Orthopaedist-Hospital Alignment in a Community Setting

Abstract

Background Physician-hospital alignments are becoming more common in today's healthcare environment. In the community setting, these relationships can impact quality of care as well as physician and hospital bottom lines. Alignment strategies take many different forms and can be advantageous to both the community orthopaedist and the community hospital, but certain key factors must be present to prevent a failed effort. Both the physician and hospital must be clear about their goals and expectations to overcome barriers and ensure success. Questions/purposes We outline alignment strategies, goals, expectations, and implementation of a communitybased, hospital alignment program and key factors that must be present to prevent a failed effort.

Operating Room Supply Cost Awareness

“…Although gain sharing models have been explored in general and orthopedic surgery, these interventions have not been replicated in urology. 15,[19][20][21] Our study demonstrated that most attendings and trainees believe that we should place more emphasis on cost awareness in the operating room, suggesting that a focused effort on cost awareness could lead to changing behavior. Trainees are being evaluated on their ability to "incorporate cost awareness" into patient care as part of the "System Based Practice" competency of the ACGME (Accreditation Council for Graduate Medical Education) resident milestones.…”

A conceptual model for physician-system integration: A scoping review

“…Cultural factors included: hospital culture; mission, vision, and values; and transparency. We found that organizational culture had a lot to do with trust in the leadership, [39,43,46,50] which had trickle-down effects on the treatment of patients, treatment of employees, and physician referral patterns. [46] Strategic Resources.…”

“…We found that organizational culture had a lot to do with trust in the leadership, [39,43,46,50] which had trickle-down effects on the treatment of patients, treatment of employees, and physician referral patterns. [46] Strategic Resources. The hospital's strategic resources could serve as leverage for hospitals aiming to integrate a physician group, as greater quality and quantity of resources was postulated to reduce transaction costs between services.…”

“…The reviewed articles sought to find alignment between the these factors with their counterparts on the hospital side. [46,50] Researchers also honed in on the generational culture shift of the physician workforce, in which younger physicians now have higher expectations for worklife balance, [17,40,44,49,50] no longer seeing the hospital as their social center.…”

Physician–Hospital Alignment in Orthopedic Surgery

“…The needs of private community practice surgeons will differ from those at major academic medical centers. [8][9][10][11] Some markets may see physicians align with more than 1 hospital and hospitals align with various groups of physicians. Some relationships may involve several different alignment projects occurring at once, whereas other participants may choose to focus only on a single collaboration at a time.…”