ICE Magazine July 2024

Regardless of the make, model or field strength, we have the team and infrastructure to get almost any MRI coil back up and running.

FEATURES

GUIDE TO AHRA

The 2024 AHRA Annual Meeting is set for August 4-7 in Orlando, Florida.

COVER STORY

Mentors can assist the next generation of imaging leaders and AHRA is poised to help with its Mentoring for Success Program.

RISING STAR

Stefania Santana, RT(R), is an ARRT certified radiography technologist at Memorial Hermann Texas Medical Center Houston Rockets OPID.

JULY 2024

IMAGING NEWS

Catch up on the latest news from around the diagnostic imaging world.

PRODUCT FOCUS

Check out these MRI devices as the market appears ;poised to eclipse $10 billion within the next decade.

EMOTIONAL INTELLIGENCE

What happens when a leader doesn’t have leadership skills?

MD

President

John

Vice

Kristin Leavoy kristin@mdpublishing.com

Vice

Jayme

jayme@mdpublishing.com

Group

Megan

megan@mdpublishing.com

Editorial John

Editorial

Jason

Nicole

Melody

Verlon

Rachel

Traci

Sales

Art

Karlee

Events

Kristin

Webinars

Linda

Digital

Cindy

Kennedy

Haley

Accounting

Diane

Breeza is much more palatable than the prior oral contrast that was being used, especially for pediatric patients. Using Breeza has increased the tolerance for most patients with a higher rate of ingesting all the contrast necessary for a quality study. Patients drink faster and on time, increasing our ability to maintain a busy schedule.”

- Imaging Manager, Chicago, IL

FOCUS IN

DEVIN DIXON, CRA, R.T.(R)(CT)(MR)

Devin Dixon is described as a “dedicated radiology business manager” with a “remarkable ability to communicate.”

UC SF Health Radiology Business Affairs Manager Devin Dixon, CRA, R.T.(R)(CT)(MR), entered the realm of diagnostic imaging because he wanted to be like his parents and help people. He is doing that and more based on the strong nomination ICE Magazine received to highlight his work.

“I am writing to enthusiastically nominate Devin, our dedicated radiology business manager, for a feature in ICE Magazine Devin’s unwavering commitment to fostering learning and development in radiology leadership makes him an exceptional candidate for recognition,” writes Alpana Patel Camilli, Manager of Interventional Radiology & Neuroendovascular Surgery University of California San Francisco (UCSF) Health. “Devin has consistently demonstrated a passion for supporting various

modalities within radiology, striving to enhance understanding and bridge knowledge gaps among team members. His efforts go above and beyond, particularly in areas where expertise may be lacking, showcasing his dedication to the continuous improvement of our radiology department.”

“What sets Devin apart is not only his deep knowledge of the field but also his remarkable ability to communicate complex concepts in an accessible and engaging manner. Team members appreciate Devin’s openness, honesty and commitment to working with integrity, creating a positive and collaborative work environment,” the nomination continues. “In addition to his role as a business manager, Devin actively contributes to the professional growth of his colleagues, creating a culture of continuous learning and improvement. His leadership style inspires confidence, and his ini -

tiatives have a tangible impact on the overall success of our radiology team.”

Camilli adds, “We believe that featuring Devin in ICE Magazine would not only highlight his outstanding contributions but also provide valuable insights and inspiration for radiology professionals across the industry. We are confident that his story will resonate with your readers and contribute to the ongoing dialogue about excellence in radiology leadership.”

Dixon explains his entry into the field of diagnostic imaging.

“At a young age, I knew I didn’t want to go to a four-year college. My mother worked in a hospital setting and my father was a volunteer firefighter. I knew I wanted to help people as a career, but landed on radiology after an exploratory careers class that led me to a health occupations course in high school,” Dixon says. “After getting my feet wet with multiple health care experiences, it furthered my interest in radiology due to its many mini career paths with different modalities with different technologies that are ever changing.”

DEVIN DIXON

After a successful start to his career, Dixon faced a shift right as the COVID-19 pandemic started.

“In the beginning of 2019, I was able to reinvent myself. I transitioned from a clinical MRI supervisor role into a newly created role as business affairs manager. Our radiology department is roughly 500 FTEs across technologist, nurses, schedulers, radiology IT, and various other roles. The role was new, and it allowed me the opportunity to learn and support managers, supervisors, and front line staff in ways that I would have not been able to before,” Dixon says. “Together we’ve been able to accomplish many highly successful continuous improvement projects through budget driven initiatives.”

He loves his job, especially how no two days are the same.

“Every day is different. When I was in a clinical role, every patient presented a unique experience and challenge on how to get the best images possible. I loved to nerd out on MRI physics and manipulate inputs to balance signal and noise,” Dixon explains. “Today, I get to play with numbers, but now they are fo -

Business Affairs Manager, CRA, R.T.(R)(CT)(MR)

1. What is the last book you read? “Noise: A Flaw in Human Judgment”

2. Favorite movie? “Pulp Fiction”

3. What is something most of your coworkers don’t know about you? I’m a dog person at heart.

4. Who is your mentor? Unofficially Kim Berry. She’s been a very positive influence to challenge me in my workflow processes and professional development.

5. What is one thing you do every morning to start your day? Feed the cats, make coffee, read the news, then take a deep breath to start the day.

cused on budgets and KPIs across all of radiology. Today, I may be working on a proforma for a new imaging center, tomorrow I may be working on a business contract for patient parking.”

Dixon explains that he tries to motivate and inspire the people that he works “for” on a daily basis.

“I work for my staff. If I can meet them where they are, lift them up, and engage them, then as a team we can move forward in the same direction in an effective and efficient manner,” he says. “Another method I employee is that I want to educate them to take my job. By doing so, it promotes professional development and diverse skill sets across the team.”

When asked what else he wants to share with ICE Magazine readers, Dixon says, “Challenge yourself and don’t be afraid of failure. If you’re thinking about reading that book, volunteering at a community garden, or jumping to a new scary job, do it. Don’t let the fear of being bad at something get in the way. After you get your feet under you, you’ll do great.” •

6. Best advice you ever received? Adapt and overcome

7. Who has had the biggest influence on your life? My mother. She’s a gem!

8. What would your superpower be? To be in the NBA

9. What are your hobbies? Gardening, fantasy sports (it’s a great way to talk trash to old friends a few months out of the year), and woodworking

10. What is your perfect meal? Its hard to pick just one, but having a ribeye steak cooked medium rare, mashed potatoes with gravy, roasted brussels sprouts with an ice-cold beer overlooking the ocean on an outdoor patio sounds pretty perfect.

Rad idea

BY OMAR ARAFAT, MBA, CRA, RT(R)

OPERATIONS AND COMMUNICATION ESSENTIALS

With information becoming so easily available in today’s health care landscape, it can be a daunting task to find organization throughout the chaos each day brings. This is why it is critical to have a department framework to help prioritize tasks and help leaders make decisions with intention. University Hospitals’ Diagnostic Institute in Cleveland, Ohio, has implemented an operating and communications plan that intends to simplify and align actions with purpose. The best outcomes derive from highly engaged teams who are on the same page and understand that within a rapidly changing environment comes an inherent need to be organized.

MEETING STANDARDS

Leadership roles often come with frequent and crucial meetings for a vast assortment of matters. It’s often noticeable that more meetings is not synonymous with more results, in fact, it can mean the exact opposite. To no one individual’s fault, it’s not always an easy undertaking guiding a group of stakeholders (often times remotely) to come to a collective decision or find resolution. Starting on time, starting at an inconvenient time (seriously, who puts meetings on at 4:30 p.m. on Friday?), talking in circles, and even forgetting the main topic are all common reasons why most leaders find the majority of meetings ineffective. The Diagnostic Institute streamlines meetings in several ways: 25 and 45 minute increments, no meetings before 8 a.m., after 4 p.m., after 12 p.m. on Fridays and no standing meetings on Fridays. Starting on time, using a standard meeting template for meeting minutes, topics and action items contribute to effective meetings that gives all involved a chance to prepare in between the next gathering and come prepared. Situation, Background, Assessment, and Recommendation or Resolution (SBAR) is a tool that must be used when communicating about critical situations. Within four sentences or

less, key participants are now able to resourcefully communicate without getting off topic or sending a short novel that makes everyone late to their next meeting.

EMAIL ETIQUETTE

Emails sent with high importance require response within 24 hours, while general email requests require 48 hours (minimum acknowledge of receipt and estimated ETA of response). By following these guidelines, there won’t be a need to hunt down the individual who hasn’t responded in months until it eventually turns into a meeting or falls of the radar completely. In addition, today’s lunch plans do not qualify as an email of high importance. The Diagnostic Institute helps leaders understand what truly should be high importance by considering items such as strategic alignment, resource availability, patient and/or employee impact, compliance and risk management, and return on investment (ROI). Mission critical communications response time caps at one hour and should come in a form of more direct communication such as a phone call, text message or instant message. Mission critical items include safety, quality, reputation or operational issues.

CONCLUSION

The radiology field has been progressing rapidly over the years through the use of enhanced equipment and highly sophisticated technology. The framework of internal operations and communication, however, has not progressed at the level needed to keep our teams engaged. It’s absolutely necessary to equip our leaders to have the time to support our most important asset: our teams. •

– Omar Arafat, MBA, CRA, RT(R), is a radiology manager with Manager, Radiology University Hospitals Parma Medical Center.

Share your RAD IDEA via an email to editor@mdpublishing.com.

RISING STAR

STEFANIA SANTANA, RT(R)

St efania Santana, RT(R), is an ARRT certified and Texas Medical Board licensed radiography technologist at Memorial Hermann Texas Medical Center Houston Rockets OPID. She was recently nominated as a Rising Star in the imaging community.

“While Stefania has only been a tech for 4 years, she has taken on responsibilities of a lead in her area. She is very skillful and knowledgeable and has helped us with our imaging program. At our facility, we image professional athletes including the NBA Rockets, NFL Texans, and MLS Dynamo and Dash as well as the collegiate athletes for University of Texas and University of Houston. These players often require special protocols and processes. Stefania has helped build this program and trains our staff to ensure a smooth process. Whatever is needed, Stefania is on it – eager to learn and grow with an amazing attitude!” Memorial Hermann Health System Director Operations-Outpatients Traci Foster wrote in the nomination.

ICE Magazine found out more about this up-and-coming imaging professional, including why she decided to enter the imaging field and why she loves her job.

Stefania Santana is a “skillful and knowledgeable” individual who helps provide quality care to patients, including professional athletes.

Q: WHERE ARE YOU FROM?

A: I am from Venezuela and came to the United States at the age of 3 and have lived in Houston, Texas ever since.

Q: WHERE DID YOU RECEIVE YOUR IMAGING TRAINING/EDUCATION?

A: I went to Pima Medical Institute here in Houston, Texas to receive my associate in science to be able to perform X-rays/special procedures. Once I graduated, I took my state exam and received my ARRT and my Texas Medical Board license.

Q: HOW DID YOU FIRST DECIDE TO START WORKING IN IMAGING?

A: I first decided to work in imaging when I was 21 or 22 years old. I had been working in a nursing home as a certified nurse aide for a more than a year or two and realized that my passion wasn’t in nursing. While working in the nursing home, I came across a mobile X-ray tech and asked him what it was like to work in radiology. I fell in love with it instantly! Within a couple of weeks, I did my research and signed up at Pima as soon as they told me they had an opening. After two years of schooling and now a little over three years working in the field, I am more in love with it now than when I first started.

Q: WHAT IS THE MOST REWARDING ASPECT OF YOUR JOB?

A: I love helping patients in getting the proper care they need so that the radiologist and their doctors can better assess what is going on and help the patient get the care they deserve.

Q: WHAT DO YOU LIKE MOST ABOUT YOUR POSITION?

A: What I like most about my position is getting the opportunity to work with some amazing people. It always amazes me how well we work together and how we are able to anticipate our needs in a heartbeat. It makes the workday go by a lot smoother. It also helps that one of the techs that I work with was my tech when I was a student. The other tech I work with was also in the class below mine for the same school. It was predestined that I would end up working with individuals with the same work ethic as mine.

Q: WHAT INTERESTS YOU THE MOST ABOUT THE IMAGING FIELD?

A: The process of imaging the human anatomy no matter the modality has always been fascinating to me.

Q: WHAT HAS BEEN YOUR GREATEST ACCOMPLISHMENT IN YOUR FIELD THUS FAR?

A: My greatest endeavor has been getting the opportunity to work with the professional athletic teams of Houston in a medical standpoint.

Q: WHAT GOALS DO YOU HAVE FOR YOURSELF IN THE NEXT 5 YEARS?

