Background: Intraoperative magnetic resonance imaging (ioMRI) has led to significant advancements in neurosurgery with improved accuracy, assessment of the extent of resection, less invasive surgical alternatives, and real-time confirmation of targeting as well delivery of therapies. The costs associated with developing ioMRI units in the surgical suite have been obstacles to the expansion of their use. More recently, the development of hybrid interventional MRI (iMRI) units has become a viable alternative. The process of designing, developing, and implementing operations for these units requires the careful integration of environmental, technical, and safety elements of both surgical and MR practices. There is a paucity of published literature providing guidance for institutions looking to develop a hybrid iMRI unit, especially with a limited footprint in the radiology department. Methods: The experience of designing, developing, and implementing an iMRI in a preexisting space for neurosurgical procedures at a single institution in light of available options and the literature is described. Results: The development of the unit was accomplished through the engagement of a multidisciplinary team of stakeholders who utilized existing guidelines and recommendations and their own professional experience to address issues including physical layout, equipment selection, operations planning, infection control, and oversight/review, among others. Conclusion: Successful creation of an iMRI program requires multidisciplinary collaboration in integrating surgical and MR practice. The authors’ aim is that the experience described in this article will serve as an example for facilities or neurosurgical departments looking to navigate the same process.

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DOE's proposed budget for fiscal 1993 is $19.4 billion, almost level with fiscal 1992's $19 billion. Of that, $5.5 billion is targeted for environmental cleanup at DOE facilities, an increase of $1.16 billion. DOE's portion of research and development related to the National Energy Strategy is $725 million, up 16% from 1992. Funding for defense activities is down 9% to $7.5 billion from $8.3 billion. According to DOE Secretary James D. Watkins, “Congressional enactment of a comprehensive and balanced legislative package is needed to implement fully the president's National Energy Strategy.” As such, there are provisions in the fiscal 1993 DOE budget for advanced energy technology R&D to reduce energy consumption, increase fuel flexibility, and improve U.S. competitiveness in world markets.

JGR‐Space Physics editor Christoph K. Goertz, two other professors, a student, and an administrator were killed and an administration staff member was critically wounded in a tragic shooting spree at the University of Iowa on November 1.Victims Goertz, Dwight R. Nicholson, Linhua Shan, and Robert A. Smith were all AGU members. Goertz was currently serving as JGR‐Space Physics editor. He had served as associate editor of Journal of Geophysical Research from 1979–1983, and associate editor of Geophysical Research Letters from 1982–1988. He joined the SPR‐Magnetospheric Physics section of AGU in 1976.

On March 4 at AGU headquarters, the Real Estate Committee reviewed plans for the construction of a new headquarters building, which is to be completed in early 1994 on the current 2000 Florida Avenue site. The committee discussed in detail the project's budget, scheduling, and design. This meeting marks the completion of the design and development phase. The project's architect, Shalom Baranes, will now begin construction drawings. Several years ago, projections of the Union's growth showed that by about 1995, the current building would be insufficient to house the staff required to serve the Union. A study was undertaken by a special committee with the help of consultants. This “Real Estate Committee,” chaired by Ned A. Ostenso, explored the advantages and disadvantages of six expansion options: to sell the current building and lease; to sell the current building and buy another; to “do nothing” to the existing building and expand by leasing; to keep the existing building and build a new, independent addition; to renovate the existing building and add a new addition; or to construct a new building at the current site.