Robert I. Grossman
Chairman
I recently attended a meeting in Washington, D.C. of the Council of the National Institute of Biomedical Imaging and Bioengineering (NIBIB) of the NIH (of which I am a member) and was apprised of difficulties in research funding secondary to governmental monetary constraints. Investigators are facing significantly greater hurdles in gaining research support with the curtailment in growth of the NIH budget. This has implications for academic medicine and medical centers. Previously, doubling of the NIH budget propelled academic medical centers’ investment in research; this largesse has ended, and funding is now in a no-growth phase. Institutions which expanded during the time of plenty, by building laboratories and recruiting faculty, anticipated recovering their investment through increased indirect costs, but currently face the distressing prospect of revenue shortfalls. When coupled with the Deficit Reduction Act of 2005, which will decrease governmental payment for imaging and other studies, these adverse circumstances limit enthusiasm for large-scale expenditure precisely at a time of unprecedented discovery and scientific excitement which promise impressive returns in advancing the quality of life and health of our population. What should a radiology department do to resolve this dilemma?
Our strategy is centered on the belief that sustained growth requires a transparent process, which includes education of the entire department regarding the exact nature of the problems we face and the path we have chosen to progress and thrive. One approach we are pursuing is continuing our investment in information technology (I.T.). Radiology I.T., featured in this issue of Radiata, enables, among a myriad of other advantages, increased efficiency and improved delivery of imaging services. The robust data available facilitates intelligent decisions regarding resource allocation and investment. Workflow issues can be analyzed and solutions implemented in a timely fashion. The impact of such determinations can be readily assessed, and their appropriateness evaluated.
Another aspect of our growth agenda necessitates identifying and creating new business opportunities. Sustaining our practice in the face of declining revenue requires that we not only expand the existing business, but also enlarge the definition of what is typically considered a business. Felix Okhiria (NYU Radiology Business Manager profiled in this issue of Radiata) has worked with Andrew Litt, M.D., our Vice Chair for Financial Affairs, to find additional revenue streams to mitigate the impact of these issues. Bernard Birnbaum, M.D., Vice Chair for Clinical Affairs and Operations, coordinates the integration and implementation of these new opportunities. Alec Megibow, M.D., M.P.H., F.A.C.R., directs the central portion of our faculty practice. Increasing our efficiency and creating new business, while keeping our expenses from rising significantly, requires prioritization of departmental resources and extraordinary commitment and effort from all of our members.
Although the news from the NIH today is somewhat discouraging, we are buoyed by the outstanding science and creativity spawned by our department. We have been successful in the face of the highly competitive process of obtaining funding. Vivian Lee, Ph.D., M.D., Vice Chair for Research, is charged with directing our research endeavors and ensuring an environment supportive of research. The scientific articles in Radiata attest to the vitality of our program.
One fundamental value we share, regardless of austerity, is the desire to care for the underserved. Our department provides services to both Bellevue Hospital and Gouverneur Hospital. Nancy Genieser, M.D., Vice Chair and Director of Bellevue Radiology, is responsible for directing radiology at these institutions. A basic tenet of our department is the delivery of one class of service and expertise to every patient throughout our enterprise, and we are proud of our commitment to these hospitals.
Eductation is a core mission of our department, critical to the long-term health of the field of radiology, and our intention, by developing an unequaled educational portfolio, is to sustain the vigor of our specialty. We are moving ahead on all fronts — medical student, resident, fellow, and postgraduate medical education. Under the leadership of Georgeann McGuinness, M.D., Vice Chair for Education, we have developed a radiology curriculum for the twentyfirst century, a mentoring program for faculty and residents, and a robust CME program. And, for the first time at NYU School of Medicine, radiology training is being incorporated as a required element in the medical student curriculum.
Rather than retrench, we view the issues that confront academics as opportunities for improvement and advancement. Yes, there are many challenges, but by understanding the concerns, acknowledging our mission, and articulating goals and responsibilities, the entire department becomes engaged in the effort and, indeed, we are reaching new heights of success. We continue to attract wonderful faculty as well as outstanding residents and to produce exceptional clinical, research, and educational products. I would like to express my gratitude to the department for its hard work and commitment to quality. This is another great year for NYU Radiology and I am so proud of all of our family. By any metric we are exceptional!
Finally, I would like to extend my appreciation to those individuals who contributed to this edition of Radiata, and to the editor, Dr. McGuinness, who envisioned the content, composition, and appearance of the magazine, and assembled the words, art, and images, and under whose editorial oversight this tribute to our department was created.