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Spontaneous central venous catheter fracture: Relevance of the pinch‐off sign

A long‐term tunneled subclavian venous catheter of a 32‐year‐old leukaemia patient blocked. Chest x‐ray (CXR) showed a fracture, with the proximal end underneath the first rib and clavicle (Figure 1, arrow, right panel), and distal fragment at the left hila (broken arrow). A CXR 3 months ago showed catheter kinking and narrowing at the same site, constituting the pinch‐off sign (arrow, left panel).1 The broken fragment was retrieved from the left pulmonary artery by cardiac catheterization. Fractured ends were smooth (central insert).

Figure 1
Right panel showing catheter fracture (arrow, enlarged in insert), and the distal fragment (broken arrow). Left panel, showing pinch‐off sign (arrow, enlarged in insert).

Spontaneous central venous catheter fracture occurs in 0.1% to 1% of cases.2 The catheter fracture is postulated to be related to compression between the clavicle and first rib due to vigorous movement or heavy object lifting,3 activities that should be avoided. Fractures at other sites are exceptional. The pinch‐off sign may precede fracture; if detected, catheter removal is warranted,4 a fact both clinicians and radiologists should be aware of.

References
  1. Aitken DR,Minton JP.The “pinch‐off sign”: a warning of impending problems with permanent subclavian catheters.Am J Surg.1984;148:633636.
  2. Koller M,Papa MZ,Zweig A,Ben‐Ari G.Spontaneous leak and transection of permanent subclavian catheters.J Surg Oncol.1998;68:166168.
  3. Mirza B,Vanek VW,Kupensky DT.Pinch‐off syndrome: case report and collective review of the literature.Am Surg.2004;70:635644.
  4. Takasugi JK,O'Connell TX.Prevention of complications in permanent central venous catheters.Surg Gynecol Obstet.1988;167:611.
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Issue
Journal of Hospital Medicine - 5(4)
Page Number
E33-E33
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A long‐term tunneled subclavian venous catheter of a 32‐year‐old leukaemia patient blocked. Chest x‐ray (CXR) showed a fracture, with the proximal end underneath the first rib and clavicle (Figure 1, arrow, right panel), and distal fragment at the left hila (broken arrow). A CXR 3 months ago showed catheter kinking and narrowing at the same site, constituting the pinch‐off sign (arrow, left panel).1 The broken fragment was retrieved from the left pulmonary artery by cardiac catheterization. Fractured ends were smooth (central insert).

Figure 1
Right panel showing catheter fracture (arrow, enlarged in insert), and the distal fragment (broken arrow). Left panel, showing pinch‐off sign (arrow, enlarged in insert).

Spontaneous central venous catheter fracture occurs in 0.1% to 1% of cases.2 The catheter fracture is postulated to be related to compression between the clavicle and first rib due to vigorous movement or heavy object lifting,3 activities that should be avoided. Fractures at other sites are exceptional. The pinch‐off sign may precede fracture; if detected, catheter removal is warranted,4 a fact both clinicians and radiologists should be aware of.

A long‐term tunneled subclavian venous catheter of a 32‐year‐old leukaemia patient blocked. Chest x‐ray (CXR) showed a fracture, with the proximal end underneath the first rib and clavicle (Figure 1, arrow, right panel), and distal fragment at the left hila (broken arrow). A CXR 3 months ago showed catheter kinking and narrowing at the same site, constituting the pinch‐off sign (arrow, left panel).1 The broken fragment was retrieved from the left pulmonary artery by cardiac catheterization. Fractured ends were smooth (central insert).

Figure 1
Right panel showing catheter fracture (arrow, enlarged in insert), and the distal fragment (broken arrow). Left panel, showing pinch‐off sign (arrow, enlarged in insert).

Spontaneous central venous catheter fracture occurs in 0.1% to 1% of cases.2 The catheter fracture is postulated to be related to compression between the clavicle and first rib due to vigorous movement or heavy object lifting,3 activities that should be avoided. Fractures at other sites are exceptional. The pinch‐off sign may precede fracture; if detected, catheter removal is warranted,4 a fact both clinicians and radiologists should be aware of.

References
  1. Aitken DR,Minton JP.The “pinch‐off sign”: a warning of impending problems with permanent subclavian catheters.Am J Surg.1984;148:633636.
  2. Koller M,Papa MZ,Zweig A,Ben‐Ari G.Spontaneous leak and transection of permanent subclavian catheters.J Surg Oncol.1998;68:166168.
  3. Mirza B,Vanek VW,Kupensky DT.Pinch‐off syndrome: case report and collective review of the literature.Am Surg.2004;70:635644.
  4. Takasugi JK,O'Connell TX.Prevention of complications in permanent central venous catheters.Surg Gynecol Obstet.1988;167:611.
References
  1. Aitken DR,Minton JP.The “pinch‐off sign”: a warning of impending problems with permanent subclavian catheters.Am J Surg.1984;148:633636.
  2. Koller M,Papa MZ,Zweig A,Ben‐Ari G.Spontaneous leak and transection of permanent subclavian catheters.J Surg Oncol.1998;68:166168.
  3. Mirza B,Vanek VW,Kupensky DT.Pinch‐off syndrome: case report and collective review of the literature.Am Surg.2004;70:635644.
  4. Takasugi JK,O'Connell TX.Prevention of complications in permanent central venous catheters.Surg Gynecol Obstet.1988;167:611.
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Journal of Hospital Medicine - 5(4)
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Journal of Hospital Medicine - 5(4)
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E33-E33
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Spontaneous central venous catheter fracture: Relevance of the pinch‐off sign
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Spontaneous central venous catheter fracture: Relevance of the pinch‐off sign
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Continuing Medical Education Program in

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Continuing Medical Education Program in the Journal of Hospital Medicine

If you wish to receive credit for this activity, which begins on the next page, please refer to the website: www. blackwellpublishing.com/cme.

Accreditation and Designation Statement

Blackwell Futura Media Services designates this educational activity for a 1 AMA PRA Category 1 Credit. Physicians should only claim credit commensurate with the extent of their participation in the activity.

Blackwell Futura Media Services is accredited by the Accreditation Council for Continuing Medical Education to provide continuing medical education for physicians.

Educational Objectives

Continuous participation in the Journal of Hospital Medicine CME program will enable learners to be better able to:

  • Interpret clinical guidelines and their applications for higher quality and more efficient care for all hospitalized patients.

  • Describe the standard of care for common illnesses and conditions treated in the hospital; such as pneumonia, COPD exacerbation, acute coronary syndrome, HF exacerbation, glycemic control, venous thromboembolic disease, stroke, etc.

  • Discuss evidence‐based recommendations involving transitions of care, including the hospital discharge process.

  • Gain insights into the roles of hospitalists as medical educators, researchers, medical ethicists, palliative care providers, and hospital‐based geriatricians.

  • Incorporate best practices for hospitalist administration, including quality improvement, patient safety, practice management, leadership, and demonstrating hospitalist value.

  • Identify evidence‐based best practices and trends for both adult and pediatric hospital medicine.

Instructions on Receiving Credit

For information on applicability and acceptance of continuing medical education credit for this activity, please consult your professional licensing board.

This activity is designed to be completed within the time designated on the title page; physicians should claim only those credits that reflect the time actually spent in the activity. To successfully earn credit, participants must complete the activity during the valid credit period that is noted on the title page.

Follow these steps to earn credit:

  • Log on to www.blackwellpublishing.com/cme.

  • Read the target audience, learning objectives, and author disclosures.

  • Read the article in print or online format.

  • Reflect on the article.

  • Access the CME Exam, and choose the best answer to each question.

  • Complete the required evaluation component of the activity.

Article PDF
Issue
Journal of Hospital Medicine - 5(4)
Page Number
240-240
Sections
Article PDF
Article PDF

If you wish to receive credit for this activity, which begins on the next page, please refer to the website: www. blackwellpublishing.com/cme.

Accreditation and Designation Statement

Blackwell Futura Media Services designates this educational activity for a 1 AMA PRA Category 1 Credit. Physicians should only claim credit commensurate with the extent of their participation in the activity.

Blackwell Futura Media Services is accredited by the Accreditation Council for Continuing Medical Education to provide continuing medical education for physicians.

Educational Objectives

Continuous participation in the Journal of Hospital Medicine CME program will enable learners to be better able to:

  • Interpret clinical guidelines and their applications for higher quality and more efficient care for all hospitalized patients.

  • Describe the standard of care for common illnesses and conditions treated in the hospital; such as pneumonia, COPD exacerbation, acute coronary syndrome, HF exacerbation, glycemic control, venous thromboembolic disease, stroke, etc.

  • Discuss evidence‐based recommendations involving transitions of care, including the hospital discharge process.

  • Gain insights into the roles of hospitalists as medical educators, researchers, medical ethicists, palliative care providers, and hospital‐based geriatricians.

  • Incorporate best practices for hospitalist administration, including quality improvement, patient safety, practice management, leadership, and demonstrating hospitalist value.

  • Identify evidence‐based best practices and trends for both adult and pediatric hospital medicine.

Instructions on Receiving Credit

For information on applicability and acceptance of continuing medical education credit for this activity, please consult your professional licensing board.

This activity is designed to be completed within the time designated on the title page; physicians should claim only those credits that reflect the time actually spent in the activity. To successfully earn credit, participants must complete the activity during the valid credit period that is noted on the title page.

Follow these steps to earn credit:

  • Log on to www.blackwellpublishing.com/cme.

  • Read the target audience, learning objectives, and author disclosures.

  • Read the article in print or online format.

  • Reflect on the article.

  • Access the CME Exam, and choose the best answer to each question.

  • Complete the required evaluation component of the activity.

If you wish to receive credit for this activity, which begins on the next page, please refer to the website: www. blackwellpublishing.com/cme.

Accreditation and Designation Statement

Blackwell Futura Media Services designates this educational activity for a 1 AMA PRA Category 1 Credit. Physicians should only claim credit commensurate with the extent of their participation in the activity.

Blackwell Futura Media Services is accredited by the Accreditation Council for Continuing Medical Education to provide continuing medical education for physicians.

Educational Objectives

Continuous participation in the Journal of Hospital Medicine CME program will enable learners to be better able to:

  • Interpret clinical guidelines and their applications for higher quality and more efficient care for all hospitalized patients.

  • Describe the standard of care for common illnesses and conditions treated in the hospital; such as pneumonia, COPD exacerbation, acute coronary syndrome, HF exacerbation, glycemic control, venous thromboembolic disease, stroke, etc.

  • Discuss evidence‐based recommendations involving transitions of care, including the hospital discharge process.

  • Gain insights into the roles of hospitalists as medical educators, researchers, medical ethicists, palliative care providers, and hospital‐based geriatricians.

  • Incorporate best practices for hospitalist administration, including quality improvement, patient safety, practice management, leadership, and demonstrating hospitalist value.

  • Identify evidence‐based best practices and trends for both adult and pediatric hospital medicine.

Instructions on Receiving Credit

For information on applicability and acceptance of continuing medical education credit for this activity, please consult your professional licensing board.

This activity is designed to be completed within the time designated on the title page; physicians should claim only those credits that reflect the time actually spent in the activity. To successfully earn credit, participants must complete the activity during the valid credit period that is noted on the title page.

Follow these steps to earn credit:

  • Log on to www.blackwellpublishing.com/cme.

  • Read the target audience, learning objectives, and author disclosures.

  • Read the article in print or online format.

  • Reflect on the article.

  • Access the CME Exam, and choose the best answer to each question.

  • Complete the required evaluation component of the activity.

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Journal of Hospital Medicine - 5(4)
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Journal of Hospital Medicine - 5(4)
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240-240
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Continuing Medical Education Program in the Journal of Hospital Medicine
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Continuing Medical Education Program in the Journal of Hospital Medicine
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Myth: LBBB Masks Hyperkalemia

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Left bundle branch block (LBBB) masks changes due to hyperkalemia: A myth

An 80‐year‐old man with end‐stage renal disease requiring maintenance hemodialysis was admitted to the emergency department (ED) with complaints of fever, generalized fatigue, and lethargy. Presenting electrocardiogram (ECG) revealed normal sinus rhythm at 82 beats per minute (bpm), prolonged PR interval, complete left bundle branch block (LBBB) with wide QRS interval and tall T waves (Figure 1). A baseline ECG done 3 months ago also showed LBBB (Figure 2). In view of the underlying LBBB, changes in the presenting ECG were ignored.

Figure 1
Presenting ECG showing LBBB with tall and peaked T waves, prolonged PR interval and wide QRS. Abbreviations: ECG, electrocardiogram; LBBB, left bundle branch block.
Figure 2
Baseline ECG taken 3 months ago. Abbreviation: ECG, electrocardiogram.

Hemodialysis was planned for the patient. A few hours later, repeat ECG revealed a sine wave pattern suggestive of severe hyperkalemia (Figure 3). Laboratory results were available then and his serum potassium was found to be 6.8 mmol/L. He was started on insulin, dextrose, and calcium gluconate, but he developed cardiorespiratory arrest and died.

Figure 3
Prearrest ECG showing wide QRS rhythm without distinct atrial activity—the sinoventricular wave pattern due to hyperkalemia. Abbreviation: ECG, electrocardiogram.

Retrospectively, looking at the presenting ECG (Figure 1), it was found that the PR interval was longer, the QRS was broader, and the T waves were taller and more peaked than the baseline ECG (Figure 2).

Discussion

Hyperkalemia is a true medical emergency with potential lethal consequences that must be treated accordingly.1, 2 It can be difficult to diagnose due to the paucity of distinctive signs and symptoms. Any ECG change due to hyperkalemia becomes an indication for stabilizing the myocardium with calcium infusion.

Often, the sequence of repolarization due to myocardial infarction is altered on ECG in patients with baseline LBBB, making it difficult to diagnose accurately. Although it is thought that changes due to electrolyte imbalances will also be masked by the presence of LBBB, there is no evidence supporting this in the literature. Hence, it is wrongly believed that LBBB masks changes due to hyperkalemia. It is important that in patients with suspected electrolyte imbalance, baseline ECG showing LBBB is compared to the presenting ECG. In our patient, the presenting ECG (Figure 1) might not look too impressive, but in comparison to the baseline ECG (Figure 2), the PR interval is longer, QRS is wider, and T waves are more peaked and taller. If the admitting physician had closely compared the presenting ECG (Figure 1) to the baseline ECG (Figure 2), the suspicion of hyperkalemia would have been high.

References
  1. Gibbs MA,Wolfson AB,Tayal VS.Electrolyte disturbances. In:Marx JA,Hockberger RS,Walls RM, et al.,Rosen's Emergency Medicine: Concepts and Clinical Practice.5th ed. Vol2.St. Louis:Mosby;2002:17301731.
  2. Stevens MS,Dunlay RW.Hyperkalemia in hospitalized patients.Int Urol Nephrol.2000;32:177180.
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Issue
Journal of Hospital Medicine - 5(4)
Page Number
226-227
Legacy Keywords
diagnostic decision making, ECG, hyperkalemia, LBBB
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An 80‐year‐old man with end‐stage renal disease requiring maintenance hemodialysis was admitted to the emergency department (ED) with complaints of fever, generalized fatigue, and lethargy. Presenting electrocardiogram (ECG) revealed normal sinus rhythm at 82 beats per minute (bpm), prolonged PR interval, complete left bundle branch block (LBBB) with wide QRS interval and tall T waves (Figure 1). A baseline ECG done 3 months ago also showed LBBB (Figure 2). In view of the underlying LBBB, changes in the presenting ECG were ignored.

Figure 1
Presenting ECG showing LBBB with tall and peaked T waves, prolonged PR interval and wide QRS. Abbreviations: ECG, electrocardiogram; LBBB, left bundle branch block.
Figure 2
Baseline ECG taken 3 months ago. Abbreviation: ECG, electrocardiogram.

Hemodialysis was planned for the patient. A few hours later, repeat ECG revealed a sine wave pattern suggestive of severe hyperkalemia (Figure 3). Laboratory results were available then and his serum potassium was found to be 6.8 mmol/L. He was started on insulin, dextrose, and calcium gluconate, but he developed cardiorespiratory arrest and died.

Figure 3
Prearrest ECG showing wide QRS rhythm without distinct atrial activity—the sinoventricular wave pattern due to hyperkalemia. Abbreviation: ECG, electrocardiogram.

Retrospectively, looking at the presenting ECG (Figure 1), it was found that the PR interval was longer, the QRS was broader, and the T waves were taller and more peaked than the baseline ECG (Figure 2).

Discussion

Hyperkalemia is a true medical emergency with potential lethal consequences that must be treated accordingly.1, 2 It can be difficult to diagnose due to the paucity of distinctive signs and symptoms. Any ECG change due to hyperkalemia becomes an indication for stabilizing the myocardium with calcium infusion.

Often, the sequence of repolarization due to myocardial infarction is altered on ECG in patients with baseline LBBB, making it difficult to diagnose accurately. Although it is thought that changes due to electrolyte imbalances will also be masked by the presence of LBBB, there is no evidence supporting this in the literature. Hence, it is wrongly believed that LBBB masks changes due to hyperkalemia. It is important that in patients with suspected electrolyte imbalance, baseline ECG showing LBBB is compared to the presenting ECG. In our patient, the presenting ECG (Figure 1) might not look too impressive, but in comparison to the baseline ECG (Figure 2), the PR interval is longer, QRS is wider, and T waves are more peaked and taller. If the admitting physician had closely compared the presenting ECG (Figure 1) to the baseline ECG (Figure 2), the suspicion of hyperkalemia would have been high.

An 80‐year‐old man with end‐stage renal disease requiring maintenance hemodialysis was admitted to the emergency department (ED) with complaints of fever, generalized fatigue, and lethargy. Presenting electrocardiogram (ECG) revealed normal sinus rhythm at 82 beats per minute (bpm), prolonged PR interval, complete left bundle branch block (LBBB) with wide QRS interval and tall T waves (Figure 1). A baseline ECG done 3 months ago also showed LBBB (Figure 2). In view of the underlying LBBB, changes in the presenting ECG were ignored.

Figure 1
Presenting ECG showing LBBB with tall and peaked T waves, prolonged PR interval and wide QRS. Abbreviations: ECG, electrocardiogram; LBBB, left bundle branch block.
Figure 2
Baseline ECG taken 3 months ago. Abbreviation: ECG, electrocardiogram.

Hemodialysis was planned for the patient. A few hours later, repeat ECG revealed a sine wave pattern suggestive of severe hyperkalemia (Figure 3). Laboratory results were available then and his serum potassium was found to be 6.8 mmol/L. He was started on insulin, dextrose, and calcium gluconate, but he developed cardiorespiratory arrest and died.

Figure 3
Prearrest ECG showing wide QRS rhythm without distinct atrial activity—the sinoventricular wave pattern due to hyperkalemia. Abbreviation: ECG, electrocardiogram.

Retrospectively, looking at the presenting ECG (Figure 1), it was found that the PR interval was longer, the QRS was broader, and the T waves were taller and more peaked than the baseline ECG (Figure 2).

Discussion

Hyperkalemia is a true medical emergency with potential lethal consequences that must be treated accordingly.1, 2 It can be difficult to diagnose due to the paucity of distinctive signs and symptoms. Any ECG change due to hyperkalemia becomes an indication for stabilizing the myocardium with calcium infusion.

Often, the sequence of repolarization due to myocardial infarction is altered on ECG in patients with baseline LBBB, making it difficult to diagnose accurately. Although it is thought that changes due to electrolyte imbalances will also be masked by the presence of LBBB, there is no evidence supporting this in the literature. Hence, it is wrongly believed that LBBB masks changes due to hyperkalemia. It is important that in patients with suspected electrolyte imbalance, baseline ECG showing LBBB is compared to the presenting ECG. In our patient, the presenting ECG (Figure 1) might not look too impressive, but in comparison to the baseline ECG (Figure 2), the PR interval is longer, QRS is wider, and T waves are more peaked and taller. If the admitting physician had closely compared the presenting ECG (Figure 1) to the baseline ECG (Figure 2), the suspicion of hyperkalemia would have been high.

References
  1. Gibbs MA,Wolfson AB,Tayal VS.Electrolyte disturbances. In:Marx JA,Hockberger RS,Walls RM, et al.,Rosen's Emergency Medicine: Concepts and Clinical Practice.5th ed. Vol2.St. Louis:Mosby;2002:17301731.
  2. Stevens MS,Dunlay RW.Hyperkalemia in hospitalized patients.Int Urol Nephrol.2000;32:177180.
References
  1. Gibbs MA,Wolfson AB,Tayal VS.Electrolyte disturbances. In:Marx JA,Hockberger RS,Walls RM, et al.,Rosen's Emergency Medicine: Concepts and Clinical Practice.5th ed. Vol2.St. Louis:Mosby;2002:17301731.
  2. Stevens MS,Dunlay RW.Hyperkalemia in hospitalized patients.Int Urol Nephrol.2000;32:177180.
Issue
Journal of Hospital Medicine - 5(4)
Issue
Journal of Hospital Medicine - 5(4)
Page Number
226-227
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226-227
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Left bundle branch block (LBBB) masks changes due to hyperkalemia: A myth
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Left bundle branch block (LBBB) masks changes due to hyperkalemia: A myth
Legacy Keywords
diagnostic decision making, ECG, hyperkalemia, LBBB
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diagnostic decision making, ECG, hyperkalemia, LBBB
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Hospitalists in the AHSC

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Integrating pediatric hospitalists in the academic health science center: Practice and perceptions in a canadian center

The successful integration of hospitalists in academic health science centers (AHSCs) has been identified as one of the most challenging areas for the hospitalist movement.1, 2 This has been based on a concern that many hospitalists lack academic and research skills, lack mentorship, and may have little time to develop academic careers because of the significant time they spend in clinical care.

A recent survey highlighted that the pediatric hospitalist workforce is in its infancy and additional perspectives, such as from hospitalists themselves, are essential for a more complete picture of the current state of pediatric hospital medicine.3 Hospitalists have had a long history in Canada.4 The Hospital for Sick Children, Toronto, Canada, has had a Division of Pediatric Medicine since 1981, with hospitalists, as we now know them, from inception. This provided a rich resource to explore pediatric hospital medicine in the academic context and from hospitalists themselves. The objective of this survey was to explore the characteristics, practice, and perceptions of pediatric hospital medicine in an AHSC. Locally, we hoped the results would inform the division on program development, training, and faculty career development. Externally, the findings could contribute to a body of knowledge on the evolving role of pediatric hospitalists and provide insight into opportunities for better integration into AHSCs.

Methods

Study Design

This was a cross‐sectional survey of pediatricians who attend on the pediatric medicine inpatient unit at the Hospital for Sick Children, Toronto. The study protocol was approved by Quality and Risk Management at The Hospital for Sick Children.

Setting

The Hospital for Sick Children is a tertiary care children's hospital affiliated with the University of Toronto, Toronto, Canada. The total hospital bed capacity including intensive care unit beds and subspecialty beds is 320. It is the only free‐standing pediatric hospital for the greater Toronto area with a catchment population of 5 million people.

A formal division for general pediatrics, Pediatric Medicine, has been in existence since 1981 with hospital‐based pediatricians (who now are known as hospitalists) who attend on the inpatient unit. The pediatric medicine inpatient unit (PMIU) has a 60‐bed capacity on 3 units. At all times, the PMIU is staffed by 4 to 6 inpatient attendings from a total of 20 full‐time and major part‐time pediatricians. According to Wachter's staging of hospital care, the PMIU is at stage IV of IV in development (mandatory care by hospitalist).5 All attending pediatricians are members of the Division of Pediatric Medicine. Pediatric subspecialists do not attend on the PMIU. Physicians attend for a minimum of 4 weeks at a time. General pediatric house staff including fellows, residents (postgraduate year [PGY] 1, PGY3) and medical students are supervised by the attending pediatricians. Other inpatient clinical services provided include an inpatient general medical consultation team, a complex care team for inpatients with chronic complex conditions, and a consultative and collaborative role with the team of interventional radiologists. An outpatient pediatric consultation program exists for hospital follow‐up, general pediatric consultation, and specialized generalist care for specific populations of children.

In addition to the clinical program, research and education programs exist within the division. The division has had an academic general pediatric fellowship program since 1992, with the majority of most recent graduates obtaining academic hospitalist faculty positions. A formal research group and infrastructure for clinical, outcomes‐based research within the division, known as the Pediatric Outcomes Research Team (PORT), exists.

Study Population

All pediatricians who attend on the PMIU and in the Division of Pediatric Medicine, Hospital for Sick Children in 2007 were eligible for recruitment including the 2 eligible study authors.

Survey Instrument

We constructed a 43‐item structured questionnaire that asked about and explored training and employment characteristics; clinical roles and nonclinical roles (teaching, quality, research, leadership); and perceptions of hospital medicine and a career in this field. Several items were modeled after questions administered to program directors in a survey reported by Freed et al.3 The questionnaire was designed to be completed by the respondent on paper.

Questionnaire Administration

From September to December 2007, eligible pediatricians were sent a letter explaining the study and the questionnaire through interhospital mail by the research coordinator. Questionnaires were deidentified and assigned a unique identification number. Only the research coordinator had access to the list that linked the unique identification numbers with names. Confidentiality of responses and anonymity of responses was explicitly stated in the letter explaining the study to pediatricians. Nonrespondents were contacted by the research assistant at 3‐week intervals with personal reminders.

Data Analysis

During the analysis phase, responses remained deidentified. Descriptive statistics using means, medians, and proportions were calculated for survey items. For open‐ended questions, answers from respondents were summarized into key concepts or themes by the 3 study authors. Excerpts from responses were abstracted to highlight themes.

Results

Eighteen of 20 (90%) faculty responded to the questionnaire. The results are presented by the domains of the questionnaire, as follows.

