Keepers of the Academic Mission: Calling All Faculty.

IF 5.3 2区 教育学 Q1 EDUCATION, SCIENTIFIC DISCIPLINES
Vincent D Pellegrini, Stewart Babbott
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引用次数: 0

Abstract

Abstract: Academic medical centers expand their patient care mission through mergers often with nonacademic health care organizations to create more clinical revenue and a larger financial margin with the intent of cross-subsidizing the academic mission. Ironically, an unintended consequence of governance changes implicit in such mergers is the marginalization of the academic mission. Historically, the education and research missions have been effectively cross-subsidized by the medical school dean from the margin derived from the faculty clinical practice plan. Yet, in many merged entities the faculty practice is subsumed under the health system, where its margin no longer directly accrues to the school. Concurrent shifts in health system governance have removed clinical enterprise oversight from the dean and chairs, effectively assigning financial support of education and research to the health system where it competes with a strong appetite to grow the clinical enterprise. Likewise, faculty are conscripted to more clinical service rather than encouraged to engage in academic endeavors. Consequently, the vigor of the education and research missions has been compromised in academic health system mergers. This circumstance invites critical review of the fundamental concept of academic medical center mergers and their resulting unintended consequences for the academic mission and faculty well-being to inform the wisdom of continuing this trend. A unified cadre of university leaders, deans, and faculty are needed to advocate for greater reinvestment of the margin in teaching and research efforts. Concurrently, academic medicine must develop more academic physicians committed to the academic mission as leaders of health systems. Taken together, these actions can reinforce that funding the academic mission must be an obligation rather than an option for academic health systems. Nothing less than the future of academic medicine, the well-being of faculty and learners, and the health of the nation depend on it.

摘要:学术医疗中心往往通过与非学术性医疗机构合并来扩大其病人护理任务,以创造更多的临床收入和更大的财务利润,目的是交叉补贴学术任务。具有讽刺意味的是,这种合并所隐含的治理变革的一个意外后果是学术使命的边缘化。从历史上看,医学院院长从教师临床实践计划的利润中有效地交叉补贴了教育和研究任务。然而,在许多合并的实体中,教师的临床实践被归入医疗系统,其利润不再直接归学校所有。与此同时,医疗系统的管理模式也发生了变化,不再由院长和教研室主任对临床企业进行监督,实际上将教育和研究的财政支持分配给了医疗系统,而医疗系统对发展临床企业有着强烈的需求。同样,教职员工被征召从事更多的临床服务,而不是被鼓励从事学术工作。因此,在学术卫生系统合并的过程中,教育和研究任务的活力受到了损害。在这种情况下,我们需要对学术医疗中心合并的基本概念及其对学术使命和教职员工福祉造成的意外后果进行批判性审查,以了解继续保持这种趋势是否明智。大学领导、院长和教职员工需要团结一致,倡导将更多的利润重新投入到教学和研究工作中。同时,学术医学必须培养更多致力于学术使命的学术医生,使其成为医疗系统的领导者。这些行动合在一起,可以强化资助学术使命必须成为学术医疗系统的义务而非选择。学术医学的未来、教师和学生的福祉以及国家的健康都取决于此。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
Academic Medicine
Academic Medicine 医学-卫生保健
CiteScore
7.80
自引率
9.50%
发文量
982
审稿时长
3-6 weeks
期刊介绍: Academic Medicine, the official peer-reviewed journal of the Association of American Medical Colleges, acts as an international forum for exchanging ideas, information, and strategies to address the significant challenges in academic medicine. The journal covers areas such as research, education, clinical care, community collaboration, and leadership, with a commitment to serving the public interest.
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