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Team Hospitalist Seats Nine New Members
Jairy C. Hunter, MD, MBA, SFHM
Associate executive medical director for case management and care transitions, Medical University of South Carolina, Charleston
QUOTABLE: “Hospital medicine is at the forefront of the changes to the way our country approaches healthcare delivery. In my view, hospitalists will play a pivotal role, through innovation, to ensure our patients receive the care they deserve in a safe and efficient manner. We should view this time as an opportunity to demonstrate the value of our expertise.”
Gregory Harlan, MD, MPH
Director of medical affairs, IPC: The Hospitalist Company, North Hollywood, Calif.; clinical instructor, University of Southern California Medical School; pediatric hospitalist, Children’s Hospital of Los Angeles
QUOTABLE: “Hospitalist medicine is defining the next iteration of acute- and post-acute care at a systems level. Hospitalists are innovative and working within their facilities to enact change. I have worked in various settings: as an academic, medical director, PCP, and acute hospitalist. I appreciate the complexity of health care today.”
Klaus Suehler, MD, FHMHospitalist, Midwest Internal Medicine Hospitalists, Mercy Hospital, Coon Rapids, Minn.
QUOTABLE: “Being a hospitalist is both a challenging and rewarding way to practice medicine. We are the patient’s advocate at a time of acute and often life-threatening illness.”
Anand Kartha, MD, MSc
Hospitalist, VA Boston Healthcare System; assistant professor of medicine, Boston University; lecturer in medicine, Harvard Medical School
QUOTABLE: “Being a hospitalist gives me the wonderful opportunity to help people in their time of acute need. Taking care of veterans in particular allows me the privilege of caring for those who help keep us safe.”
Midori Larrabee, MD
Hospitalist medical director, Valley General Hospital, Monroe, Wash.
QUOTABLE: “Hospital medicine allows me the time and flexibility to both practice clinical medicine and advocate for my patients as a physician leader.”
Bryan Weiss, MBA
Director, consulting services practice, MedSynergies, Irving, Texas
QUOTABLE: “I am passionate and believe in hospital medicine.”
James O’Callaghan, MD, FAAP, FHM
Regional pediatric hospitalist, Evergreen (Wash.) Hospital; medical hospitalist, Seattle Children’s Hospital
QUOTABLE: “As a pediatric hospitalist, I am privileged to work with patients and families during what is typically the most stressful event of their lives, and to help them successfully navigate the complexities of modern U.S. health care.”
Julie L. Fedderson, MD
Assistant professor of medicine and internal-medicine chief quality and outcomes officer, The Nebraska Medical Center, Omaha
QUOTABLE: “Being a hospitalist has provided me daily challenges and forces me
to think outside the box to obtain the best outcomes for my patients. The ability to truly steer standardization of care and evidence-based medicine is amazing. This unique opportunity to care for patients on the individual level, and still provide insight into population management, epitomizes what our goals as hospitalists should be.”
Julianna Lindsey, MD, MBA, FHM
COO and strategist, Synergy Surgicalists; lead consultant, Asynd Consulting, Nashville, Tenn.
QUOTABLE: “Being a hospitalist is the best job in medicine. Hospitalists have the satisfaction of delivering care to patients at the bedside, in addition to the opportunity to drive patient quality, safety, and satisfaction initiatives on a larger scale. It’s the best place in medicine, in my opinion.”
Jairy C. Hunter, MD, MBA, SFHM
Associate executive medical director for case management and care transitions, Medical University of South Carolina, Charleston
QUOTABLE: “Hospital medicine is at the forefront of the changes to the way our country approaches healthcare delivery. In my view, hospitalists will play a pivotal role, through innovation, to ensure our patients receive the care they deserve in a safe and efficient manner. We should view this time as an opportunity to demonstrate the value of our expertise.”
Gregory Harlan, MD, MPH
Director of medical affairs, IPC: The Hospitalist Company, North Hollywood, Calif.; clinical instructor, University of Southern California Medical School; pediatric hospitalist, Children’s Hospital of Los Angeles
QUOTABLE: “Hospitalist medicine is defining the next iteration of acute- and post-acute care at a systems level. Hospitalists are innovative and working within their facilities to enact change. I have worked in various settings: as an academic, medical director, PCP, and acute hospitalist. I appreciate the complexity of health care today.”
Klaus Suehler, MD, FHMHospitalist, Midwest Internal Medicine Hospitalists, Mercy Hospital, Coon Rapids, Minn.
QUOTABLE: “Being a hospitalist is both a challenging and rewarding way to practice medicine. We are the patient’s advocate at a time of acute and often life-threatening illness.”
Anand Kartha, MD, MSc
Hospitalist, VA Boston Healthcare System; assistant professor of medicine, Boston University; lecturer in medicine, Harvard Medical School
QUOTABLE: “Being a hospitalist gives me the wonderful opportunity to help people in their time of acute need. Taking care of veterans in particular allows me the privilege of caring for those who help keep us safe.”
