Brendon Shank

SHM’s blog, “The Hospital Leader,” showcases some of the most cutting-edge ideas and fresh perspectives in the hospitalist movement. For all posts, visit www.hospitalleader.org. Here’s a sampling of our most popular recent posts:

• The Next Dose: Hospitalist Brett Hendel-Paterson juxtaposes his experience as a cancer patient with his experience as a caregiver, especially when it comes to prescribing treatments for his patients.
• 15 Patients a Day: Starling Curve or Sweet Spot?: SHM President Burke Kealey asks whether a 15-patient census is really the most important factor in a hospitalist’s day.
• Broken RAC System Continues to Hurt Patients, Providers: Hospitalist Bart Caponi dissects the Recovery Audit Contractor (RAC) system in a post that was featured on the Forbes.com Pharma & Healthcare section.

SHM’s blog, “The Hospital Leader,” showcases some of the most cutting-edge ideas and fresh perspectives in the hospitalist movement. For all posts, visit www.hospitalleader.org. Here’s a sampling of our most popular recent posts:

• The Next Dose: Hospitalist Brett Hendel-Paterson juxtaposes his experience as a cancer patient with his experience as a caregiver, especially when it comes to prescribing treatments for his patients.
• 15 Patients a Day: Starling Curve or Sweet Spot?: SHM President Burke Kealey asks whether a 15-patient census is really the most important factor in a hospitalist’s day.
• Broken RAC System Continues to Hurt Patients, Providers: Hospitalist Bart Caponi dissects the Recovery Audit Contractor (RAC) system in a post that was featured on the Forbes.com Pharma & Healthcare section.

SHM’s blog, “The Hospital Leader,” showcases some of the most cutting-edge ideas and fresh perspectives in the hospitalist movement. For all posts, visit www.hospitalleader.org. Here’s a sampling of our most popular recent posts:

• The Next Dose: Hospitalist Brett Hendel-Paterson juxtaposes his experience as a cancer patient with his experience as a caregiver, especially when it comes to prescribing treatments for his patients.
• 15 Patients a Day: Starling Curve or Sweet Spot?: SHM President Burke Kealey asks whether a 15-patient census is really the most important factor in a hospitalist’s day.
• Broken RAC System Continues to Hurt Patients, Providers: Hospitalist Bart Caponi dissects the Recovery Audit Contractor (RAC) system in a post that was featured on the Forbes.com Pharma & Healthcare section.

Improving the quality of care in your hospital isn’t just good for your hospital medicine group or your hospital; it’s good for the community. Each year, SHM leads some of the best quality improvement programs in healthcare, and you can get involved.

SHM is now accepting applications for the Glycemic Control Mentored Implementation Program. An informational webinar about the program will be available on Aug. 14. For details, visit www.hospitalmedicine.org/gcmi.

There is still time to apply for the Project BOOST fall cohort. For details, visit www.hospitalmedicine.org/boost.

Are you implementing Choosing Wisely in your hospital? You could win SHM’s Choosing Wisely competition and share your expertise with thousands of other hospitalists.

Visit www.hospitalmedicine.org/choosingwisely to learn more.

Improving the quality of care in your hospital isn’t just good for your hospital medicine group or your hospital; it’s good for the community. Each year, SHM leads some of the best quality improvement programs in healthcare, and you can get involved.

SHM is now accepting applications for the Glycemic Control Mentored Implementation Program. An informational webinar about the program will be available on Aug. 14. For details, visit www.hospitalmedicine.org/gcmi.

There is still time to apply for the Project BOOST fall cohort. For details, visit www.hospitalmedicine.org/boost.

Are you implementing Choosing Wisely in your hospital? You could win SHM’s Choosing Wisely competition and share your expertise with thousands of other hospitalists.

Visit www.hospitalmedicine.org/choosingwisely to learn more.

Improving the quality of care in your hospital isn’t just good for your hospital medicine group or your hospital; it’s good for the community. Each year, SHM leads some of the best quality improvement programs in healthcare, and you can get involved.

SHM is now accepting applications for the Glycemic Control Mentored Implementation Program. An informational webinar about the program will be available on Aug. 14. For details, visit www.hospitalmedicine.org/gcmi.

There is still time to apply for the Project BOOST fall cohort. For details, visit www.hospitalmedicine.org/boost.

