Economic challenges in breast imaging. A survivor's guide to success.
Most breast imaging centers today operate under financial strain. Among strategies designed to improve their bottom line, more efficient use of the radiologist's time is the most fundamental strategy and the one most likely to succeed in all breast imaging centers. Tasks performed by the radiologist that are not directly related to interpretation and consultation should be shifted to other personnel. Other strategies that may help some breast imaging centers include accepting only self-paying patients, renegotiating the hospital contract, performing more interventional procedures, and extending the hours of operation. Measures that can improve the economic efficiency of screening mammography include batch interpretation of mammograms; paperwork reduction; brief automated reports; limiting requests for previous films from other facilities to only potentially necessary cases; dedicated screening mammography examination rooms; reduction in recall rates; and, in certain circumstances, extension of breast center hours. Measures that can improve the economic efficiency of diagnostic mammography performance and interpretation include dedicated diagnostic mammography examination rooms, automated film rotators, improved scheduling, and efficient work-flow patterns for examination performance. Measures that can improve the economic efficiency of both screening and diagnostic mammography include improved triage of screening and diagnostic patients, reminder telephone calls to confirm mammography appointments, greater use of medical assistants to help the radiologists and technologists, and streamlined film library procedures and operations. Measures that can improve the economic efficiency of breast interventional procedures include preprocedure work-up, establishment of scheduling protocols, and greater involvement of technologists and medical assistants in assisting the radiologist who performs the interventional procedures. All of these methods are intended to create a breast imaging center that is cost efficient while maintaining a patient-friendly atmosphere and diagnostic accuracy.
Feig
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Department of Radiology, Mount Sinai Hospital, Mount Sinai School of Medicine, New York, New York, USA.
D000488:Allied Health Personnel; D001071:Appointments and Schedules; D003284:Contract Services / Q000191:economics; D017598:Efficiency, Organizational; D004867:Equipment Design; D005260:Female; D005376:Financial Management / Q000191:economics; D006801:Humans; D008327:Mammography / Q000191:economics* / Q000295:instrumentation; D008403:Mass Screening / Q000191:economics; D008499:Medical Records; D011871:Radiology / Q000191:economics / Q000458:organization & administration; D011873:Radiology Information Systems; D015642:Radiology, Interventional / Q000191:economics; D012017:Referral and Consultation / Q000191:economics; D012051:Reimbursement Mechanisms; D017010:Reminder Systems; D013679:Technology, Radiologic; D013689:Telephone; D013997:Time Factors; D000078329:Workforce; D016526:Workload