A: I do see myself eventually moving on to a different modality in the next couple of years, that way I can continue to contribute to the health care system. •

FUN FACTS

FAVORITE HOBBY: Reading

FAVORITE SHOW: “The Office”

FAVORITE FOOD: Anything savory, but mainly French fries

FAVORITE VACATION SPOT: So far it has been Hawaii

1 THING ON YOUR BUCKET LIST: Go back to Disney to make another personalized light saber.

SOMETHING YOUR CO-WORKERS DON’T KNOW ABOUT YOU: I’m an open book, there’s really nothing

they do not know about me!

ICE DEBUT

Beekley Medical specializes in products that help breast health, CT, MRI, radiation oncology, diagnostic, and interventional radiology professionals improve communication, efficacy, productivity and patient care. All Beekley Medical products are intended for single patient use to help maintain a sanitary environment. Each product is carefully designed for its intended modality and purpose so that you have the right tool for the right exam and to help you reduce the questions and challenges that can lead to scheduling disruptions and unnecessary additional imaging.

ICE Magazine recently interviewed Beekley Medical Director of Marketing Communications Mary Lang Pelton to find out more about the company including a new product.

“We recently partnered with an interventional radiologist to bring our newest product, CaraClip wire protector to market,” Pelton said. “CaraClip is a small, sterile device that helps reduce contamination by adhering to the sterile drape, allowing for wires to be loaded in and preventing them from falling outside the sterile field. It helps curve and redirect the wire and assists in wire management and organization during interventional and surgical procedures. CaraClip remains on the sterile drape for at least 8 hours and withstands fluids such as blood, saline, sterile water, iodine and contrast.”

Q: HOW DOES YOUR COMPANY STAND OUT IN THE IMAGING SPACE?

A: Beekley Medical introduced the very first skin marker, the X-SPOT, back in 1985, a product designed to replace makeshift methods for identifying the nipple on chest X-rays, essentially creating the market for skin markers. The popularity of the X-SPOT led to the development of the Beekley skin marking system for mammography and other modality-specific skin markers, along with other medical devices and accessories that help imaging professionals do their jobs more effectively and improve patient care. We continue to be the market leader in our niche and keep a careful eye on developing technology in diagnostic imaging to ensure we develop,

upgrade and introduce products that address our customers needs. We have a reputation for high-quality products and reliable, dependable service. We strive to ensure all orders are shipped the same or next business day after receipt and the incidence of back-ordered products is extremely rare.

Q: WHAT IS ON THE HORIZON FOR YOUR COMPANY?

A: Our mission as a company is to make a difference in the lives of everyone we touch. With that in mind, our goal is to be the best at what we do and continue making an impact on patient care by expanding our product offerings to meet the needs in areas we haven’t been in historically, such as interventional radiology, surgical services and beyond. We have a full market research and product development team that is always on the lookout to partner with our customers, other medical professionals, inventors and industry partners to either develop new products or help bring an existing product to market to help us achieve our goals of helping our customers provide the best possible exams and care to their patients.

Q: IS THERE ANYTHING ELSE YOU WOULD LIKE ICE MAGAZINE READERS TO KNOW?

A: Beekley Medical believes strongly in ongoing education, not just through ongoing industry training for our own associates, but also for imaging professionals. Our customers tell us how much they appreciate the value-added services our teams provide in terms of complimentary CE activities, case studies and other educational, informative content of relevance to their careers. In addition, Beekley Medical is a proud supporter and sponsor of several educational programs, conferences and advocacy groups for our imaging community. We have sponsored cross training scholarships. I would encourage ICE readers to subscribe to our newsletters to receive notifications about these educational opportunities as they arise, as well as to stay in the know about new product solutions for their modality. •

For more information, visit beekley.com.

Reduce risk of wire contamination, free up hands, and organize wires in the sterile field

Invented by an interventional radiologist, CaraClip™

• is a sterile, self-adhesive device that can remain in place for at least 8 hours on dry surfaces, can be repositioned, and withstands fluids such as blood, saline, iodine, contrast, and sterile water

• allows technologists to easily curve, redirect, and advance guidewires without fear of falling outside the sterile field

• instills confidence that devices will be contained in the wire protector, freeing up hands to focus on other important tasks Call 1.800.233.5539 or email info@beekley.com to request a sample of CaraClip wire protector today Visit beekley.com/caraclip for Product Safety Information

Clock Off THE

ANNETTE LONG, R.T.(R), MR, MRSO

BY MATT SKOUFALOS

Annette Long traces a lifelong love of animals to her childhood in Piketon, Ohio. With two working parents, the family dog was a dear companion who brought a lot of fun into her life. Although Long was never allowed to keep as many pets as she would have preferred, the family did care for some eight peacocks, and helped incubate bobwhite quail that the game warden from the nearby nature preserve would introduce into the wild.

When she was old enough to volunteer with her area dog rescues, that’s where Long began to invest her free time. About seven years ago, after moving to Columbus, Ohio, she and her husband, Brian Raterman, were more able to work actively with rescue and foster dogs, especially bully breeds, and to fundraise for their care.

“I’ve always loved animals, and I am really drawn to dogs,” Long said. “I think they’re incredibly smart creatures. There’s nothing that makes me happier than to rescue an animal, and then find it the perfect home. I want to set the animal up for success and give it the best life that it can possibly have.”

Long discovered that she had an aptitude not only for helping to train and rehome rescue dogs, but for judging their temperaments and unlocking their personalities. She is able to modify her instructions based on how the dogs are motivated, sometimes shortening down to one-word commands. Inside the house, Long gets the attention of her deaf dog, Stella, by stomping her foot on the ground; when it’s time for her to come back from the outside at night, she signals Stella with a flashlight or the porch light.

“Animals are amazing,” she said. “If you really study them and study their behavior, they feed off your emo-

tions. You have to work to earn that trust. You’ve got to keep it consistent.

“If you get a puppy that’s not a rescue, it’s much easier,” Long said. “But if you get an adult rescue dog, you can pretty much guarantee that you will not see the true dog until month three.”

Regaining the trust of a rescue pet builds strong bonds and takes an emotional as well as a practical investment of time. Long said she doesn’t regard rehoming a rescue dog as giving away a family pet, but as helping a friend start a new chapter of their lives. Occasionally, she’s had a “foster fail” — rescue slang for adopting a dog that was initially intended as a foster-only — but to this day, all the dogs Long has helped to get adopted have remained in their new homes.

“I have never had a foster dog returned, not even the most difficult ones,” Long said. “I have had a foster fail or two. It’s always in the bully family. Those are the ones that are hard for me to let go.”

In one year alone, Long and her family helped get as many as 50 rescue dogs adopted. The secret to their success, she said, was in being completely open with their new families, and giving the adopters “the full picture” to try to set the dog up for success. She also has a knack for capturing her pups’ personalities in her photography.

When she’s not volunteering, Long dedicates a significant amount of time to her own pack of nine dogs: Ashes, Clover, Crimson, Eddie, Klaus, Layla, Stella, Rico, and Winston. Most are bully and terrier breeds (Rico is a Bernedoodle, and Klaus is a Rottweiler), and Long says the size of the pack helps maintain order.

“It is a lot, but once they’re trained, they do an amazing job,” she said. “I do positive reinforcement. There are leaders, and then there are followers; once they are taught manners and discipline, they fall in.”

Long’s passion for training and rehoming her dogs is a natural extension of her love of learning, which extends to her current career interest in process improvement. As an MRI manager at Ohio State University Hospital, she is working on Lean Six Sigma projects, including an MRI optimization project. She hopes to obtain her master’s degree in the future, and has been encouraged by her supervisor to press on with her education.

“I’m reading the lean Six Sigma book and it’s the thickest book ever, and I love it, and I want to do more,” Long said. “My boss, Dr. Lauren Bergstrom, associate director of hospital imaging, has encouraged me to do many things that I have not been able

to do before.”

Long’s career path has ranged from being an X-ray and CT technologist to working as a registered EMT; she said her positions have shifted as she’s continued to seek more professional knowledge and grow her career. At one point, she worked as a traveling MRI tech, and eventually settled down into a managerial role.

“In imaging, you work in the ER and it’s controlled chaos,” Long said. “When you’re out in the field, it’s you. I’ve changed quite a few facilities because I’ve always wanted to learn more. When I finally stopped traveling, I realized that I wanted to come to Columbus and learn more about MRI; as much as I could learn, that’s what I wanted.”

When she isn’t working or caring for her dogs, Long enjoys playing Dungeons and Dragons with friends, and she’s a voracious reader whose favorite authors include Patricia Cornwell and Lee Child. If Long ever needed confirmation that she was in the right line of work, she can point to her high-school guidance counselor and her love of reading for setting her on her career path: when the guidance counselors distributed books to help students find their prospective careers, hers fell open to a page on medical imaging.

“I thought, ‘That looks cool,’ and I went and studied for an associate’s degree in allied health,” Long said. •

Annette Long and her husband, Brian Raterman, enjoy playing Dungeons and Dragons, traveling and fostering dogs. They also have nine dogs of their own.

Imaging News

A LOOK AT WHAT’S CHANGING IN THE IMAGING INDUSTRY

AIM MEDICAL ROBOTICS TO STUDY MRI-GUIDED DEVICE PLACEMENT IN THE BRAIN

AiM Medical Robotics Inc. (AiM), developer of MRI-compatible intraoperative robotics for neurosurgery and other applications, has announced a collaboration with Brigham and Women’s Hospital (BWH) and the Surgical Navigation and Robotics (SNR) Lab at Harvard to validate its “cutting-edge” robot for deep brain stimulation in Parkinson’s patients.

“The study will take place in BWH’s Advanced Multimodality Image-Guided Operating (AMIGO) Suite, a state-of-the-art clinical research facility. AiM also reported a successful cadaver trial at the PracticePoint facility, demonstrating precise delivery of bilateral DBS leads using real-time MRI guidance. Prior to AiM’s approach, DBS leads may miss the intended target area due to the brain shifting from the time of pre-operative imaging and surgery due to creating access holes in the skull. This demonstration highlights the robot’s ability to account for brain shift. Additionally, AiM announced a partnership with Synaptive Medical to

integrate their Modus Nav neuro-navigation software with the robot, creating an optimized workflow for unparalleled precision and efficiency in neurosurgery,” according to a news release.

AiM has partnered with the Surgical Navigation and Robotics (SNR) Lab at Harvard and entered into a clinical research agreement with the Clinical Trial Office at Brigham & Women’s Hospital (BWH). This collaboration builds upon the long-standing and successful joint research efforts of AiM’s CEO, Gregory Fischer, Ph.D., and Pedro Moreira, Ph.D., and Noby Hata, Ph.D. of the SNR Lab, with Moreira as the lead investigator for the trial at BWH. The team’s previous work includes a successful 30-patient trial for MRI-guided, robot-assisted prostate cancer biopsy. In this new endeavor, they plan to utilize AiM’s stereotactic neurosurgery robot to accurately deliver deep brain stimulation leads with real-time MRI guidance for patients with Parkinson’s Disease.

CARPL.AI RECEIVES FDA CLEARANCE

CARPL.ai has received 510(k) clearance from the U.S. Food and Drug Administration (FDA) for its “cutting-edge” enterprise imaging AI platform, according to a press release.

“This milestone reaffirms CARPL’s commitment to safely transforming radiology with advanced AI and automation that streamlines clinical workflows and improves patient outcomes,” the release states.

The clearance includes CARPL’s universal AI viewer which allows radiologists to utilize multiple AI applications through a single user interface. CARPL’s viewer can be integrated into any major PACS vendor. The announcement makes CARPL a unique AI platform with FDA clearance, and the only dedicated AI marketplace to have such clearance.

CARPL is the world’s first end-to-end AI platform that enables health care providers to build, discover, test, deploy and monitor radiology AI applications. Featuring over 110 AI applications from 50-plus vendors, CARPL’s comprehensive AI marketplace is utilized by leading health care institutions globally, including Massachusetts General Hospital, University Hospitals in Cleveland, I-MED Radiology in Australia, and the Singapore Government Healthcare System, among others.

The CARPL platform securely integrates AI into radiologist workflows, supporting various use cases such as exam prioritization, report auto-population, clinical audits, abnormality detection, segmentation, quantification and characterization. Its universal AI viewer, integrated natively with a health care provider’s PACS, provides radiologists with a unified experience by eliminating the need to navigate multiple user interfaces.

“By prioritizing a secure development framework from the very beginning, CARPL has achieved a critical milestone ensuring that patient safety remains at the forefront of AI deployment in radiology,” said Vidur Mahajan, chief executive officer at CARPL.ai. “This FDA clearance opens the door for widespread adoption of AI solutions through a platform approach which simplifies the process of selection, implementation and procurement of AI by health systems.”

