Academic Medical Center Affiliation Agreement

As competitive pressure increases, branding and philanthropy will become an increasingly competitive source for some CMAs. Unfortunately, since these elements are often overlooked in the denères, many agreements do not adequately address the range of potential problems that associated companies might face. One such question is how to combine existing brand values (for example. B, the name of universities or health systems and visual identity) in a compelling and differentiated branding strategy representing the CMA while preserving the identity and brand value of its components. From a philanthropic perspective, organizations often face potential conflicts when they follow gifts from grateful patients who have been treated by university faculties in an institution in possession of a health care system. Membership agreements should include clear guidelines and processes to manage these decisions and ensure that efforts are coordinated and that the combined resources of AMC component units are fully exploited. Although the specific responsibilities are different, the membership committee should conduct joint strategic planning and recruitment efforts, prioritize major investment or program development opportunities, and ensure that there is an appropriate subcommittee or task force structure to monitor key service areas relevant to the partnership (e.g. B finance and operations). In addition, the Committee could be called upon to bridge cultural gaps between universities and health systems, to guide significant changes, and to ensure that the needs and priorities of each organization are taken into account in a decision-making process that places entities in a coherent direction. From a health system perspective, outflows into university enterprises account for a significant portion of the operating budget: a recent survey of 55 CMAs showed that funding for health systems for their university or affiliated medical partners represented on average 8.4% of their net patient income. (b With hundreds of millions of dollars, which have been at stake for decades of agreements, and with large affiliations that have continued to be announced in recent years (z.B.

Geisinger Health System and Geisinger Commonwealth School of Medicine in Pennsylvania, ProMedica and the University of Toledo in Ohio, Hacken Meridian Health and Seton Hall in New Jersey , RWJBarnabas Health and Rutgers University in New Jersey and Banner) that organizations critically evaluate their membership agreements and related funding agreements to ensure that they are well positioned to advance their partnership goals.