Critical preparedness and operational response actions directed for the acute and post-acute COVID-19 pandemic in Brazil: the experience of a nationwide outpatient healthcare group

ABSTRACT

While the new Coronavirus Disease 2019 (COVID-19) pandemic rapidly spread across the world, South America was reached later in relation to Asia, Europe and the United States of America (USA). Brazil concentrates now the largest number of cases in the continent and, as the disease speedily progressed throughout the country, prompt and challenging operational strategies had to be taken by institutions caring for COVID-19 and non-COVID-19 patients in order to assure optimal workflows, triage, and management. Although hospitals in the USA, Europe and Asia have shared their experience on this subject, little has been discussed about such strategies in South America or by the perspective of outpatient centers, which are paramount in the radiology field. This article shares the guidelines adopted early in the pandemic by a nationwide outpatient healthcare center composed by a network of more than 200 patient service centers and nearly 2,000 radiologists in Brazil, discussing operational and patient management strategies, staff protection, changes adopted in the fellowship program, and the effectiveness of such measures.

Can radiological technologists serve as primary screeners of low-dose computed tomography for the diagnosis of lung cancer?

BACKGROUND

The Accreditation Council for Lung Cancer CT Screening of Japan established guidelines for the certification of Radiological Technologists in 2009.

OBJECTIVE

To analyze the trends in examination pass rates of the Radiological Technologists and discuss the reasons.

METHODS

The cohort comprised 1593 Radiological Technologists (as examinees) based on 10-year of data (with a total of 17 examination runs). First, the examinees' written test results were analyzed. Second, an abnormal finding detection test was conducted using >100 client PCs connected to a dedicated server containing low-dose lung cancer CT screening images of 60 cases. The passing scores were correct answer rate >60% and sensitivity (TP) of >90%, respectively.

RESULTS

Overall, 1243 examinees passed with an overall rate of 78%. The average pass rate for the written test was 91%, whereas that for the abnormal findings detection test was 85%. There was a moderate correlation between the test pass rate and average years of clinical experience of the examinees for the abnormal findings detection test (R = 0.558), whereas no such correlation existed for the written test (R = 0.105).

CONCLUSIONS

In order for accredited Radiological Technologists to serve as primary screeners of low-dose computed tomography, it is important to revise the educational system according to current standard practices.

Business Intelligence in Hospital Management

Business intelligence (BI) is a worthwhile investment, and will play a significant role in hospital management in the near future. Implementation of BI is challenging and requires resources, skills, and a strategy, but enables management to have easy access to relevant analysis of data and visualization of important key performance indicators (KPI). Modern BI applications will help to overcome shortages of common "hand-made" analysis, save time and money, and will enable even managers to do "self-service" analysis and reporting.

[Comparison of Japanese Notation and Meanings among Three Terminologies in Radiological Technology Domain]

PURPOSE

The purpose of this study is to investigate the differences in the notation of technical terms and their meanings among three terminologies in Japanese radiology-related societies.

MATERIALS AND METHODS

The three terminologies compared in this study were "radiological technology terminology" and its supplement published by the Japan Society of Radiological Technology, "medical physics terminology" published by the Japan Society of Medical Physics, and "electric radiation terminology" published by the Japan Radiological Society. Terms were entered into spreadsheets and classified into the following three categories: Japanese notation, English notation, and meanings. In the English notation, terms were matched to character strings in the three terminologies and were extracted and compared. The Japanese notations were compared among three terminologies, and the difference between the meanings of the two terminologies radiological technology terminology and electric radiation terminology were compared.

RESULTS AND DISCUSSION

There were a total of 14,982 terms in the three terminologies. In English character strings, 2,735 terms were matched to more than two terminologies, with 801 of these terms matched to all the three terminologies. Of those terms in English character strings matched to three terminologies, 752 matched to Japanese character strings. Of the terms in English character strings matched to two terminologies, 1,240 matched to Japanese character strings. With regard to the meanings category, eight terms had mismatched meanings between the two terminologies. For these terms, there were common concepts between two different meaning terms, and it was considered that the derived concepts were described based on domain.

[Experimental formative tools for the personnel and organizing models for a Nuclear Medicine Service of the public healthcare in Italy]

In the present prospective study started in 2004, we evaluated the potential role of the ''job on site'' model as a formative tool previously proposed by the ''Ministero della Salute'' in Italy and at the moment it is yet in an experimental phase in our Country. We applied this ''job on site'' model for the development of a new Nuclear Medicine Service in Rovigo Hospital (ULSS 18 of Veneto Region Italy). Moreover, there were planned, experimented and applied different organizing working models involving both physicians, technicians and nurses. The indicators of productivity realised in the period August 2004 to June 2007 were taken as end points. In our experience, the ''job on site'' model was particularly useful as a formative tool, and allowed a qualified preparation of the Service personnel as well as a rapid achievement of standard Regional and National indicators of productivity. Moreover, from a cost-effectiveness point of view, the daily working model we applied, that is based on a prolongation of the daily work per operator, proved to be highly effective in our Hospital. The data reported here may be of interest for the future planning of similar Services in the Public National and Regional Healthcare.

Strategy development for anticipating and handling a disruptive technology

The profession of radiology has greatly benefited from the introduction of new imaging technologies throughout its history. Therefore, it would seem reasonable for radiologists to believe that the emergence of a new imaging technology can generally be foreseen with sufficient advance notice to allow the appropriate levels of time, effort, and money to be devoted toward incorporating it into radiology practice. However, in his seminal work, Christiansen characterized a new form of technologic innovation, known as "disruptive technology," whose emergence often heralds the replacement of market leaders in an industry by competitors who are quicker in adopting and deploying the new technology. This article briefly describes the phenomenon of disruptive technology and addresses the challenges that organizations face in dealing with disruptive technology. The article raises 4 questions about the future of radiology: (1) Are health care and radiology vulnerable to disruptive technology? (2) What kinds of change may be in store for the radiology profession? (3) Can the radiology profession prepare itself to recognize and respond to a disruptive innovation among a group of new imaging technologies? and (4) How should a radiology organization decide whether to invest significant resources in a potentially disruptive technology? This article addresses these questions by reviewing key insights from leading "gurus" in the fields of competitive strategy and technology management and applying them to radiology. This illustrates how and why (despite past successes) the radiology profession may still have a blind spot in recognizing and handling disruptive technologies.

Resolving the technologist shortage: a summary of ACR and ASRT efforts to meet the increasing demand for RTs

Demand for radiologic technologists in the United States greatly outstripped supply throughout the late 1990s and peaked in 2000, when vacancy rates for radiologic technologists reached an average of 18% nationwide. To combat the shortage, the ACR and the American Society of Radiologic Technologists (ASRT) launched a series of aggressive recruitment and retention initiatives designed to boost the number of technologists. The campaigns have resulted in rising enrollments in educational programs, greater numbers of graduates and new technologists, and the expansion of the career ladder. As a result, the national vacancy rate for radiologic technologists had dropped to 12% by the end of 2003. This article reviews the radiologic technologists personnel shortage at the turn of the century, describes efforts taken by the ACR and the ASRT to ameliorate the shortage, and examines the future of the radiologic technology workforce.