3pm ET June 5, 2019 | This webinar will outline how to improve patient care, lower costs and reduce IT complexity through a well-designed Enterprise Imaging strategy. Register now!

Medical imaging is in a big battle with big data. There’s too much data in too many locations, and most often they are not well managed. Data are clearly imaging’s most abundant yet most underutilized strategic asset. 

Enterprise Imaging is unifying the management, access, and analysis of clinical images and information across care facilities and care departments. And it’s improving financial, clinical and operational outcomes by leveraging scale and enable better use of data. Hear how enterprise imaging is improving productivity and physician satisfaction, return on assets, workflow, simplifying vendor management, reducing IT complexity—and much more. Join us for insight to act on the 5 key challenges of enterprise imaging.

It’s just complicated. That’s the view many radiology practice leaders have of managing their information technology. But bringing together the right systems, software, infrastructure, and team can conquer that—even for large, complex practices like Central Illinois Radiological Associates (CIRA). Interpreting more than one million studies per year, and serving more than 26 hospitals, cancer centers, and clinics across multiple hospital systems utilizing multiple IT solutions, the secret sauce is a single worklist that helps unify study management across all sites.

Sharon Gibbs, director of the radiology department at VCU Health in Richmond, Virginia, aims to provide quality, timely and efficient care. To do so, she must define, analyze and track the metrics and quality needs of her large care providing team, which consists of more than 40 faculty radiologists, over 200 technologists, and numerous other stakeholders. Gibbs knew that a single analytics solution would enable her to gather data more quickly.

Change Healthcare is primarily known for its state-of-the-art technology and business solutions, but the company also provides consulting services, including overall assessments of an organization’s overall business health. Sometimes, healthcare providers know they need help keeping up with the rest of the industry, but need to be pointed in the right direction before they can get started; that’s where Change Healthcare enters the equation.

For the team at Roper Radiologists PA (RR) in Charleston, South Carolina, organization plays a pivotal role. And in 2017, the practice found itself at a bit of a crossroads. They wanted more advanced tools at their fingertips for assigning reads and filtering worklists, but they felt limited by their available tools.

In RBJ’s 11th annual survey recognizing 100 of the largest practices in the U.S., consolidation emerges as perhaps the single most inescapable sign of disruption throughout the profession. An analysis of this year’s list, together with respondents’ comments, details how hard it has become to identify a representative sampling of the largest practices in the land.

Workflow is both the magic and worry of radiology. To borrow a phrase from a nursery rhyme: when it is good, it is very good indeed, but when it is bad, it is horrid. While many radiology groups enjoy good workflow, most have room for improvement in measuring productivity, managing studies and balancing workloads to boost business and burn out physician burnout and ease fatigue. Here’s how two leading radiology group practices are making workflow better.

As imaging leaders work to help their practices move from volume-based care to value-based care, they often find themselves asking the same key questions. How can I improve workflow? How do I ensure everyone has the information they need? Laurie Bergeron is a product manager for workflow solutions at Change Healthcare who develops solutions that help health systems transition to value-based care. She sat down and answered several questions about this important topic.

Daniel R. Gale, MD, and M. Elon Gale, MD, both worked in academics before they began working at Lowell General Hospital (LGH), a nonprofit community hospital in Lowell, Mass. And while the brothers both enjoyed their new practice, there was one thing they missed from the days of working with trainees: reviewing and interpreting each exam with a fellow with post-graduate training.

Jeffrey B. Mendel, MD, former Chair of Radiology and Chief of Radiology Informatics at, respectively, Tufts-affiliated St. Elizabeth’s Medical Center in Boston and Harvard-affiliated Beth Israel Deaconess Medical Center in Boston, shares an anecdote.