Training and Employment Characteristics

Due to the requirements of the Royal College of Physicians and Surgeons of Canada, all faculty had a minimum of 4 years of pediatric specialty training leading to certification (Table 1). Seven of 18 (39%) had fellowship and graduate training. Nine of 18 (50%) had been on faculty for greater than 5 years.

Training and Employment Characteristics of Faculty
Training after medical schools, median years (range)4.8 (46)
Fellowship trained, number (%)7 (39)
Fellowship duration, median years (range)2.7 (15)
Graduate studies, number (%)7 (39)
Clinical epidemiology5
Education2
Duration since first academic appointment 
Median, years (range)5.5 (030)
Mean, years (standard deviation)9.9 (10.4)
>5 years, number (%)9 (50)
Academic rank, number (%) 
Lecturer2 (11)
Assistant professor10 (56)
Associate professor4 (22)
Full professor1 (6)

Hospitalists: Impact and Definition

Seventeen of 18 (94%) faculty felt that hospitalists reduce cost, increase patient satisfaction, and increase quality of care. Three of 18 (17%) felt that hospitalism adversely affects the primary care physicianpatient relationship. All felt that hospitalists can contribute to the academic mission of an AHSC.

Most (17/18) felt that the Society of Hospital Medicine definition of a hospitalist is useful but 13 of 18 (72%) felt that it was important to develop an international consensus‐based definition.

Clinical Roles

All faculty attended on the PMIU. Other clinical activities included: 13 of 18 (72%) inpatient general medical consultation, 9 of 18 (50%) interventional radiology clinical team, 8 of 18 (44%) attended in the pediatric consultation clinic.

The median number of weeks attending on the PMIU was 16 (range, 440 weeks).

Nine of 18 (50%) provided leadership in clinical programs or the care of specific populations of children. This included leadership in healthcare systems: director of PMIU, director of inpatient general medical consultation, interventional radiology comanagement team; and leadership in patient populations: children with chronic complex conditions, cyclic vomiting, cancer/genetic syndromes, obesity, child abuse and neglect, failure to thrive, and vascular tumors.

Nonclinical and Academic Roles

Sixteen (89%) considered their job to include activities in addition to their role of providing patient care (Table 2). This included primary activity in clinical research, education, quality improvement and health policy.

Faculty Activities Outside of Clinical Care
Area of Activityn = 18 [number (%)]
  • Abbreviations: CME, continuing medical education; EBM, evidence‐based medicine; PAS, Pediatric Academic Societies; QI, quality improvement.

QI 
Participates in QI activity12 (67)
Participants who lead in QI activity4 (33)
Education 
Teaching 
Medical students 
Inpatient unit18 (100)
Small group sessions10 (56)
Lectures15 (83)
Residents 
Inpatient unit17 (94)
Lectures12 (67)
EBM critical appraisal course5 (28)
General pediatric fellows7 (39)
CME11 (61)
Curriculum or program development9 (50)
Research 
Holds appointment with research institute12 (66)
Peer review publication in past 12 months13 (72)
Currently holds research grant12 (66)
Presented abstract at 2007 PAS meeting10 (56)

Hospitalist Medicine as a Career: Perceptions

Fifteen (83%) felt that it was important to establish an annual minimum time allocation to practicing hospital medicine. A median of 11 weeks per year (range, 816 weeks) was felt to be the minimum time that should be allocated to practicing hospital medicine. The major themes related to the need to establish a minimum time for clinical practice in hospital medicine were as follows: maintenance of skills, knowledge, and competency; ensuring quality of care; and efficiency of care. One respondent explained that the main reason to have a minimum time for clinical practice was to keep up clinical skills of acute patients, stay aware of and keep up to date of available facilities in the hospital.

Thirteen (72%) felt that it was important to establish an annual maximum time allocation to practicing hospital medicine. A median of 32 weeks per year (range, 2036 weeks) was felt to be the maximum time that should be allocated to practicing hospital medicine. The major themes related to the need to establish a maximum time for clinical practice in hospital medicine were: burnout, balance in career, and desire to develop academic career and to complete nonclinical activities. As this respondent described: I think hospital medicine can be very emotionally difficult and is sustainable if provided time off to pursue other goals such as research, education, creative professional service.

Thirteen (72%) intended to continue their career as a hospitalist and 5 (28%) were unsure. Eleven (61%) felt that a job as a hospitalist was a viable long term career, 6 (33%) were unsure, and 1 (5%) felt that it was not viable. When asked what the barriers to establishing hospital medicine as a long‐term career, the major themes that emerged were as follows: burnout, establishing a nonclinical or academic niche, and the system for career advancement in an academic center. This respondent explained: As long as you have another niche (education for me) that helps provide respite, as well as [you need an] opportunity to have protected time for academic endeavours that are necessary to survive in an academic health science centre.

Another respondent described burnout as a barrier: long hours, emotionally draining with very complex patients, feeling stretchedclinical care and teaching and research and admin.

Perceived advantages to a career as a hospitalist included: working in a team, generalist approach to care, stability relative to community practice, intellectually stimulating and rewarding work, growing area and opportunities for scholarship. One respondent outlined the perceived advantages to a generalist approach: diversity of work, become a generalist specialist, teamwork, develop broad perspective on health.

Others described the perceived advantages over community practice: exciting, interesting, job stability, salary and no worries about administration of the business of community office, stable income, holiday leave.

Perceived disadvantages to a career as a hospitalist included: burnout, recognition and respect, and lack of long‐term relationships with patients. One respondent explained: as an emerging field, we have a lot of growing to do. Although our work (both clinical and academic) seem fundamental to the mission of the hospital and university, we may not feel we receive the respect, support, resources, funding allocated to other areas.

Another response to disadvantages of a career as a hospitalist was, burnout, risk of being seen as a perpetual resident.

Discussion

Freed et al.3 recently conducted a survey of U.S. pediatric hospitalist program directors from a diverse range of settings (ie, teaching vs. nonteaching, free‐standing vs. hospital system, children's hospitals vs. non‐children's hospitals).3 These investigators found that the majority of programs had employed hospitalists for less than 5 years (compared with our program, 30 years); employed 1 to 5 hospitalists (compared with our program, 20); and 25% of programs indicated their hospitalists averaged greater than 5 years on the job (compared with our program, average 10 years on the job). Maniscalco et al.6 conducted a survey in 2007 of hospitalists in a similarly diverse range of settings, found that the mean number of years on the job was 6 and found similar clinical and teaching roles. They also found that the need for advanced training in administration, research, education, and quality improvement was high. Further, we were able to examine academic roles and perceptions of hospital medicine as a career in an AHSC at an individual level. This survey, however, was limited by sampling from a single institution.

Almost all faculty identified an area of focus in addition to clinical care. Educational activities occurred at all levels: undergraduate, residency, fellowship, and continuing medical education. Faculty were engaged in research activities. Hospitalists provide care on all inpatient units as a consultant specialist in general medical care. For example, we have designed a collaborative model of care with the interventional radiology team to comanage children who require image‐guided interventions, such as gastrostomy, chest tube, and central venous line insertions.7 One further area that deserves mention is the leadership of hospitalists in outpatient care of children, especially hospital intense populations, in collaboration with their primary care provider. These groups of children are often medically and socially complex, require repeated and intense hospital resources (including diagnostic testing, subspecialty consultation, and hospitalization), and require generalist care to manage them from a family centered perspective.

A significant proportion of the faculty in this survey acquired advanced academic training. The formal training of hospitalist physicians is in its infancy. A recent work documenting the domains of training for academic general pediatric fellowship in leadership, education, and research seems to be most appropriate for the nonclinical foundation for pediatric academic hospitalists.8

Few studies have examined academic hospitalists' perceptions on the minimum and maximum time per year suitable for clinical service. This undoubtedly will vary depending on the institution, program and financial structure, patient load and complexity, call requirements, academic commitments, and stage of development. Faculty surveyed in this study felt a range of 11 to 32 weeks of clinical inpatient attending per year was ideal. This is consistent with the expert panel recommendations of the Society of Hospital Medicine. What may be equally important to determine is the maximum number of continuous weeks attending on the PMIU.

There have been 3 full‐time faculty who have left the division (all to community hospitalbased generalist practices with academic affiliations) and 1 who has changed from a full‐time to a part‐time role in the division. Most faculty surveyed intended to continue their career as a hospitalist. They identified several positive and satisfying aspects to the career, including relationships with peers, stable salary, numerous opportunities for scholarly work in a young field, and generalist care. Hoff et al.9 described a national US survey of hospitalists in all adult medicine settings that examined personal characteristics, and work‐related attitudes. Similarly, they found that hospital medicine was a source of positive social and professional work experiences related to interactions with peers, patients and families, and coworkers. In the current study, perceived disadvantages to a hospitalist career were burnout, lack of recognition and respect, and lack of long‐term relationships with patients. Hoff et al.9 noted that 37% were burnt out or at risk of burnout, which is less than in the fields of critical care medicine and emergency medicine.

The identified barriers to establishing a career were related to development of an academic focus, balance between clinical and nonclinical time, and the system for career advancement. Few other studies have examined these career issues for hospitalists in the academic setting. Several authors have discussed career issues for clinician‐educators in the US,10, 11 including metrics for promotion and recognition by institutions. Alternate methods have been proposed for promotion, aside from research and education, such as creative professional activity or clinical excellence.12 The developing field of hospital medicine faces similar challenges as individual hospitalists and the specialty itself works to align with the academic mission.1315

The division and hospitalist program have evolved over more than 2 decades to fulfill strategic goals and respond to changing external factors (Table 3). Contextual factors that have supported this evolution and that may be unique to our academic environment merit mention. First, the departments' physicians work in a within a single‐payer universal healthcare system that in some ways is similar to a single‐payer health maintenance organization. The ultimate governance is provided by the provincial Ministry of Health, which is funded through taxation. Second, through an alternative funding plan (AFP) with the provincial government, block funding is providing in lieu of fee for service clinical care that funds physician salaries for clinical work, research, education, and administrative activities.16 Third, the department has a career development compensation program (CDCP) that has an explicit job activity profile which is aligned with the role of hospitaliststhe clinician‐specialist profilewho have a predominate commitment to provide, advance, and promote excellence in clinical care with contributions to education and/or research.16 The compensation and evaluation process for hospitalists is the same as other members in the department. While further refinement of this system is ongoing, this program has demonstrated a support for all roles (ie, clinical, education, and research).17

Evolution of Program: Pressure Points and Change
DateAreaPressure PointChange
1981Clinical education researchDepartment priority for academic generalismCreation of Division of General Pediatrics (now Pediatric Medicine); full‐time hospital‐based pediatricians attending on inpatient unit
1991EducationDivision priority to foster academic generalism and train future generation of academic generalistsCreation of academic general pediatrics fellowship program
1992ResearchDivision priority to foster clinical, outcomes‐based researchCreation of formal divisional research infrastructure with foundation support for an epidemiologic, outcomes‐based research platform; pediatric outcomes research team (PORT)
1995Clinical careProvince‐wide reduction in resident duty hours; division priority to raise the bar for clinical and teaching excellence in hospitalist‐and community‐based pediatrics; need for a financially viable and cost‐effective model for staffing attending pediatricians on inpatient unitReorganization of inpatient unit; higher proportion of attending pediatricians who are full‐time, hospital‐based; creation of a staff‐only hospitalist unit19; creation of a section of community pediatrics (2001)
1996Clinical care education faculty developmentNeed to limit attending hospitalists after‐hours clinical care to ensure balance and academic productivity; need for a system of after‐hours physician coverage for inpatient care that is sustainable and financially viable; need for funding sources for academic general pediatrics fellowshipCreation of a clinical departmental fellowship program to fund after hours clinical coverage with qualified pediatricians seeking additional fellowship training20
1998Faculty career developmentNeed to value and reward all academic contributions, such as the hospitalist role, through an explicit job activity profile within the department16Implementation of a career development and compensation program with the clinician specialist role whose primary contributions are to excellence in clinical care
1999Clinical careExpansion of hospital interventional radiology program and need for high quality collaborative careComanagement model with hospitalist‐radiologist team7
20068Clinical care researchDivision and institution priority to provide high‐quality care for children with complex care health issues and foster a research program21Creation of formalized hospitalist complex care program with inpatient and outpatient care22; research support for complex care
2007Clinical careRefinement of inpatient unit organization to improve efficiency of care; increase number of trainees23Reorganization of inpatient units to geographic allocation of patients by attending physician; addition of trainees to staff‐only hospitalist unit

Furthermore, several divisional factors have contributed to the viability of hospitalism within our generalist division. First, hospitalists were integrated into, rather than segregated from the division. Second, hospitalists have the opportunity to engage in diverse clinical activities. Wachter and Goldman18 advocate for hospitalist participation in outpatient care to provide variety and to cement their relationship with their generalist division. Third, a fellowship training program was established in 1992 that integrated principles of academic general pediatrics and hospitalism. Fourth, career development in education, research, and, more recently, quality improvement is fostered.

In summary, the faculty of an established pediatric hospitalist program have diverse and unique clinical, leadership, and scholarly contributions to the academic mission of the department. In order to further promote integration, several issues should be addressed, including optimal training, time allocated to nonclinical activities, systems for career development and promotion of hospitalist faculty, and mentorship. Finally, it is important that leaders in pediatric hospital medicine and general pediatrics engage the larger academic community to strengthen the role and contributions of hospitalists in AHSCs.

Acknowledgements

The authors thank the faculty of the Division of Pediatric Medicine, Hospital for Sick Children for participating in the survey and past and present faculty for their contributions to the development of the division.

References
  1. Saint S,Flanders SA.Hospitalists in teaching hospitals: opportunities but not without danger.J Gen Intern Med.2004;19:392393.
  2. McMahon L.The hospitalist movement—time to move on.N Engl J Med.2007;25:26272629.
  3. Freed GL,Brzoznowski K.Neighbors K,Lakhani I.Characteristics of the pediatric hospitalist workforce: its roles and work environment.Pediatrics.2007;120:3339.
  4. Redelmeir DA.A Canadian perspective on the American hospitalist movement.Arch Int Med.1999;159:16661668.
  5. Wachter RM.An introduction to the hospitalist model.Ann Intern Med.1999;130:338342.
  6. Maniscalco J,Ottolini M,Dhepyasuwan N,Landrigan C,Sucky E.Current roles and training needs of pediatric hospitalists: a study from the Pediatric Research in Inpatient Settings (PRIS) network.Paper presented at: Pediatric Academic Society Annual Meeting; May2008;Honolulu, HI. E‐PAS2008:6725.4.
  7. Connolly B,Mahant S.The pediatric hospitalist and interventional radiologist: a model for clinical care in pediatric interventional radiology.J Vasc Interv Radiol.2006;17:17331738.
  8. Baldwin CD,Bernard DP,Szilagyi PG, et al.Academic general pediatric fellowships: curriculum design and educational goals and objectives.Ambul Pediatr.2007;7:328339.
  9. Hoff TH,Whitcomb WF,Williams K,Nelson JR,Cheesman RA.Characteristics and work experiences of hospitalists in the United States.Arch Intern Med.2001;161:851858.
  10. Levinson W,Rubenstein A.Mission critical—integrating clinician‐educators into academic medical centers.N Engl J Med.1999;341:840843.
  11. Fleming VM,Schindler N,Martin GJ,DaRosa DA.Separate and equitable promotion tracks for clinician‐educators.JAMA.2005;294:11011103.
  12. Levinson W,Rothman AI,Phillipson E.Creative professional activity: an additional platform for promotion of faculty.Acad Med.2006;81:568570.
  13. McGinn T.Helping hospitalists achieve academic stature.J Hosp Med.2008;3:285287.
  14. Howell E,Kravet S,Kisuule F,Wright SM.An innovative approach to supporting hospitalist physicians toward academic success.J Hosp Med.2008;3:314318.
  15. Flanders SA,Kaufman SR,Nallamothu BK,Saint S.The University of Michigan Specialist‐Hospitalist Allied Research Program: jumpstarting hospitalist medicine research.J Hosp Med.2008;3:308313.
  16. O'Brodovich H,Pleinys R,Laxer R,Tallett S,Rosenblum N,Sass‐Kortsak .Evaluation of a peer‐reviewed career development and compensation program for physicians at an academic health science centre.Pediatrics.2003;111:e26–e31.
  17. O'Brodovich H,Beyene J,Tallett S,MacGregor D,Rosenblum ND.Performance of a career development and compensation program at an academic health science center.Pediatrics.2007;119:e791e797.
  18. Wachter RM,Goldman L.Implications of the hospitalist movement for academic departments of medicine: lessons from the UCSF experience.Am J Med.1999;106:127133.
  19. Dwight P,MacArthur C,Friedman JN,Parkin PC.Evaluation of a staff‐only hospitalist system in a tertiary care, academic children's hospital.Pediatrics.2004;114:15451549.
  20. Friedman JN,Laxer RM.Providing after‐hours on‐call clinical coverage in academic health sciences centres: the Hospital for Sick Children experience.CMAJ.2000;163:298299.
  21. Cohen E,Friedman J,Nicholas DB,Adams S,Rosenbaum P.A home for medically complex children: the role of hospital programs.J Healthc Qual.2008;30:715.
  22. Adams S,Mahant S,Cohen E.Comprehensive care for medically complex children: the pediatric nurse practitioner‐hospitalist model of collaborative care.Hosp Pediatr.2009;1:2023.
  23. Beck CE,Parkin PC,Friedman JN.Pediatric hospitalist medicine: an overview and a perspective from Toronto, Canada.Clin Pediatr (Phila).2008;47:546548.
Article PDF
Issue
Journal of Hospital Medicine - 5(4)
Page Number
228-233
Legacy Keywords
academic health science center, career development, hospitalist
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Article PDF
Article PDF

The successful integration of hospitalists in academic health science centers (AHSCs) has been identified as one of the most challenging areas for the hospitalist movement.1, 2 This has been based on a concern that many hospitalists lack academic and research skills, lack mentorship, and may have little time to develop academic careers because of the significant time they spend in clinical care.

A recent survey highlighted that the pediatric hospitalist workforce is in its infancy and additional perspectives, such as from hospitalists themselves, are essential for a more complete picture of the current state of pediatric hospital medicine.3 Hospitalists have had a long history in Canada.4 The Hospital for Sick Children, Toronto, Canada, has had a Division of Pediatric Medicine since 1981, with hospitalists, as we now know them, from inception. This provided a rich resource to explore pediatric hospital medicine in the academic context and from hospitalists themselves. The objective of this survey was to explore the characteristics, practice, and perceptions of pediatric hospital medicine in an AHSC. Locally, we hoped the results would inform the division on program development, training, and faculty career development. Externally, the findings could contribute to a body of knowledge on the evolving role of pediatric hospitalists and provide insight into opportunities for better integration into AHSCs.

Methods

Study Design

This was a cross‐sectional survey of pediatricians who attend on the pediatric medicine inpatient unit at the Hospital for Sick Children, Toronto. The study protocol was approved by Quality and Risk Management at The Hospital for Sick Children.

Setting

The Hospital for Sick Children is a tertiary care children's hospital affiliated with the University of Toronto, Toronto, Canada. The total hospital bed capacity including intensive care unit beds and subspecialty beds is 320. It is the only free‐standing pediatric hospital for the greater Toronto area with a catchment population of 5 million people.

A formal division for general pediatrics, Pediatric Medicine, has been in existence since 1981 with hospital‐based pediatricians (who now are known as hospitalists) who attend on the inpatient unit. The pediatric medicine inpatient unit (PMIU) has a 60‐bed capacity on 3 units. At all times, the PMIU is staffed by 4 to 6 inpatient attendings from a total of 20 full‐time and major part‐time pediatricians. According to Wachter's staging of hospital care, the PMIU is at stage IV of IV in development (mandatory care by hospitalist).5 All attending pediatricians are members of the Division of Pediatric Medicine. Pediatric subspecialists do not attend on the PMIU. Physicians attend for a minimum of 4 weeks at a time. General pediatric house staff including fellows, residents (postgraduate year [PGY] 1, PGY3) and medical students are supervised by the attending pediatricians. Other inpatient clinical services provided include an inpatient general medical consultation team, a complex care team for inpatients with chronic complex conditions, and a consultative and collaborative role with the team of interventional radiologists. An outpatient pediatric consultation program exists for hospital follow‐up, general pediatric consultation, and specialized generalist care for specific populations of children.

In addition to the clinical program, research and education programs exist within the division. The division has had an academic general pediatric fellowship program since 1992, with the majority of most recent graduates obtaining academic hospitalist faculty positions. A formal research group and infrastructure for clinical, outcomes‐based research within the division, known as the Pediatric Outcomes Research Team (PORT), exists.

Study Population

All pediatricians who attend on the PMIU and in the Division of Pediatric Medicine, Hospital for Sick Children in 2007 were eligible for recruitment including the 2 eligible study authors.

Survey Instrument

We constructed a 43‐item structured questionnaire that asked about and explored training and employment characteristics; clinical roles and nonclinical roles (teaching, quality, research, leadership); and perceptions of hospital medicine and a career in this field. Several items were modeled after questions administered to program directors in a survey reported by Freed et al.3 The questionnaire was designed to be completed by the respondent on paper.

Questionnaire Administration

From September to December 2007, eligible pediatricians were sent a letter explaining the study and the questionnaire through interhospital mail by the research coordinator. Questionnaires were deidentified and assigned a unique identification number. Only the research coordinator had access to the list that linked the unique identification numbers with names. Confidentiality of responses and anonymity of responses was explicitly stated in the letter explaining the study to pediatricians. Nonrespondents were contacted by the research assistant at 3‐week intervals with personal reminders.

Data Analysis

During the analysis phase, responses remained deidentified. Descriptive statistics using means, medians, and proportions were calculated for survey items. For open‐ended questions, answers from respondents were summarized into key concepts or themes by the 3 study authors. Excerpts from responses were abstracted to highlight themes.

Results

Eighteen of 20 (90%) faculty responded to the questionnaire. The results are presented by the domains of the questionnaire, as follows.

Training and Employment Characteristics

Due to the requirements of the Royal College of Physicians and Surgeons of Canada, all faculty had a minimum of 4 years of pediatric specialty training leading to certification (Table 1). Seven of 18 (39%) had fellowship and graduate training. Nine of 18 (50%) had been on faculty for greater than 5 years.

Training and Employment Characteristics of Faculty
Training after medical schools, median years (range)4.8 (46)
Fellowship trained, number (%)7 (39)
Fellowship duration, median years (range)2.7 (15)
Graduate studies, number (%)7 (39)
Clinical epidemiology5
Education2
Duration since first academic appointment 
Median, years (range)5.5 (030)
Mean, years (standard deviation)9.9 (10.4)
>5 years, number (%)9 (50)
Academic rank, number (%) 
Lecturer2 (11)
Assistant professor10 (56)
Associate professor4 (22)
Full professor1 (6)

Hospitalists: Impact and Definition

Seventeen of 18 (94%) faculty felt that hospitalists reduce cost, increase patient satisfaction, and increase quality of care. Three of 18 (17%) felt that hospitalism adversely affects the primary care physicianpatient relationship. All felt that hospitalists can contribute to the academic mission of an AHSC.

Most (17/18) felt that the Society of Hospital Medicine definition of a hospitalist is useful but 13 of 18 (72%) felt that it was important to develop an international consensus‐based definition.

Clinical Roles

All faculty attended on the PMIU. Other clinical activities included: 13 of 18 (72%) inpatient general medical consultation, 9 of 18 (50%) interventional radiology clinical team, 8 of 18 (44%) attended in the pediatric consultation clinic.

The median number of weeks attending on the PMIU was 16 (range, 440 weeks).

Nine of 18 (50%) provided leadership in clinical programs or the care of specific populations of children. This included leadership in healthcare systems: director of PMIU, director of inpatient general medical consultation, interventional radiology comanagement team; and leadership in patient populations: children with chronic complex conditions, cyclic vomiting, cancer/genetic syndromes, obesity, child abuse and neglect, failure to thrive, and vascular tumors.

Nonclinical and Academic Roles

Sixteen (89%) considered their job to include activities in addition to their role of providing patient care (Table 2). This included primary activity in clinical research, education, quality improvement and health policy.

Faculty Activities Outside of Clinical Care
Area of Activityn = 18 [number (%)]
  • Abbreviations: CME, continuing medical education; EBM, evidence‐based medicine; PAS, Pediatric Academic Societies; QI, quality improvement.

QI 
Participates in QI activity12 (67)
Participants who lead in QI activity4 (33)
Education 
Teaching 
Medical students 
Inpatient unit18 (100)
Small group sessions10 (56)
Lectures15 (83)
Residents 
Inpatient unit17 (94)
Lectures12 (67)
EBM critical appraisal course5 (28)
General pediatric fellows7 (39)
CME11 (61)
Curriculum or program development9 (50)
Research 
Holds appointment with research institute12 (66)
Peer review publication in past 12 months13 (72)
Currently holds research grant12 (66)
Presented abstract at 2007 PAS meeting10 (56)

Hospitalist Medicine as a Career: Perceptions

Fifteen (83%) felt that it was important to establish an annual minimum time allocation to practicing hospital medicine. A median of 11 weeks per year (range, 816 weeks) was felt to be the minimum time that should be allocated to practicing hospital medicine. The major themes related to the need to establish a minimum time for clinical practice in hospital medicine were as follows: maintenance of skills, knowledge, and competency; ensuring quality of care; and efficiency of care. One respondent explained that the main reason to have a minimum time for clinical practice was to keep up clinical skills of acute patients, stay aware of and keep up to date of available facilities in the hospital.

Thirteen (72%) felt that it was important to establish an annual maximum time allocation to practicing hospital medicine. A median of 32 weeks per year (range, 2036 weeks) was felt to be the maximum time that should be allocated to practicing hospital medicine. The major themes related to the need to establish a maximum time for clinical practice in hospital medicine were: burnout, balance in career, and desire to develop academic career and to complete nonclinical activities. As this respondent described: I think hospital medicine can be very emotionally difficult and is sustainable if provided time off to pursue other goals such as research, education, creative professional service.

