The State of Hospital Medicine in 2018

Total Page:16

File Type:pdf, Size:1020Kb

The State of Hospital Medicine in 2018 January 2019 THE OPIOID EPIDEMIC KEY CLINICAL QUESTION IN THE LITERATURE Volume 23 No. 1 U.S. Surgeon General When can anticoagulation Physician burnout may p3 weighs in. p12 resume in stroke patients? p16 jeopardize care. Dr. Andrew White, University of Washington Medical The state Center, Seattle of hospital medicine in 2018 Productivity, pay, and roles remain center stage By Larry Beresford n a national health care environ- ment undergoing unprecedented transformation, the specialty of hospital medicine appears to Ibe an island of relative stability, a conclusion that is supported by the principal findings from SHM’s 2018 State of Hospital Medicine (SoHM) report. The report of hospitalist group practice characteristics, as well as other key data defining the field’s current status, that the Society of Hospital Medicine puts out every 2 years reveals that overall salaries for hospitalist physicians are up by 3.8% since 2016. Although produc- tivity, as measured by work relative value units (RVUs), remained largely flat over the same period, financial support per full-time equivalent (FTE) physician position to hospital- ist groups from their hospitals and health systems is up significantly. The median financial support Continued on page 8 COURTESTY CLARE MCLEAN/ the-hospitalist.org UW MEDICINE PEDIATRIC HM PRESIDENT’S DESK Alissa Darden, Nasim Afsar, MD MD, MBA, SFHM Public insurance SHM will develop content Lebanon Jct. KY Jct. Lebanon Denville, NJ 07834-3000 NJ Denville, Permit No. 384 No. Permit p20 eligibility limits will put p31 and resources specific PAID P.O. Box 3000, 3000, Box P.O. U.S. Postage U.S. vulnerable children at to population health Presorted Standard Standard Presorted THE HOSPITALIST THE CHANGE SERVICE REQUESTED SERVICE CHANGE greater risk. management. CAREER NEWS January 2019 Volume 23 No. 1 Hospitalist PHYSICIAN EDITOR THE SOCIETY OF HOSPITAL MEDICINE Danielle B. Scheurer, MD, SFHM, MSCR; Phone: 800-843-3360 [email protected] Fax: 267-702-2690 Website: www.HospitalMedicine.org PEDIATRIC EDITOR movers and shakers Laurence Wellikson, MD, MHM, CEO Weijen Chang, MD, FACP, SFHM [email protected] Vice President of Marketing & Communications By Matt Pesyna Dr. Fitterman has served as presi- COORDINATING EDITORS Lisa Zoks dent of SHM’s Long Island chapter. Dennis Chang, MD [email protected] THE FUTURE HOSPITALIST he Michigan chapter of the Previously, Dr. Fitterman was Marketing Communications Manager Society of Hospital Medicine chief resident at the State Universi- Jonathan Pell, MD Brett Radler KEY CLINICAL GUIDELINES [email protected] has named Peter Watson, ty of New York at Stony Brook, and Marketing Communications Specialist CONTRIBUTING WRITERS MD, SFHM, as state Hospi- he remains an associate professor at Felicia Steele Nasim Afsar, MD, MBA, SFHM [email protected] Ttalist of the Year. Dr. Watson is the Hofstra University, Hempstead, N.Y. Imuetinyan Asuen, MD vice president of care management Larry Beresford SHM BOARD OF DIRECTORS Ted Bosworth President and outcomes for Health Alliance Allen Kachalia, Nasim Afsar, MD, SFHM Andrew D. Bowser Plan (HAP) in Detroit. The Michigan MD, was named President-Elect Alissa Darden, MD chapter cited Dr. Watson’s leadership director of the Christopher Frost, MD, SFHM Erin Gabriel, MD Treasurer in hospital