Current State of Private Practice and Academic Interventional Radiology: Differences in Practice Structure,Case Mix,and Productivity |
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| Institution: | 1. Division of Vascular and Interventional Radiology, Stanford University, Stanford, California;2. University of Illinois College of Medicine, Chicago, Illinois;3. Division of Vascular and Interventional Radiology, Stanford University, Stanford, California;4. Division of Vascular and Interventional Radiology, Department of Radiology, The Medical College of Wisconsin, Milwaukee, Wisconsin; and Chair, Society of Interventional Radiology Coding Application and Guidance Workgroup;5. Department of Radiology, Stanford University, Stanford, California;6. Division of Interventional Radiology and Image-Guided Medicine, Emory University School of Medicine, Atlanta, Georgia; Director, Interventional Radiology at Children’s Healthcare of Atlanta, Atlanta, Georgia; and Health Policy and Economics Councilor, Society of Interventional Radiology;7. Division of Vascular and Interventional Radiology, Stanford University, Stanford, California; Division Chief, Interventional Radiology, Medical Director, Cardiac and Interventional Services, and Medical Director, Digital Health at Stanford Medicine, Stanford California; and Cofounder, Included Health (dba Grand Rounds);1. Postdoctoral Fellow, Department of Radiology, Children''s Hospital of Philadelphia, Philadelphia, Pennsylvania;2. Quality Improvement Manager, Department of Radiology, Stanford University School of Medicine, Stanford, California;3. Human Factors Engineer, Department of Radiology, Children''s Hospital of Philadelphia, Philadelphia, Pennsylvania;4. Clinical Quality Manager, Department of Radiology, Children''s Hospital of Philadelphia, Philadelphia, Pennsylvania;5. Associate Chair, Patient Safety, Department of Radiology, Children''s Hospital of Philadelphia, Philadelphia, Pennsylvania; and University of Pennsylvania, Perelman School of Medicine, Philadelphia, Pennsylvania;6. Associate Radiologist-in-Chief and the Kenneth E. Fellows Endowed Chair in Radiology Quality & Safety, Department of Radiology, Children''s Hospital of Philadelphia, Philadelphia, Pennsylvania;7. Senior Vice Chair, Strategy and Clinical Operations, Department of Radiology, Stanford University School of Medicine, Stanford, California; and Chair, Commission on Quality and Safety and Member, Board of Chancellors, American College of Radiology;1. Medical Research Scholars Program Fellow, Artificial Intelligence Resource, Molecular Imaging Branch, National Cancer Institute, National Institutes of Health, Bethesda, Maryland;2. Staff Scientist, Artificial Intelligence Resource, Molecular Imaging Branch, National Cancer Institute, National Institutes of Health, Bethesda, Maryland;3. Intramural Research Training Program Fellow, Artificial Intelligence Resource, Molecular Imaging Branch, National Cancer Institute, National Institutes of Health, Bethesda, Maryland;4. Postdoctoral Fellow, Artificial Intelligence Resource, Molecular Imaging Branch, National Cancer Institute, National Institutes of Health, Bethesda, Maryland;5. Artificial Intelligence Resource, Chief of Molecular Imaging Branch, National Cancer Institute, National Institutes of Health, Bethesda, Maryland;6. Senior Clinician/Director, Artificial Intelligence Resource, Molecular Imaging Branch, National Cancer Institute, National Institutes of Health, Bethesda, Maryland;1. Department of Radiology, Duke University Medical Center, Durham, North Carolina;2. Duke Cancer Institute, Durham, North Carolina;3. Family Medicine and Community Health, Duke School of Medicine, Durham, North Carolina;4. Co-Director, Undergraduate Medical Education, Co-Director, Diagnostic Radiology Core Clerkships and Electives, and Director, Interventional Radiology Clerkship and Electives, Department of Radiology, Duke University Medical Center, Durham, North Carolina;5. Dean, Keck School of Medicine of University of Southern California, Los Angeles, California;6. Vice Chair, Education and Division Chief, Pediatric Radiology, Department of Radiology, Duke University Medical Center, Durham, North Carolina;1. Equity and Community Health Officer, Department of Radiology, Brigham and Women’s Hospital, Harvard Medical School, Boston, Massachusetts;2. Massachusetts Medical Society Resident and Fellow Council, American Medical Association Delegate, Massachusetts General Hospital, Harvard Medical School, Boston, Massachusetts;3. Senior Manager, Patient Experience; Co-Chair, Radiology Patient Experience Diversity, Equity & Inclusion Committee, Massachusetts General Hospital, Boston, Massachusetts;4. Massachusetts General Hospital, Boston, Massachusetts;5. Mammography Van Manager, Dana Farber Cancer Institute, Boston, Massachusetts;6. Patient Service Coordinator, Lynn Community Health Center, Lynn, Massachusetts;7. Assistant Medical Director of Lung Cancer Screening, Brigham and Women’s Hospital, Harvard Medical School, Boston, Massachusetts;8. Chair, Department of Radiology, Salem Hospital, Salem, Massachusetts;9. Associate Chair, Professional Development, Department of Radiology, Brigham and Women’s Hospital, Harvard Medical School, Boston, Massachusetts;10. MGB Enterprise Radiology Associate Chair, Massachusetts General Hospital, Harvard Medical School, Boston, Massachusetts; Member, LCS Committee; Equity, Inclusion and Community Health, ACR; and Associate Editor, JACR;1. Director, Johns Hopkins Center for Innovative Medicine, Department of Medicine, Johns Hopkins University School of Medicine, Baltimore, Maryland;2. Director, Diagnostic Imaging, The Russell H. Morgan Department of Radiology and Radiological Science, Johns Hopkins University School of Medicine, Baltimore, Maryland;3. The Russell H. Morgan Department of Radiology and Radiological Science, Johns Hopkins University School of Medicine, Baltimore, Maryland |
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| Abstract: | PurposeTo investigate whether private practice interventional radiology (IR) groups self-report higher overall productivity given differing case mix and more diagnostic radiology interpretation.Materials and MethodsA 60-question survey was distributed to 3,159 self-identified US IR physicians via the Society of Interventional Radiologists member search engine, with 357 responses (11.3% response rate). Of these responses, there were 258 unique practices from 34 US states.ResultsOut of 84 IR group responses, private practice IR (PPIR) physicians reported a minimal trend for higher annual work relative value units (wRVUs) per clinical full-time equivalent compared with academic IR physicians (8,000 versus 7,140, P = .202), but this did not reach statistical significance. PPIR groups reported fewer median weekly hours (50 versus 52), more frequent call (every 6 versus every 5 days), and significantly higher median tenured compensation ($573,000 versus $451,000, P = .000). Out of 179 responses, academic practices reported significantly higher case percentages of interventional oncology and complex hepatobiliary intervention (P <.001), and private practices reported significantly higher percentages of musculoskeletal intervention (P < .001) with a nonsignificant trend for stroke or neurologic intervention (P = .010). Private practices reported more wRVUs from the interpretation of diagnostic imaging, at 26% of total wRVU production compared with 7% of total wRVU production for academic practices (P < .001; n = 131).ConclusionsSelf-reported data from private and academic IR groups suggest minimally higher wRVUs per clinical full-time equivalent among PPIRs with lower weekly work hours, more frequent call, differing case mix, and significantly higher tenured compensation among PPIR groups. |
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| Keywords: | Compensation interventional radiology private practice productivity metrics wRVUs |
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