A 47-year-old woman with a history of right-sided breast cancer – status after lumpectomy, lymph node dissection, and radiation – comes in to clinic for evaluation. She asks the MA to take precautions on blood pressure measurement.

What precautions should be done?

A. Check BP in left arm only.

B. Do not inflate cuff greater than 180 mm in the right arm.

C. It’s okay to check BP in either arm.

About 10 years ago, a person asked me after a medical myth lecture I had given if I had any information on whether avoiding blood pressure readings in the ipsilateral arm in breast cancer patients was a myth. We both agreed that it sounded like a myth, and I promised to research it.

I found no studies at that time that refuted the advice that breast cancer patients were given to avoid blood pressure measurement, blood draws, and injections in the ipsilateral arm. I found no evidence at that time supporting this practice, just very authoritative statements in medical and nursing journals. Currently, the American Cancer society website recommends against blood pressure checks and blood draws from the ipsilateral arm in breast cancer patients.¹

Are there more data now to weigh in on whether this is a myth or not?

The rationale behind this longstanding advice is that women who have had breast surgery, lymph node dissections, or radiation were at higher risk for lymphedema in the ipsilateral arm.

The advice to avoid blood draws and injections was to decrease the risk of infection and subsequent cellulitis that could lead to longstanding lymphedema. The avoidance of blood pressure measurements was, I suppose, to decrease venous pressure that could stimulate edema.

Sarah A. McLaughlin, MD, and her colleagues reported on the precautionary behaviors that patients with breast cancer observed in an attempt to avoid lymphedema.² They looked at two groups: women who had undergone axillary lymph node biopsy and those who had undergone sentinel node biopsy.

More than 90% of the women who had undergone axillary node dissection avoided blood draws, intravenous lines, and blood pressure measurements on the involved side – with more than 70% in the sentinel node biopsy group avoiding blood pressure measurements on the involved side, and almost 90% avoiding intravenous lines.

In the Physical Activity and Lymphedema trial, Shayna L. Showalter, MD, and her colleagues looked at a number of potential risk factors for arm swelling in patients with a history of breast cancer.³ There was no increased risk of arm swelling in patients who had blood draws or blood pressure checks in the ipsilateral arm. There also was no association with burns, bug bites, hangnails, or cuts in the ipsilateral arm – all risks that would suggest an increased risk of infection in the arm.

Chantal Ferguson and her colleagues reported on a 10-year prospective study looking at lymphedema and risk factors for lymphedema in breast cancer patients.⁴ Bilateral arm volume measurements were made preoperatively and postoperatively, and at each visit, patients reported on whether they had blood pressure measurements, injections, or blood draws in the ipsilateral arm.

In more than 3,000 measurements, there was no evidence of volume change associated with blood pressure measurements, blood draws, or injections. Risk factors that did increase arm volume were body mass index greater than 25 kg/m², axillary lymph node dissection, cellulitis, and regional lymph node irradiation.

There just isn’t evidence that these classic behaviors to protect the ipsilateral arm are warranted. Hopefully, patients will have less worry and less stress if they do not have to be so vigilant trying to “protect” their arm.

References

1. American Cancer Society: “Lymphedema: What Every Woman With Breast Cancer Should Know.” Accessed online at www.cancer.org.

2. J Am Coll Surg. 2013 Mar;216(3):380-9.

3. Ann Surg Oncol. 2013 Mar;20(3):842-9.

4. J Clin Oncol. 2016 Mar 1;34(7):691-8.

Dr. Paauw is professor of medicine in the division of general internal medicine at the University of Washington, Seattle, and he serves as third-year medical student clerkship director at the University of Washington. Contact Dr. Paauw at [email protected].

A 47-year-old woman with a history of right-sided breast cancer – status after lumpectomy, lymph node dissection, and radiation – comes in to clinic for evaluation. She asks the MA to take precautions on blood pressure measurement.

What precautions should be done?

A. Check BP in left arm only.

B. Do not inflate cuff greater than 180 mm in the right arm.

C. It’s okay to check BP in either arm.

About 10 years ago, a person asked me after a medical myth lecture I had given if I had any information on whether avoiding blood pressure readings in the ipsilateral arm in breast cancer patients was a myth. We both agreed that it sounded like a myth, and I promised to research it.

I found no studies at that time that refuted the advice that breast cancer patients were given to avoid blood pressure measurement, blood draws, and injections in the ipsilateral arm. I found no evidence at that time supporting this practice, just very authoritative statements in medical and nursing journals. Currently, the American Cancer society website recommends against blood pressure checks and blood draws from the ipsilateral arm in breast cancer patients.¹

Are there more data now to weigh in on whether this is a myth or not?

The rationale behind this longstanding advice is that women who have had breast surgery, lymph node dissections, or radiation were at higher risk for lymphedema in the ipsilateral arm.

The advice to avoid blood draws and injections was to decrease the risk of infection and subsequent cellulitis that could lead to longstanding lymphedema. The avoidance of blood pressure measurements was, I suppose, to decrease venous pressure that could stimulate edema.

Sarah A. McLaughlin, MD, and her colleagues reported on the precautionary behaviors that patients with breast cancer observed in an attempt to avoid lymphedema.² They looked at two groups: women who had undergone axillary lymph node biopsy and those who had undergone sentinel node biopsy.

More than 90% of the women who had undergone axillary node dissection avoided blood draws, intravenous lines, and blood pressure measurements on the involved side – with more than 70% in the sentinel node biopsy group avoiding blood pressure measurements on the involved side, and almost 90% avoiding intravenous lines.

In the Physical Activity and Lymphedema trial, Shayna L. Showalter, MD, and her colleagues looked at a number of potential risk factors for arm swelling in patients with a history of breast cancer.³ There was no increased risk of arm swelling in patients who had blood draws or blood pressure checks in the ipsilateral arm. There also was no association with burns, bug bites, hangnails, or cuts in the ipsilateral arm – all risks that would suggest an increased risk of infection in the arm.

Chantal Ferguson and her colleagues reported on a 10-year prospective study looking at lymphedema and risk factors for lymphedema in breast cancer patients.⁴ Bilateral arm volume measurements were made preoperatively and postoperatively, and at each visit, patients reported on whether they had blood pressure measurements, injections, or blood draws in the ipsilateral arm.

In more than 3,000 measurements, there was no evidence of volume change associated with blood pressure measurements, blood draws, or injections. Risk factors that did increase arm volume were body mass index greater than 25 kg/m², axillary lymph node dissection, cellulitis, and regional lymph node irradiation.

There just isn’t evidence that these classic behaviors to protect the ipsilateral arm are warranted. Hopefully, patients will have less worry and less stress if they do not have to be so vigilant trying to “protect” their arm.

References

1. American Cancer Society: “Lymphedema: What Every Woman With Breast Cancer Should Know.” Accessed online at www.cancer.org.

2. J Am Coll Surg. 2013 Mar;216(3):380-9.

3. Ann Surg Oncol. 2013 Mar;20(3):842-9.

4. J Clin Oncol. 2016 Mar 1;34(7):691-8.

Dr. Paauw is professor of medicine in the division of general internal medicine at the University of Washington, Seattle, and he serves as third-year medical student clerkship director at the University of Washington. Contact Dr. Paauw at [email protected].

A 47-year-old woman with a history of right-sided breast cancer – status after lumpectomy, lymph node dissection, and radiation – comes in to clinic for evaluation. She asks the MA to take precautions on blood pressure measurement.

What precautions should be done?

A. Check BP in left arm only.

B. Do not inflate cuff greater than 180 mm in the right arm.

C. It’s okay to check BP in either arm.

About 10 years ago, a person asked me after a medical myth lecture I had given if I had any information on whether avoiding blood pressure readings in the ipsilateral arm in breast cancer patients was a myth. We both agreed that it sounded like a myth, and I promised to research it.

I found no studies at that time that refuted the advice that breast cancer patients were given to avoid blood pressure measurement, blood draws, and injections in the ipsilateral arm. I found no evidence at that time supporting this practice, just very authoritative statements in medical and nursing journals. Currently, the American Cancer society website recommends against blood pressure checks and blood draws from the ipsilateral arm in breast cancer patients.¹

Are there more data now to weigh in on whether this is a myth or not?

The rationale behind this longstanding advice is that women who have had breast surgery, lymph node dissections, or radiation were at higher risk for lymphedema in the ipsilateral arm.

The advice to avoid blood draws and injections was to decrease the risk of infection and subsequent cellulitis that could lead to longstanding lymphedema. The avoidance of blood pressure measurements was, I suppose, to decrease venous pressure that could stimulate edema.

Sarah A. McLaughlin, MD, and her colleagues reported on the precautionary behaviors that patients with breast cancer observed in an attempt to avoid lymphedema.² They looked at two groups: women who had undergone axillary lymph node biopsy and those who had undergone sentinel node biopsy.

More than 90% of the women who had undergone axillary node dissection avoided blood draws, intravenous lines, and blood pressure measurements on the involved side – with more than 70% in the sentinel node biopsy group avoiding blood pressure measurements on the involved side, and almost 90% avoiding intravenous lines.

In the Physical Activity and Lymphedema trial, Shayna L. Showalter, MD, and her colleagues looked at a number of potential risk factors for arm swelling in patients with a history of breast cancer.³ There was no increased risk of arm swelling in patients who had blood draws or blood pressure checks in the ipsilateral arm. There also was no association with burns, bug bites, hangnails, or cuts in the ipsilateral arm – all risks that would suggest an increased risk of infection in the arm.

Chantal Ferguson and her colleagues reported on a 10-year prospective study looking at lymphedema and risk factors for lymphedema in breast cancer patients.⁴ Bilateral arm volume measurements were made preoperatively and postoperatively, and at each visit, patients reported on whether they had blood pressure measurements, injections, or blood draws in the ipsilateral arm.

In more than 3,000 measurements, there was no evidence of volume change associated with blood pressure measurements, blood draws, or injections. Risk factors that did increase arm volume were body mass index greater than 25 kg/m², axillary lymph node dissection, cellulitis, and regional lymph node irradiation.

There just isn’t evidence that these classic behaviors to protect the ipsilateral arm are warranted. Hopefully, patients will have less worry and less stress if they do not have to be so vigilant trying to “protect” their arm.

References

1. American Cancer Society: “Lymphedema: What Every Woman With Breast Cancer Should Know.” Accessed online at www.cancer.org.

2. J Am Coll Surg. 2013 Mar;216(3):380-9.

3. Ann Surg Oncol. 2013 Mar;20(3):842-9.

4. J Clin Oncol. 2016 Mar 1;34(7):691-8.

Dr. Paauw is professor of medicine in the division of general internal medicine at the University of Washington, Seattle, and he serves as third-year medical student clerkship director at the University of Washington. Contact Dr. Paauw at [email protected].

Dematin is newly recognized as a protein that is crucial to red blood cell (RBC) membrane integrity, and dematin’s absence in mice resulted in severe abnormalities of erythrocyte shape, membrane stability, and hemolytic anemia, Yunzhe Lu of Tufts University, Boston, and her colleagues reported in the journal Blood.

The finding indicates that dematin is the major determinant of membrane stability within the junctional protein complex.

©GuidoVrola/thinkstockphotos.com

The researchers defined the role of dematin by designing a mouse model that lacked the protein. Affected mice developed severe anemia and had abnormally shaped erythrocytes with unstable membranes.

They examined the mechanism behind erythrocyte membrane instability in the mice by using membrane protein analysis, domain mapping, electron microscopy, and dynamic deformability measurements. Although many membrane and cytoskeletal proteins remained at their normal levels, spectrin, adducin, and actin were greatly reduced in these erythrocytes. The findings indicate that dematin plays a critical role in maintaining the fundamental properties of the erythrocyte’s membrane cytoskeleton complex, the researchers wrote (Blood 2016;128:93-103).

[email protected]

On Twitter @maryjodales

Dematin is newly recognized as a protein that is crucial to red blood cell (RBC) membrane integrity, and dematin’s absence in mice resulted in severe abnormalities of erythrocyte shape, membrane stability, and hemolytic anemia, Yunzhe Lu of Tufts University, Boston, and her colleagues reported in the journal Blood.

The finding indicates that dematin is the major determinant of membrane stability within the junctional protein complex.

©GuidoVrola/thinkstockphotos.com

The researchers defined the role of dematin by designing a mouse model that lacked the protein. Affected mice developed severe anemia and had abnormally shaped erythrocytes with unstable membranes.

They examined the mechanism behind erythrocyte membrane instability in the mice by using membrane protein analysis, domain mapping, electron microscopy, and dynamic deformability measurements. Although many membrane and cytoskeletal proteins remained at their normal levels, spectrin, adducin, and actin were greatly reduced in these erythrocytes. The findings indicate that dematin plays a critical role in maintaining the fundamental properties of the erythrocyte’s membrane cytoskeleton complex, the researchers wrote (Blood 2016;128:93-103).

