Issue link: https://beckershealthcare.uberflip.com/i/1412867
55 ORTHOPEDICS Dr. Scott Stayner debuts novel spinal fusion procedure in Minnesota By Carly Behm S cott Stayner, MD, PhD, in January performed Minne- sota's first spinal fusion using the Minuteman Fusion Plate. Since then, Dr. Stayner has done 28 Minuteman procedures at Minneapolis-based Nura Pain Clinic, according to a June 10 news release. Minuteman was developed by Kansas neurosurgeon Harold Hess, MD, and was cleared by the FDA in 2017. The device functions as a spacer and fusion for stabilization of grade 1 or grade 2 spondylolisthesis. Minuteman procedures cost less than typical spinal fusions. The less invasive procedure costs about $20,000, while spinal fusions in Minnesota cost an average $36,433. Min- uteman can also be done in an outpatient setting since the procedure takes less than an hour to complete. "Patients report virtually immediate pain relief after undergoing the Minuteman procedure," Dr. Stayner said. "They consistently tell us that walking is noticeably more comfortable within just 20 minutes of completing surgery. Leg pain tends to resolve completely after inserting the device. Many patients report being able to reduce their use of opioid and other pain medications after the proce- dure. We even had one patient schedule the removal of their spinal cord stimulator because their pain relief was so profound." n How spine practices are evolving to meet increasing consumerism By Alan Condon A s consumerism in healthcare con- tinues to rise, so too will competi- tion between practices. ree spine surgeons discuss how their practices will evolve to meet patient needs in the post- pandemic market. Question: How does your practice plan to stand out in the post-pan- demic market? Robert J. Bray Jr., MD. DISC Sports & Spine Center (Newport Beach, Calif.): Consumers are looking for quality and transparency. ey wish to see documented results and fair, consistent pricing with no surprises. ey also use your social media profile to evaluate how you are performing. To set DISC apart as we go forward, we are continuing to develop and build on the op- erational policies that have been our focus and delivering on that story. We have moved most billing in-network with the providers and, taking a step forward, have been diligently implement- ing a global billing strategy. This assures that the patient — with one deductible or copay — is covered for all service provid- ers at their event of care. It simplifies the process tremendously for patient and payer alike and is completely transpar- ent as one upfront copay or deductible, after which the patient is no longer in the billing cycle. We are implementing a quality assurance model that looks at the ASC and physician choice of procedure compared to patient- derived outcome and cost-efficiency. is information will guide the payer, the provider and the patient insight into quality markers. In addition to operations, it is important to tell the story — real stories, not market claims or hype. How do you perform in the patient's eyes? What do you do for the community? How are you honestly trying to make a difference for the better? Good, old-fashioned integrity. Brian Gantwerker, MD. e Craniospinal Center of Los Angeles: We have maintained our presence in the community simply by being. We have worked collaboratively to come up with safe practices, oen exceeding community and CDC guidelines to keep our staff and patients safe, to allow us to stay open. We also do not use midlevel practitioners and assistants when it comes to clinical work. Patients have oen worked their way through other practices with big names, affiliations, or shiny websites when they get a word-of-mouth referral to us. We feel that they deserve to interact with the physician directly. Also, signing up with every single insurance and simply accepting what they pay you, knowing they still won't pay you even when you submit a properly-coded, clean claim is a race to the bottom. Instead, look at your surroundings, consider things like direct contracting with employers or companies with large workforces, and do very good work. Also, being accountable and available when things need attending to, especially in the postoperative period, will go a long way in terms of elevating your status in the com- munity. One sure-fire way to not be the go-to person is being cocky, unavailable and aloof. Alok Sharan, MD. NJ Spine and Wellness (East Brunswick, N.J.): e basic elements of strategy are to develop a unique value proposition such that you can sustain a competitive advantage. is is a loaded statement that comes from my business school training. Practices will have to determine what makes themselves unique to their patients. How do they stand out? Do they offer longer or more convenient hours? Are they offering a unique procedure? Once the practice determines their uniqueness, they can develop their individual brand. At NJ Spine and Wellness we pride ourselves on helping our patients get better faster. Our goal is to efficiently identify the problem and quickly get the patient into a treatment protocol that will help them get back to their usual performance levels. Since we have all types of spine providers under one roof (physical therapy, chiropractic, occupa- tional therapy, pain management, spine sur- gery) this allows us to easily communicate treatment plans and ensure that we have an integrated plan for them. n