Affiliations
Section of General Internal Medicine, Department of Medicine, University of Chicago, Chicago, Illinois
American Board of Medical Specialties, Evanston, Illinois
Given name(s)
Chad
Family name
Whelan
Degrees
MD

Legionella pneumonia and use of the Legionella urinary antigen test

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Legionella pneumonia and use of the Legionella urinary antigen test

A 33‐year‐old Caucasian woman presented to an outside hospital with a 10‐day history of fever, cough, and progressive dyspnea on exertion. Ten days prior to the onset of symptoms, she had traveled to Calgary, Alberta, Canada. Her niece and nephew had recently suffered upper respiratory symptoms. Additional review of systems was negative for joint pain, rash, diarrhea, or bloody stools. She had a history of ulcerative colitis, primary sclerosing cholangitis, and juvenile rheumatoid arthritis. Her outpatient medications included prednisone 10 mg daily, methotrexate 7.5 mg weekly, and ursodiol 200 mg 3 times daily. She was employed at a local hospital and her annual purified protein derivative (PPD) test had been negative. Computed tomography angiography demonstrated bilateral patchy consolidation. Vancomycin, levofloxacin, piperacillin/tazobactam, and fluconazole were initiated and she was transferred to our hospital for further evaluation.

On arrival, her vital signs were within normal limits. She was breathing comfortably but on auscultation had crackles at the right‐mid lung field. A complete blood cell count demonstrated a white blood cell count of 7000/L with left shift, hemoglobin 10.7 g/dL, and platelet count 156,000/L. Liver function tests showed albumin 2.6 g/dL, total bilirubin 9.0 mg/dL with conjugated fraction 6.6 mg/dL, alkaline phosphatase 586 U/L, aspartate aminotransferase 104 U/L, and alanine aminotransferase 72 U/L; these were all near her baseline. The basic metabolic panel was within normal limits. A chest X‐ray showed dense areas of consolidation in the lingula and left upper lobe. All antibiotics from the outside hospital were discontinued and empiric moxifloxacin was initiated.

On hospital day 1, she underwent bronchoscopy, which yielded cloudy fluid from the bronchoalveolar lavage (BAL). Initial BAL gram stain showed moderate white blood cells but no organisms; fungal smears and stains for acid fast bacilli were negative. Blood cultures and Legionella and Streptococcus urinary antigen tests were negative. The remainder of her hospital course was uneventful. Her shortness of breath improved and she remained afebrile. She was discharged home on a 10‐day course of moxifloxacin with close follow‐up. Six days after the BAL specimen was collected, the culture grew Legionella micdadei. Repeat chest film 2 weeks later demonstrated resolution of the original findings.

DISCUSSION

Legionella is responsible for 8000 to 18,000 hospitalizations for pneumonia annually.1 It is associated with community‐acquired, hospital‐acquired, and travel‐associated pneumonia. Twenty‐five Legionella species have been identified and 8 species are associated with pneumonia in humans.2 Community‐acquired and travel‐acquired Legionella pneumonia is most commonly caused by Legionella pneumophila; the second most common cause is L. micdadei.2, 3 It was initially identified in 1977 at the University of Pittsburgh in renal transplant patients with acute pneumonitis and is known as the Pittsburgh pneumonia agent. Similar cases were identified in a group of immunocompromised patients in Virginia, all of whom were receiving steroids and cytotoxic chemotherapy. It is unclear why L. micdadei predominates in this population, but is likely related to its decreased virulence compared to L. pneumophila. The definitive mode of transmission of L. micdadei is not known; it may be from contaminated water supplies but infections from inhalation of respiratory secretions have also been documented.2 While L. micdadei is not commonly seen in travel‐associated Legionella pneumonia, the patient's immunocompromised status secondary to the treatment of her underlying medical conditions made her particularly vulnerable. Given the temporal association with her trip, she was most likely exposed during her travels but her hospital employment should also be considered.

Legionella pneumonia is underdiagnosed because of difficulty distinguishing it from other types of pneumonia, failure to order diagnostic tests, and variable sensitivity of available diagnostic tests.4 Culture is considered the gold standard and is ideally performed from lower respiratory secretions, but variable sensitivity due to interlaboratory variation (range, 10%‐80%) limits its use.3, 4 Direct immunofluorescence assay (DFA) testing of respiratory secretions is available but also limited by poor sensitivity. Both culture and DFA have specificities approaching 100%. A newer test, the Legionella urinary antigen test, is an immunochromatographic assay. It is less technically difficult and results are available in less than 1 hour. The assay can detect the antigen in the urine starting 1 day after the onset of symptoms, and can remain positive for days or weeks following treatment.4

With the introduction and wide availability of the Legionella urinary antigen test, it is important to consider its limitations. While the test carries a high specificity, it detects only the soluble antigen of Legionella pneumophila serogroup 1. Thus, as in this case, the urinary test can be negative when infection is caused by other species such as L. micdadei. In the literature, the urine assay's sensitivity is variously reported at 45% to 100% with lower sensitivities in circumstances such as hospital‐acquired disease, where the association with other species is higher than in the community setting.3, 4 For instance, in nosocomial infections, the reported sensitivity is 45%.3 False‐positive results have also been seen in patients with serum sickness.4

The Legionella urinary antigen test has improved detection of Legionella pneumonia. Given its limitations, it is likely to be most accurate in community‐acquired and travel‐acquired cases.3 The Centers for Disease Control and Prevention recommend testing for Legionella in pneumonia patients requiring admission to the intensive care unit (ICU), immunocompromised patients, patients who traveled within 2 weeks of presentation, and those who have failed treatment with beta‐lactams or cephalosporins. A negative test does not rule out Legionella infection and additional testing with bronchoscopy may be indicated, especially in immunocompromised hosts.4

References
  1. Centers for Disease Control. Legionellosis Resource Site (Legionnaires' Disease and Pontiac Fever). Top 10 Things Every Clinician Needs to Know About Legionellosis. Available at http://www.cdc.gov/legionella/top10.htm. Accessed February2009.
  2. Guo‐Dong G,Yu VL,Vickers RM.Disease due to the legionellaceae (other than Legionella pneumophila): historical, microbiological, clinical, and epidemiological review.Medicine.1989;68:116132.
  3. Helbig J,Uldum S,Bernander S, et al.Clinical utility of urinary antigen detection for diagnosis of community‐acquired, travel‐associated, and nosocomial legionnaire's disease.J Clin Microbiol.2003;41(2):838840.
  4. Murdoch D.Diagnosis of Legionella infection.Clin Infect Dis.2003;36:6469.
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A 33‐year‐old Caucasian woman presented to an outside hospital with a 10‐day history of fever, cough, and progressive dyspnea on exertion. Ten days prior to the onset of symptoms, she had traveled to Calgary, Alberta, Canada. Her niece and nephew had recently suffered upper respiratory symptoms. Additional review of systems was negative for joint pain, rash, diarrhea, or bloody stools. She had a history of ulcerative colitis, primary sclerosing cholangitis, and juvenile rheumatoid arthritis. Her outpatient medications included prednisone 10 mg daily, methotrexate 7.5 mg weekly, and ursodiol 200 mg 3 times daily. She was employed at a local hospital and her annual purified protein derivative (PPD) test had been negative. Computed tomography angiography demonstrated bilateral patchy consolidation. Vancomycin, levofloxacin, piperacillin/tazobactam, and fluconazole were initiated and she was transferred to our hospital for further evaluation.

On arrival, her vital signs were within normal limits. She was breathing comfortably but on auscultation had crackles at the right‐mid lung field. A complete blood cell count demonstrated a white blood cell count of 7000/L with left shift, hemoglobin 10.7 g/dL, and platelet count 156,000/L. Liver function tests showed albumin 2.6 g/dL, total bilirubin 9.0 mg/dL with conjugated fraction 6.6 mg/dL, alkaline phosphatase 586 U/L, aspartate aminotransferase 104 U/L, and alanine aminotransferase 72 U/L; these were all near her baseline. The basic metabolic panel was within normal limits. A chest X‐ray showed dense areas of consolidation in the lingula and left upper lobe. All antibiotics from the outside hospital were discontinued and empiric moxifloxacin was initiated.

On hospital day 1, she underwent bronchoscopy, which yielded cloudy fluid from the bronchoalveolar lavage (BAL). Initial BAL gram stain showed moderate white blood cells but no organisms; fungal smears and stains for acid fast bacilli were negative. Blood cultures and Legionella and Streptococcus urinary antigen tests were negative. The remainder of her hospital course was uneventful. Her shortness of breath improved and she remained afebrile. She was discharged home on a 10‐day course of moxifloxacin with close follow‐up. Six days after the BAL specimen was collected, the culture grew Legionella micdadei. Repeat chest film 2 weeks later demonstrated resolution of the original findings.

DISCUSSION

Legionella is responsible for 8000 to 18,000 hospitalizations for pneumonia annually.1 It is associated with community‐acquired, hospital‐acquired, and travel‐associated pneumonia. Twenty‐five Legionella species have been identified and 8 species are associated with pneumonia in humans.2 Community‐acquired and travel‐acquired Legionella pneumonia is most commonly caused by Legionella pneumophila; the second most common cause is L. micdadei.2, 3 It was initially identified in 1977 at the University of Pittsburgh in renal transplant patients with acute pneumonitis and is known as the Pittsburgh pneumonia agent. Similar cases were identified in a group of immunocompromised patients in Virginia, all of whom were receiving steroids and cytotoxic chemotherapy. It is unclear why L. micdadei predominates in this population, but is likely related to its decreased virulence compared to L. pneumophila. The definitive mode of transmission of L. micdadei is not known; it may be from contaminated water supplies but infections from inhalation of respiratory secretions have also been documented.2 While L. micdadei is not commonly seen in travel‐associated Legionella pneumonia, the patient's immunocompromised status secondary to the treatment of her underlying medical conditions made her particularly vulnerable. Given the temporal association with her trip, she was most likely exposed during her travels but her hospital employment should also be considered.

Legionella pneumonia is underdiagnosed because of difficulty distinguishing it from other types of pneumonia, failure to order diagnostic tests, and variable sensitivity of available diagnostic tests.4 Culture is considered the gold standard and is ideally performed from lower respiratory secretions, but variable sensitivity due to interlaboratory variation (range, 10%‐80%) limits its use.3, 4 Direct immunofluorescence assay (DFA) testing of respiratory secretions is available but also limited by poor sensitivity. Both culture and DFA have specificities approaching 100%. A newer test, the Legionella urinary antigen test, is an immunochromatographic assay. It is less technically difficult and results are available in less than 1 hour. The assay can detect the antigen in the urine starting 1 day after the onset of symptoms, and can remain positive for days or weeks following treatment.4

With the introduction and wide availability of the Legionella urinary antigen test, it is important to consider its limitations. While the test carries a high specificity, it detects only the soluble antigen of Legionella pneumophila serogroup 1. Thus, as in this case, the urinary test can be negative when infection is caused by other species such as L. micdadei. In the literature, the urine assay's sensitivity is variously reported at 45% to 100% with lower sensitivities in circumstances such as hospital‐acquired disease, where the association with other species is higher than in the community setting.3, 4 For instance, in nosocomial infections, the reported sensitivity is 45%.3 False‐positive results have also been seen in patients with serum sickness.4

The Legionella urinary antigen test has improved detection of Legionella pneumonia. Given its limitations, it is likely to be most accurate in community‐acquired and travel‐acquired cases.3 The Centers for Disease Control and Prevention recommend testing for Legionella in pneumonia patients requiring admission to the intensive care unit (ICU), immunocompromised patients, patients who traveled within 2 weeks of presentation, and those who have failed treatment with beta‐lactams or cephalosporins. A negative test does not rule out Legionella infection and additional testing with bronchoscopy may be indicated, especially in immunocompromised hosts.4

A 33‐year‐old Caucasian woman presented to an outside hospital with a 10‐day history of fever, cough, and progressive dyspnea on exertion. Ten days prior to the onset of symptoms, she had traveled to Calgary, Alberta, Canada. Her niece and nephew had recently suffered upper respiratory symptoms. Additional review of systems was negative for joint pain, rash, diarrhea, or bloody stools. She had a history of ulcerative colitis, primary sclerosing cholangitis, and juvenile rheumatoid arthritis. Her outpatient medications included prednisone 10 mg daily, methotrexate 7.5 mg weekly, and ursodiol 200 mg 3 times daily. She was employed at a local hospital and her annual purified protein derivative (PPD) test had been negative. Computed tomography angiography demonstrated bilateral patchy consolidation. Vancomycin, levofloxacin, piperacillin/tazobactam, and fluconazole were initiated and she was transferred to our hospital for further evaluation.

On arrival, her vital signs were within normal limits. She was breathing comfortably but on auscultation had crackles at the right‐mid lung field. A complete blood cell count demonstrated a white blood cell count of 7000/L with left shift, hemoglobin 10.7 g/dL, and platelet count 156,000/L. Liver function tests showed albumin 2.6 g/dL, total bilirubin 9.0 mg/dL with conjugated fraction 6.6 mg/dL, alkaline phosphatase 586 U/L, aspartate aminotransferase 104 U/L, and alanine aminotransferase 72 U/L; these were all near her baseline. The basic metabolic panel was within normal limits. A chest X‐ray showed dense areas of consolidation in the lingula and left upper lobe. All antibiotics from the outside hospital were discontinued and empiric moxifloxacin was initiated.

On hospital day 1, she underwent bronchoscopy, which yielded cloudy fluid from the bronchoalveolar lavage (BAL). Initial BAL gram stain showed moderate white blood cells but no organisms; fungal smears and stains for acid fast bacilli were negative. Blood cultures and Legionella and Streptococcus urinary antigen tests were negative. The remainder of her hospital course was uneventful. Her shortness of breath improved and she remained afebrile. She was discharged home on a 10‐day course of moxifloxacin with close follow‐up. Six days after the BAL specimen was collected, the culture grew Legionella micdadei. Repeat chest film 2 weeks later demonstrated resolution of the original findings.

DISCUSSION

Legionella is responsible for 8000 to 18,000 hospitalizations for pneumonia annually.1 It is associated with community‐acquired, hospital‐acquired, and travel‐associated pneumonia. Twenty‐five Legionella species have been identified and 8 species are associated with pneumonia in humans.2 Community‐acquired and travel‐acquired Legionella pneumonia is most commonly caused by Legionella pneumophila; the second most common cause is L. micdadei.2, 3 It was initially identified in 1977 at the University of Pittsburgh in renal transplant patients with acute pneumonitis and is known as the Pittsburgh pneumonia agent. Similar cases were identified in a group of immunocompromised patients in Virginia, all of whom were receiving steroids and cytotoxic chemotherapy. It is unclear why L. micdadei predominates in this population, but is likely related to its decreased virulence compared to L. pneumophila. The definitive mode of transmission of L. micdadei is not known; it may be from contaminated water supplies but infections from inhalation of respiratory secretions have also been documented.2 While L. micdadei is not commonly seen in travel‐associated Legionella pneumonia, the patient's immunocompromised status secondary to the treatment of her underlying medical conditions made her particularly vulnerable. Given the temporal association with her trip, she was most likely exposed during her travels but her hospital employment should also be considered.

Legionella pneumonia is underdiagnosed because of difficulty distinguishing it from other types of pneumonia, failure to order diagnostic tests, and variable sensitivity of available diagnostic tests.4 Culture is considered the gold standard and is ideally performed from lower respiratory secretions, but variable sensitivity due to interlaboratory variation (range, 10%‐80%) limits its use.3, 4 Direct immunofluorescence assay (DFA) testing of respiratory secretions is available but also limited by poor sensitivity. Both culture and DFA have specificities approaching 100%. A newer test, the Legionella urinary antigen test, is an immunochromatographic assay. It is less technically difficult and results are available in less than 1 hour. The assay can detect the antigen in the urine starting 1 day after the onset of symptoms, and can remain positive for days or weeks following treatment.4

With the introduction and wide availability of the Legionella urinary antigen test, it is important to consider its limitations. While the test carries a high specificity, it detects only the soluble antigen of Legionella pneumophila serogroup 1. Thus, as in this case, the urinary test can be negative when infection is caused by other species such as L. micdadei. In the literature, the urine assay's sensitivity is variously reported at 45% to 100% with lower sensitivities in circumstances such as hospital‐acquired disease, where the association with other species is higher than in the community setting.3, 4 For instance, in nosocomial infections, the reported sensitivity is 45%.3 False‐positive results have also been seen in patients with serum sickness.4

The Legionella urinary antigen test has improved detection of Legionella pneumonia. Given its limitations, it is likely to be most accurate in community‐acquired and travel‐acquired cases.3 The Centers for Disease Control and Prevention recommend testing for Legionella in pneumonia patients requiring admission to the intensive care unit (ICU), immunocompromised patients, patients who traveled within 2 weeks of presentation, and those who have failed treatment with beta‐lactams or cephalosporins. A negative test does not rule out Legionella infection and additional testing with bronchoscopy may be indicated, especially in immunocompromised hosts.4

References
  1. Centers for Disease Control. Legionellosis Resource Site (Legionnaires' Disease and Pontiac Fever). Top 10 Things Every Clinician Needs to Know About Legionellosis. Available at http://www.cdc.gov/legionella/top10.htm. Accessed February2009.
  2. Guo‐Dong G,Yu VL,Vickers RM.Disease due to the legionellaceae (other than Legionella pneumophila): historical, microbiological, clinical, and epidemiological review.Medicine.1989;68:116132.
  3. Helbig J,Uldum S,Bernander S, et al.Clinical utility of urinary antigen detection for diagnosis of community‐acquired, travel‐associated, and nosocomial legionnaire's disease.J Clin Microbiol.2003;41(2):838840.
  4. Murdoch D.Diagnosis of Legionella infection.Clin Infect Dis.2003;36:6469.
References
  1. Centers for Disease Control. Legionellosis Resource Site (Legionnaires' Disease and Pontiac Fever). Top 10 Things Every Clinician Needs to Know About Legionellosis. Available at http://www.cdc.gov/legionella/top10.htm. Accessed February2009.
  2. Guo‐Dong G,Yu VL,Vickers RM.Disease due to the legionellaceae (other than Legionella pneumophila): historical, microbiological, clinical, and epidemiological review.Medicine.1989;68:116132.
  3. Helbig J,Uldum S,Bernander S, et al.Clinical utility of urinary antigen detection for diagnosis of community‐acquired, travel‐associated, and nosocomial legionnaire's disease.J Clin Microbiol.2003;41(2):838840.
  4. Murdoch D.Diagnosis of Legionella infection.Clin Infect Dis.2003;36:6469.
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Development of a screening system to identify patients preoperatively who may benefit from a postoperative hospitalist consult

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University of Chicago Medical Center, Chicago, IL

Chad Whelan, MD
University of Chicago Medical Center, Chicago, IL

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University of Chicago Medical Center, Chicago, IL

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University of Chicago Medical Center, Chicago, IL

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Curriculum for the Hospitalized Aging Medical Patient

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The Curriculum for the Hospitalized Aging Medical Patient program: A collaborative faculty development program for hospitalists, general internists, and geriatricians

A crucial arena of innovative educational programs for the care of the elderly must include the hospital setting, a place of great cost, morbidity, and mortality for a population currently occupying approximately half of US hospital beds.1 With a marked acceleration in the number of persons living to an advanced age, there is a clear imperative to address the health‐care needs of the elderly, particularly the complex and frail.24 An educational grounding that steps beyond the traditional organ‐based models of disease to a much broader patient‐centered framework of care is necessary to aid physicians in advanced clinical decision‐making in the care of older patients. Organizing the medical care of the older patient within existing systems of care and a team care management network must also be improved.

Curricular materials and methods are widely available for teaching geriatric medicine,57 but most are geared toward outpatient care and management, with few addressing the care of the hospitalized, older medical patient.810 There is even less published on curricular materials, methods, and tools for such teaching outside of specialized hospital‐based geriatric units by nongeriatrics‐trained faculty.1113 Furthermore, the evaluation of geriatrics educational programs in the hospital setting has not been done with the ultimate assessment, the linking of educational programs to demonstrated changes in clinical practice and patient care outcomes.

To address these needs, we designed and implemented the Curriculum for the Hospitalized Aging Medical Patient (CHAMP) Faculty Development Program (FDP). CHAMP was funded by a grant from the Donald W. Reynolds Foundation Aging and Quality of Life Program with a matching commitment from the University of Chicago Department of Medicine. At the core of CHAMP are principles of care for the older patient in the hospital setting, with an emphasis on identifying and providing care for the complex and frail elderly with nongeriatrician inpatient medicine faculty as the primary teachers of these materials. The overall educational goals of the CHAMP FDP are the following: (1) to train hospitalists and general internists to recognize opportunities to teach geriatric medicine topics specific to the care of the hospitalized older patient; (2) to create teaching materials, tools, and methods that can be used in the busy medical inpatient setting at the bedside; (3) to create materials and tools that facilitate teaching the Accreditation Council for Graduate Medical Education (ACGME) core competencies14 during ward rounds; and (4) to increase the frequency and effectiveness with which this geriatrics content is taught in the hospital setting. This article describes the development and refinement of the CHAMP FDP and evaluation results to date.

METHODS

The CHAMP FDP was developed by a core group of geriatricians, hospitalists, general medicine faculty, and PhD educators from the Office of the Dean at the University of Chicago Pritzker School of Medicine. The core group piloted the FDP for themselves in spring 2004, and the FDP was offered to target learners annually from 2004 to 2006.

CHAMP Participants

The targeted faculty learners for the CHAMP FDP were hospitalists and general internists who attend on an inpatient medicine service for 1 to 4 months yearly. CHAMP Faculty Scholars were self‐selected from the eligible faculty of the University of Chicago. Approximately one‐third of the CHAMP Faculty Scholars held significant administrative and/or teaching positions in the Department of Medicine, residency program, or medical school. Overall, general internist and hospitalist faculty members of the University of Chicago are highly rated inpatient teachers with a 2004‐2007 average overall resident teaching rating of 3.79 (standard deviation = 0.53) on a scale of 1 to 4 (4 = outstanding). For each yearly cohort, we sought to train 8 to 10 Faculty Scholars. The Donald W. Reynolds Foundation grant funds supported the time of the Faculty Scholars to attend the CHAMP FDP 4 hours weekly for the 12 weeks of the course with release from a half‐day of outpatient clinical duties per week for the length of the FDP. Scholars also received continuing medical education credit for time spent in the FDP.

CHAMP Course Design, Structure, and Content

Design and Structure

The CHAMP FDP consists of twelve 4‐hour sessions given once weekly from September through November of each calendar year. Each session is composed of discrete teaching modules. During the first 2 hours of each session, 1 or 2 modules cover inpatient geriatric medicine content. The remaining 2 hours are devoted to modules consisting of the Stanford FDP for Medical Teachers: Improving Clinical Teaching (first 7 sessions)15, 16 and a course developed for the CHAMP FDP named Teaching on Today's Wards (remaining 5 sessions).

In addition to the overarching goals of the CHAMP FDP, each CHAMP module has specific learning objectives and an evaluation process based on the standard precepts of curriculum design.17 Further modifications of the CHAMP content and methods were strongly influenced by subsequent formal evaluative feedback on the course content, materials, and methods by the Faculty Scholars in each of the 4 FDP groups to date.