medicine and “generosity Armstrong Insti- Demetra Gibson, MD, MPH Danielle Scheurer, MD, MSRC, SFHM of spirit” as reasons for his selection. tute for Patient Horatio (Teddy) Holzer, MD Secretary Tracy Cardin, ACNP-BC, SFHM Aveena Kochar, MD Dr. Watson oversees nurses, social Safety and Qual- Immediate Past President Anne Linker, MD Ron Greeno, MD, FCCP, MHM workers, and support staff while ity and senior Farrin A. Manian, MD, MPH Steven B. Deitelzweig, MD, MMM, FACC, also serving as HAP Midwest Health vice president of Matt Pesyna FACP, SFHM Plan’s medical director. He’s a found- Dr. Kachalia patient safety and Daniel Restrepo, MD Howard R. Epstein, MD, SFHM Saranya Sasidharan, MD Kris Rehm, MD, SFHM ing member of the Michigan SHM quality for Johns Mitchel L. Zoler Bradley Sharpe, MD, FACP, SFHM chapter, which he formerly repre- Hopkins Medicine in Baltimore. Dr. FRONTLINE MEDICAL Jerome C. Siy, MD, SFHM Rachel Thompson, MD, MPH, SFHM sented as president. Kachalia is a general internist who COMMUNICATIONS EDITORIAL STAFF Patrick Torcson, MD, MMM, SFHM Dr. Watson spent 11 years oversee- has been an active academic hospi- Editor in Chief Mary Jo M. Dales FRONTLINE MEDICAL ing the Henry Ford Medical Group’s talist at Brigham and Women’s Hos- Executive Editors Denise Fulton, Kathy Scarbeck COMMUNICATIONS ADVERTISING STAFF hospitalist program prior to joining pital in Boston. Editor Richard Pizzi VP/Group Publisher; Director, FMC Society Partners HAP, and still works as an attending Dr. Kachalia will oversee patient Creative Director Louise A. Koenig Mark Branca hospitalist for Henry Ford. safety and quality across all of Hop- Director, Production/Manufacturing Rebecca Slebodnik Directors, Business Development kins Medicine. He also will guide Valerie Bednarz, 973-206-8954 Hyung (Harry) academic efforts for the Armstrong EDITORIAL ADVISORY BOARD cell 973-907-0230 [email protected] Geeta Arora, MD; Michael J. Beck, MD; Cho, MD, was Institute, formed recently thanks to Artie Krivopal, 973-206-8218 Harry Cho, MD; Marina S. Farah, MD, cell 973-202-5402 [email protected] named the in- a $10 million gift. MHA; Stella Fitzgibbons, MD, FACP, Classied Sales Representative augural chief In addition to his hospitalist work, FHM; Benjamin Frizner, MD, FHM; Heather Gonroski, 973-290-8259 value officer for Dr. Kachalia comes to Hopkins after Nicolas Houghton, DNP, RN, ACNP-BC; [email protected] James Kim, MD; Melody Msiska, MD; Linda Wilson, 973-290-8243 NYC Health + serving as chief quality officer and Venkataraman Palabindala, MD, SFHM; [email protected] Hospitals, which vice president of quality and safety Raj Sehgal, MD, FHM; Rehaan Shafe, Senior Director of Classied Sales includes 11 hospi- at Brigham Health. MD; Kranthi Sitammagari, MD; Tim LaPella, 484-921-5001 tals in New York Amith Skandhan, MD, FHM; cell 610-506-3474 [email protected] Dr. Cho Lonika Sood, MD, FACP, FHM; and is the largest Riane Dodge, PA, has been elevated Advertising Ofces 7 Century Drive, Amanda T. Trask, FACHE, MBA, MHA, Suite 302, Parsippany, NJ 07054-4609 public health system in the United to director of clinical education in SFHM; Amit Vashist, MD, FACP; 973-206-3434, fax 973-206-9378 States. He will oversee systemwide physician assistant studies at Clark- Jill Waldman, MD, SFHM initiatives in value improvement son University, Potsdam, N.Y. The THE HOSPITALIST is the official newspaper of the Society THE HOSPITALIST (ISSN 