Anne Pendo, MD, FACP, Senior Medical Director, Physician & APP Experience and Well-Being, and Utah Medical Group Ambulatory Internal Medicine; and Mary Claire Jenkins, MHA, Strategic Initiatives Manager, Physician & APP Experience and Well-Being, Intermountain Health

The transition from clinician to clinical leader often presents unexpected obstacles and can even challenge a physician or advanced practice provider (APP)’s professional identity. Additionally, few medical schools offer leadership training, and clinical leaders typically lack a clear cohort of peers to collaborate with. This presentation from Intermountain Health introduces a framework for addressing these challenges and leadership gaps for physician/APP leaders.

Upon completion of this session, participants should be able to:

• Identify opportunities to develop physician and APP leaders and increase peer collaboration.
• Design and implement a framework to support physician and APP leader development and peer collaboration.
• Personalize content and topics to meet the organization-specific needs of physician and APP leaders.

Suzan Shibla, DNP, RN, FNP-BC, Vice President, Nursing, Primary Care Service Line, and Chief Nursing Officer, Ambulatory Services, Inova

Workforce recruitment and retention strategies have become a critical challenge, especially for nurse leaders. Inova describes an innovative, multifaceted approach to nurse engagement in the ambulatory setting.

Upon completion of this session, participants should be able to:

• Identify the challenges leaders are facing in recruiting and retaining nurses into ambulatory care positions in the current healthcare climate.
• Describe the value of a multifaceted approach to addressing recruitment and retention.
• Delineate strategies they can implement in their own healthcare setting to enhance nursing recognition and engagement in ambulatory care areas.

Kathleen Dougherty, Senior Director, Clinical Operations, Primary Care Service Line; and Stephanie Andreozzi, Vice President of Operations, Primary Care Service Line, WellSpan Health

While barcode medication administration was well established in WellSpan Health’s acute care hospitals, workflows did not exist to utilize this technology in the ambulatory space. The lack of automation and standardization was contributing to vaccine/medication errors. Hear how WellSpan Health successfully developed a process that improves compliance, reduces errors, and significantly reduces clinicians’ time to administer vaccines.

Upon completion of this session, participants should be able to:

• Describe the importance of standardization of medication administration in the ambulatory practice.
• Identify the role and limitations of barcode medication administration in the ambulatory practice.
• Delineate how the use of safety reporting systems helps to identify trends in errors to support improvement work.

Nikki Nissen, RN, MSN, FACHE, Vice President, Clinical Operations, and Chief Nursing Officer; and Wendy Cort, Director, Education & Training, Novant Health Medical Group

Addressing the talent gap in clinical care, Novant Health outlines novel strategies for retaining talent and redefining care models. Hear how the organization transformed staff roles and training to bridge gaps in clinical roles, knowledge, and performance to elevate ambulatory clinical care.

Upon completion of this session, participants should be able to:

• Describe the clinical care partner function in the ambulatory setting.
• Describe a pipeline plan to move a clinical care partner to a medical assistant role.
• Describe the strategies to develop and train future medical assistants.

Greg Dadlez, MHA, Vice President, Value-Based Performance; Julie Grantz, MBA, Vice President, Performance Insights; and Sidney H. “Beau” Raymond, MD, MMM, FACP, Executive Director, Ochsner Accountable Care Network; and Chief Medical Officer, Ochsner Health Network

This presentation follows Ochsner Health Network’s uphill journey toward value. Learn how your organization can accelerate cultural change, build effective change management tools, align goals, and expand strategies to drive appropriate benchmarking and manage total cost of care.

Upon completion of this session, participants should be able to:

• Start or accelerate their organization’s shift from volume to value.
• Describe Ochsner’s multiyear change management journey.
• Describe how aligned incentives can drive outcomes.
• Leverage real-life case studies of Ochsner’s struggles and successes.

Vincent Liu, MD, MS, Regional Medical Director, Kaiser Permanente, The Permanente Medical Group

There is tremendous enthusiasm about artificial intelligence (AI) and machine learning (ML) in healthcare, yet there is little real-world evidence that their algorithms improve patient outcomes. The Permanente Medical Group will review the design of a health system program that has produced award-winning AI/ML algorithms, highlighting patient outcome improvements across clinical domains.

Upon completion of this session, participants should be able to:

• Describe the different types of AI/ML algorithms and their most promising and emerging applications for healthcare delivery.
• Identify the existing evidence that establishes the value of AI/ML algorithms for improving patient outcomes.
• Describe barriers and challenges in implementing AI/ML safely, effectively, and sustainably in health systems.

Fred Horton, MHA, Managing Principal, AMGA's High-Performing Physician Enterprise Program (HPPE); and President, AMGA Consulting; Larry Tatum, MD, Chief Executive Officer, Privia Medical Group – North Texas; and Shelley Davis, MSN, RNC, CCM, Vice President of Clinical Strategy, Lightbeam Health Solutions

This case study from a current AMGA learning collaborative presents how an independent medical group is utilizing learnings from a comprehensive assessment in order to drive key components of their annual strategic planning process. Hear how the leadership team of Privia Medical Group – North Texas is adopting strategic recommendations that emerged from the group’s participation in an AMGA-facilitated program. Data points from the comprehensive assessment will be presented and discussed. 

Upon completion of this session, participants should be able to:

• List domains of medical group performance and describe the relevance of each domain.
• Articulate performance indicators for leadership, governance, and culture within a medical group setting.
• Describe strategic recommendations that an AMGA member group is adopting to survive and thrive during uncertain times.

Glenn A. Loomis, MD, MS, FAAFP, President, KMG Medical Group MO, PC

Virtual-first care (V1C) organizations and augmented intelligence (AI) are potential existential threats to large health systems and medical groups, which have blind spots regarding competition in the current environment. V1C has inherent advantages and disadvantages, and AI is V1C’s superpower. KMG Medical Group explores how to compete or partner with V1C providers.

Upon completion of this session, participants should be able to:

• Describe the current state of virtual care.
• Define the advantages and disadvantages of virtual care as compared with traditional practice.
• Describe the potential impact of virtual care organizations on traditional practices.
• Identify potential points for partnership between virtual and traditional care organizations.