatrics is changing. Over the past decade, several factors have converged to influence the kinds of children currently being hospitalized. There has been a shift in the relative proportion of otherwise healthy children with acute illnesses being hospitalized to children with increasing medical complexity. This article focuses on hospitalist care of medically complex children and provides an overview on (1) the challenges in defining this population, (2) the unique issues surrounding their inpatient care (using a family-centered care approach that includes coordinated care, minimizing secondary complications, nutritional needs, functional limitations, transdisciplinary collaboration, and primary care issues), (3) technology devices commonly found, and (4) a proposal for a research agenda regarding medically complex children.

Catheters, Indwelling↗
PubMed2002

The evolution of the hospitalist model in the United States.

Emerging data support the hypothesis that the use of hospital-based physicians can lead to improved efficiency without compromising patient [table: see text] outcomes or satisfaction. Nevertheless, for the foreseeable future, hospital care in the United States will likely remain a highly pluralistic system in which the organization of care is determined by efforts to improve the value of care in the context of local culture, patient populations, and patient and provider preferences. The method of hospital care chosen by each institution and group of physicians should be the one that promotes the best clinical outcomes and highest patient satisfaction at the lowest costs. With these goals in mind, it is likely that hospitalists will play an increasingly important and visible role in many institutions across the country.

Diffusion of Innovation↗
PubMed1999

The hospitalist: the new addition to the inpatient management team.

To coordinate care and manage costs, physicians are being added to the inpatient management team. To assist the chief nurse executive in assimilating this new team member into the patient care provider group, the authors describe the role of the hospitalist, the goals of the organization in using the new role, questions to ask and steps to take to ensure success for the whole-care team and the organization.

Hospitalists↗
PubMed2004

Hospitalists and an innovative emergency department admission process.

After treatment in an emergency department (ED), patients often wait several hours for hospital admission, resulting in dissatisfaction and increased wait times for both admitted and other ED patients. We implemented a new direct admission system based on telephone consultation between ED physicians and in-house hospitalists. We studied this system, measuring admission times, length of stay, and mortality. Postintervention, admission times averaged 18 minutes for transfer to the ward compared to 2.5 hours preintervention, while pre- and postintervention length of stay and mortality rates remained similar.

Baltimore↗
PubMed2001

Restructuring an academic pediatric inpatient service using concepts developed by hospitalists.

In an effort to increase continuity of inpatient care by attending physicians, decrease use of hospital resources, and improve medical education without compromising quality of care, an inpatient pediatric ward service was restructured by using concepts developed by hospitalists. This reorganization reduced the number of yearly inpatient attendings, added a consistent 14-day call schedule, and eliminated attending outpatient responsibilities during their ward service. The restructured ward service attending acted as the attending of record for all general and specialty patients, excluding hematology/oncology, with the subspecialists fulfilling a consultant role. To evaluate the impact of this restructuring, a baseline year of the traditional ward service (TWS) was compared with a subsequent year of the restructured ward service (RWS). Our goal was to evaluate the impact of this new system on average costs of hospitalization, length of stay, resource utilization, inpatient mortality, and 7- and 31-day readmission rates. Hospital costs per patient were lower by 13% (p=0.018) in the restructured system. Average lengths of stay in an observation bed were significantly lower on the RWS (p=0.007), but there was no significant difference in admission length of stay. There was decreased resource utilization for laboratory and radiology tests (p<0.01) on the restructured service. Readmission rates were not significantly changed, and satisfaction among attendings, housestaff, students, and patients was uniformly high in both groups. A reorganized academic pediatric medical service, which allows specific attendings to focus on inpatient care and teaching, can decrease hospital resource utilization without compromising the quality of patient care or medical education.

Child↗
PubMed1999

The hospitalist movement: ten issues to consider.

The rapidly growing hospitalist model appears to be living up its promise to improve the efficiency and perhaps the quality of hospital care. The important issues no longer relate to its continued existence--even skeptics concede that it is here to stay. Instead, concern surrounds the myriad organizational and clinical issues that inevitably appear whenever there is a major change in the health care system.

Attitude of Health Personnel↗
PubMed1999

The Park Nicollet experience in establishing a hospitalist system.

A hospitalist system was developed at Park Nicollet Clinic in 1993, was implemented in 1994, and remains in existence today. It was established without knowledge of any other similar program in the United States. Internists and family practitioners were given the choice to continue to care for hospitalized patients or to become totally office based. The new system has met with good patient acceptance along with increased physician satisfaction and retention. This paper describes some key aspects of the institution of the system in a multispecialty group that includes both family practitioners and internists.

Hospitalists↗
PubMedDate not supplied

Developing a successful hospitalist program.

In 1998, St. Vincent's Hospital in Santa Fe, New Mexico, became one of the first hospitals to develop a hospitalist program. The administration and physicians discovered critical elements that must be built to achieve success.

Decision Making, Organizational↗
PubMed2004

Hospitalists may spur return to global capitation.

The steady increase in the use of hospitalists by health plans, hospitals, and physician groups will spur a return to global capitation contracts, predicts one expert. Find out how capitated groups are using inpatient physicians to cut utilization and boost efficiency for client hospitals, making capitation a much more attractive proposition.

Ambulatory Care↗
PubMed2005

Hospitalists, pharmacists partner to cut errors.

--Pharmacy residents accompany hospitalists on rounds on a rotating basis. --The study is a logical extension of ongoing physician/pharmacist collaboration. --Payback extends beyond the program to physicians throughout the organization.

Cooperative Behavior↗
PubMed2005

Hospitalists: the next big thing?

Hospital medicine is rapidly becoming the dominant model for inpatient care, relieving ED gridlock and reducing length of stay. But the jury is still out as to whether hospitalists really save money and improve outcomes.

Hospitalists↗