Thirteen (72%) intended to continue their career as a hospitalist and 5 (28%) were unsure. Eleven (61%) felt that a job as a hospitalist was a viable long term career, 6 (33%) were unsure, and 1 (5%) felt that it was not viable. When asked what the barriers to establishing hospital medicine as a long‐term career, the major themes that emerged were as follows: burnout, establishing a nonclinical or academic niche, and the system for career advancement in an academic center. This respondent explained: As long as you have another niche (education for me) that helps provide respite, as well as [you need an] opportunity to have protected time for academic endeavours that are necessary to survive in an academic health science centre.

Another respondent described burnout as a barrier: long hours, emotionally draining with very complex patients, feeling stretchedclinical care and teaching and research and admin.

Perceived advantages to a career as a hospitalist included: working in a team, generalist approach to care, stability relative to community practice, intellectually stimulating and rewarding work, growing area and opportunities for scholarship. One respondent outlined the perceived advantages to a generalist approach: diversity of work, become a generalist specialist, teamwork, develop broad perspective on health.

Others described the perceived advantages over community practice: exciting, interesting, job stability, salary and no worries about administration of the business of community office, stable income, holiday leave.

Perceived disadvantages to a career as a hospitalist included: burnout, recognition and respect, and lack of long‐term relationships with patients. One respondent explained: as an emerging field, we have a lot of growing to do. Although our work (both clinical and academic) seem fundamental to the mission of the hospital and university, we may not feel we receive the respect, support, resources, funding allocated to other areas.

Another response to disadvantages of a career as a hospitalist was, burnout, risk of being seen as a perpetual resident.

Discussion

Freed et al.3 recently conducted a survey of U.S. pediatric hospitalist program directors from a diverse range of settings (ie, teaching vs. nonteaching, free‐standing vs. hospital system, children's hospitals vs. non‐children's hospitals).3 These investigators found that the majority of programs had employed hospitalists for less than 5 years (compared with our program, 30 years); employed 1 to 5 hospitalists (compared with our program, 20); and 25% of programs indicated their hospitalists averaged greater than 5 years on the job (compared with our program, average 10 years on the job). Maniscalco et al.6 conducted a survey in 2007 of hospitalists in a similarly diverse range of settings, found that the mean number of years on the job was 6 and found similar clinical and teaching roles. They also found that the need for advanced training in administration, research, education, and quality improvement was high. Further, we were able to examine academic roles and perceptions of hospital medicine as a career in an AHSC at an individual level. This survey, however, was limited by sampling from a single institution.

Almost all faculty identified an area of focus in addition to clinical care. Educational activities occurred at all levels: undergraduate, residency, fellowship, and continuing medical education. Faculty were engaged in research activities. Hospitalists provide care on all inpatient units as a consultant specialist in general medical care. For example, we have designed a collaborative model of care with the interventional radiology team to comanage children who require image‐guided interventions, such as gastrostomy, chest tube, and central venous line insertions.7 One further area that deserves mention is the leadership of hospitalists in outpatient care of children, especially hospital intense populations, in collaboration with their primary care provider. These groups of children are often medically and socially complex, require repeated and intense hospital resources (including diagnostic testing, subspecialty consultation, and hospitalization), and require generalist care to manage them from a family centered perspective.

A significant proportion of the faculty in this survey acquired advanced academic training. The formal training of hospitalist physicians is in its infancy. A recent work documenting the domains of training for academic general pediatric fellowship in leadership, education, and research seems to be most appropriate for the nonclinical foundation for pediatric academic hospitalists.8

Few studies have examined academic hospitalists' perceptions on the minimum and maximum time per year suitable for clinical service. This undoubtedly will vary depending on the institution, program and financial structure, patient load and complexity, call requirements, academic commitments, and stage of development. Faculty surveyed in this study felt a range of 11 to 32 weeks of clinical inpatient attending per year was ideal. This is consistent with the expert panel recommendations of the Society of Hospital Medicine. What may be equally important to determine is the maximum number of continuous weeks attending on the PMIU.

There have been 3 full‐time faculty who have left the division (all to community hospitalbased generalist practices with academic affiliations) and 1 who has changed from a full‐time to a part‐time role in the division. Most faculty surveyed intended to continue their career as a hospitalist. They identified several positive and satisfying aspects to the career, including relationships with peers, stable salary, numerous opportunities for scholarly work in a young field, and generalist care. Hoff et al.9 described a national US survey of hospitalists in all adult medicine settings that examined personal characteristics, and work‐related attitudes. Similarly, they found that hospital medicine was a source of positive social and professional work experiences related to interactions with peers, patients and families, and coworkers. In the current study, perceived disadvantages to a hospitalist career were burnout, lack of recognition and respect, and lack of long‐term relationships with patients. Hoff et al.9 noted that 37% were burnt out or at risk of burnout, which is less than in the fields of critical care medicine and emergency medicine.

The identified barriers to establishing a career were related to development of an academic focus, balance between clinical and nonclinical time, and the system for career advancement. Few other studies have examined these career issues for hospitalists in the academic setting. Several authors have discussed career issues for clinician‐educators in the US,10, 11 including metrics for promotion and recognition by institutions. Alternate methods have been proposed for promotion, aside from research and education, such as creative professional activity or clinical excellence.12 The developing field of hospital medicine faces similar challenges as individual hospitalists and the specialty itself works to align with the academic mission.1315

The division and hospitalist program have evolved over more than 2 decades to fulfill strategic goals and respond to changing external factors (Table 3). Contextual factors that have supported this evolution and that may be unique to our academic environment merit mention. First, the departments' physicians work in a within a single‐payer universal healthcare system that in some ways is similar to a single‐payer health maintenance organization. The ultimate governance is provided by the provincial Ministry of Health, which is funded through taxation. Second, through an alternative funding plan (AFP) with the provincial government, block funding is providing in lieu of fee for service clinical care that funds physician salaries for clinical work, research, education, and administrative activities.16 Third, the department has a career development compensation program (CDCP) that has an explicit job activity profile which is aligned with the role of hospitaliststhe clinician‐specialist profilewho have a predominate commitment to provide, advance, and promote excellence in clinical care with contributions to education and/or research.16 The compensation and evaluation process for hospitalists is the same as other members in the department. While further refinement of this system is ongoing, this program has demonstrated a support for all roles (ie, clinical, education, and research).17

Evolution of Program: Pressure Points and Change
DateAreaPressure PointChange
1981Clinical education researchDepartment priority for academic generalismCreation of Division of General Pediatrics (now Pediatric Medicine); full‐time hospital‐based pediatricians attending on inpatient unit
1991EducationDivision priority to foster academic generalism and train future generation of academic generalistsCreation of academic general pediatrics fellowship program
1992ResearchDivision priority to foster clinical, outcomes‐based researchCreation of formal divisional research infrastructure with foundation support for an epidemiologic, outcomes‐based research platform; pediatric outcomes research team (PORT)
1995Clinical careProvince‐wide reduction in resident duty hours; division priority to raise the bar for clinical and teaching excellence in hospitalist‐and community‐based pediatrics; need for a financially viable and cost‐effective model for staffing attending pediatricians on inpatient unitReorganization of inpatient unit; higher proportion of attending pediatricians who are full‐time, hospital‐based; creation of a staff‐only hospitalist unit19; creation of a section of community pediatrics (2001)
1996Clinical care education faculty developmentNeed to limit attending hospitalists after‐hours clinical care to ensure balance and academic productivity; need for a system of after‐hours physician coverage for inpatient care that is sustainable and financially viable; need for funding sources for academic general pediatrics fellowshipCreation of a clinical departmental fellowship program to fund after hours clinical coverage with qualified pediatricians seeking additional fellowship training20
1998Faculty career developmentNeed to value and reward all academic contributions, such as the hospitalist role, through an explicit job activity profile within the department16Implementation of a career development and compensation program with the clinician specialist role whose primary contributions are to excellence in clinical care
1999Clinical careExpansion of hospital interventional radiology program and need for high quality collaborative careComanagement model with hospitalist‐radiologist team7
20068Clinical care researchDivision and institution priority to provide high‐quality care for children with complex care health issues and foster a research program21Creation of formalized hospitalist complex care program with inpatient and outpatient care22; research support for complex care
2007Clinical careRefinement of inpatient unit organization to improve efficiency of care; increase number of trainees23Reorganization of inpatient units to geographic allocation of patients by attending physician; addition of trainees to staff‐only hospitalist unit

Furthermore, several divisional factors have contributed to the viability of hospitalism within our generalist division. First, hospitalists were integrated into, rather than segregated from the division. Second, hospitalists have the opportunity to engage in diverse clinical activities. Wachter and Goldman18 advocate for hospitalist participation in outpatient care to provide variety and to cement their relationship with their generalist division. Third, a fellowship training program was established in 1992 that integrated principles of academic general pediatrics and hospitalism. Fourth, career development in education, research, and, more recently, quality improvement is fostered.

In summary, the faculty of an established pediatric hospitalist program have diverse and unique clinical, leadership, and scholarly contributions to the academic mission of the department. In order to further promote integration, several issues should be addressed, including optimal training, time allocated to nonclinical activities, systems for career development and promotion of hospitalist faculty, and mentorship. Finally, it is important that leaders in pediatric hospital medicine and general pediatrics engage the larger academic community to strengthen the role and contributions of hospitalists in AHSCs.

Acknowledgements

The authors thank the faculty of the Division of Pediatric Medicine, Hospital for Sick Children for participating in the survey and past and present faculty for their contributions to the development of the division.

The successful integration of hospitalists in academic health science centers (AHSCs) has been identified as one of the most challenging areas for the hospitalist movement.1, 2 This has been based on a concern that many hospitalists lack academic and research skills, lack mentorship, and may have little time to develop academic careers because of the significant time they spend in clinical care.

A recent survey highlighted that the pediatric hospitalist workforce is in its infancy and additional perspectives, such as from hospitalists themselves, are essential for a more complete picture of the current state of pediatric hospital medicine.3 Hospitalists have had a long history in Canada.4 The Hospital for Sick Children, Toronto, Canada, has had a Division of Pediatric Medicine since 1981, with hospitalists, as we now know them, from inception. This provided a rich resource to explore pediatric hospital medicine in the academic context and from hospitalists themselves. The objective of this survey was to explore the characteristics, practice, and perceptions of pediatric hospital medicine in an AHSC. Locally, we hoped the results would inform the division on program development, training, and faculty career development. Externally, the findings could contribute to a body of knowledge on the evolving role of pediatric hospitalists and provide insight into opportunities for better integration into AHSCs.

Methods

Study Design

This was a cross‐sectional survey of pediatricians who attend on the pediatric medicine inpatient unit at the Hospital for Sick Children, Toronto. The study protocol was approved by Quality and Risk Management at The Hospital for Sick Children.

Setting

The Hospital for Sick Children is a tertiary care children's hospital affiliated with the University of Toronto, Toronto, Canada. The total hospital bed capacity including intensive care unit beds and subspecialty beds is 320. It is the only free‐standing pediatric hospital for the greater Toronto area with a catchment population of 5 million people.

A formal division for general pediatrics, Pediatric Medicine, has been in existence since 1981 with hospital‐based pediatricians (who now are known as hospitalists) who attend on the inpatient unit. The pediatric medicine inpatient unit (PMIU) has a 60‐bed capacity on 3 units. At all times, the PMIU is staffed by 4 to 6 inpatient attendings from a total of 20 full‐time and major part‐time pediatricians. According to Wachter's staging of hospital care, the PMIU is at stage IV of IV in development (mandatory care by hospitalist).5 All attending pediatricians are members of the Division of Pediatric Medicine. Pediatric subspecialists do not attend on the PMIU. Physicians attend for a minimum of 4 weeks at a time. General pediatric house staff including fellows, residents (postgraduate year [PGY] 1, PGY3) and medical students are supervised by the attending pediatricians. Other inpatient clinical services provided include an inpatient general medical consultation team, a complex care team for inpatients with chronic complex conditions, and a consultative and collaborative role with the team of interventional radiologists. An outpatient pediatric consultation program exists for hospital follow‐up, general pediatric consultation, and specialized generalist care for specific populations of children.

In addition to the clinical program, research and education programs exist within the division. The division has had an academic general pediatric fellowship program since 1992, with the majority of most recent graduates obtaining academic hospitalist faculty positions. A formal research group and infrastructure for clinical, outcomes‐based research within the division, known as the Pediatric Outcomes Research Team (PORT), exists.

Study Population

All pediatricians who attend on the PMIU and in the Division of Pediatric Medicine, Hospital for Sick Children in 2007 were eligible for recruitment including the 2 eligible study authors.

Survey Instrument

We constructed a 43‐item structured questionnaire that asked about and explored training and employment characteristics; clinical roles and nonclinical roles (teaching, quality, research, leadership); and perceptions of hospital medicine and a career in this field. Several items were modeled after questions administered to program directors in a survey reported by Freed et al.3 The questionnaire was designed to be completed by the respondent on paper.

Questionnaire Administration

From September to December 2007, eligible pediatricians were sent a letter explaining the study and the questionnaire through interhospital mail by the research coordinator. Questionnaires were deidentified and assigned a unique identification number. Only the research coordinator had access to the list that linked the unique identification numbers with names. Confidentiality of responses and anonymity of responses was explicitly stated in the letter explaining the study to pediatricians. Nonrespondents were contacted by the research assistant at 3‐week intervals with personal reminders.

Data Analysis

During the analysis phase, responses remained deidentified. Descriptive statistics using means, medians, and proportions were calculated for survey items. For open‐ended questions, answers from respondents were summarized into key concepts or themes by the 3 study authors. Excerpts from responses were abstracted to highlight themes.

Results

Eighteen of 20 (90%) faculty responded to the questionnaire. The results are presented by the domains of the questionnaire, as follows.

Training and Employment Characteristics

Due to the requirements of the Royal College of Physicians and Surgeons of Canada, all faculty had a minimum of 4 years of pediatric specialty training leading to certification (Table 1). Seven of 18 (39%) had fellowship and graduate training. Nine of 18 (50%) had been on faculty for greater than 5 years.

Training and Employment Characteristics of Faculty
Training after medical schools, median years (range)4.8 (46)
Fellowship trained, number (%)7 (39)
Fellowship duration, median years (range)2.7 (15)
Graduate studies, number (%)7 (39)
Clinical epidemiology5
Education2
Duration since first academic appointment 
Median, years (range)5.5 (030)
Mean, years (standard deviation)9.9 (10.4)
>5 years, number (%)9 (50)
Academic rank, number (%) 
Lecturer2 (11)
Assistant professor10 (56)
Associate professor4 (22)
Full professor1 (6)

Hospitalists: Impact and Definition

Seventeen of 18 (94%) faculty felt that hospitalists reduce cost, increase patient satisfaction, and increase quality of care. Three of 18 (17%) felt that hospitalism adversely affects the primary care physicianpatient relationship. All felt that hospitalists can contribute to the academic mission of an AHSC.

Most (17/18) felt that the Society of Hospital Medicine definition of a hospitalist is useful but 13 of 18 (72%) felt that it was important to develop an international consensus‐based definition.

Clinical Roles

All faculty attended on the PMIU. Other clinical activities included: 13 of 18 (72%) inpatient general medical consultation, 9 of 18 (50%) interventional radiology clinical team, 8 of 18 (44%) attended in the pediatric consultation clinic.

The median number of weeks attending on the PMIU was 16 (range, 440 weeks).

Nine of 18 (50%) provided leadership in clinical programs or the care of specific populations of children. This included leadership in healthcare systems: director of PMIU, director of inpatient general medical consultation, interventional radiology comanagement team; and leadership in patient populations: children with chronic complex conditions, cyclic vomiting, cancer/genetic syndromes, obesity, child abuse and neglect, failure to thrive, and vascular tumors.

Nonclinical and Academic Roles

Sixteen (89%) considered their job to include activities in addition to their role of providing patient care (Table 2). This included primary activity in clinical research, education, quality improvement and health policy.

Faculty Activities Outside of Clinical Care
Area of Activityn = 18 [number (%)]
  • Abbreviations: CME, continuing medical education; EBM, evidence‐based medicine; PAS, Pediatric Academic Societies; QI, quality improvement.

QI 
Participates in QI activity12 (67)
Participants who lead in QI activity4 (33)
Education 
Teaching 
Medical students 
Inpatient unit18 (100)
Small group sessions10 (56)
Lectures15 (83)
Residents 
Inpatient unit17 (94)
Lectures12 (67)
EBM critical appraisal course5 (28)
General pediatric fellows7 (39)
CME11 (61)
Curriculum or program development9 (50)
Research 
Holds appointment with research institute12 (66)
Peer review publication in past 12 months13 (72)
Currently holds research grant12 (66)
Presented abstract at 2007 PAS meeting10 (56)

Hospitalist Medicine as a Career: Perceptions

Fifteen (83%) felt that it was important to establish an annual minimum time allocation to practicing hospital medicine. A median of 11 weeks per year (range, 816 weeks) was felt to be the minimum time that should be allocated to practicing hospital medicine. The major themes related to the need to establish a minimum time for clinical practice in hospital medicine were as follows: maintenance of skills, knowledge, and competency; ensuring quality of care; and efficiency of care. One respondent explained that the main reason to have a minimum time for clinical practice was to keep up clinical skills of acute patients, stay aware of and keep up to date of available facilities in the hospital.

Thirteen (72%) felt that it was important to establish an annual maximum time allocation to practicing hospital medicine. A median of 32 weeks per year (range, 2036 weeks) was felt to be the maximum time that should be allocated to practicing hospital medicine. The major themes related to the need to establish a maximum time for clinical practice in hospital medicine were: burnout, balance in career, and desire to develop academic career and to complete nonclinical activities. As this respondent described: I think hospital medicine can be very emotionally difficult and is sustainable if provided time off to pursue other goals such as research, education, creative professional service.

Thirteen (72%) intended to continue their career as a hospitalist and 5 (28%) were unsure. Eleven (61%) felt that a job as a hospitalist was a viable long term career, 6 (33%) were unsure, and 1 (5%) felt that it was not viable. When asked what the barriers to establishing hospital medicine as a long‐term career, the major themes that emerged were as follows: burnout, establishing a nonclinical or academic niche, and the system for career advancement in an academic center. This respondent explained: As long as you have another niche (education for me) that helps provide respite, as well as [you need an] opportunity to have protected time for academic endeavours that are necessary to survive in an academic health science centre.

Another respondent described burnout as a barrier: long hours, emotionally draining with very complex patients, feeling stretchedclinical care and teaching and research and admin.

Perceived advantages to a career as a hospitalist included: working in a team, generalist approach to care, stability relative to community practice, intellectually stimulating and rewarding work, growing area and opportunities for scholarship. One respondent outlined the perceived advantages to a generalist approach: diversity of work, become a generalist specialist, teamwork, develop broad perspective on health.

Others described the perceived advantages over community practice: exciting, interesting, job stability, salary and no worries about administration of the business of community office, stable income, holiday leave.

Perceived disadvantages to a career as a hospitalist included: burnout, recognition and respect, and lack of long‐term relationships with patients. One respondent explained: as an emerging field, we have a lot of growing to do. Although our work (both clinical and academic) seem fundamental to the mission of the hospital and university, we may not feel we receive the respect, support, resources, funding allocated to other areas.

Another response to disadvantages of a career as a hospitalist was, burnout, risk of being seen as a perpetual resident.

Discussion

Freed et al.3 recently conducted a survey of U.S. pediatric hospitalist program directors from a diverse range of settings (ie, teaching vs. nonteaching, free‐standing vs. hospital system, children's hospitals vs. non‐children's hospitals).3 These investigators found that the majority of programs had employed hospitalists for less than 5 years (compared with our program, 30 years); employed 1 to 5 hospitalists (compared with our program, 20); and 25% of programs indicated their hospitalists averaged greater than 5 years on the job (compared with our program, average 10 years on the job). Maniscalco et al.6 conducted a survey in 2007 of hospitalists in a similarly diverse range of settings, found that the mean number of years on the job was 6 and found similar clinical and teaching roles. They also found that the need for advanced training in administration, research, education, and quality improvement was high. Further, we were able to examine academic roles and perceptions of hospital medicine as a career in an AHSC at an individual level. This survey, however, was limited by sampling from a single institution.

Almost all faculty identified an area of focus in addition to clinical care. Educational activities occurred at all levels: undergraduate, residency, fellowship, and continuing medical education. Faculty were engaged in research activities. Hospitalists provide care on all inpatient units as a consultant specialist in general medical care. For example, we have designed a collaborative model of care with the interventional radiology team to comanage children who require image‐guided interventions, such as gastrostomy, chest tube, and central venous line insertions.7 One further area that deserves mention is the leadership of hospitalists in outpatient care of children, especially hospital intense populations, in collaboration with their primary care provider. These groups of children are often medically and socially complex, require repeated and intense hospital resources (including diagnostic testing, subspecialty consultation, and hospitalization), and require generalist care to manage them from a family centered perspective.

A significant proportion of the faculty in this survey acquired advanced academic training. The formal training of hospitalist physicians is in its infancy. A recent work documenting the domains of training for academic general pediatric fellowship in leadership, education, and research seems to be most appropriate for the nonclinical foundation for pediatric academic hospitalists.8

Few studies have examined academic hospitalists' perceptions on the minimum and maximum time per year suitable for clinical service. This undoubtedly will vary depending on the institution, program and financial structure, patient load and complexity, call requirements, academic commitments, and stage of development. Faculty surveyed in this study felt a range of 11 to 32 weeks of clinical inpatient attending per year was ideal. This is consistent with the expert panel recommendations of the Society of Hospital Medicine. What may be equally important to determine is the maximum number of continuous weeks attending on the PMIU.

There have been 3 full‐time faculty who have left the division (all to community hospitalbased generalist practices with academic affiliations) and 1 who has changed from a full‐time to a part‐time role in the division. Most faculty surveyed intended to continue their career as a hospitalist. They identified several positive and satisfying aspects to the career, including relationships with peers, stable salary, numerous opportunities for scholarly work in a young field, and generalist care. Hoff et al.9 described a national US survey of hospitalists in all adult medicine settings that examined personal characteristics, and work‐related attitudes. Similarly, they found that hospital medicine was a source of positive social and professional work experiences related to interactions with peers, patients and families, and coworkers. In the current study, perceived disadvantages to a hospitalist career were burnout, lack of recognition and respect, and lack of long‐term relationships with patients. Hoff et al.9 noted that 37% were burnt out or at risk of burnout, which is less than in the fields of critical care medicine and emergency medicine.

The identified barriers to establishing a career were related to development of an academic focus, balance between clinical and nonclinical time, and the system for career advancement. Few other studies have examined these career issues for hospitalists in the academic setting. Several authors have discussed career issues for clinician‐educators in the US,10, 11 including metrics for promotion and recognition by institutions. Alternate methods have been proposed for promotion, aside from research and education, such as creative professional activity or clinical excellence.12 The developing field of hospital medicine faces similar challenges as individual hospitalists and the specialty itself works to align with the academic mission.1315

The division and hospitalist program have evolved over more than 2 decades to fulfill strategic goals and respond to changing external factors (Table 3). Contextual factors that have supported this evolution and that may be unique to our academic environment merit mention. First, the departments' physicians work in a within a single‐payer universal healthcare system that in some ways is similar to a single‐payer health maintenance organization. The ultimate governance is provided by the provincial Ministry of Health, which is funded through taxation. Second, through an alternative funding plan (AFP) with the provincial government, block funding is providing in lieu of fee for service clinical care that funds physician salaries for clinical work, research, education, and administrative activities.16 Third, the department has a career development compensation program (CDCP) that has an explicit job activity profile which is aligned with the role of hospitaliststhe clinician‐specialist profilewho have a predominate commitment to provide, advance, and promote excellence in clinical care with contributions to education and/or research.16 The compensation and evaluation process for hospitalists is the same as other members in the department. While further refinement of this system is ongoing, this program has demonstrated a support for all roles (ie, clinical, education, and research).17

Evolution of Program: Pressure Points and Change
DateAreaPressure PointChange
1981Clinical education researchDepartment priority for academic generalismCreation of Division of General Pediatrics (now Pediatric Medicine); full‐time hospital‐based pediatricians attending on inpatient unit
1991EducationDivision priority to foster academic generalism and train future generation of academic generalistsCreation of academic general pediatrics fellowship program
1992ResearchDivision priority to foster clinical, outcomes‐based researchCreation of formal divisional research infrastructure with foundation support for an epidemiologic, outcomes‐based research platform; pediatric outcomes research team (PORT)
1995Clinical careProvince‐wide reduction in resident duty hours; division priority to raise the bar for clinical and teaching excellence in hospitalist‐and community‐based pediatrics; need for a financially viable and cost‐effective model for staffing attending pediatricians on inpatient unitReorganization of inpatient unit; higher proportion of attending pediatricians who are full‐time, hospital‐based; creation of a staff‐only hospitalist unit19; creation of a section of community pediatrics (2001)
1996Clinical care education faculty developmentNeed to limit attending hospitalists after‐hours clinical care to ensure balance and academic productivity; need for a system of after‐hours physician coverage for inpatient care that is sustainable and financially viable; need for funding sources for academic general pediatrics fellowshipCreation of a clinical departmental fellowship program to fund after hours clinical coverage with qualified pediatricians seeking additional fellowship training20
1998Faculty career developmentNeed to value and reward all academic contributions, such as the hospitalist role, through an explicit job activity profile within the department16Implementation of a career development and compensation program with the clinician specialist role whose primary contributions are to excellence in clinical care
1999Clinical careExpansion of hospital interventional radiology program and need for high quality collaborative careComanagement model with hospitalist‐radiologist team7
20068Clinical care researchDivision and institution priority to provide high‐quality care for children with complex care health issues and foster a research program21Creation of formalized hospitalist complex care program with inpatient and outpatient care22; research support for complex care
2007Clinical careRefinement of inpatient unit organization to improve efficiency of care; increase number of trainees23Reorganization of inpatient units to geographic allocation of patients by attending physician; addition of trainees to staff‐only hospitalist unit

Furthermore, several divisional factors have contributed to the viability of hospitalism within our generalist division. First, hospitalists were integrated into, rather than segregated from the division. Second, hospitalists have the opportunity to engage in diverse clinical activities. Wachter and Goldman18 advocate for hospitalist participation in outpatient care to provide variety and to cement their relationship with their generalist division. Third, a fellowship training program was established in 1992 that integrated principles of academic general pediatrics and hospitalism. Fourth, career development in education, research, and, more recently, quality improvement is fostered.

