You are seeing this message because your Web browser does not support basic Web standards. Find out more about why this message is appearing and what you can do to make your experience on this site better.


ABOUT ARCHIVES
Advanced Search

Welcome   | My Account | E-mail Alerts | Access Rights | Sign In


  Vol. 162 No. 1, January 2008 TABLE OF CONTENTS
  Archives
  •  Online Features
  Article
 This Article
 •Full text
 •PDF
 •Send to a friend
 • Save in My Folder
 •Save to citation manager
 •Permissions
 Citing Articles
 •Citation map
 •Contact me when this article is cited
 Related Content
 •Similar articles in this journal
 Topic Collections
 •Medical Practice, Other
 •Neonatology and Infant Care
 •Alert me on articles by topic

Newborn Care by Pediatric Hospitalists in a Community Hospital

Effect on Physician Productivity and Financial Performance

Joel S. Tieder, MD, MPH; Darren S. Migita, MD; Charles A. Cowan, MD; Sanford M. Melzer, MD, MBA

Arch Pediatr Adolesc Med. 2008;162(1):74-78.

Objective  To describe financial outcomes and physician productivity associated with the inclusion of well-newborn services in a pediatric hospitalist program in a community hospital.

Design  Retrospective review of professional billing records and physician activity logs for newborn and inpatient care, consultations, and procedures.

Setting  Pediatric hospitalist program in a community hospital during a 24-month period from August 1, 2002, through July 31, 2004.

Main Exposures  Newborn care.

Main Outcome Measures  Financial productivity.

Results  Pediatric hospitalists provided daily rounds and on-call services for inpatients and newborns with an average daily census of 3.1 inpatients and 7.9 newborns. Annual work relative value units production was 1508, and gross charges were $162 920 per staffed full-time equivalent. With mean work relative value unit production of 13.8 relative value units per day and average payment rates of $45 per total relative value unit, professional fees from inpatient and newborn care ($873 per day) did not cover salary, benefit, and practice expenses ($1460 per day), necessitating hospital support to cover annual program deficits of $206 744. Without the professional fees derived from newborn care, annual program deficits would have been $345 100, or $95 861 per staffed full-time equivalent.

Conclusions  Community hospital pediatric hospitalist programs with dedicated 24-hour staffing and a low inpatient census can be expected to operate at a substantial financial deficit if hospitalist care is limited to inpatient care and procedures. Financial performance of these programs may be improved by expanding the role of the pediatric hospitalist to include newborn care.


Author Affiliations: Department of Pediatrics, Children's Hospital and Regional Medical Center, University of Washington School of Medicine, Seattle.







HOME | CURRENT ISSUE | PAST ISSUES | TOPIC COLLECTIONS | SUBMIT | SUBSCRIBE | HELP
CONDITIONS OF USE | PRIVACY POLICY | CONTACT US | SITE MAP
 
© 2008 American Medical Association. All Rights Reserved.