During a lecture delivered at the annual meeting of the American Academy of Ophthalmology (AAO), James Madara, MD and CEO of the American Medical Association, discussed three areas in ophthalmic care that require innovation to effectively advance care into the twenty-first century.
At a symposium during the annual meeting of the American Academy of Ophthalmology in Chicago, James Madara, MD, CEO, and Executive Vice President of the American Medical Association (AMA), gave a lecture with the goal of reflecting on the future of medicine. Madara highlighted 3 areas in which medicine can advance in the mid-21st century using the AMA’s Strategic Framework as the backbone and the notable innovations currently being implemented to help move these areas forward.
The three areas that Madara highlighted are what he called “prior needs”. “What I mean by that are needs that, if not met, will have a well-functioning health system no matter what happens in the middle of the century,” Madara said. “To find and fill these prerequisites, one needs to innovate.”
Madara highlighted the constituent viewpoint of the AMA, which includes the Council of Delegates, Members, Practice/Business Tools, Research and Education, and Advocacy. He identified practice/business tools, research and education, and advocacy as the AMA’s innovation ecosystem. The AMA’s area of research and education contains three strategic arcs that make up the AMA’s strategic framework: chronic disease, professional development, and removal of obstacles to physician interaction. There are also 3 accelerators that overlap all 3 arcs of innovation, fairness and endorsement.
The AMA’s strategic framework was designed in 2011 after executives were able to sort future projects according to feasibility and desirability.
The Chronic Disease Arc aims to lead the task of addressing public health crises as well as eliminating health inequalities. The professional development arc aims to lead the future of medicine by reimagining training, education, lifelong learning and fostering innovation to address the big issues in healthcare. The obstacle removal arc aims to remove barriers that interfere with patient care, such as making the patient-physician relationship more valuable and using technology as an asset.
“This is pre-competition, and chronic disease is eating up more than 85% of the $4 trillion we spent and it is growing,” Madeira said. “If we don’t deal with chronic disease, no health system will function well.”
Madeira said the AMA is beginning to tackle the professional development arc by creating a consortium of medical schools, with 37 schools in total. These schools have created products that are widely distributed, including competency-based education and the integration of health system sciences into the medical school. Recently, 11 locations have begun to “reimagine residency” to offer a smoother transition from medical school to residency.
The AMA has also created the AMA Education Hub, with 15 associations in the federation currently using the platform to deliver education, including CDC and Stanford. Madara said the AMA has developed software currently in beta called “Reconnect,” an artificial intelligence (AI)-powered tool that can interrogate electronic health records (EHRs) and create an education trend based on physician realities. life plate.
The AMA has also made progress in the chronic disease arc using tools developed for hypertension. The AI-powered tool can also search electronic health records to identify high blood pressure control and potential treatments that could be used. Madara noted her findings that the use of the tool increases the proportion of patients with controlled blood pressure.
Madara continued that the removal of the obstacle arc was addressed through the AMA’s Recovery Scheme for American Doctors. This proposed roadmap focuses on reforming Medicare payments, reforming prior authorization, combating scope creep, reducing medical burnout, and supporting telehealth.
“Only this week [we had] Success in California with the governor vetoing a bill that would have hurt ophthalmology. “We were happy to help with that,” Madara said.
Accelerators for these brackets include innovation, with Madara saying the AMA has taken steps. An innovation ecosystem exists within the organization to develop environmental intelligence, low-to-medium technology solutions to strategic arcs, and in-situ problem definition. Madara also noted the AMA’s work with MATTER, a healthcare accelerator that includes an interactive lab.
Health2047 is an AMA innovation store that uses Silicon Valley technology to deliver deep technology solutions. Health2047 has so far launched 9 companies that promote the art and science of medicine while advancing public health.
All of these companies are connected to the AMA’s strategic framework. So, you can think of these as a commercial translation of the AMA’s strategic framework,” Madara said.
Madara concluded that mid-century healthcare would not succeed regardless of form if all physicians were trained for the twentieth century rather than the present century, if chronic disease and its increasing burden were not addressed, and if physicians did not. Returning their patients to them with the removal of any administrative obstacles.
“Those are the things that need to be addressed and that is why we look at the strategic framework from us in the organization as something that meets the needs of the mid-century healthcare system by focusing on the pre-competitive needs on the one hand and focusing innovation on the right place where it should be,” Madara said. Asking the question, this is the doctor-patient interface.