In summary, the faculty of an established pediatric hospitalist program have diverse and unique clinical, leadership, and scholarly contributions to the academic mission of the department. In order to further promote integration, several issues should be addressed, including optimal training, time allocated to nonclinical activities, systems for career development and promotion of hospitalist faculty, and mentorship. Finally, it is important that leaders in pediatric hospital medicine and general pediatrics engage the larger academic community to strengthen the role and contributions of hospitalists in AHSCs.

Acknowledgements

The authors thank the faculty of the Division of Pediatric Medicine, Hospital for Sick Children for participating in the survey and past and present faculty for their contributions to the development of the division.

References
  1. Saint S,Flanders SA.Hospitalists in teaching hospitals: opportunities but not without danger.J Gen Intern Med.2004;19:392393.
  2. McMahon L.The hospitalist movement—time to move on.N Engl J Med.2007;25:26272629.
  3. Freed GL,Brzoznowski K.Neighbors K,Lakhani I.Characteristics of the pediatric hospitalist workforce: its roles and work environment.Pediatrics.2007;120:3339.
  4. Redelmeir DA.A Canadian perspective on the American hospitalist movement.Arch Int Med.1999;159:16661668.
  5. Wachter RM.An introduction to the hospitalist model.Ann Intern Med.1999;130:338342.
  6. Maniscalco J,Ottolini M,Dhepyasuwan N,Landrigan C,Sucky E.Current roles and training needs of pediatric hospitalists: a study from the Pediatric Research in Inpatient Settings (PRIS) network.Paper presented at: Pediatric Academic Society Annual Meeting; May2008;Honolulu, HI. E‐PAS2008:6725.4.
  7. Connolly B,Mahant S.The pediatric hospitalist and interventional radiologist: a model for clinical care in pediatric interventional radiology.J Vasc Interv Radiol.2006;17:17331738.
  8. Baldwin CD,Bernard DP,Szilagyi PG, et al.Academic general pediatric fellowships: curriculum design and educational goals and objectives.Ambul Pediatr.2007;7:328339.
  9. Hoff TH,Whitcomb WF,Williams K,Nelson JR,Cheesman RA.Characteristics and work experiences of hospitalists in the United States.Arch Intern Med.2001;161:851858.
  10. Levinson W,Rubenstein A.Mission critical—integrating clinician‐educators into academic medical centers.N Engl J Med.1999;341:840843.
  11. Fleming VM,Schindler N,Martin GJ,DaRosa DA.Separate and equitable promotion tracks for clinician‐educators.JAMA.2005;294:11011103.
  12. Levinson W,Rothman AI,Phillipson E.Creative professional activity: an additional platform for promotion of faculty.Acad Med.2006;81:568570.
  13. McGinn T.Helping hospitalists achieve academic stature.J Hosp Med.2008;3:285287.
  14. Howell E,Kravet S,Kisuule F,Wright SM.An innovative approach to supporting hospitalist physicians toward academic success.J Hosp Med.2008;3:314318.
  15. Flanders SA,Kaufman SR,Nallamothu BK,Saint S.The University of Michigan Specialist‐Hospitalist Allied Research Program: jumpstarting hospitalist medicine research.J Hosp Med.2008;3:308313.
  16. O'Brodovich H,Pleinys R,Laxer R,Tallett S,Rosenblum N,Sass‐Kortsak .Evaluation of a peer‐reviewed career development and compensation program for physicians at an academic health science centre.Pediatrics.2003;111:e26–e31.
  17. O'Brodovich H,Beyene J,Tallett S,MacGregor D,Rosenblum ND.Performance of a career development and compensation program at an academic health science center.Pediatrics.2007;119:e791e797.
  18. Wachter RM,Goldman L.Implications of the hospitalist movement for academic departments of medicine: lessons from the UCSF experience.Am J Med.1999;106:127133.
  19. Dwight P,MacArthur C,Friedman JN,Parkin PC.Evaluation of a staff‐only hospitalist system in a tertiary care, academic children's hospital.Pediatrics.2004;114:15451549.
  20. Friedman JN,Laxer RM.Providing after‐hours on‐call clinical coverage in academic health sciences centres: the Hospital for Sick Children experience.CMAJ.2000;163:298299.
  21. Cohen E,Friedman J,Nicholas DB,Adams S,Rosenbaum P.A home for medically complex children: the role of hospital programs.J Healthc Qual.2008;30:715.
  22. Adams S,Mahant S,Cohen E.Comprehensive care for medically complex children: the pediatric nurse practitioner‐hospitalist model of collaborative care.Hosp Pediatr.2009;1:2023.
  23. Beck CE,Parkin PC,Friedman JN.Pediatric hospitalist medicine: an overview and a perspective from Toronto, Canada.Clin Pediatr (Phila).2008;47:546548.
References
  1. Saint S,Flanders SA.Hospitalists in teaching hospitals: opportunities but not without danger.J Gen Intern Med.2004;19:392393.
  2. McMahon L.The hospitalist movement—time to move on.N Engl J Med.2007;25:26272629.
  3. Freed GL,Brzoznowski K.Neighbors K,Lakhani I.Characteristics of the pediatric hospitalist workforce: its roles and work environment.Pediatrics.2007;120:3339.
  4. Redelmeir DA.A Canadian perspective on the American hospitalist movement.Arch Int Med.1999;159:16661668.
  5. Wachter RM.An introduction to the hospitalist model.Ann Intern Med.1999;130:338342.
  6. Maniscalco J,Ottolini M,Dhepyasuwan N,Landrigan C,Sucky E.Current roles and training needs of pediatric hospitalists: a study from the Pediatric Research in Inpatient Settings (PRIS) network.Paper presented at: Pediatric Academic Society Annual Meeting; May2008;Honolulu, HI. E‐PAS2008:6725.4.
  7. Connolly B,Mahant S.The pediatric hospitalist and interventional radiologist: a model for clinical care in pediatric interventional radiology.J Vasc Interv Radiol.2006;17:17331738.
  8. Baldwin CD,Bernard DP,Szilagyi PG, et al.Academic general pediatric fellowships: curriculum design and educational goals and objectives.Ambul Pediatr.2007;7:328339.
  9. Hoff TH,Whitcomb WF,Williams K,Nelson JR,Cheesman RA.Characteristics and work experiences of hospitalists in the United States.Arch Intern Med.2001;161:851858.
  10. Levinson W,Rubenstein A.Mission critical—integrating clinician‐educators into academic medical centers.N Engl J Med.1999;341:840843.
  11. Fleming VM,Schindler N,Martin GJ,DaRosa DA.Separate and equitable promotion tracks for clinician‐educators.JAMA.2005;294:11011103.
  12. Levinson W,Rothman AI,Phillipson E.Creative professional activity: an additional platform for promotion of faculty.Acad Med.2006;81:568570.
  13. McGinn T.Helping hospitalists achieve academic stature.J Hosp Med.2008;3:285287.
  14. Howell E,Kravet S,Kisuule F,Wright SM.An innovative approach to supporting hospitalist physicians toward academic success.J Hosp Med.2008;3:314318.
  15. Flanders SA,Kaufman SR,Nallamothu BK,Saint S.The University of Michigan Specialist‐Hospitalist Allied Research Program: jumpstarting hospitalist medicine research.J Hosp Med.2008;3:308313.
  16. O'Brodovich H,Pleinys R,Laxer R,Tallett S,Rosenblum N,Sass‐Kortsak .Evaluation of a peer‐reviewed career development and compensation program for physicians at an academic health science centre.Pediatrics.2003;111:e26–e31.
  17. O'Brodovich H,Beyene J,Tallett S,MacGregor D,Rosenblum ND.Performance of a career development and compensation program at an academic health science center.Pediatrics.2007;119:e791e797.
  18. Wachter RM,Goldman L.Implications of the hospitalist movement for academic departments of medicine: lessons from the UCSF experience.Am J Med.1999;106:127133.
  19. Dwight P,MacArthur C,Friedman JN,Parkin PC.Evaluation of a staff‐only hospitalist system in a tertiary care, academic children's hospital.Pediatrics.2004;114:15451549.
  20. Friedman JN,Laxer RM.Providing after‐hours on‐call clinical coverage in academic health sciences centres: the Hospital for Sick Children experience.CMAJ.2000;163:298299.
  21. Cohen E,Friedman J,Nicholas DB,Adams S,Rosenbaum P.A home for medically complex children: the role of hospital programs.J Healthc Qual.2008;30:715.
  22. Adams S,Mahant S,Cohen E.Comprehensive care for medically complex children: the pediatric nurse practitioner‐hospitalist model of collaborative care.Hosp Pediatr.2009;1:2023.
  23. Beck CE,Parkin PC,Friedman JN.Pediatric hospitalist medicine: an overview and a perspective from Toronto, Canada.Clin Pediatr (Phila).2008;47:546548.
Issue
Journal of Hospital Medicine - 5(4)
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Journal of Hospital Medicine - 5(4)
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228-233
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Integrating pediatric hospitalists in the academic health science center: Practice and perceptions in a canadian center
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Integrating pediatric hospitalists in the academic health science center: Practice and perceptions in a canadian center
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academic health science center, career development, hospitalist
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academic health science center, career development, hospitalist
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Staff Paediatrician, Paediatric Hospitalist, Division of Pediatric Medicine, The Hospital for Sick Children, Toronto, Ontario, Canada, M5G1X8
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Treatment of Lactic Acidosis

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Treatment of lactic acidosis: Appropriate confusion

Lactic acidosis (LA) is common in hospitalized patients and is associated with a high mortality.1, 2 Commonly, it is defined as a lactic acid concentration greater than 5 mmol/L with a pH less than 7.35.3 There are no evidence‐based guidelines for the treatment of LA despite progress in our understanding of its pathophysiology.36 This is not surprising, given the uncertainty regarding the impact of LA itself on clinical outcomes. In this regard, it is interesting to note that, despite its well‐recognized role as a marker of tissue hypoxia, lactate accumulation appears to have beneficial effects and may function as an adaptive mechanism. This raises the possibility that therapy directed at altering this adaptation may be detrimental. Pursuing correction of the pH in LA has been shown to have untoward physiologic effects. These and other ambiguities in the pathophysiology and treatment of LA are the focus of this review.

Lactate Metabolism

The body produces approximately 1400 mmol of lactate daily.7 Lactate is derived from the metabolism of pyruvate through an anaerobic reaction that occurs in all tissues (Figure 1). The liver is the primary site of lactate clearance and can metabolize up to 100 mmol per hour under normal conditions.8 There, lactate is converted to glucose to serve as an energy source during periods of hypoxia (Figure 2).9

Figure 1
Normal generation of lactate.
Figure 2
Cori cycle (used with permission from Ref.9).

Approximately 20% to 30% of the daily lactate load is metabolized by the kidneys.10, 11 Renal clearance is increased in acidosis12 and is maintained even in the presence of low renal perfusion.10, 12, 13 Renal lactate clearance is primarily through metabolism and not excretion.10, 14

LA Subtypes

Generally, lactic acid accumulation results from excess lactic acid production and not from reduced clearance.15 In cases of fulminant liver failure, it is due to a combination of decreased clearance and tissue hypoxia.16 In the setting of tissue hypoxia, an impairment of mitochondrial oxidative capacity results in the accumulation of pyruvate and generation of lactate. Lactic acid accumulation through this mechanism has historically been described as Type A LA.7 Hence, in critically ill patients lactate has traditionally been viewed as a marker of tissue hypoxia.15, 1721 Hyperlactatemia without tissue hypoxia has been referred to as type B LA. This is seen in a variety of circumstances. In sepsis, for example, several studies have shown lactic acid accumulation, despite adequate oxygen delivery.2224

Hyperlactatemia may also occur in cases of pure mitochondrial dysfunction, which can be induced by commonly prescribed medications such as the biguanides, nucleoside analog reverse‐transcriptase inhibitors (NRTIs), and linezolid.2527 Alternatively, lactate generation from metabolism of agents such as propylene glycol is possible. Finally, excessive lactate generation may occur following stress due to altered carbohydrate metabolism, or with respiratory alkalosis.2831

Lactate: A Metabolic Adaptation

Lactate was traditionally considered only as a marker of tissue hypoxia and anaerobic metabolism.17 This is certainly the case in situations of poor perfusion such as cardiogenic,15, 18 vasopressor‐resistant,19 or hypovolemic shock.20, 21

Alternative explanations for lactic acid accumulation, without tissue hypoperfusion, include catecholamine‐induced alterations in glycolysis,32, 33 mitochondrial disturbances,3436 and increased pyruvate production combined with increased glucose entry into cells.24, 37 In addition, the activity of an enzyme regulating lactate metabolism, pyruvate dehydrogenase kinase, increases in sepsis.38 This enzyme inactivates the pyruvate dehydrogenase (PDH) complex, which metabolizes pyruvate. Pyruvate and lactate may accumulate as a result. These changes partly explain the generation of LA in sepsis, independent of any effect of diminished tissue perfusion.

Recognizing the body's tendency toward homeostasis, it is appealing to speculate that lactate accumulation is adaptive.9 A number of findings support this. For example, lactate may act to shuttle energy between organs, or between cell types in the same organ. The astrocyteneuron lactate shuttle and the spermatogenic lactate shuttle are 2 examples of lactate's valuable effects on cellular metabolism.39 In the astrocyteneuron lactate shuttle, astrocytes support the increased metabolic demands of neurons through lactic acid production.40 Specifically, the neurotransmitter glutamate is released by the neurons and taken up by the astrocytes. Astrocytes produce lactate, which then moves back to the neuron to be used as an energy source. Glutamine, also released by the astrocytes, leads to the regeneration of glutamate and the potential to restart the cycle.39

Animal and human studies have suggested that, in periods of stress, lactate is the preferential energy substrate in the brain.4144 The usefulness of increased lactate production routinely seen in sepsis may thus represent multiple adaptive processes aimed primarily at improving the delivery of energy substrates. Thus, therapeutic strategies aimed specifically at lowering lactic acid levels may prove to have deleterious effects on cellular metabolism.

Impact of LA on Morbidity and Mortality

The poor prognosis in patients with LA is well recognized.2, 4548 For example, in a study of 126 patients with various causes of LA, the median survival was 38.5 hours and 30‐day survival was 17%.2

Studies have revealed that LA with low pH is associated with adverse effects on the cardiovascular system, particularly a decrease in cardiac contractility.49, 50 This effect is particularly prominent with a pH below 7.20. In contrast, acidosis in animal models has been shown to limit myocardial infarct size after reperfusion.51, 52 Variable effects of LA on cell death have been found. A worsening of apoptosis in myocytes has been noted;53 alternatively, protection from hypoxic injury in hepatocytes and myocardium has been observed.52, 54 Thus, although LA is associated with poor outcomes in human studies,2, 4547 it is still unclear to what extent lactic acid accumulation is a marker of severe illness, an independent effector of pathology, or a mechanism with the potential to serve a protective role.

Available data indicate that lactate itself is not harmful. Studies on infusion of lactate solutions to postoperative patients was shown to be safe.55 Also, the fact that lactate generation in states of respiratory alkalosis, stress, or altered carbohydrate metabolism without sepsis is not associated with worse outcomes supports the fact that lactic acid alone may not be maladaptive.2831

Similarly, low pH is not necessarily maladaptive. In the postictal state,56 diabetic ketoacidosis,57 spontaneous respiratory acidosis,58 or permissive hypercapnia,59 low blood pH is not deleterious.

In summary, LA is associated with poor outcomes, and indirect evidence suggests that it is the underlying causative condition rather than the low pH or the lactate that is responsible for the dire outcomes.

Treatment of LA with Sodium Bicarbonate

Since excessive lactic acid generation is accompanied by consumption of plasma bicarbonate and a fall in plasma pH, sodium bicarbonate has been long proposed as a treatment for LA. While theoretically appealing, this strategy has not been validated by studies in animals or humans. Indeed, bicarbonate administration in LA often has been shown to be detrimental.60, 61 The adverse effects of bicarbonate administration in LA, while initially paradoxical, have a number of possible explanations.

First, bicarbonate administration can induce a reduction in intracellular pH.60, 62, 63 The mechanism involves bicarbonate's effect to increase carbon dioxide (CO2) generation through mass action effect. Because the cell membrane is more permeable to CO2 than to bicarbonate, intracellular pH falls.64, 65 In sepsis, this intracellular/extracellular pH discrepancy may be more pronounced due to alterations in blood flow.66 Other reports on outcomes of intracellular pH with bicarbonate therapy show variable effects.6772

Second, to the extent that bicarbonate administration raises extracellular pH, it is associated with a reduction in ionized calcium concentration, since the binding of calcium to albumin is pH dependent.73 A sodium bicarbonate load administered to patients with LA was associated with a significant fall in ionized calcium concentration, whereas a sodium chloride load was not.1 This can affect cardiac function, as the latter varies proportionally with calcium levels.74

Third, bicarbonate administration may reduce tissue oxygen delivery since the affinity of hemoglobin for oxygen increases as pH rises (Bohr effect).75 The administration of bicarbonate worsened systemic oxygen consumption in one study76 and decreased oxygen delivery in another.75

Fourth, bicarbonate administration may indirectly increase intracellular calcium concentration. Low intracellular pH (see above) stimulates proton efflux by way of proton transporters and exchangers, increasing intracellular sodium content.77 A high cell sodium content then may increase intracellular calcium, through the Na/Ca exchanger, impairing cellular function.7779 Compounding this, the reduced function of the Na/H ATPase as a regulator of intracellular sodium in sepsis may not be adequate to limit cell swelling.77

Against this background of mechanistic concerns with the use of bicarbonate treatment, it is not surprising that clinical outcomes have been inconsistent at best. In animal models of LA, the use of sodium bicarbonate has either negative effects on cardiac output60, 72 or no significant hemodynamic effect when compared to sodium chloride infusion.67, 80, 81 One animal study did show some benefit with sodium bicarbonate compared to saline, though all animals subsequently died.50

In humans, sodium bicarbonate was studied in 2 randomized trials of sepsis‐induced LA.1, 82 In a study by Cooper et al.,1 14 critically‐ill patients received sequential infusions of sodium bicarbonate or sodium chloride. Neither solution was superior to the other in terms of hemodynamic improvement. No benefit was noted even when analysis was limited to those with very low pH (<7.2). Mathieu et al.82 randomized 10 critically‐ill patients to sequential infusion of either sodium bicarbonate or sodium chloride. Similarly, no significant difference in hemodynamic variables was noted.

When taken together, these studies evaluating sodium bicarbonate in LA fail to show convincing benefit and raise serious questions about its detrimental effects. Extracellular pH may be a misleading marker of success in the treatment of LA, given its direct influence by sodium bicarbonate administration.

Treatment of LA and Use of Other Buffers

Other buffers (Carbicarb, dichloroacetate, and tromethamine [THAM]) have been studied for treatment of LA. Human studies have not shown superiority of any of the buffers as far as improving pH,83, 84 hemodynamics, or survival.85

Treatment of LA by Renal Replacement Therapy

Renal replacement therapy (RRT; dialysis and its variants) has been studied for the treatment of severe acidosis. RRT has a number of theoretical advantages over purely medical therapies in the treatment of LA: it can deliver large quantities of base without contributing to volume overload; it can directly remove lactate from the plasma; and it can mitigate the effect of alkalinization on ionized calcium concentration by delivering calcium.

In critically ill patients with intact liver function, continuous venovenous hemofiltration (CVVH) appears to contribute very little (less then 3%) to overall lactate clearance.86 While outcome studies are limited, continuous dialysis modalities consistently show improved resolution of acidosis of various types when compared to intermittent modalities.87, 88 As described above, this is related to base administration and is not a surprising finding. There are no studies comparing RRT and medical therapy with respect to clinical outcomes in patients with LA.

Special Situations

Biguanides

Biguanide‐induced LA can be due to impairment of hepatic neoglucogenesis, in the case of metformin, or increasing hepatic oxidative phosphorylation, in the case of phenformin.89 This infrequent complication90, 91 is associated with a high mortality.92 Proposed therapy has included the use of sodium bicarbonate infusion.93 In this setting, it is unclear if the use of bicarbonate alone improves clinical outcomes.94

Renal replacement therapy in a wide variety of formats has been used to treat this condition.93, 95101 Metformin has a high clearance during dialysis due to its low molecular weight and lack of protein binding.97, 98, 102 Nonetheless, its high volume of distribution suggests a longer dialysis time would be more beneficial if the main goal is reducing metformin levels.97, 103 The limited prospective literature and lack of conclusive evidence about what levels of metformin induce LA makes generalized recommendations about duration of hemodialysis purely speculative.104

NRTIs

The use of NRTIs is associated with LA due to impairment of mitochondrial oxidative phosphorylation.105108 This uncommon complication, if not recognized early, is associated with a high mortality.101, 109 Investigations are ongoing into agents directed at improving mitochondrial function such as riboflavin, thiamine, and L‐carnitine.110112 As with biguanide‐associated LA, RRT decisions should be individualized based on metabolic circumstances.

Lorazepam

Many intravenous medications are formulated in the alcohol solvent, propylene glycol. Injectable lorazepam has the highest proportional amount of propylene glycol compared with other commonly used agents.113, 114 The kidney normally eliminates 12% to 50% of administered propylene glycol via proximal tubule secretion.115 The remainder is metabolized by the liver to form pyruvate and lactate.114, 116, 117

When propylene glycol accumulates, as in cases of reduced renal function, it results in hyperosmolarity, LA, and can even induce additional kidney injury (probably through proximal tubular cell necrosis).118

LA due to propylene glycol has been reported by many authors and its incidence with high dose intravenous (IV) lorazepam has been estimated to be as high as 19%.114, 116, 119, 120 This disorder can frequently go unrecognized, as many other factors that induce LA often coincide in such patients. But when identified and promptly addressed, its prognosis seems to be favorable.114

The best treatment is prevention, by avoiding the use of IV lorazepam in patients with impaired renal function. Once it is recognized, the drug should be promptly withdrawn. In addition, removal by hemodialysis can quickly lower propylene glycol levels since it is a small, highly water soluble, non‐protein‐bound molecule.121 As no rebound in the level is expected, intermittent dialysis should be an acceptable modality.117

Linezolid

Recently, Gram‐positive bacteria in general and methicillin‐resistant Staphylococcus aureus in particular have emerged as major causes of nosocomial and community‐acquired infections. Linezolid, an oxazolidinone, is increasingly used to treat such infections. Several cases of LA have been associated with linezolid.27, 122, 123 and a survey of the Infectious Diseases Society of America (IDSA) Emerging Infections Network members revealed that this complication was commonly encountered.124 Linezolid causes LA by mitochondrial toxicity125, 126 and risk factors include prolonged exposure and older age. Once the disorder is recognized, the clinician should stop the drug immediately. Chemistries should be monitored frequently in patients on long‐term therapy.

Conclusions

Many studies note the association between LA and adverse outcomes.2, 4547 Though metabolic acidosis from elevated lactate levels may negatively affect organ function, the evidence supporting therapy specifically aimed at increasing pH in these settings is consistently poor.3, 127 Limitations have included small numbers of subjects,1, 82 variable outcomes studied, and the inability to assess intracellular metabolic stability.1, 61 When taking these factors into account it is hard to justify aggressive treatment of LA with mechanisms aimed at raising pH. Literature on the treatment of patients with LA and very low pH (below 7.2) is even more limited.

Moreover, lactate elevations may not represent tissue hypoperfusion. Lactate may have an important role in improving energy metabolism. This represents 1 additional reason to be hesitant when attempting to normalize pH in LA; we may be disrupting the body's physiologic response to sepsis. A conflict for clinicians emerges, however, as lactate is often used to define tissue ischemia. Obviously, more specific markers of tissue hypoperfusion would be ideal.

Bicarbonate therapy is an understandably attractive means to improve the acidemia, but there are serious mechanistic concerns with it use. Moreover, neither animal nor human studies, limited as they may be, show a convincing benefit. LA in the setting of acute kidney injury may be best treated with renal replacement therapy with bicarbonate‐based buffers, but controlled trials are lacking.

A number of commonly used drugs can cause LA. A heightened awareness on the part of clinicians will lead to prompt recognition of these cases, and timely treatment.

