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PubMedDate not supplied

A distance learning project in the radiologic sciences.

This article describes the design and implementation of a three-year distance learning program in radiologic technology. The project was a collaborative effort of the Service Employees International Union and Bunker Hill Community College in Boston, Mass. Its goal was to offer an associate degree in medical radiography to a group of students residing throughout the commonwealth of Massachusetts. Of the 11 students enrolled in the distance learning program, 10 graduated and 8 became certified in radiography by the American Registry of Radiologic Technologists.

Boston↗
PubMedDate not supplied

[Diagnostic radiology in the technological era. Comparison between two models].

Diagnostic Radiology is a medical specialty that has played a dynamic role in the medical arena during the last three decades of the XX century. As a part of the evolution of this specialty, medicine and society at large have received diverse benefits in areas of diagnosis and for the decision making process in the clinical practice. Modern radiology has provided numerous advances and refined tools that give more convenience speed and precise diagnosis in the current medical practice. At the present time, these technologies are part of the standard of care in the US and other industrialized countries, representing the ultimate desire or goal to reach for other healthcare systems in developing countries as well. Unfortunately, many of the clinical skills in the health care personal have not evolved at the same pace of those modern technologies, conditioning a reduction in the performance of sensitive areas to the patient's interest, such as the caring, compassion and quality of health care. It is unquestionable the value and benefits that technologies such as CAT and MRI scans have brought to the standard practice in the recent time. Nonetheless, it is desirable to maintain the highest possible level of clinical skills despite the extended use of modern technologies by the health personnel, without compromising the quality of care. Yet is pending the future role and rational use for those technologies in radiology, especially in times when delivering good, reliable health care have become a priority for many health institutions worldwide. This approach would be the ultimate goal to reach in times and circumstances where health for all is the highest precious value to obtain at global level.

Humans↗
PubMed1995

Controlling technology costs as integrated networks expand.

The expansion of integrated healthcare networks is changing the way radiology technology should be acquired and maintained. Some significant effects are that utilization will decline with managed care; the radiology department is now a cost center, not a source of revenue; and integrated networks find themselves with redundant technology and excess radiology equipment. While hospitals shoulder additional financial risk associated with managed care, responsibility for finding solutions to new problems falls to the radiology administrator. Administrators can take the following steps to effectively reduce expense and risk: Understand current usage. Eliminate redundancies. Prioritize modalities. Find new financing opportunities. Lease equipment. Purchase reconditioned equipment. Redeploy assets instead of buying new. Radiology administrators who view these problems as a challenging puzzle will naturally explore creative options. They will provide the greatest flexibility and best position for their department's contributions to the hospital's overall strategic goals.

Capital Expenditures↗
PubMedDate not supplied

Recruitment and retention topics for a changing environment in medical imaging.

Imaging directors are fighting just to keep the vacuum of a four percent unemployment market and a hungry computer industry from rapidly depleting their technical staff. Many factors have contributed to the current nationwide shortage of radiologic technologists. One is the closure of many hospital and community college-based programs of radiologic technology in the late 1980s and 1990s. The closures were a direct result of problems encountered by new technologists coming into a saturated workforce in the mid 1980s and early 1990s. The exodus of so many potential workers from the profession coincided with the changing perception students had of health careers versus computer technology and other careers. At the same time, the increasing importance of preventive care and diagnostic procedures almost tripled exam volumes. To cope with the increased demand for imaging services, outpatient diagnostic centers popped up. Increased numbers of exams and facilities meant an increased demand for qualified technologists, especially multicompetent technologists. Managed care and capitation demanded that we keep costs down as much as possible. Full-time employees were laid off and found good work at good pay and extraordinary benefits in other industries. New modalities have stretched a thinning labor force even tighter. MRI, PET and others continue to increase the demand for highly trained technologists. Levels of stress at work continue to rise, adding to the exodus of technologists to other careers. In this environment, staffing needs assessment is crucial. Some of the scheduling strategies you can use are: creative use of staff and referring physician preferences, flexible staffing tools and understanding the effect of the capacity of your imaging systems. The tight labor market affects all levels of hiring. But, as urgent as the need to fill openings is, don't make a quick decision to hire. You will live with the consequences. There is no stronger disincentive to your good employees than having to work with "problem children" or failing to discipline those who are not producing. Image and perceptions can have a significant effect on recruiting. How does the public perceive your organization? How does the technical community perceive your department? The current shortage of radiologic technologists and tight labor market require administrators to use all avenues toward improving their departments, retaining valuable employees and offering the most attractive salary and benefit packages to qualified applicants.

Health Services Needs and Demand↗
PubMed1994

Quality assurance and risk management in Japan.

The quality-control (QC) taskforce for the Japanese Society of Radiological Technology assesses QC activities found in radiology departments throughout Japan by way of questionnaires sent out to nearly 500 hospitals. The average response rate is 44%. With the data collected from the questionnaires, the problems seen in Japanese hospitals, in terms of QC and risk management, are identified, and suggestions are made to determine the best approaches to solving the problems. In conclusion, Japanese hospitals are neither fully adopting the QC procedures used in industrial QC, nor adopting a systematic method of assessing QC activities from inside and outside the organisation, as seen in the USA. Also, Japanese hospitals should be more aware of malpractice lawsuits.

Cost-Benefit Analysis↗