1553-085X) is published monthly and the reduction of unnecessary veteran physician assistant previ- of Hospital Medicine, reporting on issues and trends in for the Society of Hospital Medicine by Frontline Medical testing and treatment. ously worked as a hospitalist in the hospital medicine. THE HOSPITALIST reaches more than Communications Inc., 7 Century Drive, Suite 302, Par- 35,000 hospitalists, physician assistants, nurse practitioners, sippany, NJ 07054-4609. Print subscriptions are free for Prior to this appointment, Dr. Cho Claxton Hepburn Medical Center in medical residents, and health care administrators interested Society of Hospital Medicine members. Annual paid sub- served as an academic hospitalist at Ogdensburg, N.Y. There, she cared in the practice and business of hospital medicine. Content scriptions are available to all others for the following rates: Mount Sinai Hospital for 7 years, lead- for patients in acute rehab, mental for THE HOSPITALIST is provided by Frontline Medical Communications. Content for the Society Pages is provided Individual: Domestic – $184 (One Year), $343 (Two Years), ing high-value care initiatives. Cur- health, and on regular medical floors. by the Society of Hospital Medicine. $495 (Three Years) Canada/Mexico – $271 (One Year), rently, he is a senior fellow with the Ms. Dodge also has a background $489 (Two Years), $753 (Three Years) Other Nations- Copyright 2019 Society of Hospital Medicine. All rights Surface – $335 (One Year), $646 (Two Years), $946 Lown Institute in Brookline, Mass., in urgent care and family medicine, reserved. No part of this publication may be reproduced, (Three Years) Other Nations - Air – $431 (One Year), and director of quality improvement and has experience as an emergency stored, or transmitted in any form or by any means $835 (Two Years), $1,264 (Three Years) implementation for the High Value department technician. and without the prior permission in writing from the Institution: United States – $382; copyright holder. The ideas and opinions expressed in Canada/Mexico – $463 All Other Nations – $537 Practice Academic Alliance. THE HOSPITALIST do not necessarily reflect those of the Student/Resident: $51 Society or the Publisher. The Society of Hospital Medicine The Journal of Hospital Medicine, Current – $35 (US), $47 (Canada/Mexico), and Frontline Medical Communications will not assume Single Issue: Nick Fitterman, the official peer-reviewed journal of $59 (All Other Nations) Back Issue – $47 (US), $59 responsibility for damages, loss, or claims of any kind (Canada/Mexico), $71 (All Other Nations) MD, SFHM, has SHM, has announced the appoint- arising from or related to the information contained in this been promoted to ment of Samir S. Shah, MD, MSCE, publication, including any claims related to the products, POSTMASTER: Send changes of address (with old mailing executive director SFHM to editor-in-chief, effective drugs, or services mentioned herein. label) to THE HOSPITALIST, Subscription Services, P.O. Box 3000, Denville, NJ 07834-3000. at Huntington January 1, 2019. Dr. Shah is a profes- Letters to the Editor: [email protected] To subscribe, change your address, purchase The Society of Hospital Medicine’s headquarters is located RECIPIENT: (N.Y.) Hospital. sor of pediatrics at the University of a single issue, file a missing issue claim, or have any at 1500 Spring Garden, Suite 501, Philadelphia, PA 19130.
