Few would argue that one of the most impressive accomplishments of engineering, throughout history, has been the bridge. From the towering Golden Gate to the simple plank stretched across a stream, bridge design and construction are the essence of problem solving. Bridges exist for no other reason than to overcome the obstacle of a river, a valley, or a road, and to provide access to new possibilities for the traveler.

Imaging providers are well aware of the many challenges that radiology groups are facing today. Considering all of the various external threats, one is reminded of the motto sometimes attributed to Blackbeard (Edward Teach, 1680–1718): The floggings will continue until morale improves. It is in this environment that many radiology groups must rethink their governance structures and processes. Many groups operate in a manner better suited to the golden age of medicine, but woefully inadequate in today’s market. Effective governance is important; it is difficult to achieve, but there are steps that you can take to improve your group’s governance.

In recent years, the diagnostic imaging industry has served as a microcosm, of sorts, for the larger health care industry. Diagnostic imaging has seen rapid technological advances that have dramatically increased diagnostic capabilities and increased demand for services, as well as increases in both the number and types of providers offering imaging services. Such growth, however, has attracted both government’s and commercial payors’ attention, resulting in reimbursement cuts, increased payor management of imaging services, mandatory accreditation standards for imaging providers, and expanded state and federal regulation of imaging providers.

This year’s meeting of the RSNA in Chicago, Illinois, to be held November 29 through December 4, will feature approximately 4,000 scientific papers, posters, and educational exhibits, and despite the recession, the society expects to welcome nearly 60,000 attendees from around the globe. The meeting will include perennial favorites like the mock jury trial and mentored case reviews, as well as new events ranging from an educational series for technologists to a radiology reading room of the future.

Viewing revenue-cycle management as a function limited only to billing is shortsighted at best, and is more likely to be a mistake. Revenue-cycle management affects the entire practice, imaging center, and hospital radiology department, from a new patient’s first inquiry (whether made by telephone, through an online portal, or in person) to the receipt of payment for services rendered.

Priors >>

Health reform efforts have developed into a heated and contentious debate.

During the decade following 1996, the average annual cost of health care for those 65 and older increased 30%, according to a recent analysis.¹

When JAMA published an opinion piece¹ in October 2009 questioning the effectiveness of mammography screening and calling for new screening protocols to separate life-threatening cancers from less harmful lesions, the mammography community reacted with alarm.

Five centuries ago, the Roman Catholic Church introduced the devil’s advocate for the express purpose of countering arguments in favor of canonization.

Departments >>

As I sit here trying to think of a way to wrap up a year of tremendous change in radiology, health care, and the economy at large, I understand that there is no way to turn 2009 into a neat package.

With no stimulus package in the wings, the future belongs to those leaders in radiology who dare to innovate

Any reader of Radiology Business Journal knows that the complexity and intensity of managing a radiology practice are increasing exponentially.