Canadian Association of Radiologists White Paper on Artificial Intelligence in Radiology

Artificial intelligence (AI) is rapidly moving from an experimental phase to an implementation phase in many fields, including medicine. The combination of improved availability of large datasets, increasing computing power, and advances in learning algorithms has created major performance breakthroughs in the development of AI applications. In the last 5 years, AI techniques known as deep learning have delivered rapidly improving performance in image recognition, caption generation, and speech recognition. Radiology, in particular, is a prime candidate for early adoption of these techniques. It is anticipated that the implementation of AI in radiology over the next decade will significantly improve the quality, value, and depth of radiology's contribution to patient care and population health, and will revolutionize radiologists' workflows. The Canadian Association of Radiologists (CAR) is the national voice of radiology committed to promoting the highest standards in patient-centered imaging, lifelong learning, and research. The CAR has created an AI working group with the mandate to discuss and deliberate on practice, policy, and patient care issues related to the introduction and implementation of AI in imaging. This white paper provides recommendations for the CAR derived from deliberations between members of the AI working group. This white paper on AI in radiology will inform CAR members and policymakers on key terminology, educational needs of members, research and development, partnerships, potential clinical applications, implementation, structure and governance, role of radiologists, and potential impact of AI on radiology in Canada.     

Training the next generation of radiology researchers. Report on a joint meeting of the Royal College of Radiologists and the Wellcome Trust and an overview of College strategies in developing radiology research

As the use of imaging continues to increase in medical research, the Royal College of Radiologists (RCR) Research Committee and the Wellcome Trust held a joint meeting in 2010 to explore the current issues critical to training the next generation of radiology researchers. It was stated that despite an increase in consultant radiologist numbers, the number of academic posts has declined. This has resulted in radiology lagging behind some of the other specialties in terms of research activity and output. Some of the obstacles arising from the meeting have since been addressed by the RCR. These and other possible solutions that emanated from the interactive sessions include establishing a research culture in radiology departments, establishing a network of research radiologist mentors, improving trainee opportunities, and improving consultant opportunities. The meeting demonstrated the demand and need for extended support for research activity from the RCR. The RCR Academic Committee is formulating recommendations based on these and other sources of evidence. However, it is acknowledged that this comes at a time when national financial resources for research support are severely limited. Research in radiology remains an important part of the future development of the specialty. Supporting the next generation of potential researchers is essential, and this meeting was a means to understand how this might best be achieved.     

Celebrating 40 years of the achievements of the American Association for Women Radiologists

For the past 40 years the American Association for Women in Radiology (AAWR) has continued to support efforts to achieve its founding goals of improving the visibility of women in radiology, advancing the professional and academic standing of women in radiology, and identifying and addressing issues faced by women in radiology. In the past 5 years, the AAWR has made great strides to support women in radiology through amplifying the voices of women heard at the American College of Radiology (ACR) Annual Meeting, initiating the AAWR Research & Education Capital Campaign, establishing the fellows of the AAWR, and advocating for practicing radiologists and trainee parental leave. The many accomplishments of the AAWR over the past 40 years and the committed future work of the AAWR ensure the voices of women in radiology are heard and the needs of women in radiology are recognized.     

Building a leadership team that works

Radiology administrators often are challenged to do more with less. In today's fast-paced work environment, leaders must be creative. They must surround themselves with good people in order to successfully achieve their organizations' goals. Once a radiology administrator is satisfied and comfortable that he or she has, the right staff involved, a leadership team can be formally establislished. Howard Regional Health System established an Imaging Services Leadership Team with a vision to provide leaders for the staff to "follow," just as team members learn from the radiology administrator. In addition, team members are vital in assisting the radiology administrator in managing the department The process of building the team consisted of 3 steps: selecting team members (the most challenging and time-consuming component), formalizing a functional team, and putting the team into action. Finding the right people, holding regular meetings, and making those team meetings meaningful are keys to a successful leadership team. The implementation of the team has had a positive effect on imaging services: the number of procedures has increased, the team is used as a communication tool for front-line staff, front-line staff are becoming more comfortable with making decisions.     