Recommended publications
  • Hospital Networks: Perspective from Four Years of the Individual Market Exchanges Mckinsey Center for U.S
    Hospital networks: Perspective from four years of the individual market exchanges McKinsey Center for U.S. Health System Reform May 2017 Any use of this material without specific permission of McKinsey & Company is strictly prohibited Key takeaways The proportion of narrowed The trend toward managed Narrowed networks continue to 1 networks continues to rise 2 plan design also continues. In 3 offer price advantages to (53% in 2017, up from 48% in the 2017 silver tier, more than consumers. In the 2017 silver 2014). In the 2017 individual 80% of narrowed network plans, tier, plans with broad networks market, both incumbent carriers and over half of the broad were priced ~18% higher than and new entrants carriers network plans, had managed narrowed network plans offered narrow networks designs predominantly Consumer choice is becoming Consumers who select narrowed In both 2014 and 2015 (most 4 more limited. In 2017, 29% of 5 networks in 2017 may have less 6 recent available data), narrowed QHP-eligible individuals had choice of specialty facilities network plans performed only narrowed network plans (e.g., children’s hospitals) but, in better financially, on average, available to them in the silver the aggregate, have access to than broad network plans did tier (up from 10% in 2014) hospitals with quality ratings similar to those in broad networks Definitions of "narrowed networks" and other specialized terms can be found in the glossary at the end of this document. McKinsey & Company 2 1 The proportion of narrowed networks continues to rise Network breadth by carrier status Ultra-narrow Narrow Tiered Broad N = number of networks1,2 Incumbents are using more narrowed networks New entrants2 primarily used narrowed More than half of networks are narrowed networks in 2017 1,883 1,703 37 2,410 2,782 2,524 1,740 19 21 24 20 18 18 21 25 21 23 25 28 28 4 38 6 5 5 4 4 0 52 47 53 54 53 47 38 2016 2017 2017 2014 2015 2016 2017 Carriers that remained in the market New entrants National view in both years 1 Networks were counted at a state rating area level.
    [Show full text]
  • FOCUSED PRACTICE in HOSPITAL MEDICINE Maintenance of Certification (MOC) Examination Blueprint
    ® FOCUSED PRACTICE IN HOSPITAL MEDICINE Maintenance of Certification (MOC) Examination Blueprint ABIM invites diplomates to help develop the Purpose of the Hospital Medicine MOC exam Hospital Medicine MOC exam blueprint The MOC exam is designed to evaluate the knowledge, Based on feedback from physicians that MOC assessments diagnostic reasoning, and clinical judgment skills expected of should better reflect what they see in practice, in 2016 the the certified hospitalist in the broad domain of the discipline. American Board of Internal Medicine (ABIM) invited all certified The exam emphasizes diagnosis and management of prevalent hospitalists and those enrolled in the focused practice program conditions, particularly in areas where practice has changed to provide ratings of the relative frequency and importance of in recent years. As a result of the blueprint review by ABIM blueprint topics in practice. diplomates, the MOC exam places less emphasis on rare This review process, which resulted in a new MOC exam conditions and focuses more on situations in which physician blueprint, will be used on an ongoing basis to inform and intervention can have important consequences for patients. update all MOC assessments created by ABIM. No matter For conditions that are usually managed by other specialists, what form ABIM’s assessments ultimately take, they will need the focus is on recognition rather than on management. The to be informed by front-line clinicians sharing their perspective exam is developed jointly by the ABIM and the American on what is important to know. Board of Family Medicine. A sample of over 100 hospitalists, similar to the total invited Exam format population of hospitalists in age, gender, geographic region, and time spent in direct patient care, provided the blueprint The traditional 10-year MOC exam is composed of 220 single- topic ratings.
