In a talk at the American Academy of Ophthalmology (AAO) Annual Meeting, James Madara, MD, CEO of the American Medical Association, discussed 3 areas of eye care that needed innovation to effectively bring care into the 21st century.

In a symposium at 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), delivered a talk in an effort to reflect to the future of medicine. Madara highlighted 3 areas where medicine can advance in the mid-21st century using the WADA Strategic Framework as its backbone and highlighted the innovations currently being implemented to help move these areas forward.

The 3 areas that Madara highlighted are what he called “pre-competitive needs”. “What I mean by that are needs that, if they’re not met, there’s not going to be a health system that’s going to work very well, no matter what turns out in the middle of the century,” Madara said. “Finding and filling these pre-competitive needs requires innovation.

Madara highlighted the vision of the AMA components, which includes the House of Delegates, membership, practice/business tools, research and education, and advocacy. He identified practical/business tools, research and education, and advocacy as AMA’s innovation ecosystem. AMA’s research and education area has 3 strategic arcs that make up AMA’s strategic framework: Chronic Disease, Professional Development, and Removing Barriers to Physician Interaction. There are also 3 accelerators that straddle the 3 arcs of innovation, equity and advocacy.

The AMA’s strategic framework was designed in 2011 after leaders were able to sort future projects based on their feasibility and desirability.

The chronic disease arc aims to lead the charge to address public health crises and also eliminate health inequities. The professional development arc aims to drive the future of medicine by reinventing training, education and lifelong learning and by promoting innovation to solve big problems in healthcare. The Removing Barriers arc aims to remove barriers that interfere with patient care, such as valuing the patient-doctor relationship and using technology as an asset.

“They’re pre-competitive, and chronic disease is consuming over 85% of our $4 trillion spent and growing,” Madera said. “If we don’t get chronic diseases under control, no health system will work very well.

Madera said the AMA has begun to address 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 science into a medical school. Recently, 11 sites began “reinventing residency” to provide a smoother transition from medical school to residency.

The AMA also created the AMA Education Hub, with 15 federation associations currently using the platform to deliver education, including the CDC and Stanford. Madara said that the AMA has developed a program currently in the pilot phase called “Reconnect”, which is an artificial intelligence (AI) based tool that can query electronic health records (EHRs) and create educational direction based on the reality of the doctor. life panel.

The AMA has also made progress in the chronic disease arc with tools developed for hypertension. An AI-based tool can also search for EHRs to identify hypertension control and potential therapies that can be used. Madara noted the findings that using the tool increases the percentage of patients with controlled blood pressure.

The barrier removal arc, Madara continued, was resolved with the AMA’s stimulus package for American doctors. This proposed roadmap focuses on reforming Medicare payments, fixing prior authorizations, addressing scope drift, reducing physician burnout, and supporting telehealth.

“Just this week [we had] success in California when the governor vetoed a bill that would have been bad for ophthalmology. We were happy to help that,” Madara said.

Accelerators for these arcs include innovation, where Madara said the AMA has taken action. An innovation ecosystem exists within the organization to develop environmental intelligence, low-to-moderate technology solutions for strategic arcs, and right-site problem definition. Madara also mentioned WADA’s work with MATTER, a healthcare accelerator with an interactive lab.

Health2047 is AMA’s innovation store that uses Silicon Valley technology to deliver high-tech solutions. Health2047 has so far launched 9 companies that promote the art and science of medicine while advancing the improvement of public health.

“All these undertakings relate to WADA’s strategic framework. So you can think of them as the business translation of WADA’s strategic framework,” Madara said.

Madara concluded that mid-century health care in any form would not be successful if all physicians were trained for the 20th century rather than the current century, if chronic diseases and their growing burden were not taken into account and if the doctors did not bring their patients back to them while removing the administrative obstacles.

“These are things that need to be addressed and that is why the strategic framework is viewed by us in the organization as something that addresses the needs of the mid-century health care system by focusing on the pre-competitive needs of on the one hand and focusing innovation on the right place where the question needs to be asked, and that is the doctor-patient interface,” Madara said.