Artificial Intelligence May Cause a Significant Disruption to the Radiology Workforce

The increasingly realistic prospect of artificial intelligence (AI) playing an important role in radiology has been welcomed with a mixture of enthusiasm and anxiousness. A consensus has arisen that AI will support radiologists in the interpretation of less challenging cases, which will give the radiologists more time to focus on the challenging tasks as well as interactions with patients and other clinicians. The possibility of AI replacing a large number of radiologists is generally dismissed by the radiology community. The common arguments include the following: (1) AI will never be able to match radiologists’ performance; (2) radiologists do more than interpret images; (3) even if AI takes over a large portion of the reading tasks, the radiologists’ effort will be shifted toward interactions with patients and other physicians; (4) the FDA would never agree to let machines do the work of radiologist; (5) the issues of legal liability would be insurmountable; and (6) patients would never put complete trust in computer algorithms. In this article, I analyze these arguments in detail. I find a certain level of validity to some of them. However, I conclude that none of the arguments provide sufficient support for the claim that AI will not create a significant disruption in the radiology workforce. Such disruption is a real possibility. Although the radiology specialty has shown an astonishing ability to adapt to the changing technology, the future is uncertain, and an honest, in-depth discussion is needed to guide development of the field.     

Clinical Imaging Guidelines Part 2: Risks,Benefits, Barriers,and Solutions

A recent international meeting was convened by two United Nations bodies to focus on international collaboration on clinical appropriateness/referral guidelines for use in medical imaging. This paper, the second of 4 from this technical meeting, addresses barriers to the successful development/deployment of clinical imaging guidelines and means of overcoming them. It reflects the discussions of the attendees, and the issues identified are treated under 7 headings:■ Practical Strategy for Development and Deployment of Guidelines;■ Governance Arrangements and Concerns with Deployment of Guidelines;■ Finance, Sustainability, Reimbursement, and Related Issues;■ Identifying Benefits and Radiation Risks from Radiological Examinations;■ Information Given to Patients and the Public, and Consent Issues;■ Special Concerns Related to Pregnancy; and■ The Research Agenda.Examples of topics identified include the observation that guideline development is a global task and there is no case for continuing it as the project of the few professional organizations that have been brave enough to make the long-term commitment required. Advocacy for guidelines should include the expectations that they will facilitate: (1) better health care delivery; (2) lower cost of that delivery; with (3) reduced radiation dose and associated health risks. Radiation protection issues should not be isolated; rather, they should be integrated with the overall health care picture. The type of dose/radiation risk information to be provided with guidelines should include the uncertainty involved and advice on application of the precautionary principle with patients. This principle may be taken as an extension of the well-established medical principle of “first do no harm.”     

Practical Tips for Creating a Diversity,Equity, and Inclusion Committee: Experience From a Multicenter,Academic Radiology Department

PurposeCoronavirus disease 2019 and the publicly documented deaths of countless Black individuals have highlighted the need to confront systemic racism, address racial/ethnic disparities, and improve diversity and inclusion in radiology. Several radiology departments have begun to create diversity, equity, and inclusion (DEI) committees to systematically address DEI issues in radiology. However, there are few articles that provide departments with guidance on how to create DEI committees to comprehensively address DEI issues in radiology. The purpose of this review is to provide readers with a framework and practical tips for creating a comprehensive, institutionally aligned radiology DEI committee.MethodsThe authors describe key components of the strategic planning process and lessons learned in the creation of a radiology DEI committee, on the basis of the experience of an integrated, academic northeastern radiology department.ResultsA hospital-based strategic planning process defining the DEI vision, mission, goals, and strategies was used to inform the formation of the radiology department DEI committee. The radiology department performed gap analyses by conducting internal and external research. Strengths, weaknesses, opportunities, and threats analyses were performed on the basis of consultations with institutional and other departmental DEI leaders as well as DEI leaders from other academic medical centers. This framework served as the basis for the creation of the radiology departmental DEI committee, including a steering committee and four task forces (education, research, patient experience, and workforce development), each charged with addressing specific institutional goals and strategies.ConclusionsThis review provides academic radiology departments with a blueprint to create a comprehensive, institutionally aligned radiology DEI committee.     

The future of radiology research.

The field of radiology has grown significantly over the past 25 years. This can in large part be attributed to advances in research and, indeed, the future of the field depends on this continued tradition. Although funding to radiology research has increased substantially in the past decade, much of the research is being carried out by researchers who are not radiologists, with research funding being distributed accordingly. There are clear indications that too few radiologists are performing research for a variety of reasons, including a shortage of time, training and manpower. At the same time, there are indications that radiologists-in-training (fellows, residents and medical students) are interested in a future dual clinical-research career. We review the issues pertinent to research in radiology, with a focus on interventional radiology, at a time when the fostering of research in radiology has become of paramount importance.     

