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SHM names new Masters in Hospital Medicine at Converge 2021
This year, the Society of Hospital Medicine will induct three new Masters in Hospital Medicine (MHM), the society’s highest professional honor.
SHM first introduced the MHM designation in 2010. The honor is reserved for hospitalists who have uniquely distinguished themselves in the specialty through the excellence and significance of their contributions to hospital medicine specifically and healthcare as a whole. SHM members are nominated for MHM consideration, and the SHM Board of Directors rigorously reviews qualifications and selects each year’s MHM class.
The three hospitalists receiving the MHM designation at SHM Converge 2021 are Dr. Nasim Afsar, Dr. Shaun D. Frost, and Dr. Jeffrey L. Schnipper.
Nasim Afsar, MD, MBA, MHM
Dr. Nasim Afsar has been elected a Master in Hospital Medicine, honoring her unwavering dedication to hospital medicine and the Society as an accomplished medical leader.
She is known for her accomplishments in establishing and optimizing complex systems of care in the ambulatory and inpatient settings. Her contributions to hospital medicine can be seen through her extensive leadership experience in health care operations, quality, finance, and management.
Dr. Afsar received her MD from the UC Davis School of Medicine, and went on to complete her residency and internship at UCSD and UCLA, internal medicine programs. She currently serves as the chief operating officer for ambulatory care for UCI Health, with the vision of delivering flawless care for the population of patients in Orange County, Calif.
Over her career, Dr. Afsar has led the development and successful implementation of forward-thinking and ambitious healthcare quality strategies across multiple organizations. Her work in patient safety and quality improvement has earned her numerous accolades and awards, including the 2011 John M. Eisenberg Award.
She served on SHM’s Board of Directors from April 2012 through April 2020, including as president and treasurer. During her time on the board, she was instrumental in defining SHM’s role in population health.
Dr. Afsar has held a variety of positions within the Society, including as chair of SHM’s Hospital Quality & Patient Safety Committee, founder and past copresident of SHM’s Los Angeles Chapter, and as faculty at numerous annual conferences. She was an esteemed mentor within SHM’s Project BOOST, a program within SHM’s Center for Quality Improvement focused on care transitions, and served as an associate editor of the Journal of Hospital Medicine for nearly 13 years.
Dr. Afsar is a hospital medicine leader and true champion for our Society and for our specialty. She epitomizes what it means to be a passionate, driven, and accomplished hospital medicine pioneer.
Shaun D. Frost, MD, MHM
Dr. Shaun D. Frost has been elected a Master in Hospital Medicine, celebrating his enduring commitment to hospital medicine and to the Society for more than 20 years.
After completing his internal medicine residency at the University of Texas, Southwestern Medical School in 1998, he launched his career at the Cleveland Clinic Foundation, where he was a clinical assistant professor of internal medicine at Penn State’s College of Medicine.
His contributions to hospital medicine can be seen through his comprehensive leadership background, commitment to medical education, innovation in hospitalist program operations, and various publications. He is also well known for his mentorship of young hospitalist leaders.
Dr. Frost currently serves as the associate medical director of care delivery systems at HealthPartners Health Insurance Plan. He is a practicing hospitalist at Regions Hospital in St. Paul, Minn., and is assistant professor at the University of Minnesota’s Medical School. Prior to this role, he worked at the Cleveland Clinic as the director of Nonteaching Inpatient Services for 6 years, and also served as the Northeast Region chief medical officer of Cogent Healthcare from 2006 to 2012 where he standardized program operations through structured leadership training according to phased priorities and critical functions.
Dr. Frost is well known for his expansive contributions to the Society of Hospital Medicine, and was recognized by SHM in 2005 with the National Award for Clinical Excellence.
Dr. Frost joined the Society in 1999, and soon thereafter founded and led the Northeast Ohio Chapter. His influence, leadership, and guidance helped to shape the creation of SHM’s Chapter Program, which is an integral part of the Society, connecting hospitalists at the local level.
He served on SHM’s Board of Directors for 6 years, including as president and treasurer. He has spoken at many of SHM’s annual conferences, participated on annual meeting planning committees, and served as course director for the annual meeting’s Perioperative Medicine Precourse. He also has served as a facilitator at SHM’s Leadership Academies.
Dr. Frost has led and actively participated in numerous SHM committees, councils, and workgroups, including service as the chair of SHM’s Membership Committee for 5 years. In fact, the SHM fellow designations, including this very distinction, the Master in Hospital Medicine, originated within this committee under his leadership.
During his tenure as SHM president in 2012-2013, he helped to focus the organization’s work to define hospital medicine’s strengths and benefits to healthcare, culminating in the publication of the “Key Principles and Characteristics of an Effective Hospital Medicine Group.”
Dr. Frost is a specialty vanguard, innovator, and SHM leader. He demonstrates what it means to be a passionate and dedicated hospital medicine professional in his community and within the field at-large.
Jeffrey L. Schnipper, MD, MPH, MHM
Dr. Jeffrey L. Schnipper has been elected a Master in Hospital Medicine, honoring his commitment to hospital medicine as an accomplished hospitalist, researcher, and quality improvement enthusiast.
He graduated from Harvard Medical School in 1996 and went on to receive his master’s degree in public health from the Harvard School of Public Health in 2001. Dr. Schnipper also completed his residency, along with a General Medicine Fellowship, at Massachusetts General Hospital in 2001.
Dr. Schnipper currently serves as the director of clinical research in Brigham and Women’s Hospital’s Hospital Medicine Unit. He also serves as the research director of its General Internal Medicine and Primary Care Division and the fellowship director of the Harvard-Brigham Research Fellowship in Hospital Medicine. He is an associate physician at Brigham and Women’s Hospital and is professor of medicine at Harvard Medical School.
His contributions to hospital medicine are demonstrated through his research efforts focused on improving the quality of healthcare delivery for general medical patients, including inpatient diabetes management, care transitions, medication reconciliation, and hospital at home care. His medication reconciliation research project (known as MARQUIS) was funded through AHRQ and led to a 5+ year partnership with the SHM Center for Quality Improvement. When Dr. Schnipper obtained a second AHRQ grant for the MARQUIS2 study, he also partnered with SHM’s Center for Quality Improvement.
Dr. Schnipper joined the Society in 2005 and remains an engaged member of the Boston Association of Academic Hospital Medicine Chapter. He has been a member of SHM’s Annual Conference Committee and serves on the editorial team of the Journal of Hospital Medicine as an associate editor. He has been invited to speak at numerous SHM annual conferences. His research efforts and impact on the medical field can be found in over 150 peer-reviewed publications including JHM, JAMA Internal Medicine, Annals of Internal Medicine, and the Journal of the American Medical Informatics Association.
Dr. Schnipper has received numerous awards and honors throughout his career, including SHM’s Excellence in Research Award in 2013. He is an established researcher, educator, and physician with a broad spectrum of clinical interests that embody what it means to be a hospitalist leader and a top-notch patient care provider.
This year, the Society of Hospital Medicine will induct three new Masters in Hospital Medicine (MHM), the society’s highest professional honor.
SHM first introduced the MHM designation in 2010. The honor is reserved for hospitalists who have uniquely distinguished themselves in the specialty through the excellence and significance of their contributions to hospital medicine specifically and healthcare as a whole. SHM members are nominated for MHM consideration, and the SHM Board of Directors rigorously reviews qualifications and selects each year’s MHM class.
The three hospitalists receiving the MHM designation at SHM Converge 2021 are Dr. Nasim Afsar, Dr. Shaun D. Frost, and Dr. Jeffrey L. Schnipper.
Nasim Afsar, MD, MBA, MHM
Dr. Nasim Afsar has been elected a Master in Hospital Medicine, honoring her unwavering dedication to hospital medicine and the Society as an accomplished medical leader.
She is known for her accomplishments in establishing and optimizing complex systems of care in the ambulatory and inpatient settings. Her contributions to hospital medicine can be seen through her extensive leadership experience in health care operations, quality, finance, and management.
Dr. Afsar received her MD from the UC Davis School of Medicine, and went on to complete her residency and internship at UCSD and UCLA, internal medicine programs. She currently serves as the chief operating officer for ambulatory care for UCI Health, with the vision of delivering flawless care for the population of patients in Orange County, Calif.
Over her career, Dr. Afsar has led the development and successful implementation of forward-thinking and ambitious healthcare quality strategies across multiple organizations. Her work in patient safety and quality improvement has earned her numerous accolades and awards, including the 2011 John M. Eisenberg Award.
She served on SHM’s Board of Directors from April 2012 through April 2020, including as president and treasurer. During her time on the board, she was instrumental in defining SHM’s role in population health.
Dr. Afsar has held a variety of positions within the Society, including as chair of SHM’s Hospital Quality & Patient Safety Committee, founder and past copresident of SHM’s Los Angeles Chapter, and as faculty at numerous annual conferences. She was an esteemed mentor within SHM’s Project BOOST, a program within SHM’s Center for Quality Improvement focused on care transitions, and served as an associate editor of the Journal of Hospital Medicine for nearly 13 years.
Dr. Afsar is a hospital medicine leader and true champion for our Society and for our specialty. She epitomizes what it means to be a passionate, driven, and accomplished hospital medicine pioneer.
Shaun D. Frost, MD, MHM
Dr. Shaun D. Frost has been elected a Master in Hospital Medicine, celebrating his enduring commitment to hospital medicine and to the Society for more than 20 years.
After completing his internal medicine residency at the University of Texas, Southwestern Medical School in 1998, he launched his career at the Cleveland Clinic Foundation, where he was a clinical assistant professor of internal medicine at Penn State’s College of Medicine.
His contributions to hospital medicine can be seen through his comprehensive leadership background, commitment to medical education, innovation in hospitalist program operations, and various publications. He is also well known for his mentorship of young hospitalist leaders.
Dr. Frost currently serves as the associate medical director of care delivery systems at HealthPartners Health Insurance Plan. He is a practicing hospitalist at Regions Hospital in St. Paul, Minn., and is assistant professor at the University of Minnesota’s Medical School. Prior to this role, he worked at the Cleveland Clinic as the director of Nonteaching Inpatient Services for 6 years, and also served as the Northeast Region chief medical officer of Cogent Healthcare from 2006 to 2012 where he standardized program operations through structured leadership training according to phased priorities and critical functions.
Dr. Frost is well known for his expansive contributions to the Society of Hospital Medicine, and was recognized by SHM in 2005 with the National Award for Clinical Excellence.
Dr. Frost joined the Society in 1999, and soon thereafter founded and led the Northeast Ohio Chapter. His influence, leadership, and guidance helped to shape the creation of SHM’s Chapter Program, which is an integral part of the Society, connecting hospitalists at the local level.
He served on SHM’s Board of Directors for 6 years, including as president and treasurer. He has spoken at many of SHM’s annual conferences, participated on annual meeting planning committees, and served as course director for the annual meeting’s Perioperative Medicine Precourse. He also has served as a facilitator at SHM’s Leadership Academies.
Dr. Frost has led and actively participated in numerous SHM committees, councils, and workgroups, including service as the chair of SHM’s Membership Committee for 5 years. In fact, the SHM fellow designations, including this very distinction, the Master in Hospital Medicine, originated within this committee under his leadership.
During his tenure as SHM president in 2012-2013, he helped to focus the organization’s work to define hospital medicine’s strengths and benefits to healthcare, culminating in the publication of the “Key Principles and Characteristics of an Effective Hospital Medicine Group.”
Dr. Frost is a specialty vanguard, innovator, and SHM leader. He demonstrates what it means to be a passionate and dedicated hospital medicine professional in his community and within the field at-large.
Jeffrey L. Schnipper, MD, MPH, MHM
Dr. Jeffrey L. Schnipper has been elected a Master in Hospital Medicine, honoring his commitment to hospital medicine as an accomplished hospitalist, researcher, and quality improvement enthusiast.
He graduated from Harvard Medical School in 1996 and went on to receive his master’s degree in public health from the Harvard School of Public Health in 2001. Dr. Schnipper also completed his residency, along with a General Medicine Fellowship, at Massachusetts General Hospital in 2001.
Dr. Schnipper currently serves as the director of clinical research in Brigham and Women’s Hospital’s Hospital Medicine Unit. He also serves as the research director of its General Internal Medicine and Primary Care Division and the fellowship director of the Harvard-Brigham Research Fellowship in Hospital Medicine. He is an associate physician at Brigham and Women’s Hospital and is professor of medicine at Harvard Medical School.
His contributions to hospital medicine are demonstrated through his research efforts focused on improving the quality of healthcare delivery for general medical patients, including inpatient diabetes management, care transitions, medication reconciliation, and hospital at home care. His medication reconciliation research project (known as MARQUIS) was funded through AHRQ and led to a 5+ year partnership with the SHM Center for Quality Improvement. When Dr. Schnipper obtained a second AHRQ grant for the MARQUIS2 study, he also partnered with SHM’s Center for Quality Improvement.
Dr. Schnipper joined the Society in 2005 and remains an engaged member of the Boston Association of Academic Hospital Medicine Chapter. He has been a member of SHM’s Annual Conference Committee and serves on the editorial team of the Journal of Hospital Medicine as an associate editor. He has been invited to speak at numerous SHM annual conferences. His research efforts and impact on the medical field can be found in over 150 peer-reviewed publications including JHM, JAMA Internal Medicine, Annals of Internal Medicine, and the Journal of the American Medical Informatics Association.
Dr. Schnipper has received numerous awards and honors throughout his career, including SHM’s Excellence in Research Award in 2013. He is an established researcher, educator, and physician with a broad spectrum of clinical interests that embody what it means to be a hospitalist leader and a top-notch patient care provider.
This year, the Society of Hospital Medicine will induct three new Masters in Hospital Medicine (MHM), the society’s highest professional honor.
SHM first introduced the MHM designation in 2010. The honor is reserved for hospitalists who have uniquely distinguished themselves in the specialty through the excellence and significance of their contributions to hospital medicine specifically and healthcare as a whole. SHM members are nominated for MHM consideration, and the SHM Board of Directors rigorously reviews qualifications and selects each year’s MHM class.
The three hospitalists receiving the MHM designation at SHM Converge 2021 are Dr. Nasim Afsar, Dr. Shaun D. Frost, and Dr. Jeffrey L. Schnipper.
Nasim Afsar, MD, MBA, MHM
Dr. Nasim Afsar has been elected a Master in Hospital Medicine, honoring her unwavering dedication to hospital medicine and the Society as an accomplished medical leader.
She is known for her accomplishments in establishing and optimizing complex systems of care in the ambulatory and inpatient settings. Her contributions to hospital medicine can be seen through her extensive leadership experience in health care operations, quality, finance, and management.
Dr. Afsar received her MD from the UC Davis School of Medicine, and went on to complete her residency and internship at UCSD and UCLA, internal medicine programs. She currently serves as the chief operating officer for ambulatory care for UCI Health, with the vision of delivering flawless care for the population of patients in Orange County, Calif.
Over her career, Dr. Afsar has led the development and successful implementation of forward-thinking and ambitious healthcare quality strategies across multiple organizations. Her work in patient safety and quality improvement has earned her numerous accolades and awards, including the 2011 John M. Eisenberg Award.
She served on SHM’s Board of Directors from April 2012 through April 2020, including as president and treasurer. During her time on the board, she was instrumental in defining SHM’s role in population health.
Dr. Afsar has held a variety of positions within the Society, including as chair of SHM’s Hospital Quality & Patient Safety Committee, founder and past copresident of SHM’s Los Angeles Chapter, and as faculty at numerous annual conferences. She was an esteemed mentor within SHM’s Project BOOST, a program within SHM’s Center for Quality Improvement focused on care transitions, and served as an associate editor of the Journal of Hospital Medicine for nearly 13 years.
Dr. Afsar is a hospital medicine leader and true champion for our Society and for our specialty. She epitomizes what it means to be a passionate, driven, and accomplished hospital medicine pioneer.
Shaun D. Frost, MD, MHM
Dr. Shaun D. Frost has been elected a Master in Hospital Medicine, celebrating his enduring commitment to hospital medicine and to the Society for more than 20 years.
After completing his internal medicine residency at the University of Texas, Southwestern Medical School in 1998, he launched his career at the Cleveland Clinic Foundation, where he was a clinical assistant professor of internal medicine at Penn State’s College of Medicine.
His contributions to hospital medicine can be seen through his comprehensive leadership background, commitment to medical education, innovation in hospitalist program operations, and various publications. He is also well known for his mentorship of young hospitalist leaders.
Dr. Frost currently serves as the associate medical director of care delivery systems at HealthPartners Health Insurance Plan. He is a practicing hospitalist at Regions Hospital in St. Paul, Minn., and is assistant professor at the University of Minnesota’s Medical School. Prior to this role, he worked at the Cleveland Clinic as the director of Nonteaching Inpatient Services for 6 years, and also served as the Northeast Region chief medical officer of Cogent Healthcare from 2006 to 2012 where he standardized program operations through structured leadership training according to phased priorities and critical functions.
Dr. Frost is well known for his expansive contributions to the Society of Hospital Medicine, and was recognized by SHM in 2005 with the National Award for Clinical Excellence.
Dr. Frost joined the Society in 1999, and soon thereafter founded and led the Northeast Ohio Chapter. His influence, leadership, and guidance helped to shape the creation of SHM’s Chapter Program, which is an integral part of the Society, connecting hospitalists at the local level.
He served on SHM’s Board of Directors for 6 years, including as president and treasurer. He has spoken at many of SHM’s annual conferences, participated on annual meeting planning committees, and served as course director for the annual meeting’s Perioperative Medicine Precourse. He also has served as a facilitator at SHM’s Leadership Academies.
Dr. Frost has led and actively participated in numerous SHM committees, councils, and workgroups, including service as the chair of SHM’s Membership Committee for 5 years. In fact, the SHM fellow designations, including this very distinction, the Master in Hospital Medicine, originated within this committee under his leadership.
During his tenure as SHM president in 2012-2013, he helped to focus the organization’s work to define hospital medicine’s strengths and benefits to healthcare, culminating in the publication of the “Key Principles and Characteristics of an Effective Hospital Medicine Group.”
Dr. Frost is a specialty vanguard, innovator, and SHM leader. He demonstrates what it means to be a passionate and dedicated hospital medicine professional in his community and within the field at-large.
Jeffrey L. Schnipper, MD, MPH, MHM
Dr. Jeffrey L. Schnipper has been elected a Master in Hospital Medicine, honoring his commitment to hospital medicine as an accomplished hospitalist, researcher, and quality improvement enthusiast.
He graduated from Harvard Medical School in 1996 and went on to receive his master’s degree in public health from the Harvard School of Public Health in 2001. Dr. Schnipper also completed his residency, along with a General Medicine Fellowship, at Massachusetts General Hospital in 2001.
Dr. Schnipper currently serves as the director of clinical research in Brigham and Women’s Hospital’s Hospital Medicine Unit. He also serves as the research director of its General Internal Medicine and Primary Care Division and the fellowship director of the Harvard-Brigham Research Fellowship in Hospital Medicine. He is an associate physician at Brigham and Women’s Hospital and is professor of medicine at Harvard Medical School.
His contributions to hospital medicine are demonstrated through his research efforts focused on improving the quality of healthcare delivery for general medical patients, including inpatient diabetes management, care transitions, medication reconciliation, and hospital at home care. His medication reconciliation research project (known as MARQUIS) was funded through AHRQ and led to a 5+ year partnership with the SHM Center for Quality Improvement. When Dr. Schnipper obtained a second AHRQ grant for the MARQUIS2 study, he also partnered with SHM’s Center for Quality Improvement.
Dr. Schnipper joined the Society in 2005 and remains an engaged member of the Boston Association of Academic Hospital Medicine Chapter. He has been a member of SHM’s Annual Conference Committee and serves on the editorial team of the Journal of Hospital Medicine as an associate editor. He has been invited to speak at numerous SHM annual conferences. His research efforts and impact on the medical field can be found in over 150 peer-reviewed publications including JHM, JAMA Internal Medicine, Annals of Internal Medicine, and the Journal of the American Medical Informatics Association.
Dr. Schnipper has received numerous awards and honors throughout his career, including SHM’s Excellence in Research Award in 2013. He is an established researcher, educator, and physician with a broad spectrum of clinical interests that embody what it means to be a hospitalist leader and a top-notch patient care provider.
FROM SHM CONVERGE 2021
Hospitalist leader offers a post–COVID-19 approach to career advancement
After navigating a pandemic that turned the world – including the world of hospital medicine – upside down for so long, the very idea of returning to a “normal” career and way of life can seem strange.
Vineet Arora, MD, MAPP, MHM, assistant dean for scholarship and discovery and associate chief medical officer for clinical learning environment at the University of Chicago, offered guidance to hospitalists on the transition from pandemic life to postpandemic life on May 5 at SHM Converge, the annual conference of the Society of Hospital Medicine.
The pandemic, Dr. Arora said, showed how important it is to develop trust. When resources were scarce as dire COVID-19 cases flooded hospitals, a culture of trust was essential to getting through the crisis.
“My team expects me to speak up on their behalf – it’s how we do things. It’s so germane to safety,” Dr. Arora said. “This is what you’re looking for in your organization – a place of psychological safety and trust.”
Surveys show that patients do trust their physicians, and healthcare providers “got a big bump” in trust during the pandemic, she said, which offers a unique opportunity.
“Doctors are trusted messengers for the COVID vaccine,” she said. “It really does matter.” But clinicians should also advocate for social justice, she said. “We must speak up even louder to fight everyday racism.”
As hospitalists move into the postpandemic medical world, Dr. Arora encouraged them to “get rid of delusions of grandeur,” expecting incredible accomplishments around every corner.
“Amazing things do happen, but oftentimes they happen because we sustain the things we start,” Dr. Arora said. For instance, physicians should consider small changes in workflow, but then sustain those changes. Maintaining pushes for change is not necessarily the norm, she said, adding that all hospitalists are probably familiar with quality improvement projects that generate only 3 months of data, because of lost focus.
Hospitalists should also “seek out information brokers” in the postpandemic medical world, or those interacting with a variety of groups who are often good sources of ideas. Hospitalists, she said, are “natural information brokers,” communicating routinely with a wide variety of specialists and healthcare professionals.
“You’ve got to know what’s important to your organization and to your patients and to everybody else,” Dr. Arora said.
She suggested that hospitalists find “zero-gravity thinkers,” and even to be this type of thinker themselves – one who stays open to new ideas and has diverse interests and experiences.
It is easy to settle into the same ways we’ve always done things, Dr. Arora said.
“The truth is there are ways that it can be better,” she said. “But we sometimes have to seek out new ideas and maintain an open mind – and sometimes we need someone to do it for us.”
Often, those closest to us are the least valuable in this regard, she said, referring to them as “innovation killers.”
“They’re not going to give you the next breakthrough idea,” she said. “You have to get outside of your network to understand where the good ideas are coming from.”
With the trauma that hospitalists have experienced for more than a year, well-being might never have been a more vital topic than it is now, Dr. Arora said.
“We’re done with online wellness modules,” she said. “Fix the system and not the person because we all know the system is not working for us. As hospitalists, we actually are experts at fixing systems.”
Dr. Arora said that one way to think of how to improve hospitalist well-being is by emphasizing “the Four Ts” – teamwork (such as the use of scribes and good communication), time (consider new work schedule models), transitions (refining workflows) and tech (technology that works for clinicians rather than creating a burden).
As hospitalists attempt to move ahead in their post–COVID-19 careers, the key is finding new challenges and never stopping the learning process, Dr. Arora said. Referring to a concept described by career coach May Busch, she said physicians can consider successful careers as a “series of S curves” – at the beginning, there is a lot of work without much advancement, followed by a rapid rise, and then arrival at the destination, which brings you to a new plateau higher up the ladder. At the higher plateau, hospitalists should “jump to a new S curve,” learning a new skill and embarking on a new endeavor, which will lift them even higher.
“Success,” Dr. Arora said, “is defined by continuous growth and learning.”
Dr. Arora reported having no financial disclosures.
After navigating a pandemic that turned the world – including the world of hospital medicine – upside down for so long, the very idea of returning to a “normal” career and way of life can seem strange.
Vineet Arora, MD, MAPP, MHM, assistant dean for scholarship and discovery and associate chief medical officer for clinical learning environment at the University of Chicago, offered guidance to hospitalists on the transition from pandemic life to postpandemic life on May 5 at SHM Converge, the annual conference of the Society of Hospital Medicine.
The pandemic, Dr. Arora said, showed how important it is to develop trust. When resources were scarce as dire COVID-19 cases flooded hospitals, a culture of trust was essential to getting through the crisis.
“My team expects me to speak up on their behalf – it’s how we do things. It’s so germane to safety,” Dr. Arora said. “This is what you’re looking for in your organization – a place of psychological safety and trust.”
Surveys show that patients do trust their physicians, and healthcare providers “got a big bump” in trust during the pandemic, she said, which offers a unique opportunity.
“Doctors are trusted messengers for the COVID vaccine,” she said. “It really does matter.” But clinicians should also advocate for social justice, she said. “We must speak up even louder to fight everyday racism.”
As hospitalists move into the postpandemic medical world, Dr. Arora encouraged them to “get rid of delusions of grandeur,” expecting incredible accomplishments around every corner.
“Amazing things do happen, but oftentimes they happen because we sustain the things we start,” Dr. Arora said. For instance, physicians should consider small changes in workflow, but then sustain those changes. Maintaining pushes for change is not necessarily the norm, she said, adding that all hospitalists are probably familiar with quality improvement projects that generate only 3 months of data, because of lost focus.
Hospitalists should also “seek out information brokers” in the postpandemic medical world, or those interacting with a variety of groups who are often good sources of ideas. Hospitalists, she said, are “natural information brokers,” communicating routinely with a wide variety of specialists and healthcare professionals.
“You’ve got to know what’s important to your organization and to your patients and to everybody else,” Dr. Arora said.
She suggested that hospitalists find “zero-gravity thinkers,” and even to be this type of thinker themselves – one who stays open to new ideas and has diverse interests and experiences.
It is easy to settle into the same ways we’ve always done things, Dr. Arora said.
“The truth is there are ways that it can be better,” she said. “But we sometimes have to seek out new ideas and maintain an open mind – and sometimes we need someone to do it for us.”
Often, those closest to us are the least valuable in this regard, she said, referring to them as “innovation killers.”
“They’re not going to give you the next breakthrough idea,” she said. “You have to get outside of your network to understand where the good ideas are coming from.”
With the trauma that hospitalists have experienced for more than a year, well-being might never have been a more vital topic than it is now, Dr. Arora said.
“We’re done with online wellness modules,” she said. “Fix the system and not the person because we all know the system is not working for us. As hospitalists, we actually are experts at fixing systems.”
Dr. Arora said that one way to think of how to improve hospitalist well-being is by emphasizing “the Four Ts” – teamwork (such as the use of scribes and good communication), time (consider new work schedule models), transitions (refining workflows) and tech (technology that works for clinicians rather than creating a burden).
As hospitalists attempt to move ahead in their post–COVID-19 careers, the key is finding new challenges and never stopping the learning process, Dr. Arora said. Referring to a concept described by career coach May Busch, she said physicians can consider successful careers as a “series of S curves” – at the beginning, there is a lot of work without much advancement, followed by a rapid rise, and then arrival at the destination, which brings you to a new plateau higher up the ladder. At the higher plateau, hospitalists should “jump to a new S curve,” learning a new skill and embarking on a new endeavor, which will lift them even higher.
“Success,” Dr. Arora said, “is defined by continuous growth and learning.”
Dr. Arora reported having no financial disclosures.
After navigating a pandemic that turned the world – including the world of hospital medicine – upside down for so long, the very idea of returning to a “normal” career and way of life can seem strange.
Vineet Arora, MD, MAPP, MHM, assistant dean for scholarship and discovery and associate chief medical officer for clinical learning environment at the University of Chicago, offered guidance to hospitalists on the transition from pandemic life to postpandemic life on May 5 at SHM Converge, the annual conference of the Society of Hospital Medicine.
The pandemic, Dr. Arora said, showed how important it is to develop trust. When resources were scarce as dire COVID-19 cases flooded hospitals, a culture of trust was essential to getting through the crisis.
“My team expects me to speak up on their behalf – it’s how we do things. It’s so germane to safety,” Dr. Arora said. “This is what you’re looking for in your organization – a place of psychological safety and trust.”
Surveys show that patients do trust their physicians, and healthcare providers “got a big bump” in trust during the pandemic, she said, which offers a unique opportunity.
“Doctors are trusted messengers for the COVID vaccine,” she said. “It really does matter.” But clinicians should also advocate for social justice, she said. “We must speak up even louder to fight everyday racism.”
As hospitalists move into the postpandemic medical world, Dr. Arora encouraged them to “get rid of delusions of grandeur,” expecting incredible accomplishments around every corner.
“Amazing things do happen, but oftentimes they happen because we sustain the things we start,” Dr. Arora said. For instance, physicians should consider small changes in workflow, but then sustain those changes. Maintaining pushes for change is not necessarily the norm, she said, adding that all hospitalists are probably familiar with quality improvement projects that generate only 3 months of data, because of lost focus.
Hospitalists should also “seek out information brokers” in the postpandemic medical world, or those interacting with a variety of groups who are often good sources of ideas. Hospitalists, she said, are “natural information brokers,” communicating routinely with a wide variety of specialists and healthcare professionals.
