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Aligning incentives in orthopaedics: opportunities and challenges -- the Case Medical Center experience.
Clin Orthop Relat Res. 2009 Oct; 467(10):2525-34.CO

Abstract

For 30 years, the orthopaedic faculty at Case Western Reserve University worked as an independent private corporation within University Hospitals Case Medical Center (Hospital). However, by 2002, it became progressively obvious to our orthopaedic practice that we needed to modify our business model to better manage the healthcare regulatory changes and decreased reimbursement if we were to continue to attract and retain the best and brightest orthopaedic surgeons to our practice. In 2002, our surgeons created a new entity wholly owned by the parent corporation at the Hospital. As part of this transaction, the parties negotiated a balanced employment model designed to fully integrate the orthopaedic surgeons into the integrated delivery system that included the Hospital. This new faculty practice plan adopted a RVU-based compensation model for the physicians, with components that created incentives both for clinical practice and for academic and administrative service contributions. Over the past 5 years, aligning incentives with the Hospital has substantially increased the clinical productivity of the surgeons and has also benefited the Hospital and our patients. Furthermore, aligned incentives between surgeons and hospitals could be of substantial financial benefit to both, as Medicare moves forward with its bundled project initiative.

Authors+Show Affiliations

Department of Orthopaedics, Case Western Reserve University School of Medicine and University Hospitals Case Medical Center, Cleveland, OH 44106-5043, USA. randall.marcus@uhhospitals.orgNo affiliation info availableNo affiliation info available

Pub Type(s)

Journal Article

Language

eng

PubMed ID

19585178

Citation

Marcus, Randall E., et al. "Aligning Incentives in Orthopaedics: Opportunities and Challenges -- the Case Medical Center Experience." Clinical Orthopaedics and Related Research, vol. 467, no. 10, 2009, pp. 2525-34.
Marcus RE, Zenty TF, Adelman HG. Aligning incentives in orthopaedics: opportunities and challenges -- the Case Medical Center experience. Clin Orthop Relat Res. 2009;467(10):2525-34.
Marcus, R. E., Zenty, T. F., & Adelman, H. G. (2009). Aligning incentives in orthopaedics: opportunities and challenges -- the Case Medical Center experience. Clinical Orthopaedics and Related Research, 467(10), 2525-34. https://doi.org/10.1007/s11999-009-0956-x
Marcus RE, Zenty TF, Adelman HG. Aligning Incentives in Orthopaedics: Opportunities and Challenges -- the Case Medical Center Experience. Clin Orthop Relat Res. 2009;467(10):2525-34. PubMed PMID: 19585178.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - Aligning incentives in orthopaedics: opportunities and challenges -- the Case Medical Center experience. AU - Marcus,Randall E, AU - Zenty,Thomas F,3rd AU - Adelman,Harlin G, Y1 - 2009/07/08/ PY - 2009/01/15/received PY - 2009/06/15/accepted PY - 2009/7/9/entrez PY - 2009/7/9/pubmed PY - 2009/10/16/medline SP - 2525 EP - 34 JF - Clinical orthopaedics and related research JO - Clin. Orthop. Relat. Res. VL - 467 IS - 10 N2 - For 30 years, the orthopaedic faculty at Case Western Reserve University worked as an independent private corporation within University Hospitals Case Medical Center (Hospital). However, by 2002, it became progressively obvious to our orthopaedic practice that we needed to modify our business model to better manage the healthcare regulatory changes and decreased reimbursement if we were to continue to attract and retain the best and brightest orthopaedic surgeons to our practice. In 2002, our surgeons created a new entity wholly owned by the parent corporation at the Hospital. As part of this transaction, the parties negotiated a balanced employment model designed to fully integrate the orthopaedic surgeons into the integrated delivery system that included the Hospital. This new faculty practice plan adopted a RVU-based compensation model for the physicians, with components that created incentives both for clinical practice and for academic and administrative service contributions. Over the past 5 years, aligning incentives with the Hospital has substantially increased the clinical productivity of the surgeons and has also benefited the Hospital and our patients. Furthermore, aligned incentives between surgeons and hospitals could be of substantial financial benefit to both, as Medicare moves forward with its bundled project initiative. SN - 1528-1132 UR - https://www.unboundmedicine.com/medline/citation/19585178/Aligning_incentives_in_orthopaedics:_opportunities_and_challenges____the_Case_Medical_Center_experience_ L2 - https://link.springer.com/article/10.1007/s11999-009-0956-x DB - PRIME DP - Unbound Medicine ER -