Are you implementing Choosing Wisely in your hospital? You could win SHM’s Choosing Wisely competition and share your expertise with thousands of other hospitalists.

Visit www.hospitalmedicine.org/choosingwisely to learn more.

The State of Hospital Medicine Report is the authoritative source for hospitalists to compare and contrast their staffing, productivity, and compensation with other HM groups across the country. SHM publishes the State of Hospital Medicine every two years. SHM is accepting pre-orders now. For more information, visit www.hospitalmedicine.org/sohm.

The State of Hospital Medicine Report is the authoritative source for hospitalists to compare and contrast their staffing, productivity, and compensation with other HM groups across the country. SHM publishes the State of Hospital Medicine every two years. SHM is accepting pre-orders now. For more information, visit www.hospitalmedicine.org/sohm.

The State of Hospital Medicine Report is the authoritative source for hospitalists to compare and contrast their staffing, productivity, and compensation with other HM groups across the country. SHM publishes the State of Hospital Medicine every two years. SHM is accepting pre-orders now. For more information, visit www.hospitalmedicine.org/sohm.

Looking for ways to make your HM group run better? SHM is introducing new tools and information to keep you ahead of the curve.

CODE-H Interactive is an industry first: an interactive tool to help hospitalist groups code effectively and efficiently. CODE-H Interactive allows users to validate documentation against coding criteria and provides a guided tour through clinical documentation, allowing users to ensure they are choosing the correct billing code while providing a conceptual framework that enables the user to easily “connect the dots” between clinical documentation and the applicable CPT coding.

CODE-H Interactive includes two modules: one that reviews three admission notes and a second that reviews three daily notes. It also enables users to assess other E/M codes, such as consultations and ED visits. To get started, visit www.hospitalmedicine.org/CODEHI.

Looking for ways to make your HM group run better? SHM is introducing new tools and information to keep you ahead of the curve.

CODE-H Interactive is an industry first: an interactive tool to help hospitalist groups code effectively and efficiently. CODE-H Interactive allows users to validate documentation against coding criteria and provides a guided tour through clinical documentation, allowing users to ensure they are choosing the correct billing code while providing a conceptual framework that enables the user to easily “connect the dots” between clinical documentation and the applicable CPT coding.

CODE-H Interactive includes two modules: one that reviews three admission notes and a second that reviews three daily notes. It also enables users to assess other E/M codes, such as consultations and ED visits. To get started, visit www.hospitalmedicine.org/CODEHI.

Looking for ways to make your HM group run better? SHM is introducing new tools and information to keep you ahead of the curve.

CODE-H Interactive is an industry first: an interactive tool to help hospitalist groups code effectively and efficiently. CODE-H Interactive allows users to validate documentation against coding criteria and provides a guided tour through clinical documentation, allowing users to ensure they are choosing the correct billing code while providing a conceptual framework that enables the user to easily “connect the dots” between clinical documentation and the applicable CPT coding.

CODE-H Interactive includes two modules: one that reviews three admission notes and a second that reviews three daily notes. It also enables users to assess other E/M codes, such as consultations and ED visits. To get started, visit www.hospitalmedicine.org/CODEHI.

In April, The Hospitalist explored the many paths that hospitalists have taken to leadership positions within their hospitals. Among the many skill sets required to grow as a leader in the hospital, hospital CEOs, presidents, and others noted that hospitalists have a unique grasp on the ability to deal with complexity and solve problems within the hospital.

Those very skills—and many others—are the focus of SHM’s Leadership Academy, presented Nov. 3-6 in Honolulu, Hawaii. Leadership Academy comprises three different courses, each of which will be available at the Hilton Hawaiian Village Waikiki Beach Resort:

• Leadership Foundations;
• Advanced Leadership: Influential Management; and
• Advanced Leadership: Mastering Teamwork.

Details and registration are now available at www.hospitalmedicine.org/leadership.

Hospitalist Binu Pappachen, MD, who will be attending one of the Advanced Leadership sessions in Hawaii, plans on completing the program and earning SHM’s Certificate of Leadership in Hospital Medicine.

“I consider this as a great opportunity for my road ahead, get to know more people, and networking,” says Dr. Pappachen, who highly recommends the training to fellow hospitalists. “The first academy course was an eye opener to the different aspects of medicine, team-building, problem solving, and business aspects.”

