Pardes H
Faculty of Medicine, Columbia University College of Physicians and Surgeons, New York, New York 10032, USA.
Acad Med. 1997 Feb;72(2):97-102. doi: 10.1097/00001888-199702000-00009.
At the 125 U.S. medical schools and their affiliated teaching hospitals, most of the nation's basic and clinical research advances are made, and these translate into topflight medical care and great reductions in health care costs (e.g., $30 billion a year for polio). But these medical schools and teaching hospitals and their capacities to provide critical education and research are threatened by escalating erosion of their infrastructure, the declining academic workforce, the diminishing of quality and access as a result of growing marketplace forces, and shrinking funds. The author provides details about the forces threatening academic medical centers (i.e., medical schools and their affiliated teaching hospitals) and then presents a variety of strategies that individual academic medical centers can carry out to more efficiently use their resources. But sufficient resources ae still needed if centers are to function as they should. What is to save them? The author indicates that centers should not overly depend on managed care, the pharmaceutical industry, or foundations to provide the necessary support, and that centers' internal strategies can go only so far. He proposes that the importance of centers and the dangers they face must be communicated convincingly to the nation's citizens, business leaders, government representatives, and purchasers of health care. The message must be repeated frequently so it will sink in, and must be given in terms that are relevant to individuals and their families. He also advises that certain types of partnerships may be helpful. But most critical is the need to persuade the government to mandate separate revenue streams for research, education, and care for the underserved. As hard as this will be to achieve, there are many allies of academic medicine, from the president to numerous legislators; the author discusses what they have said and done to help. He concludes by urging everyone in academic medicine to do their parts to make a powerful case for the value of academic medical centers to society, and affirms his belief that American society will sustain these centers.
在美国的125所医学院及其附属教学医院里,取得了美国大部分基础和临床研究进展,这些进展转化为一流的医疗服务,并大幅降低了医疗成本(例如,每年因脊髓灰质炎可节省300亿美元)。但是,这些医学院、教学医院及其提供关键教育和研究的能力正受到威胁,原因包括其基础设施不断遭到侵蚀、学术劳动力数量下降、由于市场力量增强导致质量和可及性降低,以及资金缩减。作者详细阐述了威胁学术医疗中心(即医学院及其附属教学医院)的各种力量,然后提出了各个学术医疗中心可以实施的多种策略,以便更有效地利用其资源。但是,如果这些中心要正常运作,仍然需要足够的资源。如何拯救它们呢?作者指出,这些中心不应过度依赖管理式医疗、制药行业或基金会来提供必要的支持,而且中心的内部策略作用有限。他提议,必须令人信服地向美国公民、企业领导人、政府代表和医疗保健购买者传达这些中心的重要性及其面临的危险。这个信息必须经常重复,以便深入人心,而且必须用与个人及其家庭相关的措辞来传达。他还建议某些类型的伙伴关系可能会有所帮助。但最关键的是需要说服政府强制规定为研究、教育和为弱势群体提供医疗服务设立单独的收入来源。尽管这很难实现,但学术医学有许多盟友,从总统到众多立法者;作者讨论了他们为提供帮助所说的话和所做的事。他在结论中敦促学术医学领域的每一个人都尽自己的一份力量,有力地说明学术医疗中心对社会的价值,并肯定他的信念,即美国社会将维持这些中心的运作。