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Aamc Standard Affiliation Agreement

VA AFFILIATION ACCORDS (use the same agreement with or without reimbursement) Medical resident rotations are essential for the training of end-of-study medicine. According to ACGME, residents now move to more than 5,000 participating sites each year. In a 2016 survey, about half of the DIOs of AAMC member institutions indicated that negotiations on rotation agreements for residents were delaying rotations. In order to give more time to our members and other members of the medical community for education and training, the AAMC has developed a unique agreement that should be used for rotating residents. Learn more about the deal in this 3-minute video, or see the webinars below. Seven critical features are listed below and should be included in all accession agreements, either as amendments to existing agreements or as part of new final agreements. These points, regardless of organizational structure, will be relevant to all CMAs, but are best applicable in cases where the university and the health system are not integrated into the company as a whole. The structure of the practice of faculty groups (FGP) and other medical organizations employed or affiliated (as explained in more detail in this article) also has an influence. The AAMC Uniforme Clinical Training Agreement is processed by reference and implemented by a unilateral execution letter signed by the Graduate School of Medicine and the host clinical institution.

For those who have to amend or add provisions because of unique state requirements or for other reasons, the letter of execution may be amended to meet these requirements. Consistent application of the AAMC Uniforme Clinical Training Affiliation Agreement through the execution of an implementation letter by the Medical University and the Host Clinic will save time, reduce costs and standardize expectations. Universities and health systems should also take steps to ensure that there are appropriate common management structures to guide day-to-day functioning between institutions. One strategy is to develop leadership positions with matrix relationships with the health system and with the university or health centre, for example. B senior physicians, who hold two positions at the Health Sciences Centre (for example. B Vice-Chancellor for Clinical Affairs) and the Health System (e.g. B Executive Vice President for Medical Affairs). Similarly, in the context of functionally integrated AZUHCs, it is customary for scientific department heads to act simultaneously as heads of their respective departments in the hospital or health system. The aim of these dual matrix roles and relationships is to create an environment in which leaders must reconcile the interests of the two organizations with the often competing demands of their collective academic and clinical enterprises. 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).

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