“CARPL.ai’s FDA clearance will now allow AI applications that have FDA approval but do not have their own FDA-cleared viewers to get integrated into PACS, enabling complex workflows such as accept/reject/modify AI outputs and turning AI outputs on and off,” said Dr. Vijay Rao, professor of radiology and senior vice president of enterprise imaging at Jefferson Health, who is a clinical advisor to CARPL.ai. “Keeping the human in the loop is most critical since running AI safely is paramount in clinical situations. CARPL’s universal AI viewer enables this.”

CARPL.ai’s flexible platform can be hosted on-premise, on private cloud or on any major cloud provider. This adaptability, combined with zero incremental costs for AI pilots allows for rapid scaling of AI use cases and ensures the fastest time-to-value for health care providers.

Imaging Made Easy

Revolutionizing healthcare with advanced medical imaging IT solutions for imaging centers of all sizes, ensuring efficient and secure management of medical imaging data. Our offerings include:

• PACS admin as a service solutions

• Delivering expert administration

• Support to optimize your imaging systems

AGE, RACE IMPACT AI PERFORMANCE ON DIGITAL MAMMOGRAMS

In a study of nearly 5,000 screening mammograms interpreted by an FDA-approved AI algorithm, patient characteristics such as race and age influenced false positive results. The study’s results were published in Radiology, a journal of the Radiological Society of North America (RSNA).

“AI has become a resource for radiologists to improve their efficiency and accuracy in reading screening mammograms while mitigating reader burnout,” said Derek L. Nguyen, M.D., assistant professor at Duke University in Durham, North Carolina. “However, the impact of patient characteristics on AI performance has not been well studied.”

Nguyen said while preliminary data suggests that AI algorithms applied to screening mammography exams may improve radiologists’ diagnostic performance for breast cancer detection and reduce interpretation time, there are some aspects of AI to be aware of.

“There are few demographically diverse databases for AI algorithm training, and the FDA does not require diverse datasets for validation,” he said. “Because of the differences among patient populations, it’s important to investigate whether AI software can accommodate and perform at the same level for different patient ages, races and ethnicities.”

In the retrospective study, researchers identified patients with negative (no evidence of cancer) digital breast tomosynthesis screening examinations performed at Duke University Medical Center between 2016 and 2019. All patients were followed for a two-year period after the screening mammograms, and no patients were diagnosed with a breast malignancy.

The researchers randomly selected a subset of this

group consisting of 4,855 patients (median age 54 years) broadly distributed across four ethnic/racial groups. The subset included 1,316 (27%) white, 1,261 (26%) Black, 1,351 (28%) Asian, and 927 (19%) Hispanic patients.

A commercially available AI algorithm interpreted each exam in the subset of mammograms, generating both a case score (or certainty of malignancy) and a risk score (or one-year subsequent malignancy risk).

“Our goal was to evaluate whether an AI algorithm’s performance was uniform across age, breast density types and different patient race/ethnicities,” Nguyen said.

Given all mammograms in the study were negative for the presence of cancer, anything flagged as suspicious by the algorithm was considered a false positive result. False positive case scores were significantly more likely in Black and older patients (71-80 years) and less likely in Asian patients and younger patients (41-50 years) compared to white patients and women between the ages of 51 and 60.

“This study is important because it highlights that any AI software purchased by a health care institution may not perform equally across all patient ages, races/ ethnicities and breast densities,” Nguyen said. “Moving forward, I think AI software upgrades should focus on ensuring demographic diversity.”

Nguyen said health care institutions should understand the patient population they serve before purchasing an AI algorithm for screening mammogram interpretation and ask vendors about their algorithm training.

“Having a baseline knowledge of your institution’s demographics and asking the vendor about the ethnic and age diversity of their training data will help you understand the limitations you’ll face in clinical practice,” he said.

AHRA SHARES ‘LIVING OUR LEGACY’ UPDATE

In a recent email, AHRA states that “For over 50 years, the Association for Medical Imaging Management (AHRA) has been the premier professional organization that represents the voices of more than 5,000 medical imaging leaders in over 2,500 health care facilities. To date, AHRA, aligned with its philanthropic arm, the Education Foundation (EF), has secured more than $4.1 million to support the Living Our Legacy campaign.”

Funds generated through this multi-year campaign

will ensure the sustainability of cornerstone programs while accelerating the development of new initiatives, with an immediate focus on research, benchmarking and expanding AHRA’s educational and leadership development curriculums.

AHRA invites members to participate by pledging support today. •

NEW ‘HEAD-ONLY’ MR SCANNER UNVEILED

GE HealthCare has unveiled SIGNA MAGNUS, an FDA 510(k) pending head-only magnetic resonance (MR) scanner designed to explore advancements in neuroscience, which have been restricted by the performance limitations of conventional whole-body MR systems. Neuroscience, particularly in the study of psychiatric diseases and neurological disorders such as Alzheimer’s, has been constrained by technological and biological limitations, leaving many aspects of the brain structure and functionality largely unexplored.

“SIGNA MAGNUS represents GE HealthCare’s vision of its most advanced 3.0T MR imaging device, specifically designed for the highest standards of neurological and oncological research for head-only imaging. SIGNA MAGNUS stands at the pinnacle of MR excellence, designed to offer detail and clarity that allows for an indepth exploration of brain microstructure, microvasculature, and function. Through SIGNA MAGNUS, GE HealthCare will help to empower neuroscientists, neurologists, neuroradiologists and oncologists to transcend barriers, with the goal of enhancing the diagnosis, understanding and treatment of complex diseases,” a news release states.

is profound.”

The system offers superior gradient performance with its HyperG gradient technology, featuring 300 mT/m and 750 T/m/s, enabling the detection of fine details that were previously unattainable, the release states. Researchers can fully utilize SIGNA MAGNUS capabilities to push the boundaries of advanced anatomical, diffusion and functional techniques, amplified by the latest deep-learning algorithms that GE HealthCare has to offer. SIGNA MAGNUS is designed to be a gateway to new research opportunities, helping to uncover new parameters and biomarkers with its vast potential. Its asymmetric gradient design allows for remarkable diffusion performance, achieving extremely high B-value diffusion with short echo times (TEs), which further refines the understanding of neural architecture. Additionally, many GE HealthCare 3.0T systems are upgradable to SIGNA MAGNUS, which will help potential customers to save on capital costs.

“With SIGNA MAGNUS, we are not just exploring the possibility of providing the tool; we are setting new benchmarks in medical research and future clinical patient care,” said Kelly Londy, CEO, MR GE HealthCare. “This innovation underscores our commitment to R&D and our collaborations with academia, pushing the boundaries of what’s possible in MR imaging. The potential impact of SIGNA MAGNUS on patient outcomes and our understanding of the human brain

In March 2024, the investigational MAGNUS system was successfully installed at Brigham and Women’s Hospital, a leading research institution. The Brigham team will play a crucial collaborative role in performing research on high-performance neuro MR with GE HealthCare.

“With this system, we will be able to measure things that weren’t possible with conventional MRI,” said Carl-Fredrik Westin, Ph.D., the project’s principal investigator, who is also founding director of the laboratory of mathematics in imaging and director of the neuroimaging analysis center in the department of radiology. “We can ask questions we couldn’t ask before.”

MHRA’S PROPOSED FRAMEWORK FOR INTERNATIONAL RECOGNITION OF MEDICAL DEVICES

The Medicines and Healthcare products Regulatory Agency (MHRA) has published a statement of policy intent for international recognition of medical devices.

The MHRA’s statement of policy intent describes how the UK Government intends to recognize regulatory approvals from Australia, Canada, the European Union and the United States of America depending on device type, class and prior approval. The MHRA continues to review the list of comparable regulator countries and is in active discussions with the Pharmaceuticals and Medical Devices Agency (PMDA) to explore the recognition of medical device approvals from Japan.

The MHRA’s statement of policy intent focuses on ensuring safe access to quality-assured medical devices and reducing the duplication of assessments by comparable regulators to enable resource to be focused on more innovative products for the benefit of patient health. This statement will also allow manufacturers to start considering whether their devices will be eligible for the proposed alternative routes to market.

The proposed framework is still in draft, and the final version would be integral with the future core regulations.

AI-POWERED LUNG CANCER CARE CONTINUUM ANNOUNCED

To further the fight against global lung cancer, Qure.ai shared its AI-powered lung cancer continuum at the American Society of Clinical Oncology (ASCO) annual meeting in Chicago.

Featuring AI solutions to identify, measure, manage and monitor the endto-end care continuum is designed to support clinicians and advance developments for lung health in the pharmaceutical and medical device industries.

“Lung cancer is the leading cause of cancer-deaths worldwide, with approximately 75% of patients detected in late-stage disease. Earlier detection reduces the need for therapeutic or surgical intervention and boosts survival rates, by over 90% if treatment starts at stage 1,” states Prashant Warier, CEO of Qure.ai.

“Artificial intelligence for lung cancer powers early detection – not just as part of existing screening programs, but by finding small pulmonary nodules, often opportunistically, during general health care imaging procedures. This enables earlier identification and referral for imaging or treatment pathways. It also helps overcome the ongoing challenges of low lung cancer screening appointment uptake rates,” Warier adds.

The Qure.ai lung cancer continuum provides regulatory cleared individual or end-to-end detection, analysis, and monitoring tools, putting improved patient care at the heart of innovation:

• AI to identify missed lung nodules from chest X-rays and support in early lung cancer diagnosis;

• AI to measure lung nodules via CT scans and track volumetric growth as part of progression monitoring

• AI to manage lung cancer cases via multi-modality reporting, collaboration and prioritization tools;

• AI to monitor drug efficacy and disease progression in clinical trials and cancer care research. •

WEBINAR DIVES INTO EXPECTATIONS FOR LEADERS, EMPLOYEES

STAFF REPORT

The recent ICE Magazine webinar “Setting and Managing Expectations for Leaders and Employees” presented by Kelsey Mach was sponsored by RSTI. It is approved for 1.0 ARRT Category A CE credit by the AHRA.

Kelsey Mach, director of imaging and cardiology at St. Luke’s Health Brazosport, dove into the world of expectations. Directors and managers need to understand how expectations are managed and how to create a good path to great communication with each employee. Too often employees suffer from a lack of clear expectations and goals which lead to employee frustration and turnover. This session provided leaders the opportunity to hear real-world solutions and ask questions to gain the knowledge and confidence they need to set and manage expectations within their organization. It was a popular webinar with additional insights provided during an informative Q&A session. One lucky attendee was Christine Darth, clinical

coordinator at Marion Technical College in Ohio. She won an ICE gym bag.

Attendees were asked, “Why do you join ICE webinars?”

“I participate in these webinars to enrich my professional knowledge and to be able to share the news in the field with my students,” said Calin Corciova, Associate Professor, Medical Bioengineering Faculty.

“I trust and enjoy the content from ICE ,” said Heather Graves, Radiology Manager, Wayne County Hospital.

“I love the content that ICE produces,” shared Audrey Harris, Imaging Educator, Children’s of Alabama.

“They always present useful information,” said Kathryn Hall, Auditing Manager, STAR Medical Auditing. •

For more information, including a recording for ondemand viewing of this webinar, visit ICEwebinars.live

WELCOME TO ICE Beekley Medical NEWS

WHAT PRODUCT, SERVICE, OR SOLUTIONS DOES YOUR COMPANY PROVIDE TO THE INDUSTRY?

Beekley Medical specializes in products that help Breast Health, CT, MRI, Radiation Oncology, Diagnostic, and Interventional Radiology professionals improve communication, efficacy, productivity, and patient care. All Beekley Medical products are intended for single patient use to help maintain a sanitary environment and improve the patient experience. Our products range from a vast array of skin markers for Mammography, CT, MRI and radiation treatment planning to biopsy devices for breast and interventional CT procedures, Breeza® flavored beverages for abdominal studies, Bella Blankets® receptor plate covers for mammography, and now CaraClip® wire protectors for keeping wire, catheters, and other devices withing the sterile field during interventional procedures.

TELL US WHAT DIFFERENTIATES YOUR COMPANY FROM THE COMPETITION?

We have a strong reputation for high quality products and reliable, dependable, service with all orders are shipped same or next business day after receipt. We’re one of the few companies where you can still reach a live person during business hours and all our operations are conducted from our Bristol, CT headquarters. We have a full market research and product development team partners with our customers, other medical professionals, inventors, and industry partners to either develop new products or help bring an existing product to market that will help our customers provide best possible care to their patients. We are also passionate about giving back to our communities via educational grants, sponsorship, and other give-back programs through our charitable arm of the company that help fundraise for our local hospitals to make improvements to their imaging programs.

