Monday, October 23, 2017 | 1:00 - 2:00 pm EST
In the inevitable march to value-based care, executives often find themselves in a “fire-fighting” capital rationing mode—allocating technology investments to the areas with the greatest perceived need, all too often resulting in disconnected systems in an operational environment that requires integration and standardization. This piecemeal approach creates inefficiencies across the enterprise and makes investments increasingly complex and risky.
Nowhere does this seem more pertinent than in radiology. Today, imaging is the hub of the patient journey, offering a literal line of sight to confident diagnosis and treatment. But while the need for imaging technology and IT investments has been unrelenting, radiology's role as a profit center has migrated to the cost column. Reimbursements have flattened or declined while need has increased.
CEOs, CIOs, and COOs need strategic guidance at a systems level to manage competing needs related to innovation, capital and operating outlays, operations, staff support, and patient access and satisfaction. Applying systems-level analysis, planning, and performance improvement tools to your imaging service line can not only reduce financial risk and instability, but enhance the value of imaging for patients and the institution at large.
In this session, attendees will hear how:
- Marin General Hospital in California renovated its imaging technology and IT infrastructure within a phased, strategic plan to attract and keep new patients and comply with local seismic requirements. In the past 18 months, the hospital has reported that these improvements have yielded a 19% increase in procedural volume (invasive imaging), a 4% increase in imaging volume and improvements in patient turnaround time (CT scanner).*
- Phoenix Children’s Hospital in Arizona created a master plan to innovate, connect and continuously improve its Radiology service line to better serve its patients and families while driving clinical excellence and accelerating care delivery.
* Results are specific to the institution where they were obtained and may not reflect the results achievable at other institutions.