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PI 3 - Tailoring radiology departments towards patients' needs

Friday, March 3, 16:00 - 17:30 Room: M 2 Session Type: Professional Issues and Economics in Radiology (PIER) Topics: Evidence-Based Imaging, Professional Issues Moderators: C. D. Becker (Geneva/CH), P. Mildenberger (Mainz/DE) Add session to my schedule In your schedule (remove)


A. Visibility of radiology

N. H. Strickland; London/UK

Learning Objectives

1. To discuss ways of raising the visibility of radiology with our clinical colleagues.
2. To explore the pros and cons of raising the visibility of radiology with patients.
3. To consider how to make radiology the centre of managers’ vision.


Radiologists must raise their visibility with their patients, clinical peers and managers if they are to survive as doctors in the hospital environment, and not be relegated to distant report-producing commodities, or be replaced by non-radiologist doctors and/or non-medical personnel. Their reports must add value by being diagnostic and actionable, and not merely observational descriptions devoid of medical interpretation. Their interventions must be based upon their own informed, collaborative clinical assessment of their patients, not carried out in response to directed instruction from their clinical peers. Diagnostic and interventional radiology underpins the whole of modern medicine and surgery. Radiologists must raise their profile by actively involving themselves in a wide gamut of clinical activity including: medical student and postgraduate teaching, advising upon the patient pathway, multidisciplinary team meetings, patient interactions, multidisciplinary research and managerial decisions. Visibility, accessibility and excellent communication skills are key to raising radiologists’ profile and making them an indispensable and valued part of the clinical team.


B. Outsourcing in radiology: costs and quality matters

A. Giovagnoni; Ancona/IT

Learning Objectives

1. To define the various types of outsourcing and discussing advantages and disadvantages.
2. To know and analyse the different stages of the outsourcing process.
3. To analyse the legal issues and professional responsibility.


Outsourcing is defined as buying labour, parts or services from a source outside the company rather than using the company’s own staff or resources. Over the last five years, outsourcing has become a global trend in business because, when performed properly, it can produce efficiencies not attainable when these functions are performed internally by an organization. Outsourcing in hospitals is becoming more and more popular. The most common services that are outsourced are non-medical tertiary services; in recent years, however, hospitals have started to outsource medical services, so-called “secondary services”, which include laboratory, pathology as well as radiology services. Structured and operated effectively, outsourcing can produce significant benefits while enabling hospitals to focus limited resources and management efforts on other areas. Radiology is increasingly being considered for outsourcing due to its unique operating and funding challenges and because of interest expressed by radiologists and outside vendors. The challenge of responding to constant technological advancement, labour shortages and increasing customer service expectations in the face of declining reimbursement, managed care, capital constraints and outpatient competition are compelling hospitals to consider outsourcing. Moreover, the daunting financial and operational challenge of transitioning radiology from an analogue world to a digital one makes management and funding of radiology even more of a challenge for hospitals. Radiology outsourcing arrangements can be tremendous win-win opportunities for radiologists and hospitals; they are very significant undertakings and should be entered into only with realistic goals, commitment, due diligence and confidence by both parties.


C. Demonstrating the added value of the radiologist: the European approach

P. M. A. van Ooijen; Groningen/NL

Learning Objectives

1. To know and acknowledge which disruptive technologies will influence future radiology.
2. To know about different workload distribution models between professionals.
3. To determine new possibilities for radiology to add value to patient care.


We live in a world that is constantly changing at a high pace. Many of these changes are related to the advances in computer science and can be quite disruptive and turn things around. These changes also have their effects on healthcare in general and radiology in particular. Many technologies have a disruptive effect on the way radiology is practised now and in the near future. The tasks in the patient treatment process will be re-distributed among healthcare professionals and radiologists should understand this and claim their part of this workload based on their knowledge and experience in medical imaging. This will pose threats to the radiological speciality but it also holds tremendous opportunities that will allow radiology to keep adding value to patient care in the future.


D. Demonstrating the added value of the radiologist: the US/Canadian approach

G. McGinty; New York/US

Learning Objectives

1. To see the change of radiology as a discipline over the last decades and threats out of this.
2. To learn about opportunities of radiology today.
3. To understand about the continuity of care and the role of radiology in this context.


Advances in technology such as PACS and voice recognition have made radiologists more efficient and productive but have rendered them largely invisible to their referring physician colleagues and patients. Whereas in the past consultation in the radiology department was common, now many physicians do not know where the radiology department is located and worse, if they find it, the door might be locked because the radiologist is too busy to talk to them! As the US healthcare system has sought to embrace value rather than volume in the “Obamacare” era, radiologists risked being considered a commodity and indeed reductions in reimbursement reflected this misperception. The ACR’s imaging 3.0 initiative ignited a culture change among radiologists and has led to greater visibility for radiologists. The radiology community has used its advocacy efforts to shape payment policy to incentivise even more engagement with patients and colleagues as well as provide meaningful metrics and reporting methodologies by which radiologists can demonstrate their value. This presentation will discuss the journey that has taken radiologists “out of the shadows” and provide a vision of the future where the value of radiologists is not only recognised but rewarded.

Panel discussion

no recording

(no abstract)

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