WHY DID YOU CHOOSE ICE FOR ADVERTISING?

ICE readers make up a large part of our imaging community and we’re excited to be able to share information about our new products and initiatives that can make their lives easier. We also love the focus on the readers themselves within the magazine- it helps set ICE magazine apart from other industry periodicals. I find it fun to read and am sure others do too. •

For more information, visit beekley.com.

DIRECTOR OF MARKETING COMMUNICATIONS

MARY LANG PELTON

TRAINING

Our Courses

Ultrasound

GE Innova x100

GE Innova IGS/Discovery

Siemens Axiom Artis

Siemens Artis Zee Cath Lab

Mini C-Arm Hologic & Orthoscan Family

OEC 9800/6800/9900

OEC Elite CFD (pre-req - OEC

GE Logiq 9/Vivid 7 UL

GE Logiq E9/Vivid E9 UL

GE Vivid E80/E90/E95 & Logiq E10

VIRTUAL - GE Logiq P3, P5, P6, A5

GE Logiq-Voluson Midrange Training (P7/P9/S8/E8/F6/F8

Voluson S6/S8/P8/S10/P6)

VIRTUAL -GE Laptops with Venue 40/50

GE Vivid Midrange Training (S60/S70/S5/S6/T9/T8)

GE Voluson E6/E8/ E10

Siemens S1000-S3000 SC2000/ Antares UL

Siemens Sequoia UL (Older Version)

Siemens Sequoia II UL (NEW CLASS)

Siemens Mid-Range UL (X700,X300, X150, NX3, G40,)

Sonosite Family (VIRTUAL)

Samsung Family

Toshiba Aplio - Xario (Aplio 300-400/i600-900/Xario 100200/A450-A550)

Course Pricing

Siemens

Siemens

Siemens

PRODUCTS

Market Report

STAFF REPORT

Th e global magnetic resonance imaging market size was estimated at $6.64 billion in 2023 and is anticipated to grow at a compound annual growth rate (CAGR) of 6.5% over the forecast period, according to Grand View Research.

Magnetic resonance imaging (MRI) is a highly effective diagnostic tool for identifying conditions associated with spinal lesions, tumors, as well as strokes affecting blood vessels and the brain. The increasing prevalence of these diseases is expected to play an important role in the market growth. For instance, according to the National Center for Health Statistics, in 2023, almost 1,958,310 new cancer cases and 609,820 cancer deaths are estimated to occur in the U.S. In addition, the growing demand for quick and effective diagnostic procedures is expected to contribute to the adoption of MRI machines. Various countries are installing these machines.

“As per OECD, in 2021, the number of MRI units installed in the U.S. was 38 per million population. Constant technological advancements, such as the integration of artificial intelligence (AI) in MRI, are further expected to contribute to the overall market growth,” the Grand View Research website states. “For instance, in August 2023, FUJIFILM Healthcare Americas Corporation received U.S. FDA clearance for its 1.5 Tesla MRI system, the ECHELON Synergy. The system utilizes Synergy DLR, a technology developed by Fujifilm that leverages artificial intelligence (AI) for Deep Learning Reconstruction (DLR). This technology enhances image sharpness and accelerates scanning, resulting in improved throughput, image quality, and patient satisfaction. Most of the recent advancements in MRI technology have primarily focused on software improvements.”

“Furthermore, the introduction of MRI systems that are compatible with cardiac pacemakers is anticipated to drive

market expansion within the cardiology segment,” it adds. “MRI manufacturers have continued to innovate with newer technology and AI-based solutions. This helped radiologists to effectively and efficiently understand COVID-19-related diseases and residual symptoms. Magnetic resonance imaging is expected to play a crucial role, as clinicians monitor patient recovery and look for the underlying reasons for longterm COVID-19 symptoms. Despite the growing need for MRI machines in the diagnosis of COVID-19, the reduction in diagnostic screening (a decline of 47.5% was observed in 2020 compared to 2019) hampered the market growth in 2020.”

The MRI Market size was valued at $6.9 billion in 2022 and is anticipated to reach $12.8 billion by 2032, according to DataHorizzon Research.

“The market growth of magnetic resonance imaging (MRI) is driven by the high prevalence of chronic diseases and increasing demand for diagnostic services. MRI’s ability to detect early conditions like cardiovascular and orthopedic ailments helps improve treatment outcomes, thus accelerating its global adoption and market expansion,” DataHorizzon Research states.

“The MRI market is experiencing growth due to a rise in the number of aging individuals susceptible to certain medical conditions. The early detection of such ailments and increased awareness amongst the public, coupled with the introduction of MRI-compatible pacemakers and government initiatives to enhance access to quality health care facilities, are expected to drive the expansion of the market,” DataHorizzon Research adds.

Mordor Intelligence reports that the magnetic resonance imaging market size is estimated at $9.58 billion in 2024, and is expected to reach $12.88 billion by 2029, growing at a CAGR of 6.10% during the forecast period (2024-2029).

Transparency Market Research projects that the overall sales revenue for magnetic resonance imaging is estimated to reach $10.6 billion by the end of 2031. •

MRI Product Focus

1

FUJIFILM ECHELON Synergy 1.5T

MRI System

Where speed meets precision through the power of deep learning reconstruction. Fujifilm’s Synergy DLR technology, powered by AI, comes standard on this latest 1.5T MRI system, enhancing image sharpness and speeding up scans for high throughput, exceptional image quality, and patient satisfaction. Staff will appreciate its one-touch operations that streamline workflow and enable more focus on patient care. The AutoExam feature simplifies brain and knee exams by automatically positioning the patient and starting the exam once the scan room door is closed. With patient comfort in mind, ECHELON Synergy features a wide 70-centimeter bore and a 62-centimeter-wide table, accommodating patients up to 550 pounds, while offering affordability, siting flexibility, and low power and helium consumption.

PHILIPS

Helium is a non-renewable resource, and its prices have increased in recent years for most users due to its scarcity. Transition to helium-free MR operations with Philips BlueSeal innovative technology eliminates helium-related complications, while delivering and clinical and operational excellence. Philips offers the industry’s first and only helium-free widebore 1.5T MR portfolio, increasing access to care for more people in more places and provides clinicians with high diagnostic quality. Proven technology with 1,111 systems around the world. Experience the benefits of Philips BlueSeal include:

• Reduce consumption of helium

• Manage risk and avoid downtime

2 3

• Improve image quality and speed

• Unlock new siting options

GE HEALTHCARE SIGNA CHAMPION

SIGNA Champion is a 1.5T wide bore platform that will improve accessibility to GE HealthCare’s breakthrough technologies at a competitive entry point. The system delivers a high standard of care which provides the MR experience that everyone deserves. It supports true patient comfort with features that allow patients, already experiencing pain and discomfort, to be setup in their most natural positions and with shorter scan times. The system is modular and can be scaled to cater to a wide variety of customers, from small outpatient community centers to a standardized solution for integrated enterprises that manage multiple centers and fleets of MRIs.

SIEMENS HEALTHINEERS

The MAGNETOM Free.Max MR scanner from Siemens Healthineers extends access to severely obese and claustrophobic patients with the first and only 80cm open-bore system while offering every patient an improved experience. The most lightweight, compact whole-body MR scanner ever offered by Siemens Healthineers at under 3.5 tons and less than 80 inches high, the MAGNETOM Free.Max has a novel magnet design that requires less than 1 liter of helium, contributing to reduced infrastructure and total cost of ownership. Deep Resolve Boost employs deep learning to deliver sharper, higher-resolution images while reducing acquisition times. The myExam Companion workflow solution incorporates artificial intelligence to help the user navigate the examination more efficiently. Features such as the Contour Knee Coil and BioMatrix Contour Large Coil with embedded respiratory sensors enable seamless patient setup with consistent results. The scanner’s unique field strength of 0.55 Tesla can improve implant imaging, reduce susceptibility challenges and enable new clinical opportunities in imaging.

DIRECTOR’S CIRCLE

What should ICE Magazine readers know about MRI? Find out what some experts told us in this Director’s Circle article. Experts also shared knowledge about the latest features, money saving tips and more.

Participants in this month’s Director’s Circle on MRI are:

• Marty Ayres, RT(R)(MR), MRSO (MRSC), MRI Supervisor, University Hospitals Cleveland Medical Center

• Andrea Burt, RT(R)(CT)(MR), MRSO (MRSC), Imaging Manager, Outpatient Care New Albany, The Ohio State University, Wexner Medical Center

• Tobias Gilk, MRSO (MRSC), MRSE (MRSC), M. Arch., Radiology/MRI Consultant

• Kelsey Mach, Director of Imaging and Cardiology, CHI St. Luke’s Health Brazosport

Q: WHAT ARE SOME OF THE LATEST FEATURES TO LOOK FOR IN MRI SCANNERS?

Ayers: Assuming a fully capable package of software licenses and MRI coils, the features I look for are as follows: powerful gradients, high channels, acceleration and reconstruction techniques including AI, large scan range without coil repositioning and a dockable table. All of these elements combined will help result in the fastest, most comfortable exam experience for the patient. Manufacturers are also addressing patient comfort and claustrophobia concerns by making the bore of the MRI machines shorter and more accommodating (70 cm and 80 cm).

Burt: Artificial Intelligence being utilized to speed up MRI scans along with increasing image quality using AI technology. The ability to scan metal implants and get improved image quality with reduced susceptibility

artifact. Lastly, 80-centimeter bores are becoming the new norm making MRI a game changer for patients with anxiety or claustrophobia about having the procedure.

Gilk: My focus is primarily on patient safety and patient access to MRIs (primarily for medical device patients who may have a hard time finding imaging providers that can effectively manage the particular risks for these patients). For decades most of the technical innovations for MRI have each incrementally ratcheted “up” the risks for patients. I’m super excited about the burgeoning suite of AI tools, however, that might be able to reduce the amount of power that we use for MRI imaging, reducing some of the risks to MRI patients. I’m particularly excited about MRI image de-noising tools, and potential AI contrast enhancement. These could appreciably increase patient safety for those being imaged on the systems that have these capabilities.

Mach: Faster scan times, which equal faster interventions for patients. In addition, the coils have more channels to better capture and image patients for more accurate diagnosis.

Q: WHAT ARE SOME MONEY SAVINGS TIPS WHEN IT COMES TO MRI?

Ayers: With the ongoing and increased shortage of medical helium, machines that are smaller, lighter, and that have a helium-free infrastructure make a lot of sense. These machines are much easier to site because of their size and the fact that a quench pipe is not needed. This results in significant cost savings. Mobile MRI units also allow hospital systems to test out new markets with less siting concerns and less cost.

MARTY AYRES

UNIVERSITY HOSPITALS

CLEVELAND MEDICAL CENTER

ANDREA BURT

WEXNER MEDICAL CENTER

Burt: Before committing to purchasing an MRI unit, evaluate your patient population and service lines intended to use the services. Getting all the bells and whistles are not always needed if the organization doesn’t have the patient population or physician demand to utilize them. Focusing on the features that will benefit your organization will give you more cost savings in the long run. Evaluating your contrast usage and product being used for patient safety and high image quality can also be a long-term benefit.

Gilk: Don’t be “penny wise and pound foolish.” There are lots of ways to “pinch pennies” when buying MRI equipment, or planning the suite that will be the means of delivering the care. Keep in mind that planning cost is typically a fraction of construction cost, and construction cost is a fraction of equipment purchase (and service contract), and equipment cost is a fraction of the revenue potential over an anticipated 10-year life of an MRI scanner. Don’t go around spending money like a drunken sailor, but also don’t be afraid to invest in maximizing your capabilities to take care of a greater number and variety of patients for a decade or more.

Mach: One cost savings tip would be to make sure that your charge master is current and that each referring physician has an updated copy of all exams offered by the hospital with a fee schedule. I would also send a Survey Monkey to the physicians yearly to see if new exams can be added to accommodate new treatment options for patients.

Q: WHAT ARE SOME IMPORTANT SAFETY MEASURES EVERYONE SHOULD KNOW WHEN IT COMES TO MRI?

