By Institute of Medicine, Board on Health Care Services, Committee on the Roles of Academic Health Centers in the 21st Century, Linda T. Kohn
Policymakers might want to create incentives to help innovation and alter in AHCs. In reaction, AHCs might want to raise the extent of co-ordination and integration throughout their roles and the person firms that include the AHC in the event that they are to effectively adopt the categories of alterations wanted. "Academic well-being facilities" lays out a method to begin a continual and long term means of swap.
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Extra resources for Academic health centers: leading change in the 21st century
The committee relied on a variety of sources for data on the status of AHCs. Requested data were provided by the Association of Academic Health Centers, the Association of American Medical Colleges, and the American Association of Colleges of Nursing. Gerard Anderson of Johns Hopkins University, Bloomberg School of Public Health, conducted an analysis of the extent of variation among AHCs on selected dimensions of their activities in education, research, and patient care. The tables he provided to the committee during its deliberations are included in Appendix A.
AHCs also contribute to their local economies. 05 billion in a single year through the direct and indirect generation of jobs and spending in its local area (University of Cincinnati Medical Center, 2002). It is estimated that funding from extramural grants by NIH, much of which goes to AHCs, was responsible for providing more than 330,000 jobs in 1999 (Association of American Universities, 2000). Additionally, the development of biomedical campuses by private industry often occurs around AHCs, as in Baltimore and San Diego, for example.
Governance structures can vary as well. An AHC board may have oversight of the medical school but not the nursing school; it may contract with several affiliated hospitals but not own one; or there may not be an oversight board for the AHC itself, only for the individual components. AHCs will be required to make decisions at the level of the overall AHC and reallocate resources to meet explicit goals for change. Greater transparency, especially in understanding the real financial resources within the AHC and the flow of funds among schools, hospitals, practice plans, and the university, will be required throughout the AHC enterprise, however it is organized.