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无胶片放射科工作人员的管理与培训

Care and feeding of a staff for filmless radiology.

作者信息

Mensch B, Honea R, Orand M

机构信息

Edward B. Singleton Diagnostic Imaging Services, Texas Children's Hospital, Houston 77030, USA.

出版信息

J Digit Imaging. 1999 May;12(2 Suppl 1):38-40. doi: 10.1007/BF03168751.

Abstract

Texas Children's Hospital, a definitive care pediatric hospital located in the Texas Medical Center, has been constructing a large-scale picture archival and communications system (PACS) including ultrasound (US), computed tomography (CT), magnetic resonance (MR), and computed radiography (CR). Developing staffing adequate to meet the demands of filmless radiology operations has been a continuous challenge. Overall guidance for the PACS effort is provided by a hospital-level PACS Committee, a department-level PACS Steering Committee, and an Operations Committee. Operational Subcommittees have been formed to address service-specific implementation, such as the Emergency Center Operations Subcommittee. These committees include membership by those affected by the change, as well as those effecting the change. Initially, personnel resources for PACS were provided through additional duties of existing imaging service personnel. As the PACS effort became more complex, full-time positions were created, including a PACS Coordinator, a PACS Analyst, and a Digital Imaging Assistant. Each position requires a job description, qualifications, and personnel development plans that are difficult to anticipate in an evolving PACS implementation. These positions have been augmented by temporary full-time assignments, position reclassifications, and cross-training of other imaging personnel. Imaging personnel are assisted by other hospital personnel from Biomedical Engineering and Information Services. Ultimately, the PACS staff grows to include all those who must operate the PACS equipment in the normal course of their duties. The effectiveness of the PACS staff is limited by their level of their expertise. This report discusses our methods to obtain training from outside our institution and to develop, conduct, and document standardized in-house training. We describe some of the products of this work, including policies and procedures, clinical competency criteria, PACS inservice topics, and an informal PACS newsletter. As the PACS system software and hardware changes, and as our implementation grows, these products must to be revised and training must be repeated.

摘要

德克萨斯儿童医院是一家位于德克萨斯医疗中心的顶级儿科医院,一直在建设一个大规模的图像存档与通信系统(PACS),该系统包括超声(US)、计算机断层扫描(CT)、磁共振(MR)和计算机X线摄影(CR)。配备足够的人员以满足无胶片放射学操作的需求一直是一项持续的挑战。医院层面的PACS委员会、科室层面的PACS指导委员会和运营委员会为PACS工作提供总体指导。已成立运营小组委员会来处理特定服务的实施,如急诊中心运营小组委员会。这些委员会的成员包括受变革影响的人员以及推动变革的人员。最初,PACS的人员资源是通过现有影像服务人员承担额外职责来提供的。随着PACS工作变得更加复杂,设立了全职岗位,包括一名PACS协调员、一名PACS分析师和一名数字影像助理。每个岗位都需要一份难以在不断发展的PACS实施过程中预先确定的工作描述、任职资格和人员发展计划。这些岗位通过临时全职任务、岗位重新分类以及对其他影像人员的交叉培训得到了扩充。影像人员得到了生物医学工程和信息服务部门其他医院人员的协助。最终,PACS工作人员队伍壮大到包括所有在正常工作过程中必须操作PACS设备的人员。PACS工作人员的效率受到其专业水平的限制。本报告讨论了我们从机构外部获取培训以及制定、开展和记录标准化内部培训的方法。我们描述了这项工作的一些成果,包括政策和程序、临床能力标准、PACS在职培训主题以及一份非正式的PACS时事通讯。随着PACS系统软件和硬件的变化以及我们实施工作的推进,这些成果必须进行修订,培训也必须重复进行。

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2
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