In fact, Dr. Pappachen feels as though Leadership Academy already has made him a better hospitalist. “A better team player, committed and taking ownership of what I do,” he says.

All three courses focus on practical leadership, hands-on collaboration, and networking. In fact, Leadership Academy alumni have begun their own community on SHM’s online collaboration forum, HMX (www.hmxchange.com).

Brendon Shank is SHM’s associate vice president of communications.

In April, The Hospitalist explored the many paths that hospitalists have taken to leadership positions within their hospitals. Among the many skill sets required to grow as a leader in the hospital, hospital CEOs, presidents, and others noted that hospitalists have a unique grasp on the ability to deal with complexity and solve problems within the hospital.

Those very skills—and many others—are the focus of SHM’s Leadership Academy, presented Nov. 3-6 in Honolulu, Hawaii. Leadership Academy comprises three different courses, each of which will be available at the Hilton Hawaiian Village Waikiki Beach Resort:

• Leadership Foundations;
• Advanced Leadership: Influential Management; and
• Advanced Leadership: Mastering Teamwork.

Details and registration are now available at www.hospitalmedicine.org/leadership.

Hospitalist Binu Pappachen, MD, who will be attending one of the Advanced Leadership sessions in Hawaii, plans on completing the program and earning SHM’s Certificate of Leadership in Hospital Medicine.

“I consider this as a great opportunity for my road ahead, get to know more people, and networking,” says Dr. Pappachen, who highly recommends the training to fellow hospitalists. “The first academy course was an eye opener to the different aspects of medicine, team-building, problem solving, and business aspects.”

In fact, Dr. Pappachen feels as though Leadership Academy already has made him a better hospitalist. “A better team player, committed and taking ownership of what I do,” he says.

All three courses focus on practical leadership, hands-on collaboration, and networking. In fact, Leadership Academy alumni have begun their own community on SHM’s online collaboration forum, HMX (www.hmxchange.com).

Brendon Shank is SHM’s associate vice president of communications.

In April, The Hospitalist explored the many paths that hospitalists have taken to leadership positions within their hospitals. Among the many skill sets required to grow as a leader in the hospital, hospital CEOs, presidents, and others noted that hospitalists have a unique grasp on the ability to deal with complexity and solve problems within the hospital.

Those very skills—and many others—are the focus of SHM’s Leadership Academy, presented Nov. 3-6 in Honolulu, Hawaii. Leadership Academy comprises three different courses, each of which will be available at the Hilton Hawaiian Village Waikiki Beach Resort:

• Leadership Foundations;
• Advanced Leadership: Influential Management; and
• Advanced Leadership: Mastering Teamwork.

Details and registration are now available at www.hospitalmedicine.org/leadership.

Hospitalist Binu Pappachen, MD, who will be attending one of the Advanced Leadership sessions in Hawaii, plans on completing the program and earning SHM’s Certificate of Leadership in Hospital Medicine.

“I consider this as a great opportunity for my road ahead, get to know more people, and networking,” says Dr. Pappachen, who highly recommends the training to fellow hospitalists. “The first academy course was an eye opener to the different aspects of medicine, team-building, problem solving, and business aspects.”

In fact, Dr. Pappachen feels as though Leadership Academy already has made him a better hospitalist. “A better team player, committed and taking ownership of what I do,” he says.

All three courses focus on practical leadership, hands-on collaboration, and networking. In fact, Leadership Academy alumni have begun their own community on SHM’s online collaboration forum, HMX (www.hmxchange.com).

Brendon Shank is SHM’s associate vice president of communications.

Leadership is a skill that must be developed, and hospitalists are increasingly being thrust into leadership positions in hospitals across the country.

SHM’s Leadership Academy is made up of three separate courses, each especially designed to help hospitalists take on leadership positions with confidence—and to reach even higher.

