Department of Orthopaedic Surgery, Duke University School of Medicine, DUMC Box 3389, Durham, NC 27710, USA.
Clin Orthop Relat Res. 2013 Jun;471(6):1801-8. doi: 10.1007/s11999-012-2774-9.
Orthopaedic surgery practices can provide substantial value to healthcare systems. Increasingly, healthcare administrators are speaking of the need for alignment between physicians and healthcare systems. However, physicians often do not understand what healthcare administrators value and therefore have difficulty articulating the value they create in discussions with their hospital or healthcare organization. Many health systems and hospitals use service lines as an organizational structure to track the relevant data and manage the resources associated with a particular type of care, such as musculoskeletal care. Understanding service lines and their management can be useful for orthopaedic surgeons interested in interacting with their hospital systems.
QUESTIONS/PURPOSES: We provide an overview of two basic types of value orthopaedic surgeons create for healthcare systems: financial or volume-driven benefits and nonfinancial quality or value-driven patient care benefits.
We performed a search of PubMed from 1965 to 2012 using the term "service line." Of the 351 citations identified, 18 citations specifically involved the use of service lines to improve patient care in both nursing and medical journals.
A service line is a structure used in healthcare organizations to enable management of a subset of activities or resources in a focused area of patient care delivery. There is not a consistent definition of what resources are managed within a service line from hospital to hospital. Physicians can positively impact patient care through engaging in service line management.
There is increasing pressure for healthcare systems and hospitals to partner with orthopaedic surgeons. The peer-reviewed literature demonstrates there are limited resources for physicians to understand the value they create when attempting to negotiate with their hospital or healthcare organization. To effectively negotiate for resources to provide the best care for patients, orthopaedic surgeons need to claim and demonstrate the value they create in healthcare organizations.
矫形外科手术实践可以为医疗保健系统提供巨大的价值。越来越多的医疗保健管理人员在谈论医生与医疗保健系统之间需要协调一致。然而，医生往往不了解医疗保健管理人员重视什么，因此在与医院或医疗保健组织讨论时，他们难以表达自己所创造的价值。许多医疗系统和医院使用服务线作为组织结构，以跟踪相关数据并管理与特定类型护理（如肌肉骨骼护理）相关的资源。了解服务线及其管理对于有兴趣与医院系统互动的矫形外科医生可能会很有用。
问题/目的：我们提供了矫形外科医生为医疗保健系统创造的两种基本价值类型的概述：财务或数量驱动的收益和非财务质量或价值驱动的患者护理收益。
我们使用术语“服务线”在 1965 年至 2012 年期间在 PubMed 上进行了搜索。在确定的 351 条引文，有 18 条引文专门涉及使用服务线来提高护理和医学期刊中患者护理的质量。
服务线是医疗保健组织中使用的一种结构，用于管理患者护理交付的特定领域中的一组活动或资源。不同医院对服务线内管理的资源没有一致的定义。医生可以通过参与服务线管理来积极影响患者护理。
医疗保健系统和医院越来越需要与矫形外科医生合作。同行评议文献表明，医生在试图与医院或医疗保健组织协商时，几乎没有资源来了解他们所创造的价值。为了有效地为提供最佳患者护理的资源进行谈判，矫形外科医生需要在医疗保健组织中声称和展示他们所创造的价值。
