N. Rosson1, H. Hassoun1 1Johns Hopkins Medicine International,Department Of Surgery,Baltimore, MD, USA
Introduction:
Historically, global collaborations involving US academic medical centers (AMCs) focused on specific diseases and public health issues in less developed countries. Recently, rapid privatization of healthcare systems, economic development, and a shift in the disease burden have led providers in emerging countries to seek partnerships with AMCs with hopes of improving care to its citizens. This new paradigm is termed Global Collaborative Healthcare, and since 1999 Johns Hopkins Medicine International (JHI) has been at its forefront, facilitating global expansion of the Johns Hopkins Medicine (JHM) mission. We investigated the institutional faculty and staff resource requirements to support the JHI operating model.
Methods:
The size and scope of JHI’s engagements have increased from consulting to projects of greater complexity, such as affiliations, hospital management and joint ventures, with past engagements in over 50 countries and currently 18 active projects in 16 countries. JHI engages subject matter experts (SMEs) from the entities that comprise JHM. To facilitate and monitor the use resources, JHI develops workorders that define the terms and services provided which are retained in a JHI database. Data was extracted from this database on a query for all work completed in a 3 year period (Jan, 2013-Dec, 2015), sorted and analyzed to determine total utilization (hours and full time equivalent (FTE), professional category of staff, and clinical and non clinical departments, schools, and institutes. For purposes of this analysis, 1 FTE = 2,080 hours.
Results:
JHI utilized on average 21,940 hours annually, or 10.55 FTEs of SMEs. The majority work was performed by faculty from the School of Medicine, representing 77% percent or on average 16,894 hours annually. The remaining 23% (5,046 hours) is a combination of nursing, allied health and non-clinical staff. Clinical and allied health departments had an average annual utilization of 17,642 hours or 7.8 FTEs, while non clinical departments, schools and institutes averaged 4,298 hours or 1.9 FTEs, representing 80.4% and 19.6% respectively. Within the clinical and allied health departments, Medicine and Nursing had the highest utilization, with an annual average 5,239 hours and 2,537 respectively followed by Surgery and Research with 1,603 hours and 1,309 hours respectively. Within non clinical departments, schools, and institutes, the Armstrong Institute for Quality and Patient Safety had the highest utilization with 1,914 hours annually.
Conclusion:
The global healthcare market is massive and expanding, providing a platform for leading AMCs to enter into collaborative partnerships with healthcare organizations around the world. In evaluation of the JHI model, we found that significant human resources are required within a broad range of SMEs, and that with adequate forecasting AMCs can successfully engage in these collaborations while continuing to fulfill their core mission at home.