[email protected]

On Twitter @maryjodales

Dematin is newly recognized as a protein that is crucial to red blood cell (RBC) membrane integrity, and dematin’s absence in mice resulted in severe abnormalities of erythrocyte shape, membrane stability, and hemolytic anemia, Yunzhe Lu of Tufts University, Boston, and her colleagues reported in the journal Blood.

The finding indicates that dematin is the major determinant of membrane stability within the junctional protein complex.

©GuidoVrola/thinkstockphotos.com

The researchers defined the role of dematin by designing a mouse model that lacked the protein. Affected mice developed severe anemia and had abnormally shaped erythrocytes with unstable membranes.

They examined the mechanism behind erythrocyte membrane instability in the mice by using membrane protein analysis, domain mapping, electron microscopy, and dynamic deformability measurements. Although many membrane and cytoskeletal proteins remained at their normal levels, spectrin, adducin, and actin were greatly reduced in these erythrocytes. The findings indicate that dematin plays a critical role in maintaining the fundamental properties of the erythrocyte’s membrane cytoskeleton complex, the researchers wrote (Blood 2016;128:93-103).

[email protected]

On Twitter @maryjodales

A study published in Cell has shown that patient-derived cancer cell lines harbor most of the same genetic changes found in patients’ tumors and could therefore be used to learn how cancers are likely to respond to new drugs.

Researchers believe this discovery could help advance personalized cancer medicine by leading to results that help doctors predict the best available drugs or the most suitable clinical trials for each individual patient.

“We need better ways to figure out which groups of patients are more likely to respond to a new drug before we run complex and expensive clinical trials,” said study author Ultan McDermott, MD, PhD, of the Wellcome Trust Sanger Institute in Cambridge, UK.

“Our research shows that cancer cell lines do capture the molecular alterations found in tumors and so can be predictive of how a tumor will respond to a drug. This means the cell lines could tell us much more about how a tumor is likely to respond to a new drug before we try to test it in patients. We hope this information will ultimately help in the design of clinical trials that target those patients with the greatest likelihood of benefiting from treatment.”

The researchers said this is the first systematic, large-scale study to combine molecular data from patients, cancer cell lines, and drug sensitivity.

For the study, the team looked at genetic mutations known to cause cancer in more than 11,000 patient samples of 29 different cancer types, including acute lymphoblastic leukemia, acute myeloid leukemia, chronic lymphocytic leukemia, chronic myelogenous leukemia, diffuse large B-cell lymphoma, and multiple myeloma.

The researchers built a catalogue of the genetic changes that cause cancer in patients and mapped these alterations onto 1000 cancer cell lines. Next, they tested the cell lines for sensitivity to 265 different cancer drugs to understand which of these changes affect sensitivity.

This revealed that the majority of molecular abnormalities found in patients’ cancers are also found in cancer cells in the laboratory.

The work also showed that many of the molecular abnormalities detected in the thousands of patient samples can, both individually and in combination, have a strong effect on whether a particular drug affects a cancer cell’s survival.

The results suggest cancer cell lines could be better exploited to learn which drugs offer the most effective treatment to which patients.

“If a cell line has the same genetic features as a patient’s tumor, and that cell line responded to a specific drug, we can focus new research on this finding,” said study author Francesco Iorio, PhD, of the European Bioinformatics Institute in Cambridge, UK.

“This could ultimately help assign cancer patients into more precise groups based on how likely they are to respond to therapy. This resource can really help cancer research. Most importantly, it can be used to create tools for doctors to select a clinical trial which is most promising for their cancer patient. That is still a way off, but we are heading in the right direction.”

A study published in Cell has shown that patient-derived cancer cell lines harbor most of the same genetic changes found in patients’ tumors and could therefore be used to learn how cancers are likely to respond to new drugs.

Researchers believe this discovery could help advance personalized cancer medicine by leading to results that help doctors predict the best available drugs or the most suitable clinical trials for each individual patient.

“We need better ways to figure out which groups of patients are more likely to respond to a new drug before we run complex and expensive clinical trials,” said study author Ultan McDermott, MD, PhD, of the Wellcome Trust Sanger Institute in Cambridge, UK.

“Our research shows that cancer cell lines do capture the molecular alterations found in tumors and so can be predictive of how a tumor will respond to a drug. This means the cell lines could tell us much more about how a tumor is likely to respond to a new drug before we try to test it in patients. We hope this information will ultimately help in the design of clinical trials that target those patients with the greatest likelihood of benefiting from treatment.”

The researchers said this is the first systematic, large-scale study to combine molecular data from patients, cancer cell lines, and drug sensitivity.

For the study, the team looked at genetic mutations known to cause cancer in more than 11,000 patient samples of 29 different cancer types, including acute lymphoblastic leukemia, acute myeloid leukemia, chronic lymphocytic leukemia, chronic myelogenous leukemia, diffuse large B-cell lymphoma, and multiple myeloma.

The researchers built a catalogue of the genetic changes that cause cancer in patients and mapped these alterations onto 1000 cancer cell lines. Next, they tested the cell lines for sensitivity to 265 different cancer drugs to understand which of these changes affect sensitivity.

This revealed that the majority of molecular abnormalities found in patients’ cancers are also found in cancer cells in the laboratory.

The work also showed that many of the molecular abnormalities detected in the thousands of patient samples can, both individually and in combination, have a strong effect on whether a particular drug affects a cancer cell’s survival.

The results suggest cancer cell lines could be better exploited to learn which drugs offer the most effective treatment to which patients.

“If a cell line has the same genetic features as a patient’s tumor, and that cell line responded to a specific drug, we can focus new research on this finding,” said study author Francesco Iorio, PhD, of the European Bioinformatics Institute in Cambridge, UK.

“This could ultimately help assign cancer patients into more precise groups based on how likely they are to respond to therapy. This resource can really help cancer research. Most importantly, it can be used to create tools for doctors to select a clinical trial which is most promising for their cancer patient. That is still a way off, but we are heading in the right direction.”

A study published in Cell has shown that patient-derived cancer cell lines harbor most of the same genetic changes found in patients’ tumors and could therefore be used to learn how cancers are likely to respond to new drugs.

Researchers believe this discovery could help advance personalized cancer medicine by leading to results that help doctors predict the best available drugs or the most suitable clinical trials for each individual patient.

“We need better ways to figure out which groups of patients are more likely to respond to a new drug before we run complex and expensive clinical trials,” said study author Ultan McDermott, MD, PhD, of the Wellcome Trust Sanger Institute in Cambridge, UK.

“Our research shows that cancer cell lines do capture the molecular alterations found in tumors and so can be predictive of how a tumor will respond to a drug. This means the cell lines could tell us much more about how a tumor is likely to respond to a new drug before we try to test it in patients. We hope this information will ultimately help in the design of clinical trials that target those patients with the greatest likelihood of benefiting from treatment.”

The researchers said this is the first systematic, large-scale study to combine molecular data from patients, cancer cell lines, and drug sensitivity.

For the study, the team looked at genetic mutations known to cause cancer in more than 11,000 patient samples of 29 different cancer types, including acute lymphoblastic leukemia, acute myeloid leukemia, chronic lymphocytic leukemia, chronic myelogenous leukemia, diffuse large B-cell lymphoma, and multiple myeloma.

The researchers built a catalogue of the genetic changes that cause cancer in patients and mapped these alterations onto 1000 cancer cell lines. Next, they tested the cell lines for sensitivity to 265 different cancer drugs to understand which of these changes affect sensitivity.

This revealed that the majority of molecular abnormalities found in patients’ cancers are also found in cancer cells in the laboratory.

The work also showed that many of the molecular abnormalities detected in the thousands of patient samples can, both individually and in combination, have a strong effect on whether a particular drug affects a cancer cell’s survival.

The results suggest cancer cell lines could be better exploited to learn which drugs offer the most effective treatment to which patients.

“If a cell line has the same genetic features as a patient’s tumor, and that cell line responded to a specific drug, we can focus new research on this finding,” said study author Francesco Iorio, PhD, of the European Bioinformatics Institute in Cambridge, UK.

“This could ultimately help assign cancer patients into more precise groups based on how likely they are to respond to therapy. This resource can really help cancer research. Most importantly, it can be used to create tools for doctors to select a clinical trial which is most promising for their cancer patient. That is still a way off, but we are heading in the right direction.”

Whether you’re new to hospital medicine or looking to brush up on the latest topics, the NP/PA Boot Camp is the perfect course for PAs and NPs. The camp brings you a refresher on commonly encountered diagnoses and diseases of adult hospitalized patients. This year, the course will be held Sept. 28–Oct. 2 in Indianapolis.

Dive into the most current evidence-based topics in hospital medicine, and earn up to 36 AAPA Category 1 CME credits at the same time. You’ll also have great opportunities to network with practitioners from around the country. During the course, you will:

• Learn the most current evidence-based clinical practice for key topics in hospital medicine

• Augment your knowledge base to enhance your existing hospital medicine practice

• Expand your knowledge to transition into hospital medicine practice

• Network with other practitioners from across the country

Learn more at www.aapa.org/bootcamp.

Whether you’re new to hospital medicine or looking to brush up on the latest topics, the NP/PA Boot Camp is the perfect course for PAs and NPs. The camp brings you a refresher on commonly encountered diagnoses and diseases of adult hospitalized patients. This year, the course will be held Sept. 28–Oct. 2 in Indianapolis.

Dive into the most current evidence-based topics in hospital medicine, and earn up to 36 AAPA Category 1 CME credits at the same time. You’ll also have great opportunities to network with practitioners from around the country. During the course, you will:

• Learn the most current evidence-based clinical practice for key topics in hospital medicine

• Augment your knowledge base to enhance your existing hospital medicine practice

• Expand your knowledge to transition into hospital medicine practice

• Network with other practitioners from across the country

Learn more at www.aapa.org/bootcamp.

Whether you’re new to hospital medicine or looking to brush up on the latest topics, the NP/PA Boot Camp is the perfect course for PAs and NPs. The camp brings you a refresher on commonly encountered diagnoses and diseases of adult hospitalized patients. This year, the course will be held Sept. 28–Oct. 2 in Indianapolis.

Dive into the most current evidence-based topics in hospital medicine, and earn up to 36 AAPA Category 1 CME credits at the same time. You’ll also have great opportunities to network with practitioners from around the country. During the course, you will:

• Learn the most current evidence-based clinical practice for key topics in hospital medicine

• Augment your knowledge base to enhance your existing hospital medicine practice

• Expand your knowledge to transition into hospital medicine practice

• Network with other practitioners from across the country

Learn more at www.aapa.org/bootcamp.

As the largest national gathering of hospitalists, Hospital Medicine 2017 (HM17) offers a comprehensive array of educational and networking opportunities designed specifically for hospital medicine professionals. Enhance your experience by registering at HM17 headquarters, the Mandalay Bay Resort and Casino in Las Vegas. Whether you want to relax after a day of education and networking or take advantage of Mandalay Bay’s exciting offerings, the resort offers a 120-acre playground for every taste and pace. There is no better place to stay while attending HM17. Here are a few reasons:

• Mandalay Bay Beach: The 43-story “seaside” resort boasts the spectacular 11-acre Mandalay Bay Beach, complete with 2,700 tons of real sand. Three pools, an exciting wave pool, and a quarter-mile lazy river provide a refreshing escape from the desert heat.
• Dining: With more than 20 diverse restaurants featuring eight celebrity chefs, Mandalay Bay features cuisine of all types and a world of flavors.
• Entertainment: Dance the night away at the Eyecandy Sound Lounge, or take in the spectacular Cirque du Soleil show.

For reservations, call 877-632-9001 and ask for SHM’s room block. Or reserve your room online at www.hospitalmedicine2017.org/hotel.

As the largest national gathering of hospitalists, Hospital Medicine 2017 (HM17) offers a comprehensive array of educational and networking opportunities designed specifically for hospital medicine professionals. Enhance your experience by registering at HM17 headquarters, the Mandalay Bay Resort and Casino in Las Vegas. Whether you want to relax after a day of education and networking or take advantage of Mandalay Bay’s exciting offerings, the resort offers a 120-acre playground for every taste and pace. There is no better place to stay while attending HM17. Here are a few reasons:

• Mandalay Bay Beach: The 43-story “seaside” resort boasts the spectacular 11-acre Mandalay Bay Beach, complete with 2,700 tons of real sand. Three pools, an exciting wave pool, and a quarter-mile lazy river provide a refreshing escape from the desert heat.
• Dining: With more than 20 diverse restaurants featuring eight celebrity chefs, Mandalay Bay features cuisine of all types and a world of flavors.
• Entertainment: Dance the night away at the Eyecandy Sound Lounge, or take in the spectacular Cirque du Soleil show.