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  98. Heaney D,Majid A,Junor B.Bicarbonate haemodialysis as a treatment of metformin overdose.Nephrol Dial Transplant.1997;12(5):10461047.
  99. Panzer U,Kluge S,Kreymann G,Wolf G.Combination of intermittent haemodialysis and high‐volume continuous haemofiltration for the treatment of severe metformin‐induced lactic acidosis.Nephrol Dial Transplant.2004;19(8):21572158.
  100. Prikis M,Mesler EL,Hood VL,Weise WJ.When a friend can become an enemy! Recognition and management of metformin‐associated lactic acidosis.Kidney Int.2007;72(9):11571160.
  101. Falco V.Rodríguez D,Ribera E, et al.Severe nucleoside‐associated lactic acidosis in human immunodeficiency virus‐infected patients: report of 12 cases and review of the literature.Clin Infect Dis.2002;34(6):838846.
  102. Barrueto F,Meggs WJ,Barchman MJ.Clearance of metformin by hemofiltration in overdose.J Toxicol Clin Toxicol.2002;40(2):177180.
  103. Kruse JA.Metformin‐associated lactic acidosis.J Emerg Med.2001;20(3):267272.
  104. Jones P,Yate P.Contraindications to use of metformin. Blanket banning of metformin two days before surgery may not be a good idea.BMJ.2003;326(7392):762; author reply 762.
  105. McKenzie R,Fried MW,Sallie R, et al.Hepatic failure and lactic acidosis due to fialuridine (FIAU), an investigational nucleoside analogue for chronic hepatitis B.N Engl J Med.1995;333(17):10991105.
  106. Sundar K,Suarez M,Banogon PE,Shapiro JM.Zidovudine‐induced fatal lactic acidosis and hepatic failure in patients with acquired immunodeficiency syndrome: report of two patients and review of the literature.Crit Care Med.1997;25(8):14251430.
  107. Lewis W,Dalakas MC.Mitochondrial toxicity of antiviral drugs.Nat Med.1995;1(5):417422.
  108. Brinkman K,Kakuda TN.Mitochondrial toxicity of nucleoside analogue reverse transcriptase inhibitors: a looming obstacle for long‐term antiretroviral therapy?Curr Opin Infect Dis.2000;13(1):511.
  109. Hammer SM,Saag MS,Schechter M, et al.Treatment for adult HIV infection: 2006 recommendations of the International AIDS Society‐USA panel.JAMA.2006;296(7):827843.
  110. Fouty B,Frerman F,Reves R.Riboflavin to treat nucleoside analogue‐induced lactic acidosis.Lancet.1998;352(9124):291292.
  111. Arici C,Tebaldi A,Quinzan GP,Maggiolo F,Ripamonti D,Suter F.Severe lactic acidosis and thiamine administration in an HIV‐infected patient on HAART.Int J STD AIDS.2001;12(6):407409.
  112. Claessens YE,Cariou A,Monchi M, et al.Detecting life‐threatening lactic acidosis related to nucleoside‐analog treatment of human immunodeficiency virus‐infected patients, and treatment with L‐carnitine.Crit Care Med.2003;31(4):10421047.
  113. Mullins ME,Barnes BJ.Hyperosmolar metabolic acidosis and intravenous Lorazepam.N Engl J Med.2002;347(11):857858; author reply 857–858.
  114. Wilson KC,Reardon C,Theodore AC,Farber HW.Propylene glycol toxicity: a severe iatrogenic illness in ICU patients receiving IV benzodiazepines: a case series and prospective, observational pilot study.Chest.2005;128(3):16741681.
  115. Speth PA,Vree TB,Neilen NF, et al.Propylene glycol pharmacokinetics and effects after intravenous infusion in humans.Ther Drug Monit.1987;9(3):255258.
  116. Cawley MJ.Short‐term lorazepam infusion and concern for propylene glycol toxicity: case report and review.Pharmacotherapy.2001;21(9):11401144.
  117. Zar T,Graeber C,Perazella MA.Recognition, treatment, and prevention of propylene glycol toxicity.Semin Dial.2007;20(3):217219.
  118. Morshed KM,Jain SK,McMartin KE.Propylene glycol‐mediated cell injury in a primary culture of human proximal tubule cells.Toxicol Sci.1998;46(2):410417.
  119. Arbour R,Esparis B.Osmolar gap metabolic acidosis in a 60‐year‐old man treated for hypoxemic respiratory failure.Chest.2000;118(2):545546.
  120. Arroliga AC,Shehab N,McCarthy K,Gonzales JP.Relationship of continuous infusion lorazepam to serum propylene glycol concentration in critically ill adults.Crit Care Med.2004;32(8):17091714.
  121. Parker MG,Fraser GL,Watson DM,Riker RR.Removal of propylene glycol and correction of increased osmolar gap by hemodialysis in a patient on high dose lorazepam infusion therapy.Intensive Care Med.2002;28(1):8184.
  122. Kopterides P,Papadomichelakis E,Armaganidis A.Linezolid use associated with lactic acidosis.Scand J Infect Dis.2005;37(2):153154.
  123. Apodaca AA,Rakita RM.Linezolid‐induced lactic acidosis.N Engl J Med.2003;348(1):8687.
  124. Beekmann SE,Gilbert DN,Polgreen PM.Toxicity of extended courses of linezolid: results of an Infectious Diseases Society of America Emerging Infections Network survey.Diagn Microbiol Infect Dis.2008;62(4):407410.
  125. Soriano A,Miro O,Mensa J.Mitochondrial toxicity associated with linezolid.N Engl J Med.2005;353(21):23052306.
  126. De Vriese AS,Coster RV,Smet J, et al.Linezolid‐induced inhibition of mitochondrial protein synthesis.Clin Infect Dis.2006;42(8):11111117.
  127. Kraut JA,Kurtz I.Use of base in the treatment of severe acidemic states.Am J Kidney Dis.2001;38(4):703727.
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Journal of Hospital Medicine - 5(4)
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E1-E7
Legacy Keywords
lactic acidosis, sodium bicarbonate, treatment
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Article PDF

Lactic acidosis (LA) is common in hospitalized patients and is associated with a high mortality.1, 2 Commonly, it is defined as a lactic acid concentration greater than 5 mmol/L with a pH less than 7.35.3 There are no evidence‐based guidelines for the treatment of LA despite progress in our understanding of its pathophysiology.36 This is not surprising, given the uncertainty regarding the impact of LA itself on clinical outcomes. In this regard, it is interesting to note that, despite its well‐recognized role as a marker of tissue hypoxia, lactate accumulation appears to have beneficial effects and may function as an adaptive mechanism. This raises the possibility that therapy directed at altering this adaptation may be detrimental. Pursuing correction of the pH in LA has been shown to have untoward physiologic effects. These and other ambiguities in the pathophysiology and treatment of LA are the focus of this review.

Lactate Metabolism

The body produces approximately 1400 mmol of lactate daily.7 Lactate is derived from the metabolism of pyruvate through an anaerobic reaction that occurs in all tissues (Figure 1). The liver is the primary site of lactate clearance and can metabolize up to 100 mmol per hour under normal conditions.8 There, lactate is converted to glucose to serve as an energy source during periods of hypoxia (Figure 2).9

Figure 1
Normal generation of lactate.
Figure 2
Cori cycle (used with permission from Ref.9).

Approximately 20% to 30% of the daily lactate load is metabolized by the kidneys.10, 11 Renal clearance is increased in acidosis12 and is maintained even in the presence of low renal perfusion.10, 12, 13 Renal lactate clearance is primarily through metabolism and not excretion.10, 14

LA Subtypes

Generally, lactic acid accumulation results from excess lactic acid production and not from reduced clearance.15 In cases of fulminant liver failure, it is due to a combination of decreased clearance and tissue hypoxia.16 In the setting of tissue hypoxia, an impairment of mitochondrial oxidative capacity results in the accumulation of pyruvate and generation of lactate. Lactic acid accumulation through this mechanism has historically been described as Type A LA.7 Hence, in critically ill patients lactate has traditionally been viewed as a marker of tissue hypoxia.15, 1721 Hyperlactatemia without tissue hypoxia has been referred to as type B LA. This is seen in a variety of circumstances. In sepsis, for example, several studies have shown lactic acid accumulation, despite adequate oxygen delivery.2224

Hyperlactatemia may also occur in cases of pure mitochondrial dysfunction, which can be induced by commonly prescribed medications such as the biguanides, nucleoside analog reverse‐transcriptase inhibitors (NRTIs), and linezolid.2527 Alternatively, lactate generation from metabolism of agents such as propylene glycol is possible. Finally, excessive lactate generation may occur following stress due to altered carbohydrate metabolism, or with respiratory alkalosis.2831

Lactate: A Metabolic Adaptation

Lactate was traditionally considered only as a marker of tissue hypoxia and anaerobic metabolism.17 This is certainly the case in situations of poor perfusion such as cardiogenic,15, 18 vasopressor‐resistant,19 or hypovolemic shock.20, 21

Alternative explanations for lactic acid accumulation, without tissue hypoperfusion, include catecholamine‐induced alterations in glycolysis,32, 33 mitochondrial disturbances,3436 and increased pyruvate production combined with increased glucose entry into cells.24, 37 In addition, the activity of an enzyme regulating lactate metabolism, pyruvate dehydrogenase kinase, increases in sepsis.38 This enzyme inactivates the pyruvate dehydrogenase (PDH) complex, which metabolizes pyruvate. Pyruvate and lactate may accumulate as a result. These changes partly explain the generation of LA in sepsis, independent of any effect of diminished tissue perfusion.

Recognizing the body's tendency toward homeostasis, it is appealing to speculate that lactate accumulation is adaptive.9 A number of findings support this. For example, lactate may act to shuttle energy between organs, or between cell types in the same organ. The astrocyteneuron lactate shuttle and the spermatogenic lactate shuttle are 2 examples of lactate's valuable effects on cellular metabolism.39 In the astrocyteneuron lactate shuttle, astrocytes support the increased metabolic demands of neurons through lactic acid production.40 Specifically, the neurotransmitter glutamate is released by the neurons and taken up by the astrocytes. Astrocytes produce lactate, which then moves back to the neuron to be used as an energy source. Glutamine, also released by the astrocytes, leads to the regeneration of glutamate and the potential to restart the cycle.39

Animal and human studies have suggested that, in periods of stress, lactate is the preferential energy substrate in the brain.4144 The usefulness of increased lactate production routinely seen in sepsis may thus represent multiple adaptive processes aimed primarily at improving the delivery of energy substrates. Thus, therapeutic strategies aimed specifically at lowering lactic acid levels may prove to have deleterious effects on cellular metabolism.

Impact of LA on Morbidity and Mortality

The poor prognosis in patients with LA is well recognized.2, 4548 For example, in a study of 126 patients with various causes of LA, the median survival was 38.5 hours and 30‐day survival was 17%.2

Studies have revealed that LA with low pH is associated with adverse effects on the cardiovascular system, particularly a decrease in cardiac contractility.49, 50 This effect is particularly prominent with a pH below 7.20. In contrast, acidosis in animal models has been shown to limit myocardial infarct size after reperfusion.51, 52 Variable effects of LA on cell death have been found. A worsening of apoptosis in myocytes has been noted;53 alternatively, protection from hypoxic injury in hepatocytes and myocardium has been observed.52, 54 Thus, although LA is associated with poor outcomes in human studies,2, 4547 it is still unclear to what extent lactic acid accumulation is a marker of severe illness, an independent effector of pathology, or a mechanism with the potential to serve a protective role.

Available data indicate that lactate itself is not harmful. Studies on infusion of lactate solutions to postoperative patients was shown to be safe.55 Also, the fact that lactate generation in states of respiratory alkalosis, stress, or altered carbohydrate metabolism without sepsis is not associated with worse outcomes supports the fact that lactic acid alone may not be maladaptive.2831

Similarly, low pH is not necessarily maladaptive. In the postictal state,56 diabetic ketoacidosis,57 spontaneous respiratory acidosis,58 or permissive hypercapnia,59 low blood pH is not deleterious.

In summary, LA is associated with poor outcomes, and indirect evidence suggests that it is the underlying causative condition rather than the low pH or the lactate that is responsible for the dire outcomes.

Treatment of LA with Sodium Bicarbonate

Since excessive lactic acid generation is accompanied by consumption of plasma bicarbonate and a fall in plasma pH, sodium bicarbonate has been long proposed as a treatment for LA. While theoretically appealing, this strategy has not been validated by studies in animals or humans. Indeed, bicarbonate administration in LA often has been shown to be detrimental.60, 61 The adverse effects of bicarbonate administration in LA, while initially paradoxical, have a number of possible explanations.

First, bicarbonate administration can induce a reduction in intracellular pH.60, 62, 63 The mechanism involves bicarbonate's effect to increase carbon dioxide (CO2) generation through mass action effect. Because the cell membrane is more permeable to CO2 than to bicarbonate, intracellular pH falls.64, 65 In sepsis, this intracellular/extracellular pH discrepancy may be more pronounced due to alterations in blood flow.66 Other reports on outcomes of intracellular pH with bicarbonate therapy show variable effects.6772

Second, to the extent that bicarbonate administration raises extracellular pH, it is associated with a reduction in ionized calcium concentration, since the binding of calcium to albumin is pH dependent.73 A sodium bicarbonate load administered to patients with LA was associated with a significant fall in ionized calcium concentration, whereas a sodium chloride load was not.1 This can affect cardiac function, as the latter varies proportionally with calcium levels.74

Third, bicarbonate administration may reduce tissue oxygen delivery since the affinity of hemoglobin for oxygen increases as pH rises (Bohr effect).75 The administration of bicarbonate worsened systemic oxygen consumption in one study76 and decreased oxygen delivery in another.75

Fourth, bicarbonate administration may indirectly increase intracellular calcium concentration. Low intracellular pH (see above) stimulates proton efflux by way of proton transporters and exchangers, increasing intracellular sodium content.77 A high cell sodium content then may increase intracellular calcium, through the Na/Ca exchanger, impairing cellular function.7779 Compounding this, the reduced function of the Na/H ATPase as a regulator of intracellular sodium in sepsis may not be adequate to limit cell swelling.77

Against this background of mechanistic concerns with the use of bicarbonate treatment, it is not surprising that clinical outcomes have been inconsistent at best. In animal models of LA, the use of sodium bicarbonate has either negative effects on cardiac output60, 72 or no significant hemodynamic effect when compared to sodium chloride infusion.67, 80, 81 One animal study did show some benefit with sodium bicarbonate compared to saline, though all animals subsequently died.50

In humans, sodium bicarbonate was studied in 2 randomized trials of sepsis‐induced LA.1, 82 In a study by Cooper et al.,1 14 critically‐ill patients received sequential infusions of sodium bicarbonate or sodium chloride. Neither solution was superior to the other in terms of hemodynamic improvement. No benefit was noted even when analysis was limited to those with very low pH (<7.2). Mathieu et al.82 randomized 10 critically‐ill patients to sequential infusion of either sodium bicarbonate or sodium chloride. Similarly, no significant difference in hemodynamic variables was noted.

When taken together, these studies evaluating sodium bicarbonate in LA fail to show convincing benefit and raise serious questions about its detrimental effects. Extracellular pH may be a misleading marker of success in the treatment of LA, given its direct influence by sodium bicarbonate administration.

Treatment of LA and Use of Other Buffers

Other buffers (Carbicarb, dichloroacetate, and tromethamine [THAM]) have been studied for treatment of LA. Human studies have not shown superiority of any of the buffers as far as improving pH,83, 84 hemodynamics, or survival.85

Treatment of LA by Renal Replacement Therapy

Renal replacement therapy (RRT; dialysis and its variants) has been studied for the treatment of severe acidosis. RRT has a number of theoretical advantages over purely medical therapies in the treatment of LA: it can deliver large quantities of base without contributing to volume overload; it can directly remove lactate from the plasma; and it can mitigate the effect of alkalinization on ionized calcium concentration by delivering calcium.

In critically ill patients with intact liver function, continuous venovenous hemofiltration (CVVH) appears to contribute very little (less then 3%) to overall lactate clearance.86 While outcome studies are limited, continuous dialysis modalities consistently show improved resolution of acidosis of various types when compared to intermittent modalities.87, 88 As described above, this is related to base administration and is not a surprising finding. There are no studies comparing RRT and medical therapy with respect to clinical outcomes in patients with LA.

Special Situations

Biguanides

Biguanide‐induced LA can be due to impairment of hepatic neoglucogenesis, in the case of metformin, or increasing hepatic oxidative phosphorylation, in the case of phenformin.89 This infrequent complication90, 91 is associated with a high mortality.92 Proposed therapy has included the use of sodium bicarbonate infusion.93 In this setting, it is unclear if the use of bicarbonate alone improves clinical outcomes.94

Renal replacement therapy in a wide variety of formats has been used to treat this condition.93, 95101 Metformin has a high clearance during dialysis due to its low molecular weight and lack of protein binding.97, 98, 102 Nonetheless, its high volume of distribution suggests a longer dialysis time would be more beneficial if the main goal is reducing metformin levels.97, 103 The limited prospective literature and lack of conclusive evidence about what levels of metformin induce LA makes generalized recommendations about duration of hemodialysis purely speculative.104

NRTIs

The use of NRTIs is associated with LA due to impairment of mitochondrial oxidative phosphorylation.105108 This uncommon complication, if not recognized early, is associated with a high mortality.101, 109 Investigations are ongoing into agents directed at improving mitochondrial function such as riboflavin, thiamine, and L‐carnitine.110112 As with biguanide‐associated LA, RRT decisions should be individualized based on metabolic circumstances.

Lorazepam

Many intravenous medications are formulated in the alcohol solvent, propylene glycol. Injectable lorazepam has the highest proportional amount of propylene glycol compared with other commonly used agents.113, 114 The kidney normally eliminates 12% to 50% of administered propylene glycol via proximal tubule secretion.115 The remainder is metabolized by the liver to form pyruvate and lactate.114, 116, 117

When propylene glycol accumulates, as in cases of reduced renal function, it results in hyperosmolarity, LA, and can even induce additional kidney injury (probably through proximal tubular cell necrosis).118

LA due to propylene glycol has been reported by many authors and its incidence with high dose intravenous (IV) lorazepam has been estimated to be as high as 19%.114, 116, 119, 120 This disorder can frequently go unrecognized, as many other factors that induce LA often coincide in such patients. But when identified and promptly addressed, its prognosis seems to be favorable.114

The best treatment is prevention, by avoiding the use of IV lorazepam in patients with impaired renal function. Once it is recognized, the drug should be promptly withdrawn. In addition, removal by hemodialysis can quickly lower propylene glycol levels since it is a small, highly water soluble, non‐protein‐bound molecule.121 As no rebound in the level is expected, intermittent dialysis should be an acceptable modality.117

Linezolid

Recently, Gram‐positive bacteria in general and methicillin‐resistant Staphylococcus aureus in particular have emerged as major causes of nosocomial and community‐acquired infections. Linezolid, an oxazolidinone, is increasingly used to treat such infections. Several cases of LA have been associated with linezolid.27, 122, 123 and a survey of the Infectious Diseases Society of America (IDSA) Emerging Infections Network members revealed that this complication was commonly encountered.124 Linezolid causes LA by mitochondrial toxicity125, 126 and risk factors include prolonged exposure and older age. Once the disorder is recognized, the clinician should stop the drug immediately. Chemistries should be monitored frequently in patients on long‐term therapy.

Conclusions

Many studies note the association between LA and adverse outcomes.2, 4547 Though metabolic acidosis from elevated lactate levels may negatively affect organ function, the evidence supporting therapy specifically aimed at increasing pH in these settings is consistently poor.3, 127 Limitations have included small numbers of subjects,1, 82 variable outcomes studied, and the inability to assess intracellular metabolic stability.1, 61 When taking these factors into account it is hard to justify aggressive treatment of LA with mechanisms aimed at raising pH. Literature on the treatment of patients with LA and very low pH (below 7.2) is even more limited.

Moreover, lactate elevations may not represent tissue hypoperfusion. Lactate may have an important role in improving energy metabolism. This represents 1 additional reason to be hesitant when attempting to normalize pH in LA; we may be disrupting the body's physiologic response to sepsis. A conflict for clinicians emerges, however, as lactate is often used to define tissue ischemia. Obviously, more specific markers of tissue hypoperfusion would be ideal.

Bicarbonate therapy is an understandably attractive means to improve the acidemia, but there are serious mechanistic concerns with it use. Moreover, neither animal nor human studies, limited as they may be, show a convincing benefit. LA in the setting of acute kidney injury may be best treated with renal replacement therapy with bicarbonate‐based buffers, but controlled trials are lacking.

A number of commonly used drugs can cause LA. A heightened awareness on the part of clinicians will lead to prompt recognition of these cases, and timely treatment.

Lactic acidosis (LA) is common in hospitalized patients and is associated with a high mortality.1, 2 Commonly, it is defined as a lactic acid concentration greater than 5 mmol/L with a pH less than 7.35.3 There are no evidence‐based guidelines for the treatment of LA despite progress in our understanding of its pathophysiology.36 This is not surprising, given the uncertainty regarding the impact of LA itself on clinical outcomes. In this regard, it is interesting to note that, despite its well‐recognized role as a marker of tissue hypoxia, lactate accumulation appears to have beneficial effects and may function as an adaptive mechanism. This raises the possibility that therapy directed at altering this adaptation may be detrimental. Pursuing correction of the pH in LA has been shown to have untoward physiologic effects. These and other ambiguities in the pathophysiology and treatment of LA are the focus of this review.

Lactate Metabolism

The body produces approximately 1400 mmol of lactate daily.7 Lactate is derived from the metabolism of pyruvate through an anaerobic reaction that occurs in all tissues (Figure 1). The liver is the primary site of lactate clearance and can metabolize up to 100 mmol per hour under normal conditions.8 There, lactate is converted to glucose to serve as an energy source during periods of hypoxia (Figure 2).9

Figure 1
Normal generation of lactate.
Figure 2
Cori cycle (used with permission from Ref.9).

Approximately 20% to 30% of the daily lactate load is metabolized by the kidneys.10, 11 Renal clearance is increased in acidosis12 and is maintained even in the presence of low renal perfusion.10, 12, 13 Renal lactate clearance is primarily through metabolism and not excretion.10, 14

LA Subtypes

Generally, lactic acid accumulation results from excess lactic acid production and not from reduced clearance.15 In cases of fulminant liver failure, it is due to a combination of decreased clearance and tissue hypoxia.16 In the setting of tissue hypoxia, an impairment of mitochondrial oxidative capacity results in the accumulation of pyruvate and generation of lactate. Lactic acid accumulation through this mechanism has historically been described as Type A LA.7 Hence, in critically ill patients lactate has traditionally been viewed as a marker of tissue hypoxia.15, 1721 Hyperlactatemia without tissue hypoxia has been referred to as type B LA. This is seen in a variety of circumstances. In sepsis, for example, several studies have shown lactic acid accumulation, despite adequate oxygen delivery.2224

Hyperlactatemia may also occur in cases of pure mitochondrial dysfunction, which can be induced by commonly prescribed medications such as the biguanides, nucleoside analog reverse‐transcriptase inhibitors (NRTIs), and linezolid.2527 Alternatively, lactate generation from metabolism of agents such as propylene glycol is possible. Finally, excessive lactate generation may occur following stress due to altered carbohydrate metabolism, or with respiratory alkalosis.2831

Lactate: A Metabolic Adaptation

Lactate was traditionally considered only as a marker of tissue hypoxia and anaerobic metabolism.17 This is certainly the case in situations of poor perfusion such as cardiogenic,15, 18 vasopressor‐resistant,19 or hypovolemic shock.20, 21

Alternative explanations for lactic acid accumulation, without tissue hypoperfusion, include catecholamine‐induced alterations in glycolysis,32, 33 mitochondrial disturbances,3436 and increased pyruvate production combined with increased glucose entry into cells.24, 37 In addition, the activity of an enzyme regulating lactate metabolism, pyruvate dehydrogenase kinase, increases in sepsis.38 This enzyme inactivates the pyruvate dehydrogenase (PDH) complex, which metabolizes pyruvate. Pyruvate and lactate may accumulate as a result. These changes partly explain the generation of LA in sepsis, independent of any effect of diminished tissue perfusion.

Recognizing the body's tendency toward homeostasis, it is appealing to speculate that lactate accumulation is adaptive.9 A number of findings support this. For example, lactate may act to shuttle energy between organs, or between cell types in the same organ. The astrocyteneuron lactate shuttle and the spermatogenic lactate shuttle are 2 examples of lactate's valuable effects on cellular metabolism.39 In the astrocyteneuron lactate shuttle, astrocytes support the increased metabolic demands of neurons through lactic acid production.40 Specifically, the neurotransmitter glutamate is released by the neurons and taken up by the astrocytes. Astrocytes produce lactate, which then moves back to the neuron to be used as an energy source. Glutamine, also released by the astrocytes, leads to the regeneration of glutamate and the potential to restart the cycle.39

Animal and human studies have suggested that, in periods of stress, lactate is the preferential energy substrate in the brain.4144 The usefulness of increased lactate production routinely seen in sepsis may thus represent multiple adaptive processes aimed primarily at improving the delivery of energy substrates. Thus, therapeutic strategies aimed specifically at lowering lactic acid levels may prove to have deleterious effects on cellular metabolism.

Impact of LA on Morbidity and Mortality

The poor prognosis in patients with LA is well recognized.2, 4548 For example, in a study of 126 patients with various causes of LA, the median survival was 38.5 hours and 30‐day survival was 17%.2

Studies have revealed that LA with low pH is associated with adverse effects on the cardiovascular system, particularly a decrease in cardiac contractility.49, 50 This effect is particularly prominent with a pH below 7.20. In contrast, acidosis in animal models has been shown to limit myocardial infarct size after reperfusion.51, 52 Variable effects of LA on cell death have been found. A worsening of apoptosis in myocytes has been noted;53 alternatively, protection from hypoxic injury in hepatocytes and myocardium has been observed.52, 54 Thus, although LA is associated with poor outcomes in human studies,2, 4547 it is still unclear to what extent lactic acid accumulation is a marker of severe illness, an independent effector of pathology, or a mechanism with the potential to serve a protective role.