Advancing radiology through informed leadership: summary of the proceedings of the Seventh Biannual Symposium of the International Society for Strategic Studies in Radiology (IS3R), 23–25 August 2007

The International Society for Strategic Studies in Radiology (IS³R) brings together thought leaders from academia and industry from around the world to share ideas, points of view and new knowledge. This article summarizes the main concepts presented at the 2007 IS³R symposium, providing a window onto trends shaping the future of radiology. Topics addressed include new opportunities and challenges in the field of interventional radiology; emerging techniques for evaluating and improving quality and safety in radiology; and factors impeding progress in molecular imaging and nanotechnology and possible ways to overcome them. Regulatory hurdles to technical innovation and drug development are also discussed more broadly, along with proposals for addressing regulators’ concerns and streamlining the regulatory process.     

How to improve the quality of patient care and still save money in the radiology department.

1, A pediatric radiology department at an institution such as Minneapolis Children's Medical Center is a true microcosm of the gigantic radiology department of a general hospital. Our positive experiences with IMACS discussed above should be even more profound and profitable for the larger medical institutions. 2, IMACS did improve service and communications among radiologists, referring clinicians and the hospital staff. Both the old and new images needed for review and comparison are presently available for the clinicians on the nursing stations as soon as the current studies have been completed. 3, IMACS allowed us to reduce the number of films lost, misplaced or misfiled and reduced the interpretation delays by keeping all the films in the radiology department. This has resulted in improvement in the overall productivity of the radiology staff and the referring clinicians. 4, The cost of IMACS was paid for through additional revenue capture, increased productivity and a decrease in the expenses in the radiology department in less than one year. These benefits should continue for several more years without the need for any additional expenses. 5, Despite these initial successes, there are several issues which must be addressed before total computerization of the radiology services and a "filmless" radiology department can be created. A. The speed of an available workstation is totally inadequate for the day to day clinical use.(ABSTRACT TRUNCATED AT 250 WORDS)     

The PACS committee: the all-important human element

The PACS committee plays a crucial role in attaining successful outcomes from a PACS implementation. However, most radiology departments do not organize and manage their PACS committees well. This has resulted in poor outcomes and inability to realize projected benefits and return on investment. Ideally, there are two PACS committees: a high-level strategic committee that aligns the goals for the PACS with institutional initiatives, and an operational PACS committee that makes a hands-on approach to the project and manages the entire PACS program. The chairman of radiology, an assigned radiologist or the radiology administrator heads both PACS committees. The strategic PACS committee consists of senior people from information systems, strategic and operational planning, radiology, physicians, nursing, critical care, and other related departments in the hospital. The operational PACS committee consists of people directly involved in radiology operations including the chief of radiology, radiology administrator, technologists, file room manager and other personnel whose daily routines will be affected by the PACS implementation. The operational PACS committee manages the PACS program from initial planning through the post-installation period. Committee tasks include: developing an implementation plan, establishing goals and objectives, conducting a cost/benefits analysis, developing functional specifications, generating an RFP, managing vendor selection and contracting, preparing the site for installation, performing project management functions, conducting acceptance testing, overseeing training, and evolving the PACS operations to meet predicted outcomes.     

Medicolegal training in radiology; an overlooked component of the non-interpretive skills curriculum

ObjectiveRadiologists comprise approximately 3.6% of US physicians while ranked 6th–8th in medicolegal claims. Studies suggest that by the age of 60, about half of all radiologists will be sued at least once. Given this likelihood, it is surprising how little attention is paid to teaching of medicolegal issues. It is hypothesized that most trainees emerge from residency with only a vague notion of the medicolegal issues inherent in radiology.MethodsAll of the radiology attendings, trainees and alumni in our tertiary care teaching hospital were surveyed via an electronic questionnaire. Respondents were surveyed on overall knowledge of job-related medicolegal issues and willingness to receive additional education. The survey also included two real life medicolegal scenarios and the radiologists were asked to choose the most likely outcome.ResultsA questionnaire was sent to total of 359 trainees, attendings and alumni. There were 168 responses, constituting a 46.7% response rate, F:M 48:112. Only 41% of the respondents were aware that by the age of 60, half of them would be involved in at least one lawsuit. All knew the most common causes of malpractice claims; however, one-fourth were not aware of available medicolegal resources offered by radiological organizations; 85% of the respondents expressed willingness to attend medicolegal CME courses. All residents surveyed believed that medicolegal lectures should be included in their didactics.ConclusionThere is a dearth of knowledge among radiologists on job-related medicolegal topics. This survey suggests that incorporating additional medicolegal topics into the non-interpretive skills curriculum of residents and medicolegal CME for graduates would be well received.     

