作为一种解决 expected physician shortage over the next decade in the US, a flurry of medical 学校扩张的形式是增加现有校园的入学人数, the creation of new schools of medicine (SOMs), and the development of regional 医学校区(rmc). rmc have evolved beyond simply serving as a vehicle for institutions interested in expanded enrollment and may offer strategic advantages to SOMs and health systems looking to establish or deepen a partnership. 鉴于 the competitive academic and clinical landscapes these organizations face, 医学院和卫生系统将受益于分析这个模型和确定 如果适合他们的话.

这篇博文探讨了rmc, including their characteristics and types, the rationale for SOMs and health systems to pursue such models, and the key considerations that must be explored 对RMC开发感兴趣的组织.


rmc, 历史上被称为分校, 第一次出现在二战后的美国, in conjunction with a wave of medical school expansion. This growth was driven by various factors, including:

  • Recognition that the physician workforce was inadequate for the growing population.
  • 《和记娱乐下载》推动了大学入学.
  • Growth of science stimulated by the National Institutes of Health.
  • 转向专业实践.[1]

RMC development was gradual in the decades that followed. 但从2000年代中期开始, 当时,美国医学院协会(AAMC)呼吁医学院增加第一年的入学人数,以解决美国医生短缺的问题, rmc的数量迅速增长. 今天在美国, 大约有130家皇家医学院为学生提供部分或全部的医学院课程.

医学教育联络委员会(LCME)和骨科学院认证委员会(COCA), 美国医学教育项目的两个认证机构授予MD和DO学位, 分别, 提供RMC的独特但相似的定义, 如表1所示.


定义 An instructional site that is distinct from the central/administrative campus of the medical school and at which some students spend one or more 完成课程年 A site that is geographically apart from the COM and is:
  • 永久的在自然界中
  • 提供课程的教育计划领先 到DO的程度
  • 有自己的教职员工和行政机构吗
  • 有自己的预算和 招聘机构

    认证 Included in the accreditation process for the parent institution, from 的LCME Included in the accreditation process for the parent institution, from 可口
    Total rmc个数

    The AAMC classification of rmc encompasses four models, based on medical student class years on campus and a description of the type of 教育. 图1突出显示了每个模型.


    The most popular of these models is the clinical model, with approximately 60% of rmc having adopted this approach, followed by the combined model offering all four years of instruction, representing approximately 15% of the total, including all existing osteopathic rmc.



    In response to the calls for more medical school matriculants, 许多SOMs选择在现有的校园和附近设施中扩大班级规模. 然而, 物理空间和其他能力和/或资源的限制限制了一些人的增长能力. 在这种情况下, RMC为一个机构提供了以一种高效且经济有效的方式进行扩展的能力.

    Various constraints to expansion in place notwithstanding, 许多SOMs将rmc视为为学习者开发独特体验的机会. While the traditional medical school is anchored by the AMC framework, most of the care in the US is delivered in community settings. 像这样, 许多rmc的结构是在不同的病人护理环境中专注于社区临床教育. 此外,农村和纵向项目是许多校园的重点领域. 这些方面, 再加上与小学相比班级规模更小, which may allow for a more personalized 教育al experience, are attractive to some and may serve as a notable differentiator for the SOM.

    RMC开发的另一个结果是SOM的地域存在和认可的扩大. Medical schools and teaching hospitals typically hold a high favor能力 rating[4] with the general public; expanding brand recognition across a wider region through an RMC may benefit the SOM as a whole.


    While most RMC development is driven by SOM expansion efforts, 许多医院和卫生系统已经认识到rmc所代表的机会,并探索了这一选择. 对于许多供应商组织来说, 最初对独立SOM或RMC发展的兴趣集中在确保或支持其医生劳动力. An RMC opens the door to a more closely aligned pipeline of residents/fellows, 他们中的许多人可能最终加入该组织的医生队伍,并且已经适应了卫生系统的文化和流程.

    rmc can also have a beneficial impact on a health system’s culture. 医学学生和住院医师/研究员的存在可以促进一个询问的环境, 学习, 和指导. 并行, 这强化了一个循环,对学术感兴趣的提供者被聘用和保留. 随着教育和研究参与度的增加,临床创新和改善健康结果的潜力也随之而来.

    正如前面所讨论的那样, 医学院和教学医院受到广大民众的青睐. Many individuals recognize added value in receiving care from a teaching hospital. 通过与SOM合作来创建RMC, 卫生系统可以战略性地利用学术品牌,同时建立成为教学医院所需的基础设施. This may serve as a means of differentiating the system in its market. 另外, 它为与管理学院相关的慈善和其他资助机会提供了可能性.

    How to Determine Whether RMC Development Is Appropriate

    尽管联合开发RMC对SOMs和卫生系统都有明显和切实的好处, such a decision requires a great deal of deliberation. 医学院和卫生系统需要进行几个关键的规划活动,以确定创建RMC是否是正确的想法:

    • Evaluate current and anticipated medical student enrollees within the state, along with existing local and state provider supply, 了解市场对RMC的需求.
    • 阐明机构开发RMC的原因,以及它如何与组织的使命和愿景相一致.
    • 评估机构当前的状况, 能力, and readiness relative to various considerations (summarized in figure 2).

    rmc represent a possible solution for both SOMs and health systems looking to address key needs across the academic and clinical missions. For organizations that determine that RMC development makes sense, a partnership may reduce the risk and financial and other resource requirements for a medical school and health system that pursue such an endeavor. SOMs和卫生系统应该这样做 proceed in a thoughtful manner to decide whether an RMC is the best path 找到合适的合作伙伴.

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