Available data indicate that lactate itself is not harmful. Studies on infusion of lactate solutions to postoperative patients was shown to be safe.55 Also, the fact that lactate generation in states of respiratory alkalosis, stress, or altered carbohydrate metabolism without sepsis is not associated with worse outcomes supports the fact that lactic acid alone may not be maladaptive.2831

Similarly, low pH is not necessarily maladaptive. In the postictal state,56 diabetic ketoacidosis,57 spontaneous respiratory acidosis,58 or permissive hypercapnia,59 low blood pH is not deleterious.

In summary, LA is associated with poor outcomes, and indirect evidence suggests that it is the underlying causative condition rather than the low pH or the lactate that is responsible for the dire outcomes.

Treatment of LA with Sodium Bicarbonate

Since excessive lactic acid generation is accompanied by consumption of plasma bicarbonate and a fall in plasma pH, sodium bicarbonate has been long proposed as a treatment for LA. While theoretically appealing, this strategy has not been validated by studies in animals or humans. Indeed, bicarbonate administration in LA often has been shown to be detrimental.60, 61 The adverse effects of bicarbonate administration in LA, while initially paradoxical, have a number of possible explanations.

First, bicarbonate administration can induce a reduction in intracellular pH.60, 62, 63 The mechanism involves bicarbonate's effect to increase carbon dioxide (CO2) generation through mass action effect. Because the cell membrane is more permeable to CO2 than to bicarbonate, intracellular pH falls.64, 65 In sepsis, this intracellular/extracellular pH discrepancy may be more pronounced due to alterations in blood flow.66 Other reports on outcomes of intracellular pH with bicarbonate therapy show variable effects.6772

Second, to the extent that bicarbonate administration raises extracellular pH, it is associated with a reduction in ionized calcium concentration, since the binding of calcium to albumin is pH dependent.73 A sodium bicarbonate load administered to patients with LA was associated with a significant fall in ionized calcium concentration, whereas a sodium chloride load was not.1 This can affect cardiac function, as the latter varies proportionally with calcium levels.74

Third, bicarbonate administration may reduce tissue oxygen delivery since the affinity of hemoglobin for oxygen increases as pH rises (Bohr effect).75 The administration of bicarbonate worsened systemic oxygen consumption in one study76 and decreased oxygen delivery in another.75

Fourth, bicarbonate administration may indirectly increase intracellular calcium concentration. Low intracellular pH (see above) stimulates proton efflux by way of proton transporters and exchangers, increasing intracellular sodium content.77 A high cell sodium content then may increase intracellular calcium, through the Na/Ca exchanger, impairing cellular function.7779 Compounding this, the reduced function of the Na/H ATPase as a regulator of intracellular sodium in sepsis may not be adequate to limit cell swelling.77

Against this background of mechanistic concerns with the use of bicarbonate treatment, it is not surprising that clinical outcomes have been inconsistent at best. In animal models of LA, the use of sodium bicarbonate has either negative effects on cardiac output60, 72 or no significant hemodynamic effect when compared to sodium chloride infusion.67, 80, 81 One animal study did show some benefit with sodium bicarbonate compared to saline, though all animals subsequently died.50

In humans, sodium bicarbonate was studied in 2 randomized trials of sepsis‐induced LA.1, 82 In a study by Cooper et al.,1 14 critically‐ill patients received sequential infusions of sodium bicarbonate or sodium chloride. Neither solution was superior to the other in terms of hemodynamic improvement. No benefit was noted even when analysis was limited to those with very low pH (<7.2). Mathieu et al.82 randomized 10 critically‐ill patients to sequential infusion of either sodium bicarbonate or sodium chloride. Similarly, no significant difference in hemodynamic variables was noted.

When taken together, these studies evaluating sodium bicarbonate in LA fail to show convincing benefit and raise serious questions about its detrimental effects. Extracellular pH may be a misleading marker of success in the treatment of LA, given its direct influence by sodium bicarbonate administration.

Treatment of LA and Use of Other Buffers

Other buffers (Carbicarb, dichloroacetate, and tromethamine [THAM]) have been studied for treatment of LA. Human studies have not shown superiority of any of the buffers as far as improving pH,83, 84 hemodynamics, or survival.85

Treatment of LA by Renal Replacement Therapy

Renal replacement therapy (RRT; dialysis and its variants) has been studied for the treatment of severe acidosis. RRT has a number of theoretical advantages over purely medical therapies in the treatment of LA: it can deliver large quantities of base without contributing to volume overload; it can directly remove lactate from the plasma; and it can mitigate the effect of alkalinization on ionized calcium concentration by delivering calcium.

In critically ill patients with intact liver function, continuous venovenous hemofiltration (CVVH) appears to contribute very little (less then 3%) to overall lactate clearance.86 While outcome studies are limited, continuous dialysis modalities consistently show improved resolution of acidosis of various types when compared to intermittent modalities.87, 88 As described above, this is related to base administration and is not a surprising finding. There are no studies comparing RRT and medical therapy with respect to clinical outcomes in patients with LA.

Special Situations

Biguanides

Biguanide‐induced LA can be due to impairment of hepatic neoglucogenesis, in the case of metformin, or increasing hepatic oxidative phosphorylation, in the case of phenformin.89 This infrequent complication90, 91 is associated with a high mortality.92 Proposed therapy has included the use of sodium bicarbonate infusion.93 In this setting, it is unclear if the use of bicarbonate alone improves clinical outcomes.94

Renal replacement therapy in a wide variety of formats has been used to treat this condition.93, 95101 Metformin has a high clearance during dialysis due to its low molecular weight and lack of protein binding.97, 98, 102 Nonetheless, its high volume of distribution suggests a longer dialysis time would be more beneficial if the main goal is reducing metformin levels.97, 103 The limited prospective literature and lack of conclusive evidence about what levels of metformin induce LA makes generalized recommendations about duration of hemodialysis purely speculative.104

NRTIs

The use of NRTIs is associated with LA due to impairment of mitochondrial oxidative phosphorylation.105108 This uncommon complication, if not recognized early, is associated with a high mortality.101, 109 Investigations are ongoing into agents directed at improving mitochondrial function such as riboflavin, thiamine, and L‐carnitine.110112 As with biguanide‐associated LA, RRT decisions should be individualized based on metabolic circumstances.

Lorazepam

Many intravenous medications are formulated in the alcohol solvent, propylene glycol. Injectable lorazepam has the highest proportional amount of propylene glycol compared with other commonly used agents.113, 114 The kidney normally eliminates 12% to 50% of administered propylene glycol via proximal tubule secretion.115 The remainder is metabolized by the liver to form pyruvate and lactate.114, 116, 117

When propylene glycol accumulates, as in cases of reduced renal function, it results in hyperosmolarity, LA, and can even induce additional kidney injury (probably through proximal tubular cell necrosis).118

LA due to propylene glycol has been reported by many authors and its incidence with high dose intravenous (IV) lorazepam has been estimated to be as high as 19%.114, 116, 119, 120 This disorder can frequently go unrecognized, as many other factors that induce LA often coincide in such patients. But when identified and promptly addressed, its prognosis seems to be favorable.114

The best treatment is prevention, by avoiding the use of IV lorazepam in patients with impaired renal function. Once it is recognized, the drug should be promptly withdrawn. In addition, removal by hemodialysis can quickly lower propylene glycol levels since it is a small, highly water soluble, non‐protein‐bound molecule.121 As no rebound in the level is expected, intermittent dialysis should be an acceptable modality.117

Linezolid

Recently, Gram‐positive bacteria in general and methicillin‐resistant Staphylococcus aureus in particular have emerged as major causes of nosocomial and community‐acquired infections. Linezolid, an oxazolidinone, is increasingly used to treat such infections. Several cases of LA have been associated with linezolid.27, 122, 123 and a survey of the Infectious Diseases Society of America (IDSA) Emerging Infections Network members revealed that this complication was commonly encountered.124 Linezolid causes LA by mitochondrial toxicity125, 126 and risk factors include prolonged exposure and older age. Once the disorder is recognized, the clinician should stop the drug immediately. Chemistries should be monitored frequently in patients on long‐term therapy.

Conclusions

Many studies note the association between LA and adverse outcomes.2, 4547 Though metabolic acidosis from elevated lactate levels may negatively affect organ function, the evidence supporting therapy specifically aimed at increasing pH in these settings is consistently poor.3, 127 Limitations have included small numbers of subjects,1, 82 variable outcomes studied, and the inability to assess intracellular metabolic stability.1, 61 When taking these factors into account it is hard to justify aggressive treatment of LA with mechanisms aimed at raising pH. Literature on the treatment of patients with LA and very low pH (below 7.2) is even more limited.

Moreover, lactate elevations may not represent tissue hypoperfusion. Lactate may have an important role in improving energy metabolism. This represents 1 additional reason to be hesitant when attempting to normalize pH in LA; we may be disrupting the body's physiologic response to sepsis. A conflict for clinicians emerges, however, as lactate is often used to define tissue ischemia. Obviously, more specific markers of tissue hypoperfusion would be ideal.

Bicarbonate therapy is an understandably attractive means to improve the acidemia, but there are serious mechanistic concerns with it use. Moreover, neither animal nor human studies, limited as they may be, show a convincing benefit. LA in the setting of acute kidney injury may be best treated with renal replacement therapy with bicarbonate‐based buffers, but controlled trials are lacking.

A number of commonly used drugs can cause LA. A heightened awareness on the part of clinicians will lead to prompt recognition of these cases, and timely treatment.

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  86. Levraut J,Ciebiera JP,Jambou P,Ichai C,Labib Y,Grimaud D.Effect of continuous venovenous hemofiltration with dialysis on lactate clearance in critically ill patients.Crit Care Med.1997;25(1):5862.
  87. Baldwin I,Naka T,Koch B,Fealy N,Bellomo R.A pilot randomised controlled comparison of continuous veno‐venous haemofiltration and extended daily dialysis with filtration: effect on small solutes and acid‐base balance.Intensive Care Med.2007;33(5):830835.
  88. Uchino S,Bellomo R,Ronco C.Intermittent versus continuous renal replacement therapy in the ICU: impact on electrolyte and acid‐base balance.Intensive Care Med.2001;27(6):10371043.
  89. Salpeter SR,Greyber E,Pasternak GA,Salpeter EE.Risk of fatal and nonfatal lactic acidosis with metformin use in type 2 diabetes mellitus: systematic review and meta‐analysis.Arch Intern Med.2003;163(21):25942602.
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Treatment of lactic acidosis: Appropriate confusion
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The New Vocabulary of Healthcare Reform

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Understanding the new vocabulary of healthcare reform

On March 21, 2010, the United States Congress passed the most comprehensive healthcare reform bill since the formation of Medicare. The legislation's greatest impact will be to improve access for nearly 50 million Americans who are presently uninsured. Yet the bill does little to tackle the fundamental problems of the payment and delivery systemsproblems that have resulted in major quality gaps, large numbers of medical errors, fragmented care, and backbreaking costs.

While these tough questions were mostly kicked down the road, the debate did bring many of the key questions and potential solutions into high relief. Our political leaders, pundits, and health policy scholars introduced or popularized a number of terms during the healthcare debates of 2009‐2010 (Table 1). I will attempt to place them in context and discuss their implications for future healthcare reform efforts.

Some Terms Introduced or Popularized During the 2009‐2010 Healthcare Reform Debate (Italicized in the Text)
  • Abbreviations: HMO, Health Maintenance Organizations; NICE, National Institute for Health and Clinical Excellence.

Value‐based purchasing
Bending the cost curve
Comparative effectiveness research (see also NICE)
Dartmouth atlas (see also McAllen, Texas)
Death panels (see also rationing)
Bundled payments
Accountable care organizations (see also Mayo Clinic, Cleveland Clinic, Geisinger; replaces HMOs)

Some Context for the Healthcare Reform Debate

In our capitalistic economy, we make most purchases based on considerations of value: quality divided by cost. There are few among us wealthy enough to always buy the best product, or cheap enough to always buy the least expensive. Instead, we try to determine value when we purchase a restaurant meal, a house, or a vacation.

Healthcare has traditionally been the major exception to this rule, both because healthcare insurance has partly insulated consumers (patients or their proxies) from the cost consequences of their decisions, and because it is so difficult to determine the quality of healthcare. But, over the past 10 to 15 years, problems with both the numerator and denominator of this equation have created widespread recognition of the need for change.

In the numerator, we now appreciate that there are nearly 100,000 deaths per year from medical mistakes;1 that we deliver evidence‐based care only about half the time,2 and that our healthcare system is extraordinarily fragmented and chaotic. We also know that there are more than 40 million people without healthcare insurance, a uniquely American problem, since other industrialized countries manage to guarantee coverage.

This is the fundamental conundrum that needs to be addressed by healthcare reform: we have a system that produces surprisingly low‐quality, unreliable care at an exorbitant and ever‐increasing cost, and does so while leaving more than 1 out of 8 citizens without coverage. Although government is a large payer (through Medicare, Medicaid, the Veterans Affairs [VA] programs and others), most Americans receive healthcare coverage as an employee benefit; a smaller number pay for health insurance themselves. The government has a key role even in these nongovernment‐sponsored payment systems, by providing tax breaks for healthcare coverage, creating a regulatory framework, and often defining the market through its actions in its public programs.

The end result is that all the involved partiesgovernments, businesses, providers, and patientsare crying out for change. An observer of this situation feels compelled to invoke the popular version of Stein's Law: if a trend can't continue, it won't.

Bending the Cost Curve

Everyone is now familiar with the scary trends (such as in Figure 1) demonstrating the unsustainable rate of healthcare inflation in the US, trends that are projected to lead to the insolvency of the Medicare Trust Fund within a decade. The term bending the cost curve implies that our solvency depends not on lowering total costs (a political impossibility), but rather on simply decreasing the rate of rise. There are only so many ways to do this.

Figure 1
Projected growth of the US economy and federal spending for major mandatory programs. Source: Centers for Medicare & Medicaid Services.

The most attractive, of course, is to stop providing expensive care that adds no or little value in terms of patient outcomes. The term comparative effectiveness research (CER) emerged over the past few years to describe research that pits one approach against another (or, presumably, against no treatment) on both outcomes and cost.3 Obviously, one would favor the less expensive treatment if the efficacy were equal. However, the more common (and politically fraught) question is whether a more expensive but slightly better approach is worth its additional cost.

This, of course, makes complete sense in a world of limited resources, and some countries, mostly notably the United Kingdom, are using CER to inform healthcare coverage decisions. In the United Kingdom, the research is analyzed, and coverage recommendations made, by an organization called the National Institute for Health and Clinical Excellence (NICE).4 While NICE appears to be working well, all signs indicate that the US political system is not ready for such an approach. In fact, although Medicare generally supports CER, most of the healthcare reform proposals considered by Congress explicitly prohibited Medicare from using CER results to influence payment decisions.

If an overall CER approach is too politically difficult for the US, how about focusing on 1 small segment of healthcare: expensive care at the end of life? Over the past 30 years, a group of Dartmouth researchers has examined the costs and quality of care across the entire country, demonstrating a ubiquitous pattern of highly variable costs (varying up to 2‐fold) that is unassociated with quality and outcomes (and sometimes even inversely associated).5 The findings, well known among healthcare researchers but relatively unknown by the public until recently, were brought to public attention by a 2009 New Yorker article that made the border town of McAllen, Texas the poster child for a medical culture that produces high costs without comparable benefits.6 The Dartmouth researchers, who publish their data in a document known as The Dartmouth Atlas, have found striking variations in care at the end of life. For example, even among academic medical centers (which presumably have similarly sick patient populations), the number of hospital days in the last 6 months of life varies strikingly: patients at New York University average 27.1 days, whereas those in my hospital average 11.5 days.7

So promoting better end‐of‐life carebeing sure that patients are aware of their options and that high‐quality palliative care is availableseemed like an obvious solution to part of our cost‐quality conundrum. Some early drafts of reform bills in Congress contained provisions to pay for physicians' time to discuss end‐of‐life options. This, of course, was caricaturized into the now famous Death Panelsproving that American political discourse is not yet mature enough to support realistic discussions about difficult subjects.8

It seems like having payers (government, insurance companies) make formal decisions about which services to cover (ie, rationing) is too hard. Is there another way to force these tough choices but do so without creating a political piata?

Encircling a Population

Rather than explicitly rationing care (using CER results, for example), another way of constraining costs is to place a population of patients on a fixed budget. There is evidence that provider organizations, working within such a budget (structured in a way that permits the providers to pocket any savings), are able to reorganize and change their practice style in a way that can cut costs.9 In the 1990s, we conducted a national experiment by promoting managed care, working through integrated delivery systems called Health Maintenance Organizations (HMOs) that received fixed, capitated payments for every patient. And, in fact, these organizations did cut overall costs.

The problem was that patients neither liked HMOs nor trusted that they were acting in their best interests. Ultimately, managed care became a less important delivery mechanism, and even patients who remained in HMOs had fewer constraints on their choices. Of course, the softening of the managed care market resulted in an uptick in healthcare inflation, contributing to our present predicament.

The concept of fixed payments has resurfaced, but with some modern twists. It appears that organizations that perform best on the Dartmouth measures (namely, they provide high quality care at lower costs) are generally large delivery systems with advanced information technology, strong primary care infrastructures, andprobably most importantlytight integration between physicians and the rest of the organization. During the healthcare debate, the organizations that received the most attention were the Mayo and Cleveland Clinics and the Geisinger system in central Pennsylvania. The problem is that the defining characteristic of these organizations (and others like them) is that they have been at this business of integrated care for more than 50 years! Can the model be emulated?

Two main policy changes have been promoted to try to achieve this integration: one is a change in payment structure, the other a change in organization. The first is known as bundlingin which multiple providers are reimbursed a single sum for all the care related to an episode of illness (such as a hospitalization and a 60‐ or 90‐day period afterwards). You will recognize this as a new form of capitation, but, rather than covering all of a patient's care, a more circumscribed version, focusing on a single illness or procedure. There is some evidence that bundling does reduce costs and may improve quality, by forcing hospitals, post‐acute care facilities, and doctors into collaborative arrangements (both to deliver care and, just as complex, to split the single payment without undue acrimony).10 Fisher et al.11 have promoted a new structure to deliver this kind of bundled care more effectively: The Accountable Care Organization (ACO), which is best thought of as a less ambitious, and potentially more virtual, incarnation of the HMO.

Interestingly, while many healthcare organizations have struggled to remake themselves in Mayo's image in preparation for upcoming pressures to form ACOs, some organizations with hospitalist programs need look no further than these programs to chart a course toward more effective physician‐hospital integration.12 Why? The majority of US hospitals now have hospitalists, and virtually all hospitalist programs receive support payments from their hospital (a sizable minority are on salary from the hospital). Hospitalists recognize that part of their value equation (which justifies the hospital support dollars) is that they help the hospital deliver higher quality care more efficiently. Because of this relationship, a well‐functioning hospitalist program can assume many of the attributes of an ACO, even in organizations with otherwise challenging physician‐hospital relations. It may be that hospitals and doctors need not look to Rochester, Minnesota or Danville, Pennsylvania for positive examples of physician‐hospital integration, but simply to their own local hospitalist groups.

The Bottom Line

While proponents of the Obama reform plan celebrate its passage, virtually all experts agree that it left fundamental problems with the healthcare system unaddressed. Although the 20092010 debate did not solve these problems, the new vocabulary introduced during the debateboth reasonable policy ideas like bundling and ACOs and cynical caricatures like death panelsare here to stay. Understanding these terms and the context that shaped them will be critical for hospitalists and other stakeholders interested in the future of the American healthcare system.

References
  1. Kohn L,Corrigan J,Donaldson M, eds.To Err is Human: Building a Safer Health System.Washington DC:Committee on Quality of Health Care in America, Institute of Medicine. National Academy Press,2000.
  2. McGlynn EA,Asch SM,Adams J, et al.The quality of health care delivered to adults in the United States.N Engl J Med.2003;348:26352645.
  3. Mushlin AI,Ghomrawi H.Health care reform and the need for comparative‐effectiveness research.N Engl J Med.2010;362:e6.
  4. Steinbrook R.Saying no isn't NICE—the travails of Britain's National Institute for health and clinical excellence.N Engl J Med.2008;359:19771981.
  5. Wennberg J.Wrestling with variation: an interview with Jack Wennberg [interviewed by Fitzhugh Mullan].Health Aff (Millwood).2004; Suppl Web Exclsives:VAR7380.
  6. Gawande A.The cost conundrum. What a Texas town can teach us about health care.The New Yorker2009. Available at: http://www.newyorker. com/reporting/2009/06/01/090601fa_fact_gawande. Accessed February 2010.
  7. Pear R.Researchers find huge variations in end‐of‐life treatment.New York Times.2008. Available at: http://www.nytimes.com/2008/04/07/health/policy/07care.html?_r=1. Accessed February 2010.
  8. Corn BW.Ending end‐of‐life phobia—a prescription for enlightened health care reform.N Engl J Med.2009. Available at: http://healthcarere form.nejm.org/?p=2580. Accessed February 2010.
  9. Wagner EH,Bledsoe T.The RAND Health Insurance Experiment and HMOs.Med Care.1990;28:191200.
  10. Cromwell JL,Dayhoff DA,Thoumaian AH.Cost savings and physician responses to global bundled payments for Medicare heart bypass surgery.Health Care Fin Rev.1997;19:4157.
  11. Fisher ES,Staiger DO,Bynum JPW,Gottlieb DJ.Creating accountable care organizations: the extended hospital medical staff.Health Aff (Millwood).2007;26(1):w44w57.
  12. Wachter RM. Hospitalists: a little slice of Mayo. Available at: http://community.the‐hospitalist.org/blogs/wachters_world/archive/2009/08/30/hospitalists‐a‐little‐slice‐of‐mayo.aspx. Accessed February 2010.
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On March 21, 2010, the United States Congress passed the most comprehensive healthcare reform bill since the formation of Medicare. The legislation's greatest impact will be to improve access for nearly 50 million Americans who are presently uninsured. Yet the bill does little to tackle the fundamental problems of the payment and delivery systemsproblems that have resulted in major quality gaps, large numbers of medical errors, fragmented care, and backbreaking costs.

While these tough questions were mostly kicked down the road, the debate did bring many of the key questions and potential solutions into high relief. Our political leaders, pundits, and health policy scholars introduced or popularized a number of terms during the healthcare debates of 2009‐2010 (Table 1). I will attempt to place them in context and discuss their implications for future healthcare reform efforts.

Some Terms Introduced or Popularized During the 2009‐2010 Healthcare Reform Debate (Italicized in the Text)
  • Abbreviations: HMO, Health Maintenance Organizations; NICE, National Institute for Health and Clinical Excellence.

Value‐based purchasing
Bending the cost curve
Comparative effectiveness research (see also NICE)
Dartmouth atlas (see also McAllen, Texas)
Death panels (see also rationing)
Bundled payments
Accountable care organizations (see also Mayo Clinic, Cleveland Clinic, Geisinger; replaces HMOs)

Some Context for the Healthcare Reform Debate

In our capitalistic economy, we make most purchases based on considerations of value: quality divided by cost. There are few among us wealthy enough to always buy the best product, or cheap enough to always buy the least expensive. Instead, we try to determine value when we purchase a restaurant meal, a house, or a vacation.

Healthcare has traditionally been the major exception to this rule, both because healthcare insurance has partly insulated consumers (patients or their proxies) from the cost consequences of their decisions, and because it is so difficult to determine the quality of healthcare. But, over the past 10 to 15 years, problems with both the numerator and denominator of this equation have created widespread recognition of the need for change.

In the numerator, we now appreciate that there are nearly 100,000 deaths per year from medical mistakes;1 that we deliver evidence‐based care only about half the time,2 and that our healthcare system is extraordinarily fragmented and chaotic. We also know that there are more than 40 million people without healthcare insurance, a uniquely American problem, since other industrialized countries manage to guarantee coverage.

This is the fundamental conundrum that needs to be addressed by healthcare reform: we have a system that produces surprisingly low‐quality, unreliable care at an exorbitant and ever‐increasing cost, and does so while leaving more than 1 out of 8 citizens without coverage. Although government is a large payer (through Medicare, Medicaid, the Veterans Affairs [VA] programs and others), most Americans receive healthcare coverage as an employee benefit; a smaller number pay for health insurance themselves. The government has a key role even in these nongovernment‐sponsored payment systems, by providing tax breaks for healthcare coverage, creating a regulatory framework, and often defining the market through its actions in its public programs.

The end result is that all the involved partiesgovernments, businesses, providers, and patientsare crying out for change. An observer of this situation feels compelled to invoke the popular version of Stein's Law: if a trend can't continue, it won't.

Bending the Cost Curve

Everyone is now familiar with the scary trends (such as in Figure 1) demonstrating the unsustainable rate of healthcare inflation in the US, trends that are projected to lead to the insolvency of the Medicare Trust Fund within a decade. The term bending the cost curve implies that our solvency depends not on lowering total costs (a political impossibility), but rather on simply decreasing the rate of rise. There are only so many ways to do this.

Figure 1
Projected growth of the US economy and federal spending for major mandatory programs. Source: Centers for Medicare & Medicaid Services.

The most attractive, of course, is to stop providing expensive care that adds no or little value in terms of patient outcomes. The term comparative effectiveness research (CER) emerged over the past few years to describe research that pits one approach against another (or, presumably, against no treatment) on both outcomes and cost.3 Obviously, one would favor the less expensive treatment if the efficacy were equal. However, the more common (and politically fraught) question is whether a more expensive but slightly better approach is worth its additional cost.

This, of course, makes complete sense in a world of limited resources, and some countries, mostly notably the United Kingdom, are using CER to inform healthcare coverage decisions. In the United Kingdom, the research is analyzed, and coverage recommendations made, by an organization called the National Institute for Health and Clinical Excellence (NICE).4 While NICE appears to be working well, all signs indicate that the US political system is not ready for such an approach. In fact, although Medicare generally supports CER, most of the healthcare reform proposals considered by Congress explicitly prohibited Medicare from using CER results to influence payment decisions.