Attitudes of and influences on residents in English Canadian radiology programs regarding interventional radiology: results of a national survey by the Canadian Interventional Radiology Association (CIRA)

PURPOSE: There has been a North American trend toward reduced application to the subspecialty of Interventional Radiology (IR). Out of fear of a looming manpower shortage, this survey was conducted to better understand awareness and attitudes toward IR by radiology residents-in-training. MATERIALS AND METHODS: An anonymous online survey was emailed to the Diagnostic Radiology Residency Program Director/Department Chairperson of each of the 13 English medical schools in Canada, to be forwarded to each respective Radiology Residency Program's radiology residents. The survey was open for a period of 1 month. The survey consisted of 29 questions, which could be answered online using a web-based program. Responses to questions were tabulated and comments recorded. RESULTS: A total of 84 survey responses were received of a possible 333 (25%), including responses from each of the 13 English Programs. Responses regarding demographics, training, careers aspirations and motivations, and influences were collected. Fifty-one percent of respondents reported being either "moderately" or "very" interested in the field of IR; however, only 13% reported intention to perform an IR fellowship. A number of issues were identified as dissuading current radiology residents from pursuing IR, including income, work hours and hours of on-call, and turf issues. CONCLUSION: A number of issues were identified as factors which prevented residents with an interest in IR from applying to IR fellowships. These must be addressed to increase IR recruitment rates of radiology residents.     

Project planning in the diagnostic imaging department

Certain common steps in the planning process are necessary to ensure the success of any construction project in a diagnostic imaging department. Determining the need for the project, analyzing requirements for equipment, space and personnel, and budgeting for the project are necessary steps. They are followed by scheduling and designing the various aspects of the project. Engineering the construction phase and implementation with follow-up are the last steps. Determining whether a proposed project is necessary is the essential first step. Doing a cost-benefit analysis and determining if the return on the investment will be positive are important for a project's success. Good planning and communication with key staff members of the healthcare institution and the members of the design and construction team will help ensure successful implementation of any project. The role of the facility engineer is often critical in the early planning stages of a project to determine what utilities may be needed, any need for plumbing or electric work, power sources, building code requirements, the need for medical gasses and suction and so forth. Analysis of a potential project's equipment, space and personnel needs is also critical. Gathering the necessary information from various sources within the healthcare institution is essential. The steps for scheduling and designing an entire project should include finalizing the design and developing a schedule for its implementation. Keeping accurate minutes and documenting action items from all project meetings can serve to protect the budget. By following the steps outlined, budgeting time efficiently and delegating some tasks to others, the radiology administrator can continue to perform tasks involved in the day-to-day management of a radiology department.     

The future progress of teleradiology—An empirical study in Sweden

This paper describes a novel teleradiology solution, its services and graphical user interfaces (GUIs), and the strategic decisions taken in the development of the services. The novel services are embedded in a radiology information infrastructure in Västra Götalandsregionen (VGR), Sweden. The application is fully integrated with all different RIS and PACS systems in the region and interconnected through the radiology information infrastructure. In practice, the solution offers new ways of collaborating through information sharing within a region. Knowledge can be used collectively to improve the radiology workflow and its outcomes for clinicians and patients. The new shared approach marks the beginning of a change from local to enterprise workflow. The challenges are to develop useful and secure services for different groups related to the radiological information infrastructure. It involves continuous negotiation with people concerning how they should collaborate within the region. The need for teleradiology as a service provided “by somebody” has disappeared in VGR; today it is a shared service embedded in the innovative radiology information infrastructure. This infrastructure is just a starting point for a novel and limitless telemedicine service including limitless healthcare actors and activities. The method applied for this study was action research. The study was carried out in collaboration between practitioners and researchers.     