For reservations, call 877-632-9001 and ask for SHM’s room block. Or reserve your room online at www.hospitalmedicine2017.org/hotel.

As the largest national gathering of hospitalists, Hospital Medicine 2017 (HM17) offers a comprehensive array of educational and networking opportunities designed specifically for hospital medicine professionals. Enhance your experience by registering at HM17 headquarters, the Mandalay Bay Resort and Casino in Las Vegas. Whether you want to relax after a day of education and networking or take advantage of Mandalay Bay’s exciting offerings, the resort offers a 120-acre playground for every taste and pace. There is no better place to stay while attending HM17. Here are a few reasons:

• Mandalay Bay Beach: The 43-story “seaside” resort boasts the spectacular 11-acre Mandalay Bay Beach, complete with 2,700 tons of real sand. Three pools, an exciting wave pool, and a quarter-mile lazy river provide a refreshing escape from the desert heat.
• Dining: With more than 20 diverse restaurants featuring eight celebrity chefs, Mandalay Bay features cuisine of all types and a world of flavors.
• Entertainment: Dance the night away at the Eyecandy Sound Lounge, or take in the spectacular Cirque du Soleil show.

For reservations, call 877-632-9001 and ask for SHM’s room block. Or reserve your room online at www.hospitalmedicine2017.org/hotel.

Now through Dec. 31, all active SHM members can earn 2017–2018 dues credits and special recognition for recruiting new physician, physician assistant, nurse practitioner, pharmacist, or affiliate members.

Active members will be eligible for:

• A $35 credit toward 2017–2018 dues when recruiting 1 new member
• A $50 credit toward 2017–2018 dues when recruiting 2–4 new members
• A $75 credit toward 2017–2018 dues when recruiting 5–9 new members
• A $125 credit toward 2017–2018 dues when recruiting 10+ new members

For each member recruited, referrers will receive one entry into a grand-prize drawing to receive complimentary registration to HM17. For more information, visit www.hospitalmedicine.org/MAP.

Now through Dec. 31, all active SHM members can earn 2017–2018 dues credits and special recognition for recruiting new physician, physician assistant, nurse practitioner, pharmacist, or affiliate members.

Active members will be eligible for:

• A $35 credit toward 2017–2018 dues when recruiting 1 new member
• A $50 credit toward 2017–2018 dues when recruiting 2–4 new members
• A $75 credit toward 2017–2018 dues when recruiting 5–9 new members
• A $125 credit toward 2017–2018 dues when recruiting 10+ new members

For each member recruited, referrers will receive one entry into a grand-prize drawing to receive complimentary registration to HM17. For more information, visit www.hospitalmedicine.org/MAP.

Now through Dec. 31, all active SHM members can earn 2017–2018 dues credits and special recognition for recruiting new physician, physician assistant, nurse practitioner, pharmacist, or affiliate members.

Active members will be eligible for:

• A $35 credit toward 2017–2018 dues when recruiting 1 new member
• A $50 credit toward 2017–2018 dues when recruiting 2–4 new members
• A $75 credit toward 2017–2018 dues when recruiting 5–9 new members
• A $125 credit toward 2017–2018 dues when recruiting 10+ new members

For each member recruited, referrers will receive one entry into a grand-prize drawing to receive complimentary registration to HM17. For more information, visit www.hospitalmedicine.org/MAP.

Since hospital medicine’s early days, hospitalist physicians have worked alongside physician assistants (PAs) and nurse practitioners (NPs). Some PAs and NPs have ascended to positions of leadership in their HM groups or health systems, in some cases even supervising the physicians.

The Hospitalist connected with six PA and NP leaders in hospital medicine to discuss their career paths as well as the nature and scope of their jobs. They described leadership as a complex, multidimensional concept, with often more of a collaborative model than a clear-cut supervisory relationship with clinicians. Most said they don’t try to be the “boss” of their group and have found ways to impact key decisions.

They also emphasized that PAs and NPs bring special skills and perspectives to team building. Many have supplemented frontline clinical experience with leadership training. And when it comes to decision making, their responsibilities can include hiring, scheduling, training, mentoring, information technology, quality improvement, and other essential functions of the group.

Edwin Lopez, MBA, PA-C

Facility medical director, St. Elizabeth Hospital, Enumclaw, Wash.

Workplace: St. Elizabeth is a 25-bed critical-access hospital serving a semi-rural bedroom community of 11,000 people an hour southeast of Seattle. It belongs to the nine-hospital CHI Franciscan Health system, and the HM group includes four physicians and four PAs providing 24-hour coverage. The physicians and PAs work in paired teams in the hospital and an 80-bed skilled nursing facility (SNF) across the street. Lopez heads St. Elizabeth’s HM group and is associate medical director of the SNF.

Background: Lopez graduated from the PA program at the University of Washington in 1982 and spent seven years as a PA with a cardiothoracic surgery practice in Tacoma. Then he established his own firm providing PA staffing services for six cardiac surgery programs in western Washington. In 1997, he co-founded an MD/PA hospitalist service covering three hospitals for a Seattle insurance company. That program grew into a larger group that was acquired by CHI Franciscan.

Lopez took time off to earn his MBA in health policy at the University of Washington and Harvard Kennedy School in Boston.

Eight years ago as part of an acquisition, CHI Franciscan asked Lopez to launch an HM program at St. Elizabeth. From the start, he developed the program as a collaborative model. The HM group now covers almost 90% of hospital admissions, manages the ICU, takes calls to admit patients from the ED, and rounds daily on patients in a small hospital that doesn’t have access to a lot of medical specialists.

St. Elizabeth’s has since flourished to become one of the health system’s top performers on quality metrics like HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems) scores. However, Lopez admits readmission rates remain high. He noticed that a big part of the readmission problem was coming from the facility across the street, so he proposed the HM group start providing daily coverage to the SNF. In the group’s first year covering the SNF, the hospital’s readmission rate dropped to 5% from 35%.

Listen: Edwin Lopez, PA-C, discusses post-acute Care in the U.S. health system

Responsibilities: Lopez spends roughly half his time seeing patients, which he considers the most satisfying half. The other half is managing and setting clinical and administrative direction for the group.

“My responsibility is to ensure that there is appropriate physician and PA coverage 24-7 in both facilities,” he says, adding he also handles hiring and personnel issue. “We have an understanding here. I help guide, mentor, and direct the team, with the support of our regional medical director.”

 

The story: Lopez credits his current position to Joe Wilczek, a visionary CEO who came to the health system 18 years ago and retired in 2015.

“Joe and Franciscan’s chief medical officer and system director of hospital medicine came to me and said, ‘We’d like you to go over there and see what you can do at St. Elizabeth.’ There was a definite mandate, with markers they wanted me to reach. They said, ‘If you succeed, we will build you a new hospital building.’”

The new building opened in 2012.

Lopez says he has spent much of his career in quiet oblivion.

“It took five or six years here before people started noticing that our quality and performance were among the highest in the system,” he says. “For my entire 33-year career in medicine, I was never driven by the money. I grew up believing in service and got into medicine to make a difference, to leave a place better than I found it.”

He occasionally fields questions about his role as a PA group leader, which he tries to overcome by building trust, just as he overcame initial resistance to the hospital medicine program at St. Elizabeth from community physicians.

“I am very clear, we as a team are very clear, that we’re all worker bees here. We build strong relationships. We consider ourselves family,” he says. “When family issues come up, we need to sit down and talk about them, even when it may be uncomfortable.”

Laurie Benton, RN, MPAS, PhD, PA-C, DFAAPA

System director of advanced practice professionals (APPs), Baylor Scott & White Health, Dallas; medical/surgical hospitalist, Scott & White Memorial Hospital, Temple, Texas.

Workplace: Baylor Scott & White Health is the largest nonprofit health system in Texas, with 46 hospitals and 500 multispecialty clinics. Scott & White Memorial Hospital is a 636-bed specialty care and teaching hospital. Its hospital medicine program includes 40 physicians and 34 NP/PAs caring for an average daily census of 240 patients. They cover an observation service, consult service, and long-term acute-care service.

Background: Benton has a PhD in health administration. She has practiced hospital medicine at Scott & White Memorial Hospital since 2000 and before that at Emanuel Hospital in Portland, Ore. Currently an orthopedic hospitalist PA, she has worked in cardiothoracic surgery, critical care, and nephrology settings.

She became the system director for APPs in September 2013. In that role, she leads and represents 428 APPs, including hospitalist, intensivist, and cardiology PAs, in the system’s 26-hospital Central Region. She sits on the board of directors of the American Academy of Physician Assistants and has been on workforce committees for the National Commission on Certification of Physician Assistants and on the CME committee of the National Kidney Foundation.

Responsibilities: Benton coordinates everything, including PAs, advanced practice nurses, and nurse anesthetists, in settings across the healthcare continuum.

“I was appointed by our hospital medicine board and administration to be the APP leader. I report to the chief medical officer,” she says. “But I still see patients; it’s my passion. I’m not ready to give it up completely.”

Benton’s schedule includes two 10-hour clinical shifts per week. The other three days she works on administrative tasks. She attends board meetings as well as regular meetings with the system’s top executives and officers, including the chair of the board and the senior vice president for medical affairs.

“I have a seat on staff credentialing, benefits, and compensation committees, and I’m part of continuing medical education and disaster planning. Pretty much any of the committees we have here, I’m invited to be on,” she says. “I make sure I’m up-to-date on all of the new regulations and have information on any policies that have to do with APPs.”

 

The story: Benton says her PA training, including mentorship from Edwin Lopez, placed a strong emphasis on helping students develop leadership skills and interests.

“While I was working in nephrology, my supervising physician mentored me and encouraged me to move forward with my education,” she says. Along the way, she participated in a yearlong executive-education program and taught at the University of Texas McCombs School of Business. “Right off, it was not easy because while people saw me as a very strong, very confident provider, they didn’t see me as an administrator. When I worked with administrators, they were speaking a different language. I’d speak medicine, and they’d speak administration. It took a while to learn how to communicate with them.”

She says non-physician professionals traditionally have reported up through a physician and “never had their own voice. … Now that we have our leadership ladder here, it’s still new to some administrators,” she says. “I want to make sure PAs are part of the solution to high-quality healthcare.

“When I’m at the leadership table, we’re working together. The physicians respect my opinion, giving me the opportunity to interact like anyone else at the table.”

Catherine Boyd, MS, PA-C

Director of clinical operations, Essex Inpatient Physicians, Boxford, Mass.

Workplace: Essex is a private hospitalist group founded in 2007 by James Tollman, MD, FHM, who remains its CEO. It has 34 clinical members, including 16 physicians, 12 PAs, and six NPs. It began providing hospitalist medical care to several hospitals on Massachusetts’ North Shore under contract, then to a psychiatric hospital and a detox treatment center. In recent years, it has expanded into the post-acute arena, providing coverage to 14 SNFs, which now constitute the majority of its business. It also is active with two accountable-care organization networks.

Background: After three years as a respiratory therapist, Boyd enrolled in a PA program at Massachusetts College of Pharmacy and Health Sciences. After graduating in 2005, she worked as a hospitalist and intensivist, including as team leader for the medical emergency team at Lahey Health & Medical Center in Burlington, Mass., and in the PACE (Program of All-Inclusive Care for the Elderly) Internal Medical Department with Partners HealthCare until mid-2014, when she was invited to join Essex.

Responsibilities: “This job is not one thing; I dabble in everything,” says Boyd, who describes herself as the group’s chief operating officer for professional affairs. “I provide direct supervision to our PAs and NPs but also to our independent contractors, including moonlighting physicians. And I help to supervise the full-time physicians.”

She works on system issues, on-site training and mentorship, and implementation of a new electronic health record (EHR) and charge capture system while trying to improve bed flow and quality and decrease clinicians’ job frustrations. She also monitors developments in Medicare regulations.

“I check in with every one of our full-time providers weekly, and I try to offset some of the minutiae of their workday so that they can focus on their patients,” she explains. “Dr. Tollman and I feel that we bring a healthy work-lifestyle balance to the group. We encourage that in our staff. If they are happy in their jobs, it makes quality of care better.”

Boyd also maintains a clinical practice as a hospitalist, with her clinical duties flexing up and down based on patient demand and management needs.

The story: When Boyd was a respiratory therapist at a small community hospital, she worked one-on-one with a physician assistant who inspired her to change careers.

“I really liked what she did. As a PA, I worked to broaden my skill set on a critical care service for seven years,” she says. “But then my two kids got older and I wanted a more flexible schedule. Dr. Tollman came across my résumé when he was looking for a clinician to run operations for Essex.”

 

Building on 10 years of clinical experience, Boyd has tried to earn the trust of the other clinicians.