Geriatrics Content

The FDP geriatrics content and design model were developed as follows: reviewing existing published geriatrics curricular materials,5, 6, 8, 18 including high‐risk areas of geriatric hospital care;1922 drawing from the experience of the inpatient geriatric evaluation and treatment units;2325 and reviewing the Joint Commission mandates26 that have a particular impact on the care of the older hospitalized patients (eg, high‐risk medications, medication reconciliation, restraint use, and transitions of care). Final curricular materials were approved by consensus of the University of Chicago geriatrics/hospitalist core CHAMP faculty. A needs assessment surveying hospitalists at a regional Society of Hospital Medicine meeting showed a strong concordance between geriatrics topics that respondents thought they were least confident about in their knowledge, that they thought would be most useful to learn, and that we proposed for the core geriatrics topics for the CHAMP FDP, including pharmacy of aging, pressure ulcers, delirium, palliative care, decision‐making capacity, and dementia.27

Each geriatric topic is presented in 30‐ to 90‐minute teaching sessions with didactic lectures and case‐based discussions and is organized around 4 broad themes (Table 1). These lectures emphasize application of the content to bedside teaching during hospital medicine rounds. For example, the session on dementia focuses on assessing decision‐making capacity, the impact of dementia on the care of other medical illnesses and discharge decisions, dementia‐associated frailty with increased risk of hospitalization‐related adverse outcomes, and pain assessment in persons with dementia.

Outline of the Geriatric Topics of the Curriculum for the Hospitalized Aging Medical Patient Faculty Development Program
  • Reprinted from Podrazik PM, Whelan CT. Acute hospital care for the elderly patient: Its impact on clinical and hospital systems of care. Med Clin N Am 2008;92:387406, with permission.

Theme 1: Identify the frail/vulnerable elder
Identification and assessment of the vulnerable hospitalized older patient
Dementia in hospitalized older medical patients: Recognition of and screening for dementia, assessment of medical decision‐making capacity, implications for the treatment of nondementia illness, pain assessment, and improvement of the posthospitalization transition of care
Theme 2: Recognize and avoid hazards of hospitalization
Delirium: Diagnosis, treatment, risk stratification, and prevention
Falls: Assessment and prevention
Foley catheters: Scope of the problem, appropriate indications, and management
Deconditioning: Scope of the problem and prevention
Adverse drug reactions and medication errors: Principles of drug review
Pressure ulcers: Assessment, treatment, and prevention
Theme 3: Palliate and address end‐of‐life issues
Pain control: General principles and use of opiates
Symptom management in advanced disease: Nausea
Difficult conversations and advance directives
Hospice and palliative care and changing goals of care
Theme 4: Improve transitions of care
The ideal hospital discharge: Core components and determining destination
Destinations of posthospital care: Nursing homes for skilled rehabilitation and long‐term care

The CHAMP materials created for teaching each topic at the bedside included topic‐specific teaching triggers, clinical teaching questions, and summary teaching points. The bedside teaching materials and other teaching tools, such as pocket cards with teaching triggers and clinical content (see the example in the appendix), commonly used geriatric measures (eg, the Confusion Assessment Method for delirium),28 and sample forms for teaching aspects of practice‐based learning and improvement and systems‐based practice, were available to Faculty Scholars electronically on the University of Chicago Course Management System (the CHALK E‐learning Web site). The CHAMP materials are now published at the University of Chicago Web site (http://champ.bsd.uchicago.edu) and the Reynolds Foundationsupported Portal of Geriatric Online Education educational Web site (www.pogoe.com). We have also provided lecture slides (with speaker's notes) and a program overview/user's guide to allow other training programs to reproduce all or parts of this program.

Teaching Content

The material referring to the process of teaching has been organized under 4 components in the CHAMP FDP.

The Stanford FDP for Medical Teachers15, 16

This established teaching skills course uses case scenarios and practice sessions to hone skills in key elements of teaching: learning climate, control of session, communication of goals, promotion of understanding and retention, evaluation, feedback, and promotion of self‐directed learning. This portion of the FDP was taught by a University of Chicago General Medicine faculty member trained and certified to teach the course at Stanford.

Teaching on Today's Wards

The Teaching on Today's Wards component was developed specifically for CHAMP to address the following: (1) to improve bedside teaching in the specific setting of the inpatient wards; (2) to increase the amount of geriatric medicine content taught by nongeriatrics faculty during bedside rounds; and (3) to teach the specific ACGME core competencies of professionalism, communication, practice‐based learning and improvement, and systems‐based practice during ward rounds (Table 2).

Teaching ACGME Core Competencies
ACGME Core CompetencyAddressed in CHAMP Curriculum
  • Abbreviations: ACGME, Accreditation Council for Graduate Medical Education; CHAMP, Curriculum for the Hospitalized Aging Medical Patient.

Knowledge/patient care

All geriatric lectures (see Table 1)

ProfessionalismGeriatric lectures
1. Advance directives and difficult conversations
2. Dementia: Decision‐making capacity
Teaching on Today's Wards exercises and games
1. Process mapping
2. I Hope I Get a Good Team game
3. Deciding What To Teach/Missed Teaching Opportunities game
CommunicationGeriatric lectures
1. Advance directives and difficult conversations
2. Dementia: Decision‐making capacity
3. Destinations for posthospital care: Nursing homes
Teaching on Today's Wards exercises and games
1. Process mapping
2. Deciding What To Teach/Missed Teaching Opportunities game
Systems‐based practiceGeriatric lectures
1. Frailty: Screening
2. Delirium: Screening and prevention
3. Deconditioning: Prevention
4. Falls: Prevention
5. Pressure ulcers: Prevention
6. Drugs and aging: Drug review
7. Foley catheter: Indications for use
8. Ideal hospital discharge
Teaching on Today's Wards exercises and games
1. Process mapping
2. Deciding What To Teach/Missed Teaching Opportunities game
3. Quality improvement projects
Practice‐based learning and improvementTeaching on Today's Wards exercises and games
1. Case audit
2. Census audit
3. Process mapping

Session one of Teaching on Today's Wards takes the Faculty Scholars through an exploration of their teaching process on a postcall day using process mapping.29, 30 This technique, similar to constructing a flow chart, involves outlining the series of steps involved in one's actual (not ideal) process of postcall teaching. Faculty Scholars then explore how to recognize opportunities and add geriatric topics and the ACGME core competencies to their teaching on the basis of their own teaching process, skill sets, and clinical experience.

Session two explores goal setting, team dynamics, and the incorporation of more geriatrics teaching into the Faculty Scholar's teaching agenda through a series of interactive card game exercises facilitated in small group discussion. Card game 1, I Hope I Get a Good Team, allows learners to practice goal setting for their inpatient team using a hypothetical game card team based on the learning level, individuals' strengths and weaknesses, and individuals' roles in the team hierarchy. Card game 2, Deciding What To Teach/Missed Opportunities, helps learners develop a teaching agenda on any set of patients that incorporates the CHAMP geriatric topics and the ACGME core competencies.

Sessions three and four teach learners about the systems‐based practice and practice‐based learning and improvement competencies, including an introduction to quality improvement. These interactive sessions introduce Faculty Scholars to the plan‐do‐study‐act method,31 using the example of census and case audits32 to provide an objective and structured method of assessing care. These audits provide a structure for the medical team to review its actual care and management practices and for faculty to teach quality improvement. Examples of census audits developed by CHAMP faculty, including deep venous thrombosis prophylaxis, Foley catheter use, and use of proton pump inhibitors, provide models for the faculty learners to create their own audits.

The fifth session focuses on developing skills for life‐long learning. Based on previous work on medical education and evidence‐based medicine,33, 34 these sessions provide learners with a framework to identify and address knowledge gaps, obtain effective consultation, ask pertinent questions of learners, and self‐assess their teaching skills.

Observed Structured Teaching Exercises

Observed structured teaching exercises allow the deliberate practice of teaching new curricular materials and skills and have been shown to improve teaching skills for both faculty and resident teachers using standardized students in a simulated teaching environment.3537 The observed structured teaching exercises developed for CHAMP allow the Faculty Scholars to practice teaching geriatrics content using the one‐minute preceptor teaching method.38

Commitment to Change (CTC) Contracts

CTC contracts provide a method for sustaining CHAMP teaching. At the end of the FDP, we ask Faculty Scholars to sign a CTC contract,39, 40 selecting at least 1 geriatric topic and 1 topic from Teaching on Today's Wards to teach in future inpatient teaching attending months. Over the year(s) following the FDP, the CHAMP project director frequently contacts the Faculty Scholars via e‐mail and phone interviews before, during, and after each month of inpatient service. The CTC contract is formally reviewed and revised annually with each CHAMP Faculty Scholar by the CHAMP project director and a core CHAMP faculty member.

Evaluation

A comprehensive multilevel evaluation scheme was developed based on the work of Kirkpatrick,41 including participant experience and teaching and subsequent clinical outcomes. This article reports only on the knowledge, attitudes, and behavioral self‐report data collected from participants, and remaining data will be presented in future articles.

The evaluation of the FDP program includes many commonly used methods for evaluating faculty learners, including recollection and retention of course content and self‐reported behavioral changes regarding the incorporation of the material into clinical teaching and practice. The more proximal evaluation includes precourse and postcourse performance on a previously validated geriatric medicine knowledge test,4244 precourse and postcourse performance on a validated survey of attitudes regarding older persons and geriatric medicine,45 a self‐assessment survey measuring self‐reported importance of and confidence in practicing and teaching geriatric skills, and Faculty Scholars' reports of subsequent frequency of teaching on the geriatric medicine and Teaching on Today's Wards content.

Faculty Scholars' feedback regarding their reaction to and satisfaction with the CHAMP FDP includes immediate postsession evaluations of each individual CHAMP FDP session and its content.

Analyses

We calculated the overall satisfaction of the FDP by aggregating evaluations for all session modules across the 4 cohorts. Satisfaction was measured with 6 questions, which included an overall satisfaction question and were answered with 5‐point Likert scales.

Pre‐CHAMP and post‐CHAMP scores on the geriatrics knowledge test and geriatrics attitude scale were calculated for each participant and compared with paired‐sample t tests. Composite scores for the self‐reported behavior for importance of/confidence in practice and importance of/confidence in teaching were calculated for each set of responses from each participant. The average scores across all 14 geriatrics content items for importance of/confidence in practice and importance of/confidence in teaching were calculated pre‐CHAMP and post‐CHAMP and compared with a paired‐sample t test. Similarly, self‐reported behavior ratings of importance of/confidence in teaching were calculated by the averaging of responses across the 10 Teaching on Today's Wards items. Pre‐CHAMP and post‐CHAMP average scores were compared with paired‐sample t tests on SPSS version 14 (SPSS, Chicago, IL). Data from the pilot sessions were included in the analyses to provide adequate power.

RESULTS

We pilot‐tested the format, materials, methods, and evaluation components of the CHAMP FDP with the CHAMP core faculty in the spring of 2004. The revised CHAMP FDP was given in the fall of 2004 to the first group of 8 faculty learners. Similar annual CHAMP FDPs have occurred since 2004, with a total of 29 Faculty Scholars by 2006. This includes approximately half of the University of Chicago general medicine faculty and the majority of the hospitalist faculty. Geriatrics fellows, a medicine chief resident, and other internal medicine subspecialists have also taken the CHAMP FDP. The average evaluations of all CHAMP sessions by all participants are shown in Table 3.

Overall Curriculum for the Hospitalized Aging Medical Patient Module Evaluations by Faculty Scholars (n = 29) from 2004 to 2006
Rating Criteria*Average (SD)N
  • Abbreviations: SD, standard deviation.

  • The criteria are ranked from 1 to 5: 5 means strongly agree.

  • N is the total number of evaluations received across all session modules and all cohorts.

Teaching methods were appropriate for the content covered.4.5 0.8571
The module made an important contribution to my practice.4.4 0.9566
Supplemental materials were effectively used to enhance learning.4.0 1.6433
I feel prepared to teach the material covered in this module.4.1 1.0567
I feel prepared to incorporate this material into my practice.4.4 0.8569
Overall, this was a valuable educational experience.4.5 0.8565

Faculty Scholars rated the FDP highly regarding preparation for teaching and incorporation of the material into their teaching and practice. Likewise, qualitative comments by the Faculty Scholars were strongly supportive of CHAMP:

  • Significantly more aware and confident in teaching around typical geriatric issues present in our patients.

  • Provided concrete, structured ideas about curriculum, learning goals, content materials and how to implement them.

  • The online teaching resources were something I used on an almost daily basis.

  • Wish we had this for outpatient.

 

CHAMP had a favorable impact on the Faculty Scholars across the domains of knowledge, attitudes, and perceived behavior change (Table 4). Significant differences on paired‐sample t tests found significant improvement on all but one measure (importance of teaching). After the CHAMP program, Faculty Scholars were more knowledgeable about geriatrics content (P = 0.023), had more positive attitudes to older patients (P = 0.049), and had greater confidence in their ability to care for older patients (P < 0.001) and teach geriatric medicine skills (P < 0.001) and Teaching on Today's Wards content (P < 0.001). There was a significant increase in the perceived importance of practicing the learned skills (P = 0.008) and Teaching on Today's Wards (P = 0.001). The increased importance of teaching geriatrics skills was marginally significant (P = 0.064).

Educational Impact of CHAMP on Faculty Scholars from 2004 to 2006
Domain NAverage ResponseSEP Value*
Pre‐CHAMPPost‐CHAMP
  • Abbreviations: CHAMP, Curriculum for the Hospitalized Aging Medical Patient; SE, standard error.

  • Based on the result of a paired‐sample t test with N pairs of observations.

  • Possible scores range from 0% to 100%, with a higher score denoting greater knowledge of geriatric medicine.

  • Possible scores range from 14 to 70, with a higher score denoting a more positive attitude to geriatrics.

  • The scores for the importance of practice and teaching geriatric skills and for confidence in practice and teaching geriatric skills are average scores across 14 topic items with 5‐point Likert scales, with a higher score denoting greater importance or confidence.

  • Importance and confidence in Teaching on Today's Wards scores are average scores across 10 topic items with 5‐point Likert scales, with a higher score denoting greater importance or confidence.

KnowledgeGeriatric medicine knowledge test2162.1468.052.400.023
AttitudesGeriatrics attitude scale2656.8658.380.7360.049
Self‐report behavior changeImportance of practice284.404.620.0780.008
Confidence in practice283.594.330.096<0.001
Importance of teaching274.524.660.0740.064
Confidence in teaching273.424.470.112<0.001
Importance of Teaching on Today's Wards273.924.300.0930.001
Confidence in Teaching on Today's Wards272.814.050.136<0.001

DISCUSSION

Central to CHAMP's design are (1) the creation of teaching materials and teaching resources that specifically address the challenges of teaching the care of the hospitalized older patient in busy hospital settings, (2) the provision of methods to reinforce the newly learned geriatrics teaching skills, and (3) a multidimensional evaluation scheme. The enthusiastic response to the CHAMP FDP and the evaluation results to date support the relevance and importance of CHAMP's focus, materials, and educational methods. The ideal outcome for our CHAMP FDP graduates is more informed, confident, and frequent teaching of geriatrics topics keyed to quality improvement and systems of care through a more streamlined but personalized bedside teaching process.13, 46 The CHAMP Faculty Scholar graduates' self‐report surveys of their performance and teaching of CHAMP course geriatrics skills did reveal a significant shift in clinical behavior, teaching, and confidence. Although the strongest indicator of perceived behavior change was in the enhanced self‐confidence in practicing and teaching, the significant changes in knowledge and attitude reinforce our observations of a shift in the mindset about teaching and caring for hospitalized elderly patients. This provides strong evidence for the efficacy of the CHAMP course in positively influencing participants.

Our biggest challenge with the CHAMP FDP was providing enough ongoing support to reinforce learning with an eye on the greater goal of changing teaching behaviors and clinical outcomes. After pilot testing, we added multiple types of support and follow‐up to the FDP: observed structured teaching exercises to practice CHAMP geriatrics content and teaching skills; modification of Teaching on Today's Wards through the addition of practice‐oriented exercises, games, and tutorials; frequent contact with our Faculty Scholar graduates post‐CHAMP FDP through CTC contracts; annual Faculty Scholars reunions; and continued access for the scholars to CHAMP materials on our Web site. Maintaining face‐to‐face contact between CHAMP core faculty and Faculty Scholars once the latter have finished the FDP has been challenging, largely because of clinical and teaching obligations over geographically separate sites. To overcome this, we are working to integrate CHAMP core faculty into hospitalist and general medicine section lecture series, increasing the frequency of CHAMP reunions, renewing CTC contracts with the Faculty Scholar graduates annually, and considering the concept of CHAMP core faculty guests attending during Faculty Scholars inpatient ward rounds.47

The CHAMP FDP and our evaluations to date have several limitations. First, FDP Scholars were volunteer participants who may have been more motivated to improve their geriatric care and teaching than nonparticipants. However, FDP Scholars had only moderate levels of geriatrics knowledge, attitudes, and confidence in their teaching on baseline testing and showed marked improvements in these domains after the FDP. In addition, Scholars' FDP participation was made possible by a reduction of other clinical obligations through direct reimbursement to their sections with CHAMP funds. Other incentives for CHAMP participation could include its focus on generalizable bedside teaching skills and provision of specific techniques for teaching the ACGME core competencies and quality improvement while using geriatrics content. Although the CHAMP FDP in its 48‐hour format is not sustainable or generalizable, the FDP modules and CHAMP materials were specifically designed to be usable in small pieces that could be incorporated into existing teaching structures, grand rounds, section meetings, teacher conferences, and continuing medical education workshops. CHAMP core group members have already presented and taught CHAMP components in many venues (see Dissemination on the CHAMP Web site). The excitement generated by CHAMP at national and specialty meetings, including multiple requests for materials, speaks to widespread interest in our CHAMP model. We are pursuing the creation of a mini‐CHAMP, an abbreviated FDP with an online component. These activities as well as feedback from users of CHAMP materials from the CHAMP Web site and the Portal of Geriatric Online Education will provide important opportunities for examining the use and acceptance of CHAMP outside our institution.

Another limitation of the CHAMP FDP is reliance on FDP Scholar self‐assessment in several of the evaluation components. Some studies have shown poor concordance between physicians' self‐assessment and external assessment over a range of domains.48 However, others have noted that despite these limitations, self‐assessment remains an essential tool for enabling physicians to discover the motivational discomfort of a performance gap, which may lead to changing concepts and mental models or changing work‐flow processes.49 Teaching on Today's Wards sessions in CHAMP emphasize self‐audit processes (such as process mapping and census audits) that can augment self‐assessment. We used such self‐audit processes in 1 small pilot study to date, providing summative and qualitative feedback to a group of FDP Scholars on their use of census audits.

However, the evaluation of the CHAMP FDP is enhanced by a yearly survey of all medical residents and medical students and by the linking of the teaching reported by residents and medical students to specific attendings. We have begun the analysis of resident perceptions of being taught CHAMP geriatrics topics by CHAMP faculty versus non‐CHAMP faculty. In addition, we are gathering data on patient‐level process of care and outcomes tied to the CHAMP FDP course session objectives by linking to the ongoing University of Chicago Hospitalist Project, a large clinical research project that enrolls general medicine inpatients in a study examining the quality of care and resource allocation for these patients.50 Because the ultimate goal of CHAMP is to improve the quality of care and outcomes for elderly hospitalized patients, the University of Chicago Hospitalist Project infrastructure was modified by the incorporation of the Vulnerable Elder Survey‐1351 and a process‐of‐care chart audit specifically based on the Assessing Care of the Vulnerable Elders Hospital Quality Indicators.52 Preliminary work included testing and validating these measures.53 Further evaluation of these clinical outcomes and CHAMP's efficacy and durability at the University of Chicago is ongoing and will be presented in future reports.

CONCLUSIONS

Through a collaboration of geriatricians, hospitalists, and general internists, the CHAMP FDP provides educational materials and methods keyed to bedside teaching in the fast‐paced world of the hospital. CHAMP improves faculty knowledge and attitudes and the frequency of teaching geriatrics topics and skills necessary to deliver quality care to the elderly hospitalized medical patient. Although the CHAMP FDP was developed and refined for use at a specific institution, the multitiered CHAMP FDP materials and methods have the potential for widespread use by multiple types of inpatient attendings for teaching the care of the older hospitalized medicine patient. Hospitalists in particular will require this expertise as both clinicians and teachers as their role, leadership, and influence continue to expand nationally.

Acknowledgements

The Curriculum for the Hospitalized Aging Medical Patient (CHAMP) Program was supported by funding from the Donald W. Reynolds Foundation with matching funds from the University of Chicago Department of Medicine, by the Hartford Foundation Geriatrics Center for Excellence, and by a Geriatric Academic Career Award to Don Scott. Presentations on CHAMP and its materials include a number of national and international meeting venues, including meetings of the Society of Hospital Medicine, the American Geriatrics Society, and the Association of Program Directors in Internal Medicine and the International Ottawa Conference.

APPENDIX

EXAMPLE OF A CHAMP POCKET CARD: FOLEY CATHETERS

0

CHAMP: Foley CathetersCHAMP: Inability to Void
  • NOTE: The left column shows the front of the card; the right column shows the back of the card.

Catherine DuBeau, MD, Geriatrics, University of ChicagoCatherine DuBeau, MD, Geriatrics, University of Chicago
1. Does this patient have a catheter? Incorporate regular catheter checks on rounds as a practice‐based learning and improvement exercise.1. Is there a medical reason for this patient's inability to void?
 Two Basic Reasons
2. Does this patient need a catheter?Poor pump
Only Four Indications▪ Meds: anticholinergics, Ca++ blockers, narcotics
a. Inability to void▪ Sacral cord disease
b. Urinary incontinence and▪ Neuropathy: DM, B12
▪ Open sacral or perineal wound▪ Constipation/emmpaction
▪ Palliative careBlocked outlet
c. Urine output monitoring▪ Prostate disease
▪ Critical illnessfrequent/urgent monitoring needed▪ Suprasacral spinal cord disease (eg, MS) with detrusor‐sphincter dyssynergia
▪ Patient unable/unwilling to collect urine▪ Women: scarring, large cystocele
d. After general or spinal anesthesia▪ Constipation/emmpaction
3. Why should catheter use be minimized?Evaluation of Inability To Void
a. Infection risk
▪ Cause of 40% of nosocomial infectionsAction StepPossible Medical Reasons
b. Morbidity
▪ Internal catheters
○Associated with deliriumReview meds‐Cholinergics, narcotics, calcium channel blockers, ‐agonists
○Urethral and meatal injury
○Bladder and renal stones
○FeverReview med HxDiabetes with neuropathy, sacral/subsacral cord, B12, GU surgery or radiation
○Polymicrobial bacteruria
▪ External (condom) catheters
○Penile cellulitus/necrosisPhysical examWomenpelvic for prolapse; all‐sacral root S2‐4anal wink and bulbocavernosus reflexes
○Urinary retention
○Bacteruria and infection
c. Foleys are uncomfortable/painful.Postvoiding residualThis should have been done in the evaluation of the patient's inability to void and repeated after catheter removal with voiding trial.
d. Foleys are restrictive falls and delirium.
e. Cost
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Article PDF
Issue
Journal of Hospital Medicine - 3(5)
Publications
Page Number
384-393
Legacy Keywords
hospitalist as educator, geriatric patient, practice‐based learning and improvement, quality improvement
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Article PDF

A crucial arena of innovative educational programs for the care of the elderly must include the hospital setting, a place of great cost, morbidity, and mortality for a population currently occupying approximately half of US hospital beds.1 With a marked acceleration in the number of persons living to an advanced age, there is a clear imperative to address the health‐care needs of the elderly, particularly the complex and frail.24 An educational grounding that steps beyond the traditional organ‐based models of disease to a much broader patient‐centered framework of care is necessary to aid physicians in advanced clinical decision‐making in the care of older patients. Organizing the medical care of the older patient within existing systems of care and a team care management network must also be improved.