Radiologist workloads in teaching hospital departments: measuring the workload

This article proposes a practical method for measuring staff radiologist workloads (clinical productivity) in teaching hospital departments of radiology in Australia. It reviews the Australian background to this, including the Royal Australian and New Zealand College of Radiologists (RANZCR) Education Board accreditation guidelines and the development of the RANZCR practice costing model. It reviews overseas methods of radiologist workload measurement and trends in radiologist workloads both in Australia and overseas. It proposes a practical and simple workload measuring method based on relative value units derived from the RANZCR model. Using a previous national workload survey in teaching hospitals, it proposes initial workload benchmarks when using this method. Strengths and weaknesses of this method and alternatives are reviewed, and a number of proposals for Australian teaching radiology departments are put forward to advance the issue of radiologist workloads in a disciplined manner.     

"Hot" spots in hybrid positron emission tomography/computed tomography scanning of the abdomen: protocols, indications, interpretation, responsibilities, and reimbursements

Although introduction of hybrid positron emission tomography/computed tomography (PET/CT) scanners represents an important development in field of radiology, the alliance of functional imaging with structural imaging has raised many controversial issues. The present review describes some of the important issues in hybrid PET/CT such as specific indications, protocols that deliver diagnostic quality CT scans while ensuring radiation dose associated with hybrid PET/CT examination are minimized, and the feasibility, desirability, and timing of oral and intravenous contrast administration. The issues of clinical indications for hybrid PET/CT versus PET alone will be discussed as well as the role of the CT component (ie, for diagnosis or transmission source alone) are discussed. The logistics of hybrid PET/CT scan interpretation, including the roles of radiologists and nuclear medicine physicians, will be discussed. This review describes the pertinent medical literature and discusses our experience with suitable examples.     

Results of and comments on the 2000 survey of the American Association of Academic Chief Residents in Radiology

RATIONALE AND OBJECTIVES: The American Association of Academic Chief Residents in Radiology (A3CR2) annually surveys radiology residency programs on issues related to training. The objective is to highlight national similarities, differences, and trends to help programs establish standards and improve residency training. MATERIALS AND METHODS: Questionnaires were mailed to 180 accredited diagnostic radiology residency training programs in the United States. The survey covered the usual general topics and more specific topics considered every 4 years; for 2000 the latter were on-call issues and the chief residency year. RESULTS: Completed surveys were returned from 63 programs (35%). Important findings included increased caseload and call commitments, especially for smaller programs. Resident salaries appear to have increased more than the consumer price index. Nonemergent after-hour coverage and teleradiology are now a large part of the resident work practice. Women continue to be underrepresented, with a trend downward. Chief residents are more involved in organizing preparation for board examinations and have greater office facilities and more administrative duties. CONCLUSION: This survey provided useful insights. All levels of residency face increased workloads. On-call hours have not changed, but the work has intensified and the use of teleradiology has increased. Many programs have adopted a "night-float" system, and nonemergent after-hours coverage should be considered in any program evaluation. Continued vigilance and sustained efforts are required to ensure that radiology is considered as a specialty by both men and women. With increased demands on attending physicians' time, chief residents may need to take on more administrative responsibilities.     

Variables Influencing Radiology Volume Recovery During the Next Phase of the Coronavirus Disease 2019 (COVID-19) Pandemic

The coronavirus disease 2019 (COVID-19) pandemic has reduced radiology volumes across the country as providers have decreased elective care to minimize the spread of infection and free up health care delivery system capacity. After the stay-at-home order was issued in our county, imaging volumes at our institution decreased to approximately 46% of baseline volumes, similar to the experience of other radiology practices. Given the substantial differences in severity and timing of the disease in different geographic regions, estimating resumption of radiology volumes will be one of the next major challenges for radiology practices. We hypothesize that there are six major variables that will likely predict radiology volumes: (1) severity of disease in the local region, including potential subsequent “waves” of infection; (2) lifting of government social distancing restrictions; (3) patient concern regarding risk of leaving home and entering imaging facilities; (4) management of pent-up demand for imaging delayed during the acute phase of the pandemic, including institutional capacity; (5) impact of the economic downturn on health insurance and ability to pay for imaging; and (6) radiology practice profile reflecting amount of elective imaging performed, including type of patients seen by the radiology practice such as emergency, inpatient, outpatient mix and subspecialty types. We encourage radiology practice leaders to use these and other relevant variables to plan for the coming weeks and to work collaboratively with local health system and governmental leaders to help ensure that needed patient care is restored as quickly as the environment will safely permit.