Jessica Kinsella

More than 70% of people who responded to a survey at The-Hospitalist.org had a negative opinion about how local and national quality initiatives (QI) have impacted their ability to care for hospitalized patients.

Survey respondents were asked to gauge the effectiveness of core measures, Physician Quality Reporting System (PQRS) reporting, and clinical reminders. A combined 38% of respondents said that QI measures produced little benefit for their patients or rarely addressed patients' acute issues. Another 21% of respondents labeled QI measures as "distractions," and 12% said QI measures affected their productivity.

Only 28% of respondents thought that QI have improved inpatient care, just 2% more than those who found "little benefit" to them (26%), indicating that 54% of respondents were nearly evenly split on whether QI measures directly benefit patients.

Felix Aguirre, MD, FHM, vice president of medical affairs for IPC: The Hospitalist Company and a member of SHM's Performance Measurement and Reporting Committee (PMRC), says while certain core measures, such as PQRS reporting, may not address the specific needs of all hospital patients, it does not make them unsuccessful.

"I think measures do improve care, even if it's not for my patients, [then] for the global population of patients," Dr. Aguirre says. "We're not moving the needle quickly by treating my patients; we're moving the needle slowly, but surely, by treating all patients."

PMRC chair Gregory B. Seymann, MD, SFHM, clinical professor and chief of the division of hospital medicine at University of California San Diego Health Sciences, says the variety of QI measures included in the survey may explain the difference in opinions.

"There are multiple different practice arrangements among the general population of hospitalists and thus many different ways an individual respondent might interact with the measures," Dr. Seymann says. TH

 

Visit our website for more information on quality initiatives.

 

 

More than 70% of people who responded to a survey at The-Hospitalist.org had a negative opinion about how local and national quality initiatives (QI) have impacted their ability to care for hospitalized patients.

Survey respondents were asked to gauge the effectiveness of core measures, Physician Quality Reporting System (PQRS) reporting, and clinical reminders. A combined 38% of respondents said that QI measures produced little benefit for their patients or rarely addressed patients' acute issues. Another 21% of respondents labeled QI measures as "distractions," and 12% said QI measures affected their productivity.

Only 28% of respondents thought that QI have improved inpatient care, just 2% more than those who found "little benefit" to them (26%), indicating that 54% of respondents were nearly evenly split on whether QI measures directly benefit patients.

Felix Aguirre, MD, FHM, vice president of medical affairs for IPC: The Hospitalist Company and a member of SHM's Performance Measurement and Reporting Committee (PMRC), says while certain core measures, such as PQRS reporting, may not address the specific needs of all hospital patients, it does not make them unsuccessful.

"I think measures do improve care, even if it's not for my patients, [then] for the global population of patients," Dr. Aguirre says. "We're not moving the needle quickly by treating my patients; we're moving the needle slowly, but surely, by treating all patients."

PMRC chair Gregory B. Seymann, MD, SFHM, clinical professor and chief of the division of hospital medicine at University of California San Diego Health Sciences, says the variety of QI measures included in the survey may explain the difference in opinions.

"There are multiple different practice arrangements among the general population of hospitalists and thus many different ways an individual respondent might interact with the measures," Dr. Seymann says. TH

 

Visit our website for more information on quality initiatives.

 

 

More than 70% of people who responded to a survey at The-Hospitalist.org had a negative opinion about how local and national quality initiatives (QI) have impacted their ability to care for hospitalized patients.

Survey respondents were asked to gauge the effectiveness of core measures, Physician Quality Reporting System (PQRS) reporting, and clinical reminders. A combined 38% of respondents said that QI measures produced little benefit for their patients or rarely addressed patients' acute issues. Another 21% of respondents labeled QI measures as "distractions," and 12% said QI measures affected their productivity.

Only 28% of respondents thought that QI have improved inpatient care, just 2% more than those who found "little benefit" to them (26%), indicating that 54% of respondents were nearly evenly split on whether QI measures directly benefit patients.

