Billing and coding for midlevels 2019 update presentation slides dec 2018Skillacquire-c
Billing and coding for mid-level provider seems simple at first but often poses a lot of pitfalls that many private practices, groups, and hospitals are unaware of until they undergo an audit and are levied a hefty fine. Many think the billings rules for nurse practitioners and physician assistants are the same from payer to payer but they are not. Understanding the nuances between the payers is key to obtain maximum reimbursement and remain compliant.
Are you building on an exisiting code? Do you have new technology for an old device? Where does your company sit in the revenue cycle? Is there a code for the thing you have, what you do, and what you do with it? Your emerging company strategy is informed by regional codes and you need to understand where you fit on the reimbursement continuum. Get all your questions answered in this session.
While the recent one year extension (from October 1, 2013 to October 1, 2014) in deadline by the U.S. Department of Health and Human Services (HHS) may somewhat have eased the pressure, yet the anxiety still persists among the majority of medical practices in the US. The “anxiety” is about the impact of ICD-10 transition on their practices’ clinical, operational, and financial efficiency. Nearly 90% of the total practitioners harbor this fear.
How Should My Telehealth Business Be Structured? Telehealth & Telemedicine Cr...Epstein Becker Green
Epstein Becker Green Webinar with Attorney Bradley S. Davidsen - Telehealth & Telemedicine Crash Course Webinar Series - July 11, 2017.
Discussion Points:
* How do corporate practice laws restrict a company from providing telehealth services directly to patients?
* If corporate practice laws prohibit a corporation from providing certain services to patients, what corporate forms should be utilized to provide telehealth services directly to patients?
* How does revenue flow into telehealth businesses when services are provided directly through other entities?
http://www.ebglaw.com/events/how-should-my-telehealth-business-be-structured-telehealth-telemedicine-crash-course-webinar-series/
Take a coffee break every Tuesday in July at 2 p.m. ET to join us for a 15-minute webinar covering telehealth and telemedicine issues!
These materials have been provided for informational purposes only and are not intended and should not be construed to constitute legal advice. The content of these materials is copyrighted to Epstein Becker & Green, P.C. ATTORNEY ADVERTISING.
Billing and coding for midlevels 2019 update presentation slides dec 2018Skillacquire-c
Billing and coding for mid-level provider seems simple at first but often poses a lot of pitfalls that many private practices, groups, and hospitals are unaware of until they undergo an audit and are levied a hefty fine. Many think the billings rules for nurse practitioners and physician assistants are the same from payer to payer but they are not. Understanding the nuances between the payers is key to obtain maximum reimbursement and remain compliant.
Are you building on an exisiting code? Do you have new technology for an old device? Where does your company sit in the revenue cycle? Is there a code for the thing you have, what you do, and what you do with it? Your emerging company strategy is informed by regional codes and you need to understand where you fit on the reimbursement continuum. Get all your questions answered in this session.
While the recent one year extension (from October 1, 2013 to October 1, 2014) in deadline by the U.S. Department of Health and Human Services (HHS) may somewhat have eased the pressure, yet the anxiety still persists among the majority of medical practices in the US. The “anxiety” is about the impact of ICD-10 transition on their practices’ clinical, operational, and financial efficiency. Nearly 90% of the total practitioners harbor this fear.
How Should My Telehealth Business Be Structured? Telehealth & Telemedicine Cr...Epstein Becker Green
Epstein Becker Green Webinar with Attorney Bradley S. Davidsen - Telehealth & Telemedicine Crash Course Webinar Series - July 11, 2017.
Discussion Points:
* How do corporate practice laws restrict a company from providing telehealth services directly to patients?
* If corporate practice laws prohibit a corporation from providing certain services to patients, what corporate forms should be utilized to provide telehealth services directly to patients?
* How does revenue flow into telehealth businesses when services are provided directly through other entities?
http://www.ebglaw.com/events/how-should-my-telehealth-business-be-structured-telehealth-telemedicine-crash-course-webinar-series/
Take a coffee break every Tuesday in July at 2 p.m. ET to join us for a 15-minute webinar covering telehealth and telemedicine issues!
These materials have been provided for informational purposes only and are not intended and should not be construed to constitute legal advice. The content of these materials is copyrighted to Epstein Becker & Green, P.C. ATTORNEY ADVERTISING.
