Strategic Expansion Models in Academic Radiology

Natesan, Rajni; Yang, Wei Tse; Tannir, Habib; Parikh, Jay R.

doi:10.1016/j.jacr.2015.11.014

Cited by 27 publications

(9 citation statements)

References 21 publications

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“…In response to changes in the health care economic climate over the past decade, academic radiology has been expanding into the community. This community expansion may be achieved through a brick and mortar approach, practice/hospital acquisition, or a partnership-based model in which the community hospital provides use of its facilities, staff, and equipment in exchange for physician staffing by the academic institution [ 1 , 2 ]. As a result, advanced academic radiology services, such as subspecialty expertise and access to cutting-edge technologies, that have traditionally only been accessible at academic medical centers, are made available to the patient population in the community setting [ 1 ].…”

Section: Introductionmentioning

confidence: 99%

Implementing a Multidisciplinary Tumor Board in the Community Practice Setting

Lesslie

Parikh

2017

Diagnostics

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Multidisciplinary tumor boards are an opportunity for radiologists to demonstrate value to referring clinicians, the hospital, and patients. Multidisciplinary tumor boards are commonly utilized in academic institutions, but may not be readily available in community practice. We discuss strategies academic radiologists may employ to assist in the implementation of a multidisciplinary tumor board in the community practice setting. Summary: Strategies to assist in the implementation of a multidisciplinary tumor board in the community practice setting are described.

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Section: Introductionmentioning

confidence: 99%

Implementing a Multidisciplinary Tumor Board in the Community Practice Setting

Lesslie

Parikh

2017

Diagnostics

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Section: Description Of the Problemmentioning

confidence: 99%

“…As a response to these changes, academic health care systems are seeking care coordination and system integration. For radiology practices, this evolution has resulted in mergers and partnerships between traditional academic radiology departments and community practices [1][2][3][4].In 2014, a large academic radiology department in the Southeastern United States integrated an existing community practice into a new Division of Community Radiology. The division was created to meet both the inpatient and outpatient imaging needs of a large neighboring city.…”

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confidence: 99%

Creating a Community Radiology Division: An Academic Radiology Department’s 3-Year Experience

Boyse¹,

Paulson²

2018

Journal of the American College of Radiology

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PROBLEMThe US health care system is evolving rapidly with an emphasis on value-based care and management of populations. There is an increased expectation for improved patient outcome and service. As a response to these changes, academic health care systems are seeking care coordination and system integration. For radiology practices, this evolution has resulted in mergers and partnerships between traditional academic radiology departments and community practices [1][2][3][4].In 2014, a large academic radiology department in the Southeastern United States integrated an existing community practice into a new Division of Community Radiology. The division was created to meet both the inpatient and outpatient imaging needs of a large neighboring city. This brief communication describes our experience as one example of an academic radiology department's effort to develop an effective community radiology strategy.Our health system had previously purchased a community hospital in a large neighboring city. The acquisition was part of a health system strategic plan to expand services in the city's rapidly growing health care market [5]. Starting in the mid-2000s, the health system began to transition the 186-bed community hospital from community medicine to subspecialty medicine with a focus on oncology, neuroscience, and orthopedics.The community hospital was historically served by a six-member, hospital-based radiology practice. As the hospital moved to more subspecialized care over the ensuing years, however, the legacy group had difficulty providing sufficiently subspecialized imaging interpretations. For example, oncologists demanded disease-focused staging information. With the opening of a stroke center, neurosurgeons required increased neuroradiology expertise and availability. Breast surgeons insisted on fellowship-trained breast imagers for consultations.In interventional radiology, the existing radiology practice could not meet the hospital's need for coverage and expanded services. Because of the lack of 24-7 interventional coverage, the hospital was forced to limit interhospital transfers of patients with bowel hemorrhage. Urologists were reluctant to perform partial nephrectomies without interventional radiology backup. New oncologists demanded increasingly complex biopsies and new therapeutic interventions.There was also a health system need for an ambulatory radiology strategy and presence. To compete in the neighboring city's market, the health system's strategic plan called for a rapid outpatient expansion with dozens of new primary care and specialty providers located within multiple new distributed facilities. This provider growth would necessitate a concomitant substantial expansion of outpatient imaging services.Our academic radiology department has long been committed to its missions of teaching and research, but it has not historically been focused on clinical growth in the surrounding communities. The shifting health system goals and local inpatient clinical pressures made it clear that the acade...

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“…In an environment where the radiologist group and radiology department staff do not share a common employer [15,16,17], an additional level of complexity is introduced into the departmental dynamics that may result in additional sources of conflict. In this setting, the radiologist may be employed by a private radiology group [14] or a partner institution [16,17].…”

Section: Introductionmentioning

confidence: 99%

“…In this setting, the radiologist may be employed by a private radiology group [14] or a partner institution [16,17]. The goal of this article is to educate our membership regarding how differential training and goals between administrators and radiologists may contribute to conflict, and to provide constructive strategies to leverage conflict in such a way to affect positive change.…”

Section: Introductionmentioning

confidence: 99%

Building Relations with Radiology Administrators

Kalambo

Parikh

2017

Diagnostics

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In some radiology departments, the lack of alignment between administrators and radiologists can pose significant challenges. This article describes how differences in background and priorities between administrators and radiologists can contribute to conflict and presents strategies on how to manage the conflict in a way that can leverage positive change. Strategies to build relations between radiologists and radiology administrators are described.

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Strategic Expansion Models in Academic Radiology

Cited by 27 publications

References 21 publications

Implementing a Multidisciplinary Tumor Board in the Community Practice Setting

Implementing a Multidisciplinary Tumor Board in the Community Practice Setting

Creating a Community Radiology Division: An Academic Radiology Department’s 3-Year Experience

Building Relations with Radiology Administrators

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