“You’ve got to know what’s important to your organization and to your patients and to everybody else,” Dr. Arora said.
She suggested that hospitalists find “zero-gravity thinkers,” and even to be this type of thinker themselves – one who stays open to new ideas and has diverse interests and experiences.
It is easy to settle into the same ways we’ve always done things, Dr. Arora said.
“The truth is there are ways that it can be better,” she said. “But we sometimes have to seek out new ideas and maintain an open mind – and sometimes we need someone to do it for us.”
Often, those closest to us are the least valuable in this regard, she said, referring to them as “innovation killers.”
“They’re not going to give you the next breakthrough idea,” she said. “You have to get outside of your network to understand where the good ideas are coming from.”
With the trauma that hospitalists have experienced for more than a year, well-being might never have been a more vital topic than it is now, Dr. Arora said.
“We’re done with online wellness modules,” she said. “Fix the system and not the person because we all know the system is not working for us. As hospitalists, we actually are experts at fixing systems.”
Dr. Arora said that one way to think of how to improve hospitalist well-being is by emphasizing “the Four Ts” – teamwork (such as the use of scribes and good communication), time (consider new work schedule models), transitions (refining workflows) and tech (technology that works for clinicians rather than creating a burden).
As hospitalists attempt to move ahead in their post–COVID-19 careers, the key is finding new challenges and never stopping the learning process, Dr. Arora said. Referring to a concept described by career coach May Busch, she said physicians can consider successful careers as a “series of S curves” – at the beginning, there is a lot of work without much advancement, followed by a rapid rise, and then arrival at the destination, which brings you to a new plateau higher up the ladder. At the higher plateau, hospitalists should “jump to a new S curve,” learning a new skill and embarking on a new endeavor, which will lift them even higher.
“Success,” Dr. Arora said, “is defined by continuous growth and learning.”
Dr. Arora reported having no financial disclosures.
FROM SHM Converge 2021
Moral distress in the COVID era weighs on hospitalists
Focus on effort, not just outcomes
Moral distress can result when health professionals like doctors and nurses feel prevented from doing what they know is right and ethically correct – reflecting the values of their profession and their own sense of professional integrity – because of unmanageable caseload demands, lack of resources, coverage limitations, or institutional policies.
Hospitalists are not exempt from moral distress, which is associated with soul-searching, burnout, and even PTSD. It is also associated with a higher likelihood for professionals to report an intention to leave their jobs. But the COVID-19 pandemic has superimposed a whole new layer of challenges, constraints, and frustrations, creating a potent mix of trauma and exhaustion, cumulative unease, depleted job satisfaction, and difficult ethical choices.
These challenges include seeing so many patients die and working with short supplies of personal protective equipment (PPE) – with resulting fears that they could catch the virus or pass it on to others, including loved ones. Also, not having enough ventilators or even beds for patients in hospitals hit hard by COVID surges raises fears that decisions for rationing medical care might become necessary.
In a commentary published in the Journal of General Internal Medicine in October 2019 – shortly before the COVID pandemic burst onto the scene – hospitalist and medical sociologist Elizabeth Dzeng, MD, PhD, MPH, and hospital medicine pioneer Robert Wachter, MD, MHM, both from the University of California, San Francisco, described “moral distress and professional ethical dissonance as root causes of burnout.”1 They characterized moral distress by its emotional exhaustion, depersonalization, reduced sense of accomplishment, and moral apathy, and they called for renewed attention to social and ethical dimensions of practice and threats to physician professionalism.
Prevailing explanations for documented high rates of burnout in doctors have tended to focus on work hours and struggles with electronic medical records and the like, Dr. Dzeng and Dr. Wachter wrote. “We see evidence of an insidious moral distress resulting from physicians’ inability to act in accord with their individual and professional ethical values due to institutional and social constraints.”
COVID has intensified these issues surrounding moral distress. “In a short period of time it created more situations that raise issues of moral distress than I have seen since the early days of HIV,” Dr. Wachter said. “Those of us who work in hospitals often find ourselves in complex circumstances with limited resources. What was so striking about COVID was finding ourselves caring for large volumes of patients who had a condition that was new to us.”
And the fact that constraints imposed by COVID, such as having to don unwieldy PPE and not allowing families to be present with hospitalized loved ones, are explainable and rational only helps a little with the clinician’s distress.
People talk about the need for doctors to be more resilient, Dr. Dzeng added, but that’s too narrow of an approach to these very real challenges. There are huge issues of workforce retention and costs, major mental health issues, suicide – and implications for patient care, because burned-out doctors can be bad doctors.
What is moral distress?
Moral distress is a term from the nursing ethics literature, attributed to philosopher Andrew Jameton in 1984.2 Contributors to moral distress imposed by COVID include having to make difficult medical decisions under stressful circumstances – especially early on, when effective treatment options were few. Doctors felt the demands of the pandemic were putting care quality and patient safety at risk. Poor working conditions overall, being pushed to work beyond their normal physical limits for days at a time, and feelings of not being valued added to this stress. But some say the pandemic has only highlighted and amplified existing inequities and disparities in the health care system.
Experts say moral distress is about feeling powerless, especially in a system driven by market values, and feeling let down by a society that has put them in harm’s way. They work all day under physically and emotionally exhausting conditions and then go home to hear specious conspiracy theories about the pandemic and see other people unwilling to wear masks.
Moral distress is complicated, said Lucia Wocial, PhD, RN, a nurse ethicist and cochair of the ethics consultation subcommittee at Indiana University Health in Indianapolis. “If you say you have moral distress, my first response is: tell me more. It helps to peel back the layers of this complexity. Emotion is only part of moral distress. It’s about the professional’s sense of responsibility and obligation – and the inability to honor that.”
Dr. Wocial, whose research specialty is moral distress, is corresponding author of a study published in the Journal of General Internal Medicine in February 2020, which identified moral distress in 4 out of 10 surveyed physicians who cared for older hospitalized adults and found themselves needing to work with their surrogate decision-makers.3 “We know physician moral distress is higher when people haven’t had the chance to hold conversations about their end-of-life care preferences,” she said, such as whether to continue life support.
“We have also learned that communication is key to diminishing physician moral distress. Our responsibility as clinicians is to guide patients and families through these decisions. If the family feels a high level of support from me, then my moral distress is lower,” she added. “If you think about how COVID has evolved, at first people were dying so quickly. Some patients were going to the ICU on ventilators without ever having a goals-of-care conversation.”
COVID has shifted the usual standard of care in U.S. hospitals in the face of patient surges. “How can you feel okay in accepting a level of care that in the prepandemic world would not have been acceptable?” Dr. Wocial posed. “What if you know the standard of care has shifted, of necessity, but you haven’t had time to prepare for it and nobody’s talking about what that means? Who is going to help you accept that good enough under these circumstances is enough – at least for today?”
What to call it
Michael J. Asken, PhD, director of provider well-being at UPMC Pinnacle Harrisburg (Pa.), has questioned in print the use of the military and wartime term “moral injury” when applied to a variety of less serious physician stressors.4 More recently, however, he observed, “The pandemic has muted or erased many of the distinctions between medical care and military conflict. ... The onslaught and volume of critical patients and resulting deaths is beyond what most providers have ever contemplated as part of care.”5
In a recent interview with the Hospitalist, he said: “While I initially resisted using the term moral injury, especially pre-COVID, because it was not equivalent to the moral injury created by war, I have relented a bit.” The volume of deaths and the apparent dangers to providers themselves reflect some of the critical aspects of war, and repetitive, intense, and/or incessant ethical challenges may have longer term negative psychological or emotional effects.
“Feeling emotional pain in situations of multiple deaths is to be expected and, perhaps, should even be welcomed as a sign of retained humanity and a buffer against burnout and cynicism in these times of unabating stress,” Dr. Asken said. “This is only true, however, if the emotional impact is tolerable and not experienced in repetitive extremes.”
“These things are real,” said Clarissa Barnes, MD, a physician adviser, hospitalist at Avera McKennan Hospital in Sioux Falls, S.D., and former medical director of Avera’s LIGHT Program, a wellness-oriented service for clinicians. Dr. Barnes herself caught the virus on the job but has since recovered.
“Physicians don’t see their work as an occupation. It’s their core identity: I am a doctor; I practice medicine. If things are being done in ways I don’t think are right, that’s fundamentally a breach,” she said. “As internists, we have an opportunity to forestall death whenever we can and, if not, promote a peaceful death. That’s what made me choose this specialty. I think there’s value in allowing a person to end well. But when that doesn’t happen because of social or administrative reasons, that’s hard.”
Where is the leadership?
“A lot of moral injury comes down to the individual health system and its leaders. Some have done well; others you hear saying things that make you question whether these are the people you want leading the organization. Hospitalists need to have a clear value framework and an idea of how to negotiate things when decisions don’t match that framework,” Dr. Barnes said.
“Sometimes administrators have additional information that they’re not sharing,” she added. “They’re caught between a rock and a hard place regarding the decisions they have to make, but they need to be more transparent and not hold things so close to their vest while thinking they are helping clinicians [by doing so]. Physicians need to understand why they are being asked to do things counter to what they believe is appropriate.”
David Oliver, MD, a geriatrics and internal medicine consultant at Royal Berkshire Hospital in Reading, England, also practices as a hospital physician, a role similar to the hospitalist in the United States. “In any system, in any environment, the job of being a doctor, nurse, or other health professional carries a lot of responsibility. That is a timeless, inherent stress of medical practice. With COVID, we’ve seen a lot of emotional burdens – a whole separate set of problems outside of your control, where you are responsible for care but don’t have accountability,” he said.
“People like me, hospital doctors, are used to chronic workforce issues in the National Health Service. But we didn’t sign up to come and get COVID and be hospitalized ourselves.” More than 850 frontline health care providers in the U.K. have so far died from the virus, Dr. Oliver said. “I saw five patients die in 90 minutes one day in April. That’s above and beyond normal human capacity.”
In England specifically, he said, it has exposed underlying structural issues and serious workforce gaps, unfilled vacancies, and a much lower number of ICU beds per 100,000 population than the United States or Europe. And there is consistent pressure to send patients home in order to empty beds for new patients.
But a range of supportive services is offered in U.K. hospitals, such as making senior clinicians available to speak to frontline clinicians, providing mentorship and a sounding board. The Point of Care Foundation has helped to disseminate the practice of Schwartz Rounds, a group reflective practice forum for health care teams developed by the Schwartz Center for Compassionate Healthcare in Boston.
“We don’t need this clap-for-the-NHS heroes stuff,” Dr. Oliver said. “We need an adequate workforce and [better] working conditions. What happened on the front lines of the pandemic was heroic – all done by local clinical teams. But where was the government – the centralized NHS? A lot of frontline clinicians aren’t feeling valued, supported, or listened to.”
What can be done?
What are some things that hospitalists can do, individually and collectively, to try to prevent moral distress from turning into full-scale burnout? Dr. Wocial emphasized the importance of unit-based ethics conversations. “At IU Health we have someone who is available to sit down with frontline clinicians and help unpack what they are experiencing,” she said. Clinicians need to be able to process this terrible experience in order to sort out the feelings of sadness from questions of whether they are doing something wrong.
Hospital chaplains are exquisitely skilled at supporting people and debriefing hospital teams, Dr. Wocial added. Palliative care professionals are also skilled at facilitating goals of care conversations with patients and families and can support hospitalists through coaching and joint family meetings.
“It’s about raising your sense of agency in your job – what in your practice you can control. People need to be able to talk frankly about it. Some managers say to clinicians: ‘Just buck up,’ while others are doing a fabulous job of offering support to their staff,” Dr. Wocial said. Hospitalists have to be willing to say when they’ve had too much. “You may not get help when you first ask for it. Be persistent. Asking for help doesn’t make you weak.”
Most doctors have their own strategies for managing stress on the job, Dr. Wachter noted. “What makes it a little easier is not having to do it alone. Many find solace in community, but community has been constrained by this pandemic. You can’t just go out for a beer after work anymore. So what are other ways to let off steam?”
The people leading hospitalist programs need to work harder at creating community and empathy when the tools allowing people to get together are somewhat limited. “Everybody is tired of Zoom,” he said. “One thing I learned as a manager was to just send messages to people acknowledging that I know this is hard. Try to think from the lens of other people and what they would find useful.”
The pandemic has been terribly unpredictable, Dr. Wachter added, but it won’t go on forever. For some doctors, yoga or mindfulness meditation may be very comforting. “For me, that’s not what I do. Golf or a good Seinfeld episode works for me.”
SHM’s Wellbeing Taskforce has created a “Hospital Medicine COVID Check-in Guide for Self & Peers” to promote both sharing and support for one another. It can be found at SHM’s Wellbeing webpage [www.hospitalmedicine.org/practice-management/wellbeing/]. The Taskforce believes that sharing common stressors as hospitalists can be healing, said its chair, Sarah Richards, MD, assistant professor of medicine at the University of Nebraska, Omaha. “This is especially true in situations where we feel we can’t provide the type of care we know our patients deserve.”
Respect, advocacy, self-care
Dr. Asken encouraged clinicians to focus on the efforts they are making on the job, not just the outcomes. “If someone has done their absolute best in a given circumstance, satisfaction and solace needs to be taken from that,” he said.
“Ongoing support group meetings, which we have called frontline support groups, should occur on a regular basis. Designated for physicians on the medical floors and in critical care units who are directly involved with COVID patients, these provide a brief respite but also engagement, sharing, and strengthening of mutual support.”
A lot of these issues have a fundamental thread, which comes down to respect, Dr. Barnes said. “Hospitalists need to hear their hospital administrators say: ‘I hear what you’re saying [about a problem]. Let’s think together about how to solve it.’ We need to work on being clear, and we need to speak up for what’s right. If you aren’t comfortable doing things you are being asked to do in the hospital, maybe you’re not working in the right place.”
Some efforts in the area of wellness and self-care really are helpful, Dr. Barnes said. “But you can’t exercise you way through a health system that doesn’t respect you. You need to get out of the mindset that you have no ability to make things different. We are not powerless as doctors. We can do a lot, actually. Physicians need to take ownership. If you are a hospitalist and you’re not part of any local or state or national organization that advocates for physicians, you should be.”
References
1. Dzeng L and Wachter RM. Ethics in conflict: Moral distress as a root cause of burnout. J Gen Intern Med. 2020 Feb;35(2):409-11. doi: 10.1007/s11606-019-05505-6.
2. Jameton A, Nursing Practice: The ethical issues. Prentice Hall Series in the Philosophy of Medicine. 1984, Englewood Cliffs, N.J.: Prentice Hall.
3. Wocial LD et al. Factors associated with physician moral distress caring for hospitalized elderly patients needing a surrogate decision-maker: A prospective study. J Gen Intern Med. 2020 May;35(5):1405-12. doi: 10.1007/s11606-020-05652-1.
4. Asken MJ. It’s not moral injury: It’s burnout (or something else). Medical Economics; June 7, 2019.
5. Asken MJ. Now it is moral injury: The COVID-19 pandemic and moral distress. Medical Economics; April 29, 2020.
Focus on effort, not just outcomes
Focus on effort, not just outcomes
Moral distress can result when health professionals like doctors and nurses feel prevented from doing what they know is right and ethically correct – reflecting the values of their profession and their own sense of professional integrity – because of unmanageable caseload demands, lack of resources, coverage limitations, or institutional policies.
Hospitalists are not exempt from moral distress, which is associated with soul-searching, burnout, and even PTSD. It is also associated with a higher likelihood for professionals to report an intention to leave their jobs. But the COVID-19 pandemic has superimposed a whole new layer of challenges, constraints, and frustrations, creating a potent mix of trauma and exhaustion, cumulative unease, depleted job satisfaction, and difficult ethical choices.
These challenges include seeing so many patients die and working with short supplies of personal protective equipment (PPE) – with resulting fears that they could catch the virus or pass it on to others, including loved ones. Also, not having enough ventilators or even beds for patients in hospitals hit hard by COVID surges raises fears that decisions for rationing medical care might become necessary.
In a commentary published in the Journal of General Internal Medicine in October 2019 – shortly before the COVID pandemic burst onto the scene – hospitalist and medical sociologist Elizabeth Dzeng, MD, PhD, MPH, and hospital medicine pioneer Robert Wachter, MD, MHM, both from the University of California, San Francisco, described “moral distress and professional ethical dissonance as root causes of burnout.”1 They characterized moral distress by its emotional exhaustion, depersonalization, reduced sense of accomplishment, and moral apathy, and they called for renewed attention to social and ethical dimensions of practice and threats to physician professionalism.
Prevailing explanations for documented high rates of burnout in doctors have tended to focus on work hours and struggles with electronic medical records and the like, Dr. Dzeng and Dr. Wachter wrote. “We see evidence of an insidious moral distress resulting from physicians’ inability to act in accord with their individual and professional ethical values due to institutional and social constraints.”
COVID has intensified these issues surrounding moral distress. “In a short period of time it created more situations that raise issues of moral distress than I have seen since the early days of HIV,” Dr. Wachter said. “Those of us who work in hospitals often find ourselves in complex circumstances with limited resources. What was so striking about COVID was finding ourselves caring for large volumes of patients who had a condition that was new to us.”
And the fact that constraints imposed by COVID, such as having to don unwieldy PPE and not allowing families to be present with hospitalized loved ones, are explainable and rational only helps a little with the clinician’s distress.
People talk about the need for doctors to be more resilient, Dr. Dzeng added, but that’s too narrow of an approach to these very real challenges. There are huge issues of workforce retention and costs, major mental health issues, suicide – and implications for patient care, because burned-out doctors can be bad doctors.
What is moral distress?
Moral distress is a term from the nursing ethics literature, attributed to philosopher Andrew Jameton in 1984.2 Contributors to moral distress imposed by COVID include having to make difficult medical decisions under stressful circumstances – especially early on, when effective treatment options were few. Doctors felt the demands of the pandemic were putting care quality and patient safety at risk. Poor working conditions overall, being pushed to work beyond their normal physical limits for days at a time, and feelings of not being valued added to this stress. But some say the pandemic has only highlighted and amplified existing inequities and disparities in the health care system.
Experts say moral distress is about feeling powerless, especially in a system driven by market values, and feeling let down by a society that has put them in harm’s way. They work all day under physically and emotionally exhausting conditions and then go home to hear specious conspiracy theories about the pandemic and see other people unwilling to wear masks.
Moral distress is complicated, said Lucia Wocial, PhD, RN, a nurse ethicist and cochair of the ethics consultation subcommittee at Indiana University Health in Indianapolis. “If you say you have moral distress, my first response is: tell me more. It helps to peel back the layers of this complexity. Emotion is only part of moral distress. It’s about the professional’s sense of responsibility and obligation – and the inability to honor that.”
Dr. Wocial, whose research specialty is moral distress, is corresponding author of a study published in the Journal of General Internal Medicine in February 2020, which identified moral distress in 4 out of 10 surveyed physicians who cared for older hospitalized adults and found themselves needing to work with their surrogate decision-makers.3 “We know physician moral distress is higher when people haven’t had the chance to hold conversations about their end-of-life care preferences,” she said, such as whether to continue life support.
“We have also learned that communication is key to diminishing physician moral distress. Our responsibility as clinicians is to guide patients and families through these decisions. If the family feels a high level of support from me, then my moral distress is lower,” she added. “If you think about how COVID has evolved, at first people were dying so quickly. Some patients were going to the ICU on ventilators without ever having a goals-of-care conversation.”
COVID has shifted the usual standard of care in U.S. hospitals in the face of patient surges. “How can you feel okay in accepting a level of care that in the prepandemic world would not have been acceptable?” Dr. Wocial posed. “What if you know the standard of care has shifted, of necessity, but you haven’t had time to prepare for it and nobody’s talking about what that means? Who is going to help you accept that good enough under these circumstances is enough – at least for today?”
What to call it
Michael J. Asken, PhD, director of provider well-being at UPMC Pinnacle Harrisburg (Pa.), has questioned in print the use of the military and wartime term “moral injury” when applied to a variety of less serious physician stressors.4 More recently, however, he observed, “The pandemic has muted or erased many of the distinctions between medical care and military conflict. ... The onslaught and volume of critical patients and resulting deaths is beyond what most providers have ever contemplated as part of care.”5
In a recent interview with the Hospitalist, he said: “While I initially resisted using the term moral injury, especially pre-COVID, because it was not equivalent to the moral injury created by war, I have relented a bit.” The volume of deaths and the apparent dangers to providers themselves reflect some of the critical aspects of war, and repetitive, intense, and/or incessant ethical challenges may have longer term negative psychological or emotional effects.
“Feeling emotional pain in situations of multiple deaths is to be expected and, perhaps, should even be welcomed as a sign of retained humanity and a buffer against burnout and cynicism in these times of unabating stress,” Dr. Asken said. “This is only true, however, if the emotional impact is tolerable and not experienced in repetitive extremes.”
“These things are real,” said Clarissa Barnes, MD, a physician adviser, hospitalist at Avera McKennan Hospital in Sioux Falls, S.D., and former medical director of Avera’s LIGHT Program, a wellness-oriented service for clinicians. Dr. Barnes herself caught the virus on the job but has since recovered.
“Physicians don’t see their work as an occupation. It’s their core identity: I am a doctor; I practice medicine. If things are being done in ways I don’t think are right, that’s fundamentally a breach,” she said. “As internists, we have an opportunity to forestall death whenever we can and, if not, promote a peaceful death. That’s what made me choose this specialty. I think there’s value in allowing a person to end well. But when that doesn’t happen because of social or administrative reasons, that’s hard.”
Where is the leadership?
“A lot of moral injury comes down to the individual health system and its leaders. Some have done well; others you hear saying things that make you question whether these are the people you want leading the organization. Hospitalists need to have a clear value framework and an idea of how to negotiate things when decisions don’t match that framework,” Dr. Barnes said.
“Sometimes administrators have additional information that they’re not sharing,” she added. “They’re caught between a rock and a hard place regarding the decisions they have to make, but they need to be more transparent and not hold things so close to their vest while thinking they are helping clinicians [by doing so]. Physicians need to understand why they are being asked to do things counter to what they believe is appropriate.”
David Oliver, MD, a geriatrics and internal medicine consultant at Royal Berkshire Hospital in Reading, England, also practices as a hospital physician, a role similar to the hospitalist in the United States. “In any system, in any environment, the job of being a doctor, nurse, or other health professional carries a lot of responsibility. That is a timeless, inherent stress of medical practice. With COVID, we’ve seen a lot of emotional burdens – a whole separate set of problems outside of your control, where you are responsible for care but don’t have accountability,” he said.
“People like me, hospital doctors, are used to chronic workforce issues in the National Health Service. But we didn’t sign up to come and get COVID and be hospitalized ourselves.” More than 850 frontline health care providers in the U.K. have so far died from the virus, Dr. Oliver said. “I saw five patients die in 90 minutes one day in April. That’s above and beyond normal human capacity.”
In England specifically, he said, it has exposed underlying structural issues and serious workforce gaps, unfilled vacancies, and a much lower number of ICU beds per 100,000 population than the United States or Europe. And there is consistent pressure to send patients home in order to empty beds for new patients.
But a range of supportive services is offered in U.K. hospitals, such as making senior clinicians available to speak to frontline clinicians, providing mentorship and a sounding board. The Point of Care Foundation has helped to disseminate the practice of Schwartz Rounds, a group reflective practice forum for health care teams developed by the Schwartz Center for Compassionate Healthcare in Boston.
“We don’t need this clap-for-the-NHS heroes stuff,” Dr. Oliver said. “We need an adequate workforce and [better] working conditions. What happened on the front lines of the pandemic was heroic – all done by local clinical teams. But where was the government – the centralized NHS? A lot of frontline clinicians aren’t feeling valued, supported, or listened to.”
What can be done?
What are some things that hospitalists can do, individually and collectively, to try to prevent moral distress from turning into full-scale burnout? Dr. Wocial emphasized the importance of unit-based ethics conversations. “At IU Health we have someone who is available to sit down with frontline clinicians and help unpack what they are experiencing,” she said. Clinicians need to be able to process this terrible experience in order to sort out the feelings of sadness from questions of whether they are doing something wrong.
Hospital chaplains are exquisitely skilled at supporting people and debriefing hospital teams, Dr. Wocial added. Palliative care professionals are also skilled at facilitating goals of care conversations with patients and families and can support hospitalists through coaching and joint family meetings.
“It’s about raising your sense of agency in your job – what in your practice you can control. People need to be able to talk frankly about it. Some managers say to clinicians: ‘Just buck up,’ while others are doing a fabulous job of offering support to their staff,” Dr. Wocial said. Hospitalists have to be willing to say when they’ve had too much. “You may not get help when you first ask for it. Be persistent. Asking for help doesn’t make you weak.”
Most doctors have their own strategies for managing stress on the job, Dr. Wachter noted. “What makes it a little easier is not having to do it alone. Many find solace in community, but community has been constrained by this pandemic. You can’t just go out for a beer after work anymore. So what are other ways to let off steam?”
The people leading hospitalist programs need to work harder at creating community and empathy when the tools allowing people to get together are somewhat limited. “Everybody is tired of Zoom,” he said. “One thing I learned as a manager was to just send messages to people acknowledging that I know this is hard. Try to think from the lens of other people and what they would find useful.”
The pandemic has been terribly unpredictable, Dr. Wachter added, but it won’t go on forever. For some doctors, yoga or mindfulness meditation may be very comforting. “For me, that’s not what I do. Golf or a good Seinfeld episode works for me.”
SHM’s Wellbeing Taskforce has created a “Hospital Medicine COVID Check-in Guide for Self & Peers” to promote both sharing and support for one another. It can be found at SHM’s Wellbeing webpage [www.hospitalmedicine.org/practice-management/wellbeing/]. The Taskforce believes that sharing common stressors as hospitalists can be healing, said its chair, Sarah Richards, MD, assistant professor of medicine at the University of Nebraska, Omaha. “This is especially true in situations where we feel we can’t provide the type of care we know our patients deserve.”
Respect, advocacy, self-care
Dr. Asken encouraged clinicians to focus on the efforts they are making on the job, not just the outcomes. “If someone has done their absolute best in a given circumstance, satisfaction and solace needs to be taken from that,” he said.
“Ongoing support group meetings, which we have called frontline support groups, should occur on a regular basis. Designated for physicians on the medical floors and in critical care units who are directly involved with COVID patients, these provide a brief respite but also engagement, sharing, and strengthening of mutual support.”
A lot of these issues have a fundamental thread, which comes down to respect, Dr. Barnes said. “Hospitalists need to hear their hospital administrators say: ‘I hear what you’re saying [about a problem]. Let’s think together about how to solve it.’ We need to work on being clear, and we need to speak up for what’s right. If you aren’t comfortable doing things you are being asked to do in the hospital, maybe you’re not working in the right place.”
Some efforts in the area of wellness and self-care really are helpful, Dr. Barnes said. “But you can’t exercise you way through a health system that doesn’t respect you. You need to get out of the mindset that you have no ability to make things different. We are not powerless as doctors. We can do a lot, actually. Physicians need to take ownership. If you are a hospitalist and you’re not part of any local or state or national organization that advocates for physicians, you should be.”
References
1. Dzeng L and Wachter RM. Ethics in conflict: Moral distress as a root cause of burnout. J Gen Intern Med. 2020 Feb;35(2):409-11. doi: 10.1007/s11606-019-05505-6.
2. Jameton A, Nursing Practice: The ethical issues. Prentice Hall Series in the Philosophy of Medicine. 1984, Englewood Cliffs, N.J.: Prentice Hall.
3. Wocial LD et al. Factors associated with physician moral distress caring for hospitalized elderly patients needing a surrogate decision-maker: A prospective study. J Gen Intern Med. 2020 May;35(5):1405-12. doi: 10.1007/s11606-020-05652-1.
4. Asken MJ. It’s not moral injury: It’s burnout (or something else). Medical Economics; June 7, 2019.
5. Asken MJ. Now it is moral injury: The COVID-19 pandemic and moral distress. Medical Economics; April 29, 2020.
Moral distress can result when health professionals like doctors and nurses feel prevented from doing what they know is right and ethically correct – reflecting the values of their profession and their own sense of professional integrity – because of unmanageable caseload demands, lack of resources, coverage limitations, or institutional policies.
Hospitalists are not exempt from moral distress, which is associated with soul-searching, burnout, and even PTSD. It is also associated with a higher likelihood for professionals to report an intention to leave their jobs. But the COVID-19 pandemic has superimposed a whole new layer of challenges, constraints, and frustrations, creating a potent mix of trauma and exhaustion, cumulative unease, depleted job satisfaction, and difficult ethical choices.
These challenges include seeing so many patients die and working with short supplies of personal protective equipment (PPE) – with resulting fears that they could catch the virus or pass it on to others, including loved ones. Also, not having enough ventilators or even beds for patients in hospitals hit hard by COVID surges raises fears that decisions for rationing medical care might become necessary.
