b'Some of these goals are addressed by forward-thinking health systems, but if this model - or a similar one - is elected by an ED group, it significantly enhances the contributions of those practices to value-based objectives (click here for more about the AUCM 18 ). In a world where the ED is often seen as a liability or a risk to succeeding in value-based models, the AUCM model is the first (and only) model that embraces the unique insights, connections, influence, and interventions that are possible from the ED. Rather than a threat, the ED becomesan accountable part of the solution and therefore, a catalyst for change.I believe the AUCM will be a key model in the near future for Medicare patients. Additionally, there is already considerableinterest from commercial health plans, hospitals, and health systems, all of which are seeking better clinical and economicalignment with key provider groups.Conclusion: In recent years, the Emergency Departments role has evolved substantially. The ED treats the acutely sick and injured, serves as a significant interface between outpatient and inpatient care, and serves as the nations health care safety net. This produces a unique vantage point, key insights, and data-driven conclusions that address many of the most vexing problems in health care.Health care leadersall of whom are experiencing tremendous challenges in todays environmentare well advised to embrace these observations, formulate new pathways, and drive transformation.In the months during and after the worst of the COVID-19 pandemic, I heard from many colleagues that even amid this unprecedented global emergency they felt a profound disconnect from their profession. This feeling had its origins before the pandemic, alienating them from their original motivation for becoming a healer. Moral injury. Burnout. Endless bureaucratic requirements. Productivity measurements. Onerous legislation with broad consequences. It all amounted to a growing sense of estrangement, a feeling that physicians no longer had control over their clinical mission, and more importantly, could no longer connect with it.COVID-19 stressed our imperfect system to its breaking point. Some of my colleagues are trying to get out of medicine, retire early, reduce their workload, or transition to other careers. While I respect these thoughts, I dont believe the answer is to disconnect further from our purpose. The answer is to meaningfully and newly engage with our purpose. Engaging in the long work of shaping the environment in which we practice, investing more in our patients journey, and advocating for meaningful change is critical. We cant do this alone, and transformation is never easy. But it may be more painful to carry the insights we have without putting those insights to work. We must engage patiently, with a deep sense of belief that what we do matters. What we know makes a difference, and we can be agents of transformation.Emergency medicines unique position in the health care world creates both a responsibility and an opportunity. The responsibility is to embrace broader accountability for our patients and for the health system that we ourselves will one day inherit. The opportunity is to recapture a fundamental connection to our healing purpose.The opportunity is here. Together, we heal The choice is ours.Together, we heal 17Together, we heal SCP HEALTHIFROM INSIGHTS TO INTERVENTIONS'