Medico Partners are well named Neurology Jobs in the UK. Here you can get excellent Medical job opportunities in reputed hospitals. Simply & easy register with us and explore the wide career opportunities with us. Visit Us: https://medicopartners.com/pages/neurology-jobs.html
Engagement is the necessary ingredient for better health and economic outcomes. Not just the patient, but the plan sponsor (sometimes the employer) and the provider/health system. The value-based designs for benefits and payment reimbursement will only deliver results with higher levels of engagement in lifestyle, chronic care management, and choice of care site. New data from neuroscience experts show why carrots work better than sticks. Getting to health is the mission of the Center of Health Engagement.
How to Make a boring slide Interesting WITHOUT using imagesSyed Ashraf Ali
What if you had to make a Slide WITHOUT using any images and icons. If You think this is impossible, take a look.
Fonts used In this deck :
1. Neutra
2. Aldo
3. Ethnocentric
Preparing for the Worst: Confronting Organizational Risk with Training Strategyrps_inkhouse_1
Organizational risks can pose a volatile threat to a firm’s operations, whether related to issues such as employee safety or cyber-security. What can we learn from how organizations that operate in high consequence environments (manufacturing, health care, aerospace, etc.) are managing both preventable and unexpected risks with training strategy? This session will report on recent research that explores different sources of risk, the types of training that organizations are using to safeguard their employees and assets, and how industries are utilizing best practices for setting training strategy to take charge of their risk portfolios.
Our blended approach ensures clinician productivity is maximized, clinician workflow and revenue capacity is retained, and patient encounters are documented comprehensively.
Health Datapalooza IV: June 3rd-4th, 2013
The State of the Art: Enterprise Data Use at the Point of Care
Moderator:
Janet Marchibroda, Director, Health Innovation Initiative, Bipartisan Policy Center
The new delivery models have made it clear- they need health information technology (IT) and data in order to succeed in providing high value health care. Many decision-makers and clinical staff are overwhelmed by or are looking for the evidence to support using the increasing amount and divergent types of data that can be leveraged at the enterprise level and point of care. Patient-generated data, open data streams, cost and quality information – how will it fit into the clinical workflow, and does it make a difference in operations and clinical outcomes? Join us for demos and a discussion of the state of the art.
Panel A (3:30-4:15pm): Enterprise-Level Data Analytics
Speakers:
Jack Challis, Chief Executive Officer & Co-Founder, CliniCast
Allen Kamer, Vice President Corporate Development and Marketing, Humedica
Jonathan Porter, Vice President Product Strategy, athenahealth
Eric Page, Chief Executive Officer, Amplify Health
Graham Gardner, Chief Executive Officer, Kyru.us
Panel B (4:15-5:00 pm): Data at the Point of Care
Speakers:
Jason Bhan, Executive Vice President & Co-founder, Medivo
Madhu Nutakki, Vice President of Digital Presence Technologies, Kaiser Permanente
Noah Craft, Chief Medical Officer, VisualDx
Michael Long, Chief Executive Officer, Lumeris
Omri Gottesman, CLIPMERGE, Mount Sinai School of Medicine
These sessions are eligible for continuing education credit.
Medico Partners are well named Neurology Jobs in the UK. Here you can get excellent Medical job opportunities in reputed hospitals. Simply & easy register with us and explore the wide career opportunities with us. Visit Us: https://medicopartners.com/pages/neurology-jobs.html
Engagement is the necessary ingredient for better health and economic outcomes. Not just the patient, but the plan sponsor (sometimes the employer) and the provider/health system. The value-based designs for benefits and payment reimbursement will only deliver results with higher levels of engagement in lifestyle, chronic care management, and choice of care site. New data from neuroscience experts show why carrots work better than sticks. Getting to health is the mission of the Center of Health Engagement.
How to Make a boring slide Interesting WITHOUT using imagesSyed Ashraf Ali
What if you had to make a Slide WITHOUT using any images and icons. If You think this is impossible, take a look.