Felix Aguirre, MD, FHM, vice president of medical affairs for IPC: The Hospitalist Company and a member of SHM's Performance Measurement and Reporting Committee (PMRC), says while certain core measures, such as PQRS reporting, may not address the specific needs of all hospital patients, it does not make them unsuccessful.

"I think measures do improve care, even if it's not for my patients, [then] for the global population of patients," Dr. Aguirre says. "We're not moving the needle quickly by treating my patients; we're moving the needle slowly, but surely, by treating all patients."

PMRC chair Gregory B. Seymann, MD, SFHM, clinical professor and chief of the division of hospital medicine at University of California San Diego Health Sciences, says the variety of QI measures included in the survey may explain the difference in opinions.

"There are multiple different practice arrangements among the general population of hospitalists and thus many different ways an individual respondent might interact with the measures," Dr. Seymann says. TH

 

Visit our website for more information on quality initiatives.

 

 

Ron Greeno, MD, FCCP, MHM, says he plans to bring his passion for improving the U.S. healthcare system to his new role representing the interests of hospitalists as a member of the Society of Hospital Medicine's Board of Directors.

As a founding member of SHM, Dr. Greeno has played a major role in the society's advocacy efforts to Congress on issues of import to hospital medicine. "We’ve gone [to Capitol Hill] offering our expertise … trying to provide [lawmakers with] guidance in their endeavors to create the new healthcare system," Dr. Greeno says. In 2011, his work with the society was rewarded when he became one of a select few to receive SHM's Master of Hospital Medicine (MHM) recognition.

"SHM is a nontraditional professional society in that we do believe in advocacy for members, but we also believe we're advocating for patients and the integrity of the American healthcare system," he says.

On his to-do list as an SHM board member, Dr. Greeno plans to focus on overhauling the observation status admissions system, developing solutions to fix the flawed Medicare Sustainable Growth Rate formula, and improving how the quality of patient care provided by hospitalists is measured.

As executive vice president for strategy and innovation at Brentwood, Tenn.–based Cogent Healthcare, Dr. Greeno says his enthusiasm for system improvement has only increased over the years. In his concurrent role as Chairman of SHM's Public Policy Committee, Dr. Greeno and committee members will continue to provide input on hospital management practices to such federal agencies as the Centers for Medicare & Medicaid Services and offer feedback on improving the Affordable Care Act.

SHM Board Member Brian Harte, MD, SFHM, who is treasurer of SHM's Public Policy Committee, says Dr. Greeno's passion for policy is infectious.

"Ron brings an enthusiasm to the issues that really energize the committee," Dr. Harte says. "He does a really good job facilitating an equitable discussion and reaching consensus on a position to recommend to the SHM board."

Ron Greeno, MD, FCCP, MHM, says he plans to bring his passion for improving the U.S. healthcare system to his new role representing the interests of hospitalists as a member of the Society of Hospital Medicine's Board of Directors.

As a founding member of SHM, Dr. Greeno has played a major role in the society's advocacy efforts to Congress on issues of import to hospital medicine. "We’ve gone [to Capitol Hill] offering our expertise … trying to provide [lawmakers with] guidance in their endeavors to create the new healthcare system," Dr. Greeno says. In 2011, his work with the society was rewarded when he became one of a select few to receive SHM's Master of Hospital Medicine (MHM) recognition.

"SHM is a nontraditional professional society in that we do believe in advocacy for members, but we also believe we're advocating for patients and the integrity of the American healthcare system," he says.

On his to-do list as an SHM board member, Dr. Greeno plans to focus on overhauling the observation status admissions system, developing solutions to fix the flawed Medicare Sustainable Growth Rate formula, and improving how the quality of patient care provided by hospitalists is measured.

As executive vice president for strategy and innovation at Brentwood, Tenn.–based Cogent Healthcare, Dr. Greeno says his enthusiasm for system improvement has only increased over the years. In his concurrent role as Chairman of SHM's Public Policy Committee, Dr. Greeno and committee members will continue to provide input on hospital management practices to such federal agencies as the Centers for Medicare & Medicaid Services and offer feedback on improving the Affordable Care Act.

SHM Board Member Brian Harte, MD, SFHM, who is treasurer of SHM's Public Policy Committee, says Dr. Greeno's passion for policy is infectious.

