Becker's Spine Review

10 Sign up for Becker's Orthopedic, Spine Business & Pain Management E-Weeklies at www.BeckersOrthopedicandSpine.com or call (800) 417-2035 "Spine surgery can be an isolating profession but at its core, our patients require a multidisciplinary approach," says Dr. Chong. "We need to reconnect with primary care physicians and pain management specialists on a multi-modal approach to care." Practices are also incorporating MRI, behavioral specialists and other ancillary services into their practice for convenience; patients can have multiple services in the same visit and specialists are able to coordinate care better. "I think the model that a lot of people are interested in is the 'one-stop shop' approach, where through a single practice site you can see a non-operative specialist or a spine surgeon, as well as a physical therapist, and have access to advanced imaging facilities," says Dr. Chong. "Consolidating all of that is an advantage from a financial perspective and enhances good communication." It will take considerable skill to lead these practices of the future. "To be a leader at a major institution, a spine surgeon needs to become fluent in the politics of the field," says Dr. Watkins. "To be a leader in private practice, the surgeon needs a marketable trait and [needs] to provide outstanding service to patients." 6. Regulations and lower reimbursement threaten the patient/physician relationship. As more regulations are passed, and healthcare providers struggle to implement electronic medical records, surgeons are spending more time doing administrative and paper work than ever before. While they are still spending time with patients, it has become more difficult for them to carve time out of busy schedules. "It's a challenge for surgeons comply with the rules, institute EMRs and improve patient satisfaction scores," says Dr. Wang. "A lot of the reimbursement in the future will be based on patient satisfaction. We need to figure out how to maintain our practices and profitability while having good relationships with patients and complying with more rules and regulations." According to a Medscape's Physician Compensation Report 2012, around one quarter of orthopedists spend 30 to 40 hours per week seeing patients, slightly higher than last year. However, 20 percent of orthopedists reported spending 10 to 14 hours per week on paperwork and administrative activity; another 29 percent reported spending five to nine hours weekly on non-patient visit work. With the uncertainty surrounding healthcare reform implementation, more regulations are possible in the future. "Right now, we know what we have to do and we think we know what will be required next year, but they could change the rules at any time," says Dr. Wang. "They could have new rules and regulations in a few years, so it's almost like a moving target." Another threat to the patient/physician relationship is lower reimbursements, which prompt some surgeons to see more patients per day and spend less time with each patient. "One of the biggest challenges facing spine surgeons over the next five years is being able to afford to spend enough time with patients to make a proper diagnosis and to properly inform patients of their conditions and potential treatments," says Dr. Watkins. "Patients desire to know more information than in the past, and they want their doctor to answer many questions. These are reasonable expectations from the patient with spinal disability, but with de- Outpatient spine is a unique challenge, which we have solved uniquely. The variables impacting spine-focused surgery centers are many. The neuro-ortho balance. Out-of-network vs. in-network contracting. Transitioning cases from inpatient to outpatient. Pain management. Staffing. How many ORs? Solving these for optimal quality, patient experience and profitability is Blue Chip's unique specialty, bringing performance and satisfaction to yours. www.bluechipsurgical.com/insights 513-561-8900 BC_BeckersAd_xRay.indd 1 2/8/10 5:16:06 PM

• Cover