In these uncertain times in the healthcare industry, administrators are asked to do more with less time and resources. Because of the extended roles they are playing in today's organizations, radiology administrators are looked upon as agents of change. What leadership skills do they need in this turbulent and uncertain healthcare environment? What are the trait's of tomorrow's leaders? The transformational leader is the one who will guide us through this changing healthcare environment. Several behavioral patterns emerge as important traits for tomorrow's leaders to have-individual consideration, intellectual stimulation and charisma. Tomorrow's leader must view each person as an individual, showing genuine concern and belief in each person's ability to perform. Transformational leaders stimulate others by encouraging them to be curious and try new ideas. The final characteristic, charisma, is the ability to inspire others. Luckily, leaders are made, not born: today's leaders can learn to be responsive, to draw out new ideas from employees, and to communicate self-esteem, energy and enthusiasm.
STRATEGIC PLANNING AND ITS IMPORTANCE John V. Reese In order that a company not only maintain its present position in the business world but also grow in size and strength, it is important that a company measure its perThis thesis h~s been approved by the following committee:
This is the first time in history to have four generations in the workforce at the same time. As the generations transi- tion and turnover, it is important to determine what makes the most recent generation "tick" Generation Y is new, innovative, and likes to be social. That is a change from what has been tradition- ally taught in leadership courses. Mentorship has become a key factor in gaining trust and engagement from generation Y employees. While there are intrinsic and extrinsic factors that motivate all employees, generation Y has shown to be more intrinsically moti- vated than extrinsically. They value achievement and socializa- tion more than prior generations, and since trust is not automatic, a good mentoring program can bridge that gap. The literature review shows that strong, meaningful mentorship pro- grams are a great way to lead and moti- vate generation Y into the future as cur- rent employees and future leaders.
MaKing and justitying capital expenditures can be a difficult part of a supervi- sory or managerial position. Understanding more advanced accounting tools for justifying these expenditures, like Internal Rate of Return (IRR) and Net Present Value (NPV), can improve the chances of receiving necessary funding. NPV avoids the weaknesses of the IRR method by allowing decision makers to specify when cash flows will occur instead of assuming that net cash flows will be equal each year ofa project. Taking the time to learn basic account- ing definitions and tools can improve your ability to manage and provide greater opportunities to help patients, staff, and the community.
A set of performance indicators and metrics related to patient safety that classifies and measures mistakes can prevent errors in medical imaging. The potential of harm in this department is high since it is a complicated environ- ment in terms of diversity of services, patient mix, personnel, equipment, tech- nology, and information. In such an environment, it is necessary to define aframeworkto identify safety inci- dents, analyze them, provide solutions for preventing them, and give feedback on the results. Using medical imaging informatics can be effective in monitor- ing these indicators. Benefits such as reducing radiation expo- sure and reducing medication errors and adverse effects can be achieved. It can also promote knowledge through acces- sibility of resources and useful informa- tion in order to optimize decision making.
Developing algorithms for the improve- ment of diagnostic care leverages tech- nologies and techniques developed across industries that are exponentially being improved, developed, and tested. Machine learning means extracting patterns not only from patient level obser- vations or a radiologist's primary diag- nosis, but from secondary diagnoses, incidental findings, claims data and similarities with other patients for predictive benefit. The business model for radiology will be based on deeply knowing and leveraging existing data and generating data on patients that can be reused and made easily accessible for-future algo- rithms and changes in healthcare policy and reimbursement.
In the current business environment for contract radiology services, a more stra- tegic approach to marketing can strengthen the ability of an organization to retain existing contracts and win new ones. Although over 70% of surveyed AHRA members believe that marketing is valued within their organizations, only a quarter rated their current marketing programs as highly effective. Survey responses indicate recognition of an unmet need for-marketing programs that are data driven and designed to be evaluated based on meas6rable outcomes. Starting with an understanding of a few key essentials of marketing data and basic categories of marketing metrics can form the foundation of a demonstra- bly effective marketing program for a contract-based radiology organization.
Understanding the principles behind the time value of money can help individuals succeed in both business and personal long-term planning. The Internal Rate of Return (IRR) method provides a straightforward way to analyze long-term financial decisions. The result, the project's IRR, is a simple percentage that is easy to explain and compare with the results from other projects. When considering multiple investments, it is relatively simple to rank them by their IRRs, make minor adjustments to the list for qualitative issues, and invest down the list until the funds for the year have been spent.
Lue to the importance ot controlling healthcare costs and appropriate utiliza- tion of imaging, this study evaluates CT scan utilization based on the ACR appropriateness criteria in patients at Kashan University of Medical Sciences Tertiary Care University Hospital (KAUMS-TCUH) in Kashan, Iran. Of CT scans performed, imaging proce- dures were rated as inappropriate (9.1%), may be appropriate (11.9%), and appropriate (78.9%). Findings revealed that the highest rates for appropriate and inappropriate requests pertained to trauma (101, 87.8%) and ataxia (8, 34.8%) patients. Findings demonstrated that CT scan utilization is not appropriate in Kashan. Of the total rates of CT scans, almost one tenth are in the inappropriate and may be appropriate groups. This suggests immediate actions to reduce the rates. For effective intervention based on the problematic area, a utilization commit- tee for resources should be established to regularly direct the CT scan utilization.
