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Mission Statement: Develop and maximize relationships with other healthcare stakeholders, including providers, federal government, private and public payers, and patient groups. Advocate federal, state and private payer policy. Develop agile education programs and resources to complement the delivery of affordable, quality musculoskeletal care in the changing healthcare environment.

Vision: The Health Care Systems Committee will be the present and future thought leader in orthopaedic / musculoskeletal care delivery.

  1. Align all activities to support execution and achievement of the mission, vision, goals, strategic objectives and metrics of the Strategic Plan and conduct all business in accordance with the Core Values as adopted by the Board of Directors.

  2. Monitor the changing environment.
    1. To forecast the impact of evolving health care trends on musculoskeletal providers and patient access to orthopaedic/musculoskeletal care.
    2. Provide timely and proactive analysis of changes in the health care environment that affect musculoskeletal care providers to include:
      1. Federal and state policy
      2. Payment policy implementation strategies to include:
        1. Merit Incentive Payment System (MIPS)
        2. Alternative Payment Methods (APMs)
          1. Accountable Care Organizations (ACOs)
          2. Bundled Payment Clinical Initiatives (BPCI), Comprehensive Care in Joint Replacement (CJR), etc.
          3. Peri-Surgical Home (PSH) Models
          4. Physician/hospital alignment
      3. Workforce needs and shifts to advanced care practitioners/midlevel providers
      4. Patient access especially in underserved locations
      5. Business trends impacting orthopaedic surgeons
        1. Physician employment by hospitals, insurers, government, etc.
        2. Private practice, multi-specialty groups, academic affiliations
        3. Fee for service models, risk-sharing models, virtual care delivery models, etc.
        4. Musculoskeletal provider’s role in ACOs / PSHs
    3. Engage with the U.S. Centers for Medicare and Medicaid Services (CMS) and other payers in areas where clinical guidance and coverage overlap.
      1. Model Local Coverage Determinations (LCDs)
      2. Monitor federal quality programs
      3. National Quality Forum (NQF)
      4. Physician Consortium for Practice Improvement (PCPI)
      5. National Quality Registry Network (NQRN)
      6. American Joint Replacement Registry (AJRR)
      7. Liaison with the Committee on Evidence-Based Quality and Value (EBQV) and Performance Measures Committee (PMC) to optimize Department of Research and Scientific Affairs Resources
  3. Develop innovative education programs, tools and annual education plan for orthopaedic surgical/musculoskeletal care providers; develop innovative communication program for members and the public in an effort to support practice efficiency, productivity, and financial performance in a changing health care environment.
    1. Electronic Medical Records (EMR) implementation and usage
    2. Federal Regulations
      1. Federal Quality Programs
      2. APMs
      3. MIPs
      4. HIPAA
      5. Start Laws, Anti-Kickback Statute, etc.
    3. Organizational culture (design, behavior and governance)
    4. AAOS and subspecialty practice management-related programs
    5. Coding and payment/contract negotiation
    6. Other revenue sources
    7. Making transition from training to practice
    8. Respond to member inquiries regarding practice management-related issues; develop and maintain Practice Management Center on the AAOS website for online communication
    9. Provide recommendations and develop programs regarding practice management-related topics for education initiatives including those at the Annual Meeting
  4. Cultivate relationships with other healthcare stakeholders, including payers (both government and private), hospitals, outpatient facilities, policymakers, and patient groups in order to maintain access to quality and affordable care for musculoskeletal patients.
  5. Develop AAOS public policy positions and draft advocacy communications regarding national and state healthcare programs.
  6. Liaison with the relevant AAOS Councils, Committees and Board project teams.
  7. Evaluation and develop new metrics to better value the inputs of musculoskeletal providers.
  8. To evaluate and potentially propose revisions to these charges biennially to ensure they meet the needs of the AAOS Fellowship.

Audiences

Orthopaedic surgeons, orthopaedic practice management, leadership and staff
Advanced care practitioners/Mid-level providers
Allied health staff

Other key musculoskeletal care stakeholders to include:

  • Other musculoskeletal care physicians and providers
  • Hospital, ASC and other facility representatives
  • Medical device and pharmaceutical industry representatives
  • Representatives of prevention, training, therapy/rehabilitation and post-acute care services

Reporting Relationship

Reports to the Advocacy Council

Composition
Chair
Section Leader – Practice and Payment
Section Leader – Quality Programs
Slotted Seat – Board of Specialty Societies
Slotted Seat – Board of Councilors
Two (2) members Health Information Technology (HIT)
Seven (7) Members-at-Large

Term of Office

For chair, two (2) years; eligible for reappointment for one (1) additional two (2) year term.
For members, two (2) years; eligible for reappointment for one (1) additional two (2) year term.

Staff Liaison (title)

Manager, Practice Management Affairs

Last updated: 10/2/15

 

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