Bozic Value-Based Health Care in Orthopaedics

Chapter 16: Orthopaedics as a Service Line

line begins with a clear program vision with transparent priorities. Identifying qualified surgeon and administration champions is important to forge a strong physician-hospital relationship toward a common goal. A service line director is critical in creating a surgeon-centric culture to optimize productivity and proce dural volume and growth long term. A streamlined service line necessitates a large multifaceted team committed to aligning themselves with the common vision and having an individual sense of purpose for contribution. Finally, ultimate service line success relies on the stakeholder’s motivation and commitment for continued improvement, especially learning from past missteps. REFERENCES 1. Gee EP: Divide and compete. A new look at service lines. Healthc Financ Manage 2004;58(3):60-65. 2. Parker VA, Charns MP, Young GJ: Clinical service lines in integrated delivery sys tems: An initial framework and exploration. J Healthc Manag 2001;46(4):261-275. 3. Patterson C: Orthopaedic service lines – Revisited. Orthop Nurs 2008;27(1):12-20. 4. Sayeed Z, El-Othmani MM, Anoushiravani AA, Chambers MC, Saleh KJ: Planning, building, and maintaining a successful musculoskeletal service line. Orthop Clin North Am 2016;47(4):681-688. 5. Porter ME: What is value in health care? N Engl J Med 2010;363(26):2477-2481. 6. Novikov D, Cizmic Z, Feng JE, Iorio R, Meftah M: The historical development of value- based care: How we got here. J Bone Joint Surg Am 2018;100(22):e144. 7. Kwon B, Tromanhauser SG, Banco RJ: The spine service line: Optimizing patient- centered spine care. Spine (Phila Pa 1976) 2007;32(11 suppl):S44-S48. 8. Turnipseed WD, Lund DP, Sollenberger D: Product line development: A strategy for clinical success in academic centers. Ann Surg 2007;246(4):585-590. 9. Dundon JM, Bosco J, Slover J, Yu S, Sayeed Y, Iorio R: Improvement in total joint replacement quality metrics: Year one versus year three of the bundled payments for care improvement initiative. J Bone Joint Surg Am 2016;98(23):1949-1953. 10. Dummit LA, Kahvecioglu D, Marrufo G, et al: Association between hospital partici pation in a medicare bundled payment initiative and payments and quality outcomes for lower extremity joint replacement episodes. J Am Med Surg 2016;316(12):1267-1278. 11. Gray CF, Prieto HA, Deen JT, Parvataneni HK: Bundled payment “creep”: Institutional redesign for primary arthroplasty positively affects revision arthroplasty. J Arthroplasty 2019;34(2):206-210. 12. Canovas F, Dagneaux L: Quality of life after total knee arthroplasty. Orthop Traumatol Surg Res 2018;104(1 suppl):S41-S46. 13. Lang S, Powers K: Strategies for achieving orthopedic service line success. Healthc Financ Manage 2013;67(12):96-100, 102. 14. Horwitz DS: Orthopaedic surgeon-hospital alignment at Geisinger health system. Clin Orthop Relat Res 2013;471(6):1846-1853. 15. Hospital Mergers and Acquisitions. Deloitte US. Available at: com/us/en/pages/life-sciences-and-health-care/articles/hospital-mergers-and- acquisitions.html. Accessed August 16, 2021.

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Value-Based Health Care in Orthopaedics

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