from creating a great workplace culture for all parts of the IR team (APPs, technologists, nurses, front- and back- offi ce staff , and physicians).
MM: The fi rst step is to deliver on the 4–10 model of their work week. The second is to understand their work output and align that with the health system policy for hiring. We are currently working to gather better data with regards to APP E&M eff orts. This will let us better understand and capture their professional revenue, and in turn expand our APP complement and look at other practice expansion or optimization opportunities.
AB: I think that new APPs recognize the amount of time and resources that both parties (the new APP and the radiology group) put in to train them and honor this with their loyalty and time. As the training progresses, the new APP becomes increasingly involved in planning their training, which provides greater confi dence that they were trained well and can perform image-guided interventions. This confi dence fuels job satisfaction and fulfi llment.
Additionally, we are candid with our new hires about the training process;
the training period is difficult and has a steep learning curve. This helps stymie any thoughts of inadequacy or lack of contribution, which tend to discourage providers and provide fodder for dissatisfaction.
JF: My practice encourages autonomy for the APPs. Given the culture and nature of our transplant academic center, independence in this IR practice would not be possible unless the APP truly mirrors the attendings in both procedures and clinical hours. I remain at my current practice because of the autonomy, but also because the attendings are available for support when I need. This is the key to my retention. The autonomy I’ve gained promotes job satisfaction and my fulfi llment in the job.
In what way does your model drive revenue growth? MA: There are several direct and indirect ways that a strong APP service can drive revenue growth in IR. Much of the clinical E&M work done by APPs, especially new IR consults and clinical follow-up, can be billed for the IR service. With APPs performing clinical E&M services, this can free up IR physicians to perform
procedures—which indirectly helps grow revenue and practice volume.
MM: We are seeking opportunities to expand APP impact across the full radiology department in two potential roles: clinical and procedural. The clinical role will focus on patient optimization for any procedural service within the department, while those in a procedural role will take on any appropriate procedures and thus free up DRs for more interpretation time.
AB: The use of APPs improves access to IR services and allows physicians to focus on more high-complexity and high- reimbursement cases. Also, I think that a slow and intentional training structure helps improve patient outcomes, which will hopefully give insurance providers the information they need to increase reimbursements to our specialty.
JF: During COVID, we utilized APPs for minimally complicated tele-visits, and we have continued that post-COVID. In addition, our APPs can accommodate urgent requests, and consult or triage patients with any issues or concerns. As a result, the practice can accommodate more patients without sacrifi cing patient experience.
FALL MEETING Denver | Oct. 16, 2024
Join us for this one-day networking and educational event for IR chiefs!
Register for ACIR and receive a 20% discount code for SIR EDGE! Scan QR code to register for the ACIR Fall Meeting:
sirweb.link/ACIR/FallMeeting2024
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