The purpose of this work was a cost analysis for the acquisition of two new MRI devices in a university hospital. The costs of a classical exchange (new purchase) were compared to those of a system upgrade. Taking the local circumstances into account, up to $121,000 could be saved with. the system upgrade for one MRI system compared to a classic exchange. Upgrades of the 1.5 and 3 Tesla systems were performed within 15 working days without any problems or restrictions. The number of examinations per day could be increased from 13.4 to 16.2 using the 1.5T system and from 14.1 to 15.9 using the 3T. The upgrade possibility of an old MRI device represents an economically attractive approach, which allows access to the latest state-of-the-art MRI technology while respecting the limited economic resources of the department.
These ten items should cover many of the key issues impacting imaging. Every organization should create their own list on an annual basis and update it quarterly. Ensuring compliance with the myriad coding, reimbursement, and regulatory requirements is ongoing. Embrace the challenge, don't get discouraged and know that your efforts make a difference!
r a d i o l o g y M a n a g e M e n t 14 This article provides an update on the hospital outpatient prospective payment system (HOPPS) and how to price new bundled codes for radiology services. These issues continue to be relevant and are growing in significance. Although much of this information was provided last year (May/Jun 2015 Radiology Management), this article provides important advice on how to keep hospital payments stabilized and at their correct levels as the payment system continues to evolve. The Centers for Medicare and Medicaid Services (CMS) has been focusing intently on bundling services within its payment systems, and more aggressively within the HOPPS, with the intent of realizing savings and promoting more efficient care. These efforts have taken many different forms including packaging of services, bundling of codes, and most recently in the development of episodes-of-care designations which they refer to as comprehensive ambulatory payment classifications (C-APCs). All of these efforts result in CMS taking the outpatient hospital claims data, running it through their methodology, and reimbursing the hospital via comprehensive or packaged payments. The purpose of these efforts is to further advance the HOPPS as a prospective payment system that is more like Diagnostic Related Groups (DRGs), the inpatient prospective payment system. The accuracy of these payments is highly dependent on accurate coding, cost reporting, and pricing in the charge masters by hospitals. The purpose of this article is to inform hospital staff about the importance of submitting the most accurate data possible in order to insure correct payments are made for services provided to patients in the hospital outpatient setting.
The University of Maryland Medical Center's goal was to improve the safety and comfort of pediatric imaging by enhancing the experience for children. Two pediatric radiologists and two child life specialists worked together to create a training program to help guide radiology technologists on how to approach and interact with children undergoing medical imaging. The results of surveys administered to technologists and parents or caregivers helped refine the strategy for both creating training sessions for technologists and reading materials for children and their parents to optimally prepare for the procedures. Training sessions included information on language choices, developmental considerations, comfort techniques, patient- and family-centered care practices, procedural support techniques, and coping styles. Through the implementation of learning sessions and distraction resources for technologists, and the development of preparation books, the imaging experience for pediatric patients at UMMC has improved.
The imaging department can be instrumental in contributing to a healthcare facility's ability to succeed in this new era of competition. Advances in DR technology can improve patient perceptions in the imaging department by improving efficiencies and outcomes which, in turn, can ultimately bolster overall HCAHPS scores. Specific areas for improved scores by utilization of DR include nurse communication, doctor communication, pain management, and communication about medication. Value based purchasing brought with it a mandate for hospitals to track key metrics, which requires an investment in time, tools, and human resources. However, this mandate also presents hospitals and imaging departments, with an opportunity to leverage those very metrics to better market their facilities.
Accounting terminology and methods are essential parts of management and can be used to improve the efficacy of communication with other managers and executives. While learning these terms and methods can seem daunting, the rewards are well worth the effort. Accounting terminology can seem almost as complex as medical terminology: revenues, expenses, iRR, net pres- ent value, and profit. However, manag- ers and supervisors don't need to understand all of those terms, just those most commonly used. Once those basics have been mastered, they will provide sufficient background to understand the many forms, information requests, and questions accounting and finance lead- ers will provide and request. Imaging supervisors and directors can use these terms and methods to success- fully communicate with management about resources needed and their impact on the community and the bottom line of the organization. The reward for the time spent is well worth the effort.
The healthcare industry continues to experience changes as initiatives related to the Patient Protection and Affordable Care Act of 2010 ensue. As healthcare costs and quality continue to be investi- gated by industry professionals, previ- ous research continues to support the direct relationship between the overall patient experience and employee job satisfaction levels.-3 This study was conducted to further analyze previous incentive data collect- ed from 2007 and 2012 and compare it to an updated healthcare employee incentive survey completed in 2015. Descriptive results demonstrate how incentive packages have changed in healthcare over the past eight years among various lines of employment within the industry. Additionally, health- care positions with creative incentive packages are further investigated in 2015, as compared to previous years.4,5.