Leadership Foundations

This four-day educational offering serves as a prerequisite to all other Leadership Academy courses. Attendees learn how to evaluate personal leadership strengths and weaknesses, create and execute a communication strategy for key team members, understand key hospital drivers, examine how hospital metrics are derived, and more. Participants are grouped at tables of 10, each with a skilled facilitator to ensure meaningful, relevant application of concepts to hands-on activities. Course objectives:

• Evaluate personal leadership strengths and weaknesses and apply them to everyday leadership and management challenges;
• Effectively advocate the value of their hospitalist programs;
• Predict and plan for the near-term challenges affecting the viability of their hospitalist programs;
• Improve patient outcomes through successful planning, allocation of resources, collaboration, teamwork, and execution;
• Create and execute a communication strategy for all key constituencies;
• Understand key hospital drivers and examine how hospital performance metrics are derived, as well as how hospital medicine practices can influence and impact these metrics;
• Implement methods of effective change through leadership, shared vision, and management of organizational culture; and
• Utilize strategic planning to define a vision for their programs, prioritize efforts, and achieve designated goals.

Advanced Leadership: Influential Management

Through world-renowned faculty and applied exercises, this course provides skill building around driving culture change through specific leadership behaviors and actions, financial storytelling, engagement in effective professional negotiation activities with proven techniques, and more. Prerequisites: Leadership Foundations or an advanced management degree. Course objectives:

• Drive culture change through specific leadership behaviors and actions;
• Use financial reports to drive clinical/operational practice decision making;
• Recruit and retain the best physicians for their groups;
• Build exceptional physician satisfaction; and
• Engage in effective professional negotiation activities using proven techniques.

Advanced Leadership: Mastering Teamwork

Developed in response to high demand from academy attendees, this course is focused on strengthening teams and institutions. Participants learn how to critically assess program growth opportunities and develop operational plans; lead, manage, and motivate teams in complex hospital environments; and communicate effectively. Prerequisite: Leadership Foundations or an advanced management degree. Course objectives:

• Apply communication strategies that allow others to fully experience your message;
• Lead teams in complex environments to achieve the best results;
• Invest in yourself as a leader to optimize your professional growth and career path; and
• Critically assess program growth opportunities and implement the necessary infrastructure for success.

Leadership is a skill that must be developed, and hospitalists are increasingly being thrust into leadership positions in hospitals across the country.

SHM’s Leadership Academy is made up of three separate courses, each especially designed to help hospitalists take on leadership positions with confidence—and to reach even higher.

Leadership Foundations

This four-day educational offering serves as a prerequisite to all other Leadership Academy courses. Attendees learn how to evaluate personal leadership strengths and weaknesses, create and execute a communication strategy for key team members, understand key hospital drivers, examine how hospital metrics are derived, and more. Participants are grouped at tables of 10, each with a skilled facilitator to ensure meaningful, relevant application of concepts to hands-on activities. Course objectives:

• Evaluate personal leadership strengths and weaknesses and apply them to everyday leadership and management challenges;
• Effectively advocate the value of their hospitalist programs;
• Predict and plan for the near-term challenges affecting the viability of their hospitalist programs;
• Improve patient outcomes through successful planning, allocation of resources, collaboration, teamwork, and execution;
• Create and execute a communication strategy for all key constituencies;
• Understand key hospital drivers and examine how hospital performance metrics are derived, as well as how hospital medicine practices can influence and impact these metrics;
• Implement methods of effective change through leadership, shared vision, and management of organizational culture; and
• Utilize strategic planning to define a vision for their programs, prioritize efforts, and achieve designated goals.

Advanced Leadership: Influential Management

Through world-renowned faculty and applied exercises, this course provides skill building around driving culture change through specific leadership behaviors and actions, financial storytelling, engagement in effective professional negotiation activities with proven techniques, and more. Prerequisites: Leadership Foundations or an advanced management degree. Course objectives:

• Drive culture change through specific leadership behaviors and actions;
• Use financial reports to drive clinical/operational practice decision making;
• Recruit and retain the best physicians for their groups;
• Build exceptional physician satisfaction; and
• Engage in effective professional negotiation activities using proven techniques.

Advanced Leadership: Mastering Teamwork

Developed in response to high demand from academy attendees, this course is focused on strengthening teams and institutions. Participants learn how to critically assess program growth opportunities and develop operational plans; lead, manage, and motivate teams in complex hospital environments; and communicate effectively. Prerequisite: Leadership Foundations or an advanced management degree. Course objectives:

• Apply communication strategies that allow others to fully experience your message;
• Lead teams in complex environments to achieve the best results;
• Invest in yourself as a leader to optimize your professional growth and career path; and
• Critically assess program growth opportunities and implement the necessary infrastructure for success.

Leadership is a skill that must be developed, and hospitalists are increasingly being thrust into leadership positions in hospitals across the country.

