After the COVID-19 pandemic, reforms in healthcare systems have the purpose to fully recover the relationship of healthcare organizations with their patients. For centuries, art was used throughout Europe in the healthcare context for its power to engage and support patients in their illnesses. This approach can be rediscovered by utilizing the cultural heritage owned by Local Health Authorities. In this context, tradition, art, innovation, and care coexist. This study aims to investigate the interest in developing projects for the humanization of care by the top management of Italian Local Health Authorities, in particular exploiting their cultural heritage. The evaluation of the proposal was conducted using semi-structured interviews with the top management of two Local Health Authorities, in which the Santa Maria Nuova hospital in Florence and the Santo Spirito in Sassia Hospital in Rome are located, as the two selected cases for this study. The interviewees welcomed the proposal to develop humanization of care projects involving the use of their cultural heritage. Moreover, they expressed their desire to invest human, economic, and structural resources in the development of these initiatives. The implementation of humanization of care projects using cultural heritage owned by Local Health Authorities is useful to apply specific policies to enhance the governance of the cultural heritage according to the health mission. On the other hand, it permits the search for additional or ad hoc resources. Finally, it is possible to humanize and improve patients’ experience while increasing awareness among the health workforce and trainees.

The use of artificial intelligence (AI) in the radiological field has been extensively investigated from the radiologists’ perspective. Existing studies have primarily focused on AI’s contribution to diagnostic processes and on how its introduction has transformed—and continues to transform—radiologists’ professional practice. The perspectives of radiographers remain underrepresented in the literature, despite their central role in image acquisition and their position as the primary “on-the-ground” operators and managers of imaging technologies. The objective of this study was to analyze the perceptions, attitudes, and expectations of Italian radiographers regarding the introduction of AI, and to provide insights to inform professional training and organizational strategies within healthcare systems. A cross-sectional survey study with qualitative enhancement was adopted as the study design. A survey was administered to a convenience sample, comprising 222 respondents. The findings reveal a high level of familiarity with AI in everyday life, accompanied by an almost complete absence of cultural resistance, suggesting a workforce that is both receptive and ready to evolve. Nevertheless, this individual readiness is contrasted with a substantial institutional and operational gap, characterized by the lack of standardized protocols, regulatory uncertainty, and an uneven distribution of technological resources. The effective integration of AI therefore requires a comprehensive and coordinated approach. Educational reform is necessary to integrate AI and radiomics into university curricula and continuing professional development programs, encompassing not only technical competencies but also ethical, deontological and communication skills. Finally, national and European regulatory frameworks must evolve to clearly define radiographers’ responsibilities within AI-assisted workflows, to establish robust guidelines for data governance and the management of algorithmic outputs.

Introduction: Healthcare organizations often possess significant cultural assets, accumulated over long periods of activity or through mergers with other healthcare institutions. Several challenges have emerged in conserving and promoting this heritage, including the need for qualified staff, appropriate organizational models, and dedicated financial resources. This study aims to identify a governance model for managing the complex cultural heritage held by healthcare organizations, while always taking into account their primary mission. Method: To achieve this goal, the paper investigated the experiences of Unidade Local de Saùde de São José in Lisbon (Portugal) and Azienda Unità Sanitaria Locale Toscana Centro in Florence (Italy). These case studies were selected because both entities are characterized by an extraordinary network of historical hospitals that form an integral part of the cultural heritage of their respective cities. Results: The findings revealed that both case studies followed a similar evolutionary path and ultimately adopted the same governance model already identified in the existing literature. Discussion: This path could be established by other healthcare organizations with important cultural assets to achieve their dual mission—providing healthcare services while simultaneously preserving and promoting their cultural heritage—because of its total independence to national regulations or healthcare systems' organization. Significant steps by both cases toward the adoption of integrated partnership model suggests that this approach may represent the next stage in the evolution of governance models for cultural assets managed by HOS.