ISSUES FACING THE CAP/PATHOLOGY

  • PANDEMIC ISSUES

  • CHANGING PAYMENT MODELS FOR PATHOLOGY SERVICES

  • DECLINING REIMBURSEMENTS

  • INCREASING COMPETITION FOR PROFICIENCY TESTING AND ACCREDITATION PROGRAMS

  • NEW TECHNOLOGY (DIGITAL PATHOLOGY, IN VIVO MICROSCOPY, ARTIFICIAL INTELLIGENCE, ETC)

  • DIVERSITY

  • DECLINING MEMBERSHIP

  • ATTRACTIVENESS OF PATHOLOGY TO MEDICAL STUDENTS “THE PIPELINE”

  • CONTINUE TO IMPROVE WEBSITE AND DEVELOP A MEMBER/CUSTOMER APP

  • LOCAL COVERAGE DETERMINATIONS (LCD)/LAB BENEFIT MANAGER PROGRAMS

  • THREAT OF CLIA BEING REOPENED BY CONGRESS


WHAT I WANT TO ACCOMPLISH

First and foremost, I want the CAP and pathology to be in a stronger position when I leave than it was before I was elected (if elected).

The COVID pandemic has created a number of threats and opportunities for the CAP. Challenges include: CAP’20 was all virtual, lab inspections have been significantly delayed resulting in a backlog, proficiency testing to other countries has faced customs issues, committee and council meetings have been virtual, and business travel for sales team has been severely affected. Opportunities include: the CAP website responded quickly with COVID information and updates for members and the public, ZOOM changed the way we do distributed meetings, virtual annual meetings opened new opportunities to further our reach, and decreased costs from new ways of doing business. We have no choice but to consider this horrible pandemic as an opportunity to consider new ways to reach members, customers and the public.

Pathology is under attack from payors, both private and governmental. There is a continuing push for cost sharing, utilization review and/or decreasing reimbursement. The Washington office and Council on Government and Professional Affairs does an excellent job working on behalf of all pathologists and patients. We need to ensure that we continue to grow our advocacy so that payors and the public get better awareness of the value we provide to patients and clinicians through our involvement in the clinical laboratory and pathology. We have got to tell our story.

Pathology has been on the cutting edge of medical practice since the development of proficiency testing and accreditation standards. As the revenue driver of the CAP, our Laboratory Improvement Program with Accreditation and Proficiency Testing is the reason the CAP can do all it does for pathologists, laboratory medicine and patients. We must continue to evaluate our offerings, competitors and the market to provide innovative solutions that will drive differentiation and a sustainable competitive advantage.

New technology will be incorporated into pathology practice whether we like it or not. Digital pathology has seen a spike in use with the pandemic. There are already a number of companies working on using machine learning in reading digital slides. The CAP must be a driving force in the regulation of artificial intelligence/machine learning as it pertains to pathology. Technology will only improve; and we must ensure that it is a tool used by pathologists not to replace pathologists.

Membership in the CAP has been slowly declining over the years. This is a significant threat to our business model. We need to understand the underlying causes through appropriate member segmentation and develop programs and products that will push pathologists to choose the CAP over other pathology societies. The CAP must continue maximizing opportunities for member engagement and pursue diversity with appointments. The new Diversity, Equity and Inclusion Committee is only the beginning. There needs to be a “pipeline” plan to ensure the best and the brightest medical students go into pathology residencies. We must continue to improve the website and develop an app for members to create value. Imagine “just in time” information relating to pathology through videos, podcasts, chats, etc.

Regulations from CLIA have helped the CAP and pathologists succeed in the current environment. But what if the rules change? The CAP’s performance is optimized based on certain regulations and market conditions. If the game changes, are we still able to respond quickly to the new environment or will inertia win out. No matter what we may hope for, the only sure thing in this world is change. The CAP must be more nimble to take advantage of opportunities and minimize threats by increasing customer value and driving down costs.

I want to use my experience to represent the profession to make sure that the CAP is responsive to members, financially sound and preparing for the future.