Fonts used In this deck :
1. Neutra
2. Aldo
3. Ethnocentric
Preparing for the Worst: Confronting Organizational Risk with Training Strategyrps_inkhouse_1
Organizational risks can pose a volatile threat to a firm’s operations, whether related to issues such as employee safety or cyber-security. What can we learn from how organizations that operate in high consequence environments (manufacturing, health care, aerospace, etc.) are managing both preventable and unexpected risks with training strategy? This session will report on recent research that explores different sources of risk, the types of training that organizations are using to safeguard their employees and assets, and how industries are utilizing best practices for setting training strategy to take charge of their risk portfolios.
Our blended approach ensures clinician productivity is maximized, clinician workflow and revenue capacity is retained, and patient encounters are documented comprehensively.
Health Datapalooza IV: June 3rd-4th, 2013
The State of the Art: Enterprise Data Use at the Point of Care
Moderator:
Janet Marchibroda, Director, Health Innovation Initiative, Bipartisan Policy Center
The new delivery models have made it clear- they need health information technology (IT) and data in order to succeed in providing high value health care. Many decision-makers and clinical staff are overwhelmed by or are looking for the evidence to support using the increasing amount and divergent types of data that can be leveraged at the enterprise level and point of care. Patient-generated data, open data streams, cost and quality information – how will it fit into the clinical workflow, and does it make a difference in operations and clinical outcomes? Join us for demos and a discussion of the state of the art.
Panel A (3:30-4:15pm): Enterprise-Level Data Analytics
Speakers:
Jack Challis, Chief Executive Officer & Co-Founder, CliniCast
Allen Kamer, Vice President Corporate Development and Marketing, Humedica
Jonathan Porter, Vice President Product Strategy, athenahealth
Eric Page, Chief Executive Officer, Amplify Health
Graham Gardner, Chief Executive Officer, Kyru.us
Panel B (4:15-5:00 pm): Data at the Point of Care
Speakers:
Jason Bhan, Executive Vice President & Co-founder, Medivo
Madhu Nutakki, Vice President of Digital Presence Technologies, Kaiser Permanente
Noah Craft, Chief Medical Officer, VisualDx
Michael Long, Chief Executive Officer, Lumeris
Omri Gottesman, CLIPMERGE, Mount Sinai School of Medicine
These sessions are eligible for continuing education credit.
INTRODUCTION TO FRONT OFFICE:
the basics, such as the personnel under the front office department, their duties and responsibilities. and etc. SEE FOR YOURSELF.
The Sustainable Health Care Facility of the FutureTextbooks H.docxchristalgrieg
The Sustainable Health Care Facility of the Future
Textbooks:
Hayward, C. (2006). Healthcare Facility Planning: Thinking Strategically. Chicago, IL: Health Administration Press.
Vickery, C.G., Nyberg, G., & Whiteaker, D. (2015). Modern Clinic Design: Strategies for an Era of Change. Hoboken, NJ: Wiley.
Instructions: Please ensure to substantiate your response with scholarly sources and/or also a personal account of your own experience in the work place or personal life. Cite and reference work! Must be 150 -200 word count.
What reactions do you have to the ideas they presented? Include examples from the course readings or your own experience to support your perspective, and raise questions to continue the dialogue. 100 to 150 words for questions 1, 2, 6, 9, 10 & 11.
1. I agree that the changes made with CMS (center for Medicare and Medicaid Services) how changed the guidelines for how providers can bill for services. One of the biggest changes was the upgrade of ICD codes which has expanded enormously to be more specific with diagnosis and services to bill for. I work for a program of hospice, called palliative care, and the change over from using ICD9 codes to ICD10 was a very large task that took time to switch over to but I have come to realize that changes in health care are inevitable and to be prepared for things to change constantly. With being a palliative care program I don't think the change was as big of an impact on us like I'm sure it was for a hospital. Our program provides education on disease progress for chronic illnesses such a chronic kidney disease, hypertension, diabetes, cancer, heart disease and so on. The amount of ICD 10 codes we use are minimal compared to what a hospital would see. Nonetheless the codes are way more specific now which can be challenging when trying to narrow down for accuracy.
2. I think training and feedback are two important aspects of implementing electronic medical records. The users are the most important stakeholders and they should be trained properly. Their feedback should be taken seriously as this helps with post implementation changes to the system. No one likes changes but change in any organization is essential. Technology has completely transformed the health care industry and from my experience resistance typically comes from the older generation who doesn't really understand the importance. Most are used to doing things manually. Most organizations are turning to the technology to transform their environment by cutting costs and ensuring that their revenues are coming in timely.
