Samaritan Healthcare

Lois Eldridge-Lee

Imaging Operations Authority

What Is Radiology, You Ask?

In 1895, Wilhelm Conrad Röntgen discovered a new type of radiation, which he called X-rays. Using this technique, Röntgen became the first to visualize the inside of the body without surgery by taking an X-ray of his wife's hand, including her wedding ring. He went on to win the Nobel Prize in Physics in 1901. However, the landscape of radiology in 2026 is entirely different.

Radiology encompasses much more today. We now have numerous imaging modalities, each with its own relevance.

Diagnostic Radiology, Fluoroscopy, Mammography, Bone Density, Ultrasound, Computed Tomography (CT), Magnetic Resonance Imaging (MRI), Nuclear Medicine, Positron Emission Tomography (PET), Interventional Radiology, Radiation Therapy, Echocardiography (ECHO) and, in some cases, Electrocardiography (EKG).

Leading a department with so many different processes requires the ability to tell its story through data. To do so, I will break it down by category.

First, we need to understand the analytics and reports available to improve operational efficiency. What is your backlog? A backlog of fewer than three days is optimal. How are orders received? Are they processed through an Electronic Medical Record (EMR) system or a Radiology Information System (RIS)?

Review scheduling templates to understand how many patients can be accommodated per day and per hour for each modality. Assess asset utilization to determine whether you have the right number of assets in the right locations. Consider asset forecasting and, lastly, whether you are providing patients with timely and convenient appointment availability. Understanding peak demand periods is essential for determining staffing needs.

Scheduling Templates and Staffing

This is imperative. You must understand your facility's needs by examining the order mix, including routine, emergency department (ED), inpatient and urgent care orders. You need to identify the volume of orders from each group to ensure your scheduling templates have enough capacity to accommodate incoming demand.

“Always remember that when the patient comes first, the rest will follow. It always does.”

I have typically used a rolling retrospective review to determine these numbers. This approach is essential for proper staffing, determining operational hours and reducing reactive decision-making in favor of proactive planning.

Backlog and Orders

Understand all the mechanisms that feed into the ordering system, whether paper, fax, email, EMR, internal orders or external orders. You must also know the average number of orders received daily.

Understanding your operational environment is essential. Consider the number of operating hours per day for each modality, the number of exams performed per hour, the number of operating days per year and any applicable efficiency factor. These figures help determine the annual appointment capacity of each asset.

Compare that capacity with incoming order volumes to verify whether you have the right combination of staff and equipment.

Capital Asset Utilization

We have all probably heard the phrase, "We need another scanner." My answer is, "Show me you need it."

I ask a few questions. Is the asset being utilized to its full capacity? Can you extend operating hours to increase supply and meet demand? How many hours a day is the asset idle? Do you need additional staff to meet demand? How far in advance are appointments being scheduled, and what is the actual backlog?

Every site and situation is different, but these questions provide a solid starting point for determining whether the need is operational or whether purchasing another costly asset is justified.

If I have learned anything in my 46 years in the imaging field, it is that you must have the data to support your requests.

Always remember that when the patient comes first, the rest will follow. It always does. Patient satisfaction and customer service improve, and professional expectations are met when staff are in the right place at the right time. Best of all, you become proactive rather than reactive. Efficient schedules also increase revenue.

You can reduce duplicated work by maintaining complete transparency across your operation and having supporting data available for any situation.

Be prepared. Be able to tell your story.