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Kris Kyes
 - structured reporting

Two radiology departments have deployed automated tracking systems: one solves the critical results reporting problem and the other takes on management of unexpected findings

On September 9, 2013, Cheryl Proval, editor, Radiology Business Journal, moderated “The Boston Experience: Radiology’s Value Proposition in the New Health-care Paradigm,” a panel discussion held in Boston, Massachusetts, at the RBMA Fall Educational Conference.  The meeting location offered a unique opportunity to explore radiology’s changing value proposition under health-care reform with a panel that represents hospital-based radiology, outpatient radiology, and the payor community.

Paul J. Chang, MD, FSIIM, says, “Because of the external expectations that we will all do more in radiology with less time and fewer resources, we are now entering a maturation phase that I call image management. The emphasis, now, is on understanding what we do to help the value proposition. The key is now measurable improvement in efficiency,

Nearly every radiology department or practice will be affected by accountable-care organizations (ACOs)—because even if it chooses not to become part of one or more ACOs, it will probably be competing with them. Since some types of ACOs will be granted the ability to sidestep current price-fixing and self-referral restrictions, according to
Radiologists have become PACS experts, sometimes by default. Because diagnostic images made the greatest demands on early information systems in health care, the most sophisticated systems were first developed to handle these images and associated data. These systems became PACS, which grew out of the homegrown image-management systems of academic
Decision support might be able to remove the target taped to radiology’s back, according to a tandem presentation that was made by two of the specialty’s respected leaders on May 3, 2010, at the annual meeting of the American Roentgen Ray Society in San Diego, California. Pat A. Basu, MD, MBA, explained how that target came to be there in the first
It seems clear that the number of US imaging centers has stopped expanding, and that imaging-center chains are no longer as eager to snap up as many centers as possible. This is not bad news, however. Procedural volumes per imaging center are growing—so the combination of greater demand for imaging and fewer centers competing for those referrals
Business strategy has been proceeding backward for three decades or more, according to the authors of Blue Ocean Strategy.¹ In the September 2009 issue of Harvard Business Review,² W. Chan Kim and Renée Mauborgne (of INSEAD, a prominent international business school based in France and Singapore) extend the principles of Blue Ocean strategy to how

Recognizing that outpatient imaging revenue is far too important to the bottom line to forfeit the business to aggressive and nimble entrepreneurs, hospitals and health systems have moved aggressively into their communities in recent years with their own outpatient imaging center initiatives. Radiology Business Journal invited executives from