In a commentary published in the Journal of General Internal Medicine in October 2019 – shortly before the COVID pandemic burst onto the scene – hospitalist and medical sociologist Elizabeth Dzeng, MD, PhD, MPH, and hospital medicine pioneer Robert Wachter, MD, MHM, both from the University of California, San Francisco, described “moral distress and professional ethical dissonance as root causes of burnout.”1 They characterized moral distress by its emotional exhaustion, depersonalization, reduced sense of accomplishment, and moral apathy, and they called for renewed attention to social and ethical dimensions of practice and threats to physician professionalism.
Prevailing explanations for documented high rates of burnout in doctors have tended to focus on work hours and struggles with electronic medical records and the like, Dr. Dzeng and Dr. Wachter wrote. “We see evidence of an insidious moral distress resulting from physicians’ inability to act in accord with their individual and professional ethical values due to institutional and social constraints.”
COVID has intensified these issues surrounding moral distress. “In a short period of time it created more situations that raise issues of moral distress than I have seen since the early days of HIV,” Dr. Wachter said. “Those of us who work in hospitals often find ourselves in complex circumstances with limited resources. What was so striking about COVID was finding ourselves caring for large volumes of patients who had a condition that was new to us.”
And the fact that constraints imposed by COVID, such as having to don unwieldy PPE and not allowing families to be present with hospitalized loved ones, are explainable and rational only helps a little with the clinician’s distress.
People talk about the need for doctors to be more resilient, Dr. Dzeng added, but that’s too narrow of an approach to these very real challenges. There are huge issues of workforce retention and costs, major mental health issues, suicide – and implications for patient care, because burned-out doctors can be bad doctors.
What is moral distress?
Moral distress is a term from the nursing ethics literature, attributed to philosopher Andrew Jameton in 1984.2 Contributors to moral distress imposed by COVID include having to make difficult medical decisions under stressful circumstances – especially early on, when effective treatment options were few. Doctors felt the demands of the pandemic were putting care quality and patient safety at risk. Poor working conditions overall, being pushed to work beyond their normal physical limits for days at a time, and feelings of not being valued added to this stress. But some say the pandemic has only highlighted and amplified existing inequities and disparities in the health care system.
Experts say moral distress is about feeling powerless, especially in a system driven by market values, and feeling let down by a society that has put them in harm’s way. They work all day under physically and emotionally exhausting conditions and then go home to hear specious conspiracy theories about the pandemic and see other people unwilling to wear masks.
Moral distress is complicated, said Lucia Wocial, PhD, RN, a nurse ethicist and cochair of the ethics consultation subcommittee at Indiana University Health in Indianapolis. “If you say you have moral distress, my first response is: tell me more. It helps to peel back the layers of this complexity. Emotion is only part of moral distress. It’s about the professional’s sense of responsibility and obligation – and the inability to honor that.”
Dr. Wocial, whose research specialty is moral distress, is corresponding author of a study published in the Journal of General Internal Medicine in February 2020, which identified moral distress in 4 out of 10 surveyed physicians who cared for older hospitalized adults and found themselves needing to work with their surrogate decision-makers.3 “We know physician moral distress is higher when people haven’t had the chance to hold conversations about their end-of-life care preferences,” she said, such as whether to continue life support.
“We have also learned that communication is key to diminishing physician moral distress. Our responsibility as clinicians is to guide patients and families through these decisions. If the family feels a high level of support from me, then my moral distress is lower,” she added. “If you think about how COVID has evolved, at first people were dying so quickly. Some patients were going to the ICU on ventilators without ever having a goals-of-care conversation.”
COVID has shifted the usual standard of care in U.S. hospitals in the face of patient surges. “How can you feel okay in accepting a level of care that in the prepandemic world would not have been acceptable?” Dr. Wocial posed. “What if you know the standard of care has shifted, of necessity, but you haven’t had time to prepare for it and nobody’s talking about what that means? Who is going to help you accept that good enough under these circumstances is enough – at least for today?”
What to call it
Michael J. Asken, PhD, director of provider well-being at UPMC Pinnacle Harrisburg (Pa.), has questioned in print the use of the military and wartime term “moral injury” when applied to a variety of less serious physician stressors.4 More recently, however, he observed, “The pandemic has muted or erased many of the distinctions between medical care and military conflict. ... The onslaught and volume of critical patients and resulting deaths is beyond what most providers have ever contemplated as part of care.”5
In a recent interview with the Hospitalist, he said: “While I initially resisted using the term moral injury, especially pre-COVID, because it was not equivalent to the moral injury created by war, I have relented a bit.” The volume of deaths and the apparent dangers to providers themselves reflect some of the critical aspects of war, and repetitive, intense, and/or incessant ethical challenges may have longer term negative psychological or emotional effects.
“Feeling emotional pain in situations of multiple deaths is to be expected and, perhaps, should even be welcomed as a sign of retained humanity and a buffer against burnout and cynicism in these times of unabating stress,” Dr. Asken said. “This is only true, however, if the emotional impact is tolerable and not experienced in repetitive extremes.”
“These things are real,” said Clarissa Barnes, MD, a physician adviser, hospitalist at Avera McKennan Hospital in Sioux Falls, S.D., and former medical director of Avera’s LIGHT Program, a wellness-oriented service for clinicians. Dr. Barnes herself caught the virus on the job but has since recovered.
“Physicians don’t see their work as an occupation. It’s their core identity: I am a doctor; I practice medicine. If things are being done in ways I don’t think are right, that’s fundamentally a breach,” she said. “As internists, we have an opportunity to forestall death whenever we can and, if not, promote a peaceful death. That’s what made me choose this specialty. I think there’s value in allowing a person to end well. But when that doesn’t happen because of social or administrative reasons, that’s hard.”
Where is the leadership?
“A lot of moral injury comes down to the individual health system and its leaders. Some have done well; others you hear saying things that make you question whether these are the people you want leading the organization. Hospitalists need to have a clear value framework and an idea of how to negotiate things when decisions don’t match that framework,” Dr. Barnes said.
“Sometimes administrators have additional information that they’re not sharing,” she added. “They’re caught between a rock and a hard place regarding the decisions they have to make, but they need to be more transparent and not hold things so close to their vest while thinking they are helping clinicians [by doing so]. Physicians need to understand why they are being asked to do things counter to what they believe is appropriate.”
David Oliver, MD, a geriatrics and internal medicine consultant at Royal Berkshire Hospital in Reading, England, also practices as a hospital physician, a role similar to the hospitalist in the United States. “In any system, in any environment, the job of being a doctor, nurse, or other health professional carries a lot of responsibility. That is a timeless, inherent stress of medical practice. With COVID, we’ve seen a lot of emotional burdens – a whole separate set of problems outside of your control, where you are responsible for care but don’t have accountability,” he said.
“People like me, hospital doctors, are used to chronic workforce issues in the National Health Service. But we didn’t sign up to come and get COVID and be hospitalized ourselves.” More than 850 frontline health care providers in the U.K. have so far died from the virus, Dr. Oliver said. “I saw five patients die in 90 minutes one day in April. That’s above and beyond normal human capacity.”
In England specifically, he said, it has exposed underlying structural issues and serious workforce gaps, unfilled vacancies, and a much lower number of ICU beds per 100,000 population than the United States or Europe. And there is consistent pressure to send patients home in order to empty beds for new patients.
But a range of supportive services is offered in U.K. hospitals, such as making senior clinicians available to speak to frontline clinicians, providing mentorship and a sounding board. The Point of Care Foundation has helped to disseminate the practice of Schwartz Rounds, a group reflective practice forum for health care teams developed by the Schwartz Center for Compassionate Healthcare in Boston.
“We don’t need this clap-for-the-NHS heroes stuff,” Dr. Oliver said. “We need an adequate workforce and [better] working conditions. What happened on the front lines of the pandemic was heroic – all done by local clinical teams. But where was the government – the centralized NHS? A lot of frontline clinicians aren’t feeling valued, supported, or listened to.”
What can be done?
What are some things that hospitalists can do, individually and collectively, to try to prevent moral distress from turning into full-scale burnout? Dr. Wocial emphasized the importance of unit-based ethics conversations. “At IU Health we have someone who is available to sit down with frontline clinicians and help unpack what they are experiencing,” she said. Clinicians need to be able to process this terrible experience in order to sort out the feelings of sadness from questions of whether they are doing something wrong.
Hospital chaplains are exquisitely skilled at supporting people and debriefing hospital teams, Dr. Wocial added. Palliative care professionals are also skilled at facilitating goals of care conversations with patients and families and can support hospitalists through coaching and joint family meetings.
“It’s about raising your sense of agency in your job – what in your practice you can control. People need to be able to talk frankly about it. Some managers say to clinicians: ‘Just buck up,’ while others are doing a fabulous job of offering support to their staff,” Dr. Wocial said. Hospitalists have to be willing to say when they’ve had too much. “You may not get help when you first ask for it. Be persistent. Asking for help doesn’t make you weak.”
Most doctors have their own strategies for managing stress on the job, Dr. Wachter noted. “What makes it a little easier is not having to do it alone. Many find solace in community, but community has been constrained by this pandemic. You can’t just go out for a beer after work anymore. So what are other ways to let off steam?”
The people leading hospitalist programs need to work harder at creating community and empathy when the tools allowing people to get together are somewhat limited. “Everybody is tired of Zoom,” he said. “One thing I learned as a manager was to just send messages to people acknowledging that I know this is hard. Try to think from the lens of other people and what they would find useful.”
The pandemic has been terribly unpredictable, Dr. Wachter added, but it won’t go on forever. For some doctors, yoga or mindfulness meditation may be very comforting. “For me, that’s not what I do. Golf or a good Seinfeld episode works for me.”
SHM’s Wellbeing Taskforce has created a “Hospital Medicine COVID Check-in Guide for Self & Peers” to promote both sharing and support for one another. It can be found at SHM’s Wellbeing webpage [www.hospitalmedicine.org/practice-management/wellbeing/]. The Taskforce believes that sharing common stressors as hospitalists can be healing, said its chair, Sarah Richards, MD, assistant professor of medicine at the University of Nebraska, Omaha. “This is especially true in situations where we feel we can’t provide the type of care we know our patients deserve.”
Respect, advocacy, self-care
Dr. Asken encouraged clinicians to focus on the efforts they are making on the job, not just the outcomes. “If someone has done their absolute best in a given circumstance, satisfaction and solace needs to be taken from that,” he said.
“Ongoing support group meetings, which we have called frontline support groups, should occur on a regular basis. Designated for physicians on the medical floors and in critical care units who are directly involved with COVID patients, these provide a brief respite but also engagement, sharing, and strengthening of mutual support.”
A lot of these issues have a fundamental thread, which comes down to respect, Dr. Barnes said. “Hospitalists need to hear their hospital administrators say: ‘I hear what you’re saying [about a problem]. Let’s think together about how to solve it.’ We need to work on being clear, and we need to speak up for what’s right. If you aren’t comfortable doing things you are being asked to do in the hospital, maybe you’re not working in the right place.”
Some efforts in the area of wellness and self-care really are helpful, Dr. Barnes said. “But you can’t exercise you way through a health system that doesn’t respect you. You need to get out of the mindset that you have no ability to make things different. We are not powerless as doctors. We can do a lot, actually. Physicians need to take ownership. If you are a hospitalist and you’re not part of any local or state or national organization that advocates for physicians, you should be.”
References
1. Dzeng L and Wachter RM. Ethics in conflict: Moral distress as a root cause of burnout. J Gen Intern Med. 2020 Feb;35(2):409-11. doi: 10.1007/s11606-019-05505-6.
2. Jameton A, Nursing Practice: The ethical issues. Prentice Hall Series in the Philosophy of Medicine. 1984, Englewood Cliffs, N.J.: Prentice Hall.
3. Wocial LD et al. Factors associated with physician moral distress caring for hospitalized elderly patients needing a surrogate decision-maker: A prospective study. J Gen Intern Med. 2020 May;35(5):1405-12. doi: 10.1007/s11606-020-05652-1.
4. Asken MJ. It’s not moral injury: It’s burnout (or something else). Medical Economics; June 7, 2019.
5. Asken MJ. Now it is moral injury: The COVID-19 pandemic and moral distress. Medical Economics; April 29, 2020.
Making a difference
Hospitalists engaging in advocacy efforts
Hospitalists around the country are devoting large portions of their spare time to a wide range of advocacy efforts. From health policy to caring for the unhoused population to diversity and equity to advocating for fellow hospitalists, these physicians are passionate about their causes and determined to make a difference.
Championing the unhoused
Sarah Stella, MD, FHM, a hospitalist at Denver Health, was initially drawn there because of the population the hospital serves, which includes a high concentration of people experiencing homelessness. As she cared for her patients, Dr. Stella, who is also associate professor of hospital medicine at the University of Colorado, increasingly felt the desire to help prevent the negative downstream outcomes the hospital sees.
To understand the experiences of the unhoused outside the hospital, Dr. Stella started talking to her patients and people in community-based organizations that serve this population. “I learned a ton,” she said. “Homelessness feels like such an intractable, hopeless thing, but the more I talked to people, the more opportunities I saw to work toward something better.”
This led to a pilot grant to work with the Colorado Coalition for the Homeless to set up a community advisory panel. “My goal was to better understand their experiences and to develop a shared vision for how we collectively can do better,” said Dr. Stella. Eventually, she also received a grant from the University of Colorado, and multiple opportunities have sprung up ever since.
For the past several years, Dr. Stella has worked with Denver Health leadership to improve care for the homeless. “Right now, I’m working with a community team on developing an idea to provide peer support from people with a shared lived experience for people who are experiencing homelessness when they’re hospitalized. That’s really where my passion has been in working on the partnership,” she said.
Her advocacy role has been beneficial in her work as a hospitalist, particularly when COVID began. Dr. Stella again partnered with the Colorado Coalition for the Homeless to start a joint task force. “Everyone on our task force is motivated by this powerful desire to improve the health and lives of this community and that’s one of the silver linings in this pandemic for me,” said Dr. Stella.
Advocacy work has also increased Dr. Stella’s knowledge of what community support options are available for the unhoused. This allows her to educate her patients about their options and how to access them.
While she has colleagues who are able to compartmentalize their work, “I absolutely could not be a hospitalist without being an advocate,” Dr. Stella said. “For me, it has been a protective strategy in terms of burnout because I have to feel like I’m working to advocate for better policies and more appropriate resources to address the gaps that I’m seeing.”
Dr. Stella believes that physicians have a special credibility to advocate, tell stories, and use data to back their stories up. “We have to realize that we have this power, and we have it so we can empower others,” she said. “The people I’ve seen in my community who are working so hard to help people who are experiencing homelessness are the heroes. Understanding that and giving power to those people through our voice and our well-respected place in society drives me.”
Strengthening diversity, equity, and inclusion
In September 2020, Michael Bryant, MD, became the inaugural vice chair of Diversity, Equity, and Inclusion for the department of pediatrics at Children’s Hospital Los Angeles, where he is also the division head of pediatric hospital medicine. “I was motivated to apply for this position because I wanted to be an agent for change to eliminate the institutional racism, social injustice, and marginalization that continues to threaten the lives and well-beings of so many Americans,” Dr. Bryant said.
Between the pandemic, the economic decline it has created, and the divisive political landscape, people of color have been especially affected. “These are poignant examples of the ever-widening divide and disenfranchisement many Americans feel,” said Dr. Bryant. “Gandhi said, ‘Be the change that you want to see,’ and that is what I want to model.”
At work, advocacy for diversity, equality, and inclusion is an innate part of everything he does. From the new physicians he recruits to the candidates he considers for leadership positions, Dr. Bryant strives “to have a workforce that mirrors the diversity of the patients we humbly care for and serve.”
Advocacy is intrinsic to Dr. Bryant’s worldview, in his quest to understand and accept each individual’s uniqueness, his desire “to embrace cultural humility,” his recognition that “our differences enhance us instead of diminishing us,” and his willingness to engage in difficult conversations.
“Advocacy means that I acknowledge that intent does not equal impact and that I must accept that what I do and what I say may have unintended consequences,” he said. “When that happens, I must resist becoming defensive and instead be willing to listen and learn.”
Dr. Bryant is proud of his accomplishments and enjoys his advocacy work. In his workplace, there are few African Americans in leadership roles. This means that he is in high demand when it comes to making sure there’s representation during various processes such as hiring and vetting, a disparity known as the “minority tax.”
“I am thankful for the opportunities, but it does take a toll at times,” Dr. Bryant said, which is yet another reason why he is a proponent of increasing diversity and inclusion. “This allows us to build the resource pool as these needs arise and minimizes the toll of the ‘minority tax’ on any single person or small group of individuals.”
This summer, physicians from Dr. Bryant’s hospital participated in the national “White Coats for Black Lives” effort. He found it to be “an incredibly moving event” that hundreds of his colleagues participated in.
Dr. Bryant’s advice for hospitalists who want to get involved in advocacy efforts is to check out the movie “John Lewis: Good Trouble.” “He was a champion of human rights and fought for these rights until his death,” Dr. Bryant said. “He is a true American hero and a wonderful example.”
Bolstering health care change
Since his residency, Joshua Lenchus, DO, FACP, SFHM, has developed an ever-increasing interest in legislative advocacy, particularly health policy. Getting involved in this arena requires an understanding of civics and government that goes beyond just the basics. “My desire to affect change in my own profession really served as the catalyst to get involved,” said Dr. Lenchus, the regional chief medical officer at Broward Health Medical Center in Fort Lauderdale, Fla. “What better way to do that than by combining what we do on a daily basis in the practice of medicine with this new understanding of how laws are passed and promulgated?”
Dr. Lenchus has been involved with both state and national medical organizations and has served on public policy committees as a member and as a chair. “The charge of these committees is to monitor and navigate position statements and policies that will drive the entire organization,” he said. This means becoming knowledgeable enough about a topic to be able to talk about it eloquently and adding supporting personal or professional illustrations that reinforce the position to lawmakers.
He finds his advocacy efforts “incredibly rewarding” because they contribute to his endeavors “to help my colleagues practice medicine in a safe, efficient, and productive manner.” For instance, some of the organizations Dr. Lenchus was involved with helped make changes to the Affordable Care Act that ended up in its final version, as well as changes after it passed. “There are tangible things that advocacy enables us to do in our daily practice,” he said.
When something his organizations have advocated for does not pass, they know they need to try a different outlet. “You can’t win every fight,” he said. “Every time you go and comment on an issue, you have to understand that you’re there to do your best, and to the extent that the people you’re talking to are willing to listen to what you have to say, that’s where I think you can make the most impact.” When changes he has helped fight for do pass, “it really is amazing that you can tell your colleagues about your role in achieving meaningful change in the profession.”
Dr. Lenchus acknowledges that advocacy “can be all-consuming at times. We have to understand our limits.” That said, he thinks not engaging in advocacy could increase stress and potential burnout. “I think being involved in advocacy efforts really helps people conduct meaningful work and educates them about what it means not just to them, but to the rest of the medical profession and the patients that we serve,” he said.
For hospitalists who are interested in health policy advocacy, there are many ways to get involved, Dr. Lenchus said. You could join an organization (many organized medical societies have public policy committees), participate in advocacy activities, work on a political campaign, or even run for office yourself. “Ultimately, education and some level of involvement really will make the difference in who navigates our future as hospitalists,” he said.
Questioning co-management practices
Though he says he’s in the minority, Hardik Vora, MD, SFHM, medical director for hospital medicine at Riverside Regional Medical Center in Newport News, Va., believes that co-management is going to “make or break hospital medicine. It’s going to have a huge impact on our specialty.”
In the roughly 25-year history of hospital medicine, it has evolved from admitting and caring for patients of primary care physicians to patients of specialists and, more recently, surgical patients. “Now there are (hospital medicine) programs across the country that are pretty much admitting everything,” said Dr. Vora.
As a recruiter for the Riverside Health System for the past eight years, “I have not met a single resident who is trained to do what we’re doing in hospital medicine, because you’re admitting surgical patients all the time and you have primary attending responsibility,” Dr. Vora said. “I see that as a cause of a significant amount of stress because now you’re responsible for something that you don’t have adequate training for.”
In the co-management discussion, Dr. Vora notes that people often bring up the research that shows that the practice has improved surgeon satisfaction. “What bothers me is that…you need to add one more question – how does it affect your hospitalists? And I bet the answer to that question is ‘it has a terrible effect.’”
The expectations surrounding hospitalists these days is a big concern in terms of burnout, Dr. Vora said. “We talk a lot about the drivers of burnout, whether it’s schedule or COVID,” he said. The biggest issue when it comes to burnout, as he sees it, is not COVID; it’s when hospitalists are performing tasks that make them feel they aren’t adding value. “I think that’s a huge topic in hospital medicine right now.”
Dr. Vora believes there should be more discussion and awareness of the potential pitfalls. “Hospitalists should get involved in co-management where they are adding value and certainly not take up the attending responsibility where they’re not adding value and it’s out of the scope of their training and expertise,” he said. “Preventing scope creep and burnout from co-management are some of the key issues I’m really passionate about.”
Dr. Vora said it is important to set realistic goals and remember that it takes time to make change when it comes to advocacy. “You still have to operate within whatever environment is given to you and then you can make change from within,” he said.
His enthusiasm for co-management awareness has led to creating a co-management forum through SHM in his local Hampton Roads chapter. He was also a panelist for an SHM webinar in February 2021 in which the panelists debated co-management.
“I think we really need to look at this as a specialty. Are we going in the right direction?” Dr. Vora asked. “We need to come together as a specialty and make a decision, which is going to be hard because there are competing financial interests and various practice models.”
Improving patient care
Working as a hospitalist at University Medical Center, a safety net hospital in New Orleans, Celeste Newby, MD, PhD, sees plenty of patients who are underinsured or not insured at all. “A lot of my interest in health policy stems from that,” she said.
During her residency, which she finished in 2015, Louisiana became a Medicaid expansion state. This impressed upon Dr. Newby how much Medicaid improved the lives of patients who had previously been uninsured. “We saw procedures getting done that had been put on hold because of financial concerns or medicines that were now affordable that weren’t before,” she said. “It really did make a difference.”
When repeated attempts to repeal the Affordable Care Act began, “it was a call to do health policy work for me personally that just hadn’t come up in the past,” said Dr. Newby, who is also assistant professor of medicine at Tulane University in New Orleans. “I personally found that the best way to do (advocacy work) was to go through medical societies because there is a much stronger voice when you have more people saying the same thing,” she said.
Dr. Newby sits on the Council of Legislation for the Louisiana State Medical Society and participates in the Leadership and Health Policy (LEAHP) Program through the Society of General Internal Medicine.
The LEAHP Program has been instrumental in expanding Dr. Newby’s knowledge of how health policy is made and the mechanisms behind it. It has also taught her “how we can either advise, guide, leverage, or advocate for things that we think would be important for change and moving the country in the right direction in terms of health care.”
Another reason involvement in medical societies is helpful is because, as a busy clinician, it is impossible to keep up with everything. “Working with medical societies, you have people who are more directly involved in the legislature and can give you quicker notice about things that are coming up that are going to be important to you or your co-workers or your patients,” Dr. Newby said.
Dr. Newby feels her advocacy work is an outlet for stress and “a way to work at more of a macro level on problems that I see with my individual patients. It’s a nice compliment.” At the hospital, she can only help one person at a time, but with her advocacy efforts, there’s potential to make changes for many.
“Advocacy now is such a large umbrella that encompasses so many different projects at all kinds of levels,” Dr. Newby said. She suggests looking around your community to see where the needs lie. If you’re passionate about a certain topic or population, see what you can do to help advocate for change there.
Hospitalists engaging in advocacy efforts
Hospitalists engaging in advocacy efforts
Hospitalists around the country are devoting large portions of their spare time to a wide range of advocacy efforts. From health policy to caring for the unhoused population to diversity and equity to advocating for fellow hospitalists, these physicians are passionate about their causes and determined to make a difference.
Championing the unhoused
Sarah Stella, MD, FHM, a hospitalist at Denver Health, was initially drawn there because of the population the hospital serves, which includes a high concentration of people experiencing homelessness. As she cared for her patients, Dr. Stella, who is also associate professor of hospital medicine at the University of Colorado, increasingly felt the desire to help prevent the negative downstream outcomes the hospital sees.
To understand the experiences of the unhoused outside the hospital, Dr. Stella started talking to her patients and people in community-based organizations that serve this population. “I learned a ton,” she said. “Homelessness feels like such an intractable, hopeless thing, but the more I talked to people, the more opportunities I saw to work toward something better.”
This led to a pilot grant to work with the Colorado Coalition for the Homeless to set up a community advisory panel. “My goal was to better understand their experiences and to develop a shared vision for how we collectively can do better,” said Dr. Stella. Eventually, she also received a grant from the University of Colorado, and multiple opportunities have sprung up ever since.
For the past several years, Dr. Stella has worked with Denver Health leadership to improve care for the homeless. “Right now, I’m working with a community team on developing an idea to provide peer support from people with a shared lived experience for people who are experiencing homelessness when they’re hospitalized. That’s really where my passion has been in working on the partnership,” she said.
Her advocacy role has been beneficial in her work as a hospitalist, particularly when COVID began. Dr. Stella again partnered with the Colorado Coalition for the Homeless to start a joint task force. “Everyone on our task force is motivated by this powerful desire to improve the health and lives of this community and that’s one of the silver linings in this pandemic for me,” said Dr. Stella.
Advocacy work has also increased Dr. Stella’s knowledge of what community support options are available for the unhoused. This allows her to educate her patients about their options and how to access them.
While she has colleagues who are able to compartmentalize their work, “I absolutely could not be a hospitalist without being an advocate,” Dr. Stella said. “For me, it has been a protective strategy in terms of burnout because I have to feel like I’m working to advocate for better policies and more appropriate resources to address the gaps that I’m seeing.”
Dr. Stella believes that physicians have a special credibility to advocate, tell stories, and use data to back their stories up. “We have to realize that we have this power, and we have it so we can empower others,” she said. “The people I’ve seen in my community who are working so hard to help people who are experiencing homelessness are the heroes. Understanding that and giving power to those people through our voice and our well-respected place in society drives me.”
Strengthening diversity, equity, and inclusion
In September 2020, Michael Bryant, MD, became the inaugural vice chair of Diversity, Equity, and Inclusion for the department of pediatrics at Children’s Hospital Los Angeles, where he is also the division head of pediatric hospital medicine. “I was motivated to apply for this position because I wanted to be an agent for change to eliminate the institutional racism, social injustice, and marginalization that continues to threaten the lives and well-beings of so many Americans,” Dr. Bryant said.
Between the pandemic, the economic decline it has created, and the divisive political landscape, people of color have been especially affected. “These are poignant examples of the ever-widening divide and disenfranchisement many Americans feel,” said Dr. Bryant. “Gandhi said, ‘Be the change that you want to see,’ and that is what I want to model.”
At work, advocacy for diversity, equality, and inclusion is an innate part of everything he does. From the new physicians he recruits to the candidates he considers for leadership positions, Dr. Bryant strives “to have a workforce that mirrors the diversity of the patients we humbly care for and serve.”
Advocacy is intrinsic to Dr. Bryant’s worldview, in his quest to understand and accept each individual’s uniqueness, his desire “to embrace cultural humility,” his recognition that “our differences enhance us instead of diminishing us,” and his willingness to engage in difficult conversations.
“Advocacy means that I acknowledge that intent does not equal impact and that I must accept that what I do and what I say may have unintended consequences,” he said. “When that happens, I must resist becoming defensive and instead be willing to listen and learn.”
Dr. Bryant is proud of his accomplishments and enjoys his advocacy work. In his workplace, there are few African Americans in leadership roles. This means that he is in high demand when it comes to making sure there’s representation during various processes such as hiring and vetting, a disparity known as the “minority tax.”
“I am thankful for the opportunities, but it does take a toll at times,” Dr. Bryant said, which is yet another reason why he is a proponent of increasing diversity and inclusion. “This allows us to build the resource pool as these needs arise and minimizes the toll of the ‘minority tax’ on any single person or small group of individuals.”
This summer, physicians from Dr. Bryant’s hospital participated in the national “White Coats for Black Lives” effort. He found it to be “an incredibly moving event” that hundreds of his colleagues participated in.
Dr. Bryant’s advice for hospitalists who want to get involved in advocacy efforts is to check out the movie “John Lewis: Good Trouble.” “He was a champion of human rights and fought for these rights until his death,” Dr. Bryant said. “He is a true American hero and a wonderful example.”
Bolstering health care change
Since his residency, Joshua Lenchus, DO, FACP, SFHM, has developed an ever-increasing interest in legislative advocacy, particularly health policy. Getting involved in this arena requires an understanding of civics and government that goes beyond just the basics. “My desire to affect change in my own profession really served as the catalyst to get involved,” said Dr. Lenchus, the regional chief medical officer at Broward Health Medical Center in Fort Lauderdale, Fla. “What better way to do that than by combining what we do on a daily basis in the practice of medicine with this new understanding of how laws are passed and promulgated?”
Dr. Lenchus has been involved with both state and national medical organizations and has served on public policy committees as a member and as a chair. “The charge of these committees is to monitor and navigate position statements and policies that will drive the entire organization,” he said. This means becoming knowledgeable enough about a topic to be able to talk about it eloquently and adding supporting personal or professional illustrations that reinforce the position to lawmakers.
