Short-, Mid-, and Long-term Strategies to Manage the Shortage of Iohexol.

The recent iohexol shortage has precipitated disruptions in a pharmaceutical supply chain critical to radiologic imaging and has impacted global availability of iodinated contrast media (ICM). The shortage has created a national crisis in radiology departments, curtailing their ability to provide health care to patients who need contrast-enhanced examinations. Radiology departments are familiar with crisis management after more than 2 years of clinical and operational disruptions associated with the COVID-19 pandemic. The iohexol and subsequent ICM shortage has short-term (weeks), midterm (months), and long-term (years) implications. The purpose of this report is to provide strategies for dealing with the shortage in the near term and to discuss long-term issues and potential solutions to supply chain problems impacting radiology departments.

Report from the RSNA COVID-19 Task Force: COVID-19 Impact on Academic Radiology Research-A Survey of Vice Chairs of Research.

OBJECTIVE: Survey vice chairs of research from academic radiology departments on the impact of coronavirus disease 2019 (COVID-19) on research activities. METHODS: The survey asked respondents to quantify changes in research performed during the shutdown and ramp-up, relative to pre-COVID-19 levels. Respondents estimated research activity changes by overall research type (wet, instrumentation, or core facilities: prospective non-COVID-19 clinical research and computational laboratories) and then by the research activity type (data analysis, grant or manuscript writing, clinician involvement, summer student participation, and international research fellow appointments).The χ2 test was used for comparison between shutdown and ramp-up, with Yates correction when necessary. RESULTS: Of 105 vice chairs contacted, 46 (43.8%) responded. For 95.5%, wet, instrumentation, or core facilities research decreased to ≤50% during shutdown and for 83.3% during ramp-up (P < .0001). In addition, 89.2% and 46.5% indicated reduction to ≤25% of non-COVID-19 clinical research during shutdown and ramp-up, respectively (P < .0001). Only computational research increased to 120% during shutdown (39.5%) or ramp-up (50%) (P = .8984). For data analysis from closed laboratories, 75% and 86% showed decreased activity during shutdown and ramp-up, respectively (P = .28). Increased grant writing during shutdown and ramp-up was reported by 45.5% and 23.3% (P = .093). For 52.3% and 23.3%, manuscript writing and submission increased during shutdown and ramp-up, respectively (P < .02). Clinician research involvement trended toward relative decreases during shutdown (84.1% versus 60.5%, P = .05). There was similar drop in summer student participation (shutdown: 86.4%, ramp-up: 83.7%, P = .95) and international researcher appointment (shutdown: 85.7%, ramp-up: 86.1%; P = .96). CONCLUSION: Many radiology research activities diminished during the COVID-19 shutdown and to a lesser extent during the ramp-up. Activities that could be done remotely, such as computational analysis and grant and manuscript writing and submission, increased.

Policies and Guidelines for COVID-19 Preparedness: Experiences from the University of Washington.

The coronavirus disease 2019 (COVID-19) pandemic initially manifested in the United States in the greater Seattle area and has rapidly progressed across the nation in the past 2 months, with the United States having the highest number of cases in the world. Radiology departments play a critical role in policy and guideline development both for the department and for the institutions, specifically in planning diagnostic screening, triage, and management of patients. In addition, radiology workflows, volumes, and access must be optimized in preparation for the expected surges in the number of patients with COVID-19. In this article, the authors discuss the processes that have been implemented at the University of Washington in managing the COVID-19 pandemic as well in preparing for patient surges, which may provide important guidance for other radiology departments who are in the early stages of preparation and management.

Special Report of the RSNA COVID-19 Task Force: Crisis Leadership of Major Health System Radiology Departments during COVID-19.

Severe acute respiratory syndrome coronavirus 2 has spread across the world since December 2019, infecting 100 million and killing millions. The impact on health care institutions during the coronavirus disease 2019 pandemic has been considerable, with exhaustion of institutional and personal protective equipment resources during local outbreaks and crushing financial consequences for many institutions. Establishing adaptive principles of leadership is necessary during crises, fostering quick decision-making and workflow modifications, while a rapid review of data must determine necessary course corrections. This report describes concepts of crisis leadership teams that can help maximize their effectiveness during the current and future pandemics.

Pulmonary COVID-19: Multimodality Imaging Examples.

The full digital presentation is available online.

Special Report of the RSNA COVID-19 Task Force: The Short- and Long-term Financial Impact of the COVID-19 Pandemic on Private Radiology Practices.

The coronavirus disease 2019 (COVID-19) pandemic resulted in widespread disruption to the global economy, including demand for imaging services. The resulting reduction in demand for imaging services had an abrupt and substantial impact on private radiology practices, which are heavily dependent on examination volumes for practice revenues. The goal of this report is to describe the specific experiences of radiologists working in various types of private radiology practices during the initial peak of the COVID-19 pandemic. Herein, the authors describe factors determining the impact of the pandemic on private practices, the challenges these practices faced, the cost levers leaders adjusted, and the government subsidies sought. In addition, the authors describe adjustments practices are making to their mid- and long-term strategic plans to pivot for long-term success while managing the COVID-19 pandemic. Private practices have crafted tiered strategies to respond to the impact of the pandemic by pulling various cost levers to adjust service availability, staffing, compensation, benefits, time off, and expense reductions. In addition, they have sought additional revenues, within the boundaries of their practice, to mitigate ongoing financial losses. The longer term impact of the pandemic will alter existing practices, making some of them more likely than others to succeed in the years ahead. This report synthesizes the collective experience of private-practice radiologists shared with members of the Radiological Society of North America COVID-19 Task Force, including discussions with colleagues and leaders of private-practice radiology groups from across the United States.