All identified strategic enablers should be linked to a process for implementation, monitoring, and management. The template provides direction on four steps of the planning process: performance analysis, market assessment, plan design, and plan evaluation. 2, 8 January 2019 | Radiology, Vol. The result of 30+ interviews with key stakeholders, a 2-day strategic planning retreat and input and feedback on numerous iterations by key individuals and stakeholder groups, this ambitious plan is a framework for excellence and success. The mission of the Department of Radiology and Imaging Sciences remains unchanged from 2007: The Emory Department of Radiology and Imaging Sciences serves the community through advanced innovation, translational research and clinical application of imaging sciences. Results from recent well-performed customer surveys are particularly helpful. For example, 3M is a large company with multiple products, including adhesives, cements, laboratory materials, and infection control materials (29). It has been awarded by various esteemed private & government organizations. 3. A host of key performance indicators have been used to monitor and manage radiology practices. The vision statement should describe the ideal state that the organization seeks to achieve. National Radiology QI Guidelines V3. Each sticky note identifies a potential strategic enabler for the division. Major parts of the department may not have access to natural daylight. 14, No. fit up with a computer. The many ideas brought forward during the SWOT analysis must be prioritized; that is the purpose of the next stage. One approach might be to (a) identify goals related to quality, safety, efficiency, and other aspects of performance and (b) develop a series of metrics to evaluate progress toward the achievement of those goals. Considering the above facts, Hospaccx team participates in ‘Planning and Designing of Radiology or Imaging Department’. Because of the focus here on helping radiology groups to thrive in the new health care environment, we advise groups to approach each SWOT element by focusing on four higher-level organizational priorities, as emphasized by Johnson et al (41): (a) practice improvement (including all internal operations and financial perspectives), (b) professional or staff improvement, (c) patient and staff safety, and (d) customer service and satisfaction. The traditional practice of radiology is threatened by recent shifts in public policy, reimbursement-code restructuring, and public perceptions about overutilization of imaging services and commoditization of radiology services, among other factors (1–6) (Table 1). The vision thing: Without it you’ll never be a world-class organization, Building your company’s vision, Creating a sense of mission, Strategy: create and implement the best strategy for your business, Corporate strategy; an analytic approach to business policy for growth and expansion. The emerging health care environment demands that radiologists justify their value proposition in new ways, redefining radiologist performance and success on the basis of a series of new expectations (1,4,5,10,11) (Table 2). In creating a mission statement, there are several potential pitfalls (Fig 5). Medicine is a science, but the practice of medicine is an art. The new health care environment is likely to define radiologist performance and success on the basis of a series of new metrics related to demonstrating the value added by radiologists and imaging services (Table 3). After completion of the previously described planning steps, it is time to implement (do), track progress (check), and adapt (act) as collected data are tracked and analyzed relative to defined goals and timelines. As we launch our Emory Radiology 2018-2022 department strategic plan, “Designing the Destination,” there is a palpable excitement in the air. It can accommodate the need for future expansion. Reception and registration should be provided such that clerical staff can easily supervise waiting areas and have easy access to patient records and administration areas. Figure 7 Diagram shows sample mission and vision statements for a division of breast imaging. This grade-level location is preferred for this department. The group should expect its mission and vision statements to undergo multiple iterations before they are finalized. Figure 4 Diagram shows the key components of a mission statement. This requires a comprehensive internal and external assessment of the radiology group relative to its competitors, which can be achieved with use of a SWOT (strengths, weaknesses, opportunities, and threats) analysis. A strategic plan needs project deadlines and assigned responsibilities—meaning once the plan is set, the radiology staff must get on the bike and pedal. Other groups may benefit from recruiting internal executive-level guidance or pursuing additional strategically oriented training of current employees. For radiology groups, we recommend a modified scorecard that measures performance on the basis of four principal quality domains: practice improvement (including all internal operations and financial perspectives), professional improvement of staff, patient and staff safety, and customer service and satisfaction (41). PLANNING A MODERN IMAGING DEPARTMENT ETHICS AND LEGAL ISSUES in radiology 2. ■ Develop a strategic framework to accomplish group goals and succeed in the new health care system. Projects that have a low level of difficulty (ie, are easy to implement and achieve and require few resources) and are considered to have great effect will be categorized as “implement now” on a PICK chart. This configuration will thus reduce the amount of traffic congestion in the patient corridor. Roadmap for the Future: Strategic Plan 2020-2025. Our practice is at the highest levels of measurable success fiscally, clinically, academically, and in our chosen areas of research. . A group should assemble a team of persons informed, interested, and invested in the inner workings of both the group and its competitors. has provided a disclosure (see “Disclosures of Conflicts of Interest”); all other authors, the editor, and the reviewers have disclosed no relevant relationships. 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