The Surgical Hospitalist Program Management Guide: Tools and Strategies for Executives and Physicians / Edition 1

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Comprehensive guidance for starting or improving a surgical hospitalist program. Hospitalist medicine is the fastest growing medical specialty in the U.S., and surgical hospitalists are especially poised for rapid growth. Many hospital systems see surgical hospitalists as the most valuable response to the growing crisis of general call coverage and as a critical strategy in their effort to comply with quality measures. A first-of-its-kind resource, this book-and-CD set offers a window into successful surgical hospitalist programs to demonstrate exactly how the experts developed thriving programs with strong return-on-investment (ROI). It provides:
• Comprehensive approaches to build or refine a surgical hospitalist practice
• Recommendations for utilizing staff resources and internal management
• Operating room scheduling models with expert analysis
• Perspective on acute care surgery and trauma coverage
• Easy-to-understand explanations of codes related to surgical hospitalists
• Advice on building a financial plan and measuring ROI
• Dashboards to evaluate ROI and justify program expansion to administrators
• Financial considerations, including sample pro formas
• Case studies offering real-life examples Surgical hospitalist programs developed out of necessity-to ensure specialist coverage for ED unassigned patients, improve ED responsiveness in critical specialties, reduce the burden on the medical staff, and solve the problems presented by staffing shortages. Nevertheless, surgical hospitalist programs have become profitable for many hospitals. This resource gives you the essential building blocks for a successful surgical hospitalist program.

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Product Details

  • ISBN-13: 9781601465733
  • Publisher: HCPro, Inc
  • Publication date: 4/1/2009
  • Edition number: 1
  • Pages: 250
  • Product dimensions: 8.30 (w) x 10.70 (h) x 0.60 (d)

Meet the Author

John Nelson, MD, FACP, has practiced as a hospitalist since completing internal medicine training at the University of Florida in 1988. He is currently medical director of the hospitalist practice at Overlake Hospital Medical Center in Bellevue, WA, where he continues to provide patient care regularly. Since the early 1990s, he has served as a consultant for more than 200 institutions around the country as they start or improve a hospitalist practice. In 1997, he teamed with a Massachusetts hospitalist to found the Society of Hospital Medicine, and is now on the forefront of the growth of surgical hospitalist practice.

John Maa, MD, FACS, is a surgeon dedicated to improving the quality and access of emergency surgical care. His current research focuses on applying the surgical hospitalist model to improve hospital-based emergency care, specifically through new processes and strategies that address the challenges of emergency department overcrowding, boarding, and ambulance diversion. Maa is a member of the board of directors of the American Heart Association and is associate director of Surgery Clerkship at the University of California, San Francisco (UCSF). He participates on several advisory boards and committees that focus on improving care in hospitals. Maa is currently an assistant professor in general surgery at the UCSF, and assistant chair of the department of surgery’s quality improvement program.

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Table of Contents

Section 1: Operating a Surgical Hospitalist Practice


Chapter 1: Introduction

Chapter 2: Investing in a surgical hospitalist program: Value, structure, and finance

Chapter 3: Calculating the Return on Investment for Your Surgical Hospitalist

Chapter 4: Internal management

Chapter 5: Staffing

Chapter 6: Scheduling the operating room

Chapter 7: Surgical hospital compensation planning

Chapter 8: Surgical hospitalist scheduling

Chapter 9: Communication issues in surgical hospitalist practice

Chapter 10: Measuring success

Chapter 11: Trauma coverage

Chapter 12: Surgical hospitalists programs and the academic medical center

Chapter 13: Acute care surgery

Chapter 14: Documentation, Coding, Billing, and Related Issues

Section 2: Case Studies

Chapter 15: Case study: Shady Grove Adventist, Rockville, MD

Chapter 16: Case study: Anne Arundel Hospital, Annapolis, MD

Chapter 17: Case study: University of California, San Francisco, CA

Chapter 18: Case study: Thomas Memorial Hospital, South Charleston, WV

Chapter 19: Case study: University of California, Irvine, CA

Chapter 20: Case study: Sacred Hospital, Spokane, WA

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