Johannes Vieweg, MD https://md.nova.edu/

The Organizational Framework for a 21st Century Medical School

Dr. Kiran C. Patel College of Allopathic Medicine

Medical Education│Research│Patient Care│Community Engagement

Learning Objectives

• Rationale for U.S. Medical School expansion since 1990.

• Key components and requirements for academic medical centers in the US.

• Criteria for LCME accreditation and compliance.

• Elements for medical curricular design

• Prevention and population health as opportunities to integrate research and education with clinical care.

Challenges for Population Health

• Aging Population • Chronic Illnesses • Obesity • Expensive, Yet Vital

Health Technologies • Physician Shortage • Climate Change • Divided Government

Physician Supply & Demand All Specialties

Health Challenges in Florida

• FL ranks 30/50 in core health measures

• Shortage of 10,000 doctors in FL and 100,000 nationwide by 2025

• Ranks 42/50 in GME slots per capita

https://www.americashealthrankings.org/

Fort Lauderdale – Broward County

• High Growth Region – Marine Industry – Tourism – Trade & Business

• Challenges – Traffic – Homelessness – HIV – Snowbirds

Accreditation Models

• Community-Based Model • FIU, FAU, FSU, UCF (all new FL medical schools)

• Academic Health Center Model – UM, UF, USF (established FL medical schools)

• Both Accreditation pathways follow specific LCME requirements and require upfront agreements and planning with hospital partner

• Transition from one into the other model possible over time

Level of Integration Among AHCs

Less More Level of Integration

Targeted Model

Barrett, DJ, Acad Med: 83:804-808, 2008

Achieve Accreditation

Faculty & Staff Standing

Committees

Policies & Faculty Bylaws

Educational Curriculum

Development

LCME Site Visit Management and

Preparation

DCI Management &

Submission

Quality Improvement

Program

Defining our Identity Mission – Vision - Values

• Mission: Advancing human health through innovation in medical education, research, patient care, and community engagement.

• Vision: To become an exemplary medical college recognized for excellence by fostering an innovative culture that supports diversity, collaboration, critical thinking, and creative leadership.

• Values: Excellence, Innovation, Teamwork, Communication, Diversity, Accountability

Mission – Vision - Values

Accreditation

Standard 1: Mission, Planning Organization and Integrity Standard 2: Leadership and Administration Standard 3: Academic and Learning Environments Standard 4: Faculty Preparation, Productivity, Participation & Policies Standard 5: Educational Resources and Infrastructure Standard 6: Competencies, Curricular Objectives and Curricular Design Standard 7: Curriculum Content Standard 8: Curricular Management, Evaluation and Enhancement Standard 9: Teaching, Supervision, Assessment and Student and Patient Safety Standard 10: Medical Student Selection, Assignment, and Progress Standard 11: Medical Student Academic Support, Career Advising, and Educational Records Standard 12: Medical Student Health Services, Personal Counseling, and Financial Aid Services

LCME Standards

CQI: LCME Compliance

The Flexner Report - 1910

The Road We Must Take

HeavyBackpacks

TeacherLecturing

StaticTextbooks

Learningissolosport

HighStressAssessments

DigitalDevice

FlippedClassroom

EngagingCoursework

Collaborative

Learning

ContinuousFeedback

Engaging Coursework = Better Learners

Microsoft HoloLens AnatomyTM

NSUMD Unique Curriculum Features

Curriculum Focus on

Clinical Practice & Scholarship

Case-based, System Sequenced

Active Learning

Early Access To Training in

Clinical Environments

Interdisciplinary Learning On One Campus

Threads in Genomics,

Prevention & Precision Medicine

Requirement for Scholarly

Conduct

Evaluation and

Benchmarking

NSUMD Curriculum Design Systems and Threads

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Interprofessionalism

Research/Genetics

Teamwork/Leadership

NSUMD Curriculum

1. Full LCME Accreditation by 2022

2. Alignment with Hospital and Community Parterns

3. Translational Research

4. Population Health Initiative(s)

a. Healthy City FLL

b. Quality Improvement Collaborative

c. Opioid use prevention

Key Initiatives

Acad. Village & New Hospital Site

A. Sherman Library

Collaborative Research Building

Health Professions Building

Parking

Student Dormitory Med. Education

Building

Health Professions Division Center for Collaborative Research

New Hospital Rendering Alvin L. Sherman Library

New Health Education Campus

• 300,000 square feet; Groundbreaking: Q4 2018 • Architectural Design follows Curriculum • Medical Simulation Resources • Next Generation Technology • Integration of Education with Clinic Space (NSU Health) • Community Education

The NSU Biomedical Campus as an Economic Driver in Broward County

• Economic Impact: $4 Billion by 2030 $3 Billion (Campus) • Total Employment: 9,000 • Wages, Salaries/Benefits: $700 Million • New Construction: $650 Million • Health Services:

– Outpatient Volumes: 750/day – Inpatient Capacity: 250-bed facility

• No tax monies or governmental revenue

*New study in progress (NSU Institutional Effectiveness)

• HCA East Florida Division

• Provision CARES Proton Therapy Center

• Palm Beach VA Medical Center

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Key Partners & Affiliates

Objectives: 1. Educational Continuum

• UGE-GME-CME 2. Practice Plan Support

• Joint faculty recruitment

Partnership Platform

Healthy City Initiative

• Cities can apply to become a WHO-designated "Healthy City” by establishing healthy public policy at the local level through health promotion

• Collaborations with:

– Alliance for Healthy Cities (AFHC)

– National League of Cities

– League of California Cities

– Rankings through Forbes, Morgan Stanley, USA Today, USG, Sterling and others

Tertiary Care

Secondary Care

Primary Care

Population Health/Wellness

The future is going to be driven by population management, expense reductions and preventive care

Population Health Initiative Health Care Pyramid

Diabetes Community Health Intervention

Value-Based Ambulatory Care Model

Objective: Develop a patient-centered service model by improving patient experience and health outcomes:

– Custom Care Teams “Health Managers”

– Custom “Health Plan”

– Home health services

– Telemedicine

Value-Based Care Model

Florida and the Opioid Crisis

DEA Collaboration Project

Impact of NSUMD on the Future of Florida

• A Healthier Florida – Focus on disease prevention, chronic care and genetic

medicine – Provide patient-centered education and research – Become the “Partnership Leader” in Florida

• Regional Community Impact – Health City Fort Lauderdale

• Economic Impact – Expected impact $2B (NSU MED-MD and new hospital) – For every dollar directly spent by a medial school or

teaching hospital, an additional $1.30 is indirectly generated for a total impact of $2.30

– Development of a knowledge-based economy (R&D)