    [Show full text]
  • CAREER GUIDE for RESIDENTS
    Winter 2017 CAREER GUIDE for RESIDENTS Featuring: • Finding a job that fits • Fixing the system to fight burnout • Understanding nocturnists • A shift in hospital-physician affiliations • Taking communication skills seriously • Millennials, the same doctors in a changed environment • Negotiating an Employment Contract Create your legacy Hospitalists Legacy Health Portland, Oregon At Legacy Health, our legacy is doing what’s best for our patients, our people, our community and our world. Our fundamental responsibility is to improve the health of everyone and everything we touch–to create a legacy that truly lives on. Ours is a legacy of health and community. Of respect and responsibility. Of quality and innovation. It’s the legacy we create every day at Legacy Health. And, if you join our team, it’s yours. Located in the beautiful Pacific Northwest, Legacy is currently seeking experienced Hospitalists to join our dynamic and well established yet expanding Hospitalist Program. Enjoy unique staffing and flexible scheduling with easy access to a wide variety of specialists. You’ll have the opportunity to participate in inpatient care and teaching of medical residents and interns. Successful candidates will have the following education and experience: • Graduate of four-year U.S. Medical School or equivalent • Residency completed in IM or FP • Board Certified in IM or FP • Clinical experience in IM or FP • Board eligible or board certified in IM or FP The spectacular Columbia River Gorge and majestic Cascade Mountains surround Portland. The beautiful ocean beaches of the northwest and fantastic skiing at Mt. Hood are within a 90-minute drive. The temperate four-season climate, spectacular views and abundance of cultural and outdoor activities, along with five-star restaurants, sporting attractions, and outstanding schools, make Portland an ideal place to live.
    [Show full text]
  • Learn. Connect. Discover. Join
    LEARN. CONNECT. DISCOVER. JOIN. The Society of Hospital Medicine serves as the premier organization for a “big tent” of hospital medicine professionals, including physicians, nurse practitioners, physician assistants, medical students, residents, practice administrators and more. SHM membership connects you with resources, opportunities and people to support your role in hospital medicine. Access free or discounted Network with colleagues Stay up to date with subscriptions on-demand CME through at national conferences to SHM’s publications, The SHM’s Learning Portal and and local chapter meetings. Hospitalist and the Journal of the SHM Education app. Hospital Medicine. Join a special interest group Distinguish yourself by Access SHM solutions to to connect and collaborate with earning a Fellow in Hospital address your QI-related challenges. peers on SHM’s members-only Medicine designation. online community. Membership saves you money on professional and educational resources, conferences and more. Learn more about a membership or join today. hospitalmedicine.org/join Membership Application Join for 1, 2 or 3 years at the current rate. Rates valid through September 30, 2020. Physician $445.00/year Allied Health Professional (PharmD, RN, etc.) $215.00/year Affiliate $425.00/year Resident/Fellow $95.00/year Practice Administrator $215.00/year International Hospitalist $115.00/year Nurse Practitioner/Physician Assistant $215.00/year Student FREE Referred by (if applicable) First Name Last Name Credentials (i.e. MD, NP) Title Specialty Hospital/Institution (if applicable) Residency Program Name * Medical School Name* Graduation/Anticipated Graduation Date* First Year Working in a Hospital Medicine Setting or Anticipated Date. Date of Birth Mailing Address Work Home City State/Province Zip Phone Is this a mobile number? Yes No Email (required) Please check below to indicate preferred contact method.
    [Show full text]
  • History of the Development of Geriatric Medicine in the UK a Barton, G Mulley
    229 HISTORY OF MEDICINE Postgrad Med J: first published as 10.1136/pmj.79.930.229 on 1 April 2003. Downloaded from History of the development of geriatric medicine in the UK A Barton, G Mulley ............................................................................................................................. Postgrad Med J 2003;79:229–234 In this review the development of the specialty of built in Victorian times under the 1834 New Poor geriatric medicine in the UK is traced from its humble Law, to curtail public spending on poverty.2 Until 1834 individual parishes were responsible for beginnings. Elderly medicine is now thriving and their own poor. Parishes were united after 1834 represents the largest group of physician members of and larger workhouses were known as unions; the Royal Colleges of Physicians. Geriatric medicine is there were about 700 such institutions. The editor of the Lancet campaigned for improvements essentially about optimising the care and wellbeing of within poorhouses. (A previous editor had fa- older people. A key component of this is teamwork. A mously described the workhouse wards as “ante successful service for old people depends on the skills of chambers of the grave”.2) Joseph Rogers, a reformer of workhouses throughout his career as many people, including nurses, therapists, social a doctor, gave advice on the conditions in workers, and others. The contributions made by nurses Victorian workhouses.3 “Workhouse medicine” and other professionals have been immense, but space failed its occupants, there was no casualty provi- sion, no trained nursing staff, no drugs, and no does not permit a historical review of their important surgical facilities.3 Conditions gradually improved role.