Curricular materials and methods are widely available for teaching geriatric medicine,57 but most are geared toward outpatient care and management, with few addressing the care of the hospitalized, older medical patient.810 There is even less published on curricular materials, methods, and tools for such teaching outside of specialized hospital‐based geriatric units by nongeriatrics‐trained faculty.1113 Furthermore, the evaluation of geriatrics educational programs in the hospital setting has not been done with the ultimate assessment, the linking of educational programs to demonstrated changes in clinical practice and patient care outcomes.

To address these needs, we designed and implemented the Curriculum for the Hospitalized Aging Medical Patient (CHAMP) Faculty Development Program (FDP). CHAMP was funded by a grant from the Donald W. Reynolds Foundation Aging and Quality of Life Program with a matching commitment from the University of Chicago Department of Medicine. At the core of CHAMP are principles of care for the older patient in the hospital setting, with an emphasis on identifying and providing care for the complex and frail elderly with nongeriatrician inpatient medicine faculty as the primary teachers of these materials. The overall educational goals of the CHAMP FDP are the following: (1) to train hospitalists and general internists to recognize opportunities to teach geriatric medicine topics specific to the care of the hospitalized older patient; (2) to create teaching materials, tools, and methods that can be used in the busy medical inpatient setting at the bedside; (3) to create materials and tools that facilitate teaching the Accreditation Council for Graduate Medical Education (ACGME) core competencies14 during ward rounds; and (4) to increase the frequency and effectiveness with which this geriatrics content is taught in the hospital setting. This article describes the development and refinement of the CHAMP FDP and evaluation results to date.

METHODS

The CHAMP FDP was developed by a core group of geriatricians, hospitalists, general medicine faculty, and PhD educators from the Office of the Dean at the University of Chicago Pritzker School of Medicine. The core group piloted the FDP for themselves in spring 2004, and the FDP was offered to target learners annually from 2004 to 2006.

CHAMP Participants

The targeted faculty learners for the CHAMP FDP were hospitalists and general internists who attend on an inpatient medicine service for 1 to 4 months yearly. CHAMP Faculty Scholars were self‐selected from the eligible faculty of the University of Chicago. Approximately one‐third of the CHAMP Faculty Scholars held significant administrative and/or teaching positions in the Department of Medicine, residency program, or medical school. Overall, general internist and hospitalist faculty members of the University of Chicago are highly rated inpatient teachers with a 2004‐2007 average overall resident teaching rating of 3.79 (standard deviation = 0.53) on a scale of 1 to 4 (4 = outstanding). For each yearly cohort, we sought to train 8 to 10 Faculty Scholars. The Donald W. Reynolds Foundation grant funds supported the time of the Faculty Scholars to attend the CHAMP FDP 4 hours weekly for the 12 weeks of the course with release from a half‐day of outpatient clinical duties per week for the length of the FDP. Scholars also received continuing medical education credit for time spent in the FDP.

CHAMP Course Design, Structure, and Content

Design and Structure

The CHAMP FDP consists of twelve 4‐hour sessions given once weekly from September through November of each calendar year. Each session is composed of discrete teaching modules. During the first 2 hours of each session, 1 or 2 modules cover inpatient geriatric medicine content. The remaining 2 hours are devoted to modules consisting of the Stanford FDP for Medical Teachers: Improving Clinical Teaching (first 7 sessions)15, 16 and a course developed for the CHAMP FDP named Teaching on Today's Wards (remaining 5 sessions).

In addition to the overarching goals of the CHAMP FDP, each CHAMP module has specific learning objectives and an evaluation process based on the standard precepts of curriculum design.17 Further modifications of the CHAMP content and methods were strongly influenced by subsequent formal evaluative feedback on the course content, materials, and methods by the Faculty Scholars in each of the 4 FDP groups to date.

Geriatrics Content

The FDP geriatrics content and design model were developed as follows: reviewing existing published geriatrics curricular materials,5, 6, 8, 18 including high‐risk areas of geriatric hospital care;1922 drawing from the experience of the inpatient geriatric evaluation and treatment units;2325 and reviewing the Joint Commission mandates26 that have a particular impact on the care of the older hospitalized patients (eg, high‐risk medications, medication reconciliation, restraint use, and transitions of care). Final curricular materials were approved by consensus of the University of Chicago geriatrics/hospitalist core CHAMP faculty. A needs assessment surveying hospitalists at a regional Society of Hospital Medicine meeting showed a strong concordance between geriatrics topics that respondents thought they were least confident about in their knowledge, that they thought would be most useful to learn, and that we proposed for the core geriatrics topics for the CHAMP FDP, including pharmacy of aging, pressure ulcers, delirium, palliative care, decision‐making capacity, and dementia.27

Each geriatric topic is presented in 30‐ to 90‐minute teaching sessions with didactic lectures and case‐based discussions and is organized around 4 broad themes (Table 1). These lectures emphasize application of the content to bedside teaching during hospital medicine rounds. For example, the session on dementia focuses on assessing decision‐making capacity, the impact of dementia on the care of other medical illnesses and discharge decisions, dementia‐associated frailty with increased risk of hospitalization‐related adverse outcomes, and pain assessment in persons with dementia.

Outline of the Geriatric Topics of the Curriculum for the Hospitalized Aging Medical Patient Faculty Development Program
  • Reprinted from Podrazik PM, Whelan CT. Acute hospital care for the elderly patient: Its impact on clinical and hospital systems of care. Med Clin N Am 2008;92:387406, with permission.

Theme 1: Identify the frail/vulnerable elder
Identification and assessment of the vulnerable hospitalized older patient
Dementia in hospitalized older medical patients: Recognition of and screening for dementia, assessment of medical decision‐making capacity, implications for the treatment of nondementia illness, pain assessment, and improvement of the posthospitalization transition of care
Theme 2: Recognize and avoid hazards of hospitalization
Delirium: Diagnosis, treatment, risk stratification, and prevention
Falls: Assessment and prevention
Foley catheters: Scope of the problem, appropriate indications, and management
Deconditioning: Scope of the problem and prevention
Adverse drug reactions and medication errors: Principles of drug review
Pressure ulcers: Assessment, treatment, and prevention
Theme 3: Palliate and address end‐of‐life issues
Pain control: General principles and use of opiates
Symptom management in advanced disease: Nausea
Difficult conversations and advance directives
Hospice and palliative care and changing goals of care
Theme 4: Improve transitions of care
The ideal hospital discharge: Core components and determining destination
Destinations of posthospital care: Nursing homes for skilled rehabilitation and long‐term care

The CHAMP materials created for teaching each topic at the bedside included topic‐specific teaching triggers, clinical teaching questions, and summary teaching points. The bedside teaching materials and other teaching tools, such as pocket cards with teaching triggers and clinical content (see the example in the appendix), commonly used geriatric measures (eg, the Confusion Assessment Method for delirium),28 and sample forms for teaching aspects of practice‐based learning and improvement and systems‐based practice, were available to Faculty Scholars electronically on the University of Chicago Course Management System (the CHALK E‐learning Web site). The CHAMP materials are now published at the University of Chicago Web site (http://champ.bsd.uchicago.edu) and the Reynolds Foundationsupported Portal of Geriatric Online Education educational Web site (www.pogoe.com). We have also provided lecture slides (with speaker's notes) and a program overview/user's guide to allow other training programs to reproduce all or parts of this program.

Teaching Content

The material referring to the process of teaching has been organized under 4 components in the CHAMP FDP.

The Stanford FDP for Medical Teachers15, 16

This established teaching skills course uses case scenarios and practice sessions to hone skills in key elements of teaching: learning climate, control of session, communication of goals, promotion of understanding and retention, evaluation, feedback, and promotion of self‐directed learning. This portion of the FDP was taught by a University of Chicago General Medicine faculty member trained and certified to teach the course at Stanford.

Teaching on Today's Wards

The Teaching on Today's Wards component was developed specifically for CHAMP to address the following: (1) to improve bedside teaching in the specific setting of the inpatient wards; (2) to increase the amount of geriatric medicine content taught by nongeriatrics faculty during bedside rounds; and (3) to teach the specific ACGME core competencies of professionalism, communication, practice‐based learning and improvement, and systems‐based practice during ward rounds (Table 2).

Teaching ACGME Core Competencies
ACGME Core CompetencyAddressed in CHAMP Curriculum
  • Abbreviations: ACGME, Accreditation Council for Graduate Medical Education; CHAMP, Curriculum for the Hospitalized Aging Medical Patient.

Knowledge/patient care

All geriatric lectures (see Table 1)

ProfessionalismGeriatric lectures
1. Advance directives and difficult conversations
2. Dementia: Decision‐making capacity
Teaching on Today's Wards exercises and games
1. Process mapping
2. I Hope I Get a Good Team game
3. Deciding What To Teach/Missed Teaching Opportunities game
CommunicationGeriatric lectures
1. Advance directives and difficult conversations
2. Dementia: Decision‐making capacity
3. Destinations for posthospital care: Nursing homes
Teaching on Today's Wards exercises and games
1. Process mapping
2. Deciding What To Teach/Missed Teaching Opportunities game
Systems‐based practiceGeriatric lectures
1. Frailty: Screening
2. Delirium: Screening and prevention
3. Deconditioning: Prevention
4. Falls: Prevention
5. Pressure ulcers: Prevention
6. Drugs and aging: Drug review
7. Foley catheter: Indications for use
8. Ideal hospital discharge
Teaching on Today's Wards exercises and games
1. Process mapping
2. Deciding What To Teach/Missed Teaching Opportunities game
3. Quality improvement projects
Practice‐based learning and improvementTeaching on Today's Wards exercises and games
1. Case audit
2. Census audit
3. Process mapping

Session one of Teaching on Today's Wards takes the Faculty Scholars through an exploration of their teaching process on a postcall day using process mapping.29, 30 This technique, similar to constructing a flow chart, involves outlining the series of steps involved in one's actual (not ideal) process of postcall teaching. Faculty Scholars then explore how to recognize opportunities and add geriatric topics and the ACGME core competencies to their teaching on the basis of their own teaching process, skill sets, and clinical experience.

Session two explores goal setting, team dynamics, and the incorporation of more geriatrics teaching into the Faculty Scholar's teaching agenda through a series of interactive card game exercises facilitated in small group discussion. Card game 1, I Hope I Get a Good Team, allows learners to practice goal setting for their inpatient team using a hypothetical game card team based on the learning level, individuals' strengths and weaknesses, and individuals' roles in the team hierarchy. Card game 2, Deciding What To Teach/Missed Opportunities, helps learners develop a teaching agenda on any set of patients that incorporates the CHAMP geriatric topics and the ACGME core competencies.

Sessions three and four teach learners about the systems‐based practice and practice‐based learning and improvement competencies, including an introduction to quality improvement. These interactive sessions introduce Faculty Scholars to the plan‐do‐study‐act method,31 using the example of census and case audits32 to provide an objective and structured method of assessing care. These audits provide a structure for the medical team to review its actual care and management practices and for faculty to teach quality improvement. Examples of census audits developed by CHAMP faculty, including deep venous thrombosis prophylaxis, Foley catheter use, and use of proton pump inhibitors, provide models for the faculty learners to create their own audits.

The fifth session focuses on developing skills for life‐long learning. Based on previous work on medical education and evidence‐based medicine,33, 34 these sessions provide learners with a framework to identify and address knowledge gaps, obtain effective consultation, ask pertinent questions of learners, and self‐assess their teaching skills.

Observed Structured Teaching Exercises

Observed structured teaching exercises allow the deliberate practice of teaching new curricular materials and skills and have been shown to improve teaching skills for both faculty and resident teachers using standardized students in a simulated teaching environment.3537 The observed structured teaching exercises developed for CHAMP allow the Faculty Scholars to practice teaching geriatrics content using the one‐minute preceptor teaching method.38

Commitment to Change (CTC) Contracts

CTC contracts provide a method for sustaining CHAMP teaching. At the end of the FDP, we ask Faculty Scholars to sign a CTC contract,39, 40 selecting at least 1 geriatric topic and 1 topic from Teaching on Today's Wards to teach in future inpatient teaching attending months. Over the year(s) following the FDP, the CHAMP project director frequently contacts the Faculty Scholars via e‐mail and phone interviews before, during, and after each month of inpatient service. The CTC contract is formally reviewed and revised annually with each CHAMP Faculty Scholar by the CHAMP project director and a core CHAMP faculty member.

Evaluation

A comprehensive multilevel evaluation scheme was developed based on the work of Kirkpatrick,41 including participant experience and teaching and subsequent clinical outcomes. This article reports only on the knowledge, attitudes, and behavioral self‐report data collected from participants, and remaining data will be presented in future articles.

The evaluation of the FDP program includes many commonly used methods for evaluating faculty learners, including recollection and retention of course content and self‐reported behavioral changes regarding the incorporation of the material into clinical teaching and practice. The more proximal evaluation includes precourse and postcourse performance on a previously validated geriatric medicine knowledge test,4244 precourse and postcourse performance on a validated survey of attitudes regarding older persons and geriatric medicine,45 a self‐assessment survey measuring self‐reported importance of and confidence in practicing and teaching geriatric skills, and Faculty Scholars' reports of subsequent frequency of teaching on the geriatric medicine and Teaching on Today's Wards content.

Faculty Scholars' feedback regarding their reaction to and satisfaction with the CHAMP FDP includes immediate postsession evaluations of each individual CHAMP FDP session and its content.

Analyses

We calculated the overall satisfaction of the FDP by aggregating evaluations for all session modules across the 4 cohorts. Satisfaction was measured with 6 questions, which included an overall satisfaction question and were answered with 5‐point Likert scales.

Pre‐CHAMP and post‐CHAMP scores on the geriatrics knowledge test and geriatrics attitude scale were calculated for each participant and compared with paired‐sample t tests. Composite scores for the self‐reported behavior for importance of/confidence in practice and importance of/confidence in teaching were calculated for each set of responses from each participant. The average scores across all 14 geriatrics content items for importance of/confidence in practice and importance of/confidence in teaching were calculated pre‐CHAMP and post‐CHAMP and compared with a paired‐sample t test. Similarly, self‐reported behavior ratings of importance of/confidence in teaching were calculated by the averaging of responses across the 10 Teaching on Today's Wards items. Pre‐CHAMP and post‐CHAMP average scores were compared with paired‐sample t tests on SPSS version 14 (SPSS, Chicago, IL). Data from the pilot sessions were included in the analyses to provide adequate power.

RESULTS

We pilot‐tested the format, materials, methods, and evaluation components of the CHAMP FDP with the CHAMP core faculty in the spring of 2004. The revised CHAMP FDP was given in the fall of 2004 to the first group of 8 faculty learners. Similar annual CHAMP FDPs have occurred since 2004, with a total of 29 Faculty Scholars by 2006. This includes approximately half of the University of Chicago general medicine faculty and the majority of the hospitalist faculty. Geriatrics fellows, a medicine chief resident, and other internal medicine subspecialists have also taken the CHAMP FDP. The average evaluations of all CHAMP sessions by all participants are shown in Table 3.

Overall Curriculum for the Hospitalized Aging Medical Patient Module Evaluations by Faculty Scholars (n = 29) from 2004 to 2006
Rating Criteria*Average (SD)N
  • Abbreviations: SD, standard deviation.

  • The criteria are ranked from 1 to 5: 5 means strongly agree.

  • N is the total number of evaluations received across all session modules and all cohorts.

Teaching methods were appropriate for the content covered.4.5 0.8571
The module made an important contribution to my practice.4.4 0.9566
Supplemental materials were effectively used to enhance learning.4.0 1.6433
I feel prepared to teach the material covered in this module.4.1 1.0567
I feel prepared to incorporate this material into my practice.4.4 0.8569
Overall, this was a valuable educational experience.4.5 0.8565

Faculty Scholars rated the FDP highly regarding preparation for teaching and incorporation of the material into their teaching and practice. Likewise, qualitative comments by the Faculty Scholars were strongly supportive of CHAMP:

  • Significantly more aware and confident in teaching around typical geriatric issues present in our patients.

  • Provided concrete, structured ideas about curriculum, learning goals, content materials and how to implement them.

  • The online teaching resources were something I used on an almost daily basis.

  • Wish we had this for outpatient.

 

CHAMP had a favorable impact on the Faculty Scholars across the domains of knowledge, attitudes, and perceived behavior change (Table 4). Significant differences on paired‐sample t tests found significant improvement on all but one measure (importance of teaching). After the CHAMP program, Faculty Scholars were more knowledgeable about geriatrics content (P = 0.023), had more positive attitudes to older patients (P = 0.049), and had greater confidence in their ability to care for older patients (P < 0.001) and teach geriatric medicine skills (P < 0.001) and Teaching on Today's Wards content (P < 0.001). There was a significant increase in the perceived importance of practicing the learned skills (P = 0.008) and Teaching on Today's Wards (P = 0.001). The increased importance of teaching geriatrics skills was marginally significant (P = 0.064).

Educational Impact of CHAMP on Faculty Scholars from 2004 to 2006
Domain NAverage ResponseSEP Value*
Pre‐CHAMPPost‐CHAMP
  • Abbreviations: CHAMP, Curriculum for the Hospitalized Aging Medical Patient; SE, standard error.

  • Based on the result of a paired‐sample t test with N pairs of observations.

  • Possible scores range from 0% to 100%, with a higher score denoting greater knowledge of geriatric medicine.

  • Possible scores range from 14 to 70, with a higher score denoting a more positive attitude to geriatrics.

  • The scores for the importance of practice and teaching geriatric skills and for confidence in practice and teaching geriatric skills are average scores across 14 topic items with 5‐point Likert scales, with a higher score denoting greater importance or confidence.

  • Importance and confidence in Teaching on Today's Wards scores are average scores across 10 topic items with 5‐point Likert scales, with a higher score denoting greater importance or confidence.

KnowledgeGeriatric medicine knowledge test2162.1468.052.400.023
AttitudesGeriatrics attitude scale2656.8658.380.7360.049
Self‐report behavior changeImportance of practice284.404.620.0780.008
Confidence in practice283.594.330.096<0.001
Importance of teaching274.524.660.0740.064
Confidence in teaching273.424.470.112<0.001
Importance of Teaching on Today's Wards273.924.300.0930.001
Confidence in Teaching on Today's Wards272.814.050.136<0.001

DISCUSSION

Central to CHAMP's design are (1) the creation of teaching materials and teaching resources that specifically address the challenges of teaching the care of the hospitalized older patient in busy hospital settings, (2) the provision of methods to reinforce the newly learned geriatrics teaching skills, and (3) a multidimensional evaluation scheme. The enthusiastic response to the CHAMP FDP and the evaluation results to date support the relevance and importance of CHAMP's focus, materials, and educational methods. The ideal outcome for our CHAMP FDP graduates is more informed, confident, and frequent teaching of geriatrics topics keyed to quality improvement and systems of care through a more streamlined but personalized bedside teaching process.13, 46 The CHAMP Faculty Scholar graduates' self‐report surveys of their performance and teaching of CHAMP course geriatrics skills did reveal a significant shift in clinical behavior, teaching, and confidence. Although the strongest indicator of perceived behavior change was in the enhanced self‐confidence in practicing and teaching, the significant changes in knowledge and attitude reinforce our observations of a shift in the mindset about teaching and caring for hospitalized elderly patients. This provides strong evidence for the efficacy of the CHAMP course in positively influencing participants.

Our biggest challenge with the CHAMP FDP was providing enough ongoing support to reinforce learning with an eye on the greater goal of changing teaching behaviors and clinical outcomes. After pilot testing, we added multiple types of support and follow‐up to the FDP: observed structured teaching exercises to practice CHAMP geriatrics content and teaching skills; modification of Teaching on Today's Wards through the addition of practice‐oriented exercises, games, and tutorials; frequent contact with our Faculty Scholar graduates post‐CHAMP FDP through CTC contracts; annual Faculty Scholars reunions; and continued access for the scholars to CHAMP materials on our Web site. Maintaining face‐to‐face contact between CHAMP core faculty and Faculty Scholars once the latter have finished the FDP has been challenging, largely because of clinical and teaching obligations over geographically separate sites. To overcome this, we are working to integrate CHAMP core faculty into hospitalist and general medicine section lecture series, increasing the frequency of CHAMP reunions, renewing CTC contracts with the Faculty Scholar graduates annually, and considering the concept of CHAMP core faculty guests attending during Faculty Scholars inpatient ward rounds.47

The CHAMP FDP and our evaluations to date have several limitations. First, FDP Scholars were volunteer participants who may have been more motivated to improve their geriatric care and teaching than nonparticipants. However, FDP Scholars had only moderate levels of geriatrics knowledge, attitudes, and confidence in their teaching on baseline testing and showed marked improvements in these domains after the FDP. In addition, Scholars' FDP participation was made possible by a reduction of other clinical obligations through direct reimbursement to their sections with CHAMP funds. Other incentives for CHAMP participation could include its focus on generalizable bedside teaching skills and provision of specific techniques for teaching the ACGME core competencies and quality improvement while using geriatrics content. Although the CHAMP FDP in its 48‐hour format is not sustainable or generalizable, the FDP modules and CHAMP materials were specifically designed to be usable in small pieces that could be incorporated into existing teaching structures, grand rounds, section meetings, teacher conferences, and continuing medical education workshops. CHAMP core group members have already presented and taught CHAMP components in many venues (see Dissemination on the CHAMP Web site). The excitement generated by CHAMP at national and specialty meetings, including multiple requests for materials, speaks to widespread interest in our CHAMP model. We are pursuing the creation of a mini‐CHAMP, an abbreviated FDP with an online component. These activities as well as feedback from users of CHAMP materials from the CHAMP Web site and the Portal of Geriatric Online Education will provide important opportunities for examining the use and acceptance of CHAMP outside our institution.

Another limitation of the CHAMP FDP is reliance on FDP Scholar self‐assessment in several of the evaluation components. Some studies have shown poor concordance between physicians' self‐assessment and external assessment over a range of domains.48 However, others have noted that despite these limitations, self‐assessment remains an essential tool for enabling physicians to discover the motivational discomfort of a performance gap, which may lead to changing concepts and mental models or changing work‐flow processes.49 Teaching on Today's Wards sessions in CHAMP emphasize self‐audit processes (such as process mapping and census audits) that can augment self‐assessment. We used such self‐audit processes in 1 small pilot study to date, providing summative and qualitative feedback to a group of FDP Scholars on their use of census audits.

However, the evaluation of the CHAMP FDP is enhanced by a yearly survey of all medical residents and medical students and by the linking of the teaching reported by residents and medical students to specific attendings. We have begun the analysis of resident perceptions of being taught CHAMP geriatrics topics by CHAMP faculty versus non‐CHAMP faculty. In addition, we are gathering data on patient‐level process of care and outcomes tied to the CHAMP FDP course session objectives by linking to the ongoing University of Chicago Hospitalist Project, a large clinical research project that enrolls general medicine inpatients in a study examining the quality of care and resource allocation for these patients.50 Because the ultimate goal of CHAMP is to improve the quality of care and outcomes for elderly hospitalized patients, the University of Chicago Hospitalist Project infrastructure was modified by the incorporation of the Vulnerable Elder Survey‐1351 and a process‐of‐care chart audit specifically based on the Assessing Care of the Vulnerable Elders Hospital Quality Indicators.52 Preliminary work included testing and validating these measures.53 Further evaluation of these clinical outcomes and CHAMP's efficacy and durability at the University of Chicago is ongoing and will be presented in future reports.