He finds his advocacy efforts “incredibly rewarding” because they contribute to his endeavors “to help my colleagues practice medicine in a safe, efficient, and productive manner.” For instance, some of the organizations Dr. Lenchus was involved with helped make changes to the Affordable Care Act that ended up in its final version, as well as changes after it passed. “There are tangible things that advocacy enables us to do in our daily practice,” he said.
When something his organizations have advocated for does not pass, they know they need to try a different outlet. “You can’t win every fight,” he said. “Every time you go and comment on an issue, you have to understand that you’re there to do your best, and to the extent that the people you’re talking to are willing to listen to what you have to say, that’s where I think you can make the most impact.” When changes he has helped fight for do pass, “it really is amazing that you can tell your colleagues about your role in achieving meaningful change in the profession.”
Dr. Lenchus acknowledges that advocacy “can be all-consuming at times. We have to understand our limits.” That said, he thinks not engaging in advocacy could increase stress and potential burnout. “I think being involved in advocacy efforts really helps people conduct meaningful work and educates them about what it means not just to them, but to the rest of the medical profession and the patients that we serve,” he said.
For hospitalists who are interested in health policy advocacy, there are many ways to get involved, Dr. Lenchus said. You could join an organization (many organized medical societies have public policy committees), participate in advocacy activities, work on a political campaign, or even run for office yourself. “Ultimately, education and some level of involvement really will make the difference in who navigates our future as hospitalists,” he said.
Questioning co-management practices
Though he says he’s in the minority, Hardik Vora, MD, SFHM, medical director for hospital medicine at Riverside Regional Medical Center in Newport News, Va., believes that co-management is going to “make or break hospital medicine. It’s going to have a huge impact on our specialty.”
In the roughly 25-year history of hospital medicine, it has evolved from admitting and caring for patients of primary care physicians to patients of specialists and, more recently, surgical patients. “Now there are (hospital medicine) programs across the country that are pretty much admitting everything,” said Dr. Vora.
As a recruiter for the Riverside Health System for the past eight years, “I have not met a single resident who is trained to do what we’re doing in hospital medicine, because you’re admitting surgical patients all the time and you have primary attending responsibility,” Dr. Vora said. “I see that as a cause of a significant amount of stress because now you’re responsible for something that you don’t have adequate training for.”
In the co-management discussion, Dr. Vora notes that people often bring up the research that shows that the practice has improved surgeon satisfaction. “What bothers me is that…you need to add one more question – how does it affect your hospitalists? And I bet the answer to that question is ‘it has a terrible effect.’”
The expectations surrounding hospitalists these days is a big concern in terms of burnout, Dr. Vora said. “We talk a lot about the drivers of burnout, whether it’s schedule or COVID,” he said. The biggest issue when it comes to burnout, as he sees it, is not COVID; it’s when hospitalists are performing tasks that make them feel they aren’t adding value. “I think that’s a huge topic in hospital medicine right now.”
Dr. Vora believes there should be more discussion and awareness of the potential pitfalls. “Hospitalists should get involved in co-management where they are adding value and certainly not take up the attending responsibility where they’re not adding value and it’s out of the scope of their training and expertise,” he said. “Preventing scope creep and burnout from co-management are some of the key issues I’m really passionate about.”
Dr. Vora said it is important to set realistic goals and remember that it takes time to make change when it comes to advocacy. “You still have to operate within whatever environment is given to you and then you can make change from within,” he said.
His enthusiasm for co-management awareness has led to creating a co-management forum through SHM in his local Hampton Roads chapter. He was also a panelist for an SHM webinar in February 2021 in which the panelists debated co-management.
“I think we really need to look at this as a specialty. Are we going in the right direction?” Dr. Vora asked. “We need to come together as a specialty and make a decision, which is going to be hard because there are competing financial interests and various practice models.”
Improving patient care
Working as a hospitalist at University Medical Center, a safety net hospital in New Orleans, Celeste Newby, MD, PhD, sees plenty of patients who are underinsured or not insured at all. “A lot of my interest in health policy stems from that,” she said.
During her residency, which she finished in 2015, Louisiana became a Medicaid expansion state. This impressed upon Dr. Newby how much Medicaid improved the lives of patients who had previously been uninsured. “We saw procedures getting done that had been put on hold because of financial concerns or medicines that were now affordable that weren’t before,” she said. “It really did make a difference.”
When repeated attempts to repeal the Affordable Care Act began, “it was a call to do health policy work for me personally that just hadn’t come up in the past,” said Dr. Newby, who is also assistant professor of medicine at Tulane University in New Orleans. “I personally found that the best way to do (advocacy work) was to go through medical societies because there is a much stronger voice when you have more people saying the same thing,” she said.
Dr. Newby sits on the Council of Legislation for the Louisiana State Medical Society and participates in the Leadership and Health Policy (LEAHP) Program through the Society of General Internal Medicine.
The LEAHP Program has been instrumental in expanding Dr. Newby’s knowledge of how health policy is made and the mechanisms behind it. It has also taught her “how we can either advise, guide, leverage, or advocate for things that we think would be important for change and moving the country in the right direction in terms of health care.”
Another reason involvement in medical societies is helpful is because, as a busy clinician, it is impossible to keep up with everything. “Working with medical societies, you have people who are more directly involved in the legislature and can give you quicker notice about things that are coming up that are going to be important to you or your co-workers or your patients,” Dr. Newby said.
Dr. Newby feels her advocacy work is an outlet for stress and “a way to work at more of a macro level on problems that I see with my individual patients. It’s a nice compliment.” At the hospital, she can only help one person at a time, but with her advocacy efforts, there’s potential to make changes for many.
“Advocacy now is such a large umbrella that encompasses so many different projects at all kinds of levels,” Dr. Newby said. She suggests looking around your community to see where the needs lie. If you’re passionate about a certain topic or population, see what you can do to help advocate for change there.
Hospitalists around the country are devoting large portions of their spare time to a wide range of advocacy efforts. From health policy to caring for the unhoused population to diversity and equity to advocating for fellow hospitalists, these physicians are passionate about their causes and determined to make a difference.
Championing the unhoused
Sarah Stella, MD, FHM, a hospitalist at Denver Health, was initially drawn there because of the population the hospital serves, which includes a high concentration of people experiencing homelessness. As she cared for her patients, Dr. Stella, who is also associate professor of hospital medicine at the University of Colorado, increasingly felt the desire to help prevent the negative downstream outcomes the hospital sees.
To understand the experiences of the unhoused outside the hospital, Dr. Stella started talking to her patients and people in community-based organizations that serve this population. “I learned a ton,” she said. “Homelessness feels like such an intractable, hopeless thing, but the more I talked to people, the more opportunities I saw to work toward something better.”
This led to a pilot grant to work with the Colorado Coalition for the Homeless to set up a community advisory panel. “My goal was to better understand their experiences and to develop a shared vision for how we collectively can do better,” said Dr. Stella. Eventually, she also received a grant from the University of Colorado, and multiple opportunities have sprung up ever since.
For the past several years, Dr. Stella has worked with Denver Health leadership to improve care for the homeless. “Right now, I’m working with a community team on developing an idea to provide peer support from people with a shared lived experience for people who are experiencing homelessness when they’re hospitalized. That’s really where my passion has been in working on the partnership,” she said.
Her advocacy role has been beneficial in her work as a hospitalist, particularly when COVID began. Dr. Stella again partnered with the Colorado Coalition for the Homeless to start a joint task force. “Everyone on our task force is motivated by this powerful desire to improve the health and lives of this community and that’s one of the silver linings in this pandemic for me,” said Dr. Stella.
Advocacy work has also increased Dr. Stella’s knowledge of what community support options are available for the unhoused. This allows her to educate her patients about their options and how to access them.
While she has colleagues who are able to compartmentalize their work, “I absolutely could not be a hospitalist without being an advocate,” Dr. Stella said. “For me, it has been a protective strategy in terms of burnout because I have to feel like I’m working to advocate for better policies and more appropriate resources to address the gaps that I’m seeing.”
Dr. Stella believes that physicians have a special credibility to advocate, tell stories, and use data to back their stories up. “We have to realize that we have this power, and we have it so we can empower others,” she said. “The people I’ve seen in my community who are working so hard to help people who are experiencing homelessness are the heroes. Understanding that and giving power to those people through our voice and our well-respected place in society drives me.”
Strengthening diversity, equity, and inclusion
In September 2020, Michael Bryant, MD, became the inaugural vice chair of Diversity, Equity, and Inclusion for the department of pediatrics at Children’s Hospital Los Angeles, where he is also the division head of pediatric hospital medicine. “I was motivated to apply for this position because I wanted to be an agent for change to eliminate the institutional racism, social injustice, and marginalization that continues to threaten the lives and well-beings of so many Americans,” Dr. Bryant said.
Between the pandemic, the economic decline it has created, and the divisive political landscape, people of color have been especially affected. “These are poignant examples of the ever-widening divide and disenfranchisement many Americans feel,” said Dr. Bryant. “Gandhi said, ‘Be the change that you want to see,’ and that is what I want to model.”
At work, advocacy for diversity, equality, and inclusion is an innate part of everything he does. From the new physicians he recruits to the candidates he considers for leadership positions, Dr. Bryant strives “to have a workforce that mirrors the diversity of the patients we humbly care for and serve.”
Advocacy is intrinsic to Dr. Bryant’s worldview, in his quest to understand and accept each individual’s uniqueness, his desire “to embrace cultural humility,” his recognition that “our differences enhance us instead of diminishing us,” and his willingness to engage in difficult conversations.
“Advocacy means that I acknowledge that intent does not equal impact and that I must accept that what I do and what I say may have unintended consequences,” he said. “When that happens, I must resist becoming defensive and instead be willing to listen and learn.”
Dr. Bryant is proud of his accomplishments and enjoys his advocacy work. In his workplace, there are few African Americans in leadership roles. This means that he is in high demand when it comes to making sure there’s representation during various processes such as hiring and vetting, a disparity known as the “minority tax.”
“I am thankful for the opportunities, but it does take a toll at times,” Dr. Bryant said, which is yet another reason why he is a proponent of increasing diversity and inclusion. “This allows us to build the resource pool as these needs arise and minimizes the toll of the ‘minority tax’ on any single person or small group of individuals.”
This summer, physicians from Dr. Bryant’s hospital participated in the national “White Coats for Black Lives” effort. He found it to be “an incredibly moving event” that hundreds of his colleagues participated in.
Dr. Bryant’s advice for hospitalists who want to get involved in advocacy efforts is to check out the movie “John Lewis: Good Trouble.” “He was a champion of human rights and fought for these rights until his death,” Dr. Bryant said. “He is a true American hero and a wonderful example.”
Bolstering health care change
Since his residency, Joshua Lenchus, DO, FACP, SFHM, has developed an ever-increasing interest in legislative advocacy, particularly health policy. Getting involved in this arena requires an understanding of civics and government that goes beyond just the basics. “My desire to affect change in my own profession really served as the catalyst to get involved,” said Dr. Lenchus, the regional chief medical officer at Broward Health Medical Center in Fort Lauderdale, Fla. “What better way to do that than by combining what we do on a daily basis in the practice of medicine with this new understanding of how laws are passed and promulgated?”
Dr. Lenchus has been involved with both state and national medical organizations and has served on public policy committees as a member and as a chair. “The charge of these committees is to monitor and navigate position statements and policies that will drive the entire organization,” he said. This means becoming knowledgeable enough about a topic to be able to talk about it eloquently and adding supporting personal or professional illustrations that reinforce the position to lawmakers.
He finds his advocacy efforts “incredibly rewarding” because they contribute to his endeavors “to help my colleagues practice medicine in a safe, efficient, and productive manner.” For instance, some of the organizations Dr. Lenchus was involved with helped make changes to the Affordable Care Act that ended up in its final version, as well as changes after it passed. “There are tangible things that advocacy enables us to do in our daily practice,” he said.
When something his organizations have advocated for does not pass, they know they need to try a different outlet. “You can’t win every fight,” he said. “Every time you go and comment on an issue, you have to understand that you’re there to do your best, and to the extent that the people you’re talking to are willing to listen to what you have to say, that’s where I think you can make the most impact.” When changes he has helped fight for do pass, “it really is amazing that you can tell your colleagues about your role in achieving meaningful change in the profession.”
Dr. Lenchus acknowledges that advocacy “can be all-consuming at times. We have to understand our limits.” That said, he thinks not engaging in advocacy could increase stress and potential burnout. “I think being involved in advocacy efforts really helps people conduct meaningful work and educates them about what it means not just to them, but to the rest of the medical profession and the patients that we serve,” he said.
For hospitalists who are interested in health policy advocacy, there are many ways to get involved, Dr. Lenchus said. You could join an organization (many organized medical societies have public policy committees), participate in advocacy activities, work on a political campaign, or even run for office yourself. “Ultimately, education and some level of involvement really will make the difference in who navigates our future as hospitalists,” he said.
Questioning co-management practices
Though he says he’s in the minority, Hardik Vora, MD, SFHM, medical director for hospital medicine at Riverside Regional Medical Center in Newport News, Va., believes that co-management is going to “make or break hospital medicine. It’s going to have a huge impact on our specialty.”
In the roughly 25-year history of hospital medicine, it has evolved from admitting and caring for patients of primary care physicians to patients of specialists and, more recently, surgical patients. “Now there are (hospital medicine) programs across the country that are pretty much admitting everything,” said Dr. Vora.
As a recruiter for the Riverside Health System for the past eight years, “I have not met a single resident who is trained to do what we’re doing in hospital medicine, because you’re admitting surgical patients all the time and you have primary attending responsibility,” Dr. Vora said. “I see that as a cause of a significant amount of stress because now you’re responsible for something that you don’t have adequate training for.”
In the co-management discussion, Dr. Vora notes that people often bring up the research that shows that the practice has improved surgeon satisfaction. “What bothers me is that…you need to add one more question – how does it affect your hospitalists? And I bet the answer to that question is ‘it has a terrible effect.’”
The expectations surrounding hospitalists these days is a big concern in terms of burnout, Dr. Vora said. “We talk a lot about the drivers of burnout, whether it’s schedule or COVID,” he said. The biggest issue when it comes to burnout, as he sees it, is not COVID; it’s when hospitalists are performing tasks that make them feel they aren’t adding value. “I think that’s a huge topic in hospital medicine right now.”
Dr. Vora believes there should be more discussion and awareness of the potential pitfalls. “Hospitalists should get involved in co-management where they are adding value and certainly not take up the attending responsibility where they’re not adding value and it’s out of the scope of their training and expertise,” he said. “Preventing scope creep and burnout from co-management are some of the key issues I’m really passionate about.”
Dr. Vora said it is important to set realistic goals and remember that it takes time to make change when it comes to advocacy. “You still have to operate within whatever environment is given to you and then you can make change from within,” he said.
His enthusiasm for co-management awareness has led to creating a co-management forum through SHM in his local Hampton Roads chapter. He was also a panelist for an SHM webinar in February 2021 in which the panelists debated co-management.
“I think we really need to look at this as a specialty. Are we going in the right direction?” Dr. Vora asked. “We need to come together as a specialty and make a decision, which is going to be hard because there are competing financial interests and various practice models.”
Improving patient care
Working as a hospitalist at University Medical Center, a safety net hospital in New Orleans, Celeste Newby, MD, PhD, sees plenty of patients who are underinsured or not insured at all. “A lot of my interest in health policy stems from that,” she said.
During her residency, which she finished in 2015, Louisiana became a Medicaid expansion state. This impressed upon Dr. Newby how much Medicaid improved the lives of patients who had previously been uninsured. “We saw procedures getting done that had been put on hold because of financial concerns or medicines that were now affordable that weren’t before,” she said. “It really did make a difference.”
When repeated attempts to repeal the Affordable Care Act began, “it was a call to do health policy work for me personally that just hadn’t come up in the past,” said Dr. Newby, who is also assistant professor of medicine at Tulane University in New Orleans. “I personally found that the best way to do (advocacy work) was to go through medical societies because there is a much stronger voice when you have more people saying the same thing,” she said.
Dr. Newby sits on the Council of Legislation for the Louisiana State Medical Society and participates in the Leadership and Health Policy (LEAHP) Program through the Society of General Internal Medicine.
The LEAHP Program has been instrumental in expanding Dr. Newby’s knowledge of how health policy is made and the mechanisms behind it. It has also taught her “how we can either advise, guide, leverage, or advocate for things that we think would be important for change and moving the country in the right direction in terms of health care.”
Another reason involvement in medical societies is helpful is because, as a busy clinician, it is impossible to keep up with everything. “Working with medical societies, you have people who are more directly involved in the legislature and can give you quicker notice about things that are coming up that are going to be important to you or your co-workers or your patients,” Dr. Newby said.
Dr. Newby feels her advocacy work is an outlet for stress and “a way to work at more of a macro level on problems that I see with my individual patients. It’s a nice compliment.” At the hospital, she can only help one person at a time, but with her advocacy efforts, there’s potential to make changes for many.
“Advocacy now is such a large umbrella that encompasses so many different projects at all kinds of levels,” Dr. Newby said. She suggests looking around your community to see where the needs lie. If you’re passionate about a certain topic or population, see what you can do to help advocate for change there.
About one in five clinicians considers quitting because of pandemic
a new survey of more than 5,000 clinicians at an academic medical center illustrates.
About one in five people reported considering leaving the workforce because of the challenges of working during the COVID-19 pandemic. In addition, 30% reported they are considering cutting back work hours.
“There are a substantial number of employees and trainees who are experiencing major stress and work disruptions because of the pandemic,” lead author Rebecca K. Delaney, PhD, said in an interview. “It is particularly alarming that people who have spent 5 or more years in training for their specialty are struggling with their work, so much so that they have even considered leaving the workforce or reducing their hours.”
“Being a caregiver adds another layer of difficulty for faculty, staff, and trainees who are trying to manage work and child care,” added Dr. Delaney, a researcher in the department of population health sciences, University of Utah, Salt Lake City.
The study was published online April 2 in JAMA Network Open.
“This looks like an excellent survey,” Carol A Bernstein, MD, said in an interview when asked to comment. “I do not think it provides particularly new information as these challenges in the workplace, especially for women during COVID, have been well documented in the media and the medical literature to date.”
“That said, to the extent that data helps drive solutions, I would hope that information such as this would be considered as strong further evidence that health care systems must pay close attention to the wellbeing of the workforce,” added Dr. Bernstein, professor and vice chair of faculty development and well-being, departments of psychiatry and behavioral sciences and obstetrics and gynecology and women’s health, Montefiore Medical Center/Albert Einstein College of Medicine, New York.
When the pandemic hits home
A total of 42% of the American workforce rapidly transitioned to working from home at the onset of the COVID-19 pandemic. At the same time, many employees had to provide child care and assistance with schoolwork. This placed a burden on many individuals at academic medical centers, and women in particular.
“Women comprise 74.9% of hospital employees, many of whom are essential clinical workers,” the researchers noted. “The extent of the needs and difficulties for these workers during the pandemic remain largely unknown.”
To learn more, Dr. Delaney, senior author Angie Fagerlin, PhD, and their colleagues emailed a Qualtrics survey to 27,700 faculty, staff, and trainees at University of Utah Health. The survey was conducted Aug. 5-20, 2020 as part of a quality improvement initiative. All responses were anonymous.
Survey questions included if, because of the pandemic, people had considered leaving the workforce, considered reducing their hours, or experienced reduced productivity. The researchers also asked about career impacts and potential solutions in terms of “work culture adaptations.”
Respondents with children aged under 18 years also were asked about child care options. Dr. Delaney and colleagues also inquired about race and ethnicity because they hypothesized that employees from underrepresented groups would likely experience the pandemic differently.
The mean age of the 5,951 (21%) faculty, staff, and trainees who completed the survey was 40 years. A majority of respondents were women, reflecting the higher proportion of women within the health system.
A majority (86%) identified as White or European American. About two-thirds of respondents (66%) were staff, 16% were faculty, and 13% were trainees.
COVID-19 career concerns
Overall, 1,061 respondents (21%) “moderately or very seriously” considered leaving the workforce and 1,505 (30%) considered reducing hours. Respondents who were younger, married, a member of an underrepresented racial/ethnic group, and worked in a clinical setting were more likely to consider leaving the workforce.
The survey showed 27% felt their productivity increased whereas 39% believed their productivity decreased.
Of the 2,412 survey participants with children aged 18 years or younger, 66% reported that they did not have child care fully available.
“Failure to address and provide for child care has long been one of the many significant deficits in U.S. health care systems,” said Dr. Bernstein, lead author of a March 2021 report evaluating staff emotional support at Montefiore Medical Center during the pandemic in The Joint Commission Journal on Quality and Patient Safety.
Furthermore, 47% were “moderately or very seriously worried” about COVID-19 impacting their career development.
Women trainees were significantly more likely than male counterparts to consider leaving the workforce and reducing their work hours. Women in a faculty or trainee role were also more likely to worry about COVID-19’s impact on their career, compared with men, and compared with women in staff positions.
“It was disheartening to have our data support the gender and racial/ethnic disparity that has been highlighted in the media during the pandemic,” Dr. Delaney said. “Women and in some cases racial/ethnic groups that are underrepresented in medicine were most likely to consider leaving the workforce, reducing hours, and were worried about their career development.
“It is critical that we strategically address these important disparities,” she said.
Women also are disproportionately affected by burnout, particularly during the pandemic, according to an analysis of Medscape’s Physician Burnout and Suicide Report.
Furthermore, the COVID-19 pandemic has shifted the medical specialties now considered highest risk for burnout: critical care physicians ranked first in the report, followed by rheumatologists and infectious disease specialists.
Potential solutions
“Given the disproportionate impact COVID-19 has on employees of health systems, institutions must find ways to support their employees, both in terms of workplace cultural adaptations and assistance with familial responsibilities,” the researchers noted.
Telecommuting policies, scheduling flexibility, and expanding employee support programs are potential solutions. Institutional policies also could address the educational and direct care needs of employee children.
Limitations of the study include its generalizability beyond employees of University of Utah Health. Also, respondents included a lower proportion of racial and ethnic groups, compared with national figures, “although this is mostly accounted for by the overall low population of such groups in the state of Utah,” the researchers added.
“Our results suggest that respondents were struggling during the COVID-19 pandemic,” the researchers noted. “As a result, even after investing substantial amounts of time in years of training, many were considering leaving the workforce because of stress and caregiving responsibilities related to the pandemic.”
The Jon M. Huntsman Presidential Endowed Chair supported the work with a financial award to Dr. Fagerlin. Dr. Delaney and Dr. Bernstein disclosed no relevant financial relationships.
A version of this article first appeared on Medscape.com.
a new survey of more than 5,000 clinicians at an academic medical center illustrates.
About one in five people reported considering leaving the workforce because of the challenges of working during the COVID-19 pandemic. In addition, 30% reported they are considering cutting back work hours.
“There are a substantial number of employees and trainees who are experiencing major stress and work disruptions because of the pandemic,” lead author Rebecca K. Delaney, PhD, said in an interview. “It is particularly alarming that people who have spent 5 or more years in training for their specialty are struggling with their work, so much so that they have even considered leaving the workforce or reducing their hours.”
“Being a caregiver adds another layer of difficulty for faculty, staff, and trainees who are trying to manage work and child care,” added Dr. Delaney, a researcher in the department of population health sciences, University of Utah, Salt Lake City.
The study was published online April 2 in JAMA Network Open.
“This looks like an excellent survey,” Carol A Bernstein, MD, said in an interview when asked to comment. “I do not think it provides particularly new information as these challenges in the workplace, especially for women during COVID, have been well documented in the media and the medical literature to date.”
“That said, to the extent that data helps drive solutions, I would hope that information such as this would be considered as strong further evidence that health care systems must pay close attention to the wellbeing of the workforce,” added Dr. Bernstein, professor and vice chair of faculty development and well-being, departments of psychiatry and behavioral sciences and obstetrics and gynecology and women’s health, Montefiore Medical Center/Albert Einstein College of Medicine, New York.
When the pandemic hits home
A total of 42% of the American workforce rapidly transitioned to working from home at the onset of the COVID-19 pandemic. At the same time, many employees had to provide child care and assistance with schoolwork. This placed a burden on many individuals at academic medical centers, and women in particular.
“Women comprise 74.9% of hospital employees, many of whom are essential clinical workers,” the researchers noted. “The extent of the needs and difficulties for these workers during the pandemic remain largely unknown.”
To learn more, Dr. Delaney, senior author Angie Fagerlin, PhD, and their colleagues emailed a Qualtrics survey to 27,700 faculty, staff, and trainees at University of Utah Health. The survey was conducted Aug. 5-20, 2020 as part of a quality improvement initiative. All responses were anonymous.
Survey questions included if, because of the pandemic, people had considered leaving the workforce, considered reducing their hours, or experienced reduced productivity. The researchers also asked about career impacts and potential solutions in terms of “work culture adaptations.”
Respondents with children aged under 18 years also were asked about child care options. Dr. Delaney and colleagues also inquired about race and ethnicity because they hypothesized that employees from underrepresented groups would likely experience the pandemic differently.
The mean age of the 5,951 (21%) faculty, staff, and trainees who completed the survey was 40 years. A majority of respondents were women, reflecting the higher proportion of women within the health system.
A majority (86%) identified as White or European American. About two-thirds of respondents (66%) were staff, 16% were faculty, and 13% were trainees.
COVID-19 career concerns
Overall, 1,061 respondents (21%) “moderately or very seriously” considered leaving the workforce and 1,505 (30%) considered reducing hours. Respondents who were younger, married, a member of an underrepresented racial/ethnic group, and worked in a clinical setting were more likely to consider leaving the workforce.
The survey showed 27% felt their productivity increased whereas 39% believed their productivity decreased.
Of the 2,412 survey participants with children aged 18 years or younger, 66% reported that they did not have child care fully available.
“Failure to address and provide for child care has long been one of the many significant deficits in U.S. health care systems,” said Dr. Bernstein, lead author of a March 2021 report evaluating staff emotional support at Montefiore Medical Center during the pandemic in The Joint Commission Journal on Quality and Patient Safety.
Furthermore, 47% were “moderately or very seriously worried” about COVID-19 impacting their career development.
Women trainees were significantly more likely than male counterparts to consider leaving the workforce and reducing their work hours. Women in a faculty or trainee role were also more likely to worry about COVID-19’s impact on their career, compared with men, and compared with women in staff positions.
“It was disheartening to have our data support the gender and racial/ethnic disparity that has been highlighted in the media during the pandemic,” Dr. Delaney said. “Women and in some cases racial/ethnic groups that are underrepresented in medicine were most likely to consider leaving the workforce, reducing hours, and were worried about their career development.
“It is critical that we strategically address these important disparities,” she said.
Women also are disproportionately affected by burnout, particularly during the pandemic, according to an analysis of Medscape’s Physician Burnout and Suicide Report.
Furthermore, the COVID-19 pandemic has shifted the medical specialties now considered highest risk for burnout: critical care physicians ranked first in the report, followed by rheumatologists and infectious disease specialists.
Potential solutions
“Given the disproportionate impact COVID-19 has on employees of health systems, institutions must find ways to support their employees, both in terms of workplace cultural adaptations and assistance with familial responsibilities,” the researchers noted.
Telecommuting policies, scheduling flexibility, and expanding employee support programs are potential solutions. Institutional policies also could address the educational and direct care needs of employee children.
Limitations of the study include its generalizability beyond employees of University of Utah Health. Also, respondents included a lower proportion of racial and ethnic groups, compared with national figures, “although this is mostly accounted for by the overall low population of such groups in the state of Utah,” the researchers added.
“Our results suggest that respondents were struggling during the COVID-19 pandemic,” the researchers noted. “As a result, even after investing substantial amounts of time in years of training, many were considering leaving the workforce because of stress and caregiving responsibilities related to the pandemic.”
The Jon M. Huntsman Presidential Endowed Chair supported the work with a financial award to Dr. Fagerlin. Dr. Delaney and Dr. Bernstein disclosed no relevant financial relationships.
A version of this article first appeared on Medscape.com.
a new survey of more than 5,000 clinicians at an academic medical center illustrates.
About one in five people reported considering leaving the workforce because of the challenges of working during the COVID-19 pandemic. In addition, 30% reported they are considering cutting back work hours.
“There are a substantial number of employees and trainees who are experiencing major stress and work disruptions because of the pandemic,” lead author Rebecca K. Delaney, PhD, said in an interview. “It is particularly alarming that people who have spent 5 or more years in training for their specialty are struggling with their work, so much so that they have even considered leaving the workforce or reducing their hours.”
“Being a caregiver adds another layer of difficulty for faculty, staff, and trainees who are trying to manage work and child care,” added Dr. Delaney, a researcher in the department of population health sciences, University of Utah, Salt Lake City.
The study was published online April 2 in JAMA Network Open.
“This looks like an excellent survey,” Carol A Bernstein, MD, said in an interview when asked to comment. “I do not think it provides particularly new information as these challenges in the workplace, especially for women during COVID, have been well documented in the media and the medical literature to date.”
“That said, to the extent that data helps drive solutions, I would hope that information such as this would be considered as strong further evidence that health care systems must pay close attention to the wellbeing of the workforce,” added Dr. Bernstein, professor and vice chair of faculty development and well-being, departments of psychiatry and behavioral sciences and obstetrics and gynecology and women’s health, Montefiore Medical Center/Albert Einstein College of Medicine, New York.