Ayers: Lots to talk on here (identification and signage for MRI Zones, proper labeling of equipment, designation and training of MR personnel, etc). I’ve chosen to focus on proper patient preparation. With most clothing being manufactured with the use of metallic

TOBIAS GILK

GILK RADIOLOGY CONSULTANTS

KELSEY MACH

CHI ST. LUKE’S HEALTH BRAZOSPORT

snaps, buttons, fasteners or potentially having metallic fibers woven in, all sites should implement a MRI change policy where all patients are asked to change out of street clothes and given slip resistant footwear in place of shoes. This helps to eliminate the projectile risk from any items possibly left in the patient’s pockets or otherwise and the burn risk from the metallic fibers. All other metals and electronics should be removed and secured at the time of changing. As part of a “full stop and final check,” all patients should be thoroughly interviewed and rescreened for any contraindications and an ferromagnetic detector should be used to look for any magnetic items prior to the patient entering the MRI environment. Due to the acoustic noise generated by the MRI machine and the potential for hearing damage, the patient should be given proper hearing protection consisting of earplugs, headphones, or both depending on the noise reduction rating (NRR) of each.

Burt: MRI can be a very useful modality for imaging and diagnosing pathology. However, it’s strength is underestimated, and damage can occur to devices entering the suite. Having a stringent MRI safety program and following the ACR white paper with suite/zone structure will decrease your chances of a significant MRI safety breach along with annual safety and education training.

Gilk: The “lowest-hanging fruit” for most MRI providers is, in my opinion, to make sure your site has a named MRI safety officer (MRSO), a named MR medical director (MRMD), and a named/contracted MR safety expert (MRSE). For this you only need to allocate a handful of letters to existing individuals. Personal accountability is vital for many institutions to be able to see meaningful change happen. Beyond that, go through your written policies with a fine-toothed comb to make sure that they’re complete and that they agree with both how your site actually practices, and industry best practice documents, like the ACR Manual on MR Safety.

Mach: One safety measure that I like to remind my employees about is complacency. When dealing with the MRI you must never let your guard down for anyone. This includes other employees. The staff needs to be trained yearly in MRI safety and the MRI tech should screen every single person that steps foot into the suite.

Q: WHAT ROLE DO YOU SEE AI PLAYING IN MRI?

Ayers: AI allows faster reconstruction of MRI scans and the ability to improve both the sharpness and resolution of the MRI images. This results in a significantly shorter exam time for patients with no sacrifice to image quality. Facilities will be able to accommodate more patients with shorter exam times and backlogs will be greatly reduced or non-existent. AI will also be used to help with the interpretation of images and provide a more accurate and timely diagnosis which will result in better patient outcomes.

Burt: AI is playing a huge role in MRI currently, offering increased resolution and increasing the speed of acquiring images. I foresee AI being the technology that aids in fast-tracking MRI efficiency.

Gilk: MRI scanners are really sold on two different features … how pretty the pictures are that they make, and how quickly they make those pictures. The AI tools that are on today’s scanners continue to work on those twin primary selling points, but they have some collateral (probably unintended) safety benefits. When we can start applying AI tools to MRI safety (for example, identifying/recording the presence of implants/foreign bodies from visual analysis of prior films, or aggregating implant/device data from across different patient data platforms to present a pre-populated patient risk-profile for the newly scheduled MRI patient), I expect we’ll see some pretty remarkable leaps forward for patients with good EMR histories.

Mach: AI is going to help improve the efficiency and accuracy of medical imaging especially in MRI.

Q: WHAT ELSE SHOULD ICE MAGAZINE READERS KNOW ABOUT MRI?

Ayers: MRI has come a long way in a short period of time. Manufacturers have made great strides in addressing the shortcomings of MRI technology. Through new innovations, they continue to improve patient’s perceptions of these exams. People used to think of MRI

as lengthy exams where you had to lay on a table in a long and dark tunnel while listening to loud noises. MRI machines today are created with much shorter bores having larger openings and with the ability to acquire sequences much faster. In some cases, these reduced scan times have the ability to mimic CT or X-ray. Vendors have also addressed the noise concerns of MRI by creating the ability to acquire quieter or completely silent MR sequences.

Burt: Having a robust and ongoing patient and staff education can go a long way to improving patient experience, departmental safety, optimal image quality and best practices. A hidden gem for MRI that works well once staff are properly trained is Comfort Talk, a way to ease the minds of patients who are claustrophobic or have anxiety without the use of medication.

Gilk: Today, 2024, MRI safety is almost entirely unregulated and ungoverned … this is true of state licensure, accreditation and even federal conditions of participation. This means that MRI safety responsibility (read: legal liability) falls almost exclusively to the radiologist, the hospital or imaging center, and the technologist. Today you really can’t point to your license, or state inspection, or a passed accreditation survey as any sort of demonstration that your site adheres to the minimum standard of care for MRI safety, let alone industry best practices. The individuals and institutions are really the ones who need to identify the risks and develop a set of standard practices to effectively manage those risks. None of the organizations that typically promise “quality and safety” actually provide structure or guidance for the providers. For right now, you’re on your own and you have almost total responsibility.

Mach: While MRI is a great machine to diagnose patients, it can be deadly if the technologist is not properly screening the patients. •

If your ultrasound transducer is deemed beyond repair at any point, you will not be charged for the repair attempt.

Won’t You Be My Mentor?

BY MATT SKOUFALOS

COVER STORY

Health care leadership requires decisiveness, confidence and a deep knowledge base that spans any number of constantly evolving, technically complex and abstract principles. And amid the pressure to access and harness it all in a meaningful fashion, good leaders have the responsibility to know how to get the best out of the team they’re overseeing.

Those skills are neither innate nor easily developed. To support the next generation of imaging leaders, professional development programs like the Association for Medical Imaging Management (AHRA) Mentoring for Success Program help medical imaging professionals learn not only how to build up their teams’ confidence and skill sets, but also how to deepen their own relationship with what it means to be coachable.

Mentoring for Success is offered as an AHRA member benefit with support from GE HealthCare. The program facilitates mentors and mentees in creating a partnership to bolster their professional growth and the expansion of their collective knowledge base. By connecting across the broad spectrum of their individual experiences, the entire 5,000-member AHRA network can leverage the opportunities of its community via connections hosted in an exclusive online forum.

Mentoring for Success program coordinator Jessica Harju said that the program has facilitated AHRA members matching with one another to define the nature of their mentor-mentee relationship individually and mutually, based on their experiences, locations, familiarity with specific imaging modalities, or connections to a specific project.

“It’s meant to be member-driven, so the members themselves are able to define what their mentor relationship will be,” Harju said. “They might be looking for advice on an immediate challenge or opportunity, or they may be seeking a longer-term relationship about their overall career path and development.

Members have the opportunity to select a mentor they feel is the best match.”

Now, on the cusp of completing its first year, Mentoring for Success, is beginning to gather initial feedback on how the program has functioned. The early adopters seem pleased.

“We often survey our members about programs and services they want to see us offer. A mentoring program was one of the services that they most requested,” Harju said. “Offering this mentor program directly aligns with our mission to mentor, support and develop leaders.”

As relationships within the mentorship program have deepened, so has the affinity of AHRA members for professional coaching and guidance, as well as learning how to share thoughtfully the first-hand knowledge that they have from years into their own medical imaging careers. Some are working with multiple partners over various areas of interest. In its earliest days, Harju said AHRA is most interested in seeing how to enhance the program going forward.

“I think the goal is to have our members really connect, not just online, or just through the forum, but also in person, ideally at our annual meeting! This will allow them to expand their networks, and deepen their relationships,” Harju said. “AHRA is all about the connections that our members have, and the energy that they can get from each other.”

By basing the program upon the AHRA member forum, organizers were seeking to capture the dynamic spirit of the online community its users had already created. Harju said that feeling of activity and engagement underpins the most successful mentorship experiences.

“They say it’s one of the best benefits of our membership,” Harju said. “[Mentoring for Success] is a community that they can take offline, and take the relationship to the next level, whether virtually, in person, or through phone calls. We’re watching careers move in different directions.”

Of course, not every mentorship

relationship blossoms into greatness, or even grows beyond an initial, topic-specific request; some, seem to fizzle after their initial interactions. To that end, Harju said AHRA staff are working on some educational material “to help develop relationships beyond the first question.” Some of that work might also go into reframing some elements of the program to enhance overall ease of use.

This program is intended to help develop the next generation of medical imaging leadership,” Harju said. “The core purpose of AHRA.”

Freelance imaging consultant Russell Cain is a past AHRA Board Member and U.S. Navy veteran who, with a few others, helped to facilitate the establishment of a mentorship program that would help discharged and retired military personnel establish their bona fides in a new, civilian enterprise – namely, imaging leadership.

“I came into health care in 1962, as an orderly, worked for 11 years as a Navy hospital corpsman, and then picked up a commission as a healthcare administrator/medical planner in the Medical Service Corps,” Cain said.

“A good mentor sees potential in you, is willing to invest that time in you, understanding that you have a potential to be a great leader, even if you are just on the cusp of it ...

“I loved every minute of it, but there’s not a day that goes by that there’s not something I can learn.”

Cain observed that many of the AHRA members who are voted into leadership roles within the association primarily hold supervisory positions in their workplaces, and many of those were earned through careers as technologists.

“Technically, the skill set is there,” he said. “Unfortunately, as is typical in health care, the challenge is that you know your skill set, but often, there has been no development of leadership skills. When there is failure as a leader, instead of correction, promotion to the next level continues to occur.”

“Pretty soon, we’ve got a group of leaders at every level, without leadership skills,” Cain continued. “AHRA said, ‘Let’s get these people the opportunity to work with experienced leaders and learn from them.’ That’s the concept.”

Cain helped contribute to the development of the current AHRA Mentoring for Success program only a few years ago when he took his own advice. After having received an invitation from a colleague within the organization asking if he would mentor her, Cain’s response was to turn the question on its head.

“I said, ‘I’ll be your mentor if you’ll agree to be mine,” he replied. “It doesn’t matter how much experience

you’ve got; sometimes you learn something new. We are such a technically oriented group that you can’t know it all.”

Cain said that matches are often made within the program among AHRA members who would like to develop a specific professional skill –like team-building, capital planning, or staff engagement – from a peer with that expertise. They look to match on areas of interest, or strength, or availability, and connect periodically for coaching and counseling.

Again, Cain uses his own experience as a point of reference. While consulting on the design of a new MRI suite, he will occasionally rely on established relationships with a colleague who is an MR safety expert to glean contemporary advice on solving a problem or dialing in an answer to a question he’s been asked.

“Every once in a while, there is something,” Cain said. “Even though I design MR suites and am an MR tech, there are still things that come up that are a little bit new to me. I learned an awful lot about MR safety from Tobias Gilk, and the key rules of MR safety; things that some of us have never thought about.”

In turn, Cain said he’s been able to offer guidance to other of his mentees on how to improve staff engagement, which is a core strength

of his. By learning about “listening with intent,” managing tone in conversations, and studying body language, Cain said he has been able to help staff refocus from preparing their own part of the conversation into understanding how their colleague is communicating.

“Staff engagement leads to patient engagement,” he said. “Staff who listen with intent do a better job of working with their patients; in turn they can pass that process along to different groups within the hospital.”

Comparably, Cain would like to see Mentoring for Success become more of a pay-it-forward proposition, if it can’t be a two-way street in every circumstance: those who’ve benefited from the program should find ways to help grow it.

“It’s there for the benefit of all of us,” he said; “those who are experienced, inexperienced or new to leadership roles.”

Beth Allen, director of clinical operations at Banner Imaging, endorses the skill set of professional mentorship as a critical component of effective leadership in the medical imaging space. The process of being mentored not only helps refine the leadership approach to staff development, it also leads to greater self-examination among decision-makers in the workplace.

They’re willing to take that time and offer advice, and still allow you to grow yourself and learn on your own.”

- Beth Allen

“It’s not just that you have a great leader, it’s that you have a great leader that takes the time to invest in you as well, and give you that great guidance,” Allen said. “They’re guiding you to work on your own, and not just telling you what to do next.”

“A good mentor sees potential in you, is willing to invest that time in you, understanding that you have a potential to be a great leader, even if you are just on the cusp of it,” she said. “They’re willing to take that time and offer advice, and still allow you to grow yourself and learn on your own.”

For someone who describes her ascent into management as almost happening against her will, Allen said she’s grown into the role under the support of thoughtful leaders who guided her with the presence of a mentor. That approach was instrumental to her continued development as an imaging leader who learned to recognize similar aptitudes for leadership among her own staff, and who could in turn foster its emergence, even if only in fits and starts.

“I think probably everybody in imaging has a specific experience within an imaging department where you have somebody in a leadership position with great technical ability, who for that reason was promoted, and they realize this is not what they’re best at,” Allen said.

“I sort of came into management kicking and screaming,” she said. “I was a CT supervisor, and I really loved being a tech, but you get to a point where, even though you still enjoy doing it, it’s not challenging anymore.”