CONCLUSIONS

Through a collaboration of geriatricians, hospitalists, and general internists, the CHAMP FDP provides educational materials and methods keyed to bedside teaching in the fast‐paced world of the hospital. CHAMP improves faculty knowledge and attitudes and the frequency of teaching geriatrics topics and skills necessary to deliver quality care to the elderly hospitalized medical patient. Although the CHAMP FDP was developed and refined for use at a specific institution, the multitiered CHAMP FDP materials and methods have the potential for widespread use by multiple types of inpatient attendings for teaching the care of the older hospitalized medicine patient. Hospitalists in particular will require this expertise as both clinicians and teachers as their role, leadership, and influence continue to expand nationally.

Acknowledgements

The Curriculum for the Hospitalized Aging Medical Patient (CHAMP) Program was supported by funding from the Donald W. Reynolds Foundation with matching funds from the University of Chicago Department of Medicine, by the Hartford Foundation Geriatrics Center for Excellence, and by a Geriatric Academic Career Award to Don Scott. Presentations on CHAMP and its materials include a number of national and international meeting venues, including meetings of the Society of Hospital Medicine, the American Geriatrics Society, and the Association of Program Directors in Internal Medicine and the International Ottawa Conference.

APPENDIX

EXAMPLE OF A CHAMP POCKET CARD: FOLEY CATHETERS

0

CHAMP: Foley CathetersCHAMP: Inability to Void
  • NOTE: The left column shows the front of the card; the right column shows the back of the card.

Catherine DuBeau, MD, Geriatrics, University of ChicagoCatherine DuBeau, MD, Geriatrics, University of Chicago
1. Does this patient have a catheter? Incorporate regular catheter checks on rounds as a practice‐based learning and improvement exercise.1. Is there a medical reason for this patient's inability to void?
 Two Basic Reasons
2. Does this patient need a catheter?Poor pump
Only Four Indications▪ Meds: anticholinergics, Ca++ blockers, narcotics
a. Inability to void▪ Sacral cord disease
b. Urinary incontinence and▪ Neuropathy: DM, B12
▪ Open sacral or perineal wound▪ Constipation/emmpaction
▪ Palliative careBlocked outlet
c. Urine output monitoring▪ Prostate disease
▪ Critical illnessfrequent/urgent monitoring needed▪ Suprasacral spinal cord disease (eg, MS) with detrusor‐sphincter dyssynergia
▪ Patient unable/unwilling to collect urine▪ Women: scarring, large cystocele
d. After general or spinal anesthesia▪ Constipation/emmpaction
3. Why should catheter use be minimized?Evaluation of Inability To Void
a. Infection risk
▪ Cause of 40% of nosocomial infectionsAction StepPossible Medical Reasons
b. Morbidity
▪ Internal catheters
○Associated with deliriumReview meds‐Cholinergics, narcotics, calcium channel blockers, ‐agonists
○Urethral and meatal injury
○Bladder and renal stones
○FeverReview med HxDiabetes with neuropathy, sacral/subsacral cord, B12, GU surgery or radiation
○Polymicrobial bacteruria
▪ External (condom) catheters
○Penile cellulitus/necrosisPhysical examWomenpelvic for prolapse; all‐sacral root S2‐4anal wink and bulbocavernosus reflexes
○Urinary retention
○Bacteruria and infection
c. Foleys are uncomfortable/painful.Postvoiding residualThis should have been done in the evaluation of the patient's inability to void and repeated after catheter removal with voiding trial.
d. Foleys are restrictive falls and delirium.
e. Cost

A crucial arena of innovative educational programs for the care of the elderly must include the hospital setting, a place of great cost, morbidity, and mortality for a population currently occupying approximately half of US hospital beds.1 With a marked acceleration in the number of persons living to an advanced age, there is a clear imperative to address the health‐care needs of the elderly, particularly the complex and frail.24 An educational grounding that steps beyond the traditional organ‐based models of disease to a much broader patient‐centered framework of care is necessary to aid physicians in advanced clinical decision‐making in the care of older patients. Organizing the medical care of the older patient within existing systems of care and a team care management network must also be improved.

Curricular materials and methods are widely available for teaching geriatric medicine,57 but most are geared toward outpatient care and management, with few addressing the care of the hospitalized, older medical patient.810 There is even less published on curricular materials, methods, and tools for such teaching outside of specialized hospital‐based geriatric units by nongeriatrics‐trained faculty.1113 Furthermore, the evaluation of geriatrics educational programs in the hospital setting has not been done with the ultimate assessment, the linking of educational programs to demonstrated changes in clinical practice and patient care outcomes.

To address these needs, we designed and implemented the Curriculum for the Hospitalized Aging Medical Patient (CHAMP) Faculty Development Program (FDP). CHAMP was funded by a grant from the Donald W. Reynolds Foundation Aging and Quality of Life Program with a matching commitment from the University of Chicago Department of Medicine. At the core of CHAMP are principles of care for the older patient in the hospital setting, with an emphasis on identifying and providing care for the complex and frail elderly with nongeriatrician inpatient medicine faculty as the primary teachers of these materials. The overall educational goals of the CHAMP FDP are the following: (1) to train hospitalists and general internists to recognize opportunities to teach geriatric medicine topics specific to the care of the hospitalized older patient; (2) to create teaching materials, tools, and methods that can be used in the busy medical inpatient setting at the bedside; (3) to create materials and tools that facilitate teaching the Accreditation Council for Graduate Medical Education (ACGME) core competencies14 during ward rounds; and (4) to increase the frequency and effectiveness with which this geriatrics content is taught in the hospital setting. This article describes the development and refinement of the CHAMP FDP and evaluation results to date.

METHODS

The CHAMP FDP was developed by a core group of geriatricians, hospitalists, general medicine faculty, and PhD educators from the Office of the Dean at the University of Chicago Pritzker School of Medicine. The core group piloted the FDP for themselves in spring 2004, and the FDP was offered to target learners annually from 2004 to 2006.

CHAMP Participants

The targeted faculty learners for the CHAMP FDP were hospitalists and general internists who attend on an inpatient medicine service for 1 to 4 months yearly. CHAMP Faculty Scholars were self‐selected from the eligible faculty of the University of Chicago. Approximately one‐third of the CHAMP Faculty Scholars held significant administrative and/or teaching positions in the Department of Medicine, residency program, or medical school. Overall, general internist and hospitalist faculty members of the University of Chicago are highly rated inpatient teachers with a 2004‐2007 average overall resident teaching rating of 3.79 (standard deviation = 0.53) on a scale of 1 to 4 (4 = outstanding). For each yearly cohort, we sought to train 8 to 10 Faculty Scholars. The Donald W. Reynolds Foundation grant funds supported the time of the Faculty Scholars to attend the CHAMP FDP 4 hours weekly for the 12 weeks of the course with release from a half‐day of outpatient clinical duties per week for the length of the FDP. Scholars also received continuing medical education credit for time spent in the FDP.

CHAMP Course Design, Structure, and Content

Design and Structure

The CHAMP FDP consists of twelve 4‐hour sessions given once weekly from September through November of each calendar year. Each session is composed of discrete teaching modules. During the first 2 hours of each session, 1 or 2 modules cover inpatient geriatric medicine content. The remaining 2 hours are devoted to modules consisting of the Stanford FDP for Medical Teachers: Improving Clinical Teaching (first 7 sessions)15, 16 and a course developed for the CHAMP FDP named Teaching on Today's Wards (remaining 5 sessions).

In addition to the overarching goals of the CHAMP FDP, each CHAMP module has specific learning objectives and an evaluation process based on the standard precepts of curriculum design.17 Further modifications of the CHAMP content and methods were strongly influenced by subsequent formal evaluative feedback on the course content, materials, and methods by the Faculty Scholars in each of the 4 FDP groups to date.

Geriatrics Content

The FDP geriatrics content and design model were developed as follows: reviewing existing published geriatrics curricular materials,5, 6, 8, 18 including high‐risk areas of geriatric hospital care;1922 drawing from the experience of the inpatient geriatric evaluation and treatment units;2325 and reviewing the Joint Commission mandates26 that have a particular impact on the care of the older hospitalized patients (eg, high‐risk medications, medication reconciliation, restraint use, and transitions of care). Final curricular materials were approved by consensus of the University of Chicago geriatrics/hospitalist core CHAMP faculty. A needs assessment surveying hospitalists at a regional Society of Hospital Medicine meeting showed a strong concordance between geriatrics topics that respondents thought they were least confident about in their knowledge, that they thought would be most useful to learn, and that we proposed for the core geriatrics topics for the CHAMP FDP, including pharmacy of aging, pressure ulcers, delirium, palliative care, decision‐making capacity, and dementia.27

Each geriatric topic is presented in 30‐ to 90‐minute teaching sessions with didactic lectures and case‐based discussions and is organized around 4 broad themes (Table 1). These lectures emphasize application of the content to bedside teaching during hospital medicine rounds. For example, the session on dementia focuses on assessing decision‐making capacity, the impact of dementia on the care of other medical illnesses and discharge decisions, dementia‐associated frailty with increased risk of hospitalization‐related adverse outcomes, and pain assessment in persons with dementia.

Outline of the Geriatric Topics of the Curriculum for the Hospitalized Aging Medical Patient Faculty Development Program
  • Reprinted from Podrazik PM, Whelan CT. Acute hospital care for the elderly patient: Its impact on clinical and hospital systems of care. Med Clin N Am 2008;92:387406, with permission.

Theme 1: Identify the frail/vulnerable elder
Identification and assessment of the vulnerable hospitalized older patient
Dementia in hospitalized older medical patients: Recognition of and screening for dementia, assessment of medical decision‐making capacity, implications for the treatment of nondementia illness, pain assessment, and improvement of the posthospitalization transition of care
Theme 2: Recognize and avoid hazards of hospitalization
Delirium: Diagnosis, treatment, risk stratification, and prevention
Falls: Assessment and prevention
Foley catheters: Scope of the problem, appropriate indications, and management
Deconditioning: Scope of the problem and prevention
Adverse drug reactions and medication errors: Principles of drug review
Pressure ulcers: Assessment, treatment, and prevention
Theme 3: Palliate and address end‐of‐life issues
Pain control: General principles and use of opiates
Symptom management in advanced disease: Nausea
Difficult conversations and advance directives
Hospice and palliative care and changing goals of care
Theme 4: Improve transitions of care
The ideal hospital discharge: Core components and determining destination
Destinations of posthospital care: Nursing homes for skilled rehabilitation and long‐term care

The CHAMP materials created for teaching each topic at the bedside included topic‐specific teaching triggers, clinical teaching questions, and summary teaching points. The bedside teaching materials and other teaching tools, such as pocket cards with teaching triggers and clinical content (see the example in the appendix), commonly used geriatric measures (eg, the Confusion Assessment Method for delirium),28 and sample forms for teaching aspects of practice‐based learning and improvement and systems‐based practice, were available to Faculty Scholars electronically on the University of Chicago Course Management System (the CHALK E‐learning Web site). The CHAMP materials are now published at the University of Chicago Web site (http://champ.bsd.uchicago.edu) and the Reynolds Foundationsupported Portal of Geriatric Online Education educational Web site (www.pogoe.com). We have also provided lecture slides (with speaker's notes) and a program overview/user's guide to allow other training programs to reproduce all or parts of this program.

Teaching Content

The material referring to the process of teaching has been organized under 4 components in the CHAMP FDP.

The Stanford FDP for Medical Teachers15, 16

This established teaching skills course uses case scenarios and practice sessions to hone skills in key elements of teaching: learning climate, control of session, communication of goals, promotion of understanding and retention, evaluation, feedback, and promotion of self‐directed learning. This portion of the FDP was taught by a University of Chicago General Medicine faculty member trained and certified to teach the course at Stanford.

Teaching on Today's Wards

The Teaching on Today's Wards component was developed specifically for CHAMP to address the following: (1) to improve bedside teaching in the specific setting of the inpatient wards; (2) to increase the amount of geriatric medicine content taught by nongeriatrics faculty during bedside rounds; and (3) to teach the specific ACGME core competencies of professionalism, communication, practice‐based learning and improvement, and systems‐based practice during ward rounds (Table 2).

Teaching ACGME Core Competencies
ACGME Core CompetencyAddressed in CHAMP Curriculum
  • Abbreviations: ACGME, Accreditation Council for Graduate Medical Education; CHAMP, Curriculum for the Hospitalized Aging Medical Patient.

Knowledge/patient care

All geriatric lectures (see Table 1)

ProfessionalismGeriatric lectures
1. Advance directives and difficult conversations
2. Dementia: Decision‐making capacity
Teaching on Today's Wards exercises and games
1. Process mapping
2. I Hope I Get a Good Team game
3. Deciding What To Teach/Missed Teaching Opportunities game
CommunicationGeriatric lectures
1. Advance directives and difficult conversations
2. Dementia: Decision‐making capacity
3. Destinations for posthospital care: Nursing homes
Teaching on Today's Wards exercises and games
1. Process mapping
2. Deciding What To Teach/Missed Teaching Opportunities game
Systems‐based practiceGeriatric lectures
1. Frailty: Screening
2. Delirium: Screening and prevention
3. Deconditioning: Prevention
4. Falls: Prevention
5. Pressure ulcers: Prevention
6. Drugs and aging: Drug review
7. Foley catheter: Indications for use
8. Ideal hospital discharge
Teaching on Today's Wards exercises and games
1. Process mapping
2. Deciding What To Teach/Missed Teaching Opportunities game
3. Quality improvement projects
Practice‐based learning and improvementTeaching on Today's Wards exercises and games
1. Case audit
2. Census audit
3. Process mapping

Session one of Teaching on Today's Wards takes the Faculty Scholars through an exploration of their teaching process on a postcall day using process mapping.29, 30 This technique, similar to constructing a flow chart, involves outlining the series of steps involved in one's actual (not ideal) process of postcall teaching. Faculty Scholars then explore how to recognize opportunities and add geriatric topics and the ACGME core competencies to their teaching on the basis of their own teaching process, skill sets, and clinical experience.

Session two explores goal setting, team dynamics, and the incorporation of more geriatrics teaching into the Faculty Scholar's teaching agenda through a series of interactive card game exercises facilitated in small group discussion. Card game 1, I Hope I Get a Good Team, allows learners to practice goal setting for their inpatient team using a hypothetical game card team based on the learning level, individuals' strengths and weaknesses, and individuals' roles in the team hierarchy. Card game 2, Deciding What To Teach/Missed Opportunities, helps learners develop a teaching agenda on any set of patients that incorporates the CHAMP geriatric topics and the ACGME core competencies.

Sessions three and four teach learners about the systems‐based practice and practice‐based learning and improvement competencies, including an introduction to quality improvement. These interactive sessions introduce Faculty Scholars to the plan‐do‐study‐act method,31 using the example of census and case audits32 to provide an objective and structured method of assessing care. These audits provide a structure for the medical team to review its actual care and management practices and for faculty to teach quality improvement. Examples of census audits developed by CHAMP faculty, including deep venous thrombosis prophylaxis, Foley catheter use, and use of proton pump inhibitors, provide models for the faculty learners to create their own audits.

The fifth session focuses on developing skills for life‐long learning. Based on previous work on medical education and evidence‐based medicine,33, 34 these sessions provide learners with a framework to identify and address knowledge gaps, obtain effective consultation, ask pertinent questions of learners, and self‐assess their teaching skills.

Observed Structured Teaching Exercises

Observed structured teaching exercises allow the deliberate practice of teaching new curricular materials and skills and have been shown to improve teaching skills for both faculty and resident teachers using standardized students in a simulated teaching environment.3537 The observed structured teaching exercises developed for CHAMP allow the Faculty Scholars to practice teaching geriatrics content using the one‐minute preceptor teaching method.38

Commitment to Change (CTC) Contracts

CTC contracts provide a method for sustaining CHAMP teaching. At the end of the FDP, we ask Faculty Scholars to sign a CTC contract,39, 40 selecting at least 1 geriatric topic and 1 topic from Teaching on Today's Wards to teach in future inpatient teaching attending months. Over the year(s) following the FDP, the CHAMP project director frequently contacts the Faculty Scholars via e‐mail and phone interviews before, during, and after each month of inpatient service. The CTC contract is formally reviewed and revised annually with each CHAMP Faculty Scholar by the CHAMP project director and a core CHAMP faculty member.

Evaluation

A comprehensive multilevel evaluation scheme was developed based on the work of Kirkpatrick,41 including participant experience and teaching and subsequent clinical outcomes. This article reports only on the knowledge, attitudes, and behavioral self‐report data collected from participants, and remaining data will be presented in future articles.

The evaluation of the FDP program includes many commonly used methods for evaluating faculty learners, including recollection and retention of course content and self‐reported behavioral changes regarding the incorporation of the material into clinical teaching and practice. The more proximal evaluation includes precourse and postcourse performance on a previously validated geriatric medicine knowledge test,4244 precourse and postcourse performance on a validated survey of attitudes regarding older persons and geriatric medicine,45 a self‐assessment survey measuring self‐reported importance of and confidence in practicing and teaching geriatric skills, and Faculty Scholars' reports of subsequent frequency of teaching on the geriatric medicine and Teaching on Today's Wards content.

Faculty Scholars' feedback regarding their reaction to and satisfaction with the CHAMP FDP includes immediate postsession evaluations of each individual CHAMP FDP session and its content.

Analyses

We calculated the overall satisfaction of the FDP by aggregating evaluations for all session modules across the 4 cohorts. Satisfaction was measured with 6 questions, which included an overall satisfaction question and were answered with 5‐point Likert scales.

Pre‐CHAMP and post‐CHAMP scores on the geriatrics knowledge test and geriatrics attitude scale were calculated for each participant and compared with paired‐sample t tests. Composite scores for the self‐reported behavior for importance of/confidence in practice and importance of/confidence in teaching were calculated for each set of responses from each participant. The average scores across all 14 geriatrics content items for importance of/confidence in practice and importance of/confidence in teaching were calculated pre‐CHAMP and post‐CHAMP and compared with a paired‐sample t test. Similarly, self‐reported behavior ratings of importance of/confidence in teaching were calculated by the averaging of responses across the 10 Teaching on Today's Wards items. Pre‐CHAMP and post‐CHAMP average scores were compared with paired‐sample t tests on SPSS version 14 (SPSS, Chicago, IL). Data from the pilot sessions were included in the analyses to provide adequate power.

RESULTS

We pilot‐tested the format, materials, methods, and evaluation components of the CHAMP FDP with the CHAMP core faculty in the spring of 2004. The revised CHAMP FDP was given in the fall of 2004 to the first group of 8 faculty learners. Similar annual CHAMP FDPs have occurred since 2004, with a total of 29 Faculty Scholars by 2006. This includes approximately half of the University of Chicago general medicine faculty and the majority of the hospitalist faculty. Geriatrics fellows, a medicine chief resident, and other internal medicine subspecialists have also taken the CHAMP FDP. The average evaluations of all CHAMP sessions by all participants are shown in Table 3.

Overall Curriculum for the Hospitalized Aging Medical Patient Module Evaluations by Faculty Scholars (n = 29) from 2004 to 2006
Rating Criteria*Average (SD)N
  • Abbreviations: SD, standard deviation.

  • The criteria are ranked from 1 to 5: 5 means strongly agree.

  • N is the total number of evaluations received across all session modules and all cohorts.

Teaching methods were appropriate for the content covered.4.5 0.8571
The module made an important contribution to my practice.4.4 0.9566
Supplemental materials were effectively used to enhance learning.4.0 1.6433
I feel prepared to teach the material covered in this module.4.1 1.0567
I feel prepared to incorporate this material into my practice.4.4 0.8569
Overall, this was a valuable educational experience.4.5 0.8565

Faculty Scholars rated the FDP highly regarding preparation for teaching and incorporation of the material into their teaching and practice. Likewise, qualitative comments by the Faculty Scholars were strongly supportive of CHAMP:

  • Significantly more aware and confident in teaching around typical geriatric issues present in our patients.

  • Provided concrete, structured ideas about curriculum, learning goals, content materials and how to implement them.

  • The online teaching resources were something I used on an almost daily basis.

  • Wish we had this for outpatient.

 

CHAMP had a favorable impact on the Faculty Scholars across the domains of knowledge, attitudes, and perceived behavior change (Table 4). Significant differences on paired‐sample t tests found significant improvement on all but one measure (importance of teaching). After the CHAMP program, Faculty Scholars were more knowledgeable about geriatrics content (P = 0.023), had more positive attitudes to older patients (P = 0.049), and had greater confidence in their ability to care for older patients (P < 0.001) and teach geriatric medicine skills (P < 0.001) and Teaching on Today's Wards content (P < 0.001). There was a significant increase in the perceived importance of practicing the learned skills (P = 0.008) and Teaching on Today's Wards (P = 0.001). The increased importance of teaching geriatrics skills was marginally significant (P = 0.064).

Educational Impact of CHAMP on Faculty Scholars from 2004 to 2006
Domain NAverage ResponseSEP Value*
Pre‐CHAMPPost‐CHAMP
  • Abbreviations: CHAMP, Curriculum for the Hospitalized Aging Medical Patient; SE, standard error.

  • Based on the result of a paired‐sample t test with N pairs of observations.

  • Possible scores range from 0% to 100%, with a higher score denoting greater knowledge of geriatric medicine.

  • Possible scores range from 14 to 70, with a higher score denoting a more positive attitude to geriatrics.

  • The scores for the importance of practice and teaching geriatric skills and for confidence in practice and teaching geriatric skills are average scores across 14 topic items with 5‐point Likert scales, with a higher score denoting greater importance or confidence.

  • Importance and confidence in Teaching on Today's Wards scores are average scores across 10 topic items with 5‐point Likert scales, with a higher score denoting greater importance or confidence.

KnowledgeGeriatric medicine knowledge test2162.1468.052.400.023
AttitudesGeriatrics attitude scale2656.8658.380.7360.049
Self‐report behavior changeImportance of practice284.404.620.0780.008
Confidence in practice283.594.330.096<0.001
Importance of teaching274.524.660.0740.064
Confidence in teaching273.424.470.112<0.001
Importance of Teaching on Today's Wards273.924.300.0930.001
Confidence in Teaching on Today's Wards272.814.050.136<0.001

DISCUSSION

Central to CHAMP's design are (1) the creation of teaching materials and teaching resources that specifically address the challenges of teaching the care of the hospitalized older patient in busy hospital settings, (2) the provision of methods to reinforce the newly learned geriatrics teaching skills, and (3) a multidimensional evaluation scheme. The enthusiastic response to the CHAMP FDP and the evaluation results to date support the relevance and importance of CHAMP's focus, materials, and educational methods. The ideal outcome for our CHAMP FDP graduates is more informed, confident, and frequent teaching of geriatrics topics keyed to quality improvement and systems of care through a more streamlined but personalized bedside teaching process.13, 46 The CHAMP Faculty Scholar graduates' self‐report surveys of their performance and teaching of CHAMP course geriatrics skills did reveal a significant shift in clinical behavior, teaching, and confidence. Although the strongest indicator of perceived behavior change was in the enhanced self‐confidence in practicing and teaching, the significant changes in knowledge and attitude reinforce our observations of a shift in the mindset about teaching and caring for hospitalized elderly patients. This provides strong evidence for the efficacy of the CHAMP course in positively influencing participants.

