Note: This will be the location for significant papers and documents relating to the health ministry. Many of the official statements of the General Conference are accessible via the link page. But others that are not, will be located here. We have excerpts from the Health Evangelism Guide and papers from the several consultations and health conferences that have been held.



Exercpts from the Health Evangelism Study Guide
New Initiative: Adventist Health International
Schultz: How AIMS is Perceived Abroad
Schultz: How to Organize an AIMS Chapter
Provonsha: The Conceptual Foundations of Our Health Message


The following document outlines a new initiative to revitialize our mission health institutions.


Your comments are eagerly solicited. Mail them to Webmaster

 


ADVENTIST HEALTH INTERNATIONAL:
A Consultation and Support Service Coordinated by Loma Linda University
August, 1997

 

OVERVIEW

Currently there are approximately 50 Adventist Mission Hospitals (representing nearly 50% of the total) that are in varying degrees of financial or organizational difficulty. This state of affairs may be attributable, in part, to shrinking budgets, unstable governments, limited staffing, changing demographics, political unrest, etc. Ironically, at the same time, the church possesses excellent expertise in health care management that could help reposition and revitalize these institutions to regain their influence and witness potential for the local church. The intent of this initiative is to channel the best of the Adventist Church's ideas and resources to assist these struggling institutions. This will be done in collaboration with ADRA, Maranatha, Adventist Health Systems and hospitals, and other interested parties.

RATIONALE FOR APPROACH

Experience has shown that just putting more resources into struggling institutions, working harder to recapture the momentum of the past, usually does not work because circumstances and dynamics have changed. New strategic plans that build on new relationships and opportunities must be developed. In some cases, new geographic locations need to be considered or new programs that may not be hospital-based at all. The purpose of Adventist Health International (AHI) is to identify the organizational, financial, and human resources necessary for a successful Adventist health care system. Loma Linda University is committed to developing AHI into a service that coordinates the existing resources of Adventist health care to help any legitimate church project or institution that needs assistance, meets established criteria, and is willing to commit to significant planned change. Projects will be evaluated on the basis of their demonstrable commitment to four equally important criteria: a) provision of quality clinical care within the local context, b) evidence of local community development, c) establishment of appropriate educational programs, and d) fulfillment of the church's mission of spiritual growth.

Both experience and intuition also suggest that the long term success of Adventist health care in general and AHI in particular, will be dependent on the development of an educated cadre of SDA health professionals committed to intra and inter-national service. To accomplish this, LLU is willing to expand even further its commitment to educating personnel for the world church. The School of Public Health is preparing an off-campus program offering Master's and Bachelor's degrees in selected disciplines, including health administration, at multiple locations around the world. The other schools of the university are willing to provide tuition scholarships on-campus to selected individuals that are specifically committed to playing leadership roles in this health care renewal program. The University is willing to discount significantly the cost of these programs and partner with other organizations, such as ADRA and external donor agencies, to assist with further financial support.

OBJECTIVE

To establish a growing network of model Adventist health care programs/institutions that demonstrates a sustainable commitment to quality integrative clinical care, local community development, and appropriate educational programs in seeking to fulfill the church's mission.

STRATEGY

The selection, evaluation, development and ongoing support of programs/institutions that are part of AHI will be fairly resource intensive and thus will be limited by time, personnel, and financial constraints. It is logical that these limited resources be committed to those institutions that are most in need, serve a definable purpose, and clearly demonstrate a willingness to engage in a planned strategic evaluation process and to experiment with new, innovative approaches. If many institutions request evaluation, priorities will need to be established in conjunction with the General Conference.

Those programs/institutions that desire to become part of AHI must meet the following certification criteria:

I. Membership Criteria

A. Obtain approval from their institutional board, union, and division before submitting a request to AHI for review.

B. Indicate in the written request a commitment to perform a collaborative, comprehensive evaluation of the institution in order to develop and implement an annually renewable strategic plan which includes the following elements:

  1. Administrative
  2. Programmatic


  3. Financial


II. Application/Selection Process




III. Benefits of Membership

Loma Linda University is supporting the AHI initiative out of current operating budgets and limited donations. Consequently due caution and selectivity will be exercised in making commitments of support. Following is a list of potential benefits that may be available to AHI members.

A. Human Resource Support


B. Material Support


C. Academic Support


D. Certification





HOW AIMS IS PERCEIVED ABROAD

By Eloy Schulz, MD


AIMS is sometimes perceived differently outside of the United States from the way it is perceived within the US. AIMS is also perceived differently from country to country. But when we talk about perception we must first understand the observer: his environment and what shaped this environment, especially its religio-political history. All of this must be considered when evaluating how AIMS is perceived.

Every society is composed of a spectrum of people with characteristics that are common to many geographic areas of the world. What makes one society different from another is the percentage of people with the same characteristics in a given society -- thought leaders with a common philosophy who have the power to impose their brand of philosophy on the people.

Since my relationship with AIMS chapters is limited to Latin America and Europe, I'll confine my observations to my experience in these particular areas of the world.

AIMS was born in Loma Linda, California, United States of America, fathered mostly by physicians who were former missionaries to various countries around the world. Its founders, altruistic in their goals and purposes, saw AIMS as a vehicle for world comradeship among health professionals.

