We developed an orthopedic hospitalist fellowship program for our total joint replacement program at a large urban academic medical center. The goal of the program was to improve patient outcomes, quality, and healthcare value through collaborative perioperative care and improved care coordination. This study evaluates the implementation and impact of our modified Hospitalist-Orthopaedic Team Co-management model on quality and performance metrics.
We reviewed our Quality Institute data using 3 databases for the 16 months before (PreOH) and 18 months after (PostOH) implementation. Procedural volume was identical during period 1 (1100 cases) vs period 2 (1119 cases). Metrics included mean LOS (length of stay), % patients discharged home, mean observed and expected LOS and LOS index, LOS variance, % ICU (intensive care unit) admissions, mean ICU days, % cases with complications, % mortality, 30-day readmission rate, and Hospital Consumer Assessment of Healthcare Providers and Systems scores. Statistical analysis was performed using the software imbedded in the database software.
Statistically significant improvements occurred in multiple performance and quality metrics including mean hospital LOS for total knee replacement, percentage of total knee replacement patients discharged home, and percentage of patients discharged home for primary total hip arthroplasty, complication rate, and 30-day readmission rate. Reductions in % ICU admission and ICU LOS were seen but not statistically significant. HCAPHS scores improved in 6 of 8 categories, and was statistically significant in 3 of 8.
The results of this study demonstrate that the modified Hospitalist-Orthopaedic Team Co-management model described above improves quality, cost effectiveness, and value for elective total joint replacement patients in comparison to the traditional consultation only model.