The Hospitalist Movement and Its Implications for the Care of Hospitalized Children

Characteristics and Financial Performance of a Pediatric Faculty Inpatient Attending Service: A Resource-Based Relative Value Scale Analysis

“…In response to physician concerns and competitive pressures, many children's and community hospitals have considered programs that provide inpatient attending services by a designated cadre of physicians. [2][3][4] Physicians who staff these programs may be community-based "hospitalists," commonly defined as physicians who spend at least 25% of their time based in a hospital setting, or academic faculty who serve as part-time hospitalists to provide inpatient care on a rotating basis.…”

“…2 Hospitalist programs also may control resource use and decrease costs of care and length of stay when compared with traditional attending models, 5 in part because of enhanced availability and communication with referring physicians. 6 In markets where inpatient services that are paid at a diagnosis-related group (DRG)-based per case rate or paid per diem represent a significant portion of payments, such expense control takes on increased importance.…”

Hospitalists at an Academic Medical Center, Part 1: Impact of a Voluntary Pilot Hospitalist Program

“…This is not surprising in light of Breslin's (2003) observation that an imbalance exists between the population's demand for emergency department services and the availability of most facilities' treatment space, inpatient capability, and staff availability. Hospitalists often see care of unassigned patients or patients without insurance as one of their core requirements (Bellet and Wachter 1999).…”

Reflections: The hospitalist movement a decade later

“…This was true early on, but the field has evolved to be more of a generalist endeavor (although recently there have emerged “laborists,” “neurology hospitalists,” and even “surgical hospitalists”). I probably could have anticipated the growth of the field in pediatrics, but it certainly was not on my radar screen until years later 9. I did not count on the work hours of house staff being regulated; even if I had, I'm not sure I would have fully recognized how the need to create nonteaching services would turbo‐charge the growth of the hospitalist field in teaching hospitals.…”