Our biggest challenge with the CHAMP FDP was providing enough ongoing support to reinforce learning with an eye on the greater goal of changing teaching behaviors and clinical outcomes. After pilot testing, we added multiple types of support and follow‐up to the FDP: observed structured teaching exercises to practice CHAMP geriatrics content and teaching skills; modification of Teaching on Today's Wards through the addition of practice‐oriented exercises, games, and tutorials; frequent contact with our Faculty Scholar graduates post‐CHAMP FDP through CTC contracts; annual Faculty Scholars reunions; and continued access for the scholars to CHAMP materials on our Web site. Maintaining face‐to‐face contact between CHAMP core faculty and Faculty Scholars once the latter have finished the FDP has been challenging, largely because of clinical and teaching obligations over geographically separate sites. To overcome this, we are working to integrate CHAMP core faculty into hospitalist and general medicine section lecture series, increasing the frequency of CHAMP reunions, renewing CTC contracts with the Faculty Scholar graduates annually, and considering the concept of CHAMP core faculty guests attending during Faculty Scholars inpatient ward rounds.47

The CHAMP FDP and our evaluations to date have several limitations. First, FDP Scholars were volunteer participants who may have been more motivated to improve their geriatric care and teaching than nonparticipants. However, FDP Scholars had only moderate levels of geriatrics knowledge, attitudes, and confidence in their teaching on baseline testing and showed marked improvements in these domains after the FDP. In addition, Scholars' FDP participation was made possible by a reduction of other clinical obligations through direct reimbursement to their sections with CHAMP funds. Other incentives for CHAMP participation could include its focus on generalizable bedside teaching skills and provision of specific techniques for teaching the ACGME core competencies and quality improvement while using geriatrics content. Although the CHAMP FDP in its 48‐hour format is not sustainable or generalizable, the FDP modules and CHAMP materials were specifically designed to be usable in small pieces that could be incorporated into existing teaching structures, grand rounds, section meetings, teacher conferences, and continuing medical education workshops. CHAMP core group members have already presented and taught CHAMP components in many venues (see Dissemination on the CHAMP Web site). The excitement generated by CHAMP at national and specialty meetings, including multiple requests for materials, speaks to widespread interest in our CHAMP model. We are pursuing the creation of a mini‐CHAMP, an abbreviated FDP with an online component. These activities as well as feedback from users of CHAMP materials from the CHAMP Web site and the Portal of Geriatric Online Education will provide important opportunities for examining the use and acceptance of CHAMP outside our institution.

Another limitation of the CHAMP FDP is reliance on FDP Scholar self‐assessment in several of the evaluation components. Some studies have shown poor concordance between physicians' self‐assessment and external assessment over a range of domains.48 However, others have noted that despite these limitations, self‐assessment remains an essential tool for enabling physicians to discover the motivational discomfort of a performance gap, which may lead to changing concepts and mental models or changing work‐flow processes.49 Teaching on Today's Wards sessions in CHAMP emphasize self‐audit processes (such as process mapping and census audits) that can augment self‐assessment. We used such self‐audit processes in 1 small pilot study to date, providing summative and qualitative feedback to a group of FDP Scholars on their use of census audits.

However, the evaluation of the CHAMP FDP is enhanced by a yearly survey of all medical residents and medical students and by the linking of the teaching reported by residents and medical students to specific attendings. We have begun the analysis of resident perceptions of being taught CHAMP geriatrics topics by CHAMP faculty versus non‐CHAMP faculty. In addition, we are gathering data on patient‐level process of care and outcomes tied to the CHAMP FDP course session objectives by linking to the ongoing University of Chicago Hospitalist Project, a large clinical research project that enrolls general medicine inpatients in a study examining the quality of care and resource allocation for these patients.50 Because the ultimate goal of CHAMP is to improve the quality of care and outcomes for elderly hospitalized patients, the University of Chicago Hospitalist Project infrastructure was modified by the incorporation of the Vulnerable Elder Survey‐1351 and a process‐of‐care chart audit specifically based on the Assessing Care of the Vulnerable Elders Hospital Quality Indicators.52 Preliminary work included testing and validating these measures.53 Further evaluation of these clinical outcomes and CHAMP's efficacy and durability at the University of Chicago is ongoing and will be presented in future reports.

CONCLUSIONS

Through a collaboration of geriatricians, hospitalists, and general internists, the CHAMP FDP provides educational materials and methods keyed to bedside teaching in the fast‐paced world of the hospital. CHAMP improves faculty knowledge and attitudes and the frequency of teaching geriatrics topics and skills necessary to deliver quality care to the elderly hospitalized medical patient. Although the CHAMP FDP was developed and refined for use at a specific institution, the multitiered CHAMP FDP materials and methods have the potential for widespread use by multiple types of inpatient attendings for teaching the care of the older hospitalized medicine patient. Hospitalists in particular will require this expertise as both clinicians and teachers as their role, leadership, and influence continue to expand nationally.

Acknowledgements

The Curriculum for the Hospitalized Aging Medical Patient (CHAMP) Program was supported by funding from the Donald W. Reynolds Foundation with matching funds from the University of Chicago Department of Medicine, by the Hartford Foundation Geriatrics Center for Excellence, and by a Geriatric Academic Career Award to Don Scott. Presentations on CHAMP and its materials include a number of national and international meeting venues, including meetings of the Society of Hospital Medicine, the American Geriatrics Society, and the Association of Program Directors in Internal Medicine and the International Ottawa Conference.

APPENDIX

EXAMPLE OF A CHAMP POCKET CARD: FOLEY CATHETERS

0

CHAMP: Foley CathetersCHAMP: Inability to Void
  • NOTE: The left column shows the front of the card; the right column shows the back of the card.

Catherine DuBeau, MD, Geriatrics, University of ChicagoCatherine DuBeau, MD, Geriatrics, University of Chicago
1. Does this patient have a catheter? Incorporate regular catheter checks on rounds as a practice‐based learning and improvement exercise.1. Is there a medical reason for this patient's inability to void?
 Two Basic Reasons
2. Does this patient need a catheter?Poor pump
Only Four Indications▪ Meds: anticholinergics, Ca++ blockers, narcotics
a. Inability to void▪ Sacral cord disease
b. Urinary incontinence and▪ Neuropathy: DM, B12
▪ Open sacral or perineal wound▪ Constipation/emmpaction
▪ Palliative careBlocked outlet
c. Urine output monitoring▪ Prostate disease
▪ Critical illnessfrequent/urgent monitoring needed▪ Suprasacral spinal cord disease (eg, MS) with detrusor‐sphincter dyssynergia
▪ Patient unable/unwilling to collect urine▪ Women: scarring, large cystocele
d. After general or spinal anesthesia▪ Constipation/emmpaction
3. Why should catheter use be minimized?Evaluation of Inability To Void
a. Infection risk
▪ Cause of 40% of nosocomial infectionsAction StepPossible Medical Reasons
b. Morbidity
▪ Internal catheters
○Associated with deliriumReview meds‐Cholinergics, narcotics, calcium channel blockers, ‐agonists
○Urethral and meatal injury
○Bladder and renal stones
○FeverReview med HxDiabetes with neuropathy, sacral/subsacral cord, B12, GU surgery or radiation
○Polymicrobial bacteruria
▪ External (condom) catheters
○Penile cellulitus/necrosisPhysical examWomenpelvic for prolapse; all‐sacral root S2‐4anal wink and bulbocavernosus reflexes
○Urinary retention
○Bacteruria and infection
c. Foleys are uncomfortable/painful.Postvoiding residualThis should have been done in the evaluation of the patient's inability to void and repeated after catheter removal with voiding trial.
d. Foleys are restrictive falls and delirium.
e. Cost
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  8. Bragg EJ,Warshaw GA.ACGME requirements for geriatrics medicine curricula in medical specialties: progress made and progress needed.Acad Med.2005;80:279285.
  9. Thomas DC,Leipzig RM,Smith L, et al.Improving geriatrics training in internal medicine residency programs: best practices and sustainable solutions.Ann Intern Med.2003;139:628634.
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  18. Palmer RM.Acute hospital care. In:Cassel C,Cohen HJ,Larson EB, et al., eds.Geriatric Medicine,4th ed.New York:Springer‐Verlag;2003.
  19. Inouye SK,Bogardus ST,Charpentier PA, et al.A multicomponent intervention to prevent delirium in hospitalized older patients.N Engl J Med.1999;340:669676.
  20. Inouye SK,Peduzzi PN,Robinson JT, et al.Importance of functional measures in predicting mortality among older hospitalized patients.JAMA.1998;279:11871193.
  21. Sands L,Yaffe K,Covinski K, et al.Cognitive screening predicts magnitude of functional recovery from admission to 3 months after discharge in hospitalized elders.J Gerontol Med Sci.2003;58:3745.
  22. Naylor M,Brooten D,Campbell , et al.Comprehensive discharge planning and home follow‐up of hospitalized elders: a randomized controlled trial.JAMA.1999;17:613620.
  23. Landefeld CS,Palmer RM,Kresevic D, et al.A randomized trial of care in a hospital medical unit especially designed to improve the functional outcomes of acutely ill older patients.N Engl J Med.1995;332:13381344.
  24. Cohen HJ,Feussner JR,Weinberger M, et al.A controlled trial of inpatient and outpatient geriatric evaluation and management.N Engl J Med.2002;346:905912.
  25. Counsell SR,Holder CM,Liebenauer LL, et al.Effects of a multicomponent intervention on functional outcomes and process of care in hospitalized older patients: a randomized controlled trial of acute care for the elders (ACE) in a community hospital.J Am Geriatr Soc.2000;48:15721581.
  26. The Joint Commission. Available at http://www.jcinc.com. Accessed April2008.
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  28. Inouye SK,van Dyck CH,Alessi CA, et al.Clarifying confusion: the confusion assessment method. A new method for detecting delirium.Ann Intern Med1990;113:941948.
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The Curriculum for the Hospitalized Aging Medical Patient program: A collaborative faculty development program for hospitalists, general internists, and geriatricians
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SHM Establishes Palliative Care Task Force

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Hospitalists lead, coordinate, and participate in initiatives to improve the identification and treatment of patients and families in need of palliative care. Yet we often lack the knowledge and skills necessary to provide outstanding palliative care; we may also lack the comfort level we need to take care of patients at that stage of illness.

Steve Pantilat, MD, SHM president and member of the SHM Education Committee, established the Palliative Care Task Force to identify and create opportunities to improve palliative care in the field of hospital medicine. The Palliative Care Task Force had its inaugural meeting in August. Led by founder Dr. Pantilat and Chad Whelan, MD, Palliative Care Task Force chair, the task force established the following goals:

  1. Promote palliative care as an important skill and activity for hospital medicine physicians and providers;
  2. Identify and create palliative-care-focused educational activities for hospital medicine physicians and other key stakeholders within hospital medicine;
  3. Advocate for the creation and or support of hospital-based palliative care services;
  4. Promote the use of best practices in palliative care; and
  5. Develop a core community of hospital medicine physicians dedicated to improving our understanding of palliative care.

Hospital medicine physicians can and should serve as leaders to improve palliative care. Just as there are times to look for a cure at all costs, there are also times when we must treat our patients’ symptoms at all cost.

Our current task force membership is small but energetic. We actively recruit members, particularly nonphysicians and non-SHM members. Palliative care is a multidisciplinary field, and we hope the Palliative Care Task Force membership will reflect this diversity. Potential areas of growth include pharmacists, nurses, social workers, spiritual care providers, and nonhospitalist physicians. We are also looking for a pediatrician with an interest in palliative care to represent the pediatric interests among SHM members.

Since the first meeting in August our members have been developing a plan to achieve our identified goals. While the plan is still early in its development, we have designed a multimodal approach that will rely on traditional CME meetings, print media, as well as electronic media.

The task force’s short-term goals include promoting best practices in palliative care via SHM communication vehicles. For example, we plan to propose a series of articles for the forthcoming Journal of Hospital Medicine to highlight key issues in palliative care.

The 2006 SHM Annual Meeting will feature two workshops with a palliative care focus. One workshop will discuss how to build the case for a palliative care service; the other will address issues in pain management for hospitalized patients. We will learn from the 2006 experience as we look toward the 2007 SHM Annual Meeting in Texas. An electronic CME module is also under development.

Finally, we are planning an electronic compendium of resources and tools for practicing high-quality palliative care. Although the format has not been finalized, the concept is to provide resources that will make caring for palliative care patients as easy as possible.

While we are pleased with the progress of the task force to date, there is still much to do. Hospital medicine physicians can and should serve as leaders to improve palliative care. Traditional medical training focuses our efforts and thoughts of curing and preventing. We’ve all felt the exhilaration of making a life-saving diagnosis on the young, otherwise healthy patient; however, just as there are times to look for a cure at all costs, there are also times when we must treat our patients’ symptoms at all costs.

 

 

Often traditional medical training doesn’t provide us with the tools we need to best care for our patients and their families when palliative care goals become the priority. We hope this task force will raise the visibility of palliative care within SHM and provide the opportunities and tools needed for us, as hospital medicine providers, to offer the best palliative care possible to our patients. If successful, we’ll feel the deep personal satisfaction and self-reward of helping a patient and their family transition from hopes of a cure to comfort in the knowledge that their symptoms and needs will be cared for.

Interested in joining the task force or participating in a related work group? Contact Chad Whelan at cwhelan@medicine.bsd.uchicago.edu.

SHM TRIVIA

Hospital Medicine Defined

Merriam-Webster’s Collegiate Dictionary, 11th Edition, has included the word “hospitalist” for the first time. The definition: A physician who specializes in treating hospitalized patients of other physicians in order to minimize the number of hospital visits by other physicians.

The Stroke Resource Room

SHM’s Web site features stroke information on call

Online resource rooms comprise an innovative venue within the SHM Web site to focus on essential topics from the forthcoming core curriculum. Specifically, the Web-based resource rooms organize expert opinions, evidence-based literature, clinical tools and guidelines, and recommendations about essential topics in hospital medicine. Initial areas of development include the DVT and stroke resource rooms, with ongoing efforts in other areas including geriatrics, antimicrobial resistance, congestive heart failure, and glycemic control. These interactive rooms help connect hospitalists to information, content experts, and each other.

The Stroke Imperative

Stroke is the third leading cause of death in the United States and a common admission diagnosis. Cerebrovascular disease is a field of great complexity and rapid advance. There is great pressure on the practicing hospitalist to have both a base knowledge of the approach to the patient with stroke as well as an understanding of current best practice.

Survey Deadline Looms

Hospital Medicine Group Leaders: Nov. 25 is the deadline for submitting your response to the 2005 SHM Productivity and Compensation Survey. We have set an aggressive goal of 400 respondents. Only respondents will receive the full survey and analysis on a CD at no cost. Questions? Call SHM Customer Service at (800) 843-3360.

Traditional internal medicine residencies may not fully prepare one for hospitalist practice. Many patients seen by hospitalists have diagnoses that were managed by internal medicine subspecialties in the past. Most hospitalists feel comfortable managing straightforward gastrointestinal bleeds, myocardial infarctions, and renal failure without consultation. Neurologic cases are somewhat different.

Most medicine residents have rotated on a neurology service, but that limited experience is frequently insufficient in preparing physicians for their future experience as hospitalists. While neurology residencies include one year of internal medicine, the two diverge dramatically afterward. Practitioners of both internal medicine and neurology frequently feel that they speak a different language from one another.

Particularly in the community setting, hospitalists manage the bulk of neurology patients either with or without neurologic consultation. The reasons for this are varied, including poor inpatient reimbursement for neurologists and a tradition of nonaggressive approaches to stroke care.1

The Opportunity

Realizing the need to provide direct access to important information about inpatient stroke management, SHM convened a stroke advisory board, including general hospitalists, a neurologist, and members of the education committee. SHM and Boehringer-Ingelheim provided funding for the resource room through educational funds and an unrestricted grant, respectively.

There is great pressure on the practicing hospitalist to have both a base knowledge of the approach to the patient with stroke as well as an understanding of current best practice.
 

 

Stroke Resource Room Content

The Stroke Resource Room is patterned after the template of the DVT Resource Room; the idea being that a standardized format will allow easy navigation and maximal utility. David Likosky, MD, served as content editor, Sandeep Sachdeva, MD, as quality editor, Alpesh Amin, MD as education editor, and Jason Stein, MD, as managing editor.

The rooms are structured to facilitate access to specific types of information. Whether one is looking for the details of a certain study, slide sets to help teach residents, or for input on how to approach a difficult patient, that resource should be readily available. The main sections of the room are summarized below.

The “Awareness” area on the main page of the Stroke Resource Room defines the effects of stroke as well as the hospitalists’ scope of practice.

A separate debate is ongoing within neurology about who should be responsible for the inpatient management of stroke. Interestingly, much of this is about whether general neurologists or vascular/stroke neurologists should primarily manage these patients. One such article referred to the brain as “… the Rolls Royce of the human body” going on to ask, “Would you want your Rolls Royce to be serviced by any ordinary mechanic, who takes care of all kinds of automobiles?”2 Many hospitalists find this argument less than compelling given how difficult it can be in many communities to get a neurologist much less a “vascular neurologist” to see an inpatient.

The “Evidence” section consists of two main parts with the goal of providing a one-stop shop for stroke care literature. The first is a set of links to articles reviewed by the ACP journal club. The second is a concise list of landmark trials, such as the Heparin Acute Embolic Stroke HAEST) trial, which compared low molecular weight heparin versus aspirin in patients with acute stroke and atrial fibrillation.3 These articles help answer questions that come up commonly in clinical practice.

The Experience link capitalizes on the Internet’s ability to disseminate information. There are a limited number of protocols and order sets for ischemic and hemorrhagic stroke available. One can download these and, perhaps more importantly, submit one’s own—including comments on what about that particular tool has been valuable.

Finally, the “Ask the Expert” section features an interactive venue for interacting with a panel of neurologists and neurocritical care physicians. This section answers the more common and more difficult clinical questions in a shared forum. Supportive evidence is cited, with the knowledge that much of stroke care remains in the realm of standard of practice.

The “Improve” section reflects the other roles of hospitalists, such as hospital leader. The three current links include a PowerPoint primer on quality improvement. In addition, there are links to the “Get with the Guidelines” program from the American Stroke Association. This is a continuous quality improvement program focusing on care team protocols and outcome measurement. The final linked site is to the criteria for the disease specific accreditation program from JCAHO. This national effort may drive where patients receive their care for certain conditions.

The “Educate” section caters to multiple audiences. The academic hospitalist may find the “Teaching Pearls” section helpful, as well as the slide sets from the International Stroke Conference and StrokeSTOP, which is aimed at medical students. The patient education links contain a wealth of quality information. The “Professional Development” subsection contains sources for audio lectures with slide sets as well as case presentations and NIH stroke scale training—all with free CME hours. A chapter on stroke from the SHM’s forthcoming core competencies is included as well.

 

 

Many graduating residents view hospital medicine as a temporary job where they can take time off and work before going on to a subspecialty fellowship. Others perceive hospitalists as “super-residents” susceptible to burnout.

Moving Forward

One of the advantages of an Internet-based resource is the ability to be easily modified. A progressively more robust database will be developed over time as questions are answered in the “Ask the Expert” section and as participants share their stroke care protocols.

The Stroke Resource Room is an excellent forum to improve clinical care and form the basis for future SHM workshops, lectures, and to review articles. By building our collective knowledge, we will be limited only by the energy we put into the adding to and using available information and our desire to apply that energy to patient care.

References

  1. Likosky DJ, Amin AN. Who will care for our hospitalized patients? Stroke. 2005;36(6): 1113-1114.
  2. Caplan L. Stroke is best managed by neurologists. Stroke. 2003;34(11):2763.
  3. Berge E, Abdelnoor M, Nakstad PH, et al. Low molecular-weight heparin versus aspirin in patients with acute ischaemic stroke and atrial fibrillation: a double-blind randomized study. HAEST Study Group. Lancet. 2000;355(9211):1205-1210.

Secure the Future

Encourage trainees to consider lifelong careers in hospital medicine

By Vineet Arora, MD, MA, and Margaret C. Fang, MD, MPH, co-chairs of SHM’s Young Physicians Section

Chapter Updates ONLINE

For additional information on SHM chapters visit www.hospitalmedicine.org and click on “Chapters.”

Interest in hospital medicine is booming, and it is estimated that the number of hospitalists in the United States is estimated will exceed the number of cardiologists in the near future. Yet, many graduating residents view hospital medicine as a temporary job where they can take time off and work before going on to a subspecialty fellowship. Others perceive hospitalists as “super-residents” susceptible to burnout, and therefore do not consider hospital medicine a sustainable career option. These perceptions may contribute to a high turnover of hospitalists and compromise the accumulation of enough inpatient experience to accomplish many of the benefits associated with the use of hospitalists, including shorter lengths of stay and comparable—if not better—quality of care.

To ensure recruitment and retention of the best and brightest trainees, it’s important to consider ways to educate and encourage them to consider a career in hospital medicine as a rewarding lifelong career. Below, we discuss strategies to encourage trainees to pursue a lifelong career in hospital medicine.

Showcase Your Clinical Work

First, consider your everyday practice an excellent way to showcase the often-exciting world of inpatient medicine. Preclinical students often cherish any opportunity to interact with patients. Inviting first- or second-year medical students to accompany you on rounds is an excellent opportunity to teach clinical medicine and physical exam skills, and a good way to influence their career choice early in their medical career.

If you’re in an academic medical center, accessing preclinical students is as easy as approaching students in an internal medicine interest group or volunteering as a preceptor for a physical diagnosis course for preclinical students. In fact, hospitalists are often acknowledged as some of the best teachers and are highly accessible because of their inpatient duties.

Community-based hospitalists also can provide valuable career advice and opportunities, particularly in exposing students to real-life career experiences often not covered through traditional medical school training. One way for a community-based hospitalist to become involved is to host preclinical students over the summer by contacting a local medical school dean’s office and volunteering as a summer preceptor for interested preclinical students. Your alma mater may be particularly responsive. Or, contact interest groups in internal medicine, family medicine, or pediatrics through the state or local leaders of the American College of Physicians, the American Academy of Family Physicians, and the American Academy of Pediatrics.

 

 

Explain Your Nonclinical Work

It’s important to explain your nonclinical roles to residency trainees. Hospitalists increasingly take on numerous administrative, educational, and leadership roles and responsibilities. Whether you are leading a quality improvement effort, interfacing with hospital operations, or running a medical student clerkship, it is crucial that physicians-in-training understand the diverse opportunities within hospital medicine to achieve a healthy work-life balance and avoid clinical burnout.

If you are involved with quality improvement projects at your institution, enlist the help of an interested resident or student. Because student rotations are frequent, their prior experience may be scant and their time limited. So make sure the projects have definite goals and are easily accomplished. Ensure that the projects provide reasonable educational value and experience within a finite time. Lay out explicit goals at the beginning of the project, ask for frequent updates, and then recap the experience and any concrete accomplishments to provide structure and expectations for the process.

For example, the University of California at San Francisco Hospitalist Group is spearheading an educational initiative in which residents learn about both the theory and practice of quality improvement through choosing a project and working with a mentor to design, implement, and measure the results of a quality improvement initiative.

