SMRT Signals • November 2016 • Vol.5 Issue 4

INFORMATION FOR YOU:

JRCERT's Strategic Planning Vision from a Radiology Management Perspective

  Jason Scott, MBA CRA FAHRA R.T.(R)(MR)

This article is based on content previously published by the American Society of Radiologic Technologists and is used with permission of the ASRT.

A strategic plan is a critical element of any successful organization. With long term planning, the current status is identified and a path is developed to meet future goals, whereas strategic planning starts with the end result in mind and works backward to achieve the desired goals. Earlier this year, at its spring meeting, the Joint Review Committee on Education in Radiologic Technology (JRCERT) completed a review of its strategic plan (see Box). Many radiology administrators are actively involved in strategic planning. As the Association for Medical Imaging Management (AHRA) representative on the JRCERT Board of Directors, I have had the honor to assist the JRCERT with its strategic planning process.

The JRCERT prides itself as being the only agency recognized by the United States Department of Education (USDE) and the Council for Higher Education Accreditation (CHEA) for the accreditation of traditional and distance delivery educational programs in radiography, radiation therapy, magnetic resonance, and medical dosimetry. Specialized accreditation awarded by the JRCERT offers institutions significant value by providing peer evaluation of the educational process and by assuring the public that students receive a quality professional education in the radiologic sciences. Additionally, the public can be confident that graduates of a JRCERT-accredited program will have developed the requisite skills and behaviors to provide safe, high-quality patient care.

A strategic plan should set priorities to focus energy and resources on strengthening operations and ensuring that employees are working toward the goals identified in the strategic plan. Furthermore, it should be assessed regularly to make certain that business decisions are correlated with the strategic plan.

No absolute rules or frameworks are required for strategic planning; however, there are some common goals:

  • Analysis or assessment -- understand current internal/external environments.
  • Strategy formulation -- develop a basic plan and a high-level strategy.
  • Strategy execution -- translate the plan into operational and action items.
  • Evaluation/Management -- assess the performance of meeting action items.

Conclusion

As a radiology administrator, it is of upmost importance that our technologists are properly educated to maintain our profession’s credibility. I encourage educational programs in the radiologic sciences to become JRCERT accredited to promote a culture of excellence. Furthermore, I challenge each radiology administrator to make it a priority to hire graduates from a JRCERT- accredited program so that our profession can continue to solidify itself as one of the “premier” providers of quality health care.

Box JRCERT Strategic Plan Goals

  1. Meet the accreditation needs of the profession, reflect the highest levels of volunteer and professional competency, and achieve excellence in the accreditation process:
    1. Develop new tools that represent best practices for understanding how to achieve and maintain accreditation.
    2. Develop a timely, efficient, and effective accreditation process.
    3. Develop and expand the knowledge base of JRCERT staff through regular continuing education.
    4. Evaluate the accreditation Standards to achieve commendable accreditation status.
    5. Develop Standards that reflect the mission and values of the JRCERT.
  2. Promote and assure an understanding of the value of the JRCERT accreditation process:
    1. Pursue programmatic accreditation of all programs in the medical radiation and imaging sciences.
    2. Gather information to be knowledgeable about state and federal regulations and to promote programmatic accreditation in all state regulations.
  3. Address the changing social, economic, and regulatory conditions affecting specialized accreditation:
    1. Increase awareness of federal regulations that affect the JRCERT as an accreditor and respond to the external environment in order to ensure continued success.
    2. Ensure the strategic plan allows for flexibility and ease of response to external pressures and changes.
  4. Allow the JRCERT the opportunity to grow and maintain financial strength:
    1. Explore cost saving measures..
    2. Evaluate the efficiency of the current accreditation process (efficiency affects cost).
    3. Enhance existing revenue streams.
    4. Explore new revenue stream opportunities.

Jason Scott, MBA CRA FAHRA RT(R)(MR), serves as Chief Patient Experience Officer and Director of the Imaging/Pulmonary/Neurodiagnostics/Wound Care department for Witham Health Services in Lebanon, Indiana. He also serves on the JRCERT Board of Directors. He can be contacted at: 765-485-8365 or jscott@witham.org

References

  1. Essential Guides to Strategic Planning. On Strategy Web Site.
    http://onstrategyhq.com/resources/strategic-planning-process-basics/. Accessed August 20, 2016.
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Signals is a publication produced four times per calendar year by the International Society for Magnetic Resonance in Medicine for the benefit of the SMRT membership and those individuals and organizations that support the educational programs and professional advancement of the SMRT and its members. The newsletter is the compilation of editor, Julie Strandt-Peay, BSM, RT (R)(MR) FSMRT, the leadership of the SMRT and the staff in the ISMRM Central Office with contributions from members and invited participants.
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