“They know they can come to me with questions. I like to think I practice active listening. When there is a problem, I do a case review and try to get all the facts,” she says. “When you earn their trust, the credentials tend to fall away, especially with the doctors I work with on a daily basis.”

Daniel Ladd, PA-C, DFAAPA

Chief clinical officer, iNDIGO Health Partners, Traverse City, Mich.

Workplace: Founded in 1993 as Hospitalists of Northern Michigan, iNDIGO Health Partners is one of the country’s largest private hospitalist companies, employing 150 physicians, PAs, and NPs who practice at seven hospitals across the state. The program also provides nighttime hospitalist services via telehealth and pediatric hospital medicine. It recently added 10 post-acute providers to work in SNFs and assisted living facilities.

Background: While working as a nurse’s aide, meeting and being inspired by some of the earliest PAs in Michigan, Ladd pursued PA training at Mercy College in Detroit. After graduating in 1984, he was hired by a cardiology practice at Detroit Medical Center. When he moved upstate to Traverse City in 1997, he landed a position as lead PA at another cardiology practice, acting as its liaison to PAs in the hospital. He joined iNDIGO in 2006.

“Jim Levy, one of the first PA hospitalists in Michigan, was an integral part of founding iNDIGO and now is our vice president of human resources,” Ladd says. “He asked me to join iNDIGO, and I jumped at the chance. Hospital medicine was a new opportunity for me and one with more opportunities for PAs to advance than cardiology.”

In 2009, when the company reorganized, the firm’s leadership recognized the need to establish a liaison group as a buffer between the providers and the company. Ladd became president of its new board of managers.

“From there, my position evolved to what it is today,” he says.

Levy calls Ladd a role model and leader, with great credibility among site program directors, hospital CMOs, and providers.

Responsibilities: Ladd gave up his clinical practice as a hospitalist in 2014 in response to growing management responsibilities.

“I do and I don’t miss it,” he says. “I miss the camaraderie of clinical practice, the foxhole mentality on the front lines. But I feel where I am now that I am able to help our providers give better care.

“Concretely, what I do is to help our practitioners and our medical directors at the clinical sites, some of whom are PAs and NPs, supporting them with leadership and education. I listen to their issues, translating and bringing to bear the resources of our company.”

Those resources include staffing, working conditions, office space, and the application of mobile medical technology for billing and clinical decision support.

“A lot of my communication is via email. I feel I am able to make a point without being inflammatory, by stating my purpose—the rationale for my position—and asking for what I need,” Ladd says. “This role is very accepted at iNDIGO. The corollary is that physician leaders who report to me are also comfortable in our relationship. It’s not about me being a PA and them being physicians but about us being colleagues in medicine.

“I’m in a position where I understand their world and am able to help them.”

The story: Encouraged by what he calls “visionary” leaders, Ladd has taken a number of steps to ascend to his current position as chief clinical officer.

 

“Even going back to the Boy Scouts, I was always one to step forward and volunteer for leadership,” he says. “I was president of my PA class in college and involved with the state association of PAs, as well as taking leadership training through the American Academy of Physician Assistants. I had the good fortune to be hired by a brilliant cardiologist at Detroit Medical Center. … He was the first to encourage me to be not just an excellent clinician but also a leader. He got me involved in implementing the EHR and in medication reconciliation. He promoted me as a PA to his patients and allowed me to become the face of our clinical practice, running the clinical side of the practice.”

Ladd also credits iNDIGO’s leaders for an approach of hiring the best people regardless of degree.

“If they happen to be PAs, great. The company’s vision is to have people with vision and skills to lead, not just based on credentials,” he says. “They established that as a baseline, and now it’s the culture here. We have PAs who are key drivers of the efficiency of this program.”

It hasn’t eliminated the occasional “I’m the physician, I’m delegating to you, and you have to do what I say,” Ladd admits. But he knows handling those situations is part of his job as a practice leader.

“It requires patience and understanding and the ability to see the issue from multiple perspectives,” he says, “and then synthesize all of that into a reasonable solution for all concerned.”

Arnold Facklam III, MSN, FNP-BC, FHM

Nocturnist, hospitalist, and director of advanced practice providers, United Memorial Medical Center, Batavia, N.Y.; medical executive committee member, Medical Staff Organization (MSO) of Kaleida Health, Buffalo, N.Y.

Workplace: United Memorial has 100 beds and is part of the four-hospital Rochester Regional Health System. Kaleida Health has four acute-care hospitals in western New York. Based an hour apart, they compete, but both now get hospitalist services from Infinity Health Hospitalists of Western New York, a hospitalist group of 30 to 35 providers privately owned by local hospitalist John Patti, MD.

Background: Facklam has been a nocturnist since 2009, when he completed an NP program at D’Youville College in Buffalo. He worked 15 to 17 night shifts a month, first at Kaleida’s DeGraff Memorial Hospital and then at United Memorial, starting in 2013 as a per diem and vacation fill-in, then full-time since 2015. He now works for Infinity Health Hospitalists.

While working as a hospitalist, Facklam became involved with the MSO of Kaleida Health, starting on its Advanced Practice Provider Committee, which represents more than 600 NPs and PAs. Now chair of the committee, he leads change in the scope of practice for NPs and PAs and acts as liaison between APPs and the hospitals and health system.

Responsibilities: As a full-time nocturnist, Facklam has to squeeze in time for his role as director of advanced practice providers. He offers guidance and oversight, under the direction of the vice president of medical affairs, to all NPs, PAs, nurse midwives, and nurse anesthetists. He also is in charge of its rapid response and code blue team coverage at night, plus provides clinical education to family practice medical students and residents overnight in the hospital. He has worked on hospital quality improvement projects since 2012.

Facklam, who acknowledges type A personality tendencies, also maintains two to three night shifts per month at Kaleida’s Millard Suburban Hospital.

In 2012, he became a member, eventually a voting member, of Kaleida’s system-wide MSO Medical Executive Committee, which is responsible for rule making, disciplinary action, and the provision of medical care within the system.

 

“The MSO is the mechanism for accountability for professional practice,” he says. He is also active in SHM’s NP/PA Committee and now sits on SHM’s Public Policy Committee.

The story: “Working as a nocturnist has given me the flexibility to look into advanced management training,” he says, including Six Sigma green belt course work and certificate training. While at DeGraff, he heard about a call for membership on the NP/PA committee.

“They quickly realized the benefits of having someone with a background like mine on board,” he said. “As a nocturnist, I started going to more meetings and getting involved when the easier thing to do might have been to drive home and go to bed.”

Along the way, he learned a lot about hospital systems and how they work.

“Having been in healthcare for 23 years, I know the hierarchical approach,” Facklam says. “But the times are changing. As medicine becomes broader and more difficult to manage, it has to become more of a team approach. If you look at the data, there won’t be enough physicians in the near future. PAs and NPs can help fill that need.”

Crystal Therrien, MS, ACNP-BC

Lead nurse practitioner, affiliate practitioner coordinator, Department of Hospital Medicine, University of Massachusetts Memorial Medical Center, Worcester.

Workplace: UMass Medical Center encompasses three campuses in central Massachusetts, including University, Memorial, and Marlborough. The hospital medicine division covers all three campuses with 40 to 45 FTEs of physicians and 20 of APPs. Therrien has been with the department since October 2009—her first job after completing NP training—and assumed her leadership role in June 2012.

Responsibilities: Therrien supervises the UMass hospital medicine division’s Affiliate Practitioner Group. She works with physicians on the executive council, coordinates the medicine service, and coordinates cross-coverage with other services in the hospital, including urology, neurology, surgery, GI, interventional radiology, and bone marrow transplants.

Hospitalist staff work 12-hour shifts, providing 24-hour coverage in the hospital, with one physician and two APPs scheduled at night.

“Because we are available 24-7 in house, I work closely with our scheduler. There is also a lot of coordination with subspecialty services in the hospital and on the observation unit,” she says. “I’m also responsible for interviewing and hiring AP candidates, including credentialing, and with the mentorship program. I chair the rapid response program and host our monthly staff meetings,” which involve both business and didactic presentations. She also serves on the hospital’s NP advisory council.

Before Therrien became the lead NP, her predecessor was assigned at 5% administrative.

“I started out 25% administrative because the program has expanded so quickly,” she says, noting that now she is 50% clinic and 50% administrative. “To be a good leader, I think I need to keep my feet on the ground in patient care.”

The story: Therrien worked as an EMT, a volunteer firefighter, and an ED tech before pursuing a degree in nursing.

“I grew up in a house where my dad was a firefighter and my mom was an EMT,” she says. “We were taught the importance of helping others and being selfless. I always had a leadership mentality.”

Therrien credits her physician colleagues for their commitment and support.

“It can be a little more difficult outside of our department,” she says. “They don’t always understand my role. Some of the attendings have not worked with affiliated providers before, but they have worked with residents. So there’s an interesting dynamic for them to learn how to work with us.”

Kimberly Eisenstock, MD, FHM, the clinical chief of hospital medicine, says that when she was looking for someone new to lead the affiliated practitioners, she wanted “a leader who understood their training and where they could be best utilized. Crystal volunteered. Boy, did she! She was the most experienced and enthusiastic candidate, with the most people-oriented skills.”

 

Dr. Eisenstock says she doesn’t start new roles or programs for the affiliated practitioners without getting the green light from Therrien.

“Crystal now represents the voice for how the division decides to employ APPs and the strategies we use to fill various roles,” she says. TH

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Larry Beresford is a freelance writer in Alameda, Calif.

Since hospital medicine’s early days, hospitalist physicians have worked alongside physician assistants (PAs) and nurse practitioners (NPs). Some PAs and NPs have ascended to positions of leadership in their HM groups or health systems, in some cases even supervising the physicians.

The Hospitalist connected with six PA and NP leaders in hospital medicine to discuss their career paths as well as the nature and scope of their jobs. They described leadership as a complex, multidimensional concept, with often more of a collaborative model than a clear-cut supervisory relationship with clinicians. Most said they don’t try to be the “boss” of their group and have found ways to impact key decisions.

They also emphasized that PAs and NPs bring special skills and perspectives to team building. Many have supplemented frontline clinical experience with leadership training. And when it comes to decision making, their responsibilities can include hiring, scheduling, training, mentoring, information technology, quality improvement, and other essential functions of the group.

Edwin Lopez, MBA, PA-C

Facility medical director, St. Elizabeth Hospital, Enumclaw, Wash.

Workplace: St. Elizabeth is a 25-bed critical-access hospital serving a semi-rural bedroom community of 11,000 people an hour southeast of Seattle. It belongs to the nine-hospital CHI Franciscan Health system, and the HM group includes four physicians and four PAs providing 24-hour coverage. The physicians and PAs work in paired teams in the hospital and an 80-bed skilled nursing facility (SNF) across the street. Lopez heads St. Elizabeth’s HM group and is associate medical director of the SNF.

Background: Lopez graduated from the PA program at the University of Washington in 1982 and spent seven years as a PA with a cardiothoracic surgery practice in Tacoma. Then he established his own firm providing PA staffing services for six cardiac surgery programs in western Washington. In 1997, he co-founded an MD/PA hospitalist service covering three hospitals for a Seattle insurance company. That program grew into a larger group that was acquired by CHI Franciscan.

Lopez took time off to earn his MBA in health policy at the University of Washington and Harvard Kennedy School in Boston.

Eight years ago as part of an acquisition, CHI Franciscan asked Lopez to launch an HM program at St. Elizabeth. From the start, he developed the program as a collaborative model. The HM group now covers almost 90% of hospital admissions, manages the ICU, takes calls to admit patients from the ED, and rounds daily on patients in a small hospital that doesn’t have access to a lot of medical specialists.

St. Elizabeth’s has since flourished to become one of the health system’s top performers on quality metrics like HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems) scores. However, Lopez admits readmission rates remain high. He noticed that a big part of the readmission problem was coming from the facility across the street, so he proposed the HM group start providing daily coverage to the SNF. In the group’s first year covering the SNF, the hospital’s readmission rate dropped to 5% from 35%.

Listen: Edwin Lopez, PA-C, discusses post-acute Care in the U.S. health system

Responsibilities: Lopez spends roughly half his time seeing patients, which he considers the most satisfying half. The other half is managing and setting clinical and administrative direction for the group.

“My responsibility is to ensure that there is appropriate physician and PA coverage 24-7 in both facilities,” he says, adding he also handles hiring and personnel issue. “We have an understanding here. I help guide, mentor, and direct the team, with the support of our regional medical director.”

 

The story: Lopez credits his current position to Joe Wilczek, a visionary CEO who came to the health system 18 years ago and retired in 2015.

“Joe and Franciscan’s chief medical officer and system director of hospital medicine came to me and said, ‘We’d like you to go over there and see what you can do at St. Elizabeth.’ There was a definite mandate, with markers they wanted me to reach. They said, ‘If you succeed, we will build you a new hospital building.’”

