An opportunity for hospitalists to improve patient care

Some hospitalists are in denial.  Some hospitalists have become methodologic critics.  But all hospitalists should take the findings of the recent Annals of Internal Medicine article seriously.  We should not argue about the article, but rather ask whether these findings point out a weak point in our care of patients.

This article provides an opportunity, not a scolding:

In an accompanying editorial, two other researchers from the VA Medical Center in Ann Arbor, Mich., agreed that the hospitalist model may not be working perfectly, but said it would be premature to call it a failure.

“Hospitalists have filled the gap left by residency work-hour requirements, and they frequently contribute to inpatient quality improvement efforts,” wrote Lena M. Chen, MD, and Sanjay Saint, MD, MPH.

“We need more studies that follow our patients wherever they go and help us practice the sort of coordinated care that is most likely to lead to high-quality outcomes,” they recommended.

This is a correct response.  The long standing program (started after these data occurred) for improving transitions of care between hospitalists and primary care physicians is a correct response.

If the safety movement teaches us anything, it tells us that we must accept inconvenient news and then first do a root cause analysis.  After the root cause analysis, we must perform trials on improving our performance.

The time frame of this study is potentially confusing:

Kuo and Goodwin obtained Medicare payment data on a random, nationally representative 5% sample of beneficiaries receiving care from 2001 to 2006. They limited the main analysis to patients receiving care at hospitals with at least 20 admissions involving hospitalist care and at least 20 in which nonhospitalist primary care physicians (PCPs) were in charge of care.

Any careful observer quickly understands how this might happen.  Any careful observer knows that we have 2 lesions – transfer of information to the hospitalist and transfer of information from the hospitalist.

Likely some hospitalists and some hospitalist programs handle these transitions well.  However, too many patients still “fall through the cracks.”  We spend too much repeating tests on the inpatient side.  We have too many patients present to their PCP without that physician understanding the recent hospitalization.  We lose some of the benefit of excellent hospital care.

The Annals article should be viewed as a wake up call.  I urge my hospitalist colleagues to avoid the ostrich mode, and embrace the study, developing creative methods for fixing the problems.

Robert Centor is an internal medicine physician who blogs at DB’s Medical Rants.

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  • Anonymous

    “We spend too much repeating tests on the inpatient side.  We have too many patients present to their PCP without that physician understanding the recent hospitalization.”

    Doesn’t that mean a hospital based medical clinic has the advantage over the independently practicing physician?

    • http://www.facebook.com/people/Steven-Reznick/100000549195050 Steven Reznick

      Hospitalists were not supposed to have outpatient clinics. They were supposed to be employed physicians working shifts at University hospitals to off set the reduced workforce due to restrictions on hours residents could work. The original idea was that there was something unique about hospital medicine that well trained well rounded generalists could not master and do as well. The hospitalist movement got a boost from hospital administrations, insurers and employers who wished to limit costs by limiting hospital stays and were willing to pay salary and benefits that most recently trained family practitioners and generalists would not receive in the private practice market in the first few years of employment or independent practice. Hospital administrators loved it because it gave them more control over length of stay and its medical staff It appealed to this generation of physicians who look for more balance in their lives and may enjoy working a shift for a paycheck and then leaving with no further responsibility, no pager leaving them able to turn their attention to personal pursuits. The American College of Physicians pushed it ( inappropriately early in my opinion) ignoring its own White Paper on the future of internal medicine and gave credibility to it by creating a hospitalist board certification and specialty program.
      For the last few years medical journals have been filled with articles by hospitalists that they deliver better care than outpatient physicians and vice versa. The truth is that there are outstanding hospitalists and outstanding outpatient generalists just as there are mediocre and poor ones as well. The real issue is about continuity of care. Is a patient more comfortable and are there long term benefits from a doctor who knows the patient caring for him during a hospitalization as well as out of the hospital ?  I think there is a distinct advantage to knowing the patient. Others think its not important. What is important is that the handoff from outpatient doctor to inpatient doctor and vice versa on discharge must be seamless. Hospitalists have not excelled at this but quite frankly physicians in general have communicated poorly within their field despite smartphones, emails , instant messages and tweets. 

  • http://www.facebook.com/rfdbbb Robert Bowman

    Health care studies are far too limited in scope. There are important consequences of the rapid increase to 30,000 hospitalists in the United States. Savings to hospitals has been the focus in a national reimbursement design that favors services needed by few that are delivered in a very few locations at greater reward.

    The first consequence of the hospitalist workforce is the loss of 20,000 primary care physicians. Hostpitalists are those younger for even greater future losses of primary care.

    The second is responsibilities for care moved from high resourced hospitals to low resourced outpatient care. This responsibility is often forced upon primary care physicians who assume responsibilities for the outcome with no control over the care (such as anticoaguation errors or those dumped before stability). Primary care nurses are caught in two crossfires. They must gather the information from this fragmentation. Also they are the ones that have to arrange care.

    Hospitals have not been doing well in key areas. Errors such as 20% readmission for cardiac care that should be 10% or less with appropriate care. Primary care nurses are no small component since they outnumber primary care physicians with over 270,000 as compared to  220,000 to 230,000 primary care physicians (100,000 FM, 55,000 PD, and 65,000 – 75,000 IM) As with primary care physicians, practitioners, and team members, the RN component is paid less and often has greater complexity in the job description and what the job requires.

    Hospitalist workforce is a worse case scenario for primary care. The bullseye hit internal medicine primary care, a key workforce for the elderly, right when the nation was doubling the elderly 2010 to 2030. The elderly also have two to three times the primary care need. The bullseye hit primary care nurses, one of the most important components.

    Also this consequence was not in isolation. Resident work hours restrictions left a vacuum that was filled with tens of thousands of nurse practitioners and physician assistants moving from primary care to teaching hospitals.

    Those focused on hospital, subspecialty, and academic interests rarely see the consequences of their actions – that result in less basic health access overall for the United States, less primary care per primary care graduate, and less workforce where the nation most needs workforce – in the primary care dependent 30,000 zip codes with 65% of the population.

    Robert C. Bowman, M.D. http://www.basichealthaccess.blogspot.com