Akhter Maheen F, Keane Charles A, Sarac Benjamin A, Moore Amy M, Sacks Justin M, Rubin J Peter, Janis Jeffrey E
Central Michigan University College of Medicine, Saginaw, Mich.
The Ohio State University Wexner Medical Center, Department of Plastic and Reconstructive Surgery, Columbus, Ohio.
Plast Reconstr Surg Glob Open. 2022 Dec 20;10(12):e4700. doi: 10.1097/GOX.0000000000004700. eCollection 2022 Dec.
In 2009, the Association of Academic Chairmen of Plastic Surgery, now known as the American Council of Academic Plastic Surgeons (ACAPS), published a white paper endorsing the conversion of plastic surgery divisions into autonomous departments, motioning for other national organizations to follow suit. ACAPS' rationale outlined 11 factors intended to promote the favorability of attaining departmental status within an institution. Through surveying division chiefs turned founding department chairs who successfully executed this transition, we evaluate the practicality and efficacy of these guidelines. A survey was distributed to founding chairs of plastic surgery departments that were established after ACAPS' 2009 white paper. Information pertaining to institutions' demographic information and respondents' utilization of the principles and suggestions espoused in the white paper was obtained. The survey achieved an 86% response rate. The average time needed for the transition was 22 ± 12 months. Four of seven chairs were familiar with the 2009 ACAPS white paper. Garnering support from hospital administrators and institutional stakeholders, having fiscal profitability within the institution, and coordinating an integrated plastic surgery training program were ranked as the top three most important factors, respectively. This study assesses ACAPS' recommendations on transitioning from a division to a department on the basis of perceived utility by academic leaders who recently navigated the process. The most frequently cited factors for a successful transition included rallying support from institutional stakeholders and ensuring profitability. Additionally, aligning the timing with a concurrent transition of leadership can expedite the process.
2009年，当时名为美国学术整形外科主席协会（现称为美国学术整形外科理事会，即ACAPS）发表了一篇白皮书，支持将整形外科部门转变为独立科室，并呼吁其他全国性组织效仿。ACAPS的理由概述了11个因素，旨在提高在机构内获得科室地位的有利性。通过对成功完成这一转变的从科室主任转变而来的创始科室主任进行调查，我们评估了这些指导方针的实用性和有效性。向在ACAPS 2009年白皮书发布后成立的整形外科科室的创始主任发放了一份调查问卷。获取了与机构人口统计信息以及受访者对白皮书中所支持的原则和建议的运用情况相关的信息。该调查的回复率为86%。转变所需的平均时间为22±12个月。七位主任中有四位熟悉2009年ACAPS白皮书。获得医院管理人员和机构利益相关者的支持、在机构内实现财务盈利以及协调一个综合的整形外科培训项目分别被列为最重要的三大因素。本研究根据最近经历了这一过程的学术带头人所感知的效用，评估了ACAPS关于从科室向科室转变的建议。成功转变最常被提及的因素包括获得机构利益相关者的支持和确保盈利。此外，使时间安排与领导层的同步转变相一致可以加快这一进程。