When the pandemic hits home
A total of 42% of the American workforce rapidly transitioned to working from home at the onset of the COVID-19 pandemic. At the same time, many employees had to provide child care and assistance with schoolwork. This placed a burden on many individuals at academic medical centers, and women in particular.
“Women comprise 74.9% of hospital employees, many of whom are essential clinical workers,” the researchers noted. “The extent of the needs and difficulties for these workers during the pandemic remain largely unknown.”
To learn more, Dr. Delaney, senior author Angie Fagerlin, PhD, and their colleagues emailed a Qualtrics survey to 27,700 faculty, staff, and trainees at University of Utah Health. The survey was conducted Aug. 5-20, 2020 as part of a quality improvement initiative. All responses were anonymous.
Survey questions included if, because of the pandemic, people had considered leaving the workforce, considered reducing their hours, or experienced reduced productivity. The researchers also asked about career impacts and potential solutions in terms of “work culture adaptations.”
Respondents with children aged under 18 years also were asked about child care options. Dr. Delaney and colleagues also inquired about race and ethnicity because they hypothesized that employees from underrepresented groups would likely experience the pandemic differently.
The mean age of the 5,951 (21%) faculty, staff, and trainees who completed the survey was 40 years. A majority of respondents were women, reflecting the higher proportion of women within the health system.
A majority (86%) identified as White or European American. About two-thirds of respondents (66%) were staff, 16% were faculty, and 13% were trainees.
COVID-19 career concerns
Overall, 1,061 respondents (21%) “moderately or very seriously” considered leaving the workforce and 1,505 (30%) considered reducing hours. Respondents who were younger, married, a member of an underrepresented racial/ethnic group, and worked in a clinical setting were more likely to consider leaving the workforce.
The survey showed 27% felt their productivity increased whereas 39% believed their productivity decreased.
Of the 2,412 survey participants with children aged 18 years or younger, 66% reported that they did not have child care fully available.
“Failure to address and provide for child care has long been one of the many significant deficits in U.S. health care systems,” said Dr. Bernstein, lead author of a March 2021 report evaluating staff emotional support at Montefiore Medical Center during the pandemic in The Joint Commission Journal on Quality and Patient Safety.
Furthermore, 47% were “moderately or very seriously worried” about COVID-19 impacting their career development.
Women trainees were significantly more likely than male counterparts to consider leaving the workforce and reducing their work hours. Women in a faculty or trainee role were also more likely to worry about COVID-19’s impact on their career, compared with men, and compared with women in staff positions.
“It was disheartening to have our data support the gender and racial/ethnic disparity that has been highlighted in the media during the pandemic,” Dr. Delaney said. “Women and in some cases racial/ethnic groups that are underrepresented in medicine were most likely to consider leaving the workforce, reducing hours, and were worried about their career development.
“It is critical that we strategically address these important disparities,” she said.
Women also are disproportionately affected by burnout, particularly during the pandemic, according to an analysis of Medscape’s Physician Burnout and Suicide Report.
Furthermore, the COVID-19 pandemic has shifted the medical specialties now considered highest risk for burnout: critical care physicians ranked first in the report, followed by rheumatologists and infectious disease specialists.
Potential solutions
“Given the disproportionate impact COVID-19 has on employees of health systems, institutions must find ways to support their employees, both in terms of workplace cultural adaptations and assistance with familial responsibilities,” the researchers noted.
Telecommuting policies, scheduling flexibility, and expanding employee support programs are potential solutions. Institutional policies also could address the educational and direct care needs of employee children.
Limitations of the study include its generalizability beyond employees of University of Utah Health. Also, respondents included a lower proportion of racial and ethnic groups, compared with national figures, “although this is mostly accounted for by the overall low population of such groups in the state of Utah,” the researchers added.
“Our results suggest that respondents were struggling during the COVID-19 pandemic,” the researchers noted. “As a result, even after investing substantial amounts of time in years of training, many were considering leaving the workforce because of stress and caregiving responsibilities related to the pandemic.”
The Jon M. Huntsman Presidential Endowed Chair supported the work with a financial award to Dr. Fagerlin. Dr. Delaney and Dr. Bernstein disclosed no relevant financial relationships.
A version of this article first appeared on Medscape.com.
Hospital medicine around the world
Similar needs, local adaptations
Hospital medicine has evolved rapidly and spread widely across the United States in the past 25 years in response to the health care system’s needs for patient safety, quality, efficiency, and effective coordination of care in the ever-more complex environment of the acute care hospital.
But hospital care can be just as complex in other countries, so it’s not surprising that there’s a lot of interest around the world in the U.S. model of hospital medicine. But adaptations of that model vary across – and within – countries, reflecting local culture, health care systems, payment models, and approaches to medical education.
Other countries have looked to U.S. experts for consultations, to U.S.-trained doctors who might be willing to relocate, and to the Society of Hospital Medicine as an internationally focused source of networking and other resources. Some U.S.-based institutions, led by the Cleveland Clinic, Johns Hopkins Medicine, and Weill-Cornell Medical School, have established teaching outposts in other countries, with opportunities for resident training that prepares future hospitalists on the ground.
SHM CEO Eric E. Howell, MD, MHM, said that he personally has interacted with developing hospital medicine programs in six countries, who called upon him in part because of his past research on managing length of hospital stays. Dr. Howell counts himself among a few dozen U.S. hospitalists who are regularly invited to come and consult or to give talks to established or developing hospitalist programs in other countries. Because of the COVID-19 epidemic, in-person visits to other countries have largely been curtailed, but that has introduced a more virtual world of online meetings.
“I think the interesting thing about the ‘international consultants’ for hospital medicine is that while they come from professionally diverse backgrounds, they are all working to solve remarkably similar problems: How to make health care more affordable and higher quality while staying abreast of up-to-date best practice for physicians,” he said.
“Hospital care is costly no matter where you go. Other countries are also trying to limit expense in ways that don’t compromise the quality of that care,” Dr. Howell said. Also, hospitalized patients are more complex than ever, with increasing severity of illness and comorbidities, which makes having a hospitalist available on site more important.
Dr. Howell hopes to encourage more dialogue with international colleagues. SHM has established collaborations with medical societies in other countries and makes time at its conferences for international hospitalist participants to meet and share their experiences. Hospitalists from 33 countries were represented at SHM’s 2017 conference, and the upcoming virtual SHM Converge, May 3-7, 2021, includes a dedicated international session. SHM chapters have formed in a number of other countries.
Flora Kisuule, MD, MPH, SFHM, director of the Division of Hospital Medicine at Johns Hopkins Bayview Medical Center in Baltimore, said her international hospital medicine work1 started 7 years ago when she was invited to the Middle East to help Aramco, the Saudi Arabian Oil Company, develop a hospital medicine program based on the U.S. model for its employees. This was a joint venture with Johns Hopkins Medicine. “We went there and looked at their processes and made recommendations such as duration of hospitalist shifts and how to expand the footprint of hospital medicine in the hospital,” she said.
Then Dr. Kisuule was asked to help develop a hospital medicine program in Panama, where the drivers for developing hospital medicine were improving quality of care and ensuring patient safety. The biggest barrier has been remuneration and how to pay salaries that will allow doctors to work at only one hospital. In Panama, doctors typically work at multiple hospitals or clinics so they can earn enough to make ends meet.
The need for professional identity
Arpana Vidyarthi, MD, “grew up” professionally in hospital medicine at the University of California, San Francisco, a pioneering institution for hospital medicine, and in SHM. “We used to say: If you’ve seen one hospital medicine group, you’ve seen one hospital medicine group,” she said.
Dr. Vidyarthi went to Singapore in 2011, taking a job as a hospitalist at Singapore General Hospital and the affiliated Duke–National University Medical School, eventually directing the Division of Advanced Internal Medicine (general and hospital medicine) at the National University Health System, before moving back to UCSF in 2020.
“Professional identity is one of the biggest benefits hospital medicine can bestow in Singapore and across Asia, where general medicine is underdeveloped. Just as it did 20 years ago in the U.S., that professional identity offers a road map to achieving competency in practicing medicine in the hospital setting,” Dr. Vidyarthi said.
At UCSF, the professional identity of a hospitalist is broad but defined. The research agenda, quality, safety, and educational competencies are specific, seen through a system lens, she added. “We take pride in that professional identify. This is an opportunity for countries where general medicine is underdeveloped and undervalued.”
But the term hospital medicine – or the American model – isn’t always welcomed by health care systems in other countries, Dr Vidyarthi said. “The label of 'hospital medicine' brings people together in professional identify, and that professional identity opens doors. But for it to have legs in other countries, those skills need to be of value to the local system. It needs to make sense, as it did in the United States, and to add value for the identified gaps that need to be filled.”
In Singapore, the health care system turned to the model of acute medical units (AMUs) and the acute medicine physician specialty developed in the United Kingdom, which created a new way of delivering care, a new geography of care, and new set of competencies around which to build training and certification.
AMUs manage the majority of acute medical patients who present to the emergency department and get admitted, with initial treatment for a maximum of 72 hours. Acute physicians, trained in the specialty of assessment, diagnosis, and treatment of adult patients with urgent medical needs, work in a unit situated between the emergency department entrance and the specialty care units. This specialty has been recognized since 2009.2
“Acute medicine is the standard care model in the UK and is now found in all government hospitals in Singapore. This model is being adapted across Europe, Asia, and the Pacific Islands,” Dr. Vidyarthi said. “Advantages include the specific geography of the unit, and outcomes that are value-added to these systems such as decreased use of hospital beds in areas with very high bed occupancy rates.”
In many locales, a variety of titles are used to describe doctors who are not hospitalists as we understand them but whose work is based in the hospital, including house officer, duty officer, junior officer, registrar, or general practitioner. Often these hospital-based doctors, who may in fact be residents or nongraduated trainees, lack the training and the scope of practice of a hospitalist. Because they typically need to consult the supervising physician before making inpatient management decisions, they aren’t able to provide the timely response to the patient’s changing medical condition that is needed to manage today’s acute patients.
Defining the fee schedule
In South Korea, a hospitalist model has emerged since 2015 in response to the insufficient number of hospital-based physicians needed to cover all admitted patients and to address related issues of patient safety, health care quality, and limitations on total hours per week medical residents are allowed to work.
South Korea in 1989 adopted a universal National Health Insurance System (NHIS), which took 12 years to implement. But inadequate coverage for medical work in the hospital has deterred physicians from choosing to work there. South Korea had longer lengths of hospital stay, fewer practicing physicians per 1,000 patients, and a much higher number of hospital patients per practicing physician than other countries in the Organization for Economic Cooperation and Development, according to a new study in the Journal of Hospital Medicine detailing hospitalist development in South Korea.3
A council representing leading medical associations was formed to develop a South Korean hospitalist system and charged by the Ministry of Health with designing an official proposal for implementing it. A pilot study focused on quality and on defining a fee schedule for hospital work was tested in four hospitals, and then a second phase in 31 of South Korea’s 344 general hospitals tested the proposed fee schedule, said Wonjeong Chae, MPH, the first named author on the study, based in the Department of Public Health in the College of Medicine at Yonsei University in Seoul. “But we’re still working on making the fee schedule better,” she said.
Ms. Chae estimates that there are about 250 working hospitalists in South Korea today, which leaves a lot of gaps in practice. “We did learn from America, but we have a different system, so the American concept had to be adapted. Hospital medicine is still growing in Korea despite the impact of the pandemic. We are at the beginning stages of development, but we expect it will grow more with government support.”
In Brazil, a handful of hospital medicine pioneers such as Guilherme Barcellos, MD, SFHM, in Porto Alegre have tried to grow the hospitalist model, networking with colleagues across Latin America through the Pan American Society of Hospitalists and the Brazilian chapter of SHM.
Individual hospitals have developed hospitalist programs, but there is no national model to lead the way. Frequent turnover for the Minister of Health position has made it harder to develop consistent national policy, and the country is largely still in the early stages of developing hospital medicine, depending on isolated initiatives, as Dr. Barcellos described it in a November 2015 article in The Hospitalist.4 Growth is slow but continuing, with new programs such as the one led by Reginaldo Filho, MD at Hospital São Vicente in Curitiba standing out in the confrontation against COVID-19, Dr. Barcellos said.
What can we learn from others?
India-born, U.S.-trained hospitalist Anand Kartha, MD, MS, SFHM, currently heads the Hospital Medicine Program at Hamad General Hospital in Doha, Qatar. He moved from Boston to this small nation on the Arabian Peninsula in 2014. Under the leadership of the hospital’s Department of Medicine, this program was developed to address difficulties such as scheduling, transitions of care, and networking with home care and other providers – the same issues seen in hospitals around the world.
These are not novel problems, Dr. Kartha said, but all of them have a common solution in evidence-based practice. “As hospitalists, our key is to collaborate with everyone in the hospital, using the multidisciplinary approach that is a unique feature of hospital medicine.”
The model has continued to spread across hospitals in Qatar, including academic and community programs. “We now have a full-fledged academic hospitalist system, which collaborates with community hospitals and community programs including a women’s hospital and an oncologic hospital,” he said. “Now the focus is on expanding resource capacity and the internal pipeline for hospitalists. I am getting graduates from Weill Cornell Medicine in Qatar.” Another key collaborator has been the Boston-based Institute for Healthcare Improvement, helping to develop best practices in Qatar and sponsoring the annual Middle East Forum on Quality and Safety in Health Care.
The residency training program at Hamad General is accredited by ACGME, with the same expected competencies as in the U.S. “We don’t use the term ‘hospitalist,’ ” Dr. Kartha said. “It’s better to focus on the model of care – which clearly was American. That model has encountered some resistance in some countries – on many of the same grounds U.S. hospitalists faced 20 years ago. You have to be sensitive to local culture. For hospitalists to succeed internationally, they have to possess a high degree of cultural intelligence.” There’s no shortage of issues such as language barriers, he said. “But that’s no different than at Boston Medical Center.”
SHM’s Middle East Chapter was off to a great start and then was slowed down by regional politics and COVID-19, but is looking forward to a great reboot in 2021, Dr. Kartha said. The pandemic also has been an opportunity to show how hospital medicine is the backbone of the hospital’s ability to respond, although of course many other professionals also pitched in.
Other countries around the world have learned a lot from the American model of hospital medicine. But sources for this article wonder if U.S. hospitalists, in turn, could learn from their adaptations and innovations.
“We can all learn better how to practice our field of medicine in the hospital with less resource utilization,” Dr. Vidyarthi concluded. “So many innovations are happening around us. If we open our eyes to our global colleagues and infuse some of their ideas, it could be wonderful for hospital professionals in the United States.”
References
1. Kisuule F, Howell E. Hospital medicine beyond the United States. Int J Gen Med. 2018;11:65-71. doi: 10.2147/IJGM.S151275.
2. Stosic J et al. The acute physician: The future of acute hospital care in the UK. Clin Med (Lond). 2010 Apr; 10(2):145-7. doi: 10.7861/clinmedicine.10-2-145.
3. Yan Y et al. Adoption of Hospitalist Care in Asia: Experiences From Singapore, Taiwan, Korea, and Japan. J Hosp Med. Published Online First 2021 June 11. doi: 10.12788/jhm.3621.
4. Beresford L. Hospital medicine flourishing around the world. The Hospitalist. Nov 2015.
Similar needs, local adaptations
Similar needs, local adaptations
Hospital medicine has evolved rapidly and spread widely across the United States in the past 25 years in response to the health care system’s needs for patient safety, quality, efficiency, and effective coordination of care in the ever-more complex environment of the acute care hospital.
But hospital care can be just as complex in other countries, so it’s not surprising that there’s a lot of interest around the world in the U.S. model of hospital medicine. But adaptations of that model vary across – and within – countries, reflecting local culture, health care systems, payment models, and approaches to medical education.
Other countries have looked to U.S. experts for consultations, to U.S.-trained doctors who might be willing to relocate, and to the Society of Hospital Medicine as an internationally focused source of networking and other resources. Some U.S.-based institutions, led by the Cleveland Clinic, Johns Hopkins Medicine, and Weill-Cornell Medical School, have established teaching outposts in other countries, with opportunities for resident training that prepares future hospitalists on the ground.
SHM CEO Eric E. Howell, MD, MHM, said that he personally has interacted with developing hospital medicine programs in six countries, who called upon him in part because of his past research on managing length of hospital stays. Dr. Howell counts himself among a few dozen U.S. hospitalists who are regularly invited to come and consult or to give talks to established or developing hospitalist programs in other countries. Because of the COVID-19 epidemic, in-person visits to other countries have largely been curtailed, but that has introduced a more virtual world of online meetings.
“I think the interesting thing about the ‘international consultants’ for hospital medicine is that while they come from professionally diverse backgrounds, they are all working to solve remarkably similar problems: How to make health care more affordable and higher quality while staying abreast of up-to-date best practice for physicians,” he said.
“Hospital care is costly no matter where you go. Other countries are also trying to limit expense in ways that don’t compromise the quality of that care,” Dr. Howell said. Also, hospitalized patients are more complex than ever, with increasing severity of illness and comorbidities, which makes having a hospitalist available on site more important.
Dr. Howell hopes to encourage more dialogue with international colleagues. SHM has established collaborations with medical societies in other countries and makes time at its conferences for international hospitalist participants to meet and share their experiences. Hospitalists from 33 countries were represented at SHM’s 2017 conference, and the upcoming virtual SHM Converge, May 3-7, 2021, includes a dedicated international session. SHM chapters have formed in a number of other countries.
Flora Kisuule, MD, MPH, SFHM, director of the Division of Hospital Medicine at Johns Hopkins Bayview Medical Center in Baltimore, said her international hospital medicine work1 started 7 years ago when she was invited to the Middle East to help Aramco, the Saudi Arabian Oil Company, develop a hospital medicine program based on the U.S. model for its employees. This was a joint venture with Johns Hopkins Medicine. “We went there and looked at their processes and made recommendations such as duration of hospitalist shifts and how to expand the footprint of hospital medicine in the hospital,” she said.
Then Dr. Kisuule was asked to help develop a hospital medicine program in Panama, where the drivers for developing hospital medicine were improving quality of care and ensuring patient safety. The biggest barrier has been remuneration and how to pay salaries that will allow doctors to work at only one hospital. In Panama, doctors typically work at multiple hospitals or clinics so they can earn enough to make ends meet.
The need for professional identity
Arpana Vidyarthi, MD, “grew up” professionally in hospital medicine at the University of California, San Francisco, a pioneering institution for hospital medicine, and in SHM. “We used to say: If you’ve seen one hospital medicine group, you’ve seen one hospital medicine group,” she said.
Dr. Vidyarthi went to Singapore in 2011, taking a job as a hospitalist at Singapore General Hospital and the affiliated Duke–National University Medical School, eventually directing the Division of Advanced Internal Medicine (general and hospital medicine) at the National University Health System, before moving back to UCSF in 2020.
“Professional identity is one of the biggest benefits hospital medicine can bestow in Singapore and across Asia, where general medicine is underdeveloped. Just as it did 20 years ago in the U.S., that professional identity offers a road map to achieving competency in practicing medicine in the hospital setting,” Dr. Vidyarthi said.
At UCSF, the professional identity of a hospitalist is broad but defined. The research agenda, quality, safety, and educational competencies are specific, seen through a system lens, she added. “We take pride in that professional identify. This is an opportunity for countries where general medicine is underdeveloped and undervalued.”
But the term hospital medicine – or the American model – isn’t always welcomed by health care systems in other countries, Dr Vidyarthi said. “The label of 'hospital medicine' brings people together in professional identify, and that professional identity opens doors. But for it to have legs in other countries, those skills need to be of value to the local system. It needs to make sense, as it did in the United States, and to add value for the identified gaps that need to be filled.”
In Singapore, the health care system turned to the model of acute medical units (AMUs) and the acute medicine physician specialty developed in the United Kingdom, which created a new way of delivering care, a new geography of care, and new set of competencies around which to build training and certification.
AMUs manage the majority of acute medical patients who present to the emergency department and get admitted, with initial treatment for a maximum of 72 hours. Acute physicians, trained in the specialty of assessment, diagnosis, and treatment of adult patients with urgent medical needs, work in a unit situated between the emergency department entrance and the specialty care units. This specialty has been recognized since 2009.2
“Acute medicine is the standard care model in the UK and is now found in all government hospitals in Singapore. This model is being adapted across Europe, Asia, and the Pacific Islands,” Dr. Vidyarthi said. “Advantages include the specific geography of the unit, and outcomes that are value-added to these systems such as decreased use of hospital beds in areas with very high bed occupancy rates.”
In many locales, a variety of titles are used to describe doctors who are not hospitalists as we understand them but whose work is based in the hospital, including house officer, duty officer, junior officer, registrar, or general practitioner. Often these hospital-based doctors, who may in fact be residents or nongraduated trainees, lack the training and the scope of practice of a hospitalist. Because they typically need to consult the supervising physician before making inpatient management decisions, they aren’t able to provide the timely response to the patient’s changing medical condition that is needed to manage today’s acute patients.
Defining the fee schedule
In South Korea, a hospitalist model has emerged since 2015 in response to the insufficient number of hospital-based physicians needed to cover all admitted patients and to address related issues of patient safety, health care quality, and limitations on total hours per week medical residents are allowed to work.
South Korea in 1989 adopted a universal National Health Insurance System (NHIS), which took 12 years to implement. But inadequate coverage for medical work in the hospital has deterred physicians from choosing to work there. South Korea had longer lengths of hospital stay, fewer practicing physicians per 1,000 patients, and a much higher number of hospital patients per practicing physician than other countries in the Organization for Economic Cooperation and Development, according to a new study in the Journal of Hospital Medicine detailing hospitalist development in South Korea.3
A council representing leading medical associations was formed to develop a South Korean hospitalist system and charged by the Ministry of Health with designing an official proposal for implementing it. A pilot study focused on quality and on defining a fee schedule for hospital work was tested in four hospitals, and then a second phase in 31 of South Korea’s 344 general hospitals tested the proposed fee schedule, said Wonjeong Chae, MPH, the first named author on the study, based in the Department of Public Health in the College of Medicine at Yonsei University in Seoul. “But we’re still working on making the fee schedule better,” she said.
Ms. Chae estimates that there are about 250 working hospitalists in South Korea today, which leaves a lot of gaps in practice. “We did learn from America, but we have a different system, so the American concept had to be adapted. Hospital medicine is still growing in Korea despite the impact of the pandemic. We are at the beginning stages of development, but we expect it will grow more with government support.”
In Brazil, a handful of hospital medicine pioneers such as Guilherme Barcellos, MD, SFHM, in Porto Alegre have tried to grow the hospitalist model, networking with colleagues across Latin America through the Pan American Society of Hospitalists and the Brazilian chapter of SHM.
Individual hospitals have developed hospitalist programs, but there is no national model to lead the way. Frequent turnover for the Minister of Health position has made it harder to develop consistent national policy, and the country is largely still in the early stages of developing hospital medicine, depending on isolated initiatives, as Dr. Barcellos described it in a November 2015 article in The Hospitalist.4 Growth is slow but continuing, with new programs such as the one led by Reginaldo Filho, MD at Hospital São Vicente in Curitiba standing out in the confrontation against COVID-19, Dr. Barcellos said.
What can we learn from others?
India-born, U.S.-trained hospitalist Anand Kartha, MD, MS, SFHM, currently heads the Hospital Medicine Program at Hamad General Hospital in Doha, Qatar. He moved from Boston to this small nation on the Arabian Peninsula in 2014. Under the leadership of the hospital’s Department of Medicine, this program was developed to address difficulties such as scheduling, transitions of care, and networking with home care and other providers – the same issues seen in hospitals around the world.
These are not novel problems, Dr. Kartha said, but all of them have a common solution in evidence-based practice. “As hospitalists, our key is to collaborate with everyone in the hospital, using the multidisciplinary approach that is a unique feature of hospital medicine.”
The model has continued to spread across hospitals in Qatar, including academic and community programs. “We now have a full-fledged academic hospitalist system, which collaborates with community hospitals and community programs including a women’s hospital and an oncologic hospital,” he said. “Now the focus is on expanding resource capacity and the internal pipeline for hospitalists. I am getting graduates from Weill Cornell Medicine in Qatar.” Another key collaborator has been the Boston-based Institute for Healthcare Improvement, helping to develop best practices in Qatar and sponsoring the annual Middle East Forum on Quality and Safety in Health Care.
The residency training program at Hamad General is accredited by ACGME, with the same expected competencies as in the U.S. “We don’t use the term ‘hospitalist,’ ” Dr. Kartha said. “It’s better to focus on the model of care – which clearly was American. That model has encountered some resistance in some countries – on many of the same grounds U.S. hospitalists faced 20 years ago. You have to be sensitive to local culture. For hospitalists to succeed internationally, they have to possess a high degree of cultural intelligence.” There’s no shortage of issues such as language barriers, he said. “But that’s no different than at Boston Medical Center.”
SHM’s Middle East Chapter was off to a great start and then was slowed down by regional politics and COVID-19, but is looking forward to a great reboot in 2021, Dr. Kartha said. The pandemic also has been an opportunity to show how hospital medicine is the backbone of the hospital’s ability to respond, although of course many other professionals also pitched in.
Other countries around the world have learned a lot from the American model of hospital medicine. But sources for this article wonder if U.S. hospitalists, in turn, could learn from their adaptations and innovations.
“We can all learn better how to practice our field of medicine in the hospital with less resource utilization,” Dr. Vidyarthi concluded. “So many innovations are happening around us. If we open our eyes to our global colleagues and infuse some of their ideas, it could be wonderful for hospital professionals in the United States.”
References
1. Kisuule F, Howell E. Hospital medicine beyond the United States. Int J Gen Med. 2018;11:65-71. doi: 10.2147/IJGM.S151275.
2. Stosic J et al. The acute physician: The future of acute hospital care in the UK. Clin Med (Lond). 2010 Apr; 10(2):145-7. doi: 10.7861/clinmedicine.10-2-145.
3. Yan Y et al. Adoption of Hospitalist Care in Asia: Experiences From Singapore, Taiwan, Korea, and Japan. J Hosp Med. Published Online First 2021 June 11. doi: 10.12788/jhm.3621.
4. Beresford L. Hospital medicine flourishing around the world. The Hospitalist. Nov 2015.
Hospital medicine has evolved rapidly and spread widely across the United States in the past 25 years in response to the health care system’s needs for patient safety, quality, efficiency, and effective coordination of care in the ever-more complex environment of the acute care hospital.
But hospital care can be just as complex in other countries, so it’s not surprising that there’s a lot of interest around the world in the U.S. model of hospital medicine. But adaptations of that model vary across – and within – countries, reflecting local culture, health care systems, payment models, and approaches to medical education.
Other countries have looked to U.S. experts for consultations, to U.S.-trained doctors who might be willing to relocate, and to the Society of Hospital Medicine as an internationally focused source of networking and other resources. Some U.S.-based institutions, led by the Cleveland Clinic, Johns Hopkins Medicine, and Weill-Cornell Medical School, have established teaching outposts in other countries, with opportunities for resident training that prepares future hospitalists on the ground.
SHM CEO Eric E. Howell, MD, MHM, said that he personally has interacted with developing hospital medicine programs in six countries, who called upon him in part because of his past research on managing length of hospital stays. Dr. Howell counts himself among a few dozen U.S. hospitalists who are regularly invited to come and consult or to give talks to established or developing hospitalist programs in other countries. Because of the COVID-19 epidemic, in-person visits to other countries have largely been curtailed, but that has introduced a more virtual world of online meetings.
“I think the interesting thing about the ‘international consultants’ for hospital medicine is that while they come from professionally diverse backgrounds, they are all working to solve remarkably similar problems: How to make health care more affordable and higher quality while staying abreast of up-to-date best practice for physicians,” he said.
“Hospital care is costly no matter where you go. Other countries are also trying to limit expense in ways that don’t compromise the quality of that care,” Dr. Howell said. Also, hospitalized patients are more complex than ever, with increasing severity of illness and comorbidities, which makes having a hospitalist available on site more important.
Dr. Howell hopes to encourage more dialogue with international colleagues. SHM has established collaborations with medical societies in other countries and makes time at its conferences for international hospitalist participants to meet and share their experiences. Hospitalists from 33 countries were represented at SHM’s 2017 conference, and the upcoming virtual SHM Converge, May 3-7, 2021, includes a dedicated international session. SHM chapters have formed in a number of other countries.
Flora Kisuule, MD, MPH, SFHM, director of the Division of Hospital Medicine at Johns Hopkins Bayview Medical Center in Baltimore, said her international hospital medicine work1 started 7 years ago when she was invited to the Middle East to help Aramco, the Saudi Arabian Oil Company, develop a hospital medicine program based on the U.S. model for its employees. This was a joint venture with Johns Hopkins Medicine. “We went there and looked at their processes and made recommendations such as duration of hospitalist shifts and how to expand the footprint of hospital medicine in the hospital,” she said.
Then Dr. Kisuule was asked to help develop a hospital medicine program in Panama, where the drivers for developing hospital medicine were improving quality of care and ensuring patient safety. The biggest barrier has been remuneration and how to pay salaries that will allow doctors to work at only one hospital. In Panama, doctors typically work at multiple hospitals or clinics so they can earn enough to make ends meet.