UPCOMING CHAPTER MEETINGS

Philadelphia Chapter

Update on Perioperative DVT/PE Prophylaxis

November 9, 2005

Philadelphia

San Diego Chapter

Update on Anticoagulation for ACS, CVS, and PVD

November 15, 2005

San Diego

Share Your Passion

In addition to showcasing your clinical and nonclinical activities, share your passion about hospital medicine. Reflect on the reasons you entered hospital medicine, as well as your thoughts on the pros and cons of the field. Perhaps you were drawn to hospital medicine because of a desire to take care of acutely ill patients, or to work on improving the quality of a medical system, or because of a more controllable work schedule with competitive compensation.

In some cases, it may have been a particular interest in medical ethics, palliative care, geriatrics, or perioperative care. Sharing your enthusiasm is the best way to cultivate reciprocal interest. Medical students and residents closely observe your attitudes toward your career, your job satisfaction, and your work-life balance. In addition to mentoring those already entering a medical career, there are endless opportunities to outreach to younger students, including those in high school and college. Many local schools and community organizations offer mentorship programs to area students. Engaging in an informal discussion about your career at a social or community event with younger students can be incredibly rewarding. Younger students often lack realistic career experiences and access to career-specific role models on which to base informed decisions. Although they may express an interest in science or medicine, they may not know how long the training process is or the importance of good grades.

Take a moment to inquire about career interests and explain what a hospitalist is; this can be invaluable in promoting understanding and cultivating interest into the field. More structured interactions with hospitalists can also prepare students for successful entry into the medical field. The University of Chicago Hospitalists, for example, host high-achieving Chicago public school juniors in a summer clinical and research enrichment program in hospital-based medicine called TEACH Research.

Offer Advice and Assistance

Finding your first job can be a nerve-racking situation. Sharing your advice on the process with trainees is always appreciated. For instance, they are interested in hearing how you decided to become a hospitalist and what you did to secure your position.

Offer to meet with them and review their career interests, goals, and curriculum vitae. If you hear of job openings and opportunities, inform the community of trainees by contacting program directors or chief residents at residency programs. Many residency program directors showcase available opportunities in their house-staff office or direct such opportunities to interested residents. Some residency programs invite community-based physicians to give residents insight on securing their first job. This process is particularly foreign to medical trainees who have never had to negotiate such things as benefit packages, compensation, or call schedule. Your candid thoughts on what to expect and how to approach the process are invaluable.

 

 

Again, approaching the residency program where you trained is a good starting point. Alternatively, you can locate a nearby residency through the Fellowship and Residency Electronic Interactive Database database offered by the American Medical Association (www.ama-assn.org/vapp/freida/srch/).

Finally, if you know any trainees interested in hospital medicine,encourage them to attend the SHM’s local or national meetings. The annual meeting is an excellent place for medical trainees to hear the latest research and innovations, learn about advanced training and job opportunities, network, and connect with mentors through the Mentorship Breakfast. For the last two years, the Young Physicians Section has organized a Forum for Early Career Hospitalists where we addressed different career paths in hospital medicine and conducted research during training. Continued growth in our field depends on promoting hospital medicine as a vital, sustainable career.

SHM Sweepstakes Winners announced

Every member who confirmed or updated their SHM member profile online during the sweepstakes dates was entered into a drawing to win the grand prize of an iPod, or one of four $100 cash prizes. SHM would like to thank everyone who took the time to help update our member database.

The grand prize winner (iPod) was Brian Scanlan, MD, New York. Winners of the four cash prizes of $100 cash each were Calina Beth Zerate, Richmond, Va., Gregory Maynard, San Diego, Jeffrey Rothschild, Newton Highlands, Mass., Felipe Medeiros, Knoxville, Tenn.

Busy Summer for HQPS

The Health Quality and Patient Safety Committee (HQPS) has developed an array of initiatives to support SHM members in the development, implementation, and evaluation of quality and system improvements at their institutions. Educational programming, tools, and resources are being developed for four specific content areas including prevention of VTE, improving the discharge process, glycemic control, and improving outcomes for hospitalized heart failure patients.

HQPS members and Course Directors Greg Maynard, MD, and Tosha Wetterneck, MD, are developing a quality precourse for the 2006 SHM Annual Meeting. The educational goal for the precourse will be to enable hospitalists to become leaders in quality and safety through the effective implementation of evidence-based, high reliability interventions. Precourse participants will actively participate in small groups to apply techniques for designing, implementing, and evaluating quality improvement projects to address a specific improvement need in one of four areas: heart failure care, glycemic control, and preventing VTE in the hospital or the discharge process. Registration for this precourse will begin in November and space will be limited. Plan to register early.

In June, HQPS convened a multidisciplinary, multiagency Heart Failure Advisory Board to guide the development of a clinical guidelines implementation toolkit (CGIT), resource room, and CME modules related to implementing best practices for care of patients with heart-failure. The advisory board has representatives from several organizations and allied health professions, including the American College of Cardiology, American Medical Directors Association, American Hospital Association, Case Managers Society of America, American Association of Heart Failure Nurses, American Society of Health-System Pharmacists, American Association of Critical Care Nurses, National Association of Social Workers and the Heart Failure Society of America. Currently, the advisory board is completing a needs assessment and will begin development on the CGIT, resource room and CME modules next month.

In July, in collaboration with the Education Committee and SHM staff, HQPS launched the SHM VTE Resource Room (www.hospitalmedicine.org/AM/Template.cfm?Section=Quality_Improvement_Resource_Rooms1&Template=/CM/HTMLDisplay.cfm&ContentID=6312). The resource room provides users with a workbook, or step-wise process to assess the need for VTE prevention, advocate for local improvements, and implement and evaluate a VTE prevention program. The resource room also provides a useful review of the literature, an “Ask the Expert” forum, slide sets, and bedside teaching tools.

 

 

In August, the SHM Executive Committee approved the SHM Discharge Planning Checklist developed by HQPS under the direction of Dennis Manning, MD. This discharge planning checklist and a white paper on guidance for its implementation will be available to members in the near future.

Interested in learning more about these initiatives or becoming involved in an HQPS workgroup? Contact Lakshmi Halasyamani, MD, HQPS chair, at HalasyaL@trinity-health.org.

Hartford Grants Awarded

SHM presents Hartford Foundation grant funds to hospitalists for QI demo project

By Kathleen K. Frampton, RN, MPH

Research will identify facilitating factors and barriers to successful implementation of new hospital safety practices.

Shm remains committed to expanding its efforts to improve inpatient care for older patients. The John A. Hartford Foundation has generously awarded approximately $370,000 to SHM in support of its focus on the geriatric population. This funding will assist SHM in its endeavors related to educational programs and products, hospitalist leadership training, and quality improvement projects. In light of this, SHM allocated a portion of these Hartford grant funds to study a critical aspect of elderly patient care, safety-care transitions.

A competitive request for the proposal (RFP) process was conducted to solicit interest from healthcare institutional providers and SHM members willing to serve as the principle investigator in their work setting. The RFP delineated the requirements for a hospital to serve as a designated study site to implement a discharge planning intervention from hospital-based care to community-based care for elderly patients and to evaluate the facilitating factors, barriers to implementation and outcomes associated with the new approach.

All research proposals submitted by hospitals were evaluated and scored against established criteria. Qualifying hospital finalists were reviewed by a panel consisting of members of three standing SHM Committees: Education, Hospital Quality and Patient Safety, and Research and Executive. In July 2005, this panel selected three hospitals to receive funding for this initiative: Johns Hopkins-Bayview, Baltimore, Md.; Northeast Medical Center, Concord, N.C.; and Geisinger Health System, Danville, Penn.

Johns Hopkins-Bayview (coordinating site): A 355-bed community-based facility located in southeast Baltimore with academic affiliations and approximately 25% of patients over age 65. The hospitalist service consists of nine physicians, five physician assistants, and three nurse practitioners.

Northeast Medical Center: A 457-bed, private, nonprofit community-based facility located in the Charlotte Region with a residency training program and 36% of patients over age 65. The hospitalist service consists of 16 physicians and 24/7 intensivist coverage.

Geisinger Health System: A 366-bed facility and Level 1 Trauma Center, private, nonprofit community based system located in north central Pennsylvania with a residency training program and 70% of patients over age 65. The hospitalist service is staffed by 15 physicians (10 full-time employees).

The QI Demonstration Project will run for 18 months and, according to Tina Budnitz, MPH, SHM senior advisor for planning and development, the study “represents new territory for both SHM and other professional societies … . We have moved beyond developing a best practice to use in the clinical setting to how you can actually change the system so that best practices can be successfully implemented … . It is the intention of SHM to focus on safe practice interventions that can be generalized to other settings.”

Budnitz also explained that near completion of the project SHM plans to convene the advisory board, grantee project teams, representatives of the Hartford Foundation, and the Joint Commission on the Accreditation of Healthcare Organizations (JCAHO) to review the data from the demonstration project and design a larger scale quality improvement program.

“Our grantees will work with the SHM Advisory Board to develop a comprehensive toolkit, which will document the lessons learned during the implementation process and any other resources that facilitate adaptation and/or adoption of these safe practice interventions,” explains Budnitz.

 

 

Nominate Yourself for an SHM Committee

Each year the incoming SHM president appoints all of the committees and task forces. This is your opportunity to help shape the future of SHM and hospital medicine. To nominate yourself, visit the SHM Web site at www.hospitalmedicine.org and click on “About SHM” and then “Committees” to see a full listing of committees and charges.

For every committee you would like to serve on submit your name and one to two paragraphs about why you are qualified or interested for the appointment. Send your information via e-mail to Committees@hospitalmedicine.org by Dec. 5, 2005. Committee appointments will be made by early February and will take effect in April 2006 for a one-year term.

Care Transitions in the Treatment of the Elderly

According to the Institute of Medicine (IOM), the healthcare system is poorly organized to meet its current challenges. The delivery of care is often overly complex and uncoordinated, requiring steps and patient hand-offs that slow care and decrease rather than improve patient safety.

An IOM seminal report published in 2001, Crossing the Quality Chasm: A New Health System for the 21st Century, emphasizes that cumbersome processes waste resources, leave unaccountable voids in coverage, lead to loss of information, and fail to build on the strengths of all professionals involved to ensure that care is appropriate, timely, and safe. Right before and after discharge, there often is no one clearly in charge of the transition whom the patient may contact for guidance. Patients are often instructed to contact their primary care provider for follow-up issues or questions, whether or not the primary care provider had been involved in the hospitalization.

A recent study supported by the Agency for Healthcare Research and Quality (AHRQ) showed that high-risk patient targeting, better communications, and better coordination of care and follow-up could potentially prevent some readmissions when transitioning patients from hospital to home.

In 2002, the American Geriatric Society (AGS) issued a Position Statement, Improving the Quality of Transitional Care for Persons with Complex Care Needs, which stressed that both the “sending” and “receiving” health professionals bear responsibility and accountability in this phase. Successful transitions require that there be both a uniform plan of care and procedure for communicating the following:

  1. An accessible medical record that contains a current problem list;
  2. A medication regimen;
  3. A list of allergies;
  4. Advance directives;
  5. Baseline physical and cognitive function; and
  6. Contact information for all professional and informal care providers.

Also, input must be solicited from informal care providers who are involved in the execution of the plan of care. The AGS recommends the use of a “coordinating” health professional who oversees both the sending and receiving aspects of the transition. This professional should be skilled in the identification of health status, assessment and management of multiple chronic conditions, managing medications, and collaboration with members of the interdisciplinary team and caregivers.

The QI Demonstration Project

According to SHM Immediate Past-President Jeanne Huddleston, MD, SHM has structured this demonstration project so that the three study sites in the Hartford Grant Group will implement identical clinical tools while they employ unique processes and procedures at each of the individual sites.

“The what needs to be in common across sites, but the how and who in the implementation will be individually tailored to each specific hospital environment,” she explains.

This is a real strength of the study because standardized interventions can be studied in varied and representative test environments. Dr. Huddleston also stresses that, “SHM envisions its role in quality management to be in the actual implementation realm—rather than in the development of new clinical guidelines. SHM seeks to know whether hospitalists [use] the same tools at different sites and understand their impact at each site.”

 

 

The patient care domains selected as a focus for the safe practice implementation tools for the care transition process are:

  1. Communications;
  2. Medication reconciliation; and
  3. Functional status.

Communication tools will be developed for primary care physicians, patients, and their support systems so that important clinical information is transmitted during the discharge process. The implementation tools designed for medication reconciliation will be employed by physicians, care managers, or pharmacists in the hospital. Transmitting the medication regimen is widely recognized as an error-prone element of care. These specific implementation tools will include a method to review and verify any dose/frequency changes of medications that the patient was taking upon admission, as well as those that were added or discontinued during the inpatient episode. Because patient functional status is a critical issue in discharge planning, detailed tools will also be created to standardize content for risk assessment and evaluation of the types of assistance needed for patients to resume activities of daily living.

The demonstration project will also utilize specific metrics to measure patient outcomes as well as the effect that these safe practices have on the discharge and care transition processes. The three study sites will measure referring physician satisfaction with the adequacy of post-hospitalization follow-up information, the accuracy of medication reconciliation, readmission rates, and patient understanding of their treatment plan and medication regimen.

QI Requires Expert Change Management

Hospitalists recognize that the challenge of patient safety is linked to the challenge of organizational change. Patient safety initiatives can succeed only to the extent to which healthcare organizations recognize the need for and develop the means to implement the organizational changes. According to the AHRQ, systemwide improvements in patient safety are possible only if there are coordinated changes in multiple components—clinical procedures, attitudes and behaviors of care providers, incentive systems, coordination structures and processes, patterns of interactions among care providers, and organizational culture.

Senior leadership must play an active role in establishing patient safety as a priority, and staff involved directly in providing care must actively participate in implementing change. The likelihood of successful implementation of even simple change requires multiple tactics or many bullets directed at the same target. Additionally, it is critical to redesign the roles of healthcare workers at the point of care to accommodate the necessary changes and to retrain them to fulfill these roles.

Hospitalists Prepare to Lead

Identifying the facilitating factors and barriers to improvement is essential to effect change because it helps ensure success. It’s also crucial to match the patient safety goals with the change strategies and tactics. Otherwise, mismatches can lead to unintended consequences that will hinder continuous improvements such as employee skepticism, frustration of safety champions, and mislearning or unnecessary ”workarounds“ by staff.

SHM sees this QI Demonstration Project as critical to assisting institutions in the design, implementation, and evaluation of QI programs and systemwide interventions with effectiveness and value. These findings should equip hospitalists with vital tools necessary to provide essential leadership in meeting their institution’s quality and patient safety goals. TH

Writer Kathleen Frampton is based in Columbia, Md

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Hospitalists lead, coordinate, and participate in initiatives to improve the identification and treatment of patients and families in need of palliative care. Yet we often lack the knowledge and skills necessary to provide outstanding palliative care; we may also lack the comfort level we need to take care of patients at that stage of illness.

Steve Pantilat, MD, SHM president and member of the SHM Education Committee, established the Palliative Care Task Force to identify and create opportunities to improve palliative care in the field of hospital medicine. The Palliative Care Task Force had its inaugural meeting in August. Led by founder Dr. Pantilat and Chad Whelan, MD, Palliative Care Task Force chair, the task force established the following goals:

  1. Promote palliative care as an important skill and activity for hospital medicine physicians and providers;
  2. Identify and create palliative-care-focused educational activities for hospital medicine physicians and other key stakeholders within hospital medicine;
  3. Advocate for the creation and or support of hospital-based palliative care services;
  4. Promote the use of best practices in palliative care; and
  5. Develop a core community of hospital medicine physicians dedicated to improving our understanding of palliative care.

Hospital medicine physicians can and should serve as leaders to improve palliative care. Just as there are times to look for a cure at all costs, there are also times when we must treat our patients’ symptoms at all cost.

Our current task force membership is small but energetic. We actively recruit members, particularly nonphysicians and non-SHM members. Palliative care is a multidisciplinary field, and we hope the Palliative Care Task Force membership will reflect this diversity. Potential areas of growth include pharmacists, nurses, social workers, spiritual care providers, and nonhospitalist physicians. We are also looking for a pediatrician with an interest in palliative care to represent the pediatric interests among SHM members.

Since the first meeting in August our members have been developing a plan to achieve our identified goals. While the plan is still early in its development, we have designed a multimodal approach that will rely on traditional CME meetings, print media, as well as electronic media.

The task force’s short-term goals include promoting best practices in palliative care via SHM communication vehicles. For example, we plan to propose a series of articles for the forthcoming Journal of Hospital Medicine to highlight key issues in palliative care.

The 2006 SHM Annual Meeting will feature two workshops with a palliative care focus. One workshop will discuss how to build the case for a palliative care service; the other will address issues in pain management for hospitalized patients. We will learn from the 2006 experience as we look toward the 2007 SHM Annual Meeting in Texas. An electronic CME module is also under development.

Finally, we are planning an electronic compendium of resources and tools for practicing high-quality palliative care. Although the format has not been finalized, the concept is to provide resources that will make caring for palliative care patients as easy as possible.

While we are pleased with the progress of the task force to date, there is still much to do. Hospital medicine physicians can and should serve as leaders to improve palliative care. Traditional medical training focuses our efforts and thoughts of curing and preventing. We’ve all felt the exhilaration of making a life-saving diagnosis on the young, otherwise healthy patient; however, just as there are times to look for a cure at all costs, there are also times when we must treat our patients’ symptoms at all costs.

 

 

Often traditional medical training doesn’t provide us with the tools we need to best care for our patients and their families when palliative care goals become the priority. We hope this task force will raise the visibility of palliative care within SHM and provide the opportunities and tools needed for us, as hospital medicine providers, to offer the best palliative care possible to our patients. If successful, we’ll feel the deep personal satisfaction and self-reward of helping a patient and their family transition from hopes of a cure to comfort in the knowledge that their symptoms and needs will be cared for.

Interested in joining the task force or participating in a related work group? Contact Chad Whelan at cwhelan@medicine.bsd.uchicago.edu.

SHM TRIVIA

Hospital Medicine Defined

Merriam-Webster’s Collegiate Dictionary, 11th Edition, has included the word “hospitalist” for the first time. The definition: A physician who specializes in treating hospitalized patients of other physicians in order to minimize the number of hospital visits by other physicians.

The Stroke Resource Room

SHM’s Web site features stroke information on call

Online resource rooms comprise an innovative venue within the SHM Web site to focus on essential topics from the forthcoming core curriculum. Specifically, the Web-based resource rooms organize expert opinions, evidence-based literature, clinical tools and guidelines, and recommendations about essential topics in hospital medicine. Initial areas of development include the DVT and stroke resource rooms, with ongoing efforts in other areas including geriatrics, antimicrobial resistance, congestive heart failure, and glycemic control. These interactive rooms help connect hospitalists to information, content experts, and each other.

The Stroke Imperative

Stroke is the third leading cause of death in the United States and a common admission diagnosis. Cerebrovascular disease is a field of great complexity and rapid advance. There is great pressure on the practicing hospitalist to have both a base knowledge of the approach to the patient with stroke as well as an understanding of current best practice.

Survey Deadline Looms

Hospital Medicine Group Leaders: Nov. 25 is the deadline for submitting your response to the 2005 SHM Productivity and Compensation Survey. We have set an aggressive goal of 400 respondents. Only respondents will receive the full survey and analysis on a CD at no cost. Questions? Call SHM Customer Service at (800) 843-3360.

Traditional internal medicine residencies may not fully prepare one for hospitalist practice. Many patients seen by hospitalists have diagnoses that were managed by internal medicine subspecialties in the past. Most hospitalists feel comfortable managing straightforward gastrointestinal bleeds, myocardial infarctions, and renal failure without consultation. Neurologic cases are somewhat different.

Most medicine residents have rotated on a neurology service, but that limited experience is frequently insufficient in preparing physicians for their future experience as hospitalists. While neurology residencies include one year of internal medicine, the two diverge dramatically afterward. Practitioners of both internal medicine and neurology frequently feel that they speak a different language from one another.

Particularly in the community setting, hospitalists manage the bulk of neurology patients either with or without neurologic consultation. The reasons for this are varied, including poor inpatient reimbursement for neurologists and a tradition of nonaggressive approaches to stroke care.1

The Opportunity

Realizing the need to provide direct access to important information about inpatient stroke management, SHM convened a stroke advisory board, including general hospitalists, a neurologist, and members of the education committee. SHM and Boehringer-Ingelheim provided funding for the resource room through educational funds and an unrestricted grant, respectively.

There is great pressure on the practicing hospitalist to have both a base knowledge of the approach to the patient with stroke as well as an understanding of current best practice.
 

 

Stroke Resource Room Content

The Stroke Resource Room is patterned after the template of the DVT Resource Room; the idea being that a standardized format will allow easy navigation and maximal utility. David Likosky, MD, served as content editor, Sandeep Sachdeva, MD, as quality editor, Alpesh Amin, MD as education editor, and Jason Stein, MD, as managing editor.

The rooms are structured to facilitate access to specific types of information. Whether one is looking for the details of a certain study, slide sets to help teach residents, or for input on how to approach a difficult patient, that resource should be readily available. The main sections of the room are summarized below.

The “Awareness” area on the main page of the Stroke Resource Room defines the effects of stroke as well as the hospitalists’ scope of practice.

A separate debate is ongoing within neurology about who should be responsible for the inpatient management of stroke. Interestingly, much of this is about whether general neurologists or vascular/stroke neurologists should primarily manage these patients. One such article referred to the brain as “… the Rolls Royce of the human body” going on to ask, “Would you want your Rolls Royce to be serviced by any ordinary mechanic, who takes care of all kinds of automobiles?”2 Many hospitalists find this argument less than compelling given how difficult it can be in many communities to get a neurologist much less a “vascular neurologist” to see an inpatient.

The “Evidence” section consists of two main parts with the goal of providing a one-stop shop for stroke care literature. The first is a set of links to articles reviewed by the ACP journal club. The second is a concise list of landmark trials, such as the Heparin Acute Embolic Stroke HAEST) trial, which compared low molecular weight heparin versus aspirin in patients with acute stroke and atrial fibrillation.3 These articles help answer questions that come up commonly in clinical practice.

The Experience link capitalizes on the Internet’s ability to disseminate information. There are a limited number of protocols and order sets for ischemic and hemorrhagic stroke available. One can download these and, perhaps more importantly, submit one’s own—including comments on what about that particular tool has been valuable.

Finally, the “Ask the Expert” section features an interactive venue for interacting with a panel of neurologists and neurocritical care physicians. This section answers the more common and more difficult clinical questions in a shared forum. Supportive evidence is cited, with the knowledge that much of stroke care remains in the realm of standard of practice.

The “Improve” section reflects the other roles of hospitalists, such as hospital leader. The three current links include a PowerPoint primer on quality improvement. In addition, there are links to the “Get with the Guidelines” program from the American Stroke Association. This is a continuous quality improvement program focusing on care team protocols and outcome measurement. The final linked site is to the criteria for the disease specific accreditation program from JCAHO. This national effort may drive where patients receive their care for certain conditions.

The “Educate” section caters to multiple audiences. The academic hospitalist may find the “Teaching Pearls” section helpful, as well as the slide sets from the International Stroke Conference and StrokeSTOP, which is aimed at medical students. The patient education links contain a wealth of quality information. The “Professional Development” subsection contains sources for audio lectures with slide sets as well as case presentations and NIH stroke scale training—all with free CME hours. A chapter on stroke from the SHM’s forthcoming core competencies is included as well.