SHM’s Leadership Academy is made up of three separate courses, each especially designed to help hospitalists take on leadership positions with confidence—and to reach even higher.

Leadership Foundations

This four-day educational offering serves as a prerequisite to all other Leadership Academy courses. Attendees learn how to evaluate personal leadership strengths and weaknesses, create and execute a communication strategy for key team members, understand key hospital drivers, examine how hospital metrics are derived, and more. Participants are grouped at tables of 10, each with a skilled facilitator to ensure meaningful, relevant application of concepts to hands-on activities. Course objectives:

• Evaluate personal leadership strengths and weaknesses and apply them to everyday leadership and management challenges;
• Effectively advocate the value of their hospitalist programs;
• Predict and plan for the near-term challenges affecting the viability of their hospitalist programs;
• Improve patient outcomes through successful planning, allocation of resources, collaboration, teamwork, and execution;
• Create and execute a communication strategy for all key constituencies;
• Understand key hospital drivers and examine how hospital performance metrics are derived, as well as how hospital medicine practices can influence and impact these metrics;
• Implement methods of effective change through leadership, shared vision, and management of organizational culture; and
• Utilize strategic planning to define a vision for their programs, prioritize efforts, and achieve designated goals.

Advanced Leadership: Influential Management

Through world-renowned faculty and applied exercises, this course provides skill building around driving culture change through specific leadership behaviors and actions, financial storytelling, engagement in effective professional negotiation activities with proven techniques, and more. Prerequisites: Leadership Foundations or an advanced management degree. Course objectives:

• Drive culture change through specific leadership behaviors and actions;
• Use financial reports to drive clinical/operational practice decision making;
• Recruit and retain the best physicians for their groups;
• Build exceptional physician satisfaction; and
• Engage in effective professional negotiation activities using proven techniques.

Advanced Leadership: Mastering Teamwork

Developed in response to high demand from academy attendees, this course is focused on strengthening teams and institutions. Participants learn how to critically assess program growth opportunities and develop operational plans; lead, manage, and motivate teams in complex hospital environments; and communicate effectively. Prerequisite: Leadership Foundations or an advanced management degree. Course objectives:

• Apply communication strategies that allow others to fully experience your message;
• Lead teams in complex environments to achieve the best results;
• Invest in yourself as a leader to optimize your professional growth and career path; and
• Critically assess program growth opportunities and implement the necessary infrastructure for success.

Hyperglycemia is associated with poor outcomes in a broad range of hospitalized patients, and several studies demonstrate improved outcomes with improved glycemic control. Hospitalization presents a frequently missed opportunity to diagnose diabetes, identify those at risk for diabetes, and optimize the care of patients with diabetes via education and medical therapy.

Despite authoritative guidelines and effective methods to achieve good glycemic control safely, poor glycemic control, suboptimal medication regimens, incomplete patient education, and uneven communication with outpatient care providers are prevalent problems in medical centers.

SHM is accepting applications to the Fall 2014 Glycemic Control Mentored Implementation (GCMI) Program (www.hospitalmedicine.org/gcmi). Participants will work directly with SHM mentors, benchmark against other participants, and join the Glycemic Control Community to network with peers.

Hyperglycemia is associated with poor outcomes in a broad range of hospitalized patients, and several studies demonstrate improved outcomes with improved glycemic control. Hospitalization presents a frequently missed opportunity to diagnose diabetes, identify those at risk for diabetes, and optimize the care of patients with diabetes via education and medical therapy.

Despite authoritative guidelines and effective methods to achieve good glycemic control safely, poor glycemic control, suboptimal medication regimens, incomplete patient education, and uneven communication with outpatient care providers are prevalent problems in medical centers.

SHM is accepting applications to the Fall 2014 Glycemic Control Mentored Implementation (GCMI) Program (www.hospitalmedicine.org/gcmi). Participants will work directly with SHM mentors, benchmark against other participants, and join the Glycemic Control Community to network with peers.

Hyperglycemia is associated with poor outcomes in a broad range of hospitalized patients, and several studies demonstrate improved outcomes with improved glycemic control. Hospitalization presents a frequently missed opportunity to diagnose diabetes, identify those at risk for diabetes, and optimize the care of patients with diabetes via education and medical therapy.