The need for professional identity
Arpana Vidyarthi, MD, “grew up” professionally in hospital medicine at the University of California, San Francisco, a pioneering institution for hospital medicine, and in SHM. “We used to say: If you’ve seen one hospital medicine group, you’ve seen one hospital medicine group,” she said.
Dr. Vidyarthi went to Singapore in 2011, taking a job as a hospitalist at Singapore General Hospital and the affiliated Duke–National University Medical School, eventually directing the Division of Advanced Internal Medicine (general and hospital medicine) at the National University Health System, before moving back to UCSF in 2020.
“Professional identity is one of the biggest benefits hospital medicine can bestow in Singapore and across Asia, where general medicine is underdeveloped. Just as it did 20 years ago in the U.S., that professional identity offers a road map to achieving competency in practicing medicine in the hospital setting,” Dr. Vidyarthi said.
At UCSF, the professional identity of a hospitalist is broad but defined. The research agenda, quality, safety, and educational competencies are specific, seen through a system lens, she added. “We take pride in that professional identify. This is an opportunity for countries where general medicine is underdeveloped and undervalued.”
But the term hospital medicine – or the American model – isn’t always welcomed by health care systems in other countries, Dr Vidyarthi said. “The label of 'hospital medicine' brings people together in professional identify, and that professional identity opens doors. But for it to have legs in other countries, those skills need to be of value to the local system. It needs to make sense, as it did in the United States, and to add value for the identified gaps that need to be filled.”
In Singapore, the health care system turned to the model of acute medical units (AMUs) and the acute medicine physician specialty developed in the United Kingdom, which created a new way of delivering care, a new geography of care, and new set of competencies around which to build training and certification.
AMUs manage the majority of acute medical patients who present to the emergency department and get admitted, with initial treatment for a maximum of 72 hours. Acute physicians, trained in the specialty of assessment, diagnosis, and treatment of adult patients with urgent medical needs, work in a unit situated between the emergency department entrance and the specialty care units. This specialty has been recognized since 2009.2
“Acute medicine is the standard care model in the UK and is now found in all government hospitals in Singapore. This model is being adapted across Europe, Asia, and the Pacific Islands,” Dr. Vidyarthi said. “Advantages include the specific geography of the unit, and outcomes that are value-added to these systems such as decreased use of hospital beds in areas with very high bed occupancy rates.”
In many locales, a variety of titles are used to describe doctors who are not hospitalists as we understand them but whose work is based in the hospital, including house officer, duty officer, junior officer, registrar, or general practitioner. Often these hospital-based doctors, who may in fact be residents or nongraduated trainees, lack the training and the scope of practice of a hospitalist. Because they typically need to consult the supervising physician before making inpatient management decisions, they aren’t able to provide the timely response to the patient’s changing medical condition that is needed to manage today’s acute patients.
Defining the fee schedule
In South Korea, a hospitalist model has emerged since 2015 in response to the insufficient number of hospital-based physicians needed to cover all admitted patients and to address related issues of patient safety, health care quality, and limitations on total hours per week medical residents are allowed to work.
South Korea in 1989 adopted a universal National Health Insurance System (NHIS), which took 12 years to implement. But inadequate coverage for medical work in the hospital has deterred physicians from choosing to work there. South Korea had longer lengths of hospital stay, fewer practicing physicians per 1,000 patients, and a much higher number of hospital patients per practicing physician than other countries in the Organization for Economic Cooperation and Development, according to a new study in the Journal of Hospital Medicine detailing hospitalist development in South Korea.3
A council representing leading medical associations was formed to develop a South Korean hospitalist system and charged by the Ministry of Health with designing an official proposal for implementing it. A pilot study focused on quality and on defining a fee schedule for hospital work was tested in four hospitals, and then a second phase in 31 of South Korea’s 344 general hospitals tested the proposed fee schedule, said Wonjeong Chae, MPH, the first named author on the study, based in the Department of Public Health in the College of Medicine at Yonsei University in Seoul. “But we’re still working on making the fee schedule better,” she said.
Ms. Chae estimates that there are about 250 working hospitalists in South Korea today, which leaves a lot of gaps in practice. “We did learn from America, but we have a different system, so the American concept had to be adapted. Hospital medicine is still growing in Korea despite the impact of the pandemic. We are at the beginning stages of development, but we expect it will grow more with government support.”
In Brazil, a handful of hospital medicine pioneers such as Guilherme Barcellos, MD, SFHM, in Porto Alegre have tried to grow the hospitalist model, networking with colleagues across Latin America through the Pan American Society of Hospitalists and the Brazilian chapter of SHM.
Individual hospitals have developed hospitalist programs, but there is no national model to lead the way. Frequent turnover for the Minister of Health position has made it harder to develop consistent national policy, and the country is largely still in the early stages of developing hospital medicine, depending on isolated initiatives, as Dr. Barcellos described it in a November 2015 article in The Hospitalist.4 Growth is slow but continuing, with new programs such as the one led by Reginaldo Filho, MD at Hospital São Vicente in Curitiba standing out in the confrontation against COVID-19, Dr. Barcellos said.
What can we learn from others?
India-born, U.S.-trained hospitalist Anand Kartha, MD, MS, SFHM, currently heads the Hospital Medicine Program at Hamad General Hospital in Doha, Qatar. He moved from Boston to this small nation on the Arabian Peninsula in 2014. Under the leadership of the hospital’s Department of Medicine, this program was developed to address difficulties such as scheduling, transitions of care, and networking with home care and other providers – the same issues seen in hospitals around the world.
These are not novel problems, Dr. Kartha said, but all of them have a common solution in evidence-based practice. “As hospitalists, our key is to collaborate with everyone in the hospital, using the multidisciplinary approach that is a unique feature of hospital medicine.”
The model has continued to spread across hospitals in Qatar, including academic and community programs. “We now have a full-fledged academic hospitalist system, which collaborates with community hospitals and community programs including a women’s hospital and an oncologic hospital,” he said. “Now the focus is on expanding resource capacity and the internal pipeline for hospitalists. I am getting graduates from Weill Cornell Medicine in Qatar.” Another key collaborator has been the Boston-based Institute for Healthcare Improvement, helping to develop best practices in Qatar and sponsoring the annual Middle East Forum on Quality and Safety in Health Care.
The residency training program at Hamad General is accredited by ACGME, with the same expected competencies as in the U.S. “We don’t use the term ‘hospitalist,’ ” Dr. Kartha said. “It’s better to focus on the model of care – which clearly was American. That model has encountered some resistance in some countries – on many of the same grounds U.S. hospitalists faced 20 years ago. You have to be sensitive to local culture. For hospitalists to succeed internationally, they have to possess a high degree of cultural intelligence.” There’s no shortage of issues such as language barriers, he said. “But that’s no different than at Boston Medical Center.”
SHM’s Middle East Chapter was off to a great start and then was slowed down by regional politics and COVID-19, but is looking forward to a great reboot in 2021, Dr. Kartha said. The pandemic also has been an opportunity to show how hospital medicine is the backbone of the hospital’s ability to respond, although of course many other professionals also pitched in.
Other countries around the world have learned a lot from the American model of hospital medicine. But sources for this article wonder if U.S. hospitalists, in turn, could learn from their adaptations and innovations.
“We can all learn better how to practice our field of medicine in the hospital with less resource utilization,” Dr. Vidyarthi concluded. “So many innovations are happening around us. If we open our eyes to our global colleagues and infuse some of their ideas, it could be wonderful for hospital professionals in the United States.”
References
1. Kisuule F, Howell E. Hospital medicine beyond the United States. Int J Gen Med. 2018;11:65-71. doi: 10.2147/IJGM.S151275.
2. Stosic J et al. The acute physician: The future of acute hospital care in the UK. Clin Med (Lond). 2010 Apr; 10(2):145-7. doi: 10.7861/clinmedicine.10-2-145.
3. Yan Y et al. Adoption of Hospitalist Care in Asia: Experiences From Singapore, Taiwan, Korea, and Japan. J Hosp Med. Published Online First 2021 June 11. doi: 10.12788/jhm.3621.
4. Beresford L. Hospital medicine flourishing around the world. The Hospitalist. Nov 2015.
Do you want to become a hospitalist leader?
Learn how or even whether you should
Have you ever thought you could be a leader, in your hospitalist group, in hospital administration, or at another institution? The reasons to seek a leadership role as a hospitalist are many, but there are also many drawbacks. According to hospitalists who have reached high rungs on the leadership ladder, you will need a blend of desire, enthusiasm, education, and experience if you want to succeed in leadership.
The right reasons
“People who make good leaders have a sense of purpose and want to make a difference,” said Eric Howell, MD, MHM, CEO of the Society of Hospital Medicine, and former chief of medical units at Johns Hopkins Bayview in Baltimore. “I think most hospitalists have that sense of wanting to help patients and society, so that’s a strong mission in itself. Just by training and the very design of our health care system, hospitalists are often natural leaders, and in leadership roles, because they run teams of clinicians and train medical students.”
Danielle Scheurer, MD, SFHM, chief quality officer and professor of medicine at the Medical University of South Carolina, and current president of SHM, said some hospitalists end up in leadership roles almost by accident – because there is a leadership “void” in the health system where they work, and no one else wants to step up. Others disconnect from the leadership track and are happy to simply be part of a team.
“If you are yearning to make a difference and that’s your motivation then you will find leadership is more fulfilling than difficult,” she said. “But if you take a leadership role to fill a void or think you just want to take some nonclinical time, it’s probably not a good idea. Some people think administrative leadership is easier than being a hospitalist, but it is not. Leadership should not be about getting away from something else. It should be a thoughtful career move, and if it is, being a leader can be meaningful and fulfilling.”
Nancy Spector, MD, the vice dean for faculty and executive director of the Executive Leadership in Academic Medicine program at Drexel University College of Medicine in Philadelphia, said a willingness to fail is vital for a leader. “You have to be open to successes, yes, but also to making mistakes,” she said. “It’s about honing the skills that leadership requires and be open to development and change.”
Kierstin Cates Kennedy, MD, SFHM, chief of hospital medicine at the University of Alabama at Birmingham, said that a hospitalist fresh out of residency will gain insight into whether leadership is the right path by acquiring a deeper understanding of how health care institutions work.
“When you are new to the hospital, you see how things work, how people interact with each other, and learn the politics,” she said. “One of the easiest ways to do it is get involved in a committee and be a part of meetings. You can have some input and get exposure to other leaders and they can learn more about you. Once you get an organizational understanding under your belt, then you can start taking on projects to gain even more understanding.”
Still up for it?
If you think you have the commitment and desire for leadership as an early career hospitalist, how would you continue down the leadership path?
“A great way is to find a person you want to be like, who could be a mentor. Find a successful leader that you admire, and one who is willing to guide you,” Dr. Howell said. “Books are helpful as well, and I still find I’m learning today – I have a list that includes Drive by Daniel Pink and Good to Great by Jim Collins. There are Malcolm Gladwell books that also have terrific knowledge to impart.”
Mark W. Shen, MD, SFHM, associate professor at Dell Medical School at the University of Texas at Austin and former president of St. Louis Children’s Hospital, said potential hospitalist leaders must be aware of their fellow clinicians.
“Pay attention to the needs of the hospitalist group as they are articulated by the lead hospitalist, the administration, and the patients,” he said. “There are so many activities that come up on a day-in, day-out basis. You should jump in and volunteer to take the lead on some of those activities. Leading your peers is often one of the most challenging parts of leadership. I think taking on even just a small activity like, say, working on a clinical pathway for the group, will result in a lot of preparation for future leadership roles.”
An example of an early career activity that Dr. Shen felt was valuable to future leaders was helping in the development of a hospitalist core curriculum. “We would use the core curriculum to educate students and residents coming through our rotation and have some degree of commonality or standardization,” he said. “So even though I wasn’t an explicit leader of the hospitalist group at the time, I’d say that helping develop the core curriculum aided me in understanding what leadership was all about.”
Getting started in a leadership role, Dr. Spector said, can be helped by embracing a knowledge of the business of medicine. “Business and finance are a reality you shouldn’t avoid,” she said. “Another way to learn is to partner with your local administrators or whoever is running your division or your department. There are business managers and business partners in every institution, and you can learn a great deal from them. It’s important to network and get to know people because we’re a people business, and opportunity comes when people know who you are.”
Dr. Howell noted that advocating for yourself is sometimes hard, and it can be a red flag in some circumstances, but you should tell your bosses where you want to go professionally.
“You can say that you want to grow professionally, and let’s face it, there are naturally-inclined leaders. We all need to be transparent in goal paths,” he said. “But if you want a leadership role for power, money, and prestige then you’re not applying the right thinking. If you want to help others and you have a mission you believe in, then communicate that to your bosses.”
Dr. Scheurer believes choosing between clinical and administrative leadership is not so clear cut, because in the health care setting they tend to morph into each other. “Many times clinicians will end up taking on a leadership role that has a significant administrative component to it,” she said. “I do think if clinicians make a career move and get the right training then they can be exemplary leaders in health care, but I do worry a little about clinicians going into leadership roles without any formal training. They are usually well-intentioned but that’s not enough. It’s not any different than medical training. If you want to be a good leader you need training to develop your skills, and a lot of those skills do not come naturally or easily. We thrust good clinicians into leadership roles because they are good clinicians, but if they don’t have the right skills, being a leader can be a problem.”
How do leaders improve?
If you have made it to a leadership position, and have been in that role for a while, you might start to feel you are stuck in your growth trajectory. If so, how do you continue to improve?
According to Dr. Kennedy, whether you are looking to get into leadership or want to improve, focusing on emotional intelligence is important. “A book like Emotional Intelligence 2.0 by Travis Bradbury is a great introduction,” she said. “With my leadership team, we did a book club where we read Primal Leadership, which is focused on emotional intelligence and on aspects like setting a culture.”
Dr. Howell said that to grow as a leader, be careful what you say no to. “I used to talk about having a tag line that was ‘just say yes,’” he said. “At least try to say yes most of the time because it opens up opportunities and shows you are looking to do more, not less.”
Also, Dr. Howell recommends that leaders look for tools that minimize blind spots and get information from staff through survey assessments. “Get the input of others on your strengths and weaknesses,” he said. “Nurses, doctors, and sometimes patients can give you good information that will help you grow as a leader. Don’t be afraid of feedback.”
Never stop learning
Dr. Scheurer said it is important to recognize that you are never finished learning when you are a leader.
“See leadership as a continuous learning journey. You can never be too good of a leader in medicine,” she said. “Never stop learning, because the field keeps changing and you have to constantly learn and find pleasure in that learning. You should look at leadership the same way. A lot of leadership theories change with the times and you should always try to get good advice. You don’t take every piece of advice – just like in medicine when you read an article and you try to apply it to patients in your practice. Take some advice, leave some advice, and develop a leadership style that is genuine and authentic.”
Dr. Kennedy believes that a hospitalist’s leadership potential may be limited if you see continued learning as a chore, rather than an opportunity.
“If you resent it learning about leadership, then is it really for you?” she asked. “I find myself reading on the topic or talking about it, and it’s fun. How do you make an environment work better, how do you inspire people, how do you help them grow? These are some of the most important questions leaders face. Isn’t it fun if you can find some answers?”
Learn how or even whether you should
Learn how or even whether you should
Have you ever thought you could be a leader, in your hospitalist group, in hospital administration, or at another institution? The reasons to seek a leadership role as a hospitalist are many, but there are also many drawbacks. According to hospitalists who have reached high rungs on the leadership ladder, you will need a blend of desire, enthusiasm, education, and experience if you want to succeed in leadership.
The right reasons
“People who make good leaders have a sense of purpose and want to make a difference,” said Eric Howell, MD, MHM, CEO of the Society of Hospital Medicine, and former chief of medical units at Johns Hopkins Bayview in Baltimore. “I think most hospitalists have that sense of wanting to help patients and society, so that’s a strong mission in itself. Just by training and the very design of our health care system, hospitalists are often natural leaders, and in leadership roles, because they run teams of clinicians and train medical students.”
Danielle Scheurer, MD, SFHM, chief quality officer and professor of medicine at the Medical University of South Carolina, and current president of SHM, said some hospitalists end up in leadership roles almost by accident – because there is a leadership “void” in the health system where they work, and no one else wants to step up. Others disconnect from the leadership track and are happy to simply be part of a team.
“If you are yearning to make a difference and that’s your motivation then you will find leadership is more fulfilling than difficult,” she said. “But if you take a leadership role to fill a void or think you just want to take some nonclinical time, it’s probably not a good idea. Some people think administrative leadership is easier than being a hospitalist, but it is not. Leadership should not be about getting away from something else. It should be a thoughtful career move, and if it is, being a leader can be meaningful and fulfilling.”
Nancy Spector, MD, the vice dean for faculty and executive director of the Executive Leadership in Academic Medicine program at Drexel University College of Medicine in Philadelphia, said a willingness to fail is vital for a leader. “You have to be open to successes, yes, but also to making mistakes,” she said. “It’s about honing the skills that leadership requires and be open to development and change.”
Kierstin Cates Kennedy, MD, SFHM, chief of hospital medicine at the University of Alabama at Birmingham, said that a hospitalist fresh out of residency will gain insight into whether leadership is the right path by acquiring a deeper understanding of how health care institutions work.
“When you are new to the hospital, you see how things work, how people interact with each other, and learn the politics,” she said. “One of the easiest ways to do it is get involved in a committee and be a part of meetings. You can have some input and get exposure to other leaders and they can learn more about you. Once you get an organizational understanding under your belt, then you can start taking on projects to gain even more understanding.”
Still up for it?
If you think you have the commitment and desire for leadership as an early career hospitalist, how would you continue down the leadership path?
“A great way is to find a person you want to be like, who could be a mentor. Find a successful leader that you admire, and one who is willing to guide you,” Dr. Howell said. “Books are helpful as well, and I still find I’m learning today – I have a list that includes Drive by Daniel Pink and Good to Great by Jim Collins. There are Malcolm Gladwell books that also have terrific knowledge to impart.”
Mark W. Shen, MD, SFHM, associate professor at Dell Medical School at the University of Texas at Austin and former president of St. Louis Children’s Hospital, said potential hospitalist leaders must be aware of their fellow clinicians.
“Pay attention to the needs of the hospitalist group as they are articulated by the lead hospitalist, the administration, and the patients,” he said. “There are so many activities that come up on a day-in, day-out basis. You should jump in and volunteer to take the lead on some of those activities. Leading your peers is often one of the most challenging parts of leadership. I think taking on even just a small activity like, say, working on a clinical pathway for the group, will result in a lot of preparation for future leadership roles.”
An example of an early career activity that Dr. Shen felt was valuable to future leaders was helping in the development of a hospitalist core curriculum. “We would use the core curriculum to educate students and residents coming through our rotation and have some degree of commonality or standardization,” he said. “So even though I wasn’t an explicit leader of the hospitalist group at the time, I’d say that helping develop the core curriculum aided me in understanding what leadership was all about.”
Getting started in a leadership role, Dr. Spector said, can be helped by embracing a knowledge of the business of medicine. “Business and finance are a reality you shouldn’t avoid,” she said. “Another way to learn is to partner with your local administrators or whoever is running your division or your department. There are business managers and business partners in every institution, and you can learn a great deal from them. It’s important to network and get to know people because we’re a people business, and opportunity comes when people know who you are.”
Dr. Howell noted that advocating for yourself is sometimes hard, and it can be a red flag in some circumstances, but you should tell your bosses where you want to go professionally.
“You can say that you want to grow professionally, and let’s face it, there are naturally-inclined leaders. We all need to be transparent in goal paths,” he said. “But if you want a leadership role for power, money, and prestige then you’re not applying the right thinking. If you want to help others and you have a mission you believe in, then communicate that to your bosses.”
Dr. Scheurer believes choosing between clinical and administrative leadership is not so clear cut, because in the health care setting they tend to morph into each other. “Many times clinicians will end up taking on a leadership role that has a significant administrative component to it,” she said. “I do think if clinicians make a career move and get the right training then they can be exemplary leaders in health care, but I do worry a little about clinicians going into leadership roles without any formal training. They are usually well-intentioned but that’s not enough. It’s not any different than medical training. If you want to be a good leader you need training to develop your skills, and a lot of those skills do not come naturally or easily. We thrust good clinicians into leadership roles because they are good clinicians, but if they don’t have the right skills, being a leader can be a problem.”
How do leaders improve?
If you have made it to a leadership position, and have been in that role for a while, you might start to feel you are stuck in your growth trajectory. If so, how do you continue to improve?
According to Dr. Kennedy, whether you are looking to get into leadership or want to improve, focusing on emotional intelligence is important. “A book like Emotional Intelligence 2.0 by Travis Bradbury is a great introduction,” she said. “With my leadership team, we did a book club where we read Primal Leadership, which is focused on emotional intelligence and on aspects like setting a culture.”
Dr. Howell said that to grow as a leader, be careful what you say no to. “I used to talk about having a tag line that was ‘just say yes,’” he said. “At least try to say yes most of the time because it opens up opportunities and shows you are looking to do more, not less.”
Also, Dr. Howell recommends that leaders look for tools that minimize blind spots and get information from staff through survey assessments. “Get the input of others on your strengths and weaknesses,” he said. “Nurses, doctors, and sometimes patients can give you good information that will help you grow as a leader. Don’t be afraid of feedback.”
Never stop learning
Dr. Scheurer said it is important to recognize that you are never finished learning when you are a leader.
“See leadership as a continuous learning journey. You can never be too good of a leader in medicine,” she said. “Never stop learning, because the field keeps changing and you have to constantly learn and find pleasure in that learning. You should look at leadership the same way. A lot of leadership theories change with the times and you should always try to get good advice. You don’t take every piece of advice – just like in medicine when you read an article and you try to apply it to patients in your practice. Take some advice, leave some advice, and develop a leadership style that is genuine and authentic.”
Dr. Kennedy believes that a hospitalist’s leadership potential may be limited if you see continued learning as a chore, rather than an opportunity.
“If you resent it learning about leadership, then is it really for you?” she asked. “I find myself reading on the topic or talking about it, and it’s fun. How do you make an environment work better, how do you inspire people, how do you help them grow? These are some of the most important questions leaders face. Isn’t it fun if you can find some answers?”
Have you ever thought you could be a leader, in your hospitalist group, in hospital administration, or at another institution? The reasons to seek a leadership role as a hospitalist are many, but there are also many drawbacks. According to hospitalists who have reached high rungs on the leadership ladder, you will need a blend of desire, enthusiasm, education, and experience if you want to succeed in leadership.
The right reasons
“People who make good leaders have a sense of purpose and want to make a difference,” said Eric Howell, MD, MHM, CEO of the Society of Hospital Medicine, and former chief of medical units at Johns Hopkins Bayview in Baltimore. “I think most hospitalists have that sense of wanting to help patients and society, so that’s a strong mission in itself. Just by training and the very design of our health care system, hospitalists are often natural leaders, and in leadership roles, because they run teams of clinicians and train medical students.”
Danielle Scheurer, MD, SFHM, chief quality officer and professor of medicine at the Medical University of South Carolina, and current president of SHM, said some hospitalists end up in leadership roles almost by accident – because there is a leadership “void” in the health system where they work, and no one else wants to step up. Others disconnect from the leadership track and are happy to simply be part of a team.
“If you are yearning to make a difference and that’s your motivation then you will find leadership is more fulfilling than difficult,” she said. “But if you take a leadership role to fill a void or think you just want to take some nonclinical time, it’s probably not a good idea. Some people think administrative leadership is easier than being a hospitalist, but it is not. Leadership should not be about getting away from something else. It should be a thoughtful career move, and if it is, being a leader can be meaningful and fulfilling.”
Nancy Spector, MD, the vice dean for faculty and executive director of the Executive Leadership in Academic Medicine program at Drexel University College of Medicine in Philadelphia, said a willingness to fail is vital for a leader. “You have to be open to successes, yes, but also to making mistakes,” she said. “It’s about honing the skills that leadership requires and be open to development and change.”
Kierstin Cates Kennedy, MD, SFHM, chief of hospital medicine at the University of Alabama at Birmingham, said that a hospitalist fresh out of residency will gain insight into whether leadership is the right path by acquiring a deeper understanding of how health care institutions work.
“When you are new to the hospital, you see how things work, how people interact with each other, and learn the politics,” she said. “One of the easiest ways to do it is get involved in a committee and be a part of meetings. You can have some input and get exposure to other leaders and they can learn more about you. Once you get an organizational understanding under your belt, then you can start taking on projects to gain even more understanding.”
Still up for it?
If you think you have the commitment and desire for leadership as an early career hospitalist, how would you continue down the leadership path?
“A great way is to find a person you want to be like, who could be a mentor. Find a successful leader that you admire, and one who is willing to guide you,” Dr. Howell said. “Books are helpful as well, and I still find I’m learning today – I have a list that includes Drive by Daniel Pink and Good to Great by Jim Collins. There are Malcolm Gladwell books that also have terrific knowledge to impart.”
Mark W. Shen, MD, SFHM, associate professor at Dell Medical School at the University of Texas at Austin and former president of St. Louis Children’s Hospital, said potential hospitalist leaders must be aware of their fellow clinicians.
“Pay attention to the needs of the hospitalist group as they are articulated by the lead hospitalist, the administration, and the patients,” he said. “There are so many activities that come up on a day-in, day-out basis. You should jump in and volunteer to take the lead on some of those activities. Leading your peers is often one of the most challenging parts of leadership. I think taking on even just a small activity like, say, working on a clinical pathway for the group, will result in a lot of preparation for future leadership roles.”
An example of an early career activity that Dr. Shen felt was valuable to future leaders was helping in the development of a hospitalist core curriculum. “We would use the core curriculum to educate students and residents coming through our rotation and have some degree of commonality or standardization,” he said. “So even though I wasn’t an explicit leader of the hospitalist group at the time, I’d say that helping develop the core curriculum aided me in understanding what leadership was all about.”
Getting started in a leadership role, Dr. Spector said, can be helped by embracing a knowledge of the business of medicine. “Business and finance are a reality you shouldn’t avoid,” she said. “Another way to learn is to partner with your local administrators or whoever is running your division or your department. There are business managers and business partners in every institution, and you can learn a great deal from them. It’s important to network and get to know people because we’re a people business, and opportunity comes when people know who you are.”
Dr. Howell noted that advocating for yourself is sometimes hard, and it can be a red flag in some circumstances, but you should tell your bosses where you want to go professionally.
“You can say that you want to grow professionally, and let’s face it, there are naturally-inclined leaders. We all need to be transparent in goal paths,” he said. “But if you want a leadership role for power, money, and prestige then you’re not applying the right thinking. If you want to help others and you have a mission you believe in, then communicate that to your bosses.”
Dr. Scheurer believes choosing between clinical and administrative leadership is not so clear cut, because in the health care setting they tend to morph into each other. “Many times clinicians will end up taking on a leadership role that has a significant administrative component to it,” she said. “I do think if clinicians make a career move and get the right training then they can be exemplary leaders in health care, but I do worry a little about clinicians going into leadership roles without any formal training. They are usually well-intentioned but that’s not enough. It’s not any different than medical training. If you want to be a good leader you need training to develop your skills, and a lot of those skills do not come naturally or easily. We thrust good clinicians into leadership roles because they are good clinicians, but if they don’t have the right skills, being a leader can be a problem.”
How do leaders improve?
If you have made it to a leadership position, and have been in that role for a while, you might start to feel you are stuck in your growth trajectory. If so, how do you continue to improve?
According to Dr. Kennedy, whether you are looking to get into leadership or want to improve, focusing on emotional intelligence is important. “A book like Emotional Intelligence 2.0 by Travis Bradbury is a great introduction,” she said. “With my leadership team, we did a book club where we read Primal Leadership, which is focused on emotional intelligence and on aspects like setting a culture.”
Dr. Howell said that to grow as a leader, be careful what you say no to. “I used to talk about having a tag line that was ‘just say yes,’” he said. “At least try to say yes most of the time because it opens up opportunities and shows you are looking to do more, not less.”
Also, Dr. Howell recommends that leaders look for tools that minimize blind spots and get information from staff through survey assessments. “Get the input of others on your strengths and weaknesses,” he said. “Nurses, doctors, and sometimes patients can give you good information that will help you grow as a leader. Don’t be afraid of feedback.”
Never stop learning
Dr. Scheurer said it is important to recognize that you are never finished learning when you are a leader.
“See leadership as a continuous learning journey. You can never be too good of a leader in medicine,” she said. “Never stop learning, because the field keeps changing and you have to constantly learn and find pleasure in that learning. You should look at leadership the same way. A lot of leadership theories change with the times and you should always try to get good advice. You don’t take every piece of advice – just like in medicine when you read an article and you try to apply it to patients in your practice. Take some advice, leave some advice, and develop a leadership style that is genuine and authentic.”
Dr. Kennedy believes that a hospitalist’s leadership potential may be limited if you see continued learning as a chore, rather than an opportunity.
“If you resent it learning about leadership, then is it really for you?” she asked. “I find myself reading on the topic or talking about it, and it’s fun. How do you make an environment work better, how do you inspire people, how do you help them grow? These are some of the most important questions leaders face. Isn’t it fun if you can find some answers?”
