International

Positioning the Academic Health Center in the Global Marketplace

Nations are building and strengthening the infrastructure for health, education, and research in a dramatic fashion. The development of academic health centers is a major part of that transformation. Many nations are modeling their institutional structures on the U.S. academic health center to align clinical service with education and research.

As academic health centers approach global initiatives or ventures, the AAHC recommends that the following be considered:

Define the Issues to be Addressed for a Global Strategy

Have a clearly defined mission in going global
Know and adhere to local regulations
Establish methods to assess efficacy and sustainability
Be mindful of global workforce issues
Strategy should include strengthening existing primary health care services
Work within a country’s local infrastructure
Carefully target potential partner institution and location
Bring your “A-Team” to initial meetings with any potential partner
Establish formal agreements with international partners
Discern regional market conditions, including economic status and medical sophistication:
Relatively advanced foreign markets offer the potential for partnerships involving high-end medical education programs, advanced research, and joint development of knowledge and technology
Less advanced foreign markets offer an opportunity to build on comparative advantages (e.g., exchange programs for doctors, large-volume and low-cost clinical research trials, co-branded specialty programs)

Learn to Benefit from the Advantages of Going Global

Develop an international reputation and brand
Expand revenue opportunities
Consider access to new pools of talented students
Establish presence in the emerging single global marketplace
Take advantage of opportunities to develop new technologies and methodologies
Analyze potential in conducting clinical research, including clinical trials abroad

Share best practices in organization and management

Assess Key Elements of a Successful Global Partnership

Partnership is mission-driven
Potential partner’s communities and needs are fully explored
Potential partner’s institutional strengths are determined and leveraged
Home assets remain protected
Collaboration is in regions that want state-of-the-art tertiary and quaternary care
Potential partner country has the financial resources and infrastructure to support state-of-the-art care
Program provides money to reinvest in the mission
Program includes focus on integration of informatics and technology
Value of partnership is clearly understood and the required resources are defined by all parties
A detailed, mutually-agreed exit plan is in place and codified in the agreement

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