Despite authoritative guidelines and effective methods to achieve good glycemic control safely, poor glycemic control, suboptimal medication regimens, incomplete patient education, and uneven communication with outpatient care providers are prevalent problems in medical centers.

SHM is accepting applications to the Fall 2014 Glycemic Control Mentored Implementation (GCMI) Program (www.hospitalmedicine.org/gcmi). Participants will work directly with SHM mentors, benchmark against other participants, and join the Glycemic Control Community to network with peers.

Reducing unnecessary readmissions continues to be a priority for hospitals across the country, which is why so many hospitals have already enrolled in SHM’s Project BOOST. Project BOOST is an award-winning program that pairs hospitals with the national experts in reducing readmissions and resources to implement programs that work in the real world.

Early research indicates that Project BOOST can be effective: According to research published in the Journal of Hospital Medicine last year, participation in Project BOOST among a small sample set of hospitals appeared to be associated with a decrease in readmission rates.

And hospitals reducing readmissions through Project BOOST are receiving attention from their local communities, too. Recently, Lakes Region General Hospital was featured in an article in the local newspaper, The Laconia Daily Sun, entitled “LRGH finds preventable readmissions program is paying off.”

SHM is accepting applications to the 2014 Project BOOST cohort through August. For more information, visit www.hospitalmedicine.org/boost.

Reducing unnecessary readmissions continues to be a priority for hospitals across the country, which is why so many hospitals have already enrolled in SHM’s Project BOOST. Project BOOST is an award-winning program that pairs hospitals with the national experts in reducing readmissions and resources to implement programs that work in the real world.

Early research indicates that Project BOOST can be effective: According to research published in the Journal of Hospital Medicine last year, participation in Project BOOST among a small sample set of hospitals appeared to be associated with a decrease in readmission rates.

And hospitals reducing readmissions through Project BOOST are receiving attention from their local communities, too. Recently, Lakes Region General Hospital was featured in an article in the local newspaper, The Laconia Daily Sun, entitled “LRGH finds preventable readmissions program is paying off.”

SHM is accepting applications to the 2014 Project BOOST cohort through August. For more information, visit www.hospitalmedicine.org/boost.

Reducing unnecessary readmissions continues to be a priority for hospitals across the country, which is why so many hospitals have already enrolled in SHM’s Project BOOST. Project BOOST is an award-winning program that pairs hospitals with the national experts in reducing readmissions and resources to implement programs that work in the real world.

Early research indicates that Project BOOST can be effective: According to research published in the Journal of Hospital Medicine last year, participation in Project BOOST among a small sample set of hospitals appeared to be associated with a decrease in readmission rates.

And hospitals reducing readmissions through Project BOOST are receiving attention from their local communities, too. Recently, Lakes Region General Hospital was featured in an article in the local newspaper, The Laconia Daily Sun, entitled “LRGH finds preventable readmissions program is paying off.”

SHM is accepting applications to the 2014 Project BOOST cohort through August. For more information, visit www.hospitalmedicine.org/boost.

Dr. Bulger

In 2013, SHM was the first medical specialty to submit two separate lists to the popular Choosing Wisely campaign, created by the ABIM Foundation. The lists—one for hospitalists treating adult patients and another for pediatric hospitalists—were developed to help providers have important conversations with their patients about providing the highest value care at the best time.

This year, SHM is asking hospitalists to show how they have implemented any one of the recommendations from SHM’s two lists. And SHM is offering up to $4,000 to the hospitalist/group that submits the best case study. The committee that developed SHM’s Choosing Wisely recommendations will judge the case studies.

“The competition gives hospitalists the opportunity to highlight the wonderful work they do every day aimed at creating patient-centered value,” says John Bulger, DO, MBA, FACP, SFHM, who chaired SHM’s Choosing Wisely committee. “By sharing, hospitalists have the chance to impact the care of larger populations outside of their own hospitals and help colleagues across the nation and around the globe. Finally, the cash prize adds a little extra incentive.”

According to Dr. Bulger, the activity should be centered around one of SHM’s adult or pediatric Choosing Wisely recommendations, and the improvement work should have started after Jan. 1, 2013. Submissions are due Sept. 9.

SHM’s Choosing Wisely case study competition is made possible by a grant awarded by the ABIM Foundation and the Robert Wood Johnson Foundation to help extend the reach of the Choosing Wisely campaign.