    [Show full text]
  • Critical Information Could Your Patients Benefit
    To view this email as a web page, go here. September 30, 2018 Critical Information Everything you need to know Could your Patients Benefit from a Medicare Advantage Plan Powered by Hartford HealthCare? Hartford HealthCare and Tufts Health Plan have launched CarePartners of Connecticut, a new health insurance company that brings together the healthcare expertise of HHC with the insurance plan experience of Tufts Health Plan. CarePartners of Connecticut will offer Medicare Advantage plans to eligible beneficiaries, starting with the Open Enrollment period that begins Oct. 15. Recently, Dr. Jim Cardon explained the joint venture and the benefits for patients in an article in Network News. Read the Q&A here. Drs. Yu, Lawrence to Lead Tweeting for CME’s on Breast Cancer Discussion on Oct. 1 We’ve created a new way for you to earn Continuing Medical Education (CME) hours to keep abreast of the latest innovations in healthcare: Tweeting for CME’s. This unique partnership between the Hartford HealthCare Office of Continuing Education and the Planning & Marketing Department allows you to take part in a Twitter chat led by Hartford HealthCare experts and apply for CMEs as a result. "Each one­hour chat discusses a de­identified patient case and/or peer­reviewed journal article," said Hillary Landry, professional education manager with Hartford HealthCare's Office of Experience, Engagement & Organizational Development. "Participants wishing to earn CMEs would review the case or article in advance, then attend and participate in the chat by providing their insights using a specific Twitter hashtag: #CMEHHC." The next chat takes place tomorrow, Oct.
    [Show full text]
  • Graduate Medical Education at Westchester Medical Center About Our Residency and Fellowship Programs at Westchester Medical Center
    Graduate Medical Education at Westchester Medical Center About our Residency and Fellowship Programs at Westchester Medical Center Westchester Medical Center (WMC), as a regional healthcare referral center, provides high-quality, advanced tertiary and quaternary health services to the people of New York’s Hudson Valley. The Westchester Medical Center has a long-standing record as an academic medical center committed to education and research. Through its academic medical center activities, WMC provides cutting edge care to its patients, while preparing future generations of care givers in an interdisciplinary and interprofessional clinical learning environment. As an ACGME accredited Sponsoring Institution and in affiliation with New York Medical College as well as WMCHealth System member institutions, our residency and fellowship programs enjoy an integrated clinical and academic education platform that provides health care services for over three million adults and children in the Hudson Valley Region. Westchester Medical Center Specialty and Subspecialty training programs include 495 residents and fellows as well as 555 core clinical faculty who serve as the foundation of our clinical and scholastic enterprise. As a Sponsoring Institution as well as Participating Site, Westchester Medical Center supports the clinical learning environment of the following residency and fellowship experiences: Internal Medicine Residency Pediatric Residency Fellowships Fellowships Cardiovascular Disease Pediatric Gastroenterology Interventional Cardiology
    [Show full text]
  • Problems and Countermeasures in the Network Construction of Private Hospital Shuchen Liu Southeast University, Nanjing, Jiangsu, China, 211189 [email protected]
    International Conference on Economics, Social Science, Arts, Education and Management Engineering (ESSAEME 2015) Problems and Countermeasures in the Network Construction of Private Hospital Shuchen Liu Southeast University, Nanjing, Jiangsu, China, 211189 [email protected] Keywords: Network construction, Civilian-run hospital private hospital, Problems , Countermeas- ures. Abstract. Network construction does not constitute a difficulty in public hospitals in China. But it is a headache for the civilian -run hospitals. Compared with the governmental hospital, the civilian- run hospital is in a disadvantageous position in finance, technology and talents. Due to the compre- hensive disadvantages, the network construction in civilian-run hospital also falls behind that of governmental hospital. This paper analyzes the problems of network construction in private hospital and puts forward the corresponding measures in order to provide some references for the related researches. Concept of Private Hospital Civilian-run hospitals are the medical institutions that are funded by social capital and approved by the administrative department of public health. The biggest characteristic of civilian-run hospital is self-supporting, self-management, self-development and self-perfection. This kind of hospital be- longs to private hospitals in foreign countries. At present, China's civilian-run hospitals are basically equivalent to private hospitals, so it is also known as private hospitals for civilian-run hospitals. China has made many policies to encourage and support social capital to enter the medical field, and promote the diversification of investment subjects in medical institutions, and provide the basic guarantee for the development of private hospitals at the policy level. But there are still many prob- lems in private hospitals, such as: the degree of social credibility needs to be further improved, the medical personnel should be strengthened, the regulations need to be perfected, and the fund is gen- erally insufficient.
