| Dimension |
Possible Measures |
Department Profile |
Impacts on DFA |
| Emphasis on Clinical Responsibility/Patient Care |
Professional/ Technical revenues
# Exams or visits
Level of interaction with UCSF Stanford staff
Outreach programs
# clinics run
|
|
if Clinical, significant additional responsibilities re: clinical administration are added:
additional budget management
more hospital systems encountered
additional staff governed by different sets of rules
additional and different compliance requirements
additional activities (Operations Improvement, etc.)
|
| Emphasis on Teaching / Education |
# students taught
# units taught per faculty
# training grants
# Residents
#Grad Students
# Post Docs
# Fellows
|
|
admissions process, minority recruitment
general support to students, address payroll issues
financial support skills, ability to find funding
responsible for the credentialing process
|
| Emphasis on Research |
research $/year expended
# proposals submitted by type (federal, nonfederal, grant, contract, program projects, subcontracts)
# active grants
# Clinical trials
|
|
importance of RMG partnership
increased purchasing, total expenditures, property management, lab management with higher research emphasis and funding.
compliance/policy issues
tracking, financial controls, financial accountability
|
| Size |
clinical billing
total expenditures
# faculty
# students
# staff (admin vs. research)
total # people
net square footage
# divisions
|
|
larger depts require more staff management and delegation, motivation of staff, communications, business planning
planning for larger departments is more complex and requires more time
smaller departments have less margin for error
less delegation indicates more operational skills needed, greater variety of tasks
|
| Geography |
# of non-contiguous spaces occupied
# of off-campus locations
# of sites in foreign countries
Is space owned by Stanford?
Are staff and DFA co-located?
|
|
more challenging to communicate among faculty/staff
more difficult to facilitate team building, maintain morale; more subsets and/or more autonomous staff
more time spent in transit from one place to another
difficult to adequately deal with Human Resources issues
off-campus distribution means dealing with additional systems, policies, procedures
|
| Inter-disciplinary Focus |
# joint programs, both internal and external
|
|
planning and coordination requirements increase with breadth of department
partnership & communication skills are more important
|
| External Involvement |
# external programs
|
|
project management emphasis, communication and general business planning skills
partnership & communication skills are more important
|
| Style & Experience of Chair |
Experience at Stanford
Management/ Administrative experience
Entrepreneurial nature
Need for information
Availability / accessibility
Leadership/ partnering style
|
|
chairs new to Stanford require orientation, development of new culture, institutional relationships & history
entrepreneurial chairs need more financial & project management support
depending on chair orientation, Business Manager may need the ability to: function successfully in a "damage control" environment; deal with ambiguity; set own priorities, exercise independent judgement; delegate tasks; have a strong implementation orientation
|
| Growth |
Change over time in:
# faculty; staff; consolidated budget; space
The seniority of the Chair or whether Chair is new (recruitment package can be trigger for growth)
|
|
shrinking department: more "hands-on" approach is often required as staff is downsized, reducing ability to delegate; ER issues arise; inventory of equipment and research documentation is important as faculty leave the department
expanding department: must adopt a more managerial and delegatory approach; faculty and staff recruiting increases; more facilities work; emphasis on faculty affairs; much work precedes growth, especially planning; ER and compensation issues
|
| Other Relevant Issues |
depends on issue |
|
depends on issue |