- Email: [email protected]
Optimizing Patient Selection for Treatment of Carotid Stenosis
carotid artery ~tenting: an ex-vivo analysis. Surg 1999; ·30,1034-1044.
J Vase
21. Ohki T, Parodi lC, Veith Fl, et al. Efficacy of a proximal occlusion catheter with reversal of flow in preventing embolic events during carotid artery stenting: An experimental analysis. 1 Vase Surg 2001 (in press). 2:00 p.m.
Optimizing Patient Selection for Treatment of Carotid Stenosis Lee R. Gute-I'man, PhD, MD University of Buffalo Buffalo, Neu) York
Practice Development [Part Ill-Creating & Implementing an IR Business Plan: Negotiating With Your Group & Hospital
Monday, March 5, 2001 3:15 p.m.-4:45 p.m. Moderator: Rodney D. Raabe, MD
Objectives: In an atmosphere of declining professional and hospital reimbursement, increasingly complex regulatory and payment systems, and malignant competition, the potential for increased physician and institutional revenue offered by a growing IR practice can only be realized by using a carefuliy designed business development plan which accounts for all these environmental factors. Upon completion of this course, the attendee should be able to: 1. Outline the key elements of an outpatient and inpatient business plan. 2. Identify important market opportunities and competitors. 3. Develop four effective marketing techniques. 4. Describe key finandal indicators of an IR practice. 5. Negotiate effectively for hospital-based
re-
sources. 3:15 p.m. Creating and Implementing an IR Business Plan: Negotiating with your Group and Hospital Rodney D. Raabe, MD, ~ and Steve Dttvoisint ~SaC1-ed Heart Medical Center and tDuvoisin & Associates Spokane, Washington Learning Objectives: Upon completion of this presentation, the attendee should be able to: 1) List the key elements of a business plan as they apply to outpatient and inpatient inte-tventional radiology practice-s; 2) Calculate your share of the total market; 3) Market tech-
P234
ntques for your inte-tventional radiology practice; 4) List financial indicators of a healthy interoentional radiology practice. Overview Historically, medical practices have not been good about developing real business plans, especially when it relates to professional services. Today, with low reimbursement, Medicare regulations, physician turf battles, and hospitals looking for new revenue sources, physicians are taking more of a business approach to professional services development. I hope to share with you the basic but critical elements of a business plan. One of the important aspects of developing a business plan is the process it forces the group to go through. I reconunend you generate a separate business plan for an outpatient Imervemional Radiology practice and for an inpatient intervemional radiology practice. Know Your Audience Who will be using the Business Plan that you will be developing and implementing? If your audience is primarily hospital administrators, a different presentation will be required than if your audience is a group of radiologists. You will probably need a different version for each group. The Executive Summary This part of the plan is important because it may be the only thing some readers (especially your partners) will review. It needs to include highlights of each of the areas covered in the plan itself. Practice Description This provides an opportunity to fully describe the strong and weak areas of the practice, which will be the foundation of the interventional radiology service line. Care must be taken when presenting this section to your hospital. Description of Services The group needs to define what services they plan on proViding through the interventional radiology practice. This list can then be used to determine what resources the group needs to use or acquire, such as radiologists, technologiSts, eqUipment, space, and supplies. New models are being generated every day so you should research what other practices may be doing in this area. The Market Often, physicians will move forward on a clinical project without assessing the real market for the selvices being offered. The market analysis will determine how large or small the demand is for the interventional radiology procedures you are planning to offer, as well as define who is currently, and who may potentially provide interventional radiology services in your community. You should begin by approaching local health plans to get an idea of what the total potential market is for interventional radiology services in your community based on specific CPT codes. You can then easily see what your
J Vase
21. Ohki T, Parodi lC, Veith Fl, et al. Efficacy of a proximal occlusion catheter with reversal of flow in preventing embolic events during carotid artery stenting: An experimental analysis. 1 Vase Surg 2001 (in press). 2:00 p.m.
Optimizing Patient Selection for Treatment of Carotid Stenosis Lee R. Gute-I'man, PhD, MD University of Buffalo Buffalo, Neu) York
Practice Development [Part Ill-Creating & Implementing an IR Business Plan: Negotiating With Your Group & Hospital
Monday, March 5, 2001 3:15 p.m.-4:45 p.m. Moderator: Rodney D. Raabe, MD
Objectives: In an atmosphere of declining professional and hospital reimbursement, increasingly complex regulatory and payment systems, and malignant competition, the potential for increased physician and institutional revenue offered by a growing IR practice can only be realized by using a carefuliy designed business development plan which accounts for all these environmental factors. Upon completion of this course, the attendee should be able to: 1. Outline the key elements of an outpatient and inpatient business plan. 2. Identify important market opportunities and competitors. 3. Develop four effective marketing techniques. 4. Describe key finandal indicators of an IR practice. 5. Negotiate effectively for hospital-based
re-
sources. 3:15 p.m. Creating and Implementing an IR Business Plan: Negotiating with your Group and Hospital Rodney D. Raabe, MD, ~ and Steve Dttvoisint ~SaC1-ed Heart Medical Center and tDuvoisin & Associates Spokane, Washington Learning Objectives: Upon completion of this presentation, the attendee should be able to: 1) List the key elements of a business plan as they apply to outpatient and inpatient inte-tventional radiology practice-s; 2) Calculate your share of the total market; 3) Market tech-
P234
ntques for your inte-tventional radiology practice; 4) List financial indicators of a healthy interoentional radiology practice. Overview Historically, medical practices have not been good about developing real business plans, especially when it relates to professional services. Today, with low reimbursement, Medicare regulations, physician turf battles, and hospitals looking for new revenue sources, physicians are taking more of a business approach to professional services development. I hope to share with you the basic but critical elements of a business plan. One of the important aspects of developing a business plan is the process it forces the group to go through. I reconunend you generate a separate business plan for an outpatient Imervemional Radiology practice and for an inpatient intervemional radiology practice. Know Your Audience Who will be using the Business Plan that you will be developing and implementing? If your audience is primarily hospital administrators, a different presentation will be required than if your audience is a group of radiologists. You will probably need a different version for each group. The Executive Summary This part of the plan is important because it may be the only thing some readers (especially your partners) will review. It needs to include highlights of each of the areas covered in the plan itself. Practice Description This provides an opportunity to fully describe the strong and weak areas of the practice, which will be the foundation of the interventional radiology service line. Care must be taken when presenting this section to your hospital. Description of Services The group needs to define what services they plan on proViding through the interventional radiology practice. This list can then be used to determine what resources the group needs to use or acquire, such as radiologists, technologiSts, eqUipment, space, and supplies. New models are being generated every day so you should research what other practices may be doing in this area. The Market Often, physicians will move forward on a clinical project without assessing the real market for the selvices being offered. The market analysis will determine how large or small the demand is for the interventional radiology procedures you are planning to offer, as well as define who is currently, and who may potentially provide interventional radiology services in your community. You should begin by approaching local health plans to get an idea of what the total potential market is for interventional radiology services in your community based on specific CPT codes. You can then easily see what your