The skill set of the ‘pluripotent’ hospitalist
Editor’s note: National Hospitalist Day occurs the first Thursday in March annually, and serves to celebrate the fastest growing specialty in modern medicine and hospitalists’ enduring contributions to the evolving health care landscape. On National Hospitalist Day in 2021, SHM convened a virtual roundtable with a diverse group of hospitalists to discuss skill set, wellness, and other key issues for hospitalists. To listen to the entire roundtable discussion, visit this Explore The Space podcast episode.
A hospitalist isn’t just a physician who happens to work in a hospital. They are medical professionals with a robust skill set that they use both inside and outside the hospital setting. But what skill sets do hospitalists need to become successful in their careers? And what skill sets does a “pluripotent” hospitalist need in their armamentarium?
These were the issues discussed by participants of a virtual roundtable discussion on National Hospitalist Day – March 4, 2021 – as part of a joint effort of the Society of Hospital Medicine and the Explore the Space podcast.
Maylyn S. Martinez, MD, clinician-researcher and clinical associate at the University of Chicago, sees her hospitalist and research skill sets as two “buckets” of skills she can sort through, with diagnostic, knowledge-based care coordination, and interpersonal skills as lanes where she can focus and improve. “I’m always trying to work in, and sharpen, and find ways to get better at something in each of those every day,” she said.
For Anika Kumar, MD, FHM, pediatric editor of the Hospitalist and clinical assistant professor of pediatrics at the Cleveland Clinic Lerner College of Medicine, much of her work is focused on problem solving. “I approach that as: ‘How do I come up with my differential diagnosis, and how do I diagnose the patient?’ I think that the lanes are a little bit different, but there is some overlap.”
Adaptability is another important part of the skill set for the hospitalist, Ndidi Unaka, MD, MEd, associate professor in the division of hospital medicine at Cincinnati Children’s Hospital Medical Center, said during the discussion. “I think we all really value teamwork, and we take on the role of being the coordinator and making sure things are getting done in a seamless and thoughtful manner. Communicating with families, communicating with our research team, communicating with primary care physicians. I think that is something we’re very used to doing, and I think we do it well. I think we don’t shy away from difficult conversations with consultants. And I think that’s what makes being a hospitalist so amazing.”
Achieving wellness as a hospitalist
Another topic discussed during the roundtable was “comprehensive care for the hospitalist” and how they can achieve a sense of wellness for themselves. Gurpreet Dhaliwal, MD, clinician-educator and professor of medicine at the University of California, San Francisco, said long-term satisfaction in one’s career is less about compensation and more about autonomy, mastery, and purpose.
“Autonomy is shrinking a little bit in health care. But if we connect to our purpose – ‘what are we doing here and how do we connect?’ – it’s either learning about patients and their stories, being with a team of people that you work with, that really builds that purpose,” he said.
Regarding mastery, there’s “tremendous joy if you’re in an environment where people value your mastery, whether it is working in a team or communicating or diagnosing or doing a procedure. If you think of setting up the work environment and those things are in place, I think a lot of wellness can actually happen at work, even though another component, of course, is balancing your life outside of work,” Dr. Dhaliwal said.
This may seem out of reach during COVID-19, but wellness is still achievable during the pandemic, Dr. Martinez said. Her time is spent 75% as a researcher and 25% as a clinician, which is her ideal balance. “I enjoy doing my research, doing my own statistics and writing grants and just learning about this problem that I’ve developed an interest in,” she said. “I just think that’s an important piece for people to focus on as far as health care for the hospitalist, is that there’s no no-one-size-fits-all, that’s for sure.”
Dr. Kumar noted that her clinical time gives her energy for nonclinical work. “I love my clinical time. It’s one of my favorite things that I do,” she said. Although she is tired at the end of the week, “I feel like I am not only giving back to my patients and my team, but I’m also giving back to myself and reminding myself why it is I do what I do every day,” she said.
Wellness for Dr. Unaka meant remembering what drew her to medicine. “It was definitely the opportunity to build strong relationships with patients and families,” she said. While these encounters can sometimes be heavy and stay with a hospitalist, “the fact that we’re in it with them is something that gives a lot of us purpose. I think that when I reflect on all of those things, I’m so happy that I’m in the role that I am.”
Unique skills during COVID-19
Mark Shapiro, MD, hospitalist and host of the roundtable and the Explore the Space podcast, also asked the panelists what skills they unexpectedly leveraged during the pandemic. Communication – with colleagues and with the community they serve – was a universal answer among the panelists.
“I learned – really from seeing some of our senior leaders here do it so well – the importance of being visible, particularly at a time when people were not together and more isolated,” Dr. Unaka said. “I think being able to be visible when you can, in order to deliver really complicated or tough news or communicate about uncertainty, for instance. Being here for our residents – many of our interns moved here sight unseen. I think they needed to feel like they had some sense of normalcy and a sense of community. I really learned how important it was to be visible, and available, and how important the little things mattered.”
Dr. Martinez said that worrying about her patients with COVID-19 in the hospital and the uncertainty around the disease kept her up at night. “I think we always have a hard time leaving work at work and getting a good night’s sleep. I just could not let go of worrying about these patients and having terrible insomnia, trying to leave work at work and I couldn’t – even after they were discharged.”
Dr. Shapiro said the skill he most needed to work on during the pandemic was his courage. “I remember the first time I took care of COVID patients. I was scared. I have no problems saying that out loud. That was a scary experience.”
The demeanor of the nurses on his unit, who had already seen patients with COVID-19, helped ground him during those moments and gave him the courage to move forward. “They’d already been doing it and they were the same. Same affect, same jokes, same everything,” he said. “That actually really helped, and I’ve leaned on that every time I’ve been back on our COVID service.”
Importance of mental health
The COVID-19 pandemic has also shined a light on the importance of mental health. “I think it is important to acknowledge that as hospitalists who have been out on the bleeding edge for a year, mental health is critically important, and we know that we face shortages in that space for the public at large and also for our profession,” Dr. Shapiro said.
When asked about what mental health and self-care looks like for her, Dr. Kumar referenced the need for exercise, meditation, and yoga. “My mental health was better knowing that the people closest to me – whether they be colleagues or friends or family – their mental health was also in a good place and they were also in a good place. And that helped to build me up,” she said.
Dr. Unaka called attention to the stigma around mental health, particularly among physicians, and the lack of resources to address the issue. “It’s a real problem,” she said. “I think it’s at a point where we as a profession need to advocate on behalf of each other and on behalf of our trainees. And honestly, I think we need to view mental health as just ‘health’ and stop separating it out in order for us to move to a place where people feel like they can access what they need without feeling shame about it.”
Editor’s note: National Hospitalist Day occurs the first Thursday in March annually, and serves to celebrate the fastest growing specialty in modern medicine and hospitalists’ enduring contributions to the evolving health care landscape. On National Hospitalist Day in 2021, SHM convened a virtual roundtable with a diverse group of hospitalists to discuss skill set, wellness, and other key issues for hospitalists. To listen to the entire roundtable discussion, visit this Explore The Space podcast episode.
A hospitalist isn’t just a physician who happens to work in a hospital. They are medical professionals with a robust skill set that they use both inside and outside the hospital setting. But what skill sets do hospitalists need to become successful in their careers? And what skill sets does a “pluripotent” hospitalist need in their armamentarium?
These were the issues discussed by participants of a virtual roundtable discussion on National Hospitalist Day – March 4, 2021 – as part of a joint effort of the Society of Hospital Medicine and the Explore the Space podcast.
Maylyn S. Martinez, MD, clinician-researcher and clinical associate at the University of Chicago, sees her hospitalist and research skill sets as two “buckets” of skills she can sort through, with diagnostic, knowledge-based care coordination, and interpersonal skills as lanes where she can focus and improve. “I’m always trying to work in, and sharpen, and find ways to get better at something in each of those every day,” she said.
For Anika Kumar, MD, FHM, pediatric editor of the Hospitalist and clinical assistant professor of pediatrics at the Cleveland Clinic Lerner College of Medicine, much of her work is focused on problem solving. “I approach that as: ‘How do I come up with my differential diagnosis, and how do I diagnose the patient?’ I think that the lanes are a little bit different, but there is some overlap.”
Adaptability is another important part of the skill set for the hospitalist, Ndidi Unaka, MD, MEd, associate professor in the division of hospital medicine at Cincinnati Children’s Hospital Medical Center, said during the discussion. “I think we all really value teamwork, and we take on the role of being the coordinator and making sure things are getting done in a seamless and thoughtful manner. Communicating with families, communicating with our research team, communicating with primary care physicians. I think that is something we’re very used to doing, and I think we do it well. I think we don’t shy away from difficult conversations with consultants. And I think that’s what makes being a hospitalist so amazing.”
Achieving wellness as a hospitalist
Another topic discussed during the roundtable was “comprehensive care for the hospitalist” and how they can achieve a sense of wellness for themselves. Gurpreet Dhaliwal, MD, clinician-educator and professor of medicine at the University of California, San Francisco, said long-term satisfaction in one’s career is less about compensation and more about autonomy, mastery, and purpose.
“Autonomy is shrinking a little bit in health care. But if we connect to our purpose – ‘what are we doing here and how do we connect?’ – it’s either learning about patients and their stories, being with a team of people that you work with, that really builds that purpose,” he said.
Regarding mastery, there’s “tremendous joy if you’re in an environment where people value your mastery, whether it is working in a team or communicating or diagnosing or doing a procedure. If you think of setting up the work environment and those things are in place, I think a lot of wellness can actually happen at work, even though another component, of course, is balancing your life outside of work,” Dr. Dhaliwal said.
This may seem out of reach during COVID-19, but wellness is still achievable during the pandemic, Dr. Martinez said. Her time is spent 75% as a researcher and 25% as a clinician, which is her ideal balance. “I enjoy doing my research, doing my own statistics and writing grants and just learning about this problem that I’ve developed an interest in,” she said. “I just think that’s an important piece for people to focus on as far as health care for the hospitalist, is that there’s no no-one-size-fits-all, that’s for sure.”
Dr. Kumar noted that her clinical time gives her energy for nonclinical work. “I love my clinical time. It’s one of my favorite things that I do,” she said. Although she is tired at the end of the week, “I feel like I am not only giving back to my patients and my team, but I’m also giving back to myself and reminding myself why it is I do what I do every day,” she said.
Wellness for Dr. Unaka meant remembering what drew her to medicine. “It was definitely the opportunity to build strong relationships with patients and families,” she said. While these encounters can sometimes be heavy and stay with a hospitalist, “the fact that we’re in it with them is something that gives a lot of us purpose. I think that when I reflect on all of those things, I’m so happy that I’m in the role that I am.”
Unique skills during COVID-19
Mark Shapiro, MD, hospitalist and host of the roundtable and the Explore the Space podcast, also asked the panelists what skills they unexpectedly leveraged during the pandemic. Communication – with colleagues and with the community they serve – was a universal answer among the panelists.
“I learned – really from seeing some of our senior leaders here do it so well – the importance of being visible, particularly at a time when people were not together and more isolated,” Dr. Unaka said. “I think being able to be visible when you can, in order to deliver really complicated or tough news or communicate about uncertainty, for instance. Being here for our residents – many of our interns moved here sight unseen. I think they needed to feel like they had some sense of normalcy and a sense of community. I really learned how important it was to be visible, and available, and how important the little things mattered.”
Dr. Martinez said that worrying about her patients with COVID-19 in the hospital and the uncertainty around the disease kept her up at night. “I think we always have a hard time leaving work at work and getting a good night’s sleep. I just could not let go of worrying about these patients and having terrible insomnia, trying to leave work at work and I couldn’t – even after they were discharged.”
Dr. Shapiro said the skill he most needed to work on during the pandemic was his courage. “I remember the first time I took care of COVID patients. I was scared. I have no problems saying that out loud. That was a scary experience.”
The demeanor of the nurses on his unit, who had already seen patients with COVID-19, helped ground him during those moments and gave him the courage to move forward. “They’d already been doing it and they were the same. Same affect, same jokes, same everything,” he said. “That actually really helped, and I’ve leaned on that every time I’ve been back on our COVID service.”
Importance of mental health
The COVID-19 pandemic has also shined a light on the importance of mental health. “I think it is important to acknowledge that as hospitalists who have been out on the bleeding edge for a year, mental health is critically important, and we know that we face shortages in that space for the public at large and also for our profession,” Dr. Shapiro said.
When asked about what mental health and self-care looks like for her, Dr. Kumar referenced the need for exercise, meditation, and yoga. “My mental health was better knowing that the people closest to me – whether they be colleagues or friends or family – their mental health was also in a good place and they were also in a good place. And that helped to build me up,” she said.
Dr. Unaka called attention to the stigma around mental health, particularly among physicians, and the lack of resources to address the issue. “It’s a real problem,” she said. “I think it’s at a point where we as a profession need to advocate on behalf of each other and on behalf of our trainees. And honestly, I think we need to view mental health as just ‘health’ and stop separating it out in order for us to move to a place where people feel like they can access what they need without feeling shame about it.”
Editor’s note: National Hospitalist Day occurs the first Thursday in March annually, and serves to celebrate the fastest growing specialty in modern medicine and hospitalists’ enduring contributions to the evolving health care landscape. On National Hospitalist Day in 2021, SHM convened a virtual roundtable with a diverse group of hospitalists to discuss skill set, wellness, and other key issues for hospitalists. To listen to the entire roundtable discussion, visit this Explore The Space podcast episode.
A hospitalist isn’t just a physician who happens to work in a hospital. They are medical professionals with a robust skill set that they use both inside and outside the hospital setting. But what skill sets do hospitalists need to become successful in their careers? And what skill sets does a “pluripotent” hospitalist need in their armamentarium?
These were the issues discussed by participants of a virtual roundtable discussion on National Hospitalist Day – March 4, 2021 – as part of a joint effort of the Society of Hospital Medicine and the Explore the Space podcast.
Maylyn S. Martinez, MD, clinician-researcher and clinical associate at the University of Chicago, sees her hospitalist and research skill sets as two “buckets” of skills she can sort through, with diagnostic, knowledge-based care coordination, and interpersonal skills as lanes where she can focus and improve. “I’m always trying to work in, and sharpen, and find ways to get better at something in each of those every day,” she said.
For Anika Kumar, MD, FHM, pediatric editor of the Hospitalist and clinical assistant professor of pediatrics at the Cleveland Clinic Lerner College of Medicine, much of her work is focused on problem solving. “I approach that as: ‘How do I come up with my differential diagnosis, and how do I diagnose the patient?’ I think that the lanes are a little bit different, but there is some overlap.”
Adaptability is another important part of the skill set for the hospitalist, Ndidi Unaka, MD, MEd, associate professor in the division of hospital medicine at Cincinnati Children’s Hospital Medical Center, said during the discussion. “I think we all really value teamwork, and we take on the role of being the coordinator and making sure things are getting done in a seamless and thoughtful manner. Communicating with families, communicating with our research team, communicating with primary care physicians. I think that is something we’re very used to doing, and I think we do it well. I think we don’t shy away from difficult conversations with consultants. And I think that’s what makes being a hospitalist so amazing.”
Achieving wellness as a hospitalist
Another topic discussed during the roundtable was “comprehensive care for the hospitalist” and how they can achieve a sense of wellness for themselves. Gurpreet Dhaliwal, MD, clinician-educator and professor of medicine at the University of California, San Francisco, said long-term satisfaction in one’s career is less about compensation and more about autonomy, mastery, and purpose.
“Autonomy is shrinking a little bit in health care. But if we connect to our purpose – ‘what are we doing here and how do we connect?’ – it’s either learning about patients and their stories, being with a team of people that you work with, that really builds that purpose,” he said.
Regarding mastery, there’s “tremendous joy if you’re in an environment where people value your mastery, whether it is working in a team or communicating or diagnosing or doing a procedure. If you think of setting up the work environment and those things are in place, I think a lot of wellness can actually happen at work, even though another component, of course, is balancing your life outside of work,” Dr. Dhaliwal said.
This may seem out of reach during COVID-19, but wellness is still achievable during the pandemic, Dr. Martinez said. Her time is spent 75% as a researcher and 25% as a clinician, which is her ideal balance. “I enjoy doing my research, doing my own statistics and writing grants and just learning about this problem that I’ve developed an interest in,” she said. “I just think that’s an important piece for people to focus on as far as health care for the hospitalist, is that there’s no no-one-size-fits-all, that’s for sure.”
Dr. Kumar noted that her clinical time gives her energy for nonclinical work. “I love my clinical time. It’s one of my favorite things that I do,” she said. Although she is tired at the end of the week, “I feel like I am not only giving back to my patients and my team, but I’m also giving back to myself and reminding myself why it is I do what I do every day,” she said.
Wellness for Dr. Unaka meant remembering what drew her to medicine. “It was definitely the opportunity to build strong relationships with patients and families,” she said. While these encounters can sometimes be heavy and stay with a hospitalist, “the fact that we’re in it with them is something that gives a lot of us purpose. I think that when I reflect on all of those things, I’m so happy that I’m in the role that I am.”
Unique skills during COVID-19
Mark Shapiro, MD, hospitalist and host of the roundtable and the Explore the Space podcast, also asked the panelists what skills they unexpectedly leveraged during the pandemic. Communication – with colleagues and with the community they serve – was a universal answer among the panelists.
“I learned – really from seeing some of our senior leaders here do it so well – the importance of being visible, particularly at a time when people were not together and more isolated,” Dr. Unaka said. “I think being able to be visible when you can, in order to deliver really complicated or tough news or communicate about uncertainty, for instance. Being here for our residents – many of our interns moved here sight unseen. I think they needed to feel like they had some sense of normalcy and a sense of community. I really learned how important it was to be visible, and available, and how important the little things mattered.”
Dr. Martinez said that worrying about her patients with COVID-19 in the hospital and the uncertainty around the disease kept her up at night. “I think we always have a hard time leaving work at work and getting a good night’s sleep. I just could not let go of worrying about these patients and having terrible insomnia, trying to leave work at work and I couldn’t – even after they were discharged.”
Dr. Shapiro said the skill he most needed to work on during the pandemic was his courage. “I remember the first time I took care of COVID patients. I was scared. I have no problems saying that out loud. That was a scary experience.”
The demeanor of the nurses on his unit, who had already seen patients with COVID-19, helped ground him during those moments and gave him the courage to move forward. “They’d already been doing it and they were the same. Same affect, same jokes, same everything,” he said. “That actually really helped, and I’ve leaned on that every time I’ve been back on our COVID service.”
Importance of mental health
The COVID-19 pandemic has also shined a light on the importance of mental health. “I think it is important to acknowledge that as hospitalists who have been out on the bleeding edge for a year, mental health is critically important, and we know that we face shortages in that space for the public at large and also for our profession,” Dr. Shapiro said.
When asked about what mental health and self-care looks like for her, Dr. Kumar referenced the need for exercise, meditation, and yoga. “My mental health was better knowing that the people closest to me – whether they be colleagues or friends or family – their mental health was also in a good place and they were also in a good place. And that helped to build me up,” she said.
Dr. Unaka called attention to the stigma around mental health, particularly among physicians, and the lack of resources to address the issue. “It’s a real problem,” she said. “I think it’s at a point where we as a profession need to advocate on behalf of each other and on behalf of our trainees. And honestly, I think we need to view mental health as just ‘health’ and stop separating it out in order for us to move to a place where people feel like they can access what they need without feeling shame about it.”
Hospitalist movers and shakers – March 2021
Vivek H. Murthy, MD, was named by President Joe Biden as his selection for Surgeon General of the United States. Dr. Murthy filled the same role from 2014-17 during President Barack Obama’s administration.
Dr. Murthy was a hospitalist and an instructor at Brigham and Women’s Hospital at Harvard Medical School prior to becoming surgeon general the first time. He also is the founder of Doctors for America.
David Tupponce, MD, recently was named the new president of Allegheny Health Network’s Grove City (Pa.) Medical Center. He takes over for interim president Allan Klapper, MD, who filled the position since August 2020.
Dr. Tupponce comes to Grove City Medical Center after a successful tenure as president of Central Maine Medical Center (Lewiston, Maine), where he grew its physician group and fine-tuned the hospital quality program. Prior to that, he was chief executive officer at Tenet Healthcare’s Abrazo Scottsdale (Ariz.) Campus and CEO at Paradise Valley Hospital (Phoenix, Ariz.).
Dr. Tupponce is familiar with western Pennsylvania, having earned a master’s degree in medical management from Carnegie Mellon University in Pittsburgh. He also was chief resident at the University of Pittsburgh Medical Center.
Malcolm Mar Fan, MD, has been elevated to medical director of the Hospitalist Group at Evangelical Community Hospital (Lewisburg, Pa.). In the newly established position, Dr. Mar Fan will oversee all operations for the facility’s hospitalist program.
Dr. Mar Fan has been a hospitalist at Evangelical since 2014 after completing his internist residency at Albert Einstein Medical Center in Philadelphia. He has played a major role on Evangelical’s Peri-operative Glucose Management Committee and its Informatics Committee for Impatient and Outpatient Electronic Health Records.
Lyon County (Kansas) recently announced that Ladun Oyenuga, MD, has been appointed as public health officer for the county. She began her tenure on January 1.
Dr. Oyenuga is a hospitalist at Newman Regional Health (Emporia, Kan.). She is a native of Nigeria and did her residency at Harlem (N.Y.) Hospital Center. She has been with Newman since 2017.
Cherese Mari Laulhere BirthCare Center (Long Beach, Calif.) recently announced the addition of an OB hospitalist program at Miller Children’s & Women’s Hospital. OB hospitalists, or laborists, care for women with obstetrical issues while in the hospital.
At Cherese Mari Laulhere, OB hospitalists will be on hand 24 hours a day to assist patients’ OB/GYNs or to fill in if the personal physician cannot get to the hospital quickly.
Hospitalists at Nationwide Children’s (Columbus, Ohio) are now providing care for children who are hospitalized at Adena Regional Medical Center (Chillicothe, Ohio).
It is an expansion of an ongoing partnership between the two hospitals. Adena and Nationwide Children’s have been working together in helping to care for children in the south central and southern Ohio region since 2011. Nationwide Children’s hospitalists will round in special care and the well-baby nursery at Adena, as well as provide education programs for Adena providers and staff.
MultiCare Health System (Tacoma, Wash.) has announced that it will expand its hospitalist program partnership with Sound Physicians, also based in Tacoma, to create a region-wide, cohesive group of providers. The goal is to help ensure efficient management of inpatient populations as a region instead of at the individual hospital level, and will allow MultiCare to implement standard tools, processes and regionwide best practices.
The hospitalist programs at Tacoma General Hospital, Allenmore Hospital and Covington Medical Center will transition to Sound Physicians on April 5, 2021. Sound hospitalists are already working at three other MultiCare facilities – Tacoma General Hospital, Allenmore Hospital, and Covington Medical Center.
Vivek H. Murthy, MD, was named by President Joe Biden as his selection for Surgeon General of the United States. Dr. Murthy filled the same role from 2014-17 during President Barack Obama’s administration.
Dr. Murthy was a hospitalist and an instructor at Brigham and Women’s Hospital at Harvard Medical School prior to becoming surgeon general the first time. He also is the founder of Doctors for America.
David Tupponce, MD, recently was named the new president of Allegheny Health Network’s Grove City (Pa.) Medical Center. He takes over for interim president Allan Klapper, MD, who filled the position since August 2020.
Dr. Tupponce comes to Grove City Medical Center after a successful tenure as president of Central Maine Medical Center (Lewiston, Maine), where he grew its physician group and fine-tuned the hospital quality program. Prior to that, he was chief executive officer at Tenet Healthcare’s Abrazo Scottsdale (Ariz.) Campus and CEO at Paradise Valley Hospital (Phoenix, Ariz.).
Dr. Tupponce is familiar with western Pennsylvania, having earned a master’s degree in medical management from Carnegie Mellon University in Pittsburgh. He also was chief resident at the University of Pittsburgh Medical Center.
Malcolm Mar Fan, MD, has been elevated to medical director of the Hospitalist Group at Evangelical Community Hospital (Lewisburg, Pa.). In the newly established position, Dr. Mar Fan will oversee all operations for the facility’s hospitalist program.
Dr. Mar Fan has been a hospitalist at Evangelical since 2014 after completing his internist residency at Albert Einstein Medical Center in Philadelphia. He has played a major role on Evangelical’s Peri-operative Glucose Management Committee and its Informatics Committee for Impatient and Outpatient Electronic Health Records.
Lyon County (Kansas) recently announced that Ladun Oyenuga, MD, has been appointed as public health officer for the county. She began her tenure on January 1.
Dr. Oyenuga is a hospitalist at Newman Regional Health (Emporia, Kan.). She is a native of Nigeria and did her residency at Harlem (N.Y.) Hospital Center. She has been with Newman since 2017.
Cherese Mari Laulhere BirthCare Center (Long Beach, Calif.) recently announced the addition of an OB hospitalist program at Miller Children’s & Women’s Hospital. OB hospitalists, or laborists, care for women with obstetrical issues while in the hospital.
At Cherese Mari Laulhere, OB hospitalists will be on hand 24 hours a day to assist patients’ OB/GYNs or to fill in if the personal physician cannot get to the hospital quickly.
Hospitalists at Nationwide Children’s (Columbus, Ohio) are now providing care for children who are hospitalized at Adena Regional Medical Center (Chillicothe, Ohio).
It is an expansion of an ongoing partnership between the two hospitals. Adena and Nationwide Children’s have been working together in helping to care for children in the south central and southern Ohio region since 2011. Nationwide Children’s hospitalists will round in special care and the well-baby nursery at Adena, as well as provide education programs for Adena providers and staff.
MultiCare Health System (Tacoma, Wash.) has announced that it will expand its hospitalist program partnership with Sound Physicians, also based in Tacoma, to create a region-wide, cohesive group of providers. The goal is to help ensure efficient management of inpatient populations as a region instead of at the individual hospital level, and will allow MultiCare to implement standard tools, processes and regionwide best practices.
The hospitalist programs at Tacoma General Hospital, Allenmore Hospital and Covington Medical Center will transition to Sound Physicians on April 5, 2021. Sound hospitalists are already working at three other MultiCare facilities – Tacoma General Hospital, Allenmore Hospital, and Covington Medical Center.
Vivek H. Murthy, MD, was named by President Joe Biden as his selection for Surgeon General of the United States. Dr. Murthy filled the same role from 2014-17 during President Barack Obama’s administration.
Dr. Murthy was a hospitalist and an instructor at Brigham and Women’s Hospital at Harvard Medical School prior to becoming surgeon general the first time. He also is the founder of Doctors for America.
David Tupponce, MD, recently was named the new president of Allegheny Health Network’s Grove City (Pa.) Medical Center. He takes over for interim president Allan Klapper, MD, who filled the position since August 2020.
Dr. Tupponce comes to Grove City Medical Center after a successful tenure as president of Central Maine Medical Center (Lewiston, Maine), where he grew its physician group and fine-tuned the hospital quality program. Prior to that, he was chief executive officer at Tenet Healthcare’s Abrazo Scottsdale (Ariz.) Campus and CEO at Paradise Valley Hospital (Phoenix, Ariz.).
Dr. Tupponce is familiar with western Pennsylvania, having earned a master’s degree in medical management from Carnegie Mellon University in Pittsburgh. He also was chief resident at the University of Pittsburgh Medical Center.
Malcolm Mar Fan, MD, has been elevated to medical director of the Hospitalist Group at Evangelical Community Hospital (Lewisburg, Pa.). In the newly established position, Dr. Mar Fan will oversee all operations for the facility’s hospitalist program.
Dr. Mar Fan has been a hospitalist at Evangelical since 2014 after completing his internist residency at Albert Einstein Medical Center in Philadelphia. He has played a major role on Evangelical’s Peri-operative Glucose Management Committee and its Informatics Committee for Impatient and Outpatient Electronic Health Records.
Lyon County (Kansas) recently announced that Ladun Oyenuga, MD, has been appointed as public health officer for the county. She began her tenure on January 1.
Dr. Oyenuga is a hospitalist at Newman Regional Health (Emporia, Kan.). She is a native of Nigeria and did her residency at Harlem (N.Y.) Hospital Center. She has been with Newman since 2017.
Cherese Mari Laulhere BirthCare Center (Long Beach, Calif.) recently announced the addition of an OB hospitalist program at Miller Children’s & Women’s Hospital. OB hospitalists, or laborists, care for women with obstetrical issues while in the hospital.
At Cherese Mari Laulhere, OB hospitalists will be on hand 24 hours a day to assist patients’ OB/GYNs or to fill in if the personal physician cannot get to the hospital quickly.
Hospitalists at Nationwide Children’s (Columbus, Ohio) are now providing care for children who are hospitalized at Adena Regional Medical Center (Chillicothe, Ohio).
It is an expansion of an ongoing partnership between the two hospitals. Adena and Nationwide Children’s have been working together in helping to care for children in the south central and southern Ohio region since 2011. Nationwide Children’s hospitalists will round in special care and the well-baby nursery at Adena, as well as provide education programs for Adena providers and staff.
MultiCare Health System (Tacoma, Wash.) has announced that it will expand its hospitalist program partnership with Sound Physicians, also based in Tacoma, to create a region-wide, cohesive group of providers. The goal is to help ensure efficient management of inpatient populations as a region instead of at the individual hospital level, and will allow MultiCare to implement standard tools, processes and regionwide best practices.
