In this month’s edition of “Radiology Administrator Corner,” Brenda Rumler, RT(R)(CT)(M), imaging services manager at the Indianapolis-based Indiana Orthopaedic Hospital and OrthoIndy, divulges what her role specifi cally entails and how she views the third-party medical equipment market. So, has the economic downturn put a damper on her purchasing decisions? Read on to find out.

Medical Dealer: Can you please explain your particular role at your facility in regards to capital equipment purchasing?
Brenda Rumler: I’m the imaging manager for all imaging modalities at Indiana Orthopaedic Hospital and OrthoIndy. My role begins with evaluating the patient volume and facility needs in each imaging area. I research equipment through various seminars, hospital connections, and site visits. I also meet with the vendors and help to facilitate all aspects of the imaging contracts regarding purchasing and service maintenance.
In addition to working closely with the staff in fi nance and administration, I work with our physicians to establish a good fi t for the organization and the future of our imaging departments. We are growing, and I’ve had the opportunity twice now to participate in the development of new sites, which has given us the advantage of being able to form an imaging area that will provide the best patient care.

MD: What are some of the biggest trends you’re noticing in regards to imaging equipment?
Rumler: Digital imaging is at the forefront and on everyone’s wish lists. Having quick, easy access to images helps to improve patient service and physician workload. Digital imaging improves image quality and reduces radiation dose, as well. How to convert and store analog fi lm into digital imagery during the transition has been – and will continue to be – a big discussion throughout many organizations.

MD: How has the current economic climate affected your recent imaging equipment purchasing decisions?
Rumler: Currently, we are upgrading existing equipment and relocating equipment to other areas to keep costs down. This allows the organization to grow and make an easier transition into digital imaging in a short timeframe. I have found that by purchasing and upgrading to faster equipment in all modalities, it allows exam volumes to increase.
Plus, we outsource our ultrasound machines, which helps reduce costs while providing a much-needed service. We have also made workfl ow changes within the departments that provide us with the opportunity to eliminate smaller equipment, such as personal computers, fax machines, etc. – all of which can add up quickly.

MD: Does your facility purchase from third-party aftermarket vendors? Why or why not?
Rumler: With specialty equipment, such as MRI and CT, I feel that it’s best to stay with the main vendors. They are able to work with us in keeping costs reasonable and provide software updates as they become available. In regards to the smaller imaging equipment, however, I don’t feel as strongly about staying with a large vendor. Refurbished or aftermarket equipment can suit our imaging needs well.

MD: How do you deal with expensive, long-term OEM service contracts?
Rumler: The only thing you have after the purchase of your equipment is service. If you have an untimely downtime record for maintenance, patient care will suffer. Our OEM service contracts are reviewed frequently. I’m not opposed to going to the vendor and asking for reimbursement or a renegotiation of terms and price if I feel like they haven’t held up their end of our partnership with the equipment. It’s a team effort.
It’s also just as important to have someone in-house that you can call to provide general maintenance checks, initial evaluations, and small equipment repairs. This will help to keep costs down and enable you to select a less-detailed service agreement with the vendors.