The answer to staying afloat lies in efficiency. The goal is to optimize each step of the imaging process and to phase out unnecessary tasks. Radiologists need to streamline workflow in every area of their operation, from front-desk personnel to technologists so that they have more time to schedule for patients. With the baby boomer generation on the brink of retirement, doctors will have no trouble filling empty appointment slots.

Jay P. Mazurowski, President of the American Healthcare Radiology Administrators, (AHRA), told DOTmed News, "administrators and business managers should however thoroughly assess their current environment and cachement area - perhaps drafting a SWOT analysis (which stands for Strengths, Weaknesses, Opportunities, Threats) to appreciate internal strengths and weaknesses as well as external threats and opportunities. The analysis should include:


-An analysis of the competition
-Profitability analysis of each modality
-Recent or imminent changes in provider contracts
-Any demographic changes/trends
-The impact of technological advances
-A backlog analysis
-Marketing strategies

A comprehensive analysis will help to develop realistic improvement goals and strategies such as re-allocating resources to maximize the more profitable services; surveying referrers to better appreciate their concerns and perceptions of your services; re-doubling customer service efforts."

Ed Cronin, Executive Director of the American Healthcare Radiology Administrators, added these thoughts, "The role of the radiology administrator or imaging management professional will be crucial to successfully dealing with the challenges created by the DRA. Much of the focus for the imminent future will be on workflow efficiencies and increased profitability. This will raise the expectations and demand for competent imaging managers"

One strategy other people are looking to use to reduce overhead is to use late-model equipment. New technological advances mean that many facilities will have surplus equipment. According to Wayne Webster of ProActics Consulting, in order to break even with a brand new PET/CT that costs $2.2 million, a radiologist would have to see nine patients per day given the current reimbursement environment. Yet if you purchase a previously owned PET machine, use your current CT, and then purchase fusion software which costs around $500,000, your break-even is a much more attainable one patient per day.

Management professionals can get help with these challenges through the AHRA, whose website is http://www.ahraonline.org. The AHRA provides conferences and seminars, an online database of members, unique mentoring exchange programs, first-class and award-winning publications, and a popular List Server. The AHRA also publishes a series of textbooks about best practices called Financial Management in Radiology.

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