The new building opened in 2012.

Lopez says he has spent much of his career in quiet oblivion.

“It took five or six years here before people started noticing that our quality and performance were among the highest in the system,” he says. “For my entire 33-year career in medicine, I was never driven by the money. I grew up believing in service and got into medicine to make a difference, to leave a place better than I found it.”

He occasionally fields questions about his role as a PA group leader, which he tries to overcome by building trust, just as he overcame initial resistance to the hospital medicine program at St. Elizabeth from community physicians.

“I am very clear, we as a team are very clear, that we’re all worker bees here. We build strong relationships. We consider ourselves family,” he says. “When family issues come up, we need to sit down and talk about them, even when it may be uncomfortable.”

Laurie Benton, RN, MPAS, PhD, PA-C, DFAAPA

System director of advanced practice professionals (APPs), Baylor Scott & White Health, Dallas; medical/surgical hospitalist, Scott & White Memorial Hospital, Temple, Texas.

Workplace: Baylor Scott & White Health is the largest nonprofit health system in Texas, with 46 hospitals and 500 multispecialty clinics. Scott & White Memorial Hospital is a 636-bed specialty care and teaching hospital. Its hospital medicine program includes 40 physicians and 34 NP/PAs caring for an average daily census of 240 patients. They cover an observation service, consult service, and long-term acute-care service.

Background: Benton has a PhD in health administration. She has practiced hospital medicine at Scott & White Memorial Hospital since 2000 and before that at Emanuel Hospital in Portland, Ore. Currently an orthopedic hospitalist PA, she has worked in cardiothoracic surgery, critical care, and nephrology settings.

She became the system director for APPs in September 2013. In that role, she leads and represents 428 APPs, including hospitalist, intensivist, and cardiology PAs, in the system’s 26-hospital Central Region. She sits on the board of directors of the American Academy of Physician Assistants and has been on workforce committees for the National Commission on Certification of Physician Assistants and on the CME committee of the National Kidney Foundation.

Responsibilities: Benton coordinates everything, including PAs, advanced practice nurses, and nurse anesthetists, in settings across the healthcare continuum.

“I was appointed by our hospital medicine board and administration to be the APP leader. I report to the chief medical officer,” she says. “But I still see patients; it’s my passion. I’m not ready to give it up completely.”

Benton’s schedule includes two 10-hour clinical shifts per week. The other three days she works on administrative tasks. She attends board meetings as well as regular meetings with the system’s top executives and officers, including the chair of the board and the senior vice president for medical affairs.

“I have a seat on staff credentialing, benefits, and compensation committees, and I’m part of continuing medical education and disaster planning. Pretty much any of the committees we have here, I’m invited to be on,” she says. “I make sure I’m up-to-date on all of the new regulations and have information on any policies that have to do with APPs.”

 

The story: Benton says her PA training, including mentorship from Edwin Lopez, placed a strong emphasis on helping students develop leadership skills and interests.

“While I was working in nephrology, my supervising physician mentored me and encouraged me to move forward with my education,” she says. Along the way, she participated in a yearlong executive-education program and taught at the University of Texas McCombs School of Business. “Right off, it was not easy because while people saw me as a very strong, very confident provider, they didn’t see me as an administrator. When I worked with administrators, they were speaking a different language. I’d speak medicine, and they’d speak administration. It took a while to learn how to communicate with them.”

She says non-physician professionals traditionally have reported up through a physician and “never had their own voice. … Now that we have our leadership ladder here, it’s still new to some administrators,” she says. “I want to make sure PAs are part of the solution to high-quality healthcare.

“When I’m at the leadership table, we’re working together. The physicians respect my opinion, giving me the opportunity to interact like anyone else at the table.”

Catherine Boyd, MS, PA-C

Director of clinical operations, Essex Inpatient Physicians, Boxford, Mass.

Workplace: Essex is a private hospitalist group founded in 2007 by James Tollman, MD, FHM, who remains its CEO. It has 34 clinical members, including 16 physicians, 12 PAs, and six NPs. It began providing hospitalist medical care to several hospitals on Massachusetts’ North Shore under contract, then to a psychiatric hospital and a detox treatment center. In recent years, it has expanded into the post-acute arena, providing coverage to 14 SNFs, which now constitute the majority of its business. It also is active with two accountable-care organization networks.

Background: After three years as a respiratory therapist, Boyd enrolled in a PA program at Massachusetts College of Pharmacy and Health Sciences. After graduating in 2005, she worked as a hospitalist and intensivist, including as team leader for the medical emergency team at Lahey Health & Medical Center in Burlington, Mass., and in the PACE (Program of All-Inclusive Care for the Elderly) Internal Medical Department with Partners HealthCare until mid-2014, when she was invited to join Essex.

Responsibilities: “This job is not one thing; I dabble in everything,” says Boyd, who describes herself as the group’s chief operating officer for professional affairs. “I provide direct supervision to our PAs and NPs but also to our independent contractors, including moonlighting physicians. And I help to supervise the full-time physicians.”

She works on system issues, on-site training and mentorship, and implementation of a new electronic health record (EHR) and charge capture system while trying to improve bed flow and quality and decrease clinicians’ job frustrations. She also monitors developments in Medicare regulations.

“I check in with every one of our full-time providers weekly, and I try to offset some of the minutiae of their workday so that they can focus on their patients,” she explains. “Dr. Tollman and I feel that we bring a healthy work-lifestyle balance to the group. We encourage that in our staff. If they are happy in their jobs, it makes quality of care better.”

Boyd also maintains a clinical practice as a hospitalist, with her clinical duties flexing up and down based on patient demand and management needs.

The story: When Boyd was a respiratory therapist at a small community hospital, she worked one-on-one with a physician assistant who inspired her to change careers.

“I really liked what she did. As a PA, I worked to broaden my skill set on a critical care service for seven years,” she says. “But then my two kids got older and I wanted a more flexible schedule. Dr. Tollman came across my résumé when he was looking for a clinician to run operations for Essex.”

 

Building on 10 years of clinical experience, Boyd has tried to earn the trust of the other clinicians.

“They know they can come to me with questions. I like to think I practice active listening. When there is a problem, I do a case review and try to get all the facts,” she says. “When you earn their trust, the credentials tend to fall away, especially with the doctors I work with on a daily basis.”

Daniel Ladd, PA-C, DFAAPA

Chief clinical officer, iNDIGO Health Partners, Traverse City, Mich.

Workplace: Founded in 1993 as Hospitalists of Northern Michigan, iNDIGO Health Partners is one of the country’s largest private hospitalist companies, employing 150 physicians, PAs, and NPs who practice at seven hospitals across the state. The program also provides nighttime hospitalist services via telehealth and pediatric hospital medicine. It recently added 10 post-acute providers to work in SNFs and assisted living facilities.

Background: While working as a nurse’s aide, meeting and being inspired by some of the earliest PAs in Michigan, Ladd pursued PA training at Mercy College in Detroit. After graduating in 1984, he was hired by a cardiology practice at Detroit Medical Center. When he moved upstate to Traverse City in 1997, he landed a position as lead PA at another cardiology practice, acting as its liaison to PAs in the hospital. He joined iNDIGO in 2006.

“Jim Levy, one of the first PA hospitalists in Michigan, was an integral part of founding iNDIGO and now is our vice president of human resources,” Ladd says. “He asked me to join iNDIGO, and I jumped at the chance. Hospital medicine was a new opportunity for me and one with more opportunities for PAs to advance than cardiology.”

In 2009, when the company reorganized, the firm’s leadership recognized the need to establish a liaison group as a buffer between the providers and the company. Ladd became president of its new board of managers.

“From there, my position evolved to what it is today,” he says.

Levy calls Ladd a role model and leader, with great credibility among site program directors, hospital CMOs, and providers.

Responsibilities: Ladd gave up his clinical practice as a hospitalist in 2014 in response to growing management responsibilities.

“I do and I don’t miss it,” he says. “I miss the camaraderie of clinical practice, the foxhole mentality on the front lines. But I feel where I am now that I am able to help our providers give better care.

“Concretely, what I do is to help our practitioners and our medical directors at the clinical sites, some of whom are PAs and NPs, supporting them with leadership and education. I listen to their issues, translating and bringing to bear the resources of our company.”

Those resources include staffing, working conditions, office space, and the application of mobile medical technology for billing and clinical decision support.

“A lot of my communication is via email. I feel I am able to make a point without being inflammatory, by stating my purpose—the rationale for my position—and asking for what I need,” Ladd says. “This role is very accepted at iNDIGO. The corollary is that physician leaders who report to me are also comfortable in our relationship. It’s not about me being a PA and them being physicians but about us being colleagues in medicine.

“I’m in a position where I understand their world and am able to help them.”

The story: Encouraged by what he calls “visionary” leaders, Ladd has taken a number of steps to ascend to his current position as chief clinical officer.

 

“Even going back to the Boy Scouts, I was always one to step forward and volunteer for leadership,” he says. “I was president of my PA class in college and involved with the state association of PAs, as well as taking leadership training through the American Academy of Physician Assistants. I had the good fortune to be hired by a brilliant cardiologist at Detroit Medical Center. … He was the first to encourage me to be not just an excellent clinician but also a leader. He got me involved in implementing the EHR and in medication reconciliation. He promoted me as a PA to his patients and allowed me to become the face of our clinical practice, running the clinical side of the practice.”

Ladd also credits iNDIGO’s leaders for an approach of hiring the best people regardless of degree.

“If they happen to be PAs, great. The company’s vision is to have people with vision and skills to lead, not just based on credentials,” he says. “They established that as a baseline, and now it’s the culture here. We have PAs who are key drivers of the efficiency of this program.”

It hasn’t eliminated the occasional “I’m the physician, I’m delegating to you, and you have to do what I say,” Ladd admits. But he knows handling those situations is part of his job as a practice leader.

“It requires patience and understanding and the ability to see the issue from multiple perspectives,” he says, “and then synthesize all of that into a reasonable solution for all concerned.”

Arnold Facklam III, MSN, FNP-BC, FHM

Nocturnist, hospitalist, and director of advanced practice providers, United Memorial Medical Center, Batavia, N.Y.; medical executive committee member, Medical Staff Organization (MSO) of Kaleida Health, Buffalo, N.Y.

Workplace: United Memorial has 100 beds and is part of the four-hospital Rochester Regional Health System. Kaleida Health has four acute-care hospitals in western New York. Based an hour apart, they compete, but both now get hospitalist services from Infinity Health Hospitalists of Western New York, a hospitalist group of 30 to 35 providers privately owned by local hospitalist John Patti, MD.

Background: Facklam has been a nocturnist since 2009, when he completed an NP program at D’Youville College in Buffalo. He worked 15 to 17 night shifts a month, first at Kaleida’s DeGraff Memorial Hospital and then at United Memorial, starting in 2013 as a per diem and vacation fill-in, then full-time since 2015. He now works for Infinity Health Hospitalists.

While working as a hospitalist, Facklam became involved with the MSO of Kaleida Health, starting on its Advanced Practice Provider Committee, which represents more than 600 NPs and PAs. Now chair of the committee, he leads change in the scope of practice for NPs and PAs and acts as liaison between APPs and the hospitals and health system.

Responsibilities: As a full-time nocturnist, Facklam has to squeeze in time for his role as director of advanced practice providers. He offers guidance and oversight, under the direction of the vice president of medical affairs, to all NPs, PAs, nurse midwives, and nurse anesthetists. He also is in charge of its rapid response and code blue team coverage at night, plus provides clinical education to family practice medical students and residents overnight in the hospital. He has worked on hospital quality improvement projects since 2012.

Facklam, who acknowledges type A personality tendencies, also maintains two to three night shifts per month at Kaleida’s Millard Suburban Hospital.

In 2012, he became a member, eventually a voting member, of Kaleida’s system-wide MSO Medical Executive Committee, which is responsible for rule making, disciplinary action, and the provision of medical care within the system.

 

“The MSO is the mechanism for accountability for professional practice,” he says. He is also active in SHM’s NP/PA Committee and now sits on SHM’s Public Policy Committee.

The story: “Working as a nocturnist has given me the flexibility to look into advanced management training,” he says, including Six Sigma green belt course work and certificate training. While at DeGraff, he heard about a call for membership on the NP/PA committee.

“They quickly realized the benefits of having someone with a background like mine on board,” he said. “As a nocturnist, I started going to more meetings and getting involved when the easier thing to do might have been to drive home and go to bed.”

Along the way, he learned a lot about hospital systems and how they work.

“Having been in healthcare for 23 years, I know the hierarchical approach,” Facklam says. “But the times are changing. As medicine becomes broader and more difficult to manage, it has to become more of a team approach. If you look at the data, there won’t be enough physicians in the near future. PAs and NPs can help fill that need.”