"Ron brings an enthusiasm to the issues that really energize the committee," Dr. Harte says. "He does a really good job facilitating an equitable discussion and reaching consensus on a position to recommend to the SHM board."

Ron Greeno, MD, FCCP, MHM, says he plans to bring his passion for improving the U.S. healthcare system to his new role representing the interests of hospitalists as a member of the Society of Hospital Medicine's Board of Directors.

As a founding member of SHM, Dr. Greeno has played a major role in the society's advocacy efforts to Congress on issues of import to hospital medicine. "We’ve gone [to Capitol Hill] offering our expertise … trying to provide [lawmakers with] guidance in their endeavors to create the new healthcare system," Dr. Greeno says. In 2011, his work with the society was rewarded when he became one of a select few to receive SHM's Master of Hospital Medicine (MHM) recognition.

"SHM is a nontraditional professional society in that we do believe in advocacy for members, but we also believe we're advocating for patients and the integrity of the American healthcare system," he says.

On his to-do list as an SHM board member, Dr. Greeno plans to focus on overhauling the observation status admissions system, developing solutions to fix the flawed Medicare Sustainable Growth Rate formula, and improving how the quality of patient care provided by hospitalists is measured.

As executive vice president for strategy and innovation at Brentwood, Tenn.–based Cogent Healthcare, Dr. Greeno says his enthusiasm for system improvement has only increased over the years. In his concurrent role as Chairman of SHM's Public Policy Committee, Dr. Greeno and committee members will continue to provide input on hospital management practices to such federal agencies as the Centers for Medicare & Medicaid Services and offer feedback on improving the Affordable Care Act.

SHM Board Member Brian Harte, MD, SFHM, who is treasurer of SHM's Public Policy Committee, says Dr. Greeno's passion for policy is infectious.

"Ron brings an enthusiasm to the issues that really energize the committee," Dr. Harte says. "He does a really good job facilitating an equitable discussion and reaching consensus on a position to recommend to the SHM board."

Danielle Scheurer, MD, MSCR, SFHM, has her sights set on quality improvement when it comes to serving on SHM's Board of Directors over the next three years. As a representative of a society she considers well managed and efficient, Dr. Scheurer plans to continue fulfilling the goals she set for herself when she began her career in hospital medicine.

"I realized very quickly that I was not going to be satisfied being a good doctor with individual patients because of the barriers to good care and became compelled to attack the issues at the system level," says Dr. Scheurer, who also serves as physician editor of The Hospitalist.

After earning a medical degree from the University of Tennessee in Knoxville and completing a dual residency in internal medicine and pediatrics at Duke University in Durham, N.C., Dr. Scheurer immersed herself in patient-centered care practices as a hospitalist at Brigham and Women's Hospital in Boston from 2005 to 2010. She continues to stress the importance of quality in her current role as chief quality officer at the Medical University of South Carolina in Charleston.

Since becoming involved with SHM in 2003, Dr. Scheurer has spent time educating hospitalists on tactics to make hospital systems more effective and she blogs about clinical and practice issues. Dr. Scheurer also serves on SHM’s Education Committee, a role that she plans to continue in tandem with her work on the board.

Dr. Scheurer's hard work for the society not gone unnoticed. SHM President Burke T. Kealey, MD, SFHM, notes, "I'm very pleased to have Danielle on the board with us. I think she is going to add a great voice. Danielle has already been a great contributor to SHM. She has done a great job of getting out the message about SHM to our members and to others."

One of Dr. Scheurer's biggest accomplishments has been her role developing medical knowledge modules on quality and patient safety for the American Board of Internal Medicine's Recognition in Focused Practice in Hospital Medicine maintenance of certification (MOC) program. She has presented numerous MOC pre-courses at SHM's annual meetings. She says her involvement with fledgling hospitalists has made her optimistic about the future of the specialty.

"People in hospital medicine are already very focused on quality," she says. "We are getting better at understanding that it's not just about being a good doctor, its about creating systems that can effectively and reliably deliver high-quality care."

