ANNUAL SCIENTIFIC MEETING EDITION
MONDAY 10.24.2022
MEETING NEWS Your information source for daily convention events
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Connect with the global GI community on social media.
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NEW MASTERS HONORED
Six members earn the distinction of MACG.
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Interview with Incoming ACG President
DANIEL J. PAMBIANCO, MD, FACG On Monday evening October 24, 2022 at the ACG Business Meeting, Daniel J. Pambianco, MD, FACG, will become the next President of the ACG. We asked Dr. Pambianco to share with us some of his ideas and aspirations for the coming year. One of the hallmarks of the American College of Gastroenterology is to make sure there is representation of private practice clinicians throughout all aspects of the organization, including the Board of Trustees. As a private practitioner in Charlottesville, VA, what led you to make the College your professional home? I gave my first presentation as a UVa fellow at an ACG meeting in Dallas and was impressed by depth and breadth of its iconic members and the organization. When I transitioned from academics, it became apparent that the ACG was a clinically focused association promoting clinically relevant education and research to advance patient care that I felt I could contribute despite being in private practice. Since my initial committee appointment, the College has been a vibrant and progressive home for professional growth and opportunity through unparalleled mission-driven collegiality. As you prepare to assume the Presidency of the American College of Gastroenterology, do you have specific goals in mind for this year that you would like to share with the membership? My overarching goal is to facilitate and highlight the brilliant creative minds and leadership that exist in the administration of the College organizationally and academically. I would also hope to bring a greater focus on achieving and maintaining high performance private practice as a continued vocation in these challenging times. The landscape for private practitioners to remain independent is increasingly fraught and everchanging with the necessity for business acumen and work-life balance to mention a few areas where the College is working vehemently.
We have all seen that the country, GI practices and the College continue to navigate COVID variants while working to support organized medicine and clinical GI and our collective patients. How have your goals for this year been impacted both for the College and even your own practice? Foremost, it must be noted that the pandemic presented formidable challenges for the College staff and previous presidents in continuing the paramount educational programing and developing novel COVID education to our members, but these efforts were highly successful! We need to celebrate the incredible leadership the College brought to providing clinicians with continuing education allowing effective and safe care to our patients with the utmost urgent and rapid information. Having made that acknowledgement, while hopefully the pandemic is winding down, there are ongoing challenges that continue to impact conducting meetings as hybrids of on-site and remote learning, and there remains a need for vigilance for resurgence. My goals for the College will be to continue to monitor our live meetings based on current CDC and state guidelines for vaccination and masking. In my practice protective personal equipment and patient and staff symptom screening is a mainstay. Medical practice structures across medicine and GI in particular have been changing profoundly in recent years. Introduction of venture funding, mega groups, increased use of hospitalists and employed physicians are among those changes. As someone who has spent his entire career in private practice, what do you make of these changes and what, if anything, does it mean for what the College does for its members? I believe we are in the most challenging times for the practice of medicine in general and particularly GI for the following reasons: we will be facing a critical shortage of gastroenterologists in the next 5 to 7 years between age attrition, forced retirement due to COVID, increasing U.S. population and colorectal cancer screening demands, the economic demands of increased non-reimbursable cost of practice due to COVID, increased cost of Continue on page 4
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