[The healthcare scene in Germany--a market in upheaval]

[Trends in the surgical treatment of fractures of the pelvic ring : A nationwide analysis of operations and procedures code (OPS) data between 2005 and 2017]

AIM

The aim of this study was to analyze the epidemiological trends and incidences in inpatient pelvic surgery in the period from 2005 to 2007.

METHOD

Approximately 194 million anonymized diagnosis-related groups (DRG) inpatient records were collected by the German Federal Statistical Office between 2005 and 2017. These data were screened for pelvic procedures, gender and age of the patients. Statistical testing was performed using the χ²-test and Mann-Whitney U-test (p < 0.05).

RESULTS

Between 2005 and 2017 the number of closed reduction and internal fixation of the pelvic ring with screw fixation increased by +1116%. The use of screw fixation for closed reduction and internal fixation of the sacroiliac joint increased by +800%. The number of cases of open reduction and internal fixation of fractures of the pelvic ring and pelvic rim increased by +185% and reposition with external fixator increased by +188%. In 2005 more surgical procedures were undertaken in male inpatients, whereas more surgical procedures were undertaken in female inpatients in 2017. In general, a large increase in the number of pelvic procedures was observed in the group of patients >50 years old.

CONCLUSION

There was an increase in the number of all analyzed pelvic procedures between 2005 and 2017. Especially the use of screw fixation increased. The introduction of new techniques (e.g. screw fixation of the sacroiliac joint) and progress and innovation in the field of three-dimensional navigation techniques, the demographic trend, greater mobility and higher demands on functionality of older patients might explain this increase in pelvic procedures.

[Burn-out in anesthesia and intensive care medicine. Part 1. Clarification and critical evaluation of the term]

Both acute critical life events and circumstances continuously perceived as strenuous may lead to psychomental and somatic symptoms. The term burn-out as an expression for chronic occupational stress has become a popular catchword over the last years. Employees in many occupations feel especially prone to burn-out due to a work environment perceived as increasingly intense and commercialized. Physicians and nurses also appear to be considerably affected by burn-out, including those working in anesthesiology and intensive care medicine. However, there is a scarcity of reliable occupation-specific data to corroborate this notion. Even though the classic concept of burn-out and the Maslach Burnout Inventory have been used for many years, a critical appraisal shows that burn-out has not yet been recognized as a diagnostic entity. Presumably there are other concepts and psychometric instruments more capable of collecting epidemiologic data regarding chronic work-related stress. With enhanced data, perhaps, measures based on principles of public health can be created and evaluated for the prevention and treatment of this condition.

[Teamwork in the operating theatre. Effect on quality of decision-making]

German hospitals face growing economic pressure. Due to the reimbursement system with diagnosis-related groups (DRGs), revenues from capitation fees have to be earned by each clinic. This leads to minimization of resources for every single case. Cost effectiveness is also realised through shorter hospital stays, reduction of hospital beds and a steady rise in cases per year. As a consequence, all employees are confronted with an increasing workload. Compensation of these working conditions can be achieved by human engineering. Despite statements from politicians and hospital leadership in order to cope with this situation, reality is far away: overwork, shorter or missing recreation periods, pressure of time and low income of staff members have turned hospitals into a deterring workplace. If satisfaction of elementary needs such as adherence to break times, is not achieved shortly, politicians and hospital leadership will find out that without motivated and satisfied staff there will not be efficient performance. The present article addresses this issue and gives examples for increasing efficiency through motivation. Focus is on cooperation in the operation room, advantages and risks of teamwork and auxiliary measures for improvement. The aim is to underline how complex and fragile working in an operation room proceeds and how little is done to support this process. Finally, examples are described which improve teamwork, motivation, efficiency and efficacy.

Universitätskliniken im Spannungsfeld des Krankenhausmarktes

In recent years Germany has faced a growing economization and competition among hospitals. To protect their interests hospitals have to operate similarly to other commercial businesses. Academic hospitals face difficult circumstances in this competition. They have to facilitate research and education activities which require additional financial and personnel resources but also provide maximum acute care treatment at all times. This causes additional disadvantages in terms of financial resources, compared to private hospital chains. Such examples of financial shortcomings have led to the privatization of academic research centres in Germany. An alternative strategy to privatization of academic acute care hospitals is the change of their legal status into a capital company or into a foundation, according to US experiences. Public private partnerships (PPPs) may also represent a potential alternative, as they have already produced a growing number of successful examples in the public sector in Germany. Academic acute care hospitals can also choose a strategic reorganization of their targets, similar to their privately held competitors in the market. Potential economies in scale may be achieved in areas such as medical treatment, research and personnel planning.However, it is vital that academic acute care hospitals start to act productively and also individually. This article provides a number of managerial pathways and options to maintain and strengthen operational competitiveness.