Academic Medicine

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Academic Medicine:
doi: 10.1097/ACM.0b013e318159cfa4
Financial Issues

Timing of Revenue Streams from Newly Recruited Faculty: Implications for Faculty Retention

Joiner, Keith A. MD, MPH; Hiteman, Sarah MEd; Wormsley, Steven PhD; St. Germain, Patricia MS

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Purpose: To determine the timing and magnitude of revenues generated by newly recruited faculty, to facilitate configuration of recruitment packages appropriately matched to expected financial returns.

Method: The aggregate of all positive cash flows to central college of medicine administration—from research, clinical care, tuition, philanthropy, and royalties and patents, from all faculty newly recruited to the University of Arizona College of Medicine between 1998 and 2004—was quantified using the net present value (npv) methodology, which incorporates the time value of money.

Results: Tenure-track faculty and, in particular, those with laboratory research programs, generated the highest positive central cash flows. The npv for positive cash flows (npv[+]) during 6 and 10 years for newly recruited assistant professors with laboratory research programs were $118,600 and $255,400, respectively, and, for professors with laboratory research programs, $172,600 and $298,000, respectively (associate professors were not analyzed because of limited numbers). Faculty whose appointments at the University of Arizona College of Medicine exceeded 15 years in duration were the most productive in central revenue generation, far in excess of their numbers proportionate to the total.

Conclusions: The results emphasize the critical importance of faculty retention, because even those newly recruited faculty who are most successful in central revenue generation (tenure track with laboratory research programs) must be retained for periods well in excess of 10 years to recoup the initial central investment required for their recruitment.

© 2007 Association of American Medical Colleges


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