When they exist, reports that track faculty productivity are generally housed within the department, whereas information capturing clinical revenues, courses taught, grants received, and publications can be either department-based or centralized within the dean's office. Faculty and administrative leadership groups participate in developing these reporting tools to measure mission-based activities. Methods for compiling and integrating information are defined and automated to ensure timely, accurate reports. These reports are then made available to departmental leaders and the dean's office, to manage productivity and evaluate financial performance. Under these conditions, creativity and the rigorous application of science foster both the development of people and the advancement of learning.
Individuals draw upon one another, stimulating new avenues for exploration and personal growth.
Recognizing that chairs do not all come into their positions with the same management capabilities, mission-based management provides a supportive but demanding environment in which peers share, coach, challenge, and hold each other accountable. In turn, chairs receive tools and techniques for counseling faculty and identifying concrete approaches to improving both individual and departmental productivity. Performance information is shared among faculty leadership across departments, providing a foundation for candid discussion, better understanding, broader collaboration, and growing trust.