Ogilvie warns Australia to heed UK university demise

Is there a dean in the house? A worsening physician shortage, coupled with academic medicine's growing complexity, can create big headaches for med schools looking to fill open deanships, 2019

What are the words you least want to hear from your doctor? The answer might depend on who you are. If you’re a typical patient, the possibilities might include “Hmmm. I’ve never seen that before,” “Now that I have my license back, I can do the procedure immediately” or “Well, I reattached it — but I can’t guarantee it’ll work.” If, however, you’re a university president and the doctor is the dean of your medical school, another heart-stopping utterance might top the list: " I'm leaving..." For many campus CEOs, the prospect of having to recruit a medical dean has all the appeal of passing a basketball-sized kidney stone. The competition for top-notch talent is fierce — so much so that searches can drag on for months, even years. Frequently, a university will complete the arduous selection process, only to receive word that The Chosen One has accepted an offer from another institution — or, worse yet, a rival institution. Enclosed please find a recent research piece that outlines some of the challenges facing the academic medicine/health sciences community in recruiting and retaining of the crucial and often elusive role of Dean....

Academic Medicine, 2014

Military Medicine

just passed its 45 th anniversary, opening in 1972. A goal of the medical school, like those nationally, is the production of high-quality physicians. The purpose of this study is to describe the practice characteristics of our USU graduates and to compare data with the national cohort of U.S. MD graduates. Materials and Methods: To accomplish this, we performed a retrospective analysis of U.S. graduates (1980-2009). We used the American Medical Association Physician Masterfile to describe our graduates' current practice profile and compare them with the national cohort. In order to ascertain if USU is meeting our goal to provide high-quality physicians, we also compare our findings with national allopathic school data to norm-reference our results. Results: Our findings indicate that USU graduates contribute to both primary care and specialty care and they practice in all 50 states. USU graduates continue to serve their nation after their obligation is complete, with 64% continuing to practice in federal hospitals and agencies. USU graduates also have a higher board certification rate (90%) than the national cohort (88%). Conclusion: Following our 45 th anniversary, we provide continuing evidence that USU is keeping its contract with society. We provide evidence that USU continues to meet its obligation to the nation's health care needs by producing highquality physicians who serve the country in multiple ways after their military obligation is complete, thus extending the definition of staying power. Our study is not without limitations. First, we could not precisely define the cohort to exclude graduates who still had service obligations. Second, the AMA Physician Masterfile had some missing data fields, so nonresponse or misclassification bias is possible in our results. Study strengths include the long period of time and large number of graduates in each cohort.

Pioneer Institute for Public Policy Research, 2019

On May 9, 2017, at a much anticipated UMass-Boston Town Hall Forum held in the midst of campus-wide consternation over announced budget cuts, Kathleen Kirleis, UMass-Boston's newly appointed vice chancellor for administration and finance and UMass associate chancellor, made a detailed presentation to explain "the $30 million deficit we've all heard about in the newspaper." Her presentation consisted of a series of slides stating that UMass Boston needed to make $25.8 million in reductions to meet its FY2017 budget and was facing a projected FY2018 deficit of $29.1 million. 18 Other parts of the presentation detailed a series of planned steep budget cuts on the campus to address these shortfalls. Vice Chancellor Kirleis presented a slide at the forum

Academic Medicine, 2006

The medical care system in the United States is in crisis. Health care costs are escalating and threatening coverage for millions of people. Concerns about the quality of care and patient safety are heightening; patients and payers now publicly share these concerns and want to make providers more accountable. Traditionally, the response to rising health care costs has been to modify reimbursement models and incentives. Currently there is a movement to shift the responsibility of cost containment to the patients. The authors express doubts about the overall effectiveness of this strategy and propose reengineering the health care system to improve quality and efficiency.

2005

Contemporary Topics in Graduate Medical Education - Volume 2 [Working Title], 2021

The recent restructuring of the healthcare reimbursement system has led to financial pressure on all aspects of healthcare delivery. Naturally, this financial pressure will also trickle down to graduate medical education, resulting in mergers of residency programs. Historical examples of residency mergers will be presented and discussed in this chapter. Guidelines for merging residencies will be suggested for those programs undertaking this difficult process. These guidelines will address aspects of organization and leadership, educational philosophies and environment, program goals, culture, interpersonal relationships, communication, day-to-day operations, and finances. Special considerations for program mergers will also be discussed, including cultural differences, medical students, and surgical programs. The chapter concludes with a discussion on the relevancy of this information and important key concepts.

American Journal of Pharmaceutical Education, 2013

Objective. To use the capacity ratio to determine solvency in 10 advanced pharmacy practice experiences (APPEs) offered by a college of pharmacy. Methods. Availability in each APPE was determined based on preceptor responses, and student need was tabulated from 3 preference forms. Capacity ratios were calculated by dividing preceptor availability by the sum of student requests plus 20% of student requests; ratios $ 1 indicated solvency. For the 3 required APPEs, minimum capacity ratios were calculated by dividing availability by the sum of student number plus 20% of the student number. When possible, the capacity ratio for the APPE was calculated by geographic zone. Results. The 3 required APPEs had statewide minimum capacity ratios that were consistent with solvency: advanced community (2.8), advanced institutional (1.6), and ambulatory care (2.5). Only 3 of 7 elective APPEs demonstrated solvency. The elective APPEs for which requests exceeded availability were association management (0.8), emergency medicine (0.8), cardiology (0.6), and human immunodeficiency virus (HIV) ambulatory care clinic (0.4). Analysis by zone revealed additional insolvent practice experiences in some locations. Conclusions. The capacity ratio allowed for assessment of 10 APPEs and identification of practice experience areas that need expansion. While the capacity ratio is a proposed standardized assessment, it does have some limitations, such as an inability to account for practice experience quality, scheduling conflicts, and geographic zone issues.

The American Journal of Pharmaceutical Education, 2015

Academic Medicine, 2018

Significant attention is currently focused on graduate medical education (GME) financing in the United States. Despite representing just 0.55% of the annual health care expenditure, 1 the investment of over $15 billion annually from federal and state entities, including $9.7 billion from Medicare, 2 is significant. Key stakeholders in GME, including state and federal policy makers, perceive a lack of accountability and transparency for GME funding and express concern that the GME system has not kept pace with changing societal needs. 3-10 Given its sizable investment, the public's interest in GME funding is justified.