“Our senior director of operations has been instrumental in helping me take that next leap,” Allen said. “I know CT, but now I’m responsible for everything else. What don’t I know? That was where allowing me to make those mistakes and not lose all confidence in my ability helped. Being mentored, you also need to be open to critique.”

While Allen said she was still developing confidence in her new role, her mentor and supervisor Kara Mayeaux demonstrated confidence in Allen’s ability to make decisions, and even to recover from mistakes as she learned. The grace that was granted to her as she worked through developing her own leadership style is something Allen remembers well, and summons in her own interactions with her team.

“She is an important person in my life in and outside of work, and I am proud of what we have accomplished together,” Allen said of Mayeaux. “I try to do the same thing she did. I try to be a good listener. I try to not just give an answer, but to talk through what their thoughts are. The most important

thing to me is to be supportive and help them understand that they can really come to me with anything. We’ll get through it together.”

That idea of responsive, collaborative, mutually beneficial skill-building is at the core of professional mentorship, and it’s what helps create teams where individual employees are valued, supported and elevated to a position of strength that informs and improves their performance.

“In just about every scenario, we are stronger as a team than we are alone,” Allen said. “Whether it’s through mentorship, or just being a good, supportive peer, the more support, the stronger we all are, the better decisions that we make, the more difficult problems that we can solve.”

“By either allowing yourself to be a mentee or being open to mentoring, that’s beneficial,” she said. “By understanding who you’re mentoring and what their gifts are, and making the most of them, we all learn something on either side of those positions.”

“Mentorship really is one of the more rewarding things that you can do, and a great way to build a relationship that can last for years, even as people progress and move on,” Allen said.

“Knowing yourself as well as knowing that person you’re trying to mentor really sort of helps you skip ahead and get there quicker.” •

FEBRUARY 22-24, 2025

“I have absolutely enjoyed meeting all of these different people, all of the different levels of management ... I feel like it’s really helping me to grow in my leadership.”

- S. Riskey, Radiology Manager

After a great day at AHRA, join ICE Magazine for our annual networking event. Scan the QR Code to RSVP.

AUGUST 5 6:30-8 PM FALLS POOL BAR & GRILL AT THE ORLANDO WORLD CENTER MARRIOTT

GUIDE TO AHRA

AHRA’S 2024 Annual Meeting Empowers Leaders

The premier event for medical imaging management professionals, AHRA’s 2024 Annual Meeting, will take place in Orlando.

The 2024 AHRA Annual Meeting is set for August 4-7 at the Orlando World Center Marriott in Orlando, Florida.

There is much to look forward to in Orlando as the AHRA staff team along with the AHRA volunteers known as the Annual Meeting Design Team are in the process of reimagining and redesigning the four-day conference experience.

The AHRA Annual Meeting will empower attendees to connect with the latest innovations in medical imaging technology and practice and return to the workplace energized and armed with new knowledge, a better understanding of best practices, and new contacts to help lead teams toward success.

MEETING HIGHLIGHTS INCLUDE:

• Sunday Golf Scramble: The 2024 AHRA Education Foundation Imaging Classic, taking place on Sunday, August 4, offers Annual Meeting attendees a relaxing and enjoyable opportunity to network outside of the conference room. Set on a scenic golf course, this event is perfect for making new connections and enjoying some friendly competition. Participants of all skill levels are welcome to join and take a swing, making it a memorable part of the Annual Meeting experience. Players may enter individually or as part of a team. If you are on a team, please specify in your registration the names of the players joining you. Breakfast and lunch will be served to all participants. Pickup and delivery of golf bags from the hotel bell stand is available for golf tournament participants. Bags will be pre-loaded on the staged carts prior to the event. For details, visit tinyurl.com/449vnn2r.

• Workshops:

» CRA® Exam Workshop - The Certified Radiology Administrator® (CRA) Exam Workshop at the Annual Meeting, scheduled for Sunday, August 4, is designed to prepare participants for the CRA exam. Attendees can expect a comprehensive overview of the exam’s content areas, including operations, finance, human resources, asset

management, and communication. This workshop provides crucial insights and strategies to enhance understanding of the core subjects and improve exam performance. It’s an ideal session for those looking to advance their careers in radiology administration through certification or recertification. Member: $200, NonMember: $230.

» Executive Leadership Workshop - The Executive Leadership Workshop at the Annual Meeting, occurring on Sunday, August 4, is tailored for current and aspiring leaders in the radiology field. This intensive session focuses on enhancing strategic thinking, decision-making, and leadership skills that are crucial for high-level management roles. Participants will engage in interactive discussions and activities that foster executive-level competencies and networking opportunities with peers and mentors in the industry. Member: $125, NonMember: $180.

For details, contact memberservices@ahra.org.

• President’s Welcome Reception

• Daily Keynotes:

» Opening Ceremony Keynote – Kien Vuu, popularly known as Doctor V, is an assistant professor of Health Sciences at UCLA, speaker, media expert, founder of VuuMD Performance and Longevity, and best-selling author of “Thrive State: Your Blueprint for Optimal Health, Longevity, and Peak Performance.” Dr. V has been practicing medicine for over 14 years and combines his knowledge as a doctor with his personal experiences overcoming chronic disease.

» Tuesday Keynote – “Dare to Matter: The Unapologetic Pursuit to Matter More” by Pete Smith, president of SmithImpact. Using a combination of engaging wit that makes him exceptionally personable, with profound wisdom that drives straight to the heart of every audience member, Pete Smith helps every attendee answer the core fundamental question that exists deep within their soul: Do I Matter? Learning objectives are: 1. Increase the sense of ownership and accountability, even with unfavorable option; 2. Align the concepts of feelings, actions, and identity to maximize motivation and performance; and 3. Recognize how a “perfect environment” can

minimize growth and why resolve is key.

» Wednesday Keynote/Closing Business Lunch and Connections Workshop – Unlike typical trainers or consultants, Jake Poore spends most of his time in the trenches of health care, working side by side clinical and non-clinical care team members on every step of the patient experience. You may find him shadowing a nurse on a medical/surgical floor, observing surgery, secret shopping the waiting room of a doctor’s office or conducting patient focus groups. As founder and president of ILS, Jake knows what it takes to create and maintain a world-class service organization. He should ... he spent nearly two decades at the Walt Disney World Company in Florida helping to recruit, hire, train and align their 65,000 employees toward one end in mind: creating memorable experiences for individuals, not transactions for the masses. In 1996, Jake helped launch the Disney Institute, the external training arm of Disney that sold its business secrets to the world. 80 percent of the people who attended the Institute were from health care … and Jake’s passion for helping to improve health care began. Just after September 11, 2001, Jake launched Integrated

The AHRA Annual Meeting will empower attendees to connect with the latest innovations in medical imaging technology and practice and return to the workplace energized and armed with new knowledge, a better understanding of best practices, and new contacts to help lead teams toward success.

Loyalty Systems, a company on a mission to help elevate the human side of health care. Since then, Jake and his team of experts have been sharing the organizational blueprints needed to build world class patient experiences by helping them design and execute patient-driven cultural blueprints, define the companies’ patient experience strategy and map out and operationalize the ideal patient and empwloyee experience.

• Vendor Symposia

• More Than 120 Exhibiting Companies in the Gathering Place

• CRA Alumni Reception

•

• Closing Party.

GUIDE TO AHRA

ahra.org/education-events

EVENT SCHEDULE

*Additional registration may be required

**Invite-only session for award winners and their significant others/families/friends

SUNDAY, AUGUST 4, 2024

7AM - 6:30PM Registration Open

8AM – 1:00PM 2024 AHRA Education Foundation Imaging Classic (Golf Outing)*

8AM – 12PM Executive Leadership Workshop*

8AM – 5:30PM CRA® Exam Workshop*

11AM – 12PM Presentations

12PM – 1PM Sponsored Lunch Symposia

1PM – 2PM Presentations

2:15PM – 3:45PM Presentations

4PM – 5PM Presentations

6:15PM – 6:30PM First-Time Attendee Meetup

6:30PM – 8:00PM President’s Welcome Reception

MONDAY, AUGUST 5, 2024

7AM - 5PM Registration Opens

7:30AM – 8:30AM Breakfast Exhibitor Symposia

8:30AM – 11AM Opening Ceremony & Keynote Speaker

11AM – 2PM Lunch and Gathering Place (Exhibit Hall) Open

11:15AM – 12:15PM First-Time Attendee and Ambassador Lunch

2:15PM – 3:15PM Presentations

4PM – 5PM Presentations

5:15PM – 6:30PM Sponsored Symposia

6:30PM – 7:30PM CRA Alumni Reception

TUESDAY, AUGUST 6, 2024

7AM - 8AM Sponsored Breakfast Symposia

7AM – 5:30PM Registration Open

8:15AM – 9:15AM Presentations

9:45 M – 11AM Keynote

12PM – 2PM Lunch and Gathering Place (Exhibit Hall) Open

2:15PM – 3:45PM Presentations

4PM – 5PM Presentations

5:15PM – 6:30PM Sponsored Symposia

6PM – 7:30AM Awards/Fellow Reception**

4PM – 5PM Presentations

WEDNESDAY, AUGUST 7, 2024

7AM - 3PM Registration Open

7AM – 8AM Sponsored Breakfast Symposia

8AM – 10:30AM Breakfast and Gathering Place (Exhibit Hall) Open

10:45AM – 11:45AM Presentations

12PM - 1PM Presentations

1:15PM – 3:15PM Closing Business Lunch and Connections Workshop

1:15PM – 3:15PM Keynote

7PM – 10PM Closing Party

EXHIBITOR LISTINGS

AHRA ahra.org

Booth #828

Avante Health Solutions avantehs.com

Booth #737

Beekley Medical beekley.com

Booth #929

Block Imaging blockimaging.com

Booth #528

DirectMed Imaging directmedparts.com

Booth #937

GE Healthcare gehealthcare.com

Booth #507

ICE Magazine theicecommunity.com

Booth #315

Image One Medical group LLC image1group.com

Booth #537

Injector Support and Service weareiss.com

Booth #634

Kings Medical Group kingsmedical.com

Booth #1207

LANDAUER landauer.com

Booth #734

Booth #1234 Numed numedinc.com

PDC Facilities, Inc. pdcbiz.com

Booth #837

Radcal radcal.com

Booth #1213

Rapid Radiology, Inc. rapidrad.com

Booth #1032

RTI Group North America rtigroup.com

Booth #835

THE TOTAL PACKAGE HAS ARRIVED.

POWERING DOWN OUR FOOTPRINT: A Greener Radiology Department

BY NICOLE DHANRAJ

The field of radiology stands as a captivating domain, wherein we harness remarkable technologies to take care of our patients.

However, our commitment extends beyond individual care. Not only should we have a deep dedication to delivering optimal patient outcomes but an equal commitment to safeguarding our environment.

In recent years, my operational scope has broadened to encompass our department’s environmental footprint. There is no planet B, and as such we need to do our best to embrace sustainability initiatives and ensure social responsibility.

Through the industry, we have been urged to integrate triple bottom line principles, and we’ve made significant progress in harmonizing economic, social and environmental considerations. However, with our bustling schedules, we risk overlooking the momentum required to advance environmental initiatives. Hence, it is imperative to commit and prioritize these endeavors.

With this in mind, I pose the question: How do you uphold sustainability within your imaging department? Let’s collectively embark on a journey that prioritizes the well-being of our patients and our planet.

To get you started, let me share some practices I used to reduce our environmental impact.

THE POWER OF AWARENESS

It all started with a simple realization: those incredible machines, while crucial for diagnosis, were energy guzzlers. Stud-

ies show that their annual consumption matches a house’s, which was a wake-up call. Our first steps were practical. We implemented a policy of turning off idle machines at night. The results were surprisingly significant – a noticeable drop in energy consumption.

COLLABORATION IS KEY

Building on this success, we partnered with our facilities team to conduct energy audits. The insights were invaluable. By adjusting various suite temperatures by just a couple of degrees, we saw a real impact on energy use. It turns out a little cooler can make a big difference, not to mention support infection control initiatives!

EMPOWERING OUR TEAM

But sustainability is more than tweaking thermostats. We wanted to empower our staff to be part of the solution. We implemented a multi-stream recycling program, making it easy for everyone to separate paper, plastics and other recyclables. The response was fantastic! Seeing the team’s enthusiasm was truly rewarding. We worked with local farmers to collect some of our paper waste for their animals.

WASTE REDUCTION IN ALL FORMS

We also tackled waste in other areas. We encouraged staff to ditch disposables and bring their water bottles and mugs. Instead of discarding old equipment or furniture, we explored repurposing options, including shipping some items to developing countries or the local animal shelter. Donating these items gave them a valuable resource and kept them out of landfills – a win-win situation.