3. Open your web browser and search for videos, articles and other resources discussing the health care system in the United States. Look for new trends, current issues affecting the health care system, etc.
4. Discuss your findings with the class
5. As a healthcare leader, you will need to have a strong base with understanding healthcare systems. Where will health care be delivered in the future? ...
Information related to the impact of healthcare reform (Affordable Care Act) for 2014 and beyond. It takes an in-depth look at the ACA and its specific impact on California physicians. It further discusses opportunities presented as a result of the ACA and examples of how physicians and their practices can participate in these opportunities.
The Art of Practice Management Dental Pearls - October 2016Marianne Harper
An insightful and informative newsletter from the Art of Practice Management. A dental practice management consulting company that focuses on revenue and collection systems, front desk systems and forms, dental insurance processing, medical/dental cross-coding systems and employment-law compliance.
Duties of a certified medical assistantNancy Higgins
Certified medical assistants perform wide-ranging duties in ambulatory healthcare settings such as doctor offices, group practices and clinics. They provide administrative, clerical as well as basic clinical support to healthcare practitioners. From greeting and registering patients to assisting doctors during a clinical procedure – the list of their duties and responsibilities is quite exhaustive.
eDetailing: A Strategic Analysis Of Implementation And ROI (mini)Eularis
Eularis provides a comprehensive insight into the subject of Pharmaceutical detailing using the Internet. As the vast majority of eDetailing pilots have taken place in the US, the report looks at the likelihood of European Pharmaceutical companies following suit. Return on Investment (ROI) is also important. This report discusses the available evidence on ROI and illustrates some models that can be used.
Eularis made extensive efforts to provide the most insightful information about this fast moving subject. This involved:
* Surveying over 200 UK-based general practitioners about their attitudes to Pharmaceutical sales representatives and eDetailing,
* Carefully assessing the current regulatory environment in the UK and how eDetailing programs could be affected,
* Sourcing case studies of ROI from the USA,
* Extensive research into vendor companies and their market positions,
* Strategic considerations and advice.
Unveiling Overtime’s Total Costs: How OT May Be Harming Your Business and You...API Healthcare
The impact of overtime extends far beyond finances. Overtime’s negative impact on patient safety is astounding, and our understanding of its influence on patient satisfaction continues to deepen. While the journey to a safer hospital with more satisfied patients can be challenging, the following analysis shows that controlling overtime provides a dominant strategy for creating safer, financially sustainable hospitals in uncertain times.
4-1 Responses 1Healthcare services are always going to be .docxtroutmanboris
4-1 Responses
1
Healthcare services are always going to be needed, and prices will get higher with time; in fact, "Reimbursement just keeps growing over time, say the critics. A Washington Post analysis of records for 5,700 procedures reportedly showed that work RVUs are seven times likelier to increase than to fall" (Baltic, 2013.) The question that is needed to be asked is: What actions can be implemented in order to change and improve the current healthcare problematic? Here are some of the factors that can influence it:
1) Geographic position: The better positioned and available the hospital is, the more consumers can access to health and promote business. There are some other interesting choices that places like Oregon has implemented to help Medicare rates and allow more patient to be seen in community hospitals, which is known as a new Accountable Care Collaborative program "allowing to connect healthcare providers as well as social services and community-based assistance" (Johnson, 2013.)
2) Physician Alignment: Great physicians increase the visit numbers due to high success rates, which contributes to more financial stability and solvency for the hospital.
3) Cost structure: "Hospitals with a high-cost structure either due to high debt, high employee costs or the inability to amortize costs over larger revenues are more susceptible to bankruptcy" (Becker & Dunn, 2010.)
4) Quality of services: low-quality care increase bad reputation, which means no clients for the hospital. High mortality or nosocomial infections equal to poor care as well.
What do you think? Is it necessary to invest more in healthcare workers to increase patient satisfaction? Will that helps the quality of care? What do you think will happen with your cost structure?
Thanks
Reference
Baltic, S. (2013). PRICING MEDICARE SERVICES: Insiders reveal how it's done. Managed Healthcare Executive, 23(11), 28-40.