    [Show full text]
  • Multi-Center Medication Reconciliation Quality Improvement Study)…………………………………… 4 B
    MARQUIS IMPLEMENTATION MANUAL A Guide for Medication Reconciliation Quality Improvement ADDENDUM ADDED AUGUST 2017 INCLUDES: * NEW COMMUNITY ENGAGEMENT GUIDELINES * UPDATED SOCIAL MARKETING MATERIALS * NEW DISCHARGE MED REC COUNSELING MATERIALS Prepared by MARQUIS Investigators October 2014 Funded by AHRQ grant 5 R18 HS019598 Copyright ©2014 by Society of Hospital Medicine. All rights reserved. No part of this publication may be reproduced, stored in retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without prior written consent. For more information or to obtain additional copies contact SHM at: Phone: 800-843-3360 Email: [email protected] Website: www.hospitalmedicine.org/MARQUIS MARQUIS Implementation Manual A Guide for Medication Reconciliation Quality Improvement Prepared by MARQUIS Investigators October 2014 Funded by AHRQ grant 5 R18 HS019598 For more information about MARQUIS, visit www.hospitalmedicine.org/MARQUIS. Table of Contents Introduction Contributors Acknowledgments Section A: Setting the MARQUIS Team Up for Success I. First Steps ………………………………………………………………………………………………………………………………… 4 A. Overview of MARQUIS (Multi-Center Medication Reconciliation Quality Improvement Study) ………………………………… 4 B. Pre-Implementation Actions ………………………………………………………………………………………………………… 4 C. Clarifying Key Stakeholders ………………………………………………………………………………………………………… 5 D. Assigning Roles and Responsibilities to Clinical Personnel ……………………………………………………………………… 6 E. Obtaining
    [Show full text]
  • Update on Hospital Medicine ACP TN Scientific Meeting 2019
    Update on Hospital Medicine ACP TN Scientific Meeting 2019 Chase J. Webber, DO Assistant Professor Clinical Medicine Vanderbilt University Medical Center Section of Hospital Medicine @chasejwebber COI • I have no actual or potential conflict of interest in relation to this presentation. Thinking about Hospital Medicine Thinking about Hospital Medicine Where we are, where we’re going, we’re we’ve been Courtesy: Tennessee State Library and Archives 1994 “Before the Titans, TV shows and pedal taverns” 2019 N Engl J Med 2016; 375:1009-1011 Growth in the Number of Hospitalists in the United States, 2003–2016. N Engl J Med 2016; 375:1009-1011 Old standards. New hits… Timeless Pearls! 1 Best Practices in Medication Reconciliation 2 Antibiotic Stewardship 2018- 2019 3 Delirium management Updates 4 Discharge AMA 5 Discharge Pearls*** Best Practices – Medication Reconciliation CHAOS MEDICATION TRANSITION ADEs Random Common Systematic?? Gold chaos sense Med Rec Standard Med Rec Clinical question – Which Med Rec intervention is most effective at reducing inpatient medication discrepancies? Study design – Mentored, Quality Improvement study Setting – 791 patients in 5 hospitals over 25 months J Hosp Medicine, epub: 8/21/19 DOI 10.12788/jhm.3308 Interventions and Results J Hosp Medicine, epub: 8/21/19 DOI 10.12788/jhm.3308 What stands out? ?Potential for ADEs ?Omitted medications Sources: need at least 2 ?Handwritten vs. EMR Interdisciplinary input Diverse mix -carried over -OTC -vitamins -supplements -nonhelpful or harmful • QR code to access Marquis/SHM resources portal Timeless Pearls • Seek to obtain a Best Possible Medication History (BPMH) on admission. • Specially trained Pharmacy staff and support: essential.