Midori Larrabee, MD
Hospitalist medical director, Valley General Hospital, Monroe, Wash.
QUOTABLE: “Hospital medicine allows me the time and flexibility to both practice clinical medicine and advocate for my patients as a physician leader.”
Bryan Weiss, MBA
Director, consulting services practice, MedSynergies, Irving, Texas
QUOTABLE: “I am passionate and believe in hospital medicine.”
James O’Callaghan, MD, FAAP, FHM
Regional pediatric hospitalist, Evergreen (Wash.) Hospital; medical hospitalist, Seattle Children’s Hospital
QUOTABLE: “As a pediatric hospitalist, I am privileged to work with patients and families during what is typically the most stressful event of their lives, and to help them successfully navigate the complexities of modern U.S. health care.”
Julie L. Fedderson, MD
Assistant professor of medicine and internal-medicine chief quality and outcomes officer, The Nebraska Medical Center, Omaha
QUOTABLE: “Being a hospitalist has provided me daily challenges and forces me
to think outside the box to obtain the best outcomes for my patients. The ability to truly steer standardization of care and evidence-based medicine is amazing. This unique opportunity to care for patients on the individual level, and still provide insight into population management, epitomizes what our goals as hospitalists should be.”
Julianna Lindsey, MD, MBA, FHM
COO and strategist, Synergy Surgicalists; lead consultant, Asynd Consulting, Nashville, Tenn.
QUOTABLE: “Being a hospitalist is the best job in medicine. Hospitalists have the satisfaction of delivering care to patients at the bedside, in addition to the opportunity to drive patient quality, safety, and satisfaction initiatives on a larger scale. It’s the best place in medicine, in my opinion.”
Jairy C. Hunter, MD, MBA, SFHM
Associate executive medical director for case management and care transitions, Medical University of South Carolina, Charleston
QUOTABLE: “Hospital medicine is at the forefront of the changes to the way our country approaches healthcare delivery. In my view, hospitalists will play a pivotal role, through innovation, to ensure our patients receive the care they deserve in a safe and efficient manner. We should view this time as an opportunity to demonstrate the value of our expertise.”
Gregory Harlan, MD, MPH
Director of medical affairs, IPC: The Hospitalist Company, North Hollywood, Calif.; clinical instructor, University of Southern California Medical School; pediatric hospitalist, Children’s Hospital of Los Angeles
QUOTABLE: “Hospitalist medicine is defining the next iteration of acute- and post-acute care at a systems level. Hospitalists are innovative and working within their facilities to enact change. I have worked in various settings: as an academic, medical director, PCP, and acute hospitalist. I appreciate the complexity of health care today.”
Klaus Suehler, MD, FHMHospitalist, Midwest Internal Medicine Hospitalists, Mercy Hospital, Coon Rapids, Minn.
QUOTABLE: “Being a hospitalist is both a challenging and rewarding way to practice medicine. We are the patient’s advocate at a time of acute and often life-threatening illness.”
Anand Kartha, MD, MSc
Hospitalist, VA Boston Healthcare System; assistant professor of medicine, Boston University; lecturer in medicine, Harvard Medical School
QUOTABLE: “Being a hospitalist gives me the wonderful opportunity to help people in their time of acute need. Taking care of veterans in particular allows me the privilege of caring for those who help keep us safe.”
Midori Larrabee, MD
Hospitalist medical director, Valley General Hospital, Monroe, Wash.
QUOTABLE: “Hospital medicine allows me the time and flexibility to both practice clinical medicine and advocate for my patients as a physician leader.”
Bryan Weiss, MBA
Director, consulting services practice, MedSynergies, Irving, Texas
QUOTABLE: “I am passionate and believe in hospital medicine.”
James O’Callaghan, MD, FAAP, FHM
Regional pediatric hospitalist, Evergreen (Wash.) Hospital; medical hospitalist, Seattle Children’s Hospital
QUOTABLE: “As a pediatric hospitalist, I am privileged to work with patients and families during what is typically the most stressful event of their lives, and to help them successfully navigate the complexities of modern U.S. health care.”
Julie L. Fedderson, MD
Assistant professor of medicine and internal-medicine chief quality and outcomes officer, The Nebraska Medical Center, Omaha
QUOTABLE: “Being a hospitalist has provided me daily challenges and forces me
to think outside the box to obtain the best outcomes for my patients. The ability to truly steer standardization of care and evidence-based medicine is amazing. This unique opportunity to care for patients on the individual level, and still provide insight into population management, epitomizes what our goals as hospitalists should be.”
Julianna Lindsey, MD, MBA, FHM
COO and strategist, Synergy Surgicalists; lead consultant, Asynd Consulting, Nashville, Tenn.
