To change the slope of the cost curve, orthopedic surgeons should utilize technological advances that are proven to be clinically significant and economically feasible and should avoid modest improvements with limited clinical benefit and higher price tags. Unfortunately, this approach is not being taken. Minor modifications of implant designs are often marketed as “new and improved” to justify increased costs, and these implants often gain widespread use. A few may prove to be clinically better, but most will be only comparable to older, less expensive designs, and some may end up being clinical failures, discovered at great cost to patients and the health care system.11,12
Orthopedic surgeons have an important role in this decision-making. We should strive for the best, most cost-effective outcomes for our patients. We should reject new technology that does not clearly improve outcomes. At the least, we should use the technology in a manufacturer-supported clinical trial to determine its superiority. Whether the improvement is in technique, implant design, or workflow efficiency, orthopedic surgeons must be actively involved in researching and developing the latest innovations and must help determine their prospective value by considering not only their potential clinical benefits but also their economic implications.
As the political and economic environment becomes more directed at the cost-containment and sustainability of care, there has been a clear shift in focus to quality and value rather than volume, giving rise to the “value-based care” approach. The “value equation,” in which value equals quality divided by cost, requires a clear measure of outcomes and an equally clear understanding of costs. Delivering high-quality care in a cost-conscious environment is an approach that every orthopedic surgeon should adopt. Widespread adoption of the value-based strategy by hospital systems and insurance companies is resulting in a paradigm shift away from more traditional volume-based metrics and in favor of value-based metrics, including quality measures, patient-reported outcomes, Hospital Consumer Assessment of Healthcare Providers and Systems, and physician-specific outcome measures.
The new paradigm has brought the bundled payment initiative (BPI), a strategy included in the Patient Protection and Affordable Care Act. The philosophy behind the BPI model is for hospital systems and physicians to control costs while maintaining and improving the quality of care. Measured by patient metrics (eg, clinical outcomes, patient satisfaction) and hospital metrics (eg, readmission rates, cost of care), bundled payments reimburse hospitals on the basis of cost of an entire episode of care rather than on the basis of individual procedures and services. This approach provides incentives for both physicians and hospitals to promote value-based care while emphasizing coordination of care among all members of the health care team.
Providing the best possible care for our patients while holding our practice to the highest standards is a central tenet of the practice of orthopedic surgery and should be independent of reimbursement strategies. Thus, to increase the value of care, we must establish practice models and strategies to optimize cost-efficiency while improving outcomes. As explained by Porter and Teisberg,13 it is important to be conscientious about cost, but above all we must not allow quality of health care delivery to be compromised when trying to improve the “value” of care. Through evidence-based management and a clear understanding of costs, we must develop cost-efficient practice models that sustainably deliver the highest value of care.
3. Evolving practice models
As the health care landscape continues to change, physician practice models evolve accordingly. Although the private practice model once dominated the physician workforce, this is no longer true, as there has been a significant shift to employer-based practice models. The multiple factors at work relate to changing patterns of reimbursement, increasing government regulations, and a general change in recent residency graduates’ expectations regarding work–life balance. Other catalysts are the shift from volume- to value-based care and the recognition that cost-effective health care is more easily achieved when physicians and their institutions are in alignment. Ultimately, physician–institution alignment is crucial in improving care and outcomes.
Physician–institution alignment requires further discussion. Ideally, it should strike the proper balance between physician autonomy and institutional priorities to ensure the highest quality care. Physicians and their institutions should align their interests in terms of patient safety, quality, and economics to create a work environment conducive to both patient/physician satisfaction and institutional success.14 As identified by Page and colleagues,15 the primary drivers of physician–institution alignment, specific to orthopedic surgery, are economic, regulatory, and cultural. In economics, implant selection and ancillary services are the important issues; in the regulatory area, cooperative efforts to address expanding state and federal requirements are needed; last, the primary cultural driver is delivery of care to an expanding, diverse patient population.