If an overall CER approach is too politically difficult for the US, how about focusing on 1 small segment of healthcare: expensive care at the end of life? Over the past 30 years, a group of Dartmouth researchers has examined the costs and quality of care across the entire country, demonstrating a ubiquitous pattern of highly variable costs (varying up to 2‐fold) that is unassociated with quality and outcomes (and sometimes even inversely associated).5 The findings, well known among healthcare researchers but relatively unknown by the public until recently, were brought to public attention by a 2009 New Yorker article that made the border town of McAllen, Texas the poster child for a medical culture that produces high costs without comparable benefits.6 The Dartmouth researchers, who publish their data in a document known as The Dartmouth Atlas, have found striking variations in care at the end of life. For example, even among academic medical centers (which presumably have similarly sick patient populations), the number of hospital days in the last 6 months of life varies strikingly: patients at New York University average 27.1 days, whereas those in my hospital average 11.5 days.7

So promoting better end‐of‐life carebeing sure that patients are aware of their options and that high‐quality palliative care is availableseemed like an obvious solution to part of our cost‐quality conundrum. Some early drafts of reform bills in Congress contained provisions to pay for physicians' time to discuss end‐of‐life options. This, of course, was caricaturized into the now famous Death Panelsproving that American political discourse is not yet mature enough to support realistic discussions about difficult subjects.8

It seems like having payers (government, insurance companies) make formal decisions about which services to cover (ie, rationing) is too hard. Is there another way to force these tough choices but do so without creating a political piata?

Encircling a Population

Rather than explicitly rationing care (using CER results, for example), another way of constraining costs is to place a population of patients on a fixed budget. There is evidence that provider organizations, working within such a budget (structured in a way that permits the providers to pocket any savings), are able to reorganize and change their practice style in a way that can cut costs.9 In the 1990s, we conducted a national experiment by promoting managed care, working through integrated delivery systems called Health Maintenance Organizations (HMOs) that received fixed, capitated payments for every patient. And, in fact, these organizations did cut overall costs.

The problem was that patients neither liked HMOs nor trusted that they were acting in their best interests. Ultimately, managed care became a less important delivery mechanism, and even patients who remained in HMOs had fewer constraints on their choices. Of course, the softening of the managed care market resulted in an uptick in healthcare inflation, contributing to our present predicament.

The concept of fixed payments has resurfaced, but with some modern twists. It appears that organizations that perform best on the Dartmouth measures (namely, they provide high quality care at lower costs) are generally large delivery systems with advanced information technology, strong primary care infrastructures, andprobably most importantlytight integration between physicians and the rest of the organization. During the healthcare debate, the organizations that received the most attention were the Mayo and Cleveland Clinics and the Geisinger system in central Pennsylvania. The problem is that the defining characteristic of these organizations (and others like them) is that they have been at this business of integrated care for more than 50 years! Can the model be emulated?

Two main policy changes have been promoted to try to achieve this integration: one is a change in payment structure, the other a change in organization. The first is known as bundlingin which multiple providers are reimbursed a single sum for all the care related to an episode of illness (such as a hospitalization and a 60‐ or 90‐day period afterwards). You will recognize this as a new form of capitation, but, rather than covering all of a patient's care, a more circumscribed version, focusing on a single illness or procedure. There is some evidence that bundling does reduce costs and may improve quality, by forcing hospitals, post‐acute care facilities, and doctors into collaborative arrangements (both to deliver care and, just as complex, to split the single payment without undue acrimony).10 Fisher et al.11 have promoted a new structure to deliver this kind of bundled care more effectively: The Accountable Care Organization (ACO), which is best thought of as a less ambitious, and potentially more virtual, incarnation of the HMO.

Interestingly, while many healthcare organizations have struggled to remake themselves in Mayo's image in preparation for upcoming pressures to form ACOs, some organizations with hospitalist programs need look no further than these programs to chart a course toward more effective physician‐hospital integration.12 Why? The majority of US hospitals now have hospitalists, and virtually all hospitalist programs receive support payments from their hospital (a sizable minority are on salary from the hospital). Hospitalists recognize that part of their value equation (which justifies the hospital support dollars) is that they help the hospital deliver higher quality care more efficiently. Because of this relationship, a well‐functioning hospitalist program can assume many of the attributes of an ACO, even in organizations with otherwise challenging physician‐hospital relations. It may be that hospitals and doctors need not look to Rochester, Minnesota or Danville, Pennsylvania for positive examples of physician‐hospital integration, but simply to their own local hospitalist groups.

The Bottom Line

While proponents of the Obama reform plan celebrate its passage, virtually all experts agree that it left fundamental problems with the healthcare system unaddressed. Although the 20092010 debate did not solve these problems, the new vocabulary introduced during the debateboth reasonable policy ideas like bundling and ACOs and cynical caricatures like death panelsare here to stay. Understanding these terms and the context that shaped them will be critical for hospitalists and other stakeholders interested in the future of the American healthcare system.

On March 21, 2010, the United States Congress passed the most comprehensive healthcare reform bill since the formation of Medicare. The legislation's greatest impact will be to improve access for nearly 50 million Americans who are presently uninsured. Yet the bill does little to tackle the fundamental problems of the payment and delivery systemsproblems that have resulted in major quality gaps, large numbers of medical errors, fragmented care, and backbreaking costs.

While these tough questions were mostly kicked down the road, the debate did bring many of the key questions and potential solutions into high relief. Our political leaders, pundits, and health policy scholars introduced or popularized a number of terms during the healthcare debates of 2009‐2010 (Table 1). I will attempt to place them in context and discuss their implications for future healthcare reform efforts.

Some Terms Introduced or Popularized During the 2009‐2010 Healthcare Reform Debate (Italicized in the Text)
  • Abbreviations: HMO, Health Maintenance Organizations; NICE, National Institute for Health and Clinical Excellence.

Value‐based purchasing
Bending the cost curve
Comparative effectiveness research (see also NICE)
Dartmouth atlas (see also McAllen, Texas)
Death panels (see also rationing)
Bundled payments
Accountable care organizations (see also Mayo Clinic, Cleveland Clinic, Geisinger; replaces HMOs)

Some Context for the Healthcare Reform Debate

In our capitalistic economy, we make most purchases based on considerations of value: quality divided by cost. There are few among us wealthy enough to always buy the best product, or cheap enough to always buy the least expensive. Instead, we try to determine value when we purchase a restaurant meal, a house, or a vacation.

Healthcare has traditionally been the major exception to this rule, both because healthcare insurance has partly insulated consumers (patients or their proxies) from the cost consequences of their decisions, and because it is so difficult to determine the quality of healthcare. But, over the past 10 to 15 years, problems with both the numerator and denominator of this equation have created widespread recognition of the need for change.

In the numerator, we now appreciate that there are nearly 100,000 deaths per year from medical mistakes;1 that we deliver evidence‐based care only about half the time,2 and that our healthcare system is extraordinarily fragmented and chaotic. We also know that there are more than 40 million people without healthcare insurance, a uniquely American problem, since other industrialized countries manage to guarantee coverage.

This is the fundamental conundrum that needs to be addressed by healthcare reform: we have a system that produces surprisingly low‐quality, unreliable care at an exorbitant and ever‐increasing cost, and does so while leaving more than 1 out of 8 citizens without coverage. Although government is a large payer (through Medicare, Medicaid, the Veterans Affairs [VA] programs and others), most Americans receive healthcare coverage as an employee benefit; a smaller number pay for health insurance themselves. The government has a key role even in these nongovernment‐sponsored payment systems, by providing tax breaks for healthcare coverage, creating a regulatory framework, and often defining the market through its actions in its public programs.

The end result is that all the involved partiesgovernments, businesses, providers, and patientsare crying out for change. An observer of this situation feels compelled to invoke the popular version of Stein's Law: if a trend can't continue, it won't.

Bending the Cost Curve

Everyone is now familiar with the scary trends (such as in Figure 1) demonstrating the unsustainable rate of healthcare inflation in the US, trends that are projected to lead to the insolvency of the Medicare Trust Fund within a decade. The term bending the cost curve implies that our solvency depends not on lowering total costs (a political impossibility), but rather on simply decreasing the rate of rise. There are only so many ways to do this.

Figure 1
Projected growth of the US economy and federal spending for major mandatory programs. Source: Centers for Medicare & Medicaid Services.

The most attractive, of course, is to stop providing expensive care that adds no or little value in terms of patient outcomes. The term comparative effectiveness research (CER) emerged over the past few years to describe research that pits one approach against another (or, presumably, against no treatment) on both outcomes and cost.3 Obviously, one would favor the less expensive treatment if the efficacy were equal. However, the more common (and politically fraught) question is whether a more expensive but slightly better approach is worth its additional cost.

This, of course, makes complete sense in a world of limited resources, and some countries, mostly notably the United Kingdom, are using CER to inform healthcare coverage decisions. In the United Kingdom, the research is analyzed, and coverage recommendations made, by an organization called the National Institute for Health and Clinical Excellence (NICE).4 While NICE appears to be working well, all signs indicate that the US political system is not ready for such an approach. In fact, although Medicare generally supports CER, most of the healthcare reform proposals considered by Congress explicitly prohibited Medicare from using CER results to influence payment decisions.

If an overall CER approach is too politically difficult for the US, how about focusing on 1 small segment of healthcare: expensive care at the end of life? Over the past 30 years, a group of Dartmouth researchers has examined the costs and quality of care across the entire country, demonstrating a ubiquitous pattern of highly variable costs (varying up to 2‐fold) that is unassociated with quality and outcomes (and sometimes even inversely associated).5 The findings, well known among healthcare researchers but relatively unknown by the public until recently, were brought to public attention by a 2009 New Yorker article that made the border town of McAllen, Texas the poster child for a medical culture that produces high costs without comparable benefits.6 The Dartmouth researchers, who publish their data in a document known as The Dartmouth Atlas, have found striking variations in care at the end of life. For example, even among academic medical centers (which presumably have similarly sick patient populations), the number of hospital days in the last 6 months of life varies strikingly: patients at New York University average 27.1 days, whereas those in my hospital average 11.5 days.7

So promoting better end‐of‐life carebeing sure that patients are aware of their options and that high‐quality palliative care is availableseemed like an obvious solution to part of our cost‐quality conundrum. Some early drafts of reform bills in Congress contained provisions to pay for physicians' time to discuss end‐of‐life options. This, of course, was caricaturized into the now famous Death Panelsproving that American political discourse is not yet mature enough to support realistic discussions about difficult subjects.8

It seems like having payers (government, insurance companies) make formal decisions about which services to cover (ie, rationing) is too hard. Is there another way to force these tough choices but do so without creating a political piata?

Encircling a Population

Rather than explicitly rationing care (using CER results, for example), another way of constraining costs is to place a population of patients on a fixed budget. There is evidence that provider organizations, working within such a budget (structured in a way that permits the providers to pocket any savings), are able to reorganize and change their practice style in a way that can cut costs.9 In the 1990s, we conducted a national experiment by promoting managed care, working through integrated delivery systems called Health Maintenance Organizations (HMOs) that received fixed, capitated payments for every patient. And, in fact, these organizations did cut overall costs.

The problem was that patients neither liked HMOs nor trusted that they were acting in their best interests. Ultimately, managed care became a less important delivery mechanism, and even patients who remained in HMOs had fewer constraints on their choices. Of course, the softening of the managed care market resulted in an uptick in healthcare inflation, contributing to our present predicament.

The concept of fixed payments has resurfaced, but with some modern twists. It appears that organizations that perform best on the Dartmouth measures (namely, they provide high quality care at lower costs) are generally large delivery systems with advanced information technology, strong primary care infrastructures, andprobably most importantlytight integration between physicians and the rest of the organization. During the healthcare debate, the organizations that received the most attention were the Mayo and Cleveland Clinics and the Geisinger system in central Pennsylvania. The problem is that the defining characteristic of these organizations (and others like them) is that they have been at this business of integrated care for more than 50 years! Can the model be emulated?

Two main policy changes have been promoted to try to achieve this integration: one is a change in payment structure, the other a change in organization. The first is known as bundlingin which multiple providers are reimbursed a single sum for all the care related to an episode of illness (such as a hospitalization and a 60‐ or 90‐day period afterwards). You will recognize this as a new form of capitation, but, rather than covering all of a patient's care, a more circumscribed version, focusing on a single illness or procedure. There is some evidence that bundling does reduce costs and may improve quality, by forcing hospitals, post‐acute care facilities, and doctors into collaborative arrangements (both to deliver care and, just as complex, to split the single payment without undue acrimony).10 Fisher et al.11 have promoted a new structure to deliver this kind of bundled care more effectively: The Accountable Care Organization (ACO), which is best thought of as a less ambitious, and potentially more virtual, incarnation of the HMO.

Interestingly, while many healthcare organizations have struggled to remake themselves in Mayo's image in preparation for upcoming pressures to form ACOs, some organizations with hospitalist programs need look no further than these programs to chart a course toward more effective physician‐hospital integration.12 Why? The majority of US hospitals now have hospitalists, and virtually all hospitalist programs receive support payments from their hospital (a sizable minority are on salary from the hospital). Hospitalists recognize that part of their value equation (which justifies the hospital support dollars) is that they help the hospital deliver higher quality care more efficiently. Because of this relationship, a well‐functioning hospitalist program can assume many of the attributes of an ACO, even in organizations with otherwise challenging physician‐hospital relations. It may be that hospitals and doctors need not look to Rochester, Minnesota or Danville, Pennsylvania for positive examples of physician‐hospital integration, but simply to their own local hospitalist groups.

The Bottom Line

While proponents of the Obama reform plan celebrate its passage, virtually all experts agree that it left fundamental problems with the healthcare system unaddressed. Although the 20092010 debate did not solve these problems, the new vocabulary introduced during the debateboth reasonable policy ideas like bundling and ACOs and cynical caricatures like death panelsare here to stay. Understanding these terms and the context that shaped them will be critical for hospitalists and other stakeholders interested in the future of the American healthcare system.

References
  1. Kohn L,Corrigan J,Donaldson M, eds.To Err is Human: Building a Safer Health System.Washington DC:Committee on Quality of Health Care in America, Institute of Medicine. National Academy Press,2000.
  2. McGlynn EA,Asch SM,Adams J, et al.The quality of health care delivered to adults in the United States.N Engl J Med.2003;348:26352645.
  3. Mushlin AI,Ghomrawi H.Health care reform and the need for comparative‐effectiveness research.N Engl J Med.2010;362:e6.
  4. Steinbrook R.Saying no isn't NICE—the travails of Britain's National Institute for health and clinical excellence.N Engl J Med.2008;359:19771981.
  5. Wennberg J.Wrestling with variation: an interview with Jack Wennberg [interviewed by Fitzhugh Mullan].Health Aff (Millwood).2004; Suppl Web Exclsives:VAR7380.
  6. Gawande A.The cost conundrum. What a Texas town can teach us about health care.The New Yorker2009. Available at: http://www.newyorker. com/reporting/2009/06/01/090601fa_fact_gawande. Accessed February 2010.
  7. Pear R.Researchers find huge variations in end‐of‐life treatment.New York Times.2008. Available at: http://www.nytimes.com/2008/04/07/health/policy/07care.html?_r=1. Accessed February 2010.
  8. Corn BW.Ending end‐of‐life phobia—a prescription for enlightened health care reform.N Engl J Med.2009. Available at: http://healthcarere form.nejm.org/?p=2580. Accessed February 2010.
  9. Wagner EH,Bledsoe T.The RAND Health Insurance Experiment and HMOs.Med Care.1990;28:191200.
  10. Cromwell JL,Dayhoff DA,Thoumaian AH.Cost savings and physician responses to global bundled payments for Medicare heart bypass surgery.Health Care Fin Rev.1997;19:4157.
  11. Fisher ES,Staiger DO,Bynum JPW,Gottlieb DJ.Creating accountable care organizations: the extended hospital medical staff.Health Aff (Millwood).2007;26(1):w44w57.
  12. Wachter RM. Hospitalists: a little slice of Mayo. Available at: http://community.the‐hospitalist.org/blogs/wachters_world/archive/2009/08/30/hospitalists‐a‐little‐slice‐of‐mayo.aspx. Accessed February 2010.
References
  1. Kohn L,Corrigan J,Donaldson M, eds.To Err is Human: Building a Safer Health System.Washington DC:Committee on Quality of Health Care in America, Institute of Medicine. National Academy Press,2000.
  2. McGlynn EA,Asch SM,Adams J, et al.The quality of health care delivered to adults in the United States.N Engl J Med.2003;348:26352645.
  3. Mushlin AI,Ghomrawi H.Health care reform and the need for comparative‐effectiveness research.N Engl J Med.2010;362:e6.
  4. Steinbrook R.Saying no isn't NICE—the travails of Britain's National Institute for health and clinical excellence.N Engl J Med.2008;359:19771981.
  5. Wennberg J.Wrestling with variation: an interview with Jack Wennberg [interviewed by Fitzhugh Mullan].Health Aff (Millwood).2004; Suppl Web Exclsives:VAR7380.
  6. Gawande A.The cost conundrum. What a Texas town can teach us about health care.The New Yorker2009. Available at: http://www.newyorker. com/reporting/2009/06/01/090601fa_fact_gawande. Accessed February 2010.
  7. Pear R.Researchers find huge variations in end‐of‐life treatment.New York Times.2008. Available at: http://www.nytimes.com/2008/04/07/health/policy/07care.html?_r=1. Accessed February 2010.
  8. Corn BW.Ending end‐of‐life phobia—a prescription for enlightened health care reform.N Engl J Med.2009. Available at: http://healthcarere form.nejm.org/?p=2580. Accessed February 2010.
  9. Wagner EH,Bledsoe T.The RAND Health Insurance Experiment and HMOs.Med Care.1990;28:191200.
  10. Cromwell JL,Dayhoff DA,Thoumaian AH.Cost savings and physician responses to global bundled payments for Medicare heart bypass surgery.Health Care Fin Rev.1997;19:4157.
  11. Fisher ES,Staiger DO,Bynum JPW,Gottlieb DJ.Creating accountable care organizations: the extended hospital medical staff.Health Aff (Millwood).2007;26(1):w44w57.
  12. Wachter RM. Hospitalists: a little slice of Mayo. Available at: http://community.the‐hospitalist.org/blogs/wachters_world/archive/2009/08/30/hospitalists‐a‐little‐slice‐of‐mayo.aspx. Accessed February 2010.
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Journal of Hospital Medicine - 5(4)
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Journal of Hospital Medicine - 5(4)
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Understanding the new vocabulary of healthcare reform
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Understanding the new vocabulary of healthcare reform
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Acute Renal Infarction

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Acute renal infarction

A 58‐year‐old man presented with a 1‐day history of left lower quadrant abdominal pain. He had a history of remote tobacco use, hypertension, hypercholesterolemia, deep venous thrombosis, and pulmonary embolism. His white cell count was 18,500/mm,3 and urinalysis revealed hematuria. Contrast‐enhanced abdominal computed tomography (CT) scan showed decreased perfusion of a large section of the lower pole of the left kidney (Figure 1). On day 3, his flank pain persisted, despite hydration, analgesics, and intravenous (IV) antibiotics. His serum lactate dehydrogenase (LDH) was elevated and renal infarction was suspected. Heparin was started and the patient was later discharged on warfarin. One month later, repeat contrast‐enhanced abdominal CT showed a less extensive wedge defect with scarring of the left kidney.

Figure 1
Contrast‐enhanced abdominal computed tomography scan showing decreased perfusion of a large section of the lower pole of the left kidney.

The diagnosis of acute renal infarction is often missed due to its nonspecific symptoms and the fact that it is an uncommon disease. It should be suspected in patients with acute flank pain and risk factors for thromboembolism including: valvular or ischemic heart disease, atrial fibrillation, and previous thromboembolic events.1, 2 Hypertension, which our patient had, is also a risk factor. In the appropriate setting hematuria and elevated LDH strongly suggest the diagnosis.3 Angiography remains the gold‐standard for diagnosis, but contrast‐enhanced CT is an acceptable alternative.3 In the setting of gross hematuria, we recommend that acute renal infarction should be suspected in all patients with the triad of persistent flank pain, high thromboembolic risk, and an increased LDH.

References
  1. Huang CC,Lo HC,Huang HH, et al.ED presentations of acute renal infarction.Am J Emerg Med.2007;25:164169.
  2. Lessman RK,Johnson SF,Coburn JW,Kaufman JJ.Renal artery embolism: clinical features and long‐term follow‐up of 17 cases.Ann Intern Med.1978;89:477482.
  3. Domanovits H,Paulis M,Nikfardjam M, et al.Acute renal infarction. Clinical characteristics of 17 patients.Medicine (Baltimore).1999;78:386394.
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A 58‐year‐old man presented with a 1‐day history of left lower quadrant abdominal pain. He had a history of remote tobacco use, hypertension, hypercholesterolemia, deep venous thrombosis, and pulmonary embolism. His white cell count was 18,500/mm,3 and urinalysis revealed hematuria. Contrast‐enhanced abdominal computed tomography (CT) scan showed decreased perfusion of a large section of the lower pole of the left kidney (Figure 1). On day 3, his flank pain persisted, despite hydration, analgesics, and intravenous (IV) antibiotics. His serum lactate dehydrogenase (LDH) was elevated and renal infarction was suspected. Heparin was started and the patient was later discharged on warfarin. One month later, repeat contrast‐enhanced abdominal CT showed a less extensive wedge defect with scarring of the left kidney.

Figure 1
Contrast‐enhanced abdominal computed tomography scan showing decreased perfusion of a large section of the lower pole of the left kidney.

The diagnosis of acute renal infarction is often missed due to its nonspecific symptoms and the fact that it is an uncommon disease. It should be suspected in patients with acute flank pain and risk factors for thromboembolism including: valvular or ischemic heart disease, atrial fibrillation, and previous thromboembolic events.1, 2 Hypertension, which our patient had, is also a risk factor. In the appropriate setting hematuria and elevated LDH strongly suggest the diagnosis.3 Angiography remains the gold‐standard for diagnosis, but contrast‐enhanced CT is an acceptable alternative.3 In the setting of gross hematuria, we recommend that acute renal infarction should be suspected in all patients with the triad of persistent flank pain, high thromboembolic risk, and an increased LDH.

A 58‐year‐old man presented with a 1‐day history of left lower quadrant abdominal pain. He had a history of remote tobacco use, hypertension, hypercholesterolemia, deep venous thrombosis, and pulmonary embolism. His white cell count was 18,500/mm,3 and urinalysis revealed hematuria. Contrast‐enhanced abdominal computed tomography (CT) scan showed decreased perfusion of a large section of the lower pole of the left kidney (Figure 1). On day 3, his flank pain persisted, despite hydration, analgesics, and intravenous (IV) antibiotics. His serum lactate dehydrogenase (LDH) was elevated and renal infarction was suspected. Heparin was started and the patient was later discharged on warfarin. One month later, repeat contrast‐enhanced abdominal CT showed a less extensive wedge defect with scarring of the left kidney.

Figure 1
Contrast‐enhanced abdominal computed tomography scan showing decreased perfusion of a large section of the lower pole of the left kidney.

The diagnosis of acute renal infarction is often missed due to its nonspecific symptoms and the fact that it is an uncommon disease. It should be suspected in patients with acute flank pain and risk factors for thromboembolism including: valvular or ischemic heart disease, atrial fibrillation, and previous thromboembolic events.1, 2 Hypertension, which our patient had, is also a risk factor. In the appropriate setting hematuria and elevated LDH strongly suggest the diagnosis.3 Angiography remains the gold‐standard for diagnosis, but contrast‐enhanced CT is an acceptable alternative.3 In the setting of gross hematuria, we recommend that acute renal infarction should be suspected in all patients with the triad of persistent flank pain, high thromboembolic risk, and an increased LDH.

References
  1. Huang CC,Lo HC,Huang HH, et al.ED presentations of acute renal infarction.Am J Emerg Med.2007;25:164169.
  2. Lessman RK,Johnson SF,Coburn JW,Kaufman JJ.Renal artery embolism: clinical features and long‐term follow‐up of 17 cases.Ann Intern Med.1978;89:477482.
  3. Domanovits H,Paulis M,Nikfardjam M, et al.Acute renal infarction. Clinical characteristics of 17 patients.Medicine (Baltimore).1999;78:386394.
References
  1. Huang CC,Lo HC,Huang HH, et al.ED presentations of acute renal infarction.Am J Emerg Med.2007;25:164169.
  2. Lessman RK,Johnson SF,Coburn JW,Kaufman JJ.Renal artery embolism: clinical features and long‐term follow‐up of 17 cases.Ann Intern Med.1978;89:477482.
  3. Domanovits H,Paulis M,Nikfardjam M, et al.Acute renal infarction. Clinical characteristics of 17 patients.Medicine (Baltimore).1999;78:386394.
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Safety in Numbers

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A report that associates lower ICU mortality rates with multidisciplinary team rounding has one thought leader envisioning hospitalists as a key part of future collaborations.

The Feb. 22 study, "The Effect of Multidisciplinary Care Teams on Intensive Care Unit Mortality," included 107,324 patients at 112 hospitals (Arch Intern Med. 2010;170(4):369-376). Overall 30-day mortality was 18.3%. After making adjustments for patient and hospital characteristics, the team reported that multidisciplinary care was associated with significant reductions in the odds of death (odds ratio [OR], 0.84%; 95% confidence interval [CI], 0.76-0.93 [P=0.01]).

J. Perren Cobb, MD, of Massachusetts General Hospital in Boston wrote an accompanying editorial calling for physicians to see quality improvement (QI) projects tied to collaborative care as stepping stones to what he calls "health engineering." He defines the term as the "application of systems science to study how staff, patient, data, and equipment interactions can be engineered to optimize patient outcomes."

