What Innovative Radiology Practices Are Doing to Meet the Evolving Needs of the Hospital
In our last blog entitled “The Top 10 Hospital Needs from Radiology”, we discussed some of the universal wants and needs the hospital C-Suite is seeking from its radiology partner. As a recap, they included the following:
1. Alignment with hospital strategic imperatives and initiatives
2. Quality metrics the hospital can use to differentiate from the competition particularly in key service lines
3. Avoid duplication of services – utilization management
4. Increased service coverage and sub-specialty access
5. Improved patient satisfaction
6. Improved medical staff satisfaction
7. Consistency of imaging service delivery throughout the continuum of care
8. Shared risk in emerging healthcare payment initiatives
9. Physician/Hospital “Partnership”
10. Positively contribute to the “Hospital Brand”
It’s a long list…so how are Practices prioritizing these needs and what specifically are they doing to proactively address them?
Based on conversations we’re having with Practices, the most strategic and visionary groups start with a candid discussion with the hospital leadership. In a perfect world, the Practice tackles all ten of the items on the list but in the real world filled with time and resource constraints picking three to start usually works best. Consistently, we’re seeing the top three priorities center around:
1. Increased service coverage and sub-specialty access
2. Avoid duplication of services – utilization management
3. Shared risk in emerging healthcare payment initiatives
Once the priorities are set, the group performs an internal audit to measure quantitatively and qualitatively how they stand relative to hospital expectations as well as their peers in the industry. For many practices, this can be an eye opening and humbling experience to measure what has never been measured before.
Using analytics based upon data from multiple sources to measure and benchmark performance, an action plan is devised to achieve full integration with their affiliated hospital(s) while strategically positioning the group for success.