The historical heritage of the USA involves a generous amount of the element of freedom -- many of its founders having fled countries where religious freedom was not an inalienable right. These pilgrims were bent on securing their religious freedom, making sure there was no mingling of the state and the church. In this country of freedom was born the most advanced Adventist scientific center of learning -- Loma Linda University School of Medicine. Representatives from this scientific center and the SDA theological and religious headquarters located in Washington, D.C., are closely related to and are supportive of AIMS. But some see all of this as "negative," for no other reason than that AIMS was founded by North American "gringo" imperialists, or worse, because these founders call themselves "American," sometimes resented by the rest of the Americans (from the United States of Mexico in North America to the United States of Brazil in South America).

As for Latin America, it is the land of the conquistadors, where religion was imposed with authority and where the church usually ruled the state. Priests were considered Godsent to bless the obedient and to punish dissenters with severity (the Holy Inquisition). This was a strictly vertical structure: God-priest-politician-believer.

This Catholic heritage demands that priests behave now as priests behaved during the Inquisition: telling the suppliant what to believe and intimidating the followers to submit to the authority of the church. This "cultural" heritage pervades all cultures, especially religious cultures. Not all religious leaders, however, are tainted by this philosophy, but even a small number of powerful people with this philosophy can infect a very large constituency.

I will describe two different settings and illustrate with examples. They may be rare and extreme, but they are real.

In Place A, by Conference resolution, the members of the church are told not to organize interchurch meetings or to meet with members of their own church in homes. All meetings are to be held in the church. The local church pastor assumes the responsibility of inviting all guest speakers for every program of the church. Some church members insisted on meeting independently and were disfellowshipped without due process.

The theology curriculum at one of our seminaries involves teaching a carefully orchestrated analysis of the "terrible" Battle Creek experience. They are told that J. H. Kellogg stole the property, put it in his name, and lost it all. The teacher says, "No physician should ever have the power and control JHK had or we run of risk of losing our medical institutions."

That's why in many countries preachers still run our hospitals, administer at all levels, hire and fire all health professionals, and legislate what physicians can and cannot do. While physicians cry for change to halt the demise of our medical institutions, the religious leaders quell these voices with "The General Conference president said this is the ideal system, and we will stick to it even if we have to close our medical institutions. There will be no changes." This approach discourages many true missionary-minded physicians. They leave denominational employment for private practice or go as missionaries to other countries.

This structural approach makes it almost impossible to call an AIMS organizational meeting unless it is initiated by the pastor.

In place B, administrative changes have taken place: missionary physicians are given productivity bonuses. There is open dialogue between physicians and ministers; many ministers have taken advanced health profession courses. An AIMS chapter will flourish in this atmosphere.

In Europe, the postwar philosophy shapes the lenses of the observer. In a world region where old enemies have to ally to survive, all kinds of barriers are being eliminated. People are adapting and bending backwards to accommodate progress. Here it appears there is more flexibility and less ministerial-medical controversy. Professionals enjoy associating and working together. These professionals, however, want to know exactly how AIMS works and want to be sure there is good reason to belong to one more professional society. When the goals and objectives are explained, they most often become enthusiastic charter members.

How to organize an AIMS Chapter


To organize and nurture an AIMS chapter requires leadership from dedicated, dynamic health professionals. AIMS is flexible and adaptable to local needs and objectives. AIMS does not presume to legislate how the chapter shall operate. It only suggests that there be similar goals and objectives and a desire to be a part of a worldwide organization of health professionals. When electing officers it is important to choose dedication above popularity. I have organized a chapter twice in the same place. The first time a very popular professional was elected. But nothing happened. I was again asked to be present at a second organizational attempt. This time a man of vision and commitment was chosen. He led one of the most active AIMS chapters I know of.

About the name: AIMS does not insist that you name your association of health professionals after the parent organization. You are free to find a name consistent with your local situation. You may choose to indicate, in smaller type on your letterhead, your chapter is part of the worldwide AIMS network of chapters. The local chapter determines the scope of organization, both as far as membership and activity. Some societies are made up of just physicians; others include dentists, nurses, and the broad scope of health professionals and administrators.

If you feel there will be benefits to you as professionals, to the church (in conducting stop-smoking lectures, holding free clinics, or even for sponsoring social events like picnics and other get-togethers), it may be sufficient reason to organize a local chapter. Be aware that your chapter may face indifference and maybe even the opposition of church leaders. The best solution to the latter problem is to approach them and communicate with them, telling them all about it before you organize. Invite them to participate; make them honorary member. Take the initiative to encourage them to clean their lenses so they can understand who AIMS really is. This is most important to the success of your chapter.

AIMS international headquarters will gladly provide you with a brochure on "How AIMS Works," a copy of its Bylaws, and help you in any way possible.

AIMS has the full support of the General Conference, and of Loma Linda University School of Medicine and operates under the umbrella of the Alumni Association, School of Medicine of Loma Linda University, all of which have permanent representatives on the AIMs board. Please contact AIMS International at 11245 Anderson St., Suite 200, Loma Linda, California 92354 if curiosity or burning desire have struck you!

Eloy Schulz, MD, is a graduate of Cordoba University in Argentina. An oncology radiologist, he works at Loma Linda University Medical Center and lives in Loma Linda. Dr Schulz is a past AIMS president.



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    Updated 14 November 1999

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