“We hope to spur interest in hospitals sharing their successes and challenges with implementing the Choosing Wisely guidelines,” Dr. Bulger adds. “Competition is sometimes a powerful motivator. In addition, we plan to broadly share the case studies we receive as part of a Compendium of Hospitalists Guide to Choosing Wisely.”

To submit a Choosing Wisely case study to SHM or to review SHM’s Choosing Wisely recommendations, visit www.hospitalmedicine.org/choosingwisely.

Dr. Bulger

In 2013, SHM was the first medical specialty to submit two separate lists to the popular Choosing Wisely campaign, created by the ABIM Foundation. The lists—one for hospitalists treating adult patients and another for pediatric hospitalists—were developed to help providers have important conversations with their patients about providing the highest value care at the best time.

This year, SHM is asking hospitalists to show how they have implemented any one of the recommendations from SHM’s two lists. And SHM is offering up to $4,000 to the hospitalist/group that submits the best case study. The committee that developed SHM’s Choosing Wisely recommendations will judge the case studies.

“The competition gives hospitalists the opportunity to highlight the wonderful work they do every day aimed at creating patient-centered value,” says John Bulger, DO, MBA, FACP, SFHM, who chaired SHM’s Choosing Wisely committee. “By sharing, hospitalists have the chance to impact the care of larger populations outside of their own hospitals and help colleagues across the nation and around the globe. Finally, the cash prize adds a little extra incentive.”

According to Dr. Bulger, the activity should be centered around one of SHM’s adult or pediatric Choosing Wisely recommendations, and the improvement work should have started after Jan. 1, 2013. Submissions are due Sept. 9.

SHM’s Choosing Wisely case study competition is made possible by a grant awarded by the ABIM Foundation and the Robert Wood Johnson Foundation to help extend the reach of the Choosing Wisely campaign.

“We hope to spur interest in hospitals sharing their successes and challenges with implementing the Choosing Wisely guidelines,” Dr. Bulger adds. “Competition is sometimes a powerful motivator. In addition, we plan to broadly share the case studies we receive as part of a Compendium of Hospitalists Guide to Choosing Wisely.”

To submit a Choosing Wisely case study to SHM or to review SHM’s Choosing Wisely recommendations, visit www.hospitalmedicine.org/choosingwisely.

Dr. Bulger

In 2013, SHM was the first medical specialty to submit two separate lists to the popular Choosing Wisely campaign, created by the ABIM Foundation. The lists—one for hospitalists treating adult patients and another for pediatric hospitalists—were developed to help providers have important conversations with their patients about providing the highest value care at the best time.

This year, SHM is asking hospitalists to show how they have implemented any one of the recommendations from SHM’s two lists. And SHM is offering up to $4,000 to the hospitalist/group that submits the best case study. The committee that developed SHM’s Choosing Wisely recommendations will judge the case studies.

“The competition gives hospitalists the opportunity to highlight the wonderful work they do every day aimed at creating patient-centered value,” says John Bulger, DO, MBA, FACP, SFHM, who chaired SHM’s Choosing Wisely committee. “By sharing, hospitalists have the chance to impact the care of larger populations outside of their own hospitals and help colleagues across the nation and around the globe. Finally, the cash prize adds a little extra incentive.”

According to Dr. Bulger, the activity should be centered around one of SHM’s adult or pediatric Choosing Wisely recommendations, and the improvement work should have started after Jan. 1, 2013. Submissions are due Sept. 9.

SHM’s Choosing Wisely case study competition is made possible by a grant awarded by the ABIM Foundation and the Robert Wood Johnson Foundation to help extend the reach of the Choosing Wisely campaign.

“We hope to spur interest in hospitals sharing their successes and challenges with implementing the Choosing Wisely guidelines,” Dr. Bulger adds. “Competition is sometimes a powerful motivator. In addition, we plan to broadly share the case studies we receive as part of a Compendium of Hospitalists Guide to Choosing Wisely.”

To submit a Choosing Wisely case study to SHM or to review SHM’s Choosing Wisely recommendations, visit www.hospitalmedicine.org/choosingwisely.

Mark your calendars today! Now is the time to coordinate with colleagues, make early schedule arrangements, and consider a family vacation to the Washington, D.C., area around HM15 at the Gaylord National in National Harbor, Md., just minutes outside of the nation’s capital.