    [Show full text]
  • MARQUIS IMPLEMENTATION MANUAL Table of Contents
    MARQUIS IMPLEMENTATION MANUAL Table Of Contents Introduction 3 Contributors 4 Section A: Setting the MARQUIS Team Up for Success 5 I. First Steps 5 1. Overview of MARQUIS (Multi-Center Medication Reconciliation Quality Improvement Study) 5 2. Pre-Implementation Actions 5 3. Clarifying Key Stakeholders 6 4. Obtaining Support and Approval from the Institution 7 5. Summary 8 II. Medication Reconciliation: Definition 9 III. Medication Reconciliation: Process 10 Step 1: Take a Best Possible Medication History (BPMH) to create the Preadmission Medication List (PAML). Record the PAML in the patient’s chart. 11 Step 2: Write admission medication orders. 14 Step 3: Compare the PAML with admission orders, identify and correct any unintentional discrepancies in admission orders. 14 Step 4: If applicable, write transfer medication orders, using the PAML and current inpatient (pre-transfer) medications as a guide. 15 Step 5: Compare PAML medications, pre-transfer medications and transfer medications, identify and correct any unintentional discrepancies in transfer orders. 16 Step 6: Write the Discharge Medication List (DML) using the PAML and current inpatient medications as a guide. Document the DML. 16 Step 7: Compare PAML, current inpatient medications and the DML. Identify and correct any unintentional discrepancies in the DML. 17 Step 8: Review the DML with patient. Highlight and explain stopped, changed or new medications compared with the PAML and the reasons for those changes. 18 Step 9: Forward a second copy of the DML to post-discharge providers. Explain stopped, changed or new medications compared with the PAML and reasons for those changes. 19 IV. Medication Reconciliation: Brief Literature Review 20 V.
    [Show full text]
  • Hospital Medicine and Hospitalists
    JAMA PATIENT PAGE | Health Care Delivery Hospital Medicine and Hospitalists Hospital medicine is a field of medicine that is dedicated to providing patients with high-quality care during their hospital stay. Hospital medicine is the fastest-growing medical specialty in the theyarefirstadmittedtothehospital.Hospitalistshavetogothrough United States. Doctors who practice hospital medicine are called a detailed history with their patients, which can be time consum- hospitalists. Hospitalists are usually trained in internal medicine, ing. But hospitalists will often talk to a patient’s PCP for back- pediatrics, or family medicine. ground information. Another potential downside is follow-up after discharge from the hospital. If a patient’s PCP is not involved dur- The Era of Hospital Medicine ing the patient’s hospital stay, the PCP can find out what happened In the past, when a patient was admitted to the hospital, that pa- only through medical records or the patient’s own account, both of tient’s primary care physician (PCP) would also take care of him or which are not as ideal as being present firsthand. her every day in the hospital. However, it was often difficult for PCPs The bottom line is that there should always be an open line of to see both their regularly scheduled clinic patients as well as their communication between a patient’s PCP and hospitalist. hospitalized patients every day. As a result, hospitals started hiring hospitalists, doctors who take care of patients only while they are What You Can Do as a Patient in the hospital. These doctors do not see patients in clinics or out- If you are admitted to the hospital under the care of a hospitalist, patient offices.
    [Show full text]