The hospitalist programs at Tacoma General Hospital, Allenmore Hospital and Covington Medical Center will transition to Sound Physicians on April 5, 2021. Sound hospitalists are already working at three other MultiCare facilities – Tacoma General Hospital, Allenmore Hospital, and Covington Medical Center.
SHM Fellowship Class of 2021
The Society of Hospital Medicine has announced its 2021 class of Master Fellows, Senior Fellows, and Fellows in Hospital Medicine.
All Fellowship classes are listed in alphabetical order.
Master Fellows Class of 2021
Nasim Afsar, MD, MBA, MHM
Shaun D. Frost, MD, MHM
Jeffrey L. Schnipper, MD, MPH, MHM
Senior Fellows Class of 2021
Akindele Adaramola, MD, MPH, SFHM
Ramesh Adhikari, MD, SFHM
Pankaj Agrawal, MD, SFHM
Robert L. Anderson, MD, SFHM
Glenda B. Atilano, MD, SFHM
Bi A. Awosika, MD, FACP, SFHM
David N. Aymond, MD, SFHM
Paula Bailey, MD, SFHM
Amit B. Bansal, MD, MBA, SFHM
Jamie K. Bartley, DO, FACP, SFHM
Stephen J. Behnke, MD, SFHM
Christina A. Beyer, MD, SFHM
Vinil K. Bhuma, MD, SFHM
John P. Biebelhausen, MD, MBA, SFHM
Matthew T. Calestino, MD, FACP, SFHM
Domingo Caparas Jr., MD, FAAFP, SFHM
Darren Caudill, DO, FACP, SFHM
Julie M. Cernanec, MD, FAAP, SFHM
Will Cushing, PA-C, SFHM
Douglas A. Dodds II, MD, FAAP, SFHM
Coley B. Duncan, MD, CPE, MMM, SFHM
Noah Finkel, MD, SFHM
Justin Glasgow, MD, PhD, SFHM
Taylor Goot, MD, SFHM
Craig G. Gunderson, MD, SFHM
Alan Hall, MD, SFHM
Vivian Hamlett, MD, SFHM
Kathrin Harrington, MD, SFHM
Hossan Hassan, MD, SFHM
Anand D. Hongalgi, MD, FACP, SFHM
Akshata Hopkins, MD, FAAP, SFHM
Neelima Kamineni, MD, SFHM
Sudheer R. Kantharajpur, MBBS, MD, MHA, SFHM
Prakash Karki, MD, SFHM
Susrutha Kotwal, MD, SFHM
Ethan Kuperman, MD, SFHM
Rumman A. Langah, MD, FACP, SFHM
Sean LaVine, MD, FACP, SFHM
Don S. Lee, MD, FACP, SFHM
Charmaine A. Lewis, MD, MPH, CLHM, SFHM
Rishi Likhi, MD, SFHM
Lenny Lopez, MD, MPH, SFHM
Anthony Macchiavelli, MD, SFHM
Brian McGillen, MD, FACP, SFHM
Parth H. Mehta, MBBS, MD, MPH, SFHM
Anuj Mehta, MBBS, MD, MBA, SFHM
Prem Nair, MD, FACP, SFHM
Don J. Neer, MD, FACP, SFHM
Shyam Odeti, MD, FAAFP, SFHM
Amy T. O’Linn, DO, SFHM
Mihir Patel, MD, FACP, MBA, MPH, SFHM
Kimberly S. Pedram, MD, FACP, SFHM
Thomas Pineo, DO, SFHM
Mauricio Pinto, MD, SFHM
Lakmali C. Ranathunga, MBBS, SFHM
Matthew Reuter, MD, SFHM
Erik P. Rufa, MD, SFHM
Dipali Ruby Sahoo, DO, MBA, SFHM
Chady Sarraf, MD, SFHM
Suchita S. Sata, MD, SFHM
Klint Schwenk, MD, FAAP, MBA, SFHM
Aaron M. Sebach, CRNP, DNP, MBA, PhD, SFHM
Kevin Sowti, MD, MBA, SFHM
Joseph G. Surber, DO, FAAFP, SFHM
Bright Thilagar, MD, SFHM
Thomas S. Trawick Jr., MD, SFHM
Rehman Usmani, MD, SFHM
Arash Velayati, MD, SFHM
Jose A. Ventura, MD, FAAFP, SFHM
Andre Wajner, MD, PhD, SFHM
Phillip D. Warr, MD, SFHM
Virginia E. Watson, MD, SFHM
Kristin R. Wise, MD, SFHM
Elham A. Yousef, MD, FACP, MBA, MSc, SFHM
Fellows Class of 2021
Elizabeth M. Aarons, MD, FHM
Suhail A. Abbasi, MD, FACP, FHM
Waqas Adeel, MD, FHM
Rajender K. Agarwal, MD, MBA, MPH, FHM
Khaalisha Ajala, MD, MBA, FHM
Faraz S. Alam, MD, FHM
Amee Amin, MD, FHM
Muhammad W. Amir, MD, FACP, FHM
Saba Asad, MD, FHM
Logan Atkins, MD, FHM
Navneet Attri, MD, FHM
Jennifer Barnett, PA, FHM
Karyn Baum, MD, FHM
Prabhjot Bedi, MD, FHM
Nicolle R. Benz, DO, FHM
Ricky Bhimani, MD, FHM
Elizabeth Blankenship, PA-C, FHM
Rahul Borsadia, MD, FHM
Kalpana Chalasani, MD, FHM
Rani Chikkanna, MD, FHM
Venu Chippa, MBBS, MD, FHM
Lisa M. Coontz, FNP, FHM
Christie Crawford, MD, FHM
Rene Daniel, MD, PhD, FHM
Elda Dede, FHM
Radha Denmark, CNP, FHM
Alvine N. Nwehla Desamours, PA-C, FHM
Satyendra Dhar, MD, FHM
Manuel Jose Diaz, MD, FHM
Tiffany Egbe, MD, FHM
Chinwe Egbo, MD, FHM
Mohammad A. Farkhondehpour, MD, FACP, FHM
Shaheen Faruque, MBBS, FHM
Chris W. Fellin, MD, FACP, FHM
Juan Carlos Fuentes-Rosales, MD, FACP, MPH, FHM
Evelyn W. Gathecha, MD, FHM
Benjamin P. Geisler, MD, FACP, MPH, FHM
Matthew George, MD, FHM
Sonia George, DO, FHM
Mirna Giordano, MD, FHM
Rebecca Gomez, MD, FHM
David Gonzales, MD, FHM
Maria A. Guevara Hernandez, MD, FACP, FHM
Shubhra Gupta, MBBS, FHM
Rohini Harvey, MD, FHM
Allison Heinen, DO, FHM
Hollie L. Hurner, PA-C, FHM
Doug Hutcheon, MD, FHM
Varalakshmi Janamanchi, MD, FHM
Brian Keegan, MD, FACP, FHM
Qasim Khalil, MD, FHM
Irfana Khan, MD, FHM
Muhammad O. Khan, MD, FAAFP, MBA, FHM
Smita Kohli, MD, FHM
Julie Kolinski, MD, FAAP, FHM
Ewa Kontny, MD, FHM
Sungmi Lian, MD, FHM
Brian Lichtenstein, MD, FHM
Fernando Madero Gorostieta, MD, FHM
Vipul Mahajan, MD, FACP, FHM
Neetu Mahendraker, MD, FHM
Victoria McCurry, MD, FHM
Bridget McGrath, PA-C, FHM
Evan Meadors, MD, FHM
Kapil Mehta, MD, FACP, MBA, FHM
Waseem Mohamed, MD, FHM
Ernest Murray, MD, FHM
Murali K. Nagubandi, MD, FHM
Jessica Nave Allen, MD, FHM
Peter Nwafor, MD, FACP, FHM
Ike Anthony Nwaobi, MBBS, MBA, FHM
Olugbenga B. Ojo, MD, FACP, MBA, FHM
Jacqueline Okere, MD, FHM
Ifedolapo S. Olanrewaju, MD, MBchB, FHM
Mobolaji Olulade, MD, FHM
Elizabeth H. Papetti, MBA, FHM
Love Patel, MBBS, FHM
Kamakshya P. Patra, MD, MMM, FHM
Charles Pizanis, MD, FHM
Rajat Prakash, MD, FHM
Chris Pribula, MD, FHM
Michael Puchaev, MD, FHM
Ryan Punsalan, MD, FHM
Bhavya Rajanna, MD, FHM
Miguel A. Ramirez, MD, FHM
Raymund Ramirez, MD, FHM
Sandeep Randhawa, MBBS, FHM
Rohit Rattan, MD, FHM
Denisha Powell Rawlings, MD, FHM
Praveen K. Reddy, MD, MPH, FHM
Michael Ree, DO, MPH, FHM
Patrick Rendon, MD, FHM
David J. Rizk, MD, FAAFP, MBA, FHM
Michael Roberts, MD, FHM
Edwin Rosas, MD, FHM
Devjit Roy, MD, FHM
Sabyasachi Roy, MD, FHM
Paul Sandroni, CMPE, MSM, FHM
Vijairam Selvaraj, MD, MPH, FHM
Megha Shah, MD, MMM, FHM
Edie Shen, MD, FHM
Gurpinder Singh, MD, FACP, FHM
Vishwas A. Singh, MD, FHM
Karen Slatkovsky, MD, FHM
Sean M. Snyder, MD, FHM
Jaclyn Spiegel, MD, FHM
Dale Stapler Jr., MD, FHM
Christina E. Stovall, MD, FHM
Daniel Suders, DO, FHM
Clayton Swalstad, CMPE, MSM, FHM
Harshil Swaminarayan, MD, FHM
Keniesha Thompson, MD, FHM
Tet Toe, MD, FACP, FHM
Christine Tsai, MD, FHM
Ajay Vaikuntam, MD, FHM
Valerie Vaughn, MD, FHM
Jane N. Wainaina, FACP, MBchB, FHM
Neshahthari Wijeyakuhan, MD, FACP, FHM
Chia-Shing Yang, MD, FHM
Jennifer Zagursky, MD, FHM
The Society of Hospital Medicine has announced its 2021 class of Master Fellows, Senior Fellows, and Fellows in Hospital Medicine.
All Fellowship classes are listed in alphabetical order.
Master Fellows Class of 2021
Nasim Afsar, MD, MBA, MHM
Shaun D. Frost, MD, MHM
Jeffrey L. Schnipper, MD, MPH, MHM
Senior Fellows Class of 2021
Akindele Adaramola, MD, MPH, SFHM
Ramesh Adhikari, MD, SFHM
Pankaj Agrawal, MD, SFHM
Robert L. Anderson, MD, SFHM
Glenda B. Atilano, MD, SFHM
Bi A. Awosika, MD, FACP, SFHM
David N. Aymond, MD, SFHM
Paula Bailey, MD, SFHM
Amit B. Bansal, MD, MBA, SFHM
Jamie K. Bartley, DO, FACP, SFHM
Stephen J. Behnke, MD, SFHM
Christina A. Beyer, MD, SFHM
Vinil K. Bhuma, MD, SFHM
John P. Biebelhausen, MD, MBA, SFHM
Matthew T. Calestino, MD, FACP, SFHM
Domingo Caparas Jr., MD, FAAFP, SFHM
Darren Caudill, DO, FACP, SFHM
Julie M. Cernanec, MD, FAAP, SFHM
Will Cushing, PA-C, SFHM
Douglas A. Dodds II, MD, FAAP, SFHM
Coley B. Duncan, MD, CPE, MMM, SFHM
Noah Finkel, MD, SFHM
Justin Glasgow, MD, PhD, SFHM
Taylor Goot, MD, SFHM
Craig G. Gunderson, MD, SFHM
Alan Hall, MD, SFHM
Vivian Hamlett, MD, SFHM
Kathrin Harrington, MD, SFHM
Hossan Hassan, MD, SFHM
Anand D. Hongalgi, MD, FACP, SFHM
Akshata Hopkins, MD, FAAP, SFHM
Neelima Kamineni, MD, SFHM
Sudheer R. Kantharajpur, MBBS, MD, MHA, SFHM
Prakash Karki, MD, SFHM
Susrutha Kotwal, MD, SFHM
Ethan Kuperman, MD, SFHM
Rumman A. Langah, MD, FACP, SFHM
Sean LaVine, MD, FACP, SFHM
Don S. Lee, MD, FACP, SFHM
Charmaine A. Lewis, MD, MPH, CLHM, SFHM
Rishi Likhi, MD, SFHM
Lenny Lopez, MD, MPH, SFHM
Anthony Macchiavelli, MD, SFHM
Brian McGillen, MD, FACP, SFHM
Parth H. Mehta, MBBS, MD, MPH, SFHM
Anuj Mehta, MBBS, MD, MBA, SFHM
Prem Nair, MD, FACP, SFHM
Don J. Neer, MD, FACP, SFHM
Shyam Odeti, MD, FAAFP, SFHM
Amy T. O’Linn, DO, SFHM
Mihir Patel, MD, FACP, MBA, MPH, SFHM
Kimberly S. Pedram, MD, FACP, SFHM
Thomas Pineo, DO, SFHM
Mauricio Pinto, MD, SFHM
Lakmali C. Ranathunga, MBBS, SFHM
Matthew Reuter, MD, SFHM
Erik P. Rufa, MD, SFHM
Dipali Ruby Sahoo, DO, MBA, SFHM
Chady Sarraf, MD, SFHM
Suchita S. Sata, MD, SFHM
Klint Schwenk, MD, FAAP, MBA, SFHM
Aaron M. Sebach, CRNP, DNP, MBA, PhD, SFHM
Kevin Sowti, MD, MBA, SFHM
Joseph G. Surber, DO, FAAFP, SFHM
Bright Thilagar, MD, SFHM
Thomas S. Trawick Jr., MD, SFHM
Rehman Usmani, MD, SFHM
Arash Velayati, MD, SFHM
Jose A. Ventura, MD, FAAFP, SFHM
Andre Wajner, MD, PhD, SFHM
Phillip D. Warr, MD, SFHM
Virginia E. Watson, MD, SFHM
Kristin R. Wise, MD, SFHM
Elham A. Yousef, MD, FACP, MBA, MSc, SFHM
Fellows Class of 2021
Elizabeth M. Aarons, MD, FHM
Suhail A. Abbasi, MD, FACP, FHM
Waqas Adeel, MD, FHM
Rajender K. Agarwal, MD, MBA, MPH, FHM
Khaalisha Ajala, MD, MBA, FHM
Faraz S. Alam, MD, FHM
Amee Amin, MD, FHM
Muhammad W. Amir, MD, FACP, FHM
Saba Asad, MD, FHM
Logan Atkins, MD, FHM
Navneet Attri, MD, FHM
Jennifer Barnett, PA, FHM
Karyn Baum, MD, FHM
Prabhjot Bedi, MD, FHM
Nicolle R. Benz, DO, FHM
Ricky Bhimani, MD, FHM
Elizabeth Blankenship, PA-C, FHM
Rahul Borsadia, MD, FHM
Kalpana Chalasani, MD, FHM
Rani Chikkanna, MD, FHM
Venu Chippa, MBBS, MD, FHM
Lisa M. Coontz, FNP, FHM
Christie Crawford, MD, FHM
Rene Daniel, MD, PhD, FHM
Elda Dede, FHM
Radha Denmark, CNP, FHM
Alvine N. Nwehla Desamours, PA-C, FHM
Satyendra Dhar, MD, FHM
Manuel Jose Diaz, MD, FHM
Tiffany Egbe, MD, FHM
Chinwe Egbo, MD, FHM
Mohammad A. Farkhondehpour, MD, FACP, FHM
Shaheen Faruque, MBBS, FHM
Chris W. Fellin, MD, FACP, FHM
Juan Carlos Fuentes-Rosales, MD, FACP, MPH, FHM
Evelyn W. Gathecha, MD, FHM
Benjamin P. Geisler, MD, FACP, MPH, FHM
Matthew George, MD, FHM
Sonia George, DO, FHM
Mirna Giordano, MD, FHM
Rebecca Gomez, MD, FHM
David Gonzales, MD, FHM
Maria A. Guevara Hernandez, MD, FACP, FHM
Shubhra Gupta, MBBS, FHM
Rohini Harvey, MD, FHM
Allison Heinen, DO, FHM
Hollie L. Hurner, PA-C, FHM
Doug Hutcheon, MD, FHM
Varalakshmi Janamanchi, MD, FHM
Brian Keegan, MD, FACP, FHM
Qasim Khalil, MD, FHM
Irfana Khan, MD, FHM
Muhammad O. Khan, MD, FAAFP, MBA, FHM
Smita Kohli, MD, FHM
Julie Kolinski, MD, FAAP, FHM
Ewa Kontny, MD, FHM
Sungmi Lian, MD, FHM
Brian Lichtenstein, MD, FHM
Fernando Madero Gorostieta, MD, FHM
Vipul Mahajan, MD, FACP, FHM
Neetu Mahendraker, MD, FHM
Victoria McCurry, MD, FHM
Bridget McGrath, PA-C, FHM
Evan Meadors, MD, FHM
Kapil Mehta, MD, FACP, MBA, FHM
Waseem Mohamed, MD, FHM
Ernest Murray, MD, FHM
Murali K. Nagubandi, MD, FHM
Jessica Nave Allen, MD, FHM
Peter Nwafor, MD, FACP, FHM
Ike Anthony Nwaobi, MBBS, MBA, FHM
Olugbenga B. Ojo, MD, FACP, MBA, FHM
Jacqueline Okere, MD, FHM
Ifedolapo S. Olanrewaju, MD, MBchB, FHM
Mobolaji Olulade, MD, FHM
Elizabeth H. Papetti, MBA, FHM
Love Patel, MBBS, FHM
Kamakshya P. Patra, MD, MMM, FHM
Charles Pizanis, MD, FHM
Rajat Prakash, MD, FHM
Chris Pribula, MD, FHM
Michael Puchaev, MD, FHM
Ryan Punsalan, MD, FHM
Bhavya Rajanna, MD, FHM
Miguel A. Ramirez, MD, FHM
Raymund Ramirez, MD, FHM
Sandeep Randhawa, MBBS, FHM
Rohit Rattan, MD, FHM
Denisha Powell Rawlings, MD, FHM
Praveen K. Reddy, MD, MPH, FHM
Michael Ree, DO, MPH, FHM
Patrick Rendon, MD, FHM
David J. Rizk, MD, FAAFP, MBA, FHM
Michael Roberts, MD, FHM
Edwin Rosas, MD, FHM
Devjit Roy, MD, FHM
Sabyasachi Roy, MD, FHM
Paul Sandroni, CMPE, MSM, FHM
Vijairam Selvaraj, MD, MPH, FHM
Megha Shah, MD, MMM, FHM
Edie Shen, MD, FHM
Gurpinder Singh, MD, FACP, FHM
Vishwas A. Singh, MD, FHM
Karen Slatkovsky, MD, FHM
Sean M. Snyder, MD, FHM
Jaclyn Spiegel, MD, FHM
Dale Stapler Jr., MD, FHM
Christina E. Stovall, MD, FHM
Daniel Suders, DO, FHM
Clayton Swalstad, CMPE, MSM, FHM
Harshil Swaminarayan, MD, FHM
Keniesha Thompson, MD, FHM
Tet Toe, MD, FACP, FHM
Christine Tsai, MD, FHM
Ajay Vaikuntam, MD, FHM
Valerie Vaughn, MD, FHM
Jane N. Wainaina, FACP, MBchB, FHM
Neshahthari Wijeyakuhan, MD, FACP, FHM
Chia-Shing Yang, MD, FHM
Jennifer Zagursky, MD, FHM
The Society of Hospital Medicine has announced its 2021 class of Master Fellows, Senior Fellows, and Fellows in Hospital Medicine.
All Fellowship classes are listed in alphabetical order.
Master Fellows Class of 2021
Nasim Afsar, MD, MBA, MHM
Shaun D. Frost, MD, MHM
Jeffrey L. Schnipper, MD, MPH, MHM
Senior Fellows Class of 2021
Akindele Adaramola, MD, MPH, SFHM
Ramesh Adhikari, MD, SFHM
Pankaj Agrawal, MD, SFHM
Robert L. Anderson, MD, SFHM
Glenda B. Atilano, MD, SFHM
Bi A. Awosika, MD, FACP, SFHM
David N. Aymond, MD, SFHM
Paula Bailey, MD, SFHM
Amit B. Bansal, MD, MBA, SFHM
Jamie K. Bartley, DO, FACP, SFHM
Stephen J. Behnke, MD, SFHM
Christina A. Beyer, MD, SFHM
Vinil K. Bhuma, MD, SFHM
John P. Biebelhausen, MD, MBA, SFHM
Matthew T. Calestino, MD, FACP, SFHM
Domingo Caparas Jr., MD, FAAFP, SFHM
Darren Caudill, DO, FACP, SFHM
Julie M. Cernanec, MD, FAAP, SFHM
Will Cushing, PA-C, SFHM
Douglas A. Dodds II, MD, FAAP, SFHM
Coley B. Duncan, MD, CPE, MMM, SFHM
Noah Finkel, MD, SFHM
Justin Glasgow, MD, PhD, SFHM
Taylor Goot, MD, SFHM
Craig G. Gunderson, MD, SFHM
Alan Hall, MD, SFHM
Vivian Hamlett, MD, SFHM
Kathrin Harrington, MD, SFHM
Hossan Hassan, MD, SFHM
Anand D. Hongalgi, MD, FACP, SFHM
Akshata Hopkins, MD, FAAP, SFHM
Neelima Kamineni, MD, SFHM
Sudheer R. Kantharajpur, MBBS, MD, MHA, SFHM
Prakash Karki, MD, SFHM
Susrutha Kotwal, MD, SFHM
Ethan Kuperman, MD, SFHM
Rumman A. Langah, MD, FACP, SFHM
Sean LaVine, MD, FACP, SFHM
Don S. Lee, MD, FACP, SFHM
Charmaine A. Lewis, MD, MPH, CLHM, SFHM
Rishi Likhi, MD, SFHM
Lenny Lopez, MD, MPH, SFHM
Anthony Macchiavelli, MD, SFHM
Brian McGillen, MD, FACP, SFHM
Parth H. Mehta, MBBS, MD, MPH, SFHM
Anuj Mehta, MBBS, MD, MBA, SFHM
Prem Nair, MD, FACP, SFHM
Don J. Neer, MD, FACP, SFHM
Shyam Odeti, MD, FAAFP, SFHM
Amy T. O’Linn, DO, SFHM
Mihir Patel, MD, FACP, MBA, MPH, SFHM
Kimberly S. Pedram, MD, FACP, SFHM
Thomas Pineo, DO, SFHM
Mauricio Pinto, MD, SFHM
Lakmali C. Ranathunga, MBBS, SFHM
Matthew Reuter, MD, SFHM
Erik P. Rufa, MD, SFHM
Dipali Ruby Sahoo, DO, MBA, SFHM
Chady Sarraf, MD, SFHM
Suchita S. Sata, MD, SFHM
Klint Schwenk, MD, FAAP, MBA, SFHM
Aaron M. Sebach, CRNP, DNP, MBA, PhD, SFHM
Kevin Sowti, MD, MBA, SFHM
Joseph G. Surber, DO, FAAFP, SFHM
Bright Thilagar, MD, SFHM
Thomas S. Trawick Jr., MD, SFHM
Rehman Usmani, MD, SFHM
Arash Velayati, MD, SFHM
Jose A. Ventura, MD, FAAFP, SFHM
Andre Wajner, MD, PhD, SFHM
Phillip D. Warr, MD, SFHM
Virginia E. Watson, MD, SFHM
Kristin R. Wise, MD, SFHM
Elham A. Yousef, MD, FACP, MBA, MSc, SFHM
Fellows Class of 2021
Elizabeth M. Aarons, MD, FHM
Suhail A. Abbasi, MD, FACP, FHM
Waqas Adeel, MD, FHM
Rajender K. Agarwal, MD, MBA, MPH, FHM
Khaalisha Ajala, MD, MBA, FHM
Faraz S. Alam, MD, FHM
Amee Amin, MD, FHM
Muhammad W. Amir, MD, FACP, FHM
Saba Asad, MD, FHM
Logan Atkins, MD, FHM
Navneet Attri, MD, FHM
Jennifer Barnett, PA, FHM
Karyn Baum, MD, FHM
Prabhjot Bedi, MD, FHM
Nicolle R. Benz, DO, FHM
Ricky Bhimani, MD, FHM
Elizabeth Blankenship, PA-C, FHM
Rahul Borsadia, MD, FHM
Kalpana Chalasani, MD, FHM
Rani Chikkanna, MD, FHM
Venu Chippa, MBBS, MD, FHM
Lisa M. Coontz, FNP, FHM
Christie Crawford, MD, FHM
Rene Daniel, MD, PhD, FHM
Elda Dede, FHM
Radha Denmark, CNP, FHM
Alvine N. Nwehla Desamours, PA-C, FHM
Satyendra Dhar, MD, FHM
Manuel Jose Diaz, MD, FHM
Tiffany Egbe, MD, FHM
Chinwe Egbo, MD, FHM
Mohammad A. Farkhondehpour, MD, FACP, FHM
Shaheen Faruque, MBBS, FHM
Chris W. Fellin, MD, FACP, FHM
Juan Carlos Fuentes-Rosales, MD, FACP, MPH, FHM
Evelyn W. Gathecha, MD, FHM
Benjamin P. Geisler, MD, FACP, MPH, FHM
Matthew George, MD, FHM
Sonia George, DO, FHM
Mirna Giordano, MD, FHM
Rebecca Gomez, MD, FHM
David Gonzales, MD, FHM
Maria A. Guevara Hernandez, MD, FACP, FHM
Shubhra Gupta, MBBS, FHM
Rohini Harvey, MD, FHM
Allison Heinen, DO, FHM
Hollie L. Hurner, PA-C, FHM
Doug Hutcheon, MD, FHM
Varalakshmi Janamanchi, MD, FHM
Brian Keegan, MD, FACP, FHM
Qasim Khalil, MD, FHM
Irfana Khan, MD, FHM
Muhammad O. Khan, MD, FAAFP, MBA, FHM
Smita Kohli, MD, FHM
Julie Kolinski, MD, FAAP, FHM
Ewa Kontny, MD, FHM
Sungmi Lian, MD, FHM
Brian Lichtenstein, MD, FHM
Fernando Madero Gorostieta, MD, FHM
Vipul Mahajan, MD, FACP, FHM
Neetu Mahendraker, MD, FHM
Victoria McCurry, MD, FHM
Bridget McGrath, PA-C, FHM
Evan Meadors, MD, FHM
Kapil Mehta, MD, FACP, MBA, FHM
Waseem Mohamed, MD, FHM
Ernest Murray, MD, FHM
Murali K. Nagubandi, MD, FHM
Jessica Nave Allen, MD, FHM
Peter Nwafor, MD, FACP, FHM
Ike Anthony Nwaobi, MBBS, MBA, FHM
Olugbenga B. Ojo, MD, FACP, MBA, FHM
Jacqueline Okere, MD, FHM
Ifedolapo S. Olanrewaju, MD, MBchB, FHM
Mobolaji Olulade, MD, FHM
Elizabeth H. Papetti, MBA, FHM
Love Patel, MBBS, FHM
Kamakshya P. Patra, MD, MMM, FHM
Charles Pizanis, MD, FHM
Rajat Prakash, MD, FHM
Chris Pribula, MD, FHM
Michael Puchaev, MD, FHM
Ryan Punsalan, MD, FHM
Bhavya Rajanna, MD, FHM
Miguel A. Ramirez, MD, FHM
Raymund Ramirez, MD, FHM
Sandeep Randhawa, MBBS, FHM
Rohit Rattan, MD, FHM
Denisha Powell Rawlings, MD, FHM
Praveen K. Reddy, MD, MPH, FHM
Michael Ree, DO, MPH, FHM
Patrick Rendon, MD, FHM
David J. Rizk, MD, FAAFP, MBA, FHM
Michael Roberts, MD, FHM
Edwin Rosas, MD, FHM
Devjit Roy, MD, FHM
Sabyasachi Roy, MD, FHM
Paul Sandroni, CMPE, MSM, FHM
Vijairam Selvaraj, MD, MPH, FHM
Megha Shah, MD, MMM, FHM
Edie Shen, MD, FHM
Gurpinder Singh, MD, FACP, FHM
Vishwas A. Singh, MD, FHM
Karen Slatkovsky, MD, FHM
Sean M. Snyder, MD, FHM
Jaclyn Spiegel, MD, FHM
Dale Stapler Jr., MD, FHM
Christina E. Stovall, MD, FHM
Daniel Suders, DO, FHM
Clayton Swalstad, CMPE, MSM, FHM
Harshil Swaminarayan, MD, FHM
Keniesha Thompson, MD, FHM
Tet Toe, MD, FACP, FHM
Christine Tsai, MD, FHM
Ajay Vaikuntam, MD, FHM
Valerie Vaughn, MD, FHM
Jane N. Wainaina, FACP, MBchB, FHM
Neshahthari Wijeyakuhan, MD, FACP, FHM
Chia-Shing Yang, MD, FHM
Jennifer Zagursky, MD, FHM