OPTIMIZING PROCEDURES

Our journey towards sustainability extends beyond equipment and waste. We’ve also adopted contrast dosing protocols, ensuring we use the precise amount needed for each procedure. Studies show that implementing contrast dosing protocols can reduce waste by up to 30%! Using the exact amount required for each procedure minimizes environmental impact. Minimizing waste is not just good for the environment; it’s suitable for patient safety and cost-effectiveness.

DIGITAL REVOLUTION – A GREEN ALLY

The digital revolution has been another game-changer. We have seen the huge benefits of transitioning to digital imaging systems, thereby significantly reducing chemical waste and energy consumption. In more recent times, telemedicine consultations have been another positive step, reducing unnecessary travel emissions and making health care more accessible to patients in remote areas.

TEAMWORK MAKES THE DREAM WORK

But the true key to success is our team. Green initiatives are part of our strategic goals, and we encourage staff to champion sustainability efforts, brainstorm new ideas, and share best practices, making environmental responsibility a core value within our department.

I’m incredibly proud of the progress we’ve made in our radiology department toward sustainability. But let’s be honest: The journey never truly ends. There’s always more to learn, implement, and make a more significant impact! But here’s the exciting part: this success story isn’t ours alone to claim. We can all help reduce our environmental impact and create a healthier tomorrow!

Here’s how you can join the movement:

• Share this Article: Spread the word and inspire others to explore green practices in their departments or workplaces.

• Research and Implement: A wealth of information and resources is available online and through environmental organizations. See what you can implement in your organization.

• Start Small, Dream Big: Begin with simple changes like turning off unused equipment or implementing a recycling program. Every step counts!

• Advocate for Change: Talk to your leadership about prioritizing sustainability efforts. In the meantime, you can start something small in your department.

Let’s make a collective difference to a greener future for radiology and health care! •

Nicole Dhanraj, Ph.D., SHRM-SCP, PMP, GPHR, CPSS, CRA, R.T(R)(CT)(MR), is an experienced imaging director.

PHILIPS MEDICAL EPIQ 5/EPIQ 7 ULTRASOUND PLATFORM:

Common Issues and Troubleshooting

Tips

BY JESSE PEREZ

The Philips Medical EPIQ 5/ EPIQ 7 ultrasound platform is one of the most widely used PC-based platforms in the ultrasound industry. The popularity of these systems has allowed me to provide on-site service and remote technical support for many common issues. Often, these problems don’t require a senior-level engineer to resolve, as they can be fixed without tools and completed by the end user or someone with minimal ultrasound experience. While this is just a small sample of common problems, my hope is to educate you with time and cost-saving information.

SYSTEM OVERHEATING

A common issue that my team and I receive on technical support calls is the “System Overheating” message. The Philips EPIQ platform utilizes a three-fan tray assembly at the bottom center of the system. The fan assembly is covered by a mesh fabric filter that captures anything and everything it can vacuum off the floor. This dust collection causes restricted airflow, which in turn makes the system overheat. Anytime there is an overheating issue on an EPIQ system, cleaning the filters should be your first step. Start by shutting the system down and then removing the external filter. This filter is under the system at the bottom center and accessed using the handle mid-center. Using a soft brush or vacuum, remove the dust

from the filter and replace it once complete. If the error message continues after cleaning the external filter, dust may be collecting in the fan tray assembly itself or may have blocked the vent holes inside the PC. Have a service engineer remove the cosmetic panels and clean the fan tray assembly and internal vent holes within the PC.

UPPER OPERATOR CONSOLE NOT LOCKING IN PLACE

Another common issue with the Philips EPIQ platform is the upper operator console not locking in place. Typically, the upper control arm fails to engage the solenoid lock, causing the arm to rotate 360 degrees, making it very difficult for the sonographer to transport the system from the ultrasound department to patient rooms throughout the hospital. The console arm requires the operator to press the center button located on the upper handle to move it back into place and lock it into position.

The cause of this failure can be found at the base of the control arm by removing the arm covers and solenoid cover, which are held in place by retention clips and require no tools to remove. Once the covers are removed, you will notice a small black plastic ring next to the solenoid lifted upward. Press it downward until it is snug against the frame. This will allow the solenoid to lock into place and resolve the failure. Applying a small amount of thread locker around the plastic ring may help keep it in place.

REMOTE TECHNICAL SUPPORT

Providing remote technical support is an important part of my job. I enjoy being able to help someone resolve an issue quickly over the phone, a scenario that has become easier over the past few years as more manufacturers have enabled systems to display error codes with a brief description of the fault on the main screen when an issue occurs. This information helps in diagnosing potential module failure and helps me provide a useful recommendation for the repair. Always try to capture these codes along with the software and hardware versions of the system in question to expedite the best possible technical support we can provide. Unfortunately, Philips is the only OEM that encrypts its error logs and reports. Otherwise, these logs and reports could be exported for analysis by qualified biomedical and service engineers, providing us with a clearer understanding of the failures that the machine is presenting.

MAINTENANCE AND CARE

As with any ultrasound system or medical device, proper care and maintenance will lengthen the life cycle of your equipment. Regular maintenance is the responsibility of the end user and healthcare technology management (HTM) professional and includes proper disinfection of the control and operator panels, cleaning or replacing the filters, proper disinfection and storage of the transducers, leakage, and safety testing, and reporting any failures or errors with the equipment. •

Jesse Perez is an Imaging Service Professional for Avante Health Solutions. For 24/7 Technical Support, call 800-958-9986 or visit avantehs.com/ultrasound.

PACS/IT/AI

BY MARK WATTS

MTHE ESSENTIAL ROLE OF HUMAN INVOLVEMENT IN AI: Lessons from Autopilot Systems in Aviation and Health Care

y wife, Jennifer, and I were recently invited to tour Air Force One. “The White House in the Sky.” It was an impressive exhibition of well thought out purposefully deployed technology. I asked a representative crew member if autopilot was used to reduce the cognitive burden of flying great distances. “Yes, of course, but never without supervision,” “Never?” I asked? “Never.”

In both aviation and health care, the introduction of advanced technologies has revolutionized operations, increased efficiencies, and significantly enhanced safety and outcomes. One of the most notable advancements in aviation is the autopilot system, which has drastically reduced pilot workload and improved flight safety. Similarly, artificial intelligence (AI) in health care promises to transform patient care through advanced diagnostics, personalized treatment plans and improved administrative efficiency. Despite these advancements, the need for human oversight remains critical. This article explores the parallels between the necessity of human involvement in the use of autopilot systems in airplanes and AI in health care, highlighting why human expertise and intervention are indispensable.

EVOLUTION AND IMPACT OF AUTOPILOT SYSTEMS IN AVIATION

Autopilot systems have evolved from basic mechanical devices to sophisticated computer-driven systems capable of managing complex flight operations. Early autopilots could maintain a plane’s altitude and direction, but modern systems can handle virtually every aspect of flight, from takeoff to landing. Despite these advancements, pilots are trained to take control whenever necessary, ensuring the safety and success of every flight.

Even with advanced autopilot systems, pilots play a crucial role. They are responsible for overseeing the flight, making real-time decisions during unexpected events, and ensuring the overall safety of passengers and crew. Autopilot systems follow pre-programmed instructions, but human pilots are essential for interpreting data, managing unforeseen circumstances and applying judgment that no machine can replicate.

AI IN HEALTH CARE: A TRANSFORMATIVE TOOL WITH HUMAN OVERSIGHT

AI technology in health care has made significant strides, offering tools for early diagnosis, predictive analytics and personalized treatment plans. AI systems can analyze vast amounts of data rapidly, identifying patterns and providing insights that would be impossible for humans to process in a similar timeframe. Applications range from diagnostic imaging and pathology to electronic health records (EHR) management and patient monitoring.

Despite these advancements, health care professionals are indispensable in the application of AI. AI systems can provide valuable data and recommendations, but doctors, nurses, and other medical personnel are essential for interpreting these results, making final decisions, and providing compassionate care. AI lacks the ability to understand the nuances of human emotions, cultural contexts and ethical considerations that are integral to health care. Human professionals ensure that AI recommendations are applied appropriately, considering the broader context of each patient’s situation.

PARALLELS BETWEEN AUTOPILOT SYSTEMS AND AI IN HEALTH CARE

Both autopilot systems and AI in health care rely on accurate data and pre-programmed instructions to function correctly. In aviation, autopilots use data from various sensors to maintain flight paths and perform maneuvers. In health care, AI algorithms use patient data to predict outcomes and recommend treatments. However, inaccuracies or anomalies in the data can lead to erroneous outcomes, necessitating human intervention to correct course.

LIMITATIONS OF PREDICTIVE MODELS

Predictive models in both domains are based on historical data and predefined parameters. While they can identify trends and make predictions, they cannot anticipate every possible scenario. In aviation, unexpected weather conditions, mechanical failures or other emergencies require pilot intervention. Similarly, in health care, rare diseases, atypical patient responses or complex ethical dilemmas require human judgment and expertise.

ETHICAL AND EMOTIONAL CONSIDERATIONS

Ethical and emotional considerations are crucial in both fields. In aviation, the safety and well-being of passengers are paramount. Pilots must make decisions that balance various risks and outcomes. In health care, decisions often involve ethical dilemmas, such as balancing the potential benefits and risks of a treatment or respecting a patient’s wishes. AI systems, while powerful, do not possess the ethical reasoning or emotional intelligence required to navigate these complexities. Continuous monitoring and adaptation are essential in both contexts. Pilots monitor autopilot systems and are prepared to take control at any moment, adjusting to new information and changing conditions. Similarly, health care professionals must continuously monitor AI systems, validating their recommendations and adapting treatment plans as new information emerges. This ongoing oversight ensures that both technologies serve their intended purpose without compromising safety or quality of care.

AVIATION INCIDENTS

One of the stories shared with us on our tour of Air Force One was an incident that highlighted the critical need for human oversight. During the 9/11 attacks, President Bush was on board AF1 in the air with all air traffic grounded across the U.S., (all non-responsive airborne planes were considered to be planes that had been highjacked), the pilot for AF1 was alerted that planes were approaching at “supersonic speed.” He had only seconds to decide what his actions would be. With a full knowledge of aviation and range capabilities of supersonic jets he calculated that these planes were friendly, he was rewarded with scrambled escort fighter jets from Houston (The President’s Guard) as escorts back into Washington, D.C. This pilot’s combination of autopilot disengagement and pilot evaluation led to preventing a catastrophic outcome of friendly fire, underscores the importance of skilled human intervention. Despite advanced autopilot systems, pilots must be prepared to manage unexpected situations and make rapid, informed decisions.

HEALTH CARE SCENARIOS

In health care, there have been instances where AI misdiagnoses or inappropriate treatment recommendations could have led to serious consequences if not for the intervention of health

Author Mark Watts and his wife, Jennifer, are seen standing in front of Air Force One. A crew member informed them that the plane never using autopilot without human supervision.

care professionals. The term I have coined is “The Fog of Care,” the critical time when decisions must be made in a hectic time-sensitive, life-or-death health care scenario. For example, AI systems have occasionally misinterpreted medical images or lab results, leading to incorrect diagnoses. Health care professionals are essential in reviewing AI outputs, ensuring accuracy and making the final decisions in patient care.

THE FUTURE

The future of both aviation and health care lies in enhancing the synergy between humans and AI. In aviation, this means developing more intuitive interfaces and better training programs to prepare pilots for integrating AI tools seamlessly into their workflows. In health care, it involves creating AI systems that are transparent, explainable and designed to complement rather than replace human expertise.

Ethical and regulatory considerations will continue to play a significant role in the development and deployment of AI technologies. Ensuring that AI systems are used responsibly, transparently and ethically is paramount. Regulatory bodies must establish guidelines and standards that balance innovation with safety and ethical considerations, protecting the interests of all stakeholders. Continuous improvement and learning are vital for both fields. AI systems must be regularly updated with new data and refined algorithms to remain effective and reliable. Additionally, ongoing training for pilots and health care professionals ensures they remain adept at using these technologies and prepared to intervene when necessary.

The advancements in autopilot systems in aviation and AI in health care represent significant technological progress. They offer enhanced efficiency, safety and outcomes. However, the indispensable role of human involvement cannot be overstated. Pilots and health care professionals bring critical thinking, ethical reasoning and emotional intelligence that AI systems cannot replicate. Ensuring the safety and effectiveness of these technologies requires a collaborative approach, where human expertise and AI capabilities complement each other to create a safer and more effective environment in aviation and health care. •

Mark Watts is an experienced imaging professional who founded an AI company called Zenlike.ai.

