Professional Development for Hospital Medicine Physicians: Process and Outcomes in a Hybrid Academic–Community Program

1Emory, Atlanta, GA

Meeting: Hospital Medicine 2011, May 10-13, Dallas, Texas.

Abstract number: 184

Background:

An estimated 30,000 hospital medicine physicians practice in the United States today. Many of these physicians are challenged to engage in nonclinical activities, including administrative leadership, quality improvement projects, and educational initiatives. Yet residency and fellowship programs do not routinely provide the training required to excel in these roles. To address gaps in training, we created a professional development (PD) program for our university and community‐based hospital medicine physicians.

Purpose:

To accelerate the development of hospital medicine faculty in the domains of leadership, quality improvement, and education.

Description:

Five years ago, our Section of Hospital Medicine began informally investing in the professional development of selected faculty. Initially the PD program focused on leadership development of the physician directors at each of our hospitals. We gradually expanded the program, offering it to all practicing hospitalists within our section. We broadened the scope to concentrate on developing skill sets within any of 3 focus areas—leadership, quality improvement, and education—to advance the effectiveness and careers of our hospital medicine physicians in these areas. Initially approved and funded by the Department of Medicine, the PD program is now funded through our Section of Hospital Medicine. Participants are selected based on a competitive application process in which hospitalists must (1) select 1 of the 3 focus areas; (2) propose a specific local, regional, or national course; and (3) outline a budget, including tuition and travel expenses. The application must list expected personal, professional, and organizational outcomes. After training, participants submit a brief report describing the PD experience and an implementation plan and then submit a follow‐up report within 12 months to delineate progress and outcomes based on the training. In 5 years our PD program has trained a total of 36 hospital medicine physicians (54 individual courses) in the focus areas of administrative leadership, quality improvement, and education (Fig. 1). To date, the training has resulted in 33 formal leadership positions in 6 hospitals (Table 1).

Figure 1.

Table 1.

Conclusions:

A PD program for hospital medicine physicians in a hybrid academic–community setting can be a financially viable innovation, addressing gaps in traditional training while equipping faculty with professional skill sets that are personally and organizationally meaningful.

Disclosures:

C. Ko ‐ McKesson, consultant; HCA, consultant; J. Stein ‐ none; B. Rogers ‐none; A. Wang ‐ none; D. Dressler ‐ none

To cite this abstract:

Ko C, Stein J, Rogers B, Wang A, Dressler D. Professional Development for Hospital Medicine Physicians: Process and Outcomes in a Hybrid Academic–Community Program. Abstract published at Hospital Medicine 2011, May 10-13, Dallas, Texas. Abstract 184. Journal of Hospital Medicine. 2011; 6 (suppl 2). https://www.shmabstracts.com/abstract/professional-development-for-hospital-medicine-physicians-process-and-outcomes-in-a-hybrid-academiccommunity-program/. Accessed March 28, 2020.

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