 

 

Many graduating residents view hospital medicine as a temporary job where they can take time off and work before going on to a subspecialty fellowship. Others perceive hospitalists as “super-residents” susceptible to burnout.

Moving Forward

One of the advantages of an Internet-based resource is the ability to be easily modified. A progressively more robust database will be developed over time as questions are answered in the “Ask the Expert” section and as participants share their stroke care protocols.

The Stroke Resource Room is an excellent forum to improve clinical care and form the basis for future SHM workshops, lectures, and to review articles. By building our collective knowledge, we will be limited only by the energy we put into the adding to and using available information and our desire to apply that energy to patient care.

References

  1. Likosky DJ, Amin AN. Who will care for our hospitalized patients? Stroke. 2005;36(6): 1113-1114.
  2. Caplan L. Stroke is best managed by neurologists. Stroke. 2003;34(11):2763.
  3. Berge E, Abdelnoor M, Nakstad PH, et al. Low molecular-weight heparin versus aspirin in patients with acute ischaemic stroke and atrial fibrillation: a double-blind randomized study. HAEST Study Group. Lancet. 2000;355(9211):1205-1210.

Secure the Future

Encourage trainees to consider lifelong careers in hospital medicine

By Vineet Arora, MD, MA, and Margaret C. Fang, MD, MPH, co-chairs of SHM’s Young Physicians Section

Chapter Updates ONLINE

For additional information on SHM chapters visit www.hospitalmedicine.org and click on “Chapters.”

Interest in hospital medicine is booming, and it is estimated that the number of hospitalists in the United States is estimated will exceed the number of cardiologists in the near future. Yet, many graduating residents view hospital medicine as a temporary job where they can take time off and work before going on to a subspecialty fellowship. Others perceive hospitalists as “super-residents” susceptible to burnout, and therefore do not consider hospital medicine a sustainable career option. These perceptions may contribute to a high turnover of hospitalists and compromise the accumulation of enough inpatient experience to accomplish many of the benefits associated with the use of hospitalists, including shorter lengths of stay and comparable—if not better—quality of care.

To ensure recruitment and retention of the best and brightest trainees, it’s important to consider ways to educate and encourage them to consider a career in hospital medicine as a rewarding lifelong career. Below, we discuss strategies to encourage trainees to pursue a lifelong career in hospital medicine.

Showcase Your Clinical Work

First, consider your everyday practice an excellent way to showcase the often-exciting world of inpatient medicine. Preclinical students often cherish any opportunity to interact with patients. Inviting first- or second-year medical students to accompany you on rounds is an excellent opportunity to teach clinical medicine and physical exam skills, and a good way to influence their career choice early in their medical career.

If you’re in an academic medical center, accessing preclinical students is as easy as approaching students in an internal medicine interest group or volunteering as a preceptor for a physical diagnosis course for preclinical students. In fact, hospitalists are often acknowledged as some of the best teachers and are highly accessible because of their inpatient duties.

Community-based hospitalists also can provide valuable career advice and opportunities, particularly in exposing students to real-life career experiences often not covered through traditional medical school training. One way for a community-based hospitalist to become involved is to host preclinical students over the summer by contacting a local medical school dean’s office and volunteering as a summer preceptor for interested preclinical students. Your alma mater may be particularly responsive. Or, contact interest groups in internal medicine, family medicine, or pediatrics through the state or local leaders of the American College of Physicians, the American Academy of Family Physicians, and the American Academy of Pediatrics.

 

 

Explain Your Nonclinical Work

It’s important to explain your nonclinical roles to residency trainees. Hospitalists increasingly take on numerous administrative, educational, and leadership roles and responsibilities. Whether you are leading a quality improvement effort, interfacing with hospital operations, or running a medical student clerkship, it is crucial that physicians-in-training understand the diverse opportunities within hospital medicine to achieve a healthy work-life balance and avoid clinical burnout.

If you are involved with quality improvement projects at your institution, enlist the help of an interested resident or student. Because student rotations are frequent, their prior experience may be scant and their time limited. So make sure the projects have definite goals and are easily accomplished. Ensure that the projects provide reasonable educational value and experience within a finite time. Lay out explicit goals at the beginning of the project, ask for frequent updates, and then recap the experience and any concrete accomplishments to provide structure and expectations for the process.

For example, the University of California at San Francisco Hospitalist Group is spearheading an educational initiative in which residents learn about both the theory and practice of quality improvement through choosing a project and working with a mentor to design, implement, and measure the results of a quality improvement initiative.

UPCOMING CHAPTER MEETINGS

Philadelphia Chapter

Update on Perioperative DVT/PE Prophylaxis

November 9, 2005

Philadelphia

San Diego Chapter

Update on Anticoagulation for ACS, CVS, and PVD

November 15, 2005

San Diego

Share Your Passion

In addition to showcasing your clinical and nonclinical activities, share your passion about hospital medicine. Reflect on the reasons you entered hospital medicine, as well as your thoughts on the pros and cons of the field. Perhaps you were drawn to hospital medicine because of a desire to take care of acutely ill patients, or to work on improving the quality of a medical system, or because of a more controllable work schedule with competitive compensation.

In some cases, it may have been a particular interest in medical ethics, palliative care, geriatrics, or perioperative care. Sharing your enthusiasm is the best way to cultivate reciprocal interest. Medical students and residents closely observe your attitudes toward your career, your job satisfaction, and your work-life balance. In addition to mentoring those already entering a medical career, there are endless opportunities to outreach to younger students, including those in high school and college. Many local schools and community organizations offer mentorship programs to area students. Engaging in an informal discussion about your career at a social or community event with younger students can be incredibly rewarding. Younger students often lack realistic career experiences and access to career-specific role models on which to base informed decisions. Although they may express an interest in science or medicine, they may not know how long the training process is or the importance of good grades.

Take a moment to inquire about career interests and explain what a hospitalist is; this can be invaluable in promoting understanding and cultivating interest into the field. More structured interactions with hospitalists can also prepare students for successful entry into the medical field. The University of Chicago Hospitalists, for example, host high-achieving Chicago public school juniors in a summer clinical and research enrichment program in hospital-based medicine called TEACH Research.

Offer Advice and Assistance

Finding your first job can be a nerve-racking situation. Sharing your advice on the process with trainees is always appreciated. For instance, they are interested in hearing how you decided to become a hospitalist and what you did to secure your position.

Offer to meet with them and review their career interests, goals, and curriculum vitae. If you hear of job openings and opportunities, inform the community of trainees by contacting program directors or chief residents at residency programs. Many residency program directors showcase available opportunities in their house-staff office or direct such opportunities to interested residents. Some residency programs invite community-based physicians to give residents insight on securing their first job. This process is particularly foreign to medical trainees who have never had to negotiate such things as benefit packages, compensation, or call schedule. Your candid thoughts on what to expect and how to approach the process are invaluable.

 

 

Again, approaching the residency program where you trained is a good starting point. Alternatively, you can locate a nearby residency through the Fellowship and Residency Electronic Interactive Database database offered by the American Medical Association (www.ama-assn.org/vapp/freida/srch/).

Finally, if you know any trainees interested in hospital medicine,encourage them to attend the SHM’s local or national meetings. The annual meeting is an excellent place for medical trainees to hear the latest research and innovations, learn about advanced training and job opportunities, network, and connect with mentors through the Mentorship Breakfast. For the last two years, the Young Physicians Section has organized a Forum for Early Career Hospitalists where we addressed different career paths in hospital medicine and conducted research during training. Continued growth in our field depends on promoting hospital medicine as a vital, sustainable career.

SHM Sweepstakes Winners announced

Every member who confirmed or updated their SHM member profile online during the sweepstakes dates was entered into a drawing to win the grand prize of an iPod, or one of four $100 cash prizes. SHM would like to thank everyone who took the time to help update our member database.

The grand prize winner (iPod) was Brian Scanlan, MD, New York. Winners of the four cash prizes of $100 cash each were Calina Beth Zerate, Richmond, Va., Gregory Maynard, San Diego, Jeffrey Rothschild, Newton Highlands, Mass., Felipe Medeiros, Knoxville, Tenn.

Busy Summer for HQPS

The Health Quality and Patient Safety Committee (HQPS) has developed an array of initiatives to support SHM members in the development, implementation, and evaluation of quality and system improvements at their institutions. Educational programming, tools, and resources are being developed for four specific content areas including prevention of VTE, improving the discharge process, glycemic control, and improving outcomes for hospitalized heart failure patients.

HQPS members and Course Directors Greg Maynard, MD, and Tosha Wetterneck, MD, are developing a quality precourse for the 2006 SHM Annual Meeting. The educational goal for the precourse will be to enable hospitalists to become leaders in quality and safety through the effective implementation of evidence-based, high reliability interventions. Precourse participants will actively participate in small groups to apply techniques for designing, implementing, and evaluating quality improvement projects to address a specific improvement need in one of four areas: heart failure care, glycemic control, and preventing VTE in the hospital or the discharge process. Registration for this precourse will begin in November and space will be limited. Plan to register early.

In June, HQPS convened a multidisciplinary, multiagency Heart Failure Advisory Board to guide the development of a clinical guidelines implementation toolkit (CGIT), resource room, and CME modules related to implementing best practices for care of patients with heart-failure. The advisory board has representatives from several organizations and allied health professions, including the American College of Cardiology, American Medical Directors Association, American Hospital Association, Case Managers Society of America, American Association of Heart Failure Nurses, American Society of Health-System Pharmacists, American Association of Critical Care Nurses, National Association of Social Workers and the Heart Failure Society of America. Currently, the advisory board is completing a needs assessment and will begin development on the CGIT, resource room and CME modules next month.

In July, in collaboration with the Education Committee and SHM staff, HQPS launched the SHM VTE Resource Room (www.hospitalmedicine.org/AM/Template.cfm?Section=Quality_Improvement_Resource_Rooms1&Template=/CM/HTMLDisplay.cfm&ContentID=6312). The resource room provides users with a workbook, or step-wise process to assess the need for VTE prevention, advocate for local improvements, and implement and evaluate a VTE prevention program. The resource room also provides a useful review of the literature, an “Ask the Expert” forum, slide sets, and bedside teaching tools.

 

 

In August, the SHM Executive Committee approved the SHM Discharge Planning Checklist developed by HQPS under the direction of Dennis Manning, MD. This discharge planning checklist and a white paper on guidance for its implementation will be available to members in the near future.

Interested in learning more about these initiatives or becoming involved in an HQPS workgroup? Contact Lakshmi Halasyamani, MD, HQPS chair, at HalasyaL@trinity-health.org.

Hartford Grants Awarded

SHM presents Hartford Foundation grant funds to hospitalists for QI demo project

By Kathleen K. Frampton, RN, MPH

Research will identify facilitating factors and barriers to successful implementation of new hospital safety practices.

Shm remains committed to expanding its efforts to improve inpatient care for older patients. The John A. Hartford Foundation has generously awarded approximately $370,000 to SHM in support of its focus on the geriatric population. This funding will assist SHM in its endeavors related to educational programs and products, hospitalist leadership training, and quality improvement projects. In light of this, SHM allocated a portion of these Hartford grant funds to study a critical aspect of elderly patient care, safety-care transitions.

A competitive request for the proposal (RFP) process was conducted to solicit interest from healthcare institutional providers and SHM members willing to serve as the principle investigator in their work setting. The RFP delineated the requirements for a hospital to serve as a designated study site to implement a discharge planning intervention from hospital-based care to community-based care for elderly patients and to evaluate the facilitating factors, barriers to implementation and outcomes associated with the new approach.

All research proposals submitted by hospitals were evaluated and scored against established criteria. Qualifying hospital finalists were reviewed by a panel consisting of members of three standing SHM Committees: Education, Hospital Quality and Patient Safety, and Research and Executive. In July 2005, this panel selected three hospitals to receive funding for this initiative: Johns Hopkins-Bayview, Baltimore, Md.; Northeast Medical Center, Concord, N.C.; and Geisinger Health System, Danville, Penn.

Johns Hopkins-Bayview (coordinating site): A 355-bed community-based facility located in southeast Baltimore with academic affiliations and approximately 25% of patients over age 65. The hospitalist service consists of nine physicians, five physician assistants, and three nurse practitioners.

Northeast Medical Center: A 457-bed, private, nonprofit community-based facility located in the Charlotte Region with a residency training program and 36% of patients over age 65. The hospitalist service consists of 16 physicians and 24/7 intensivist coverage.

Geisinger Health System: A 366-bed facility and Level 1 Trauma Center, private, nonprofit community based system located in north central Pennsylvania with a residency training program and 70% of patients over age 65. The hospitalist service is staffed by 15 physicians (10 full-time employees).

The QI Demonstration Project will run for 18 months and, according to Tina Budnitz, MPH, SHM senior advisor for planning and development, the study “represents new territory for both SHM and other professional societies … . We have moved beyond developing a best practice to use in the clinical setting to how you can actually change the system so that best practices can be successfully implemented … . It is the intention of SHM to focus on safe practice interventions that can be generalized to other settings.”

Budnitz also explained that near completion of the project SHM plans to convene the advisory board, grantee project teams, representatives of the Hartford Foundation, and the Joint Commission on the Accreditation of Healthcare Organizations (JCAHO) to review the data from the demonstration project and design a larger scale quality improvement program.

“Our grantees will work with the SHM Advisory Board to develop a comprehensive toolkit, which will document the lessons learned during the implementation process and any other resources that facilitate adaptation and/or adoption of these safe practice interventions,” explains Budnitz.

 

 

Nominate Yourself for an SHM Committee

Each year the incoming SHM president appoints all of the committees and task forces. This is your opportunity to help shape the future of SHM and hospital medicine. To nominate yourself, visit the SHM Web site at www.hospitalmedicine.org and click on “About SHM” and then “Committees” to see a full listing of committees and charges.

For every committee you would like to serve on submit your name and one to two paragraphs about why you are qualified or interested for the appointment. Send your information via e-mail to Committees@hospitalmedicine.org by Dec. 5, 2005. Committee appointments will be made by early February and will take effect in April 2006 for a one-year term.

Care Transitions in the Treatment of the Elderly

According to the Institute of Medicine (IOM), the healthcare system is poorly organized to meet its current challenges. The delivery of care is often overly complex and uncoordinated, requiring steps and patient hand-offs that slow care and decrease rather than improve patient safety.

An IOM seminal report published in 2001, Crossing the Quality Chasm: A New Health System for the 21st Century, emphasizes that cumbersome processes waste resources, leave unaccountable voids in coverage, lead to loss of information, and fail to build on the strengths of all professionals involved to ensure that care is appropriate, timely, and safe. Right before and after discharge, there often is no one clearly in charge of the transition whom the patient may contact for guidance. Patients are often instructed to contact their primary care provider for follow-up issues or questions, whether or not the primary care provider had been involved in the hospitalization.

A recent study supported by the Agency for Healthcare Research and Quality (AHRQ) showed that high-risk patient targeting, better communications, and better coordination of care and follow-up could potentially prevent some readmissions when transitioning patients from hospital to home.

In 2002, the American Geriatric Society (AGS) issued a Position Statement, Improving the Quality of Transitional Care for Persons with Complex Care Needs, which stressed that both the “sending” and “receiving” health professionals bear responsibility and accountability in this phase. Successful transitions require that there be both a uniform plan of care and procedure for communicating the following:

  1. An accessible medical record that contains a current problem list;
  2. A medication regimen;
  3. A list of allergies;
  4. Advance directives;
  5. Baseline physical and cognitive function; and
  6. Contact information for all professional and informal care providers.

Also, input must be solicited from informal care providers who are involved in the execution of the plan of care. The AGS recommends the use of a “coordinating” health professional who oversees both the sending and receiving aspects of the transition. This professional should be skilled in the identification of health status, assessment and management of multiple chronic conditions, managing medications, and collaboration with members of the interdisciplinary team and caregivers.

The QI Demonstration Project

According to SHM Immediate Past-President Jeanne Huddleston, MD, SHM has structured this demonstration project so that the three study sites in the Hartford Grant Group will implement identical clinical tools while they employ unique processes and procedures at each of the individual sites.

“The what needs to be in common across sites, but the how and who in the implementation will be individually tailored to each specific hospital environment,” she explains.

This is a real strength of the study because standardized interventions can be studied in varied and representative test environments. Dr. Huddleston also stresses that, “SHM envisions its role in quality management to be in the actual implementation realm—rather than in the development of new clinical guidelines. SHM seeks to know whether hospitalists [use] the same tools at different sites and understand their impact at each site.”

 

 

The patient care domains selected as a focus for the safe practice implementation tools for the care transition process are:

  1. Communications;
  2. Medication reconciliation; and
  3. Functional status.

Communication tools will be developed for primary care physicians, patients, and their support systems so that important clinical information is transmitted during the discharge process. The implementation tools designed for medication reconciliation will be employed by physicians, care managers, or pharmacists in the hospital. Transmitting the medication regimen is widely recognized as an error-prone element of care. These specific implementation tools will include a method to review and verify any dose/frequency changes of medications that the patient was taking upon admission, as well as those that were added or discontinued during the inpatient episode. Because patient functional status is a critical issue in discharge planning, detailed tools will also be created to standardize content for risk assessment and evaluation of the types of assistance needed for patients to resume activities of daily living.

The demonstration project will also utilize specific metrics to measure patient outcomes as well as the effect that these safe practices have on the discharge and care transition processes. The three study sites will measure referring physician satisfaction with the adequacy of post-hospitalization follow-up information, the accuracy of medication reconciliation, readmission rates, and patient understanding of their treatment plan and medication regimen.

QI Requires Expert Change Management

Hospitalists recognize that the challenge of patient safety is linked to the challenge of organizational change. Patient safety initiatives can succeed only to the extent to which healthcare organizations recognize the need for and develop the means to implement the organizational changes. According to the AHRQ, systemwide improvements in patient safety are possible only if there are coordinated changes in multiple components—clinical procedures, attitudes and behaviors of care providers, incentive systems, coordination structures and processes, patterns of interactions among care providers, and organizational culture.

Senior leadership must play an active role in establishing patient safety as a priority, and staff involved directly in providing care must actively participate in implementing change. The likelihood of successful implementation of even simple change requires multiple tactics or many bullets directed at the same target. Additionally, it is critical to redesign the roles of healthcare workers at the point of care to accommodate the necessary changes and to retrain them to fulfill these roles.

Hospitalists Prepare to Lead

Identifying the facilitating factors and barriers to improvement is essential to effect change because it helps ensure success. It’s also crucial to match the patient safety goals with the change strategies and tactics. Otherwise, mismatches can lead to unintended consequences that will hinder continuous improvements such as employee skepticism, frustration of safety champions, and mislearning or unnecessary ”workarounds“ by staff.

SHM sees this QI Demonstration Project as critical to assisting institutions in the design, implementation, and evaluation of QI programs and systemwide interventions with effectiveness and value. These findings should equip hospitalists with vital tools necessary to provide essential leadership in meeting their institution’s quality and patient safety goals. TH

Writer Kathleen Frampton is based in Columbia, Md

Hospitalists lead, coordinate, and participate in initiatives to improve the identification and treatment of patients and families in need of palliative care. Yet we often lack the knowledge and skills necessary to provide outstanding palliative care; we may also lack the comfort level we need to take care of patients at that stage of illness.

Steve Pantilat, MD, SHM president and member of the SHM Education Committee, established the Palliative Care Task Force to identify and create opportunities to improve palliative care in the field of hospital medicine. The Palliative Care Task Force had its inaugural meeting in August. Led by founder Dr. Pantilat and Chad Whelan, MD, Palliative Care Task Force chair, the task force established the following goals:

  1. Promote palliative care as an important skill and activity for hospital medicine physicians and providers;
  2. Identify and create palliative-care-focused educational activities for hospital medicine physicians and other key stakeholders within hospital medicine;
  3. Advocate for the creation and or support of hospital-based palliative care services;
  4. Promote the use of best practices in palliative care; and
  5. Develop a core community of hospital medicine physicians dedicated to improving our understanding of palliative care.

Hospital medicine physicians can and should serve as leaders to improve palliative care. Just as there are times to look for a cure at all costs, there are also times when we must treat our patients’ symptoms at all cost.

Our current task force membership is small but energetic. We actively recruit members, particularly nonphysicians and non-SHM members. Palliative care is a multidisciplinary field, and we hope the Palliative Care Task Force membership will reflect this diversity. Potential areas of growth include pharmacists, nurses, social workers, spiritual care providers, and nonhospitalist physicians. We are also looking for a pediatrician with an interest in palliative care to represent the pediatric interests among SHM members.

Since the first meeting in August our members have been developing a plan to achieve our identified goals. While the plan is still early in its development, we have designed a multimodal approach that will rely on traditional CME meetings, print media, as well as electronic media.

The task force’s short-term goals include promoting best practices in palliative care via SHM communication vehicles. For example, we plan to propose a series of articles for the forthcoming Journal of Hospital Medicine to highlight key issues in palliative care.

The 2006 SHM Annual Meeting will feature two workshops with a palliative care focus. One workshop will discuss how to build the case for a palliative care service; the other will address issues in pain management for hospitalized patients. We will learn from the 2006 experience as we look toward the 2007 SHM Annual Meeting in Texas. An electronic CME module is also under development.

Finally, we are planning an electronic compendium of resources and tools for practicing high-quality palliative care. Although the format has not been finalized, the concept is to provide resources that will make caring for palliative care patients as easy as possible.

While we are pleased with the progress of the task force to date, there is still much to do. Hospital medicine physicians can and should serve as leaders to improve palliative care. Traditional medical training focuses our efforts and thoughts of curing and preventing. We’ve all felt the exhilaration of making a life-saving diagnosis on the young, otherwise healthy patient; however, just as there are times to look for a cure at all costs, there are also times when we must treat our patients’ symptoms at all costs.

 

 

Often traditional medical training doesn’t provide us with the tools we need to best care for our patients and their families when palliative care goals become the priority. We hope this task force will raise the visibility of palliative care within SHM and provide the opportunities and tools needed for us, as hospital medicine providers, to offer the best palliative care possible to our patients. If successful, we’ll feel the deep personal satisfaction and self-reward of helping a patient and their family transition from hopes of a cure to comfort in the knowledge that their symptoms and needs will be cared for.

Interested in joining the task force or participating in a related work group? Contact Chad Whelan at cwhelan@medicine.bsd.uchicago.edu.

SHM TRIVIA

Hospital Medicine Defined

Merriam-Webster’s Collegiate Dictionary, 11th Edition, has included the word “hospitalist” for the first time. The definition: A physician who specializes in treating hospitalized patients of other physicians in order to minimize the number of hospital visits by other physicians.

The Stroke Resource Room

SHM’s Web site features stroke information on call

Online resource rooms comprise an innovative venue within the SHM Web site to focus on essential topics from the forthcoming core curriculum. Specifically, the Web-based resource rooms organize expert opinions, evidence-based literature, clinical tools and guidelines, and recommendations about essential topics in hospital medicine. Initial areas of development include the DVT and stroke resource rooms, with ongoing efforts in other areas including geriatrics, antimicrobial resistance, congestive heart failure, and glycemic control. These interactive rooms help connect hospitalists to information, content experts, and each other.

The Stroke Imperative

Stroke is the third leading cause of death in the United States and a common admission diagnosis. Cerebrovascular disease is a field of great complexity and rapid advance. There is great pressure on the practicing hospitalist to have both a base knowledge of the approach to the patient with stroke as well as an understanding of current best practice.

