Developing an interventional radiology practice in a community hospital: the interventional radiologist as an equal partner in patient care.

Radiology ◽  
1989 ◽  
Vol 170 (3) ◽  
pp. 955-958 ◽  
Author(s):  
B T Katzen ◽  
J O Kaplan ◽  
M D Dake
Keyword(s):  
Interventional Radiology ◽  
Patient Care ◽  
Community Hospital ◽  
Radiology Practice ◽  
Interventional Radiologist

Practicing Anthropology in an Academic Community Hospital: Lessons from the Field

2010 ◽  
Vol 32 (4) ◽  
pp. 19-23 ◽  
Author(s):  
Lynn Deitrick ◽  
Terry Capuano ◽  
Debbie Salas-Lopez
Keyword(s):  
Medical Education ◽  
Organizational Culture ◽  
Patient Care ◽  
Community Hospital ◽  
Continuum Of Care ◽  
Academic Community ◽  
Hospital Culture ◽  
Doctor's Office ◽  
Vantage Points

Practicing anthropology at an academic community hospital involves collaborations across the full continuum of care, from hospital, to doctor's office, to the medical education classroom and into the community. Through these collaborations, the anthropologist learns about hospital culture through many different lenses and is, in turn, able to provide valuable insights into organizational culture and patient care from a variety of vantage points.

Future Directions of Percutaneous Biliary Interventions

2021 ◽  
Vol 38 (03) ◽  
pp. 373-376
Author(s):  
Ahsun Riaz ◽  
Riad Salem
Keyword(s):  
Interventional Radiology ◽  
Biliary Disease ◽  
Future Directions ◽  
Safety And Efficacy ◽  
Interventional Radiologist ◽  
Imaging Guidance ◽  
The Future ◽  
Biliary Interventions

AbstractWe are at an exciting cross-road in biliary interventions. While other services such as surgery and gastroenterology have learned to use imaging guidance to improve the safety and efficacy of their procedures, it is time for interventional radiologist to learn endoscopic interventions to achieve the same. The future of interventional radiologists in managing patients with biliary disease depends on (1) increasing comfort of our procedures, (2) publishing our data on biliary interventions, and (3) increasing collaboration with other services to manage biliary disease. We need to appropriately understand the limitations of interventional radiology to help guide the future directions of our specialty in this very interesting space.

scholarly journals Relationship Building as a Strategy for Managing Referring Clinicians

2022 ◽  
Author(s):  
Holly Marshall ◽  
Lina Mehta ◽  
Donna Plecha
Keyword(s):  
Emotional Intelligence ◽  
Patient Care ◽  
Personality Traits ◽  
Work Environment ◽  
Community Outreach ◽  
Relationship Building ◽  
Social Functions ◽  
Building Relationships ◽  
Radiology Practice ◽  
Tumor Boards

Abstract The strength of a radiology practice depends on the strong relationships radiologists develop with referring clinicians. Solid relationships with referring clinicians can contribute to a satisfying work environment, and ultimately excellent patient care. There are several different ways that a radiologist can help improve relationships with clinicians. As a start, this includes a radiologist strengthening one’s emotional intelligence. Also, identifying the personality traits of others is key to successful interactions. Conflicts in the workplace are inevitable, and effective negotiation is helpful in building relationships with clinicians. Interacting with the referring clinicians is also key to a successful relationship. This includes all in-person communication, participating in tumor boards, community outreach events, and social functions outside of work. This article presents several tips to improve and manage relationships with referring clinicians.

Principles of Sedation and Analgesia

2018 ◽  
pp. 64-74
Author(s):  
Alan Kotin ◽  
Jennifer Mascarenhas ◽  
Mary Fischer
Keyword(s):  
Interventional Radiology ◽  
Minimally Invasive Surgery ◽  
Minimally Invasive ◽  
Operating Room ◽  
Invasive Surgery ◽  
Joint Commission ◽  
Interventional Radiologist ◽  
Remote Locations ◽  
Sedation And Analgesia ◽  
Increasing Demand

