As the healthcare market evolves, affiliations continue to be negotiated and renegotiated. New configurations of the healthcare system, market competition, new medical schools, extensions of the clinical campus and national economic priorities will have an impact on the landscape of academic affiliations. Organizations that have taken the time to design and adopt thoughtful membership frameworks will be well positioned to act together in a coordinated and mutually beneficial way to pursue new opportunities. Agile partnerships will bring strategic benefits to both parties and create measurable value. A guest student`s host institution may require a membership agreement with Baylor. Baylor currently has active partnership agreements with the following origin institutions: our goal is to eliminate the unnecessary time and resources currently spent negotiating (and renegotiating) agreements, if a standard and predictable approach is sufficient. The AAMC Uniform Clinical Training Affiliation Agreement is a simple and unique agreement that can be found on the AAMC website. Although specific responsibilities vary, the Membership Committee should conduct joint strategic planning and faculty recruitment efforts, prioritise increased opportunities for investment or programme development, and ensure that an appropriate sub-committee or task force structure is in place to monitor important operating areas relevant to the partnership (e.g. B finance and operations). In addition, the Committee may need to bridge cultural gaps between universities and health systems, guide important change initiatives, and ensure that the needs and priorities of each organization are taken into account in a decision-making process that steers entities in a coherent direction.

As a community medical school, we are highly dependent on a number of clinical sites for the training of medical students at the local and national levels. The relationship between the school and the sites must be defined by a formal agreement that guides each clinical site, both in general and specific rules related to medical training. Many of these standards refer to the accreditation requirements of the Liaison Committee on Medical Education (LCME). Membership agreements should be designed to promote strategic and financial direction between organizations across mission areas, while recognizing that both individual and reciprocal objectives will develop over time. A well-functioning affiliate committee, made up of leaders from each organization, is essential to deal with these changes. b. Includes funding for clinical operations, medical direction, medical training and other academic aids. Source: University HealthCare Consortium, 2013 survey of 55 participants.

Universities and health systems should also take steps to ensure that appropriate common administrative structures are in place to coordinate day-to-day operations between institutions. One strategy is to develop leadership positions with matrixed relationships, both with the health system, and with the university or the Health Sciences Centre, for example. B senior medical staff, who occupy dual roles at the health sciences centre (e.g. B Vice-Chancellor for Clinical Affairs) and in the health system (e.g. B Executive Vice-President of Medical Affairs). Similarly, in the case of functionally integrated CMA, it is common for academic department heads to at the same time serve as the head of their respective departments in the hospital or health system. . . .