A hospitalist explains how his facility focused a consistent multidisciplinary team on patients who were likely to return to the hospital.
An electronic alert increased use of rifaximin in patients with cirrhosis who were taking lactulose and were admitted with hepatic encephalopathy.
Pharmacy students helped hospitalists with medication histories.
The orthopedics service worked with hospital medicine and took more readmitted patients.
Students led the way in an effort to reduce opioid overuse.
A telemedicine program connected hospitalists with advanced practitioners and nurses at a rural facility.
Partnership between clinicians and pharmacy improved medication adherence after discharge.
A trigger flagged admissions, leading reviewers to detect preventable adverse events including diagnostic errors and care management-related events.
Physicians developed an initiative spanning all phases of PCI care.
A new clinic in an outpatient care center focuses on recently discharged patients at high risk for readmission.
Those in the intervention group were 60% less likely than controls to report suicidal ideation during their internship year.
Patients report their symptoms while waiting to be seen, and clinicians review, confirm, and edit the information.
A 5-hospital health system improved patients' access to postdischarge care.
A teaching hospital uses patient satisfaction data to improve care.
An academic medical center implements a method to test and correct patients' vision.
Program improves quality of clinical care for older patients in long-term care facilities.
Curing recurrent C. diff infections without fecal transplantation.
A Spanish intermediate care unit is staffed entirely by hospitalists.
Johns Hopkins Bayview Medical Center in Baltimore changed hospitalists' schedules to improve physician satisfaction and quality of care.
Massachusetts General Hospital smoothed the discharge process by having a nurse practitioner work with residents.
Strong Memorial Hospital in New York developed a new rotation system to help ease pressure on residents.
A medical center in Vero Beach, Fla., reduced code blues and implemented multi-disciplinary rounds through a patient safety and quality initiative.A medical center in Vero Beach, Fla., reduced code blues and implemented multi-disciplinary rounds through a patient safety and quality initiative.
Clinicians at University Hospital in San Antonio, Texas, opened a Clinical Decision Unit to improve care efficiency for observation patients.
Standardizing interventions at Partners HealthCare facilities in and around Boston helped reduce patient falls.
Rates drop by 73% on pilot wards at English hospital Salford Royal.
Olive View-UCLA Medical Center improved census coverage and reduced payment denials.
At Munson Medical Center in Michigan, hospitalists' workload and compensation are determined by personal preference.
Brigham and Women's Hospital redesigned its residency program to focus on integrated teaching.
The Mayo Clinic in Phoenix, Ariz., has developed a fellowship program for physician assistants.
Grady Memorial Hospital in Atlanta standardized admission and transfer criteria for its telemetry unit.
Baylor University Medical Center in Dallas instituted a pilot project providing a "care bundle" to elderly patients at particularly high risk for returning to the hospital.
The Medical University of South Carolina Medical Center in Charleston, S.C., developed a nurse-driven Web-based insulin infusion protocol to manage blood glucose in the intensive care unit, as well as in the rest of the hospital
At St. John's Mercy Medical Center in St. Louis, Mo., a hospitalist-developed Web site makes it easy to identify and contact each patient's attending physician.
Johns Hopkins Bayview Medical Center in Baltimore recently introduced a hospitalist-led bed management program in a successful attempt to improve emergency department wait times and decrease ambulance diversion hours. Find out how they did it.
Kennan Hospital & University Health Center, Sioux Falls, S.D. used a manufacturing concept called Lean to identify wasted steps in the delivery of care. The result: decreased wait times and more efficiency in a new emergency department.
A hospitalist creates a program to teach VTE prophylaxis, and then teaches others to spread the word.
Dedicated MRSA unit cuts hospital costs and length of stay
Open dialogue among departments helped reform systemic flaws