SHM’s annual meetings are the largest annual event in hospital medicine. Thousands of hospitalists from every corner of the country can attest to the professional and personal value they draw from the meetings. After HM14, more than nine out of 10 hospitalists say they would recommend the meeting to a friend; the same percentage say they plan on attending HM15.

“The Hospital Medicine 2015 planning committee is already hard at work to deliver the kind of career-advancing content that hospitalists have come to expect from SHM’s annual meeting,” says HM15 Committee Chair Efren Manjarrez, MD, SFHM. “We know that hospitalists come to our meetings not just for the CME credits, but for the clinical know-how, practice management ideas, firsthand perspectives from the leaders in healthcare, one-on-one networking, and energy that make the hospital medicine movement special.”

Hospitalists who have never attended an SHM annual meeting will enjoy the many educational opportunities offered in clinical work, practice management, quality improvement, and many other topics important to the hospital medicine movement.

And those who have attended year after year know that the meeting is never the same twice. New topics, new tracks, and new faces keep the meeting fresh for even the most experienced hospitalist.

“Every year has been bigger, better, and different from the last,” Dr. Manjarrez says. “We can’t wait to show hospitalists what will make HM15 a truly special event in healthcare.”

Brendon Shank is SHM’s associate vice president of communications.

Mark your calendars today! Now is the time to coordinate with colleagues, make early schedule arrangements, and consider a family vacation to the Washington, D.C., area around HM15 at the Gaylord National in National Harbor, Md., just minutes outside of the nation’s capital.

SHM’s annual meetings are the largest annual event in hospital medicine. Thousands of hospitalists from every corner of the country can attest to the professional and personal value they draw from the meetings. After HM14, more than nine out of 10 hospitalists say they would recommend the meeting to a friend; the same percentage say they plan on attending HM15.

“The Hospital Medicine 2015 planning committee is already hard at work to deliver the kind of career-advancing content that hospitalists have come to expect from SHM’s annual meeting,” says HM15 Committee Chair Efren Manjarrez, MD, SFHM. “We know that hospitalists come to our meetings not just for the CME credits, but for the clinical know-how, practice management ideas, firsthand perspectives from the leaders in healthcare, one-on-one networking, and energy that make the hospital medicine movement special.”

Hospitalists who have never attended an SHM annual meeting will enjoy the many educational opportunities offered in clinical work, practice management, quality improvement, and many other topics important to the hospital medicine movement.

And those who have attended year after year know that the meeting is never the same twice. New topics, new tracks, and new faces keep the meeting fresh for even the most experienced hospitalist.

“Every year has been bigger, better, and different from the last,” Dr. Manjarrez says. “We can’t wait to show hospitalists what will make HM15 a truly special event in healthcare.”

Brendon Shank is SHM’s associate vice president of communications.

Mark your calendars today! Now is the time to coordinate with colleagues, make early schedule arrangements, and consider a family vacation to the Washington, D.C., area around HM15 at the Gaylord National in National Harbor, Md., just minutes outside of the nation’s capital.

SHM’s annual meetings are the largest annual event in hospital medicine. Thousands of hospitalists from every corner of the country can attest to the professional and personal value they draw from the meetings. After HM14, more than nine out of 10 hospitalists say they would recommend the meeting to a friend; the same percentage say they plan on attending HM15.

“The Hospital Medicine 2015 planning committee is already hard at work to deliver the kind of career-advancing content that hospitalists have come to expect from SHM’s annual meeting,” says HM15 Committee Chair Efren Manjarrez, MD, SFHM. “We know that hospitalists come to our meetings not just for the CME credits, but for the clinical know-how, practice management ideas, firsthand perspectives from the leaders in healthcare, one-on-one networking, and energy that make the hospital medicine movement special.”

Hospitalists who have never attended an SHM annual meeting will enjoy the many educational opportunities offered in clinical work, practice management, quality improvement, and many other topics important to the hospital medicine movement.

And those who have attended year after year know that the meeting is never the same twice. New topics, new tracks, and new faces keep the meeting fresh for even the most experienced hospitalist.

“Every year has been bigger, better, and different from the last,” Dr. Manjarrez says. “We can’t wait to show hospitalists what will make HM15 a truly special event in healthcare.”

Brendon Shank is SHM’s associate vice president of communications.