When members commit to a resolution, it holds leadership accountable for outcomes — and ensures that strategic goals and day-to-day operations line up.
FROM THE CHAIR OF THE BOARD OF CHANCELLORS
Alan H. Matsumoto, MD, MA, FACR
Timothy L. Swan, MD, FACR, ACR President, Guest Columnist
In the fast-paced, ever-changing landscapes of medicine and radiology, ACR’s past and future successes have been and will be defined by the strength of its policies. These policies shape not just internal culture but also external perceptions, helping ACR remain competitive, compliant and able to pivot quickly in changing times.
ACR is a membership-driven organization. Our members, through ACR chapters and ultimately the College’s Annual Meeting, drive policy through the creation of clear, actionable resolutions that inform the Board of Chancellors (BOC) strategies and tactics to bring those policies to fruition.
Resolutions are commitments or declarations made by the membership, typically reflecting a collective decision about the future direction of ACR. A thoughtful resolution ensures alignment between ACR’s strategic goals and its day-to-day operations. Good resolutions are proactive and strategic and provide a long-term view for the College and its membership rather than being reactive to external conditions.
For example, to prevent further erosion of reimbursement for radiology services by CMS and third-party payers, a resolution was amended and renewed in 2018 establishing policy under which ACR “will oppose onerous commercial, Medicare and Medicaid bundling edits and shall take whatever measures are necessary to delay or prevent their implementation.” The key is that good resolutions provide a clear, focused commitment that guides the creation of meaningful, actionable activities.
Resolutions are commitments or declarations made by the membership, typically reflecting a collective decision about the future direction of ACR.
Resolutions also establish a framework for accountability. When the membership commits to a resolution, it implicitly holds leadership and staff accountable for the outcomes. These outcomes can be tracked, measured and reviewed. A well-crafted policy will result in clear metrics and benchmarks for measuring success. Good policy also creates a culture of transparency and continuous improvement, as ACR staff understand what is expected of them and are motivated to actively contribute to the organization’s goals.
When you believe ACR needs to consider a new policy, first do some research to determine whether your idea has already been addressed. The Digest of Council Actions (available as an online policy finder) contains all active policies enacted over the last 10 years. ACR staff is also available to assist you — and you are encouraged to make use of their knowledge. If your research determines no prior policy addresses your idea, it’s time to write your resolution.
An online template outlines all components required in a resolution. Resolutions take the form of statements (“whereas” clauses) that explain why the resolution is necessary. The resolution statement then follows the “whereas” clauses and is the concluding statement of policy or action. When adopted by the Council, the “whereas” statements are removed and only the resolution statement is presented in the online policy finder. Because the Annual Meeting is a condensed period of time, you are encouraged to seek help drafting the resolution from a Council Steering Committee (CSC) member and use their resolution-writing expertise to optimize the Council’s time discussing the resolution during the Annual Meeting.
After writing your resolution, engage your ACR chapter to seek support for your resolution. For submission to the Council for consideration, the crafted resolution must be sponsored by a chapter, an individual Councilor, the RFS, the YPS, the BOC or the CSC. Chapter support, while not absolutely necessary, is extremely helpful in advancing your resolution. ACR chapters can work with other chapters to generate even more support — through cosponsoring a resolution, for example — improving your resolution’s chance of success at Council.
The resolution should then be filed with ACR for action at the next Annual Meeting. The hard submission deadline is 90 days before the Annual Meeting, but you are encouraged to submit the resolution in advance of the deadline. For the upcoming 2026 Annual Meeting, the submission deadline is Feb. 2.
Between the submission deadline and the Annual Meeting, the CSC, along with ACR staff, will review the resolution to ensure it is properly formatted for Council consideration. Staff review will include legal counsel ensuring that the resolution presents no legal issue for ACR. The CSC and BOC also review the resolution during this period with an eye toward potential support.
Your resolution, along with others, will be published six weeks prior to the Annual Meeting so that members can review the resolution and be prepared for discussion at the meeting. Such action may include proposing amendments believed to improve the resolution; amendments are voted on separately before final resolution consideration by the Council.
Resolutions do not remain permanently on the books once adopted. They are reviewed at least every 10 years and are either renewed, renewed with amendment or sunset. Review and adaptation are essential to ensuring that policies remain effective and aligned with the evolving needs of the organization. A static policy can quickly become obsolete, but resolutions that prioritize ongoing improvement ensure that organizational policies stay dynamic and relevant.
The importance of crafting good resolutions cannot be overstated. Resolutions provide purpose, set a clear direction, create accountability, engage leadership and staff, and ensure that policies are both actionable and adaptable over time. When resolutions are thoughtfully crafted and aligned with ACR’s core values, they not only lead to great organizational policies but also foster a culture of excellence, transparency and continuous improvement.
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