Clinical orthopaedics and related research
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Clin. Orthop. Relat. Res. · Oct 2009
Economic incentives to promote innovation in healthcare delivery.
Economics influences how medical care is delivered, organized, and progresses. Fee-for-service payment encourages delivery of services. Fee-for-individual-service, however, offers no incentives for clinicians to efficiently organize the care their patients need. ⋯ Modifications to gainsharing and antikickback rules, as well as reforms to malpractice liability laws, will facilitate the functioning of the care delivery teams. The implicit financial incentives encourage efficient care for the patient; the episode focus will facilitate measuring patient outcomes. Payment can be based on the resources used by those care delivery teams achieving superior outcomes, thereby fostering innovation improving outcomes and reducing waste.
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Clin. Orthop. Relat. Res. · Oct 2009
ReviewGetting to equal: strategies to understand and eliminate general and orthopaedic healthcare disparities.
The 2001 Institute of Medicine report entitled Unequal Treatment: Confronting Racial and Ethnic Disparities in Health Care pointed out extensive healthcare disparities in the United States even when controlling for disease severity, socioeconomic status, education, and access. The literature identifies several groups of Americans who receive disparate healthcare: ethnic minorities, women, children, the elderly, the handicapped, the poor, prisoners, lesbians, gays, and the transgender population. ⋯ While healthcare disparities have roots in multiple sources, racial stereotypes and biases remain a major contributing factor and are prototypical of biases based on age, physical handicap, socioeconomic status, religion, sexual orientation or other differences. Given that such disparities have a strong basis in racial biases, and that the principles of racism are similar to those of other "isms", we summarize the current state of healthcare disparities, the goals of their eradication, and the various potential solutions from a conceptual model of racism affecting patients (internalized racism), caregivers (personally mediated racism), and society (institutionalized racism).
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Clin. Orthop. Relat. Res. · Oct 2009
Multicenter StudyDoes concomitant low back pain affect revision total knee arthroplasty outcomes?
The number of revision total knee arthroplasties (rev-TKA) is increasing every year. These cases are technically difficult and add considerable burden on the healthcare system. Many patients have concomitant low back pain that may interfere with functional outcome. We asked whether having low back pain at baseline would influence amount and rate of improvement on standardized outcomes measures after rev-TKA. We retrospectively reviewed 308 patients from prospectively collected data in a multicenter study. A minimum 24-month followup was available for 221 patients (71.8%). Patients with low back pain at baseline had worse scores on most instruments than their counterparts at baseline, 12 months postsurgery, and 24 months postsurgery. The data suggest concomitant back pain in patients undergoing rev-TKA affects their outcomes as measured by standardized instruments. Orthopaedic surgeons should counsel their patients with back pain regarding the possibility of slower or less complete recovery. ⋯ Level II, prognostic study. See Guidelines for Authors for a complete description of levels of evidence.
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Clin. Orthop. Relat. Res. · Oct 2009
Aligning physician and hospital incentives: the approach at hospital for special surgery.
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. ⋯ 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.