Dr. Cobb explains, for example, that hospitalists and intensivists can provide 24/7 care. "Hospitalists can bridge the care of the patient from the ICU to the non-ICU setting," he says.

Dr. Cobb wants competing factions in hospitals to share a "common vision" that studies patient care from both macro and micro perspectives. That encompasses everything from patient handoffs that require brief conversations between shifts to streamlining electronic medical records. His editorial focuses on the potential improvements in ICUs, but he notes that the "engineering of healthcare" can improve efficiency and efficacy across the continuum of care.

"The components are all there; they’ve been there for a long time," Dr. Cobb adds. "But what we're seeing in medicine is we’re evolving from 'seeing one patient at a time' to managing systems."

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A report that associates lower ICU mortality rates with multidisciplinary team rounding has one thought leader envisioning hospitalists as a key part of future collaborations.

The Feb. 22 study, "The Effect of Multidisciplinary Care Teams on Intensive Care Unit Mortality," included 107,324 patients at 112 hospitals (Arch Intern Med. 2010;170(4):369-376). Overall 30-day mortality was 18.3%. After making adjustments for patient and hospital characteristics, the team reported that multidisciplinary care was associated with significant reductions in the odds of death (odds ratio [OR], 0.84%; 95% confidence interval [CI], 0.76-0.93 [P=0.01]).

J. Perren Cobb, MD, of Massachusetts General Hospital in Boston wrote an accompanying editorial calling for physicians to see quality improvement (QI) projects tied to collaborative care as stepping stones to what he calls "health engineering." He defines the term as the "application of systems science to study how staff, patient, data, and equipment interactions can be engineered to optimize patient outcomes."

Dr. Cobb explains, for example, that hospitalists and intensivists can provide 24/7 care. "Hospitalists can bridge the care of the patient from the ICU to the non-ICU setting," he says.

Dr. Cobb wants competing factions in hospitals to share a "common vision" that studies patient care from both macro and micro perspectives. That encompasses everything from patient handoffs that require brief conversations between shifts to streamlining electronic medical records. His editorial focuses on the potential improvements in ICUs, but he notes that the "engineering of healthcare" can improve efficiency and efficacy across the continuum of care.

"The components are all there; they’ve been there for a long time," Dr. Cobb adds. "But what we're seeing in medicine is we’re evolving from 'seeing one patient at a time' to managing systems."

A report that associates lower ICU mortality rates with multidisciplinary team rounding has one thought leader envisioning hospitalists as a key part of future collaborations.

The Feb. 22 study, "The Effect of Multidisciplinary Care Teams on Intensive Care Unit Mortality," included 107,324 patients at 112 hospitals (Arch Intern Med. 2010;170(4):369-376). Overall 30-day mortality was 18.3%. After making adjustments for patient and hospital characteristics, the team reported that multidisciplinary care was associated with significant reductions in the odds of death (odds ratio [OR], 0.84%; 95% confidence interval [CI], 0.76-0.93 [P=0.01]).

J. Perren Cobb, MD, of Massachusetts General Hospital in Boston wrote an accompanying editorial calling for physicians to see quality improvement (QI) projects tied to collaborative care as stepping stones to what he calls "health engineering." He defines the term as the "application of systems science to study how staff, patient, data, and equipment interactions can be engineered to optimize patient outcomes."

Dr. Cobb explains, for example, that hospitalists and intensivists can provide 24/7 care. "Hospitalists can bridge the care of the patient from the ICU to the non-ICU setting," he says.

Dr. Cobb wants competing factions in hospitals to share a "common vision" that studies patient care from both macro and micro perspectives. That encompasses everything from patient handoffs that require brief conversations between shifts to streamlining electronic medical records. His editorial focuses on the potential improvements in ICUs, but he notes that the "engineering of healthcare" can improve efficiency and efficacy across the continuum of care.

"The components are all there; they’ve been there for a long time," Dr. Cobb adds. "But what we're seeing in medicine is we’re evolving from 'seeing one patient at a time' to managing systems."

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Schedule Solutions

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With hospitalist demand outstripping supply, a fine-tuned group schedule can enhance productivity and job satisfaction. Two HM group leaders recently spoke with TH eWire about how they avoid a one-size-fits-all approach.

Stephen Houff, MD, president and CEO of Canton, Ohio-based Hospitalists Management Group, deploys 350 hospitalists to 41 hospitals in 11 states. Groups average eight hospitalists (range four to 20), and have an average daily census (ADC) of 50. Most work a seven-on/seven-off block shift. Dr. Houff says his HM groups create effective schedules in the following ways:

  • In an eight-person group, three hospitalists work 7 a.m. to 7 p.m., and one doctor staffs the ED from 11 a.m. to 11 p.m.;
  • Members must work four consecutive days;
  • After getting established in a location, HM groups find local office-based PCPs to moonlight, covering their malpractice insurance and billing; and
  • A dozen HMG hospitalists known as “firefighters” cover emergency or planned short-term leaves, receiving 15% higher pay plus per diems. 

Haiwen Ma, MD, PhD, director of Hospitalist Services at South Nassau Communities Hospital in Oceanside, N.Y., has two nocturnists and five hospitalists in the group who work Monday through Friday from 7 a.m. to 7 p.m. The group has an ADC of 45-50 and a 15-patient cap per hospitalist. Here’s how she makes it work:

  • Four hospitalists cover admissions in three-hour blocks from 7 a.m. to 7 p.m. and do weekend calls every fourth week; 
  • The fifth hospitalist performs pre-surgical/post-surgical consults; and
  • The group relies on per-diem moonlighters from other hospitals to pick up the slack.

For more scheduling tips, check out practice management articles on our Web site.

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With hospitalist demand outstripping supply, a fine-tuned group schedule can enhance productivity and job satisfaction. Two HM group leaders recently spoke with TH eWire about how they avoid a one-size-fits-all approach.

Stephen Houff, MD, president and CEO of Canton, Ohio-based Hospitalists Management Group, deploys 350 hospitalists to 41 hospitals in 11 states. Groups average eight hospitalists (range four to 20), and have an average daily census (ADC) of 50. Most work a seven-on/seven-off block shift. Dr. Houff says his HM groups create effective schedules in the following ways:

  • In an eight-person group, three hospitalists work 7 a.m. to 7 p.m., and one doctor staffs the ED from 11 a.m. to 11 p.m.;
  • Members must work four consecutive days;
  • After getting established in a location, HM groups find local office-based PCPs to moonlight, covering their malpractice insurance and billing; and
  • A dozen HMG hospitalists known as “firefighters” cover emergency or planned short-term leaves, receiving 15% higher pay plus per diems. 

Haiwen Ma, MD, PhD, director of Hospitalist Services at South Nassau Communities Hospital in Oceanside, N.Y., has two nocturnists and five hospitalists in the group who work Monday through Friday from 7 a.m. to 7 p.m. The group has an ADC of 45-50 and a 15-patient cap per hospitalist. Here’s how she makes it work:

  • Four hospitalists cover admissions in three-hour blocks from 7 a.m. to 7 p.m. and do weekend calls every fourth week; 
  • The fifth hospitalist performs pre-surgical/post-surgical consults; and
  • The group relies on per-diem moonlighters from other hospitals to pick up the slack.

For more scheduling tips, check out practice management articles on our Web site.

With hospitalist demand outstripping supply, a fine-tuned group schedule can enhance productivity and job satisfaction. Two HM group leaders recently spoke with TH eWire about how they avoid a one-size-fits-all approach.

Stephen Houff, MD, president and CEO of Canton, Ohio-based Hospitalists Management Group, deploys 350 hospitalists to 41 hospitals in 11 states. Groups average eight hospitalists (range four to 20), and have an average daily census (ADC) of 50. Most work a seven-on/seven-off block shift. Dr. Houff says his HM groups create effective schedules in the following ways:

  • In an eight-person group, three hospitalists work 7 a.m. to 7 p.m., and one doctor staffs the ED from 11 a.m. to 11 p.m.;
  • Members must work four consecutive days;
  • After getting established in a location, HM groups find local office-based PCPs to moonlight, covering their malpractice insurance and billing; and
  • A dozen HMG hospitalists known as “firefighters” cover emergency or planned short-term leaves, receiving 15% higher pay plus per diems. 

Haiwen Ma, MD, PhD, director of Hospitalist Services at South Nassau Communities Hospital in Oceanside, N.Y., has two nocturnists and five hospitalists in the group who work Monday through Friday from 7 a.m. to 7 p.m. The group has an ADC of 45-50 and a 15-patient cap per hospitalist. Here’s how she makes it work:

  • Four hospitalists cover admissions in three-hour blocks from 7 a.m. to 7 p.m. and do weekend calls every fourth week; 
  • The fifth hospitalist performs pre-surgical/post-surgical consults; and
  • The group relies on per-diem moonlighters from other hospitals to pick up the slack.

For more scheduling tips, check out practice management articles on our Web site.

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Continuity Conundrum

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Editor’s note: Third of a three-part series.

In the two monthly columns preceding this one, I’ve provided an overview of some ways hospitalist groups distribute new referrals among the providers. This month, I’ll review things that cause some groups to make exceptions to their typical method of distributing patients, and turn from how patients are distributed over 24 hours to thoughts about how they might be assigned over the course of consecutive days worked by a doctor.

Equitable Exceptions

There are a number of reasons groups decide to depart from their typical method of assigning patients. These include:

  • “Bouncebacks”;
  • One hospitalist is at the cap, others aren’t;
  • Consult requested of a specific hospitalist;
  • Hospitalists with unique skills (e.g., ICU expertise); and
  • A patient “fires” the hospitalist.

There isn’t a standard “hospitalist way” of dealing with these issues, and each group will need to work out its own system. The most common of these issues is “bouncebacks.” Every group should try to have patients readmitted within three or four days of discharge go back to the discharging hospitalist. However, this proves difficult in many cases for several reasons, most commonly because the original discharging doctor might not be working when the patient returns.

The Alpha & Omega

Nearly every hospitalist practice makes some effort to maximize continuity between a single hospitalist and patient over the course of a hospital stay. But the effect of the method of patient assignment on continuity often is overlooked.

A reasonable way to think about or measure continuity is to estimate the portion of patients seen by the group that see the same hospitalist for each daytime visit over the course of their stay. (Assume that in most HM groups the same hospitalist can’t make both day and night visits over the course of the hospital stay. So, just for simplicity, I’ve intentionally left night visits, including an initial admission visit at night, out of the continuity calculation.) Plug the numbers for your practice into the formula (see Figure 1, right) and see what you get.

If a hospitalist always works seven consecutive day shifts (e.g., a seven-on/seven-off schedule) and the hospitalist’s patients have an average LOS of 4.2 days, then 54% of patients will see the same hospitalist for all daytime visits, and 46% will experience at least one handoff. (To keep things simple, I’m ignoring the effect on continuity of patients being admitted by an “admitter” or nocturnist who doesn’t see the patient subsequently.)

Changing the number of consecutive day shifts a hospitalist works has the most significant impact on continuity, but just how many consecutive days can one work routinely before fatigue and burnout—not too mention increased errors and decreased patient satisfaction—become a problem? (Many hospitalists make the mistake of trying to stuff what might be a reasonable annual workload into the smallest number of shifts possible with the goal of maximizing the number of days off. That means each worked day will be very busy, making it really hard to work many consecutive days. But you always have the option of titrating out that same annual workload over more days so that each day is less busy and it becomes easier to work more consecutive days.)

An often-overlooked way to improve continuity without having to work more consecutive day shifts is to have a hospitalist who is early in their series of worked days take on more new admissions and consults, and perhaps exempt that doctor from taking on new referrals for the last day or two he or she is on service. Eric Howell, MD, FHM, an SHM board member, calls this method “slam and dwindle.” This has been the approach I’ve experienced my whole career, and it is hard for me to imagine doing it any other way.

 

 

Here’s how it might work: Let’s say Dr. Petty always works seven consecutive day shifts, and on the first day he picks up a list of patients remaining from the doctor he’s replacing. To keep things simple, let’s assume he’s not in a large group, and during his first day of seven days on service he accepts and “keeps” all new referrals to the practice. On each successive day, he might assume the care of some new patients, but none on days six and seven. This means he takes on a disproportionately large number of new referrals at the beginning of his consecutive worked days, or “front-loads” new referrals. And because many of these patients will discharge before the end of his seven days and he takes on no new patients on days six and seven, his census will drop a lot before he rotates off, which in turn means there will be few patients who will have to get to know a new doctor on the first day Dr. Petty starts his seven-off schedule.

This system of patient distribution means continuity improved without requiring Dr. Petty to work more consecutive day shifts. Even though he works seven consecutive days and his average (or median) LOS is 4.2, as in the example above, his continuity will be much better than 54%. In fact, as many as 70% to 80% of Dr. Petty’s patients will see him for every daytime visit during their stay.

click for large version
click for large version

Other benefits of assigning more patients early and none late in a series of worked days are that on his last day of service, he will have more time to “tee up” patients for the next doctor, including preparing for patients anticipated to discharge the next day (e.g., dictate discharge summary, complete paperwork, etc.), and might be able to wrap up a little earlier that day. And when rotating back on service, he will pick up a small list of patients left by Dr. Tench, maybe fewer than eight, rather than the group’s average daily load of 15 patients per doctor, so he will have the capacity to admit a lot of patients that day.

I think there are three main reasons this isn’t a more common approach:

  1. Many HM groups just haven’t considered it.
  2. HM groups might have a schedule that has all doctors rotate off/on the same days each week. For example, all doctors rotate off on Tuesdays and are replaced by new doctors on Wednesday. That makes it impossible to exempt a doctor from taking on new referrals on the last day of service because all of the group’s doctors have their last day on Tuesday. These groups could stagger the day each doctor rotates off—one on Monday, one on Tuesday, and so on.
  3. Every doctor is so busy each day that it wouldn’t be feasible to exempt any individual doctor from taking on new patients, even if they are off the next day.

Despite the difficulties implementing a system of front-loading new referrals, I think most hospitalists would find that they like it. Because it reduces handoffs, it reduces, at least modestly, the group’s overall workload and probably benefits the group’s quality and patient satisfaction. TH

Dr. Nelson has been a practicing hospitalist since 1988 and is co-founder and past president of SHM. He is a principal in Nelson Flores Hospital Medicine Consultants, a national hospitalist practice management consulting firm (www.nelsonflores.com). He is also course co-director and faculty for SHM’s “Best Practices in Managing a Hospital Medicine Program” course. This column represents his views and is not intended to reflect an official position of SHM.

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Editor’s note: Third of a three-part series.

In the two monthly columns preceding this one, I’ve provided an overview of some ways hospitalist groups distribute new referrals among the providers. This month, I’ll review things that cause some groups to make exceptions to their typical method of distributing patients, and turn from how patients are distributed over 24 hours to thoughts about how they might be assigned over the course of consecutive days worked by a doctor.

Equitable Exceptions

There are a number of reasons groups decide to depart from their typical method of assigning patients. These include:

  • “Bouncebacks”;
  • One hospitalist is at the cap, others aren’t;
  • Consult requested of a specific hospitalist;
  • Hospitalists with unique skills (e.g., ICU expertise); and
  • A patient “fires” the hospitalist.

There isn’t a standard “hospitalist way” of dealing with these issues, and each group will need to work out its own system. The most common of these issues is “bouncebacks.” Every group should try to have patients readmitted within three or four days of discharge go back to the discharging hospitalist. However, this proves difficult in many cases for several reasons, most commonly because the original discharging doctor might not be working when the patient returns.

The Alpha & Omega

Nearly every hospitalist practice makes some effort to maximize continuity between a single hospitalist and patient over the course of a hospital stay. But the effect of the method of patient assignment on continuity often is overlooked.

A reasonable way to think about or measure continuity is to estimate the portion of patients seen by the group that see the same hospitalist for each daytime visit over the course of their stay. (Assume that in most HM groups the same hospitalist can’t make both day and night visits over the course of the hospital stay. So, just for simplicity, I’ve intentionally left night visits, including an initial admission visit at night, out of the continuity calculation.) Plug the numbers for your practice into the formula (see Figure 1, right) and see what you get.

If a hospitalist always works seven consecutive day shifts (e.g., a seven-on/seven-off schedule) and the hospitalist’s patients have an average LOS of 4.2 days, then 54% of patients will see the same hospitalist for all daytime visits, and 46% will experience at least one handoff. (To keep things simple, I’m ignoring the effect on continuity of patients being admitted by an “admitter” or nocturnist who doesn’t see the patient subsequently.)

Changing the number of consecutive day shifts a hospitalist works has the most significant impact on continuity, but just how many consecutive days can one work routinely before fatigue and burnout—not too mention increased errors and decreased patient satisfaction—become a problem? (Many hospitalists make the mistake of trying to stuff what might be a reasonable annual workload into the smallest number of shifts possible with the goal of maximizing the number of days off. That means each worked day will be very busy, making it really hard to work many consecutive days. But you always have the option of titrating out that same annual workload over more days so that each day is less busy and it becomes easier to work more consecutive days.)

An often-overlooked way to improve continuity without having to work more consecutive day shifts is to have a hospitalist who is early in their series of worked days take on more new admissions and consults, and perhaps exempt that doctor from taking on new referrals for the last day or two he or she is on service. Eric Howell, MD, FHM, an SHM board member, calls this method “slam and dwindle.” This has been the approach I’ve experienced my whole career, and it is hard for me to imagine doing it any other way.

 

 

Here’s how it might work: Let’s say Dr. Petty always works seven consecutive day shifts, and on the first day he picks up a list of patients remaining from the doctor he’s replacing. To keep things simple, let’s assume he’s not in a large group, and during his first day of seven days on service he accepts and “keeps” all new referrals to the practice. On each successive day, he might assume the care of some new patients, but none on days six and seven. This means he takes on a disproportionately large number of new referrals at the beginning of his consecutive worked days, or “front-loads” new referrals. And because many of these patients will discharge before the end of his seven days and he takes on no new patients on days six and seven, his census will drop a lot before he rotates off, which in turn means there will be few patients who will have to get to know a new doctor on the first day Dr. Petty starts his seven-off schedule.

This system of patient distribution means continuity improved without requiring Dr. Petty to work more consecutive day shifts. Even though he works seven consecutive days and his average (or median) LOS is 4.2, as in the example above, his continuity will be much better than 54%. In fact, as many as 70% to 80% of Dr. Petty’s patients will see him for every daytime visit during their stay.

click for large version
click for large version

Other benefits of assigning more patients early and none late in a series of worked days are that on his last day of service, he will have more time to “tee up” patients for the next doctor, including preparing for patients anticipated to discharge the next day (e.g., dictate discharge summary, complete paperwork, etc.), and might be able to wrap up a little earlier that day. And when rotating back on service, he will pick up a small list of patients left by Dr. Tench, maybe fewer than eight, rather than the group’s average daily load of 15 patients per doctor, so he will have the capacity to admit a lot of patients that day.

I think there are three main reasons this isn’t a more common approach:

  1. Many HM groups just haven’t considered it.
  2. HM groups might have a schedule that has all doctors rotate off/on the same days each week. For example, all doctors rotate off on Tuesdays and are replaced by new doctors on Wednesday. That makes it impossible to exempt a doctor from taking on new referrals on the last day of service because all of the group’s doctors have their last day on Tuesday. These groups could stagger the day each doctor rotates off—one on Monday, one on Tuesday, and so on.
  3. Every doctor is so busy each day that it wouldn’t be feasible to exempt any individual doctor from taking on new patients, even if they are off the next day.

Despite the difficulties implementing a system of front-loading new referrals, I think most hospitalists would find that they like it. Because it reduces handoffs, it reduces, at least modestly, the group’s overall workload and probably benefits the group’s quality and patient satisfaction. TH

Dr. Nelson has been a practicing hospitalist since 1988 and is co-founder and past president of SHM. He is a principal in Nelson Flores Hospital Medicine Consultants, a national hospitalist practice management consulting firm (www.nelsonflores.com). He is also course co-director and faculty for SHM’s “Best Practices in Managing a Hospital Medicine Program” course. This column represents his views and is not intended to reflect an official position of SHM.

Editor’s note: Third of a three-part series.

In the two monthly columns preceding this one, I’ve provided an overview of some ways hospitalist groups distribute new referrals among the providers. This month, I’ll review things that cause some groups to make exceptions to their typical method of distributing patients, and turn from how patients are distributed over 24 hours to thoughts about how they might be assigned over the course of consecutive days worked by a doctor.

Equitable Exceptions

There are a number of reasons groups decide to depart from their typical method of assigning patients. These include:

  • “Bouncebacks”;
  • One hospitalist is at the cap, others aren’t;
  • Consult requested of a specific hospitalist;
  • Hospitalists with unique skills (e.g., ICU expertise); and
  • A patient “fires” the hospitalist.

There isn’t a standard “hospitalist way” of dealing with these issues, and each group will need to work out its own system. The most common of these issues is “bouncebacks.” Every group should try to have patients readmitted within three or four days of discharge go back to the discharging hospitalist. However, this proves difficult in many cases for several reasons, most commonly because the original discharging doctor might not be working when the patient returns.

The Alpha & Omega

Nearly every hospitalist practice makes some effort to maximize continuity between a single hospitalist and patient over the course of a hospital stay. But the effect of the method of patient assignment on continuity often is overlooked.

A reasonable way to think about or measure continuity is to estimate the portion of patients seen by the group that see the same hospitalist for each daytime visit over the course of their stay. (Assume that in most HM groups the same hospitalist can’t make both day and night visits over the course of the hospital stay. So, just for simplicity, I’ve intentionally left night visits, including an initial admission visit at night, out of the continuity calculation.) Plug the numbers for your practice into the formula (see Figure 1, right) and see what you get.

If a hospitalist always works seven consecutive day shifts (e.g., a seven-on/seven-off schedule) and the hospitalist’s patients have an average LOS of 4.2 days, then 54% of patients will see the same hospitalist for all daytime visits, and 46% will experience at least one handoff. (To keep things simple, I’m ignoring the effect on continuity of patients being admitted by an “admitter” or nocturnist who doesn’t see the patient subsequently.)

Changing the number of consecutive day shifts a hospitalist works has the most significant impact on continuity, but just how many consecutive days can one work routinely before fatigue and burnout—not too mention increased errors and decreased patient satisfaction—become a problem? (Many hospitalists make the mistake of trying to stuff what might be a reasonable annual workload into the smallest number of shifts possible with the goal of maximizing the number of days off. That means each worked day will be very busy, making it really hard to work many consecutive days. But you always have the option of titrating out that same annual workload over more days so that each day is less busy and it becomes easier to work more consecutive days.)

An often-overlooked way to improve continuity without having to work more consecutive day shifts is to have a hospitalist who is early in their series of worked days take on more new admissions and consults, and perhaps exempt that doctor from taking on new referrals for the last day or two he or she is on service. Eric Howell, MD, FHM, an SHM board member, calls this method “slam and dwindle.” This has been the approach I’ve experienced my whole career, and it is hard for me to imagine doing it any other way.

 

 

Here’s how it might work: Let’s say Dr. Petty always works seven consecutive day shifts, and on the first day he picks up a list of patients remaining from the doctor he’s replacing. To keep things simple, let’s assume he’s not in a large group, and during his first day of seven days on service he accepts and “keeps” all new referrals to the practice. On each successive day, he might assume the care of some new patients, but none on days six and seven. This means he takes on a disproportionately large number of new referrals at the beginning of his consecutive worked days, or “front-loads” new referrals. And because many of these patients will discharge before the end of his seven days and he takes on no new patients on days six and seven, his census will drop a lot before he rotates off, which in turn means there will be few patients who will have to get to know a new doctor on the first day Dr. Petty starts his seven-off schedule.

This system of patient distribution means continuity improved without requiring Dr. Petty to work more consecutive day shifts. Even though he works seven consecutive days and his average (or median) LOS is 4.2, as in the example above, his continuity will be much better than 54%. In fact, as many as 70% to 80% of Dr. Petty’s patients will see him for every daytime visit during their stay.

click for large version
click for large version

Other benefits of assigning more patients early and none late in a series of worked days are that on his last day of service, he will have more time to “tee up” patients for the next doctor, including preparing for patients anticipated to discharge the next day (e.g., dictate discharge summary, complete paperwork, etc.), and might be able to wrap up a little earlier that day. And when rotating back on service, he will pick up a small list of patients left by Dr. Tench, maybe fewer than eight, rather than the group’s average daily load of 15 patients per doctor, so he will have the capacity to admit a lot of patients that day.

I think there are three main reasons this isn’t a more common approach:

  1. Many HM groups just haven’t considered it.
  2. HM groups might have a schedule that has all doctors rotate off/on the same days each week. For example, all doctors rotate off on Tuesdays and are replaced by new doctors on Wednesday. That makes it impossible to exempt a doctor from taking on new referrals on the last day of service because all of the group’s doctors have their last day on Tuesday. These groups could stagger the day each doctor rotates off—one on Monday, one on Tuesday, and so on.
  3. Every doctor is so busy each day that it wouldn’t be feasible to exempt any individual doctor from taking on new patients, even if they are off the next day.

Despite the difficulties implementing a system of front-loading new referrals, I think most hospitalists would find that they like it. Because it reduces handoffs, it reduces, at least modestly, the group’s overall workload and probably benefits the group’s quality and patient satisfaction. TH

Dr. Nelson has been a practicing hospitalist since 1988 and is co-founder and past president of SHM. He is a principal in Nelson Flores Hospital Medicine Consultants, a national hospitalist practice management consulting firm (www.nelsonflores.com). He is also course co-director and faculty for SHM’s “Best Practices in Managing a Hospital Medicine Program” course. This column represents his views and is not intended to reflect an official position of SHM.

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The Hospitalist - 2010(04)
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The Hospitalist - 2010(04)
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