Physician–institution alignment brings opportunities for “gainsharing,” which can directly benefit individual physicians, physician groups, and departments. Gainsharing is classically defined as “arrangements in which a hospital gives physicians a percentage share of any reduction in the hospital’s costs for patient care attributable in part to the physicians’ efforts.”16 Modern gainsharing programs can be used by institutions to align the economic interests of physicians and hospitals, with the ultimate goal being to achieve a sustainable increase in the value and quality of care delivered to patients.13 Examples include efforts to reduce the cost of orthopedic implants, which is a major cost driver in orthopedic surgery. Our institution realized significant savings when surgeons were directly involved in the implant contracting process with strategic sourcing personnel. These savings were shared with the department to enhance research and education programs. BPI, a risk-sharing program in which Medicare and hospitals participate, incorporates gainsharing opportunities in which each participating physician can receive up to 50% of his or her previous Medicare billings when specific targets are achieved. BPI included 27 musculoskeletal diagnosis–related groups that could be developed into a bundled payment proposal. Our institution participated in a 90-day episode, for primary hip and knee arthroplasty and non–cervical spine fusion, that had very promising results.
Gainsharing offers physicians incentives to meet institution goals of improved outcomes and increased patient satisfaction while increasing oversight and accountability. When physician-specific outcomes do not meet the established goals in key areas (readmissions, thromboembolic complications, infections), it is only logical that steps will be taken to improve outcomes. Although physicians may not be used to this increased scrutiny, the goal of improving outcomes, even if it necessitates a change in an established approach to care, should be welcomed.
Physicians should be rewarded for good outcomes but not suboptimal outcomes. When outcomes are suboptimal, physicians should take a constructive approach to improve them. On the other hand, not being rewarded for unachieved goals can be perceived as being penalized. Additional monitoring may paradoxically lead physicians to avoid more “complex” cases, such as those of patients at higher risk for complications and poorer outcomes. An example is found in patient selection for surgery, in which issues like obesity, diabetes, and heart disease are known to negatively affect outcomes. In these models, “cherry-picking” is a well-recognized risk17,18 that can compromise our ethical obligation to provide equal access for all patients. To offset this tendency, we should use a risk-stratification model in which all patients are not considered equal in the risks they present. A risk-adjustment approach benefits both patients and providers by identifying modifiable risk factors that can be addressed to positively affect outcomes. This risk-stratification approach further incentivizes the orthopedist to closely work with other health care providers to address the medical comorbidities that may negatively affect surgical outcomes.
4. Patient and physician expectations
Living in a technology-driven society in the age of information has had a major impact on patients’ attitudes and expectations about their care—and therefore on physicians’ practice methods. It is uncommon to evaluate a patient who has not already consulted the Internet about a problem. Patients now have much more information they can use to make decisions about their treatment, and, though many question the accuracy of Internet information, there is no argument that being more informed is beneficial. In this time of shared decision-making, it is absolutely essential that patients keep themselves informed.
It is crucial to align the expectations of both physicians and patients in order to achieve the best outcomes. Gaining a clear understanding of treatment goals, management, and potential complications consistently leads to improved patient satisfaction, more favorable clinical outcomes, and reduced risk of litigation.19-22 Addressing patient concerns and expectations is significantly enhanced by a strong patient–physician relationship through clinical models focused on patient-centered care.
Now considered a standard of care, the patient-centered model has changed the way we practice. The foundation of the patient-centered approach is to strengthen the patient–physician relationship by empowering patients to become active decision-makers in the management of their own health. The role of orthopedists in this model is to provide patients with information and insight into their conditions in order to facilitate shared decision-making. Our role should be to guide patients to make educated and informed decisions. Doing so enhances communication, thereby strengthening the patient–physician relationship, and places both patient and physician expectations in perspective. Patient-reported outcomes, satisfaction rates, symptomatic burdens, and costs of care are all positively correlated with strong communication and realistic expectations achieved through a patient-centered approach.21,23