CREATING CONDITIONS FOR SUCCESS

EMOTIONAL INTELLIGENCE

BY DANIEL BOBINSKI

Lots of people strive for positions of management or leadership. Some people are naturally inclined to do well in those roles, others must learn the skills. When someone exercises good management or leadership, chances are the workplace hums along pretty well. However, when someone in one of those positions lacks those skills, let’s just say things usually don’t go so well.

Such was the case when a friend of mine, whom we’ll call Robert, signed on to a new company. A few months back, Robert was asked to join the team of a start up to serve as director of production. Wisely, Robert asked for a job description, but none existed. “It will have to emerge,” the company founder said.

Since the company founder, whom we’ll call John, owned several businesses, Robert assumed John knew what he was doing, and he discarded his standard practice of taking a position only when a clear job description was provided. Suffice it to say Robert quickly regretted his decision. Robert recently shared what happened.

Onboarding was horrible. The new company already had five other employees when Robert was brought on. Robert figured John would introduce him to the other team members, but no introductions took place. Robert knew one of the other employees already, but John made no effort to get Robert connected

with the others. This frustrated Robert, because not only was he unclear about his own job responsibilities, he was unclear about what the other people were supposed to be doing to help the company meet its goals. No policies were explained. However, as Robert soon observed, that’s probably because policies and procedures were made up on the fly.

Micromanagement flourished. The owner, John, revealed his micromanagement tendencies in the very first week. Even though Robert had decades of experience in project management, John kept redirecting Robert’s decisions and acting as if Robert ought to be able to read John’s mind. Tasks would be delegated to Robert, but then John would step in, take back responsibility for the tasks and do them the way he wanted. Rather than receive training on what was expected, Robert was corrected and scoffed at.

Meetings were disorganized. Robert was accustomed to attending meetings where agendas existed and focus was maintained. Such meetings did not happen at John’s company. Meetings regularly ran long, despite John declaring that meetings needed to start and end on time. And, because no meeting agendas existed, conversations took many directions and much time was wasted. The first meeting ended with John saying, “OK – we’re done.” After that, Robert stepped up at the end of each meeting to summarize what decisions were made and clarify the action items decided.

Communication fell flat. All employees of the company were told to communicate using an online app, but when Robert sent questions to John via the app, John would rarely answer. And even when he did, his answers were terse and unclear.

Robert would have to text John to ask him to respond to the questions posed in the app, but even then, John would only respond occasionally.

It didn’t take long for Robert to feel frustrated. He’d always been recognized as a top performer in his previous places of employment, but now he felt he was being set up for failure. He didn’t feel valued. He didn’t feel productive. And, he didn’t see any hope of things turning around. Before his two-month anniversary with John’s company, Robert resigned.

This did not need to be. It was obvious from Robert’s past successes that he could have been a huge asset to John’s business, but John failed to create the conditions for similar success. Let’s go back through the reasons Robert left and discuss what John could have done differently.

When onboarding, by all means, even if it’s a rough draft, companies need to provide a list of tasks and duties required for every position. Duties are general areas of responsibility; tasks are specific action items that someone is supposed to do.

Additionally, ensure all new hires are introduced to their team members, including people from other departments who will interact with the new hire. Each person’s basic responsibilities should be explained. Research shows that a new employee’s attitude toward the company is set within 72 hours of starting. For employees to be fully engaged, managers or leaders need to connect with new hires multiple times during those first three days, answering questions and asking what can be done to help the new employee succeed. Micromanaging is a most demoralizing management style. Training needs to occur, followed by good delegation. Three things need to be delegated: responsibility, authority and accountability. As a quick overview, being responsible to complete a task means one is duty-bound to do the work. John would delegate a task, but then, without telling anyone, he would do the work himself. Robert was shocked many times to discover a task he had been assigned was already completed by John, and all his efforts to accomplish his assignment were wasted.

Meetings need a clearly stated purpose and an agenda. Whoever is planning the meeting needs to think those things through, and then publish an agenda for how the meeting should flow to achieve that purpose. When those things happen, meetings are often more productive. It’s also important for whoever is leading the meeting to keep it on track.

Communication is key, and it must work for everyone. Lots of communication avenues exist these days, so care should be taken not to use too many methods or details get lost. Perhaps most important, rapid response and clarity need to be practiced. Managers and leaders cannot ignore questions from subordinates and expect those people to remain engaged and productive. Let me also add that “please” and “thank you” go a long way toward people feeling valued and respected.

Most employees will work hard for an organization, but managers and leaders need to create conditions for success or those employees will leave for greener pastures. •

Daniel Bobinski, who has a doctorate in theology, is a best-selling author and a popular speaker at conferences and retreats. For more than 30 years he’s been working with teams and individuals (1:1 coaching) to help them achieve excellence. He was also teaching Emotional Intelligence since before it was a thing. Reach him by email at DanielBobinski@protonmail.com or 208-649-6400.

FEBRUARY 22-24, 2025

THE STIGMA BARRIER:

How Language Can Hurt Patients

DIVERSITY

BY NICOLE DHANRAJ

Have you ever found yourself in a meeting or rounding with your team, only to hear a team member casually refer to a patient as a “frequent flyer” or label them as “an addict looking for a fix?”

Let’s be honest: we’ve all been guilty of using language that sometimes falls short of our ideals. Whether it’s a casual remark in the hallway or a note hastily scribbled in a patient’s chart, stigmatizing language creeps into our vocabulary, often without us even realizing it.

Recent research has shed light on a concerning trend: approximately 85% of patients with Opioid Use Disorder (OUD) are described using stigmatizing language in their medical records. Terms such as “abuser” or “addict” are regrettably prevalent, with an even more alarming disproportionate usage among Hispanic and Black patients. This information made me reflect on how often we inadvertently and commonly engaged in stigmatizing language about our patients.

THE IMPACT OF STIGMA

Imagine yourself as a patient. When subjected to stigmatizing language, it fosters feelings of judgment and shame, creating barriers to open communication with the health care team. This, in turn, can result in delays in treatment, non-adherence to medication, and, ultimately, poorer health outcomes, mainly stemming from a breakdown in trust.

THE LEADER’S ROLE IN CHANGE

As imaging leaders, we must recognize the profound impact that language can have on patients’ perceptions of themselves and their treatment. Using stigmatizing language not only perpetuates harmful stereotypes but also erodes the trust and rapport essential for effective patient care. Therefore, I urge each of us to encourage our teams to be mindful of the language we employ, whether verbally to patients, our colleagues, or even in our clinical documentation.  So, what can we do about it? Well, it starts with awareness and a commitment to change. Let us prioritize the use of person-first language, which respects the dignity and individuality of each patient.

Let’s break down some common stigmatizing examples and explore alternative, person-first language options:

• Replacing passive labels like “abuser” or “junkie” with phrases such as “the patient has an opioid use disorder.” This simple change humanizes the individual, focusing on their condition rather than defining their entire identity by it.

• Instead of “drug seeker,” try “person seeking pain relief.” This shift in language recognizes the individual’s primary need for relief from discomfort rather than casting judgment on their motivations.

• Rather than labeling patients as “clean” or “dirty,” let’s opt for “person in recovery.” This acknowledges their ongoing journey towards wellness and emphasiz-

es support and encouragement rather than shame.

• Instead of “frequent flyer,” try “patient with frequent visits.”

• Instead of “psych patient,” use “person with mental health needs” or “individual receiving psychiatric care.” This respects the person’s privacy and dignity while acknowledging their health care needs.

• Avoid using terms like “difficult family” and use “family requiring additional support.” This recognizes the diverse circumstances and challenges that families may face without stigmatizing or labeling them.

• Instead of “dependency” or “addiction,” use terms like “medication use” or “substance use disorder.” This emphasizes the medical nature of the condition and reduces the likelihood of negative stereotypes.

EMPOWERING A CULTURE OF EMPATHY

It’s not just about changing words; it’s about changing attitudes and fostering a culture of empathy and understanding where every patient feels respected, understood and supported on their path to wellness. As imaging professionals, we are responsible for advocating for our patients’ well-being in every aspect of their care, including the language we use.

LEADERS TAKING ACTION

Imaging leaders can champion a culture shift by:

Premium Quality

Exceptional Value

Impressive Warranty

• Implementing person-first language training for staff.

• Holding discussions about respectful communication with patients and colleagues.

• Creating a zero-tolerance policy for stigmatizing language especially in patient records.

Incorporating these alternative language options into our daily practice can create a more compassionate and supportive environment for patients.

BUILD A TRULY INCLUSIVE HEALTH CARE SYSTEM

The importance of person-first language extends beyond opioid use. Consider how language impacts patients with chronic illnesses, mental health conditions or disabilities.

Let’s work together to break down stigma and build a health care system that treats everyone with dignity, respect and compassion.

The future of patient care hinges on our commitment to creating a truly inclusive health care environment and that begins with us. Let’s cultivate this together, starting with the language we choose.

Every word has the power to heal or hinder; let’s choose to heal and empower. •

Nicole Dhanraj, Ph.D., SHRM-SCP, PMP, GPHR, CPSS, CRA, R.T(R)(CT)(MR), is an experienced imaging director.

Replacement X-ray tubes for Radiography, R/F, Mobiles, C-Arms, And Mammography systems

• One-year-old company with over 100 years of experience manufacturing and supplying X-ray tubes.

• High-quality components from IAE SpA, Europe’s premium X-ray tube manufacturer for 75 years.

Made in the USA with US and European components.

Contact us at: X-Ray America, LLC

Email: info@X-RayAmerica.com

Phone: 1.854.999.6888

Global: IAE.it

US Headquarters: X-RayAmerica.com

THE ROMAN REVIEW

IRRESISTIBLE CHANGE

Wh o likes change? I do! I love change. Change makes life interesting. Change causes, maybe even forces, us to grow. Even if the change is unwelcome, dealing with it makes us more resilient, stronger and teaches us things we would otherwise not know. I am, of course, talking about change that does not actually destroy us.

A common statement in business is: “Either you are growing, or you are dying.” I always had difficulty accepting that a business must grow or die. My personal statement would be: “Either you are changing, or you are dying.” Hopefully that change is for the better. Good leadership will explore all opportunities and embrace the good and necessary changes for the betterment of the organization and the customers.

I read recently that people don’t resist change itself. They resist being changed. This rang very true to me. People change all the time. They change phone service providers and TV channels and restaurants and houses and cars, even significant others, etc. They make the choice to change things in their lives quite often and if they don’t like that change, they change the change.

What people resist is being forced to change. The resistance is to other people, or outside forces, pushing them to change. When this happens, people tend to become immovable objects and may even push back. They may not really object to the change itself, they object to the forceful drive to change.

It is a great leader indeed who effects changes with the consent of the people. Leadership guru John Maxwell defines leadership: “Leadership is influence, nothing more, nothing less.” Successful leaders “influence” a change rather than force the change. They frame the changes to each individual’s need, wants and desires. Essentially causing the individuals to want to change. This is the key to good leadership: To influence others to want to comply.

A necessity of leadership is to know the people very well. Leaders must know what buttons need to be pushed to successfully influence each individual toward the desired change. Even if the change is to be executed by everyone, each individual will more readily accept the change when their individual buttons are activated.

How can a leader determine these diverse individual buttons? “Communication is key.” I say that all the time. The best way to communicate with your people is to conduct good, consistent and recurring one-on-ones. These scheduled communication events with each individual will establish a rapport and a road to influence in both directions.

When I propose to leaders and managers that they should conduct regular one-on-ones with their people, I very often get: “I’m too busy to take the time for this.” My reply is always: “Are you saying that you don’t have time to communicate with your people?” This, of course, causes irritation and the conversation usually ends or changes topic.

But this column is about change and I digress. And, the above is a very bad example of an attempt at effecting a change towards enhanced communication in the absence of the correct buttons.

So, embrace change. Find ways to implement productive and pleasant changes in your business and personal life. When change is being forced on you, ask yourself why you feel that way. What are you resisting? Are you resisting the change itself or the force behind it? Change is the spice of life and the cat’s pajamas. I have no idea what the cat’s pajamas mean, and my cat refuses to wear them, but it sounds like something good. •

Manny Roman, CRES, is association business operations manager at Association of Medical Service Providers.

MANNY ROMAN

ICE Break

ICEDEX

YOU’RE INVITED...

TO A REIMAGINED EXPERIENCE

Join AHRA for a reimagined and redesigned experience, featuring an incredible lineup of guest speakers and sessions designed to help you share knowledge and expand your networks.

OF INNOVATION IN IMAGING.

The 2024 Annual Meeting, hosted August 4-7 in Orlando, Florida, will empower you to connect with experts leading the latest innovations in medical imaging technology and practice.