ClearChoiceMD, the New Hampshire-based chain of 10 high-end urgent care clinics in Northern New England, has installed digital x-ray systems and PACS in all its locations. 

On August 29, 2005, Hurricane Katrina—the deadliest storm of its kind in U.S. history—made its final landfall near Bay St. Louis, Mississippi with a 28-foot storm surge and a storm tide of more than 30 feet deep. Like 80 percent of New Orleans, many neighboring parishes, and a multitude of other coastal towns along the Gulf of Mexico, Bay St. Louis was devastated by the hurricane.

As diagnostic imaging becomes even more complex, so, too, does the business of running a hospital. Margins are low, competition is high and hospitals are consolidating just to survive. Next-generation imaging solutions are emerging to take the industry to the next level. Industry visionaries have coined the term PACS 3.0 to describe the system of the future with patient-centric data and the fulfillment of anytime, anywhere access. But these visionaries have put the industry on notice that PACS 3.0 simply can’t be achieved without the ability to scale and interoperate with other systems. The burning question in the industry should be: how do we get from here to there?

As radiology struggles to find its footing in an emerging healthcare delivery paradigm that emphasizes collaboration and accountability, radiologist Rasu Shrestha, MD, finds himself at the center of the fray at the University of Pittsburgh Medical Center, Penn., where he was recently named chief innovation officer and president, Technology Development Center.

The seamless interface of information systems within an enterprise is the Holy Grail in health systems for good reason: Tight integrations can yield big benefits. After replacing its PACS and tightly interfacing the new system with its electronic medical record (EMR), Springfield, Mass.-based Baystate Health is reaping the benefits of streamlined workflow and improved patient care across its four hospitals, more than 10,000 employees, cancer center and heart and vascular center. 

Nine years ago, when radiologist Kevin Barker, MD, joined the solo practice of Dr. Anson Cone, Community Radiology Associates (CRA) covered one imaging center and one rural hospital, and enjoyed high regard from referring physicians in the Texas Hill Country, a vast, 25-county region marked by rugged hills separating Austin from San Antonio.

At the most recent meeting of the Radiology Business Management Association in Charlotte, a new model for independent group practice collaboration was proposed to practices around the country. The model allows independent practices to succeed and is an alternative to the traditional radiology group alignment models of merger, acquisition, or outright takeover by a hospital or a private equity group. These collaborations can take different forms, but they share the same underlying goals: gaining the necessary resources to fulfill the needs of their primary clients—hospitals, payors and patients—inclusive of delivering meaningful information and decision support.

Radiology practices have long sought a solution to the consolidation occurring in their marketplaces, as well as the commoditization happening in their midst. The fundamental problem is delivering ever-higher levels of service and quality with diminished resources.