QUOTABLE: “Being a hospitalist is the best job in medicine. Hospitalists have the satisfaction of delivering care to patients at the bedside, in addition to the opportunity to drive patient quality, safety, and satisfaction initiatives on a larger scale. It’s the best place in medicine, in my opinion.”
When Staying Up Late Should Pay Off
Most people believe that nocturnists should get paid 20% to 33% more than their day-shift counterparts, according to a recent survey at www.the-hospitalist.org. Results of the survey, however, do not necessarily reflect the realities of supply and demand in local markets, according to members of SHM’s Practice Analysis Committee.
Practice size, volume of work, and the inconvenience of working at night contribute to the amount nocturnists get paid, says Leslie Flores, MHA, a committee member and partner in Nelson Flores Hospital Medicine Consultants. “We usually see a range between [a] 15% to 20% premium for nocturnist work,” she adds.
Survey respondents were asked to choose how much of a premium nocturnists should get paid, with the answers ranging from 20% to 60% to the same as everyone else. Two-thirds of the 212 respondents chose 20% or 33% bonus pay for nocturnists; 17% chose “the same as everyone else”; and another 17% chose 50% or 66%.
Committee member Troy Ahlstrom, MD, SFHM, senior chief information officer at Hospitals of Northern Michigan, says the survey does not reflect the reality of important factors that influence the market, such as supply and demand for nocturnists, local and regional factors that impact the level of supply and demand, and economic influence nationally.
“If you ask a practice manager or a hospital administrator that question, they would say nocturnists should make whatever is necessary to meet the demands for filling that job,” Dr. Ahlstrom says. “It’s a market-driven phenomenon.”
Hospitals don’t want to pay more, he notes, but they do want “to pay the right amount for the right job.”
Check out our website for more information about hospitalist compensation.
Most people believe that nocturnists should get paid 20% to 33% more than their day-shift counterparts, according to a recent survey at www.the-hospitalist.org. Results of the survey, however, do not necessarily reflect the realities of supply and demand in local markets, according to members of SHM’s Practice Analysis Committee.
Practice size, volume of work, and the inconvenience of working at night contribute to the amount nocturnists get paid, says Leslie Flores, MHA, a committee member and partner in Nelson Flores Hospital Medicine Consultants. “We usually see a range between [a] 15% to 20% premium for nocturnist work,” she adds.
Survey respondents were asked to choose how much of a premium nocturnists should get paid, with the answers ranging from 20% to 60% to the same as everyone else. Two-thirds of the 212 respondents chose 20% or 33% bonus pay for nocturnists; 17% chose “the same as everyone else”; and another 17% chose 50% or 66%.
Committee member Troy Ahlstrom, MD, SFHM, senior chief information officer at Hospitals of Northern Michigan, says the survey does not reflect the reality of important factors that influence the market, such as supply and demand for nocturnists, local and regional factors that impact the level of supply and demand, and economic influence nationally.
“If you ask a practice manager or a hospital administrator that question, they would say nocturnists should make whatever is necessary to meet the demands for filling that job,” Dr. Ahlstrom says. “It’s a market-driven phenomenon.”
Hospitals don’t want to pay more, he notes, but they do want “to pay the right amount for the right job.”
Check out our website for more information about hospitalist compensation.
Most people believe that nocturnists should get paid 20% to 33% more than their day-shift counterparts, according to a recent survey at www.the-hospitalist.org. Results of the survey, however, do not necessarily reflect the realities of supply and demand in local markets, according to members of SHM’s Practice Analysis Committee.
Practice size, volume of work, and the inconvenience of working at night contribute to the amount nocturnists get paid, says Leslie Flores, MHA, a committee member and partner in Nelson Flores Hospital Medicine Consultants. “We usually see a range between [a] 15% to 20% premium for nocturnist work,” she adds.
Survey respondents were asked to choose how much of a premium nocturnists should get paid, with the answers ranging from 20% to 60% to the same as everyone else. Two-thirds of the 212 respondents chose 20% or 33% bonus pay for nocturnists; 17% chose “the same as everyone else”; and another 17% chose 50% or 66%.
Committee member Troy Ahlstrom, MD, SFHM, senior chief information officer at Hospitals of Northern Michigan, says the survey does not reflect the reality of important factors that influence the market, such as supply and demand for nocturnists, local and regional factors that impact the level of supply and demand, and economic influence nationally.
“If you ask a practice manager or a hospital administrator that question, they would say nocturnists should make whatever is necessary to meet the demands for filling that job,” Dr. Ahlstrom says. “It’s a market-driven phenomenon.”
Hospitals don’t want to pay more, he notes, but they do want “to pay the right amount for the right job.”
Check out our website for more information about hospitalist compensation.