Lawrence R. Muroff

Measuring and Managing Radiologist Productivity, Part 1: Clinical Metrics and Benchmarks

Physician productivity disparities are not uncommonly debated within radiology groups, sometimes in a contentious manner. Attempts to measure productivity, identify and motivate outliers, and develop equitable management policies can present challenges to private and academic practices alike but are often necessary for a variety of professional, financial, and personnel reasons. This is the first of a two-part series that will detail metrics for evaluating radiologist productivity and review published benchmarks, focusing primarily on clinical work. Issues and limitations that may prevent successful implementation of measurement systems are explored. Part 2 will expand that discussion to evaluating nonclinical administrative and academic activities, outlining advantages and disadvantages of addressing differential productivity, and introducing potential models for practices seeking to motivate physicians on the basis of both clinical and nonclinical work.

Implementing an effective organization and governance structure for a radiology practice.

Radiology practices that are well organized and effectively governed have a competitive advantage. Decisions are made rapidly, actions are taken decisively and in accordance with established policy, and each group member has a responsibility for practice building. Such groups are perceived by their peers, hospital administration, and community business leaders to be both formidable and effective. This paper details the mechanisms that facilitate planning for and implementing an efficient practice organization and governance structure. The tasks of group leaders are defined, as are the committees necessary for appropriate action. The integral roles of a mission statement and a business plan are discussed. Practices adopting the suggested organizational structure will be best positioned to survive in both good times and bad.

Measuring and managing radiologist productivity, part 2: beyond the clinical numbers.

Radiology practices endeavoring to measure physician productivity, identify and motivate performance outliers, and develop equitable management strategies and policies often encounter numerous challenges. Nonetheless, such efforts are often necessary, in both private and academic settings, for a variety of professional, financial, and personnel reasons. Part 1 of this series detailed metrics for evaluating radiologist productivity and reviewed published benchmarks, focusing on clinical work. This segment expands that discussion to evaluating nonclinical administrative and academic efforts, along with professionalism and quality, outlining advantages and disadvantages of addressing differential productivity, and introducing potential models for practices seeking to motivate physicians on the basis of both their clinical and nonclinical endeavors.

Why Radiologists Lose Their Hospital Contracts: Is Your Contract Secure?

Previously, a hospital contract meant tenure for the incumbent group of radiologists; however, those days are long gone. Exclusive contracts have morphed into exclusive contracts with carve-outs. Turf erosion has become a fact of life for radiology practices. Now radiologists are losing their hospital contracts in record numbers. Group size, though helpful for a variety of reasons, does not ensure that a practice will be secure in its hospital setting. The reasons that groups lose their hospital contracts are varied, and in this paper, the author discusses the most common ones. Suggestions to help practices avoid this unfortunate fate are presented.

Taking Your Radiology Practice to the Next Level

The majority of radiology practices are governed haphazardly and act unpredictably, and if they are successful, it is in spite of what they do, not because of it. A few exceptional practices ensure their success with good governance, a proactive approach to problems, and a clear sense of direction provided by group-developed and group-approved mission statements and business plans. This paper describes what great practices do to differentiate themselves from the vast majority of radiology groups. The importance of appropriate structure, governance, strategic planning, decision making, marketing, and decisive action are covered. Readers should easily be able to implement into their practices the suggestions offered in this paper.

ACR Task Force Report: Relations Between Radiologists and Hospitals and Other Health Care Organizations

The vast majority of US radiologists are affiliated with hospital-based group practices, making professional relationships between radiologists and hospitals one of the most crucial factors for a successful practice. However, tensions between radiology groups and hospitals have been increasing and have led to some well-publicized breakdowns. The ACR Task Force on Relationships Between Radiology Groups and Hospitals and Other Healthcare Organizations was charged to identify key factors affecting these relationships and to make recommendations and propose positive steps that could improve relationships and benefit radiologists, hospitals, and patients.

ACR White Paper: New Practice Models—Hospital Employment of Radiologists: A Report From the ACR Future Trends Committee

In response to the current era of rapid evolution of health care delivery and financing, radiologists are increasingly considering, as well as confronting, new practice models. Hospital employment is one such opportunity. Within this report to the ACR membership, the potential advantages and risks for radiologists considering hospital employment are examined.

Change Management for Radiologists

Change management refers to the research, science, and tools that prepare, equip, and enable individuals to adopt transformation successfully. Implementation of this discipline involves familiarity with an organizations culture, people, and structure. Several frameworks exist within which radiologists can successfully apply these concepts. With changes occurring within health care and within the field of radiology itself, it will be increasingly important for radiologists to familiarize themselves with and adopt the principles of change management in their practices.