Becker, S., & Dunn, L. (2010, September 30). 7 Factors to Assess the Sustainability of a Hospital. Retrieved from https://www.beckershospitalreview.com/hospital-management-administration/7-factors-to-assess-the-sustainability-of-a-hospital-assessing-a-hospitals-viability-its-financial-situation-and-the-severity-of-the-threats-it-faces.html
Jonhson, S. R. (2013, September 09). Controlling costs. Modern Healthcare, 43(36), 7-12.
2
When there is more of a demand for health care services, organizations can see that there is more of a need to be cost efficient because there needs to be a balance between the cost that is made when using resources and as well as providing health care to our patients. Instead of breaking even, organizations should consider making revenue so that they can offer adequate pay for staff, allow for departmental growth with expansions and update supplies and technology to be competitive among other hospitals in the area.
As stated in our classroom textbook, Essentials of Healthcare Finance (8th Edition) written by William Cleverley a.
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
Jill Pizzola's Tenure as Senior Talent Acquisition Partner at THOMSON REUTERS...dsnow9802
Jill Pizzola's tenure as Senior Talent Acquisition Partner at THOMSON REUTERS in Marlton, New Jersey, from 2018 to 2023, was marked by innovation and excellence.
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where you’ll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
Watch this to learn:
* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
NIDM (National Institute Of Digital Marketing) Bangalore Is One Of The Leading & best Digital Marketing Institute In Bangalore, India And We Have Brand Value For The Quality Of Education Which We Provide.
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1. Predictions about the FUTURE for
orthopaedic surgeons
From the 3rd Annual Role of the Orthopaedic Surgeon
Study conducted by JBJS
1Q. In the next 5 years, what do you think will change the most about your role as an orthopaedic surgeon?
TOP TEN
2. Will rely less on insurance and transition more
to a fee for service model as insurance
regulations, hassles and declining
reimbursement will preclude continued.
Ability to offer timely surgical intervention
without mandates from insurance companies
will decrease.
Worsening practice climate due to insurance
and government. Expect single-payer
government insurance in near future.
2
More non-operative treatment due to tighter
insurance criteria.
Arguing with insurance carriers over who gets
paid for what.
#10MORE
INSURANCE
HASSLES
3. 3
Less primary, front line orthopaedics, which will be done by PAs and non-
operative MDs.
Will need help from NP or PA to keep up with complexity and time demands of
hospital EHRs and to make my own job more efficient.
See fewer patients due to EMR, more PA's NP's, and many more mistakes will
occur.
Care will not be delivered by an orthopaedic surgeon like me in an office setting, but
instead will be done by a PA or NP. Surgery will be referred to hospital-based
Orthopedic Surgeons who are employed by the hospital system.
#9MORE
HEALTHCARE
EXTENDERS
4. Income will go down, work will increase, and
there will be more separation of care into a two
tier health care system.
4
Our salaries will continue to decline and our
hours will be regulated.
Care for more patients for same compensation.
Fewer resources for more patients.
More work with less pay.
#8WORK
HARDER FOR
LESS $$
5. Pay for performance and
reimbursement. This will directly
impact device and product use and
patient outcomes is TBA.
Continued erosion of reimbursement;
more and more decisions made by
administrators.
5
Less reimbursement for more work.
Would like to get reimbursement
from the hospital system for call.
Medical reimbursement and
decreased delivery of care.#7LOWER
REIMBURSE-
MENT
6. 6Q. In the next 5 years, what do you think will change the most about your role as an orthopaedic surgeon?
#6NOTHING
WILL
CHANGE
7. 7
Intrusion by government and insurance
companies on how we care for patients.
More regulations that cause us to spend more
time on clerical work and administration than
actual orthopaedic care.
Less ability to interact with patients due to
increased government intervention.
Difficult to do job due to government
interference and bureaucracy.
I'll be lucky to have a job. Government payer is
getting bigger and more unstable. Not a good
combination. Overhead is increasing along with
inflation and the cost of living. Patients can't
afford co-pays. Unless you are a top tier
boutique practice you can't survive.
#5MORE GOV’T
REGULATION
8. 8
My private practice group of 13 orthos will
probably have to sell and join a hospital to
control ever increasing overhead cost and to get
better contracting rates.
All orthopaedic surgeons will become
employees of hospitals, and the private practice
model will tend to erode.
Decreasing ability to remain in private practice.
