PURPOSE: Adoption of a mission-focused, productivity-based funds-flow model recognizes faculty activities regardless of their primary mission and incentivizes and financially rewards both academic and clinical productivity. We describe here how such a model could be utilized for an academic division of hematology and medical oncology. METHODS: On the basis of our own experience in managing the Division of Hematology/Oncology at the University of California at Irvine, and results of a survey of hematology/oncology division chiefs, a new model was developed with clear definitions of missions (ascertaining faculty effort toward each mission and definition of productivity benchmarks for each), careful identification of revenue streams, and establishment of base and incentive salary support that rewards productivity. Ongoing performance improvement and monitoring was incorporated into the model. RESULTS: A model for sustainable support of hematology/oncology faculty and divisions was developed that was transparent, flexible, and had buy-in from both the faculty and departmental/school administration. Development of the model was supported by a survey of hematology/oncology division chiefs. CONCLUSION: It is possible to reorganize a faculty practice and salary structure to achieve a mission-focused, productivity-based paradigm. Although the model described is specifically targeted at academic hematology and medical oncology divisions, with modification, it could serve as a framework for other departments or throughout schools of medicine.
PURPOSE: Adoption of a mission-focused, productivity-based funds-flow model recognizes faculty activities regardless of their primary mission and incentivizes and financially rewards both academic and clinical productivity. We describe here how such a model could be utilized for an academic division of hematology and medical oncology. METHODS: On the basis of our own experience in managing the Division of Hematology/Oncology at the University of California at Irvine, and results of a survey of hematology/oncology division chiefs, a new model was developed with clear definitions of missions (ascertaining faculty effort toward each mission and definition of productivity benchmarks for each), careful identification of revenue streams, and establishment of base and incentive salary support that rewards productivity. Ongoing performance improvement and monitoring was incorporated into the model. RESULTS: A model for sustainable support of hematology/oncology faculty and divisions was developed that was transparent, flexible, and had buy-in from both the faculty and departmental/school administration. Development of the model was supported by a survey of hematology/oncology division chiefs. CONCLUSION: It is possible to reorganize a faculty practice and salary structure to achieve a mission-focused, productivity-based paradigm. Although the model described is specifically targeted at academic hematology and medical oncology divisions, with modification, it could serve as a framework for other departments or throughout schools of medicine.
Authors: Randall F Holcombe; Claire F Verschraegen; Andrew E Chapman; David Gaffney; Richard M Goldberg; Ruben A Mesa; Mohammed Milhem; Martha Mims; Edith P Mitchell; Dan Mulkerin; Srinivasan Vijayakumar Journal: J Natl Compr Canc Netw Date: 2021-02-02 Impact factor: 12.693
Authors: Robert Leverence; Richard Nuttall; Rachel Palmer; Mark Segal; Alicia Wood; Fay Yancey; Jonathon Shuster; Mark Brantly; Robert Hromas Journal: Acad Med Date: 2017-08 Impact factor: 6.893