Survey Deadline Looms

Hospital Medicine Group Leaders: Nov. 25 is the deadline for submitting your response to the 2005 SHM Productivity and Compensation Survey. We have set an aggressive goal of 400 respondents. Only respondents will receive the full survey and analysis on a CD at no cost. Questions? Call SHM Customer Service at (800) 843-3360.

Traditional internal medicine residencies may not fully prepare one for hospitalist practice. Many patients seen by hospitalists have diagnoses that were managed by internal medicine subspecialties in the past. Most hospitalists feel comfortable managing straightforward gastrointestinal bleeds, myocardial infarctions, and renal failure without consultation. Neurologic cases are somewhat different.

Most medicine residents have rotated on a neurology service, but that limited experience is frequently insufficient in preparing physicians for their future experience as hospitalists. While neurology residencies include one year of internal medicine, the two diverge dramatically afterward. Practitioners of both internal medicine and neurology frequently feel that they speak a different language from one another.

Particularly in the community setting, hospitalists manage the bulk of neurology patients either with or without neurologic consultation. The reasons for this are varied, including poor inpatient reimbursement for neurologists and a tradition of nonaggressive approaches to stroke care.1

The Opportunity

Realizing the need to provide direct access to important information about inpatient stroke management, SHM convened a stroke advisory board, including general hospitalists, a neurologist, and members of the education committee. SHM and Boehringer-Ingelheim provided funding for the resource room through educational funds and an unrestricted grant, respectively.

There is great pressure on the practicing hospitalist to have both a base knowledge of the approach to the patient with stroke as well as an understanding of current best practice.
 

 

Stroke Resource Room Content

The Stroke Resource Room is patterned after the template of the DVT Resource Room; the idea being that a standardized format will allow easy navigation and maximal utility. David Likosky, MD, served as content editor, Sandeep Sachdeva, MD, as quality editor, Alpesh Amin, MD as education editor, and Jason Stein, MD, as managing editor.

The rooms are structured to facilitate access to specific types of information. Whether one is looking for the details of a certain study, slide sets to help teach residents, or for input on how to approach a difficult patient, that resource should be readily available. The main sections of the room are summarized below.

The “Awareness” area on the main page of the Stroke Resource Room defines the effects of stroke as well as the hospitalists’ scope of practice.

A separate debate is ongoing within neurology about who should be responsible for the inpatient management of stroke. Interestingly, much of this is about whether general neurologists or vascular/stroke neurologists should primarily manage these patients. One such article referred to the brain as “… the Rolls Royce of the human body” going on to ask, “Would you want your Rolls Royce to be serviced by any ordinary mechanic, who takes care of all kinds of automobiles?”2 Many hospitalists find this argument less than compelling given how difficult it can be in many communities to get a neurologist much less a “vascular neurologist” to see an inpatient.

The “Evidence” section consists of two main parts with the goal of providing a one-stop shop for stroke care literature. The first is a set of links to articles reviewed by the ACP journal club. The second is a concise list of landmark trials, such as the Heparin Acute Embolic Stroke HAEST) trial, which compared low molecular weight heparin versus aspirin in patients with acute stroke and atrial fibrillation.3 These articles help answer questions that come up commonly in clinical practice.

The Experience link capitalizes on the Internet’s ability to disseminate information. There are a limited number of protocols and order sets for ischemic and hemorrhagic stroke available. One can download these and, perhaps more importantly, submit one’s own—including comments on what about that particular tool has been valuable.

Finally, the “Ask the Expert” section features an interactive venue for interacting with a panel of neurologists and neurocritical care physicians. This section answers the more common and more difficult clinical questions in a shared forum. Supportive evidence is cited, with the knowledge that much of stroke care remains in the realm of standard of practice.

The “Improve” section reflects the other roles of hospitalists, such as hospital leader. The three current links include a PowerPoint primer on quality improvement. In addition, there are links to the “Get with the Guidelines” program from the American Stroke Association. This is a continuous quality improvement program focusing on care team protocols and outcome measurement. The final linked site is to the criteria for the disease specific accreditation program from JCAHO. This national effort may drive where patients receive their care for certain conditions.

The “Educate” section caters to multiple audiences. The academic hospitalist may find the “Teaching Pearls” section helpful, as well as the slide sets from the International Stroke Conference and StrokeSTOP, which is aimed at medical students. The patient education links contain a wealth of quality information. The “Professional Development” subsection contains sources for audio lectures with slide sets as well as case presentations and NIH stroke scale training—all with free CME hours. A chapter on stroke from the SHM’s forthcoming core competencies is included as well.

 

 

Many graduating residents view hospital medicine as a temporary job where they can take time off and work before going on to a subspecialty fellowship. Others perceive hospitalists as “super-residents” susceptible to burnout.

Moving Forward

One of the advantages of an Internet-based resource is the ability to be easily modified. A progressively more robust database will be developed over time as questions are answered in the “Ask the Expert” section and as participants share their stroke care protocols.

The Stroke Resource Room is an excellent forum to improve clinical care and form the basis for future SHM workshops, lectures, and to review articles. By building our collective knowledge, we will be limited only by the energy we put into the adding to and using available information and our desire to apply that energy to patient care.

References

  1. Likosky DJ, Amin AN. Who will care for our hospitalized patients? Stroke. 2005;36(6): 1113-1114.
  2. Caplan L. Stroke is best managed by neurologists. Stroke. 2003;34(11):2763.
  3. Berge E, Abdelnoor M, Nakstad PH, et al. Low molecular-weight heparin versus aspirin in patients with acute ischaemic stroke and atrial fibrillation: a double-blind randomized study. HAEST Study Group. Lancet. 2000;355(9211):1205-1210.

Secure the Future

Encourage trainees to consider lifelong careers in hospital medicine

By Vineet Arora, MD, MA, and Margaret C. Fang, MD, MPH, co-chairs of SHM’s Young Physicians Section

Chapter Updates ONLINE

For additional information on SHM chapters visit www.hospitalmedicine.org and click on “Chapters.”

Interest in hospital medicine is booming, and it is estimated that the number of hospitalists in the United States is estimated will exceed the number of cardiologists in the near future. Yet, many graduating residents view hospital medicine as a temporary job where they can take time off and work before going on to a subspecialty fellowship. Others perceive hospitalists as “super-residents” susceptible to burnout, and therefore do not consider hospital medicine a sustainable career option. These perceptions may contribute to a high turnover of hospitalists and compromise the accumulation of enough inpatient experience to accomplish many of the benefits associated with the use of hospitalists, including shorter lengths of stay and comparable—if not better—quality of care.

To ensure recruitment and retention of the best and brightest trainees, it’s important to consider ways to educate and encourage them to consider a career in hospital medicine as a rewarding lifelong career. Below, we discuss strategies to encourage trainees to pursue a lifelong career in hospital medicine.

Showcase Your Clinical Work

First, consider your everyday practice an excellent way to showcase the often-exciting world of inpatient medicine. Preclinical students often cherish any opportunity to interact with patients. Inviting first- or second-year medical students to accompany you on rounds is an excellent opportunity to teach clinical medicine and physical exam skills, and a good way to influence their career choice early in their medical career.

If you’re in an academic medical center, accessing preclinical students is as easy as approaching students in an internal medicine interest group or volunteering as a preceptor for a physical diagnosis course for preclinical students. In fact, hospitalists are often acknowledged as some of the best teachers and are highly accessible because of their inpatient duties.

Community-based hospitalists also can provide valuable career advice and opportunities, particularly in exposing students to real-life career experiences often not covered through traditional medical school training. One way for a community-based hospitalist to become involved is to host preclinical students over the summer by contacting a local medical school dean’s office and volunteering as a summer preceptor for interested preclinical students. Your alma mater may be particularly responsive. Or, contact interest groups in internal medicine, family medicine, or pediatrics through the state or local leaders of the American College of Physicians, the American Academy of Family Physicians, and the American Academy of Pediatrics.

 

 

Explain Your Nonclinical Work

It’s important to explain your nonclinical roles to residency trainees. Hospitalists increasingly take on numerous administrative, educational, and leadership roles and responsibilities. Whether you are leading a quality improvement effort, interfacing with hospital operations, or running a medical student clerkship, it is crucial that physicians-in-training understand the diverse opportunities within hospital medicine to achieve a healthy work-life balance and avoid clinical burnout.

If you are involved with quality improvement projects at your institution, enlist the help of an interested resident or student. Because student rotations are frequent, their prior experience may be scant and their time limited. So make sure the projects have definite goals and are easily accomplished. Ensure that the projects provide reasonable educational value and experience within a finite time. Lay out explicit goals at the beginning of the project, ask for frequent updates, and then recap the experience and any concrete accomplishments to provide structure and expectations for the process.

For example, the University of California at San Francisco Hospitalist Group is spearheading an educational initiative in which residents learn about both the theory and practice of quality improvement through choosing a project and working with a mentor to design, implement, and measure the results of a quality improvement initiative.

UPCOMING CHAPTER MEETINGS

Philadelphia Chapter

Update on Perioperative DVT/PE Prophylaxis

November 9, 2005

Philadelphia

San Diego Chapter

Update on Anticoagulation for ACS, CVS, and PVD

November 15, 2005

San Diego

Share Your Passion

In addition to showcasing your clinical and nonclinical activities, share your passion about hospital medicine. Reflect on the reasons you entered hospital medicine, as well as your thoughts on the pros and cons of the field. Perhaps you were drawn to hospital medicine because of a desire to take care of acutely ill patients, or to work on improving the quality of a medical system, or because of a more controllable work schedule with competitive compensation.

In some cases, it may have been a particular interest in medical ethics, palliative care, geriatrics, or perioperative care. Sharing your enthusiasm is the best way to cultivate reciprocal interest. Medical students and residents closely observe your attitudes toward your career, your job satisfaction, and your work-life balance. In addition to mentoring those already entering a medical career, there are endless opportunities to outreach to younger students, including those in high school and college. Many local schools and community organizations offer mentorship programs to area students. Engaging in an informal discussion about your career at a social or community event with younger students can be incredibly rewarding. Younger students often lack realistic career experiences and access to career-specific role models on which to base informed decisions. Although they may express an interest in science or medicine, they may not know how long the training process is or the importance of good grades.

Take a moment to inquire about career interests and explain what a hospitalist is; this can be invaluable in promoting understanding and cultivating interest into the field. More structured interactions with hospitalists can also prepare students for successful entry into the medical field. The University of Chicago Hospitalists, for example, host high-achieving Chicago public school juniors in a summer clinical and research enrichment program in hospital-based medicine called TEACH Research.

Offer Advice and Assistance

Finding your first job can be a nerve-racking situation. Sharing your advice on the process with trainees is always appreciated. For instance, they are interested in hearing how you decided to become a hospitalist and what you did to secure your position.

Offer to meet with them and review their career interests, goals, and curriculum vitae. If you hear of job openings and opportunities, inform the community of trainees by contacting program directors or chief residents at residency programs. Many residency program directors showcase available opportunities in their house-staff office or direct such opportunities to interested residents. Some residency programs invite community-based physicians to give residents insight on securing their first job. This process is particularly foreign to medical trainees who have never had to negotiate such things as benefit packages, compensation, or call schedule. Your candid thoughts on what to expect and how to approach the process are invaluable.

 

 

Again, approaching the residency program where you trained is a good starting point. Alternatively, you can locate a nearby residency through the Fellowship and Residency Electronic Interactive Database database offered by the American Medical Association (www.ama-assn.org/vapp/freida/srch/).

Finally, if you know any trainees interested in hospital medicine,encourage them to attend the SHM’s local or national meetings. The annual meeting is an excellent place for medical trainees to hear the latest research and innovations, learn about advanced training and job opportunities, network, and connect with mentors through the Mentorship Breakfast. For the last two years, the Young Physicians Section has organized a Forum for Early Career Hospitalists where we addressed different career paths in hospital medicine and conducted research during training. Continued growth in our field depends on promoting hospital medicine as a vital, sustainable career.

SHM Sweepstakes Winners announced

Every member who confirmed or updated their SHM member profile online during the sweepstakes dates was entered into a drawing to win the grand prize of an iPod, or one of four $100 cash prizes. SHM would like to thank everyone who took the time to help update our member database.

The grand prize winner (iPod) was Brian Scanlan, MD, New York. Winners of the four cash prizes of $100 cash each were Calina Beth Zerate, Richmond, Va., Gregory Maynard, San Diego, Jeffrey Rothschild, Newton Highlands, Mass., Felipe Medeiros, Knoxville, Tenn.

Busy Summer for HQPS

The Health Quality and Patient Safety Committee (HQPS) has developed an array of initiatives to support SHM members in the development, implementation, and evaluation of quality and system improvements at their institutions. Educational programming, tools, and resources are being developed for four specific content areas including prevention of VTE, improving the discharge process, glycemic control, and improving outcomes for hospitalized heart failure patients.

HQPS members and Course Directors Greg Maynard, MD, and Tosha Wetterneck, MD, are developing a quality precourse for the 2006 SHM Annual Meeting. The educational goal for the precourse will be to enable hospitalists to become leaders in quality and safety through the effective implementation of evidence-based, high reliability interventions. Precourse participants will actively participate in small groups to apply techniques for designing, implementing, and evaluating quality improvement projects to address a specific improvement need in one of four areas: heart failure care, glycemic control, and preventing VTE in the hospital or the discharge process. Registration for this precourse will begin in November and space will be limited. Plan to register early.

In June, HQPS convened a multidisciplinary, multiagency Heart Failure Advisory Board to guide the development of a clinical guidelines implementation toolkit (CGIT), resource room, and CME modules related to implementing best practices for care of patients with heart-failure. The advisory board has representatives from several organizations and allied health professions, including the American College of Cardiology, American Medical Directors Association, American Hospital Association, Case Managers Society of America, American Association of Heart Failure Nurses, American Society of Health-System Pharmacists, American Association of Critical Care Nurses, National Association of Social Workers and the Heart Failure Society of America. Currently, the advisory board is completing a needs assessment and will begin development on the CGIT, resource room and CME modules next month.

In July, in collaboration with the Education Committee and SHM staff, HQPS launched the SHM VTE Resource Room (www.hospitalmedicine.org/AM/Template.cfm?Section=Quality_Improvement_Resource_Rooms1&Template=/CM/HTMLDisplay.cfm&ContentID=6312). The resource room provides users with a workbook, or step-wise process to assess the need for VTE prevention, advocate for local improvements, and implement and evaluate a VTE prevention program. The resource room also provides a useful review of the literature, an “Ask the Expert” forum, slide sets, and bedside teaching tools.

 

 

In August, the SHM Executive Committee approved the SHM Discharge Planning Checklist developed by HQPS under the direction of Dennis Manning, MD. This discharge planning checklist and a white paper on guidance for its implementation will be available to members in the near future.

Interested in learning more about these initiatives or becoming involved in an HQPS workgroup? Contact Lakshmi Halasyamani, MD, HQPS chair, at HalasyaL@trinity-health.org.

Hartford Grants Awarded

SHM presents Hartford Foundation grant funds to hospitalists for QI demo project

By Kathleen K. Frampton, RN, MPH

Research will identify facilitating factors and barriers to successful implementation of new hospital safety practices.

Shm remains committed to expanding its efforts to improve inpatient care for older patients. The John A. Hartford Foundation has generously awarded approximately $370,000 to SHM in support of its focus on the geriatric population. This funding will assist SHM in its endeavors related to educational programs and products, hospitalist leadership training, and quality improvement projects. In light of this, SHM allocated a portion of these Hartford grant funds to study a critical aspect of elderly patient care, safety-care transitions.

A competitive request for the proposal (RFP) process was conducted to solicit interest from healthcare institutional providers and SHM members willing to serve as the principle investigator in their work setting. The RFP delineated the requirements for a hospital to serve as a designated study site to implement a discharge planning intervention from hospital-based care to community-based care for elderly patients and to evaluate the facilitating factors, barriers to implementation and outcomes associated with the new approach.

All research proposals submitted by hospitals were evaluated and scored against established criteria. Qualifying hospital finalists were reviewed by a panel consisting of members of three standing SHM Committees: Education, Hospital Quality and Patient Safety, and Research and Executive. In July 2005, this panel selected three hospitals to receive funding for this initiative: Johns Hopkins-Bayview, Baltimore, Md.; Northeast Medical Center, Concord, N.C.; and Geisinger Health System, Danville, Penn.

Johns Hopkins-Bayview (coordinating site): A 355-bed community-based facility located in southeast Baltimore with academic affiliations and approximately 25% of patients over age 65. The hospitalist service consists of nine physicians, five physician assistants, and three nurse practitioners.

Northeast Medical Center: A 457-bed, private, nonprofit community-based facility located in the Charlotte Region with a residency training program and 36% of patients over age 65. The hospitalist service consists of 16 physicians and 24/7 intensivist coverage.

Geisinger Health System: A 366-bed facility and Level 1 Trauma Center, private, nonprofit community based system located in north central Pennsylvania with a residency training program and 70% of patients over age 65. The hospitalist service is staffed by 15 physicians (10 full-time employees).

The QI Demonstration Project will run for 18 months and, according to Tina Budnitz, MPH, SHM senior advisor for planning and development, the study “represents new territory for both SHM and other professional societies … . We have moved beyond developing a best practice to use in the clinical setting to how you can actually change the system so that best practices can be successfully implemented … . It is the intention of SHM to focus on safe practice interventions that can be generalized to other settings.”

Budnitz also explained that near completion of the project SHM plans to convene the advisory board, grantee project teams, representatives of the Hartford Foundation, and the Joint Commission on the Accreditation of Healthcare Organizations (JCAHO) to review the data from the demonstration project and design a larger scale quality improvement program.

“Our grantees will work with the SHM Advisory Board to develop a comprehensive toolkit, which will document the lessons learned during the implementation process and any other resources that facilitate adaptation and/or adoption of these safe practice interventions,” explains Budnitz.

 

 

Nominate Yourself for an SHM Committee

Each year the incoming SHM president appoints all of the committees and task forces. This is your opportunity to help shape the future of SHM and hospital medicine. To nominate yourself, visit the SHM Web site at www.hospitalmedicine.org and click on “About SHM” and then “Committees” to see a full listing of committees and charges.

For every committee you would like to serve on submit your name and one to two paragraphs about why you are qualified or interested for the appointment. Send your information via e-mail to Committees@hospitalmedicine.org by Dec. 5, 2005. Committee appointments will be made by early February and will take effect in April 2006 for a one-year term.

Care Transitions in the Treatment of the Elderly

According to the Institute of Medicine (IOM), the healthcare system is poorly organized to meet its current challenges. The delivery of care is often overly complex and uncoordinated, requiring steps and patient hand-offs that slow care and decrease rather than improve patient safety.

An IOM seminal report published in 2001, Crossing the Quality Chasm: A New Health System for the 21st Century, emphasizes that cumbersome processes waste resources, leave unaccountable voids in coverage, lead to loss of information, and fail to build on the strengths of all professionals involved to ensure that care is appropriate, timely, and safe. Right before and after discharge, there often is no one clearly in charge of the transition whom the patient may contact for guidance. Patients are often instructed to contact their primary care provider for follow-up issues or questions, whether or not the primary care provider had been involved in the hospitalization.

A recent study supported by the Agency for Healthcare Research and Quality (AHRQ) showed that high-risk patient targeting, better communications, and better coordination of care and follow-up could potentially prevent some readmissions when transitioning patients from hospital to home.

In 2002, the American Geriatric Society (AGS) issued a Position Statement, Improving the Quality of Transitional Care for Persons with Complex Care Needs, which stressed that both the “sending” and “receiving” health professionals bear responsibility and accountability in this phase. Successful transitions require that there be both a uniform plan of care and procedure for communicating the following:

  1. An accessible medical record that contains a current problem list;
  2. A medication regimen;
  3. A list of allergies;
  4. Advance directives;
  5. Baseline physical and cognitive function; and
  6. Contact information for all professional and informal care providers.

Also, input must be solicited from informal care providers who are involved in the execution of the plan of care. The AGS recommends the use of a “coordinating” health professional who oversees both the sending and receiving aspects of the transition. This professional should be skilled in the identification of health status, assessment and management of multiple chronic conditions, managing medications, and collaboration with members of the interdisciplinary team and caregivers.

The QI Demonstration Project

According to SHM Immediate Past-President Jeanne Huddleston, MD, SHM has structured this demonstration project so that the three study sites in the Hartford Grant Group will implement identical clinical tools while they employ unique processes and procedures at each of the individual sites.

“The what needs to be in common across sites, but the how and who in the implementation will be individually tailored to each specific hospital environment,” she explains.

This is a real strength of the study because standardized interventions can be studied in varied and representative test environments. Dr. Huddleston also stresses that, “SHM envisions its role in quality management to be in the actual implementation realm—rather than in the development of new clinical guidelines. SHM seeks to know whether hospitalists [use] the same tools at different sites and understand their impact at each site.”

 

 

The patient care domains selected as a focus for the safe practice implementation tools for the care transition process are:

  1. Communications;
  2. Medication reconciliation; and
  3. Functional status.

Communication tools will be developed for primary care physicians, patients, and their support systems so that important clinical information is transmitted during the discharge process. The implementation tools designed for medication reconciliation will be employed by physicians, care managers, or pharmacists in the hospital. Transmitting the medication regimen is widely recognized as an error-prone element of care. These specific implementation tools will include a method to review and verify any dose/frequency changes of medications that the patient was taking upon admission, as well as those that were added or discontinued during the inpatient episode. Because patient functional status is a critical issue in discharge planning, detailed tools will also be created to standardize content for risk assessment and evaluation of the types of assistance needed for patients to resume activities of daily living.

The demonstration project will also utilize specific metrics to measure patient outcomes as well as the effect that these safe practices have on the discharge and care transition processes. The three study sites will measure referring physician satisfaction with the adequacy of post-hospitalization follow-up information, the accuracy of medication reconciliation, readmission rates, and patient understanding of their treatment plan and medication regimen.

QI Requires Expert Change Management

Hospitalists recognize that the challenge of patient safety is linked to the challenge of organizational change. Patient safety initiatives can succeed only to the extent to which healthcare organizations recognize the need for and develop the means to implement the organizational changes. According to the AHRQ, systemwide improvements in patient safety are possible only if there are coordinated changes in multiple components—clinical procedures, attitudes and behaviors of care providers, incentive systems, coordination structures and processes, patterns of interactions among care providers, and organizational culture.

Senior leadership must play an active role in establishing patient safety as a priority, and staff involved directly in providing care must actively participate in implementing change. The likelihood of successful implementation of even simple change requires multiple tactics or many bullets directed at the same target. Additionally, it is critical to redesign the roles of healthcare workers at the point of care to accommodate the necessary changes and to retrain them to fulfill these roles.

Hospitalists Prepare to Lead

Identifying the facilitating factors and barriers to improvement is essential to effect change because it helps ensure success. It’s also crucial to match the patient safety goals with the change strategies and tactics. Otherwise, mismatches can lead to unintended consequences that will hinder continuous improvements such as employee skepticism, frustration of safety champions, and mislearning or unnecessary ”workarounds“ by staff.

SHM sees this QI Demonstration Project as critical to assisting institutions in the design, implementation, and evaluation of QI programs and systemwide interventions with effectiveness and value. These findings should equip hospitalists with vital tools necessary to provide essential leadership in meeting their institution’s quality and patient safety goals. TH

Writer Kathleen Frampton is based in Columbia, Md

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