Obtaining the most favorable financing depends on having the kinds of financial statements that lenders want to see. Before seeking funding for a de novo build, an upgrade to an existing imaging center, or new modality purchases, it is important to understand the commonly used types of financial statements, the kinds of financing typically

Radiographic mammography can be difficult to interpret, and radiologists who read mammograms rely on prior studies to guide them. Many women wisely comply with the recommendation to have this lifesaving study annually, so radiologists are often doing a difficult job within a tight timeline because they must review many mammograms, including the

Today’s imaging market is substantially different from that of earlier years; payment is less secure, coverage for new technology is more difficult to obtain, and government and private oversight are increasing. After years of uninhibited growth and development, the imaging sector now faces unprecedented scrutiny that will probably change the way

Radiology practices create the largest number of new accounts per month of any specialty within a health care delivery system. On average, a practice reading 500,000 examinations per year would generate 35,000 new accounts per month. The billing issue that confronts every radiology practice is achieving a balance between processing costs and

Richard Duszak, MD, bears the authority of experience when he cautions those who dare attempt to manage physician productivity: “If you don’t think there is a problem in your practice, you don’t want to go down this road and touch the third rail on the Metro—because you will get electrocuted, and you may die.”

As the business of radiology assumes a greater role in the evolution of your outpatient imaging center (OIC), it is important to remember that, essentially, yours is a people business.

A Q & A with noted health care futurist Jeff Goldsmith, PhD, provides insight into the specialty’s looming challenges and vast opportunities.

With imaging representing the hospital’s greatest source of outpatient profits, hospitals must rewrite their playbooks to compete with more aggressive freestanding providers.