Private practice will be eliminated by the big
hospitals and they will have a monopoly in each
market. EMR will drop efficiency while
removing all autonomy.
May become an employed physician.
#4MORE WILL
WORK FOR
HOSPITALS
9. I will have less autonomy and will have less
influence in making health care decisions with
my patients. Very sad.
I will have less control over all aspects of my
practice and economic health.
Loss of autonomy. Marginalization by
administrators, and non surgeons by group
practice...smaller piece of the pie for
reimbursement. Rationing of care from sicker
patients to protect individual physician stats.
Fewer work hours.
Less autonomy and more administrator
control.
I fear that I will have less control over how I
will be involved with the various decision-
making processes regarding implants I can use
and how I care for my patients. 9
Less autonomy and more work as EMR is
implemented.
#3LESS
AUTONOMY
10. I am slowing down and limiting my practice. In 5
years I plan to transition to an office practice and
stop surgery.
I am going to cut back the amount of hours I
work. My pay will go down more than I cut back.
Quality is much more important than quantity
and it seems you cannot have both.
10
I will retire. The government will make the
biggest changes to our practice.
I hope to retire...I don't like the changes in the
medical world.
Hope to slow down and work less hours.
Decrease calls.
#2RETIRE,
WORK LESS
OR DO LESS
SURGERY
11. I will be required to do more administrative
work and more documentation of required
information in order to get reimbursed. I
expect to be able to spend less time clinically
caring for patients, and at the same time get
reimbursed less for the work I do. If that is the
trend, then I think I will need to include mid-
levels in my practice and therefore be more of a
supervisor of them.
11
More administrative nonsense. Less take home
salary.
More work less pay. More administrators to
answer to. Less satisfying role in world.
Continued increases in paperwork and heavier
burden of government assisted patients.
More paperwork and less patient care.
#1MORE ADMIN
WORK
12. 1. More administrative duties
2. Will retire/stop surgery
3. Less autonomy
4. Will become a hospital employee
5. More government regulations
6. Nothing
7. Reimbursement (less and more)
8. Work harder for less
9. Role of healthcare extenders
10. Insurance hassles
Predictions About Changing Roles of
Orthopaedic Surgeons
12Q. In the next 5 years, what do you think will change the most about your role as an orthopaedic surgeon?
13. What We Learned from Orthopaedic Surgeons
13
1. Hospital takeovers of orthopaedic practices are growing (19% to 28%).
2. Despite this growth of hospital-owned practices, orthopaedic surgeons are just as involved in the purchase
process for medical devices/products.
3. Orthopaedic surgeons are involved in all phases of the purchase process for orthopaedic products/devices.
4. Physician assistants are on the rise in orthopaedic practices. Orthopaedic practices are also hiring more
nurse practitioners, physical therapists, coding specialists, and hospitalists.
5. Orthopaedic practices offer more than just diagnosis and treatment. Almost all offer X-ray services at their
practice. Additionally, they offer online patient information, physical therapy and referral to other types of
surgeons/physicians. Just under half say they offer MRI imaging.
6. An array of medical devices/products are being considered by orthopaedic surgeons over the next 12
months. In many cases, the supplier is not yet set in stone.
7. Orthopaedic surgeons rely heavily on orthopaedic journals and consider them the number one preferred
source for information about medical devices/products.
8. iPad® usage in orthopaedic practices has experienced double-digit growth; they are being used for more
than just email.
9. Orthopaedic surgeons are involved in coding procedures and diagnoses.
10. Many challenges lie ahead for orthopaedic surgeons, some as a result of hospital buy-outs. However, the
number one challenge listed is the abundance of administrative duties.
14. METHODOLOGY
• An email survey was sent on Feb. 25, 2013, to 2,868 JBJS subscribers in the United States. A second broadcast was
sent on Feb. 28 to non-responders.
• The survey was sent from The Journal of Bone & Joint Surgery.
RESPONSE
• 469 orthopaedic surgeons responded to the survey, representing a response rate of 16%.
• At a 95% confidence level, results are projected at a + or – 4.5% margin of error.
• Results in this study include only those respondents who self-identified as orthopaedic surgeons.
How We Did the Study
14
15. Question and Answers
Thank you! For more information on this study, please
contact: JBJS, Amber Howard
ahoward@jbjs.org • 781-433-1233
15