by Curtis Kauffman-Pickelle
Today’s medical-imaging profession is definitely not for the fragile and weak-kneed among our colleagues. It is becoming increasingly clear that navigating the constant changes and challenges that face the practice of radiology today will be the ultimate test of tenacity, perseverance, and creativity. We’re in the playoffs now, and the game is moving to the big-time arena—where the margin for error is nil.
by Cheryl Proval
Physicians are in a real bind as fee-for-service reimbursement falls under attack and alternative payment methods (such as bundling and capitation) gain traction in Washington, DC. As of June 18, Medicare Part B claims were being processed with the 21.3% cut mandated by the sustainable growth rate’s formula, and House Democrats demanded legislation on jobs before they would pass the Senate bill to reverse the cut.
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Our clients include radiology practices, imaging centers, and hospitals in large and small markets across the country.
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Randy Roat, CHBME, VP of Radiology, MMP, and George Ehrhardt, CPA, Director, Practice Management, MMP
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A window of access to capital has opened for hospitals, according to Lisa Goldstein, because of the improvement in the debt markets seen over the past six to nine months.
If you are like many physicians, you are lamenting the losses to your retirement plan after the financial meltdown. You might have lost a substantial amount, and you might wonder how you can quickly regain the losses.
While the industry landscape has certainly changed significantly since Radiology Business Journal published my article on this subject three years ago, the primary factors that drive the desire to complete transactions and the valuations remain largely intact.
At NYU Langone Medical Center (NYULMC), New York, New York, even though the radiology department’s billing office adheres to the principle of a cross-trained staff pool, it practices the explicit division of labor.
In revenue-cycle management for the practice, imaging center, and radiology department, success is achieved through the relentless and ongoing pursuit of defined metrics, with all hands on deck
If you are anything like me, you have had a few sleepless nights worrying about the future of the health-services industry.
After weathering last fall’s fiscal catastrophe, many hospital CFOs now find themselves in Bert Zimmerli’s position.
Hospital-radiology group JVs are key to preserving and growing imaging market share, but failure to cement strong relationships and expectations from the start is a prescription for failure
Prepare for sharp increases in diagnostic imaging costs if CMS prices practices and entrepreneurs out of the imaging center business
One of the overlooked consequences of the current economic uncertainty is the effect on health care collections.
You have, no doubt, heard the story about the quiet, loyal employee with many years of service to the business who one day sends his boss a postcard from Rio de Janiero, saying that he’s not coming back.
From the go-go years to the present, acquisition strategies in the outpatient diagnostic imaging field have not always worked
Negotiating higher reimbursement is nearly always possible, according to Penny Noyes, president and CEO, Health Business Navigators, Bowling Green, Ky.
Not too long ago, prices for contrast media could get a radiology director’s pulse racing.
It’s been a year and a half since the debut of the DRA imaging cuts, and the dust is beginning to settle in the outpatient imaging market, according to Douglas Lynch.
Both hospitals and imaging centers are struggling with economic and political pressures that are straining their relationships with staff; finance (administration/owners); radiologists; vendors (IT providers, equipment manufacturers, suppliers, and consultants); referring physicians; and the community (your patients).
Obtaining the most favorable financing depends on having the kinds of financial statements that lenders want to see.
Over the past 15 years, outpatient imaging has been subject to high growth rates.
In light of the Deficit Reduction Act, which went into effect in this month, many imaging practices and physician offices that provide diagnostic imaging services, are looking for ways to reduce their operating costs.
Sometimes I joke with people who ask me what I do for a living. “I am a crow,” I reply.
The pending implementation of the DRA reimbursements cuts has been looming over the diagnostic imaging industry for the past year.
Much has been said and written about the significant economic effect the Deficit Reduction Act of 2005 (DRA) will have on the imaging industry.