ABSTRACT
There has been a substantial shift in the assessment of outcomes in medicine, including orthopaedic surgery. The quality movement is redefining the delivery of health care. The effect of these changes on orthopaedic surgery and orthopaedic surgeons has been significant and will become increasingly important. Orthopaedic surgeons must become active participants in the quality movement by understanding the basic principles of the movement and how they apply to patient care. A clear understanding of the different agencies (governmental and private) that are leading these initiatives is also essential. Ultimately, active participation in the quality movement will enhance the care provided to patients with musculoskeletal disorders.
Subject(s)
Orthopedics , Outcome Assessment, Health Care/organization & administration , Quality Assurance, Health Care/organization & administration , Quality Improvement/organization & administration , Hospitalization , Humans , Physician Incentive Plans , Physician's Role , United StatesABSTRACT
The International Society of Orthopaedic Centers was formed in 2006 as a think tank that would bring together thought leaders in orthopaedic surgery from major orthopaedic academic centers around the world. The Society's mission is to share knowledge and strategies, improve patient care, and foster clinical, educational, and scientific collaboration. As the Society's agendas developed, the members recognized that many of their aims intersected with those of hospital leadership. Thus, CEOs from member centers were invited to join their physician colleagues at the 2010 meeting in Bologna, Italy in order to explore solutions to administrative challenges related to patient care, volume growth, and costs. This paper describes the dialogue that took place at the meeting.
ABSTRACT
Healthcare administrators and physicians alike are navigating an increasingly complex and highly regulated healthcare environment. Unlike in the past, institutions now require strong collaboration among physician and administrative leaders. As providers and managers are trained and work differently, new methods are needed to provide the infrastructure and resources necessary to create, nurture, and sustain alignment between them. We describe four initiatives by administrators and physicians at Hospital for Special Surgery to work together in mutually beneficial relationships that help us achieve the highest level of patient care, satisfaction and safety. These initiatives include improving management efficiency through an orthopaedic service line structure, helping individual physicians grow their practices through the demand-office-operating room initiative of the Physicians Service Department, controlling costs through the supply effectiveness policy, and promoting teamwork in innovation through the technology transfer program.
