Implementing the logic model for measuring the value of faculty affairs activities.
In today's environment of increasing accountability in higher education and health care, it is critical that administrative units of a medical school demonstrate the added value of their activities to the school's mission and that these units discriminate those activities that demonstrate the most return on investment. This is particularly important for administrative units whose activities may not be considered essential to the basic functioning of the medical school. For example, admissions would likely be considered an essential administrative unit that the medical school cannot do without, while faculty development might be considered nonessential. Effective measurement systems serve two purposes. They guide decision making throughout the organization and they serve as a basis for evaluating performance. This article describes use of the program logic model to measure the contribution of faculty affairs and development offices to the recruitment, retention, and development of a medical school's teaching faculty, an outcome central to the mission of the medical school. The process of developing and rewarding faculty for teaching is used to illustrate the application of this method in linking activities of faculty affairs and development offices to outcomes that are of importance to the medical school.
Otto
Ann K
AK
Faculty Affairs and Institutional Effectiveness, Northeastern Ohio Universities College of Medicine, Rootstown, Ohio, USA. karen.novielli@jefferson.edu
Novielli
Karen
K
Morahan
Page S
PS
D003657:Decision Making; D004650:Employee Performance Appraisal; D005180:Faculty, Medical / Q000592:standards*; D006801:Humans; D016015:Logistic Models; D016134:Organizational Policy; D011361:Professional Competence; D012577:Schools, Medical / Q000458:organization & administration* / Q000592:standards*