The interventional radiology (IR) suite has created an increasing demand for anesthesia services. Also, technological advancements and a movement toward minimally invasive surgery have moved procedures once performed in the operating room (OR) to IR suites, often in remote locations. Historically, patient sedation in the IR suite has been administered under the supervision of the interventional radiologist, utilizing conscious sedation. The updated Joint Commission regulations have fostered a closer relationship between anesthesia services and IR programs. Despite the apparent simplicity of this relationship, providing anesthesia services in remote locations can be challenging. This relationship requires that the specialties become familiar with each other. The increased need for anesthesia has also created a demand for expertise in non-OR anesthesia (NORA). This chapter discusses the principles of sedation and analgesia, as well as the role and challenges that the anesthesia team faces while providing service in the IR suite.

scholarly journals The Revolution within a Revolution: Personal Experiences of a Young Interventional Radiologist

2019 ◽  
Vol 36 (01) ◽  
pp. 029-031
Author(s):  
Sonali Mehandru
Keyword(s):  
Interventional Radiology ◽  
Diagnostic Imaging ◽  
Paradigm Shift ◽  
Training Programs ◽  
Early Career ◽  
Outpatient Clinics ◽  
Clinical Model ◽  
Interventional Radiologist ◽  
Personal Experiences ◽  
Challenges And Opportunities

AbstractInterventional radiology (IR) has undergone a paradigm shift, and has become more clinically directed. This is particularly true with the new training programs, which are all required to have outpatient clinics, admitting services, and consult services within their hospitals. Despite these changes in education, however, many jobs still require a significant amount of diagnostic imaging work, and many established groups are reticent to allow the time and resources needed to pursue this clinical model of IR practice. This lack of support can lead to frustration for the early career interventional radiologist. This article describes the experience of one early career interventional radiologist, including some of the challenges and opportunities that have arisen from the recent changes in training.

Implementation of an Acute Care Surgery Service in a Community Hospital: Impact on Hospital Efficiency and Patient Outcomes

2016 ◽  
Vol 82 (1) ◽  
pp. 79-84 ◽  
Author(s):  
Michael Kalina
Keyword(s):  
Length Of Stay ◽  
Patient Care ◽  
Acute Care ◽  
Patient Outcomes ◽  
Community Hospital ◽  
Hospital Efficiency ◽  
Hospital Charges ◽  
Acute Care Surgery ◽  
Health Evaluation ◽  
Care Surgery

A service led by acute care surgeons managing trauma, critically ill surgical, and emergency general surgery patients via an acute care surgery model of patient care improves hospital efficiency and patient outcomes at university-affiliated hospitals and American College of Surgeons–verified trauma centers. Our goal was to determine whether an acute care surgeon led service, entitled the Surgical Trauma and Acute Resuscitative Service (STARS) that implemented an acute care surgery model of patient care, could improve hospital efficiency and patient outcomes at a community hospital. A total of 492 patient charts were reviewed, which included 230 before the implementation of the STARS [pre-STARS (control)] and 262 after the implementation of the STARS [post-STARS (study)]. Demographics included age, gender, Acute Physiology and Chronic Health Evaluation 2 score, and medical comorbidities. Efficiency data included length of stay in emergency department (ED-LOS), length of stay in surgical intensive care unit (SICU-LOS), and length of stay in hospital (H-LOS), and total in hospital charges. Average age was 64.1 + 16.4 years, 255 males (51.83%) and 237 females (48.17%). Average Acute Physiology and Chronic Health Evaluation 2 score was 11.9 + 5.8. No significant differences in demographics were observed. Average decreases in ED-LOS (9.7 + 9.6 hours, pre-STARS versus 6.6 + 4.5 hours, post-STARS), SICU-LOS (5.3 + 9.6 days, pre-STARS versus 3.5 + 4.8 days, post-STARS), H-LOS (12.4 + 12.7 days, pre-STARS versus 11.4 + 11.3 days, post-STARS), and total in hospital charges ($419,602.6 + $519,523.0 pre-STARS to $374,816.7 + $411,935.8 post-STARS) post-STARS. Regression analysis revealed decreased ED-LOS—2.9 hours [ P = 0.17; 95% confidence interval (CI): -7.0, 1.2], SICU-LOS—6.3 days ( P < 0.001; 95% CI: -9.3, -3.2), H-LOS—7.6 days ( P = 0.001; 95% CI: -12.1, -3.1), and 3.4 times greater odds of survival ( P = 0.04; 95% CI: 1.1, 10.7) post-STARS. In conclusion, implementation of the STARS improved hospital efficiency and patient outcomes at a community hospital.

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