Crystal Therrien, MS, ACNP-BC

Lead nurse practitioner, affiliate practitioner coordinator, Department of Hospital Medicine, University of Massachusetts Memorial Medical Center, Worcester.

Workplace: UMass Medical Center encompasses three campuses in central Massachusetts, including University, Memorial, and Marlborough. The hospital medicine division covers all three campuses with 40 to 45 FTEs of physicians and 20 of APPs. Therrien has been with the department since October 2009—her first job after completing NP training—and assumed her leadership role in June 2012.

Responsibilities: Therrien supervises the UMass hospital medicine division’s Affiliate Practitioner Group. She works with physicians on the executive council, coordinates the medicine service, and coordinates cross-coverage with other services in the hospital, including urology, neurology, surgery, GI, interventional radiology, and bone marrow transplants.

Hospitalist staff work 12-hour shifts, providing 24-hour coverage in the hospital, with one physician and two APPs scheduled at night.

“Because we are available 24-7 in house, I work closely with our scheduler. There is also a lot of coordination with subspecialty services in the hospital and on the observation unit,” she says. “I’m also responsible for interviewing and hiring AP candidates, including credentialing, and with the mentorship program. I chair the rapid response program and host our monthly staff meetings,” which involve both business and didactic presentations. She also serves on the hospital’s NP advisory council.

Before Therrien became the lead NP, her predecessor was assigned at 5% administrative.

“I started out 25% administrative because the program has expanded so quickly,” she says, noting that now she is 50% clinic and 50% administrative. “To be a good leader, I think I need to keep my feet on the ground in patient care.”

The story: Therrien worked as an EMT, a volunteer firefighter, and an ED tech before pursuing a degree in nursing.

“I grew up in a house where my dad was a firefighter and my mom was an EMT,” she says. “We were taught the importance of helping others and being selfless. I always had a leadership mentality.”

Therrien credits her physician colleagues for their commitment and support.

“It can be a little more difficult outside of our department,” she says. “They don’t always understand my role. Some of the attendings have not worked with affiliated providers before, but they have worked with residents. So there’s an interesting dynamic for them to learn how to work with us.”

Kimberly Eisenstock, MD, FHM, the clinical chief of hospital medicine, says that when she was looking for someone new to lead the affiliated practitioners, she wanted “a leader who understood their training and where they could be best utilized. Crystal volunteered. Boy, did she! She was the most experienced and enthusiastic candidate, with the most people-oriented skills.”

 

Dr. Eisenstock says she doesn’t start new roles or programs for the affiliated practitioners without getting the green light from Therrien.

“Crystal now represents the voice for how the division decides to employ APPs and the strategies we use to fill various roles,” she says. TH

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Larry Beresford is a freelance writer in Alameda, Calif.

Since hospital medicine’s early days, hospitalist physicians have worked alongside physician assistants (PAs) and nurse practitioners (NPs). Some PAs and NPs have ascended to positions of leadership in their HM groups or health systems, in some cases even supervising the physicians.

The Hospitalist connected with six PA and NP leaders in hospital medicine to discuss their career paths as well as the nature and scope of their jobs. They described leadership as a complex, multidimensional concept, with often more of a collaborative model than a clear-cut supervisory relationship with clinicians. Most said they don’t try to be the “boss” of their group and have found ways to impact key decisions.

They also emphasized that PAs and NPs bring special skills and perspectives to team building. Many have supplemented frontline clinical experience with leadership training. And when it comes to decision making, their responsibilities can include hiring, scheduling, training, mentoring, information technology, quality improvement, and other essential functions of the group.

Edwin Lopez, MBA, PA-C

Facility medical director, St. Elizabeth Hospital, Enumclaw, Wash.

Workplace: St. Elizabeth is a 25-bed critical-access hospital serving a semi-rural bedroom community of 11,000 people an hour southeast of Seattle. It belongs to the nine-hospital CHI Franciscan Health system, and the HM group includes four physicians and four PAs providing 24-hour coverage. The physicians and PAs work in paired teams in the hospital and an 80-bed skilled nursing facility (SNF) across the street. Lopez heads St. Elizabeth’s HM group and is associate medical director of the SNF.

Background: Lopez graduated from the PA program at the University of Washington in 1982 and spent seven years as a PA with a cardiothoracic surgery practice in Tacoma. Then he established his own firm providing PA staffing services for six cardiac surgery programs in western Washington. In 1997, he co-founded an MD/PA hospitalist service covering three hospitals for a Seattle insurance company. That program grew into a larger group that was acquired by CHI Franciscan.

Lopez took time off to earn his MBA in health policy at the University of Washington and Harvard Kennedy School in Boston.

Eight years ago as part of an acquisition, CHI Franciscan asked Lopez to launch an HM program at St. Elizabeth. From the start, he developed the program as a collaborative model. The HM group now covers almost 90% of hospital admissions, manages the ICU, takes calls to admit patients from the ED, and rounds daily on patients in a small hospital that doesn’t have access to a lot of medical specialists.

St. Elizabeth’s has since flourished to become one of the health system’s top performers on quality metrics like HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems) scores. However, Lopez admits readmission rates remain high. He noticed that a big part of the readmission problem was coming from the facility across the street, so he proposed the HM group start providing daily coverage to the SNF. In the group’s first year covering the SNF, the hospital’s readmission rate dropped to 5% from 35%.

Listen: Edwin Lopez, PA-C, discusses post-acute Care in the U.S. health system

Responsibilities: Lopez spends roughly half his time seeing patients, which he considers the most satisfying half. The other half is managing and setting clinical and administrative direction for the group.

“My responsibility is to ensure that there is appropriate physician and PA coverage 24-7 in both facilities,” he says, adding he also handles hiring and personnel issue. “We have an understanding here. I help guide, mentor, and direct the team, with the support of our regional medical director.”

 

The story: Lopez credits his current position to Joe Wilczek, a visionary CEO who came to the health system 18 years ago and retired in 2015.

“Joe and Franciscan’s chief medical officer and system director of hospital medicine came to me and said, ‘We’d like you to go over there and see what you can do at St. Elizabeth.’ There was a definite mandate, with markers they wanted me to reach. They said, ‘If you succeed, we will build you a new hospital building.’”

The new building opened in 2012.

Lopez says he has spent much of his career in quiet oblivion.

“It took five or six years here before people started noticing that our quality and performance were among the highest in the system,” he says. “For my entire 33-year career in medicine, I was never driven by the money. I grew up believing in service and got into medicine to make a difference, to leave a place better than I found it.”

He occasionally fields questions about his role as a PA group leader, which he tries to overcome by building trust, just as he overcame initial resistance to the hospital medicine program at St. Elizabeth from community physicians.

“I am very clear, we as a team are very clear, that we’re all worker bees here. We build strong relationships. We consider ourselves family,” he says. “When family issues come up, we need to sit down and talk about them, even when it may be uncomfortable.”

Laurie Benton, RN, MPAS, PhD, PA-C, DFAAPA

System director of advanced practice professionals (APPs), Baylor Scott & White Health, Dallas; medical/surgical hospitalist, Scott & White Memorial Hospital, Temple, Texas.

Workplace: Baylor Scott & White Health is the largest nonprofit health system in Texas, with 46 hospitals and 500 multispecialty clinics. Scott & White Memorial Hospital is a 636-bed specialty care and teaching hospital. Its hospital medicine program includes 40 physicians and 34 NP/PAs caring for an average daily census of 240 patients. They cover an observation service, consult service, and long-term acute-care service.

Background: Benton has a PhD in health administration. She has practiced hospital medicine at Scott & White Memorial Hospital since 2000 and before that at Emanuel Hospital in Portland, Ore. Currently an orthopedic hospitalist PA, she has worked in cardiothoracic surgery, critical care, and nephrology settings.

She became the system director for APPs in September 2013. In that role, she leads and represents 428 APPs, including hospitalist, intensivist, and cardiology PAs, in the system’s 26-hospital Central Region. She sits on the board of directors of the American Academy of Physician Assistants and has been on workforce committees for the National Commission on Certification of Physician Assistants and on the CME committee of the National Kidney Foundation.

Responsibilities: Benton coordinates everything, including PAs, advanced practice nurses, and nurse anesthetists, in settings across the healthcare continuum.

“I was appointed by our hospital medicine board and administration to be the APP leader. I report to the chief medical officer,” she says. “But I still see patients; it’s my passion. I’m not ready to give it up completely.”

Benton’s schedule includes two 10-hour clinical shifts per week. The other three days she works on administrative tasks. She attends board meetings as well as regular meetings with the system’s top executives and officers, including the chair of the board and the senior vice president for medical affairs.

“I have a seat on staff credentialing, benefits, and compensation committees, and I’m part of continuing medical education and disaster planning. Pretty much any of the committees we have here, I’m invited to be on,” she says. “I make sure I’m up-to-date on all of the new regulations and have information on any policies that have to do with APPs.”

 

The story: Benton says her PA training, including mentorship from Edwin Lopez, placed a strong emphasis on helping students develop leadership skills and interests.

“While I was working in nephrology, my supervising physician mentored me and encouraged me to move forward with my education,” she says. Along the way, she participated in a yearlong executive-education program and taught at the University of Texas McCombs School of Business. “Right off, it was not easy because while people saw me as a very strong, very confident provider, they didn’t see me as an administrator. When I worked with administrators, they were speaking a different language. I’d speak medicine, and they’d speak administration. It took a while to learn how to communicate with them.”

She says non-physician professionals traditionally have reported up through a physician and “never had their own voice. … Now that we have our leadership ladder here, it’s still new to some administrators,” she says. “I want to make sure PAs are part of the solution to high-quality healthcare.

“When I’m at the leadership table, we’re working together. The physicians respect my opinion, giving me the opportunity to interact like anyone else at the table.”

Catherine Boyd, MS, PA-C

Director of clinical operations, Essex Inpatient Physicians, Boxford, Mass.

Workplace: Essex is a private hospitalist group founded in 2007 by James Tollman, MD, FHM, who remains its CEO. It has 34 clinical members, including 16 physicians, 12 PAs, and six NPs. It began providing hospitalist medical care to several hospitals on Massachusetts’ North Shore under contract, then to a psychiatric hospital and a detox treatment center. In recent years, it has expanded into the post-acute arena, providing coverage to 14 SNFs, which now constitute the majority of its business. It also is active with two accountable-care organization networks.

Background: After three years as a respiratory therapist, Boyd enrolled in a PA program at Massachusetts College of Pharmacy and Health Sciences. After graduating in 2005, she worked as a hospitalist and intensivist, including as team leader for the medical emergency team at Lahey Health & Medical Center in Burlington, Mass., and in the PACE (Program of All-Inclusive Care for the Elderly) Internal Medical Department with Partners HealthCare until mid-2014, when she was invited to join Essex.

Responsibilities: “This job is not one thing; I dabble in everything,” says Boyd, who describes herself as the group’s chief operating officer for professional affairs. “I provide direct supervision to our PAs and NPs but also to our independent contractors, including moonlighting physicians. And I help to supervise the full-time physicians.”

She works on system issues, on-site training and mentorship, and implementation of a new electronic health record (EHR) and charge capture system while trying to improve bed flow and quality and decrease clinicians’ job frustrations. She also monitors developments in Medicare regulations.

“I check in with every one of our full-time providers weekly, and I try to offset some of the minutiae of their workday so that they can focus on their patients,” she explains. “Dr. Tollman and I feel that we bring a healthy work-lifestyle balance to the group. We encourage that in our staff. If they are happy in their jobs, it makes quality of care better.”

Boyd also maintains a clinical practice as a hospitalist, with her clinical duties flexing up and down based on patient demand and management needs.

The story: When Boyd was a respiratory therapist at a small community hospital, she worked one-on-one with a physician assistant who inspired her to change careers.

“I really liked what she did. As a PA, I worked to broaden my skill set on a critical care service for seven years,” she says. “But then my two kids got older and I wanted a more flexible schedule. Dr. Tollman came across my résumé when he was looking for a clinician to run operations for Essex.”

 

Building on 10 years of clinical experience, Boyd has tried to earn the trust of the other clinicians.

“They know they can come to me with questions. I like to think I practice active listening. When there is a problem, I do a case review and try to get all the facts,” she says. “When you earn their trust, the credentials tend to fall away, especially with the doctors I work with on a daily basis.”

Daniel Ladd, PA-C, DFAAPA

Chief clinical officer, iNDIGO Health Partners, Traverse City, Mich.

Workplace: Founded in 1993 as Hospitalists of Northern Michigan, iNDIGO Health Partners is one of the country’s largest private hospitalist companies, employing 150 physicians, PAs, and NPs who practice at seven hospitals across the state. The program also provides nighttime hospitalist services via telehealth and pediatric hospital medicine. It recently added 10 post-acute providers to work in SNFs and assisted living facilities.

