JAMA · 2011 · 41 citations · 1 references
Health ProfessionsHealth AdministrationHealth Services AdministrationHealth Services ResearchHealthcare Quality ImprovementHospital AdministrationHealthcare Performance MeasurementHospital Performance EvaluationInpatient CarePerformance ImprovementPrimary Care Quality ImprovementQuality Of CareFinancing CommitmentsHiv Care Quality ImprovementHospital Quality MeasurementHospitalist Care ModelsHospitalist ContinuityHuman Immunodeficiency Virus Testing
of nonteaching hospitals. 2 Thus, many hospitalist programs are not part of academic hospitals. Because hospitals are not financially accountable for their patients after discharge, only those hospitals with strong commitments to quality are likely to institute programs designed to ensure continuity of care between hospitalists and patients' primary care physicians. Evidence suggests that hospitalist programs can be effective, but internal changes for efficiency do not assure better outcomes after discharge. We need empirical evidence regarding performance of a representative sample of hospitalist programs, regardless of the sponsorship under which they operate. Assuming that all programs are as effective as the literature may miss important opportunities for improving patients' experiences and outcomes.
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