Appendix B

Workshop Agendas

APRIL 7 SCENARIO PLANNING SESSION

6:00 pm ET

Welcome by Forum Co-Chairs

• Patrick DeLeon, Uniformed Services University of the Health Sciences and
• Zohray Talib, California University of Science and Medicine
• Charles Thomas, Vice President, Strategic Planning, Accreditation Council for Graduate Medical Education (ACGME)
• Describe the night’s event
• Take questions

6:15–7:45 pm

Breakout Group

Each group is being asked to develop an organization that will open in roughly 5 years. This allows you to assume that many of the operating conditions are similar to today, but not exactly the same.

Each group will be given a different set of insights about the future of health care (drawn from ACGME’s scenario planning) that must be considered as irrevocable conditions of your organization.

Here is the scenario in which the insights reside:

You are living in 2026. It is early September and the weather in Washington is at its late summer best. Much of society has remained reasonably steady state in the last 5 years, but significant things have changed, as well (a list of critical changes for each breakout will be provided). The economy is actually in good shape nationally, and, that, plus some tax reform, has produced solid revenues for the government. Despite that, deficits and debt remain notoriously high. While the national economy is good and growing, there remain geographic and socio-economic spots of frustratingly high unemployment and societal disaffection. Politics remains highly divisive, with back-and-forth power sharing, and it can be very hard to pass legislation. The pandemic of 2020 is in a state of being “actively managed.” Vaccines work well but need constant updating and boosters. The vaccines, however, cannot do the job alone and still need a population willing to take some personal precautions—principally concerning indoor crowds. The result, as one might expect, is severe, typically localized (but certainly not always) outbreaks.

As a result of the 2020–2021 pandemic experience (and ongoing challenges), health professions education (administrators, educators, and accreditors) and the federal and state governments realized there is a need for a national coordinating body. In conjunction with work being organized by the Federal Task Force leader, you are being asked to design the optimum organization that will fulfill the following missions:

1. Function as a networking organization that can be mobilized during times of need and crisis for sharing information/solutions and broadcasting messages relevant to all within health professions education.
2. During non-crisis times, the organization can be used to deal with ongoing challenges faced in education by all the health professions.

The challenge each breakout group faces is to invent a “organizational/business model” that achieves the two set goals (above) but also conforms to the constraints or opportunities defined by the four assumptions each group has been given. Thus, each group has a similar task, but has distinctly different operating conditions within which to develop their organization.

Each breakout group has been given four different assumptions or insights. You must consider how those insights will impact/enhance/constrain the organization you are building. It will be important not just to consider each insight in isolation, but to imagine their cross-impacts.

• The first task is for each group to assign someone to be the scribe, timekeeper, and report presenter
• Each group takes a break on its own, announced by the timekeeper
• We reconvene at 7:45 pm to share your organization’s sales pitch

BREAKOUT GROUP

6:15 pm

Process: Each breakout group will be self-managed. Please choose a scribe, timekeeper, and report presenter (it can be the facilitator or someone else).

Task: Each breakout group is to build the organization that can accomplish the two-part mission stated above.

1. Describe the organizational functions and processes
2. How is the organization funded?
3. Where does the organization “sit” (e.g., academia, nonprofit, government, etc.)?
4. What is your organization’s name?
5. Develop three strategies that you would act upon immediately that will set your organization up to perform its mission. What three things would you do now to get your organization up and running?

Sales pitch (made up of bullets 1–5):

Following the pandemic, First Lady Jill Biden, Ed.D., was put in charge of revamping HPE to address long-standing challenges in HPE (DEI, SDH, stress/burnout, aligning education and practice, etc.) that were magnified during the pandemic. Prepare a sales pitch to Dr. Biden that includes what you need to get the organization up and running this year.

SALES PITCH TO TASK FORCE

7:45 pm

Report Back

Facilitator: Charles Thomas, Vice President, Strategic Planning, ACGME

• Each breakout group presents their slides 3–7 to include:
  • Organization name, where it sits, how it’s funded and functions
  • What is needed to get the organization up and running
  • What is the pitch to Jill Biden

Each listening group should be prepared to evaluate how well the presenting group’s ideas would work in their future context (with different assumptions).

NEXT STEPS

8:25 pm

Closing by Forum Co-Chairs

8:30 pm

Adjourn

WORKSHOP ON LEARNING LESSONS IN HEALTH
PROFESSIONS EDUCATION DURING COVID: APRIL 22, 2021

11:00 am

Welcome and Framing the Workshop

Workshop Co-Chairs:

• Jody Frost, National Academies of Practice (NAP)
• Miguel Paniagua, National Board of Medical Examiners (NBME)

Reflections from Workshop Part 1:

Mary Jo Bondy, Physician Assistant Education Association

ALTERING EDUCATIONAL STRUCTURES

11:20 am

What was the impact of the COVID-19 pandemic on different aspects of HPE and how might each aspect been handled differently?

Moderator: Zohray Talib, California University of Science and Medicine

• Clinical Learning Experience/Experiential Learning
  • Pamela Jeffries, The George Washington University
• Testing (high stakes tests)
  • Senthil Kumar Rajasekaran, Wayne State University School of Medicine
• Communication (from leadership to faculty to students)
  • Carole Tucker, University of Texas Medical Branch
• Faculty Development
  • Reamer Bushardt, The George Washington University

Moderators: Jody Frost and Miguel Paniagua, Workshop Co-Chairs

Roundtable Discussion

• JaNeen Cross, Howard University
• Loretta Nunez, American Speech-Language-Hearing Association

• Dawn M. Mancuso, Association of Schools and Colleges of Optometry
• Clese Erikson, The George Washington University

EXPLORING A VALUE PROPOSITION FOR ADDRESSING LONGSTANDING CHALLENGES IN HEALTH PROFESSIONS EDUCATION

12:00 pm

What is the value proposition for competency-based, time-flexible structures, and financial arrangements?

Moderators: Jody Frost and Miguel Paniagua, Workshop Co-Chairs

• Competency-based education
  • Kimberly Lomis, American Medical Association
• Facilitating HPE: Time-flexible educational adaptations and unique financial arrangements
  • Richard Berman, University of South Florida
• A closer look at community colleges
  • Clese Erikson, The George Washington University

Expanding the Discussion:

• Toyese Oyeyemi Jr., The George Washington University (Beyond Flexner)
• Casey R. Shillam, University of Portland School of Nursing
• Melissa E. Trego, Pennsylvania College of Optometry

PREPARING NOW FOR THE FUTURE

12:40 pm

A conversation with the Former Deputy and Acting Surgeon General

Co-Discussants: Sabrina Salvant, American Occupational Therapy Association, and Suzanne Miyamoto, American Academy of Nursing

Sylvia Trent-Adams, University of North Texas Health Science Center

Next Steps: Jody Frost, NAP, and Miguel Paniagua, NBME, Workshop Co-Chairs

1:00–1:15 pm

Adjourn

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