Driving clinical excellence through a management driven framework for integrating nuclear medicine into hospital ecosystems.

IF 1.4
Chuangyan Zhai
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Abstract

Purpose: Nuclear medicine (NM) often functions as an isolated diagnostic island within hospitals, resulting in the underutilization of high-value molecular imaging resources despite their significant clinical potential. This paper proposes a conceptual management-driven framework, termed the Management-Driven Integration Loop, to break down these silos and integrate NM into the broader hospital ecosystem to potentially enhance clinical decision-making and operational efficiency.

Methods: A comprehensive integration framework was developed based on four strategic pillars: strategic resource allocation, process re-engineering, performance leverage, and brand building. The framework introduces specific administrative interventions, including the establishment of satellite workstations to improve clinical proximity, the creation of a Clinical-NM Liaison role to bridge interdisciplinary gaps, and the implementation of a multidimensional Total Performance Index (TPI) to align incentives.

Framework components: Integration is envisioned through protocol-based clinical pathways embedded in electronic health records and structured Multidisciplinary Team (MDT) collaboration, ensuring NM expertise may inform treatment planning. The framework incorporates a continuous feedback loop to track clinical impact, including diagnostic upstaging and the avoidance of unnecessary procedures. By proposing a shift from volume-based metrics to the TPI, administrators can weight qualitative clinical contributions and interdisciplinary collaboration alongside traditional procedural throughput.

Conclusions: Transforming nuclear medicine into a central strategic asset requires deliberate administrative intervention. While implementation depends on overcoming institutional, technical, and regulatory barriers, this management-driven integration loop aims to bridge the gap between technological potential and clinical impact, improve patient outcomes through precision diagnostics, and strengthen institutional positioning as centers of excellence.

通过将核医学纳入医院生态系统的管理驱动框架,推动临床卓越。
目的:核医学(NM)在医院中往往是一个孤立的诊断孤岛,导致高价值的分子成像资源未得到充分利用,尽管它们具有巨大的临床潜力。本文提出了一个概念性的管理驱动框架,称为管理驱动集成循环,以打破这些孤岛,并将NM集成到更广泛的医院生态系统中,以潜在地提高临床决策和运营效率。方法:基于战略资源配置、流程再造、绩效杠杆和品牌建设四大战略支柱,构建综合整合框架。该框架引入了具体的行政干预措施,包括建立卫星工作站以改善临床距离,建立临床-医学联络角色以弥合跨学科差距,以及实施多维总绩效指数(TPI)以协调激励措施。框架组件:通过嵌入在电子健康记录中的基于协议的临床路径和结构化的多学科团队(MDT)协作,设想集成,确保NM专业知识可以为治疗计划提供信息。该框架包含一个持续的反馈循环,以跟踪临床影响,包括抢先诊断和避免不必要的程序。通过提出从基于数量的指标向TPI的转变,管理人员可以将定性临床贡献和跨学科合作与传统程序吞吐量一起权衡。结论:将核医学转变为核心战略资产需要经过深思熟虑的行政干预。虽然实施取决于克服制度、技术和监管障碍,但这种管理驱动的整合循环旨在弥合技术潜力和临床影响之间的差距,通过精确诊断改善患者预后,并加强机构作为卓越中心的定位。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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