Background: While working as a nurse’s aide, meeting and being inspired by some of the earliest PAs in Michigan, Ladd pursued PA training at Mercy College in Detroit. After graduating in 1984, he was hired by a cardiology practice at Detroit Medical Center. When he moved upstate to Traverse City in 1997, he landed a position as lead PA at another cardiology practice, acting as its liaison to PAs in the hospital. He joined iNDIGO in 2006.

“Jim Levy, one of the first PA hospitalists in Michigan, was an integral part of founding iNDIGO and now is our vice president of human resources,” Ladd says. “He asked me to join iNDIGO, and I jumped at the chance. Hospital medicine was a new opportunity for me and one with more opportunities for PAs to advance than cardiology.”

In 2009, when the company reorganized, the firm’s leadership recognized the need to establish a liaison group as a buffer between the providers and the company. Ladd became president of its new board of managers.

“From there, my position evolved to what it is today,” he says.

Levy calls Ladd a role model and leader, with great credibility among site program directors, hospital CMOs, and providers.

Responsibilities: Ladd gave up his clinical practice as a hospitalist in 2014 in response to growing management responsibilities.

“I do and I don’t miss it,” he says. “I miss the camaraderie of clinical practice, the foxhole mentality on the front lines. But I feel where I am now that I am able to help our providers give better care.

“Concretely, what I do is to help our practitioners and our medical directors at the clinical sites, some of whom are PAs and NPs, supporting them with leadership and education. I listen to their issues, translating and bringing to bear the resources of our company.”

Those resources include staffing, working conditions, office space, and the application of mobile medical technology for billing and clinical decision support.

“A lot of my communication is via email. I feel I am able to make a point without being inflammatory, by stating my purpose—the rationale for my position—and asking for what I need,” Ladd says. “This role is very accepted at iNDIGO. The corollary is that physician leaders who report to me are also comfortable in our relationship. It’s not about me being a PA and them being physicians but about us being colleagues in medicine.

“I’m in a position where I understand their world and am able to help them.”

The story: Encouraged by what he calls “visionary” leaders, Ladd has taken a number of steps to ascend to his current position as chief clinical officer.

 

“Even going back to the Boy Scouts, I was always one to step forward and volunteer for leadership,” he says. “I was president of my PA class in college and involved with the state association of PAs, as well as taking leadership training through the American Academy of Physician Assistants. I had the good fortune to be hired by a brilliant cardiologist at Detroit Medical Center. … He was the first to encourage me to be not just an excellent clinician but also a leader. He got me involved in implementing the EHR and in medication reconciliation. He promoted me as a PA to his patients and allowed me to become the face of our clinical practice, running the clinical side of the practice.”

Ladd also credits iNDIGO’s leaders for an approach of hiring the best people regardless of degree.

“If they happen to be PAs, great. The company’s vision is to have people with vision and skills to lead, not just based on credentials,” he says. “They established that as a baseline, and now it’s the culture here. We have PAs who are key drivers of the efficiency of this program.”

It hasn’t eliminated the occasional “I’m the physician, I’m delegating to you, and you have to do what I say,” Ladd admits. But he knows handling those situations is part of his job as a practice leader.

“It requires patience and understanding and the ability to see the issue from multiple perspectives,” he says, “and then synthesize all of that into a reasonable solution for all concerned.”

Arnold Facklam III, MSN, FNP-BC, FHM

Nocturnist, hospitalist, and director of advanced practice providers, United Memorial Medical Center, Batavia, N.Y.; medical executive committee member, Medical Staff Organization (MSO) of Kaleida Health, Buffalo, N.Y.

Workplace: United Memorial has 100 beds and is part of the four-hospital Rochester Regional Health System. Kaleida Health has four acute-care hospitals in western New York. Based an hour apart, they compete, but both now get hospitalist services from Infinity Health Hospitalists of Western New York, a hospitalist group of 30 to 35 providers privately owned by local hospitalist John Patti, MD.

Background: Facklam has been a nocturnist since 2009, when he completed an NP program at D’Youville College in Buffalo. He worked 15 to 17 night shifts a month, first at Kaleida’s DeGraff Memorial Hospital and then at United Memorial, starting in 2013 as a per diem and vacation fill-in, then full-time since 2015. He now works for Infinity Health Hospitalists.

While working as a hospitalist, Facklam became involved with the MSO of Kaleida Health, starting on its Advanced Practice Provider Committee, which represents more than 600 NPs and PAs. Now chair of the committee, he leads change in the scope of practice for NPs and PAs and acts as liaison between APPs and the hospitals and health system.

Responsibilities: As a full-time nocturnist, Facklam has to squeeze in time for his role as director of advanced practice providers. He offers guidance and oversight, under the direction of the vice president of medical affairs, to all NPs, PAs, nurse midwives, and nurse anesthetists. He also is in charge of its rapid response and code blue team coverage at night, plus provides clinical education to family practice medical students and residents overnight in the hospital. He has worked on hospital quality improvement projects since 2012.

Facklam, who acknowledges type A personality tendencies, also maintains two to three night shifts per month at Kaleida’s Millard Suburban Hospital.

In 2012, he became a member, eventually a voting member, of Kaleida’s system-wide MSO Medical Executive Committee, which is responsible for rule making, disciplinary action, and the provision of medical care within the system.

 

“The MSO is the mechanism for accountability for professional practice,” he says. He is also active in SHM’s NP/PA Committee and now sits on SHM’s Public Policy Committee.

The story: “Working as a nocturnist has given me the flexibility to look into advanced management training,” he says, including Six Sigma green belt course work and certificate training. While at DeGraff, he heard about a call for membership on the NP/PA committee.

“They quickly realized the benefits of having someone with a background like mine on board,” he said. “As a nocturnist, I started going to more meetings and getting involved when the easier thing to do might have been to drive home and go to bed.”

Along the way, he learned a lot about hospital systems and how they work.

“Having been in healthcare for 23 years, I know the hierarchical approach,” Facklam says. “But the times are changing. As medicine becomes broader and more difficult to manage, it has to become more of a team approach. If you look at the data, there won’t be enough physicians in the near future. PAs and NPs can help fill that need.”

Crystal Therrien, MS, ACNP-BC

Lead nurse practitioner, affiliate practitioner coordinator, Department of Hospital Medicine, University of Massachusetts Memorial Medical Center, Worcester.

Workplace: UMass Medical Center encompasses three campuses in central Massachusetts, including University, Memorial, and Marlborough. The hospital medicine division covers all three campuses with 40 to 45 FTEs of physicians and 20 of APPs. Therrien has been with the department since October 2009—her first job after completing NP training—and assumed her leadership role in June 2012.

Responsibilities: Therrien supervises the UMass hospital medicine division’s Affiliate Practitioner Group. She works with physicians on the executive council, coordinates the medicine service, and coordinates cross-coverage with other services in the hospital, including urology, neurology, surgery, GI, interventional radiology, and bone marrow transplants.

Hospitalist staff work 12-hour shifts, providing 24-hour coverage in the hospital, with one physician and two APPs scheduled at night.

“Because we are available 24-7 in house, I work closely with our scheduler. There is also a lot of coordination with subspecialty services in the hospital and on the observation unit,” she says. “I’m also responsible for interviewing and hiring AP candidates, including credentialing, and with the mentorship program. I chair the rapid response program and host our monthly staff meetings,” which involve both business and didactic presentations. She also serves on the hospital’s NP advisory council.

Before Therrien became the lead NP, her predecessor was assigned at 5% administrative.

“I started out 25% administrative because the program has expanded so quickly,” she says, noting that now she is 50% clinic and 50% administrative. “To be a good leader, I think I need to keep my feet on the ground in patient care.”

The story: Therrien worked as an EMT, a volunteer firefighter, and an ED tech before pursuing a degree in nursing.

“I grew up in a house where my dad was a firefighter and my mom was an EMT,” she says. “We were taught the importance of helping others and being selfless. I always had a leadership mentality.”

Therrien credits her physician colleagues for their commitment and support.

“It can be a little more difficult outside of our department,” she says. “They don’t always understand my role. Some of the attendings have not worked with affiliated providers before, but they have worked with residents. So there’s an interesting dynamic for them to learn how to work with us.”

Kimberly Eisenstock, MD, FHM, the clinical chief of hospital medicine, says that when she was looking for someone new to lead the affiliated practitioners, she wanted “a leader who understood their training and where they could be best utilized. Crystal volunteered. Boy, did she! She was the most experienced and enthusiastic candidate, with the most people-oriented skills.”

 

Dr. Eisenstock says she doesn’t start new roles or programs for the affiliated practitioners without getting the green light from Therrien.

“Crystal now represents the voice for how the division decides to employ APPs and the strategies we use to fill various roles,” she says. TH

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Larry Beresford is a freelance writer in Alameda, Calif.

Research published in Nature Communications suggests that mutations in the ZBTB7A gene are associated with t(8;21)-rearranged acute myeloid leukemia (AML).

Investigators believe these mutations may be one of the “missing links” in RUNX1/RUNX1T1-driven leukemogenesis.

The team analyzed samples from 56 patients with t(8;21)-rearranged AML and identified recurring ZBTB7A mutations in 23% of those samples.

This included missense and truncating mutations that resulted in alteration or loss of the C-terminal zinc-finger domain of ZBTB7A.

The investigators noted that the transcription factor ZBTB7A is important for hematopoietic lineage fate decisions and for the regulation of glycolysis.

So the team was not surprised to find that ZBTB7A mutations boosted the energy metabolism in leukemia cells.

“In healthy cells, the active ZBTB7A gene acts like a parking brake on metabolism,” said study author Philipp Greif, MD, of Ludwig-Maximilians-Universität München in Munich, Germany.

“If the gene is defective, cancer cells get more energy to use for proliferation.”

Dr Greif and his colleagues also found they could reduce the growth rate of AML cells by increasing levels of active ZBTB7A.

And the team observed an indication of ZBTB7A’s growth-inhibiting effects in the clinic. Leukemia patients with higher levels of ZBTB7A expression had significantly better chances of survival than patients in whom the gene was hardly active or not active at all.

Now, the investigators plan to explore whether ZBTB7A expression can be used to customize therapies for individual patients. They also believe their discovery is a promising starting point for developing new approaches to treat AML.

“It might be possible to use specially modified glucose molecules to block the energy production process in AML cells,” said study author Luise Hartmann, of Ludwig-Maximilians-Universität München.

“Initial clinical trials in other cancers have already shown that these agents are well-tolerated by patients.”

Research published in Nature Communications suggests that mutations in the ZBTB7A gene are associated with t(8;21)-rearranged acute myeloid leukemia (AML).

Investigators believe these mutations may be one of the “missing links” in RUNX1/RUNX1T1-driven leukemogenesis.

The team analyzed samples from 56 patients with t(8;21)-rearranged AML and identified recurring ZBTB7A mutations in 23% of those samples.

This included missense and truncating mutations that resulted in alteration or loss of the C-terminal zinc-finger domain of ZBTB7A.

The investigators noted that the transcription factor ZBTB7A is important for hematopoietic lineage fate decisions and for the regulation of glycolysis.

So the team was not surprised to find that ZBTB7A mutations boosted the energy metabolism in leukemia cells.

“In healthy cells, the active ZBTB7A gene acts like a parking brake on metabolism,” said study author Philipp Greif, MD, of Ludwig-Maximilians-Universität München in Munich, Germany.

“If the gene is defective, cancer cells get more energy to use for proliferation.”

Dr Greif and his colleagues also found they could reduce the growth rate of AML cells by increasing levels of active ZBTB7A.

And the team observed an indication of ZBTB7A’s growth-inhibiting effects in the clinic. Leukemia patients with higher levels of ZBTB7A expression had significantly better chances of survival than patients in whom the gene was hardly active or not active at all.

Now, the investigators plan to explore whether ZBTB7A expression can be used to customize therapies for individual patients. They also believe their discovery is a promising starting point for developing new approaches to treat AML.

“It might be possible to use specially modified glucose molecules to block the energy production process in AML cells,” said study author Luise Hartmann, of Ludwig-Maximilians-Universität München.

“Initial clinical trials in other cancers have already shown that these agents are well-tolerated by patients.”

Research published in Nature Communications suggests that mutations in the ZBTB7A gene are associated with t(8;21)-rearranged acute myeloid leukemia (AML).

Investigators believe these mutations may be one of the “missing links” in RUNX1/RUNX1T1-driven leukemogenesis.

The team analyzed samples from 56 patients with t(8;21)-rearranged AML and identified recurring ZBTB7A mutations in 23% of those samples.

This included missense and truncating mutations that resulted in alteration or loss of the C-terminal zinc-finger domain of ZBTB7A.

The investigators noted that the transcription factor ZBTB7A is important for hematopoietic lineage fate decisions and for the regulation of glycolysis.

