Proponents of the hospitalist model of care argue that hospitalists provide more timely care for hospitalized patients than outpatient providers. It is difficult to imagine primary care providers, typically working in their clinics removed from the hospital during the day, being able to meet expectations of immediate availability. However, hospitalists may not always provide more timely care than primary care providers, especially when they do not know the patients and have not yet communicated with primary care physicians. Twenty years ago, the majority of primary care providers visited their handful of hospitalized patients at 7 am before quickly returning to their offices often located near the hospital. Nurses would likely have all of their marching orders for each patient typically by 8 am It is difficult, however, to imagine hospitalists consistently having all the orders in the chart by 8 am In fact, demands of critically ill patients on the attention of hospitalists may delay the evaluation and management of other patients for a number of hours. Meanwhile, nurses may be waiting for discharge orders for some patients ready for safe discharge that morning. Hospitalists typically face this surge in demand for their attention not only each morning but also in the late afternoon and early evening when the number of admissions from the emergency department peaks. Left unaddressed, these surges in clinical demand create problems for hospitalists that can potentially eliminate any possibility of cost savings to the hospital. At one time of the day, demand outstrips the supply; at another time of the day, hospitalists may seemingly have nothing to do depending on the census, which may be influenced at least in part by the admissions process of residents. How to solve this problem is a matter of controversy. Some have argued that hospitalists should simply provide additional staffing during the peak periods of clinical demand by creating job descriptions for hospitalist admitters and dischargers. Others have argued that during the lull periods of clinical demand, decrease staffing by having some doctors take hospital calls from home. While each plan has merits, neither plan, in and of itself, is a panacea for solving this problem of peaks and valleys in clinical demand. Asking providers, who have no real knowledge of their patients’ hospital stay, to discharge patients they have never met creates new discontinuities of care, fraught with new risks. Simply controlling the volume of staffing does not address the issue of increased demand. To effectively address demand, clearly defining and understanding the nature of the demand being asked of hospitalists may lead to a reassessment of the role and responsibilities of hospitalists. The amount of time hospitalists spend in patients’ rooms actually pales in comparison to the amount of time spent reviewing the patients’ chart and studies, documentation of service, and communication with other providers, especially at the time of discharge. For some patients who will be transferred to rehabilitation facilities the next day, hospitalists may prepare the discharge paperwork the afternoon or night before, thereby eliminating a task peak clinical demand. Documentation templates may help streamline the admission and discharge processes, which ordinarily require immense paperwork and documentation. Rather than writing out the complete physical examination, utilization of a documentation template to provide the same information not only improves physician legibility but also improves efficiency and billing revenue for the hospital. Documentation templates have the added benefit of standardizing the expectations for each hospitalist note, thereby improving the quality of documentation without increasing the time to write the note.