The Relationship Between the University of Pittsburgh School of Medicine and the University of Pittsburgh Medical Center-A Profile in Synergy
The Relationship Between the University of Pittsburgh School of Medicine and the University of Pittsburgh Medical Center-A Profile in Synergy
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DOI：
10.1097/acm.0b013e318181d1a8
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发表时间：
2008-09-01
影响因子：
7.4
通讯作者：
Romoff, Jeffrey A.
中科院分区：
文献类型：
--
作者：
Levine, Arthur S.;Detre, Thomas P.;Romoff, Jeffrey A.
在他们的研究，教育和临床计划的协同发展中，匹兹堡大学（皮特）医学院（SOM）和匹兹堡大学医学中心（UPMC）遵循一个核心原则：对一个人有利的是对双方都有利的。合作是由UPMC的承诺，其社区使命，包括对SOM的学术和研究目标的支持的基础。UPMC的概念起源是由其在20世纪70年代与西方精神病研究所和诊所的经验所培育的。随着时间的推移，UPMC通过合并和谈判收购了其他医院，到2008年，已经成长为一家价值70亿美元的全球医疗企业。从一开始，UPMC和Pitt的高级领导人就致力于在所有关键问题上进行协作决策。在这种协调决策模式下，UPMC监督所有临床活动，包括综合医生实践计划中的活动。皮特仍然是所有学术优先事项的监护人，特别是基于学院的研究。UPMC稳定的财务成功支撑了这一模式。一系列相互关联的协议正式定义了皮特与UPMC之间的关系，包括共享董事会席位和UPMC承诺对SOM的持续财政支持。此外，这两个机构还共同将研究增长作为优先事项。这种动态的回报是皮特研究组合的稳步增长; UPMC、SOM和皮特作为一个整体的增长、知名度和地位的提高;以及UPMC临床企业的持续成功，该企业现在具有国际范围。鉴于目前美国国立卫生研究院的预算停滞不前，皮特-UPMC的经验可能对其他学术健康中心具有指导意义。
In the synergistic evolution of their research, educational, and clinical programs, the University of Pittsburgh (Pitt) School of Medicine (SOM) and the University of Pittsburgh Medical Center (UPMC) have followed one core principle: What is good for one is good for both. The collaboration is underpinned by UPMC's commitment to its community mission, including support for the academic and research objectives of the SOM. UPMC's conceptual origin was fostered by its experience with Western Psychiatric Institute and Clinic in the 1970s. Over time, UPMC acquired other hospitals through merger and negotiation and, by 2008, had grown into a $7 billion global health enterprise. From the outset, the senior leaders of both UPMC and Pitt committed to collaborative decision making on all key issues. Under this coordinated decision-making model, UPMC oversees all clinical activity, including that from a consolidated physicians' practice plan. Pitt remains the guardian of all academic priorities, particularly faculty-based research. UPMC's steady financial success underpins the model. A series of interrelated agreements formally defines the relationship between Pitt an UPMC, including shared board seats and UPMC's committed ongoing financial support of the SOM. In addition, the two institutions have jointly made research growth a priority. The payoff from this dynamic has been a steadily growing Pitt research portfolio; enhanced growth, visibility, and stature for UPMC, the SOM, and Pitt as a whole; and the sustained success of UPMC's clinical enterprise, which now has an international scope. Given the current stagnation in the National Institutes of Health budget, the Pitt-UPMC experience may be instructive to other academic health centers.