So the team was not surprised to find that ZBTB7A mutations boosted the energy metabolism in leukemia cells.

“In healthy cells, the active ZBTB7A gene acts like a parking brake on metabolism,” said study author Philipp Greif, MD, of Ludwig-Maximilians-Universität München in Munich, Germany.

“If the gene is defective, cancer cells get more energy to use for proliferation.”

Dr Greif and his colleagues also found they could reduce the growth rate of AML cells by increasing levels of active ZBTB7A.

And the team observed an indication of ZBTB7A’s growth-inhibiting effects in the clinic. Leukemia patients with higher levels of ZBTB7A expression had significantly better chances of survival than patients in whom the gene was hardly active or not active at all.

Now, the investigators plan to explore whether ZBTB7A expression can be used to customize therapies for individual patients. They also believe their discovery is a promising starting point for developing new approaches to treat AML.

“It might be possible to use specially modified glucose molecules to block the energy production process in AML cells,” said study author Luise Hartmann, of Ludwig-Maximilians-Universität München.

“Initial clinical trials in other cancers have already shown that these agents are well-tolerated by patients.”

Researchers say they have developed a thrombolytic material that can be condensed on a blood clot by means of a magnetic field.

Experiments suggest the material can dissolve clots up to 4000 times more efficiently than thrombolytic agents currently in use.

Vladimir Vinogradov, PhD, of ITMO University in St Petersburg, Russia, and his colleagues described the material in Scientific Reports.

“We prepared a thrombolytic colloid and tested its effects on an artificial blood clot obtained from plasma and blood of humans and thrombus extracted from patients,” Dr Vinogradov said.

“The results may soon allow us to try out the new thrombolytic system on mammals. Now, we are preparing for preclinical studies.”

Specifically, Dr Vinogradov and his colleagues produced a composite material that can deliver thrombolytic enzymes in a targeted manner. The material is composed of a porous magnetite framework and molecules of urokinase, an enzyme frequently used as a thrombolytic agent.

The composite can be used to create thrombolytic coating for artificial blood vessels and stable injectable solutions made of nanoparticles that can be localized near the clot by means of an external magnetic field.

The magnetite framework also protects enzymes from various inhibitors that are present in the blood and can deactivate thrombolytic medications.

“Usually, in order to achieve a prolonged effect for such drugs, the enzyme is placed inside a polymeric matrix,” said study author Andrey Drozdov, of ITMO University.

“The enzyme is then gradually released from the matrix and eventually loses all activity. We, on the other hand, experimentally demonstrated that enzymes protected using our approach do not lose therapeutic properties over extended periods of time and even after repeated use. The rate at which the new drug can dissolve the clot outperforms unprotected enzymes by about 4000 times.”

The researchers also believe the material is safe for humans because it is made of components that are already approved for intravenous injection.

Researchers say they have developed a thrombolytic material that can be condensed on a blood clot by means of a magnetic field.

Experiments suggest the material can dissolve clots up to 4000 times more efficiently than thrombolytic agents currently in use.

Vladimir Vinogradov, PhD, of ITMO University in St Petersburg, Russia, and his colleagues described the material in Scientific Reports.

“We prepared a thrombolytic colloid and tested its effects on an artificial blood clot obtained from plasma and blood of humans and thrombus extracted from patients,” Dr Vinogradov said.

“The results may soon allow us to try out the new thrombolytic system on mammals. Now, we are preparing for preclinical studies.”

Specifically, Dr Vinogradov and his colleagues produced a composite material that can deliver thrombolytic enzymes in a targeted manner. The material is composed of a porous magnetite framework and molecules of urokinase, an enzyme frequently used as a thrombolytic agent.

The composite can be used to create thrombolytic coating for artificial blood vessels and stable injectable solutions made of nanoparticles that can be localized near the clot by means of an external magnetic field.

The magnetite framework also protects enzymes from various inhibitors that are present in the blood and can deactivate thrombolytic medications.

“Usually, in order to achieve a prolonged effect for such drugs, the enzyme is placed inside a polymeric matrix,” said study author Andrey Drozdov, of ITMO University.

“The enzyme is then gradually released from the matrix and eventually loses all activity. We, on the other hand, experimentally demonstrated that enzymes protected using our approach do not lose therapeutic properties over extended periods of time and even after repeated use. The rate at which the new drug can dissolve the clot outperforms unprotected enzymes by about 4000 times.”

The researchers also believe the material is safe for humans because it is made of components that are already approved for intravenous injection.

Researchers say they have developed a thrombolytic material that can be condensed on a blood clot by means of a magnetic field.

Experiments suggest the material can dissolve clots up to 4000 times more efficiently than thrombolytic agents currently in use.

Vladimir Vinogradov, PhD, of ITMO University in St Petersburg, Russia, and his colleagues described the material in Scientific Reports.

“We prepared a thrombolytic colloid and tested its effects on an artificial blood clot obtained from plasma and blood of humans and thrombus extracted from patients,” Dr Vinogradov said.

“The results may soon allow us to try out the new thrombolytic system on mammals. Now, we are preparing for preclinical studies.”

Specifically, Dr Vinogradov and his colleagues produced a composite material that can deliver thrombolytic enzymes in a targeted manner. The material is composed of a porous magnetite framework and molecules of urokinase, an enzyme frequently used as a thrombolytic agent.

The composite can be used to create thrombolytic coating for artificial blood vessels and stable injectable solutions made of nanoparticles that can be localized near the clot by means of an external magnetic field.

The magnetite framework also protects enzymes from various inhibitors that are present in the blood and can deactivate thrombolytic medications.

“Usually, in order to achieve a prolonged effect for such drugs, the enzyme is placed inside a polymeric matrix,” said study author Andrey Drozdov, of ITMO University.

“The enzyme is then gradually released from the matrix and eventually loses all activity. We, on the other hand, experimentally demonstrated that enzymes protected using our approach do not lose therapeutic properties over extended periods of time and even after repeated use. The rate at which the new drug can dissolve the clot outperforms unprotected enzymes by about 4000 times.”

The researchers also believe the material is safe for humans because it is made of components that are already approved for intravenous injection.

The National Institute for Health and Care Excellence (NICE) has issued a final draft guidance recommending approval for bosutinib (Bosulif), a tyrosine kinase inhibitor used to treat certain patients with chronic myeloid leukemia (CML).

NICE is recommending that bosutinib be made available through normal National Health Service (NHS) funding channels so patients don’t have to apply to the Cancer Drugs Fund (CDF) to obtain it.

The CDF is money the government sets aside to pay for cancer drugs that haven’t been approved by NICE and aren’t available within the NHS in England.

Following the decision to reform the CDF earlier this year, NICE began to reappraise all drugs currently in the CDF in April. Bosutinib is the first drug to be looked at through this reconsideration process.

Bosutinib has conditional approval from the European Commission to treat adults with Philadelphia-chromosome-positive CML in chronic phase, accelerated phase, or blast phase, but only if those patients have previously received one or more tyrosine kinase inhibitors and are not considered eligible for treatment with imatinib, nilotinib, or dasatinib.

“People with this type of chronic myeloid leukemia, who haven’t responded to first- and second-line treatment or who experience severe side effects, have few or no treatment options left,” said Carole Longson, director of the Centre for Health Technology Evaluation at NICE.

“New patients who need this drug can be reassured that bosutinib should be made available for routine use within the NHS.”

The current list price of bosutinib is £45,000 per patient per year. However, the NHS has been offered a discount by Pfizer, the drug’s manufacturer.

NICE previously looked at bosutinib in 2013 but did not recommend the drug for use on the NHS at that time, saying the drug was not cost-effective. Bosutinib was then made available to patients via the CDF.

As part of the reappraisal process, Pfizer offered a discount for bosutinib. Taking this discount into consideration, as well as the limited treatment options for CML patients, NICE decided bosutinib is cost-effective.

“The company positively engaged with our CDF reconsideration process and demonstrated that their drug can be cost-effective, which resulted in a positive recommendation,” Longson said. “This decision, when implemented, frees up funding in the CDF, which can be spent on other new and innovative cancer treatments.”

NICE’s final draft guidance is now with consultees who have the opportunity to appeal against the decision or notify NICE of any factual errors. The appeal period will close at 5 pm on July 21, 2016.

Until the final decision is published, bosutinib will still be available to new and existing patients through the old CDF.

The National Institute for Health and Care Excellence (NICE) has issued a final draft guidance recommending approval for bosutinib (Bosulif), a tyrosine kinase inhibitor used to treat certain patients with chronic myeloid leukemia (CML).

NICE is recommending that bosutinib be made available through normal National Health Service (NHS) funding channels so patients don’t have to apply to the Cancer Drugs Fund (CDF) to obtain it.

The CDF is money the government sets aside to pay for cancer drugs that haven’t been approved by NICE and aren’t available within the NHS in England.

Following the decision to reform the CDF earlier this year, NICE began to reappraise all drugs currently in the CDF in April. Bosutinib is the first drug to be looked at through this reconsideration process.

Bosutinib has conditional approval from the European Commission to treat adults with Philadelphia-chromosome-positive CML in chronic phase, accelerated phase, or blast phase, but only if those patients have previously received one or more tyrosine kinase inhibitors and are not considered eligible for treatment with imatinib, nilotinib, or dasatinib.

“People with this type of chronic myeloid leukemia, who haven’t responded to first- and second-line treatment or who experience severe side effects, have few or no treatment options left,” said Carole Longson, director of the Centre for Health Technology Evaluation at NICE.

“New patients who need this drug can be reassured that bosutinib should be made available for routine use within the NHS.”

The current list price of bosutinib is £45,000 per patient per year. However, the NHS has been offered a discount by Pfizer, the drug’s manufacturer.

NICE previously looked at bosutinib in 2013 but did not recommend the drug for use on the NHS at that time, saying the drug was not cost-effective. Bosutinib was then made available to patients via the CDF.

As part of the reappraisal process, Pfizer offered a discount for bosutinib. Taking this discount into consideration, as well as the limited treatment options for CML patients, NICE decided bosutinib is cost-effective.

“The company positively engaged with our CDF reconsideration process and demonstrated that their drug can be cost-effective, which resulted in a positive recommendation,” Longson said. “This decision, when implemented, frees up funding in the CDF, which can be spent on other new and innovative cancer treatments.”

NICE’s final draft guidance is now with consultees who have the opportunity to appeal against the decision or notify NICE of any factual errors. The appeal period will close at 5 pm on July 21, 2016.

Until the final decision is published, bosutinib will still be available to new and existing patients through the old CDF.

The National Institute for Health and Care Excellence (NICE) has issued a final draft guidance recommending approval for bosutinib (Bosulif), a tyrosine kinase inhibitor used to treat certain patients with chronic myeloid leukemia (CML).

NICE is recommending that bosutinib be made available through normal National Health Service (NHS) funding channels so patients don’t have to apply to the Cancer Drugs Fund (CDF) to obtain it.

The CDF is money the government sets aside to pay for cancer drugs that haven’t been approved by NICE and aren’t available within the NHS in England.

Following the decision to reform the CDF earlier this year, NICE began to reappraise all drugs currently in the CDF in April. Bosutinib is the first drug to be looked at through this reconsideration process.

Bosutinib has conditional approval from the European Commission to treat adults with Philadelphia-chromosome-positive CML in chronic phase, accelerated phase, or blast phase, but only if those patients have previously received one or more tyrosine kinase inhibitors and are not considered eligible for treatment with imatinib, nilotinib, or dasatinib.

“People with this type of chronic myeloid leukemia, who haven’t responded to first- and second-line treatment or who experience severe side effects, have few or no treatment options left,” said Carole Longson, director of the Centre for Health Technology Evaluation at NICE.

“New patients who need this drug can be reassured that bosutinib should be made available for routine use within the NHS.”

The current list price of bosutinib is £45,000 per patient per year. However, the NHS has been offered a discount by Pfizer, the drug’s manufacturer.

NICE previously looked at bosutinib in 2013 but did not recommend the drug for use on the NHS at that time, saying the drug was not cost-effective. Bosutinib was then made available to patients via the CDF.

As part of the reappraisal process, Pfizer offered a discount for bosutinib. Taking this discount into consideration, as well as the limited treatment options for CML patients, NICE decided bosutinib is cost-effective.

“The company positively engaged with our CDF reconsideration process and demonstrated that their drug can be cost-effective, which resulted in a positive recommendation,” Longson said. “This decision, when implemented, frees up funding in the CDF, which can be spent on other new and innovative cancer treatments.”

NICE’s final draft guidance is now with consultees who have the opportunity to appeal against the decision or notify NICE of any factual errors. The appeal period will close at 5 pm on July 21, 2016.

Until the final decision is published, bosutinib will still be available to new and existing patients through the old CDF.