Pediatric Hospital Medicine: A Strategic Planning Roundtable
Pediatric Hospital Medicine: A Strategic Planning Roundtable
The Roundtable members developed the following vision for PHM: "Pediatric hospitalists will transform the delivery of hospital care for children." This will be done by achieving 7 goals (Table 2).
Attaining this vision will take tremendous dedication, effort, and collaboration. As a starting point, the following initiatives were proposed and implemented as noted:
This review demonstrates the work that needs to be done to close the gaps between the current state of affairs and the full vision of the potential impact of PHM. Harm is still common in hospitalized children, and, as a group of physicians, we do not consistently provide evidence-based care. Quality and safety activities are currently dispersed throughout multiple national entities often working in silos. Much of our PHM research is fragmented, with a lack of effective research networks and collaborative efforts. We also found that while our workforce has many strengths, it is not yet stable.
We believe the Roundtable was successful in describing the current state of PHM and laying a course for the future. We developed a series of deliverable products that have already seen success on many fronts, and that will serve as the foundation for further maturation of the field. We hope to engage the pediatric community, within and without PHM, to comment, advise, and foster PHM so that these efforts are not static but ongoing and evolving. Already, new challenges have arisen not addressed at the Roundtable, such as further resident work restrictions, and healthcare reform with its potential effects on hospital finances. This is truly an exciting and dynamic time, and we know that this is just the beginning.
Conclusion
The Roundtable members developed the following vision for PHM: "Pediatric hospitalists will transform the delivery of hospital care for children." This will be done by achieving 7 goals (Table 2).
Attaining this vision will take tremendous dedication, effort, and collaboration. As a starting point, the following initiatives were proposed and implemented as noted:
Clinical
Develop an educational plan supporting the PHM Core Competencies, addressing both hospitalist training needs and the role as formal educators.
Create a clinical practice monitoring dashboard template for use at PHM hospitals and practices (implemented July 2010).
Quality
Undertake environmental assessment of PHM participation on key quality and safety committees, societies, and agencies to ensure appropriate PHM representation in liaison and/or leadership positions.
Create a plan for a QI collaborative by assessing the needs and resources available; draft plans for 2 projects (1 safety and 1 quality) which will improve care for children hospitalized with common conditions (started July 2009).
Research
Create a collaborative research entity by restructuring the existing research network and formalizing relationships with affiliated networks.
Create a pipeline/mentorship system to increase the number of PHM researchers.
Workforce
Develop a descriptive statement that can be used by any PHM physician that defines the field of PHM and answers the question "who are we?"
Develop a communications tool describing "value added" of PHM.
Develop a tool to assess career satisfaction among PHM physicians, with links to current SHM work in this area.
Structure
Formalize an organizational infrastructure for oversight and guidance of PHM Strategic Planning Roundtable efforts, with clear delineation of the relationships with the AAP, APA, and SHM.
This review demonstrates the work that needs to be done to close the gaps between the current state of affairs and the full vision of the potential impact of PHM. Harm is still common in hospitalized children, and, as a group of physicians, we do not consistently provide evidence-based care. Quality and safety activities are currently dispersed throughout multiple national entities often working in silos. Much of our PHM research is fragmented, with a lack of effective research networks and collaborative efforts. We also found that while our workforce has many strengths, it is not yet stable.
We believe the Roundtable was successful in describing the current state of PHM and laying a course for the future. We developed a series of deliverable products that have already seen success on many fronts, and that will serve as the foundation for further maturation of the field. We hope to engage the pediatric community, within and without PHM, to comment, advise, and foster PHM so that these efforts are not static but ongoing and evolving. Already, new challenges have arisen not addressed at the Roundtable, such as further resident work restrictions, and healthcare reform with its potential effects on hospital finances. This is truly an exciting and dynamic time, and we know that this is just the beginning.
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