Can academic radiology departments become more efficient and cost less?

Seltzer, Steven E.; Saini, Sumant; Bramson, Robert T.; Kelly, Pauline; Levine, Leonard A.; Chiango, B F; Jordan, Patrick F.; Seth, Archana; Elton, Jeffrey J.; Elrick, J; Rosenthal, David A.; Holman, B. Leonard; Thrall, J H

doi:10.1148/radiology.209.2.9807566

Cited by 11 publications

(5 citation statements)

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“…The RIS-generated requisition includes the referring physician's name, pager number, and direct office number to facilitate phone contact. 4. We have access to the hospital information system (HIS) in the CT suite, so patient information including discharge summaries, surgery notes, and pathology results can be readily accessed at the time the examination protocol is determined.…”

Section: Scheduling Protocol Development and Selection Performancementioning

confidence: 99%

“…Errors in billing are placed in a separate file that is reviewed daily by the billing office. 4. Insurance denials are appealed by the coding and billing coordinator and are submitted back to the payer electronically twice a month.…”

Section: Billingmentioning

confidence: 99%

“…Unfortunately, hospital administrators do not recognize that cutbacks in transport personnel can drastically affect CT operations and patient care. 4. Reports on turnaround times are monitored at divisional and departmental levels.…”

Section: Qa Proceduresmentioning

confidence: 99%

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Administration of a CT Division

Mayo-Smith¹

2002

Radiology

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A computed tomography (CT) division can be viewed as a business subsidiary of a larger corporation-the radiology department. While a large amount of radiologic literature has been devoted to specific CT techniques and applications, there has been less of a focus on the operational structure required to achieve quality and efficiency in a CT division. This report includes discussion of the managerial structure, equipment purchases, continuing education, protocols, billing, and quality assurance measures that can be used to administer a CT division.

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Section: Scheduling Protocol Development and Selection Performancementioning

confidence: 99%

Section: Billingmentioning

confidence: 99%

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Administration of a CT Division

Mayo-Smith¹

2002

Radiology

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“…[1][2][3][4] The RVU system consists of standardised, non-monetary units of measurement assigned individually to specific medical procedures. The value of a procedure in RVUs depends on its complexity and the time and resources used in performing the task.…”

Section: Introductionmentioning

confidence: 99%

Design of a relative value unit-based tool for the measurement and reimbursement of pharmacy services for clinical trials

et al. 2018

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ObjectiveTo develop a relative value unit (RVU)-based tool for the measurement and reimbursement of pharmacy services for clinical trials.MethodsA portfolio of activities was agreed by consensus in four tertiary hospitals. Related activities were pooled into several categories or intermediate products. We recorded the duration of each activity by multiple determinations. We then calculated the average time of all determinations. The reference activity was assigned a value of 1. All other activities were compared to the reference activity to obtain the RVU. To establish which items should be invoiced to third parties for the activities performed, we defined the final products (different types of clinical trials according to their complexity).ResultsTen intermediate products and five final products were differentiated. Six intermediate products could be repeated over the course of a clinical trial and seven were performed whether or not the clinical trial had included patients. Each final product consisted of different categories. The total number of RVUs produced for a clinical trial was the sum of each constant category value plus the repetitive category values multiplied by the number of repetitions.ConclusionThe application of RVU methodology in investigational drug services allows a more precise quantification of services performed. After a prospective validation to confirm the applicability of this tool, it may contribute to more appropriate invoicing to third parties for these services.

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“…Da die Berechnungen auf unkomplizierten Standardeingriffen beruhen, ist in Einzelfällen unter Umständen von wesentlich höheren Kosten auszugehen. Insgesamt sollte jedoch nicht geleugnet werden, dass auch in radiologischen Abteilungen Wirtschaftlichkeitsreserven bestehen[13], deren Mobilisierung durch die ILV nicht behindert werden sollte. Andererseits ist zu berücksichtigen, dass im DRG-System die Anwendung radiologischer Interventionen in vielen Fällen zu einer Hochgruppierung in eine ¹chirurgische Kategorieª mit höherer Vergütung durch die Krankenkassen führen wird.Im Hinblick auf die Einführung des DRG-Systems erscheint ein Umdenken bezüglich der innerbetrieblichen Verrechnung radio-Strotzer M et al Innerbetriebliche Leistungsverrechnung am ¼ Fortschr Röntgenstr 2002; 174: 761 ± 766…”

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