 

Danielle Scheurer, MD, MSCR, SFHM, has her sights set on quality improvement when it comes to serving on SHM's Board of Directors over the next three years. As a representative of a society she considers well managed and efficient, Dr. Scheurer plans to continue fulfilling the goals she set for herself when she began her career in hospital medicine.

"I realized very quickly that I was not going to be satisfied being a good doctor with individual patients because of the barriers to good care and became compelled to attack the issues at the system level," says Dr. Scheurer, who also serves as physician editor of The Hospitalist.

After earning a medical degree from the University of Tennessee in Knoxville and completing a dual residency in internal medicine and pediatrics at Duke University in Durham, N.C., Dr. Scheurer immersed herself in patient-centered care practices as a hospitalist at Brigham and Women's Hospital in Boston from 2005 to 2010. She continues to stress the importance of quality in her current role as chief quality officer at the Medical University of South Carolina in Charleston.

Since becoming involved with SHM in 2003, Dr. Scheurer has spent time educating hospitalists on tactics to make hospital systems more effective and she blogs about clinical and practice issues. Dr. Scheurer also serves on SHM’s Education Committee, a role that she plans to continue in tandem with her work on the board.

Dr. Scheurer's hard work for the society not gone unnoticed. SHM President Burke T. Kealey, MD, SFHM, notes, "I'm very pleased to have Danielle on the board with us. I think she is going to add a great voice. Danielle has already been a great contributor to SHM. She has done a great job of getting out the message about SHM to our members and to others."

One of Dr. Scheurer's biggest accomplishments has been her role developing medical knowledge modules on quality and patient safety for the American Board of Internal Medicine's Recognition in Focused Practice in Hospital Medicine maintenance of certification (MOC) program. She has presented numerous MOC pre-courses at SHM's annual meetings. She says her involvement with fledgling hospitalists has made her optimistic about the future of the specialty.

"People in hospital medicine are already very focused on quality," she says. "We are getting better at understanding that it's not just about being a good doctor, its about creating systems that can effectively and reliably deliver high-quality care."

 

Danielle Scheurer, MD, MSCR, SFHM, has her sights set on quality improvement when it comes to serving on SHM's Board of Directors over the next three years. As a representative of a society she considers well managed and efficient, Dr. Scheurer plans to continue fulfilling the goals she set for herself when she began her career in hospital medicine.

"I realized very quickly that I was not going to be satisfied being a good doctor with individual patients because of the barriers to good care and became compelled to attack the issues at the system level," says Dr. Scheurer, who also serves as physician editor of The Hospitalist.

After earning a medical degree from the University of Tennessee in Knoxville and completing a dual residency in internal medicine and pediatrics at Duke University in Durham, N.C., Dr. Scheurer immersed herself in patient-centered care practices as a hospitalist at Brigham and Women's Hospital in Boston from 2005 to 2010. She continues to stress the importance of quality in her current role as chief quality officer at the Medical University of South Carolina in Charleston.

Since becoming involved with SHM in 2003, Dr. Scheurer has spent time educating hospitalists on tactics to make hospital systems more effective and she blogs about clinical and practice issues. Dr. Scheurer also serves on SHM’s Education Committee, a role that she plans to continue in tandem with her work on the board.

Dr. Scheurer's hard work for the society not gone unnoticed. SHM President Burke T. Kealey, MD, SFHM, notes, "I'm very pleased to have Danielle on the board with us. I think she is going to add a great voice. Danielle has already been a great contributor to SHM. She has done a great job of getting out the message about SHM to our members and to others."

One of Dr. Scheurer's biggest accomplishments has been her role developing medical knowledge modules on quality and patient safety for the American Board of Internal Medicine's Recognition in Focused Practice in Hospital Medicine maintenance of certification (MOC) program. She has presented numerous MOC pre-courses at SHM's annual meetings. She says her involvement with fledgling hospitalists has made her optimistic about the future of the specialty.

"People in hospital medicine are already very focused on quality," she says. "We are getting better at understanding that it's not just about being a good doctor, its about creating systems that can effectively and reliably deliver high-quality care."