Measuring contributions to the research mission of medical schools

The authors of this article, who were the members and staff of a research p anel formed by the AAMC as part of its mission-based management initiative, reflect on the growing interest in quantitative information in the managem ent of the research mission of medical schools. They note the serious limit ations of any such system of measures for research, particularly its inabil ity to represent directly the quality of the research effort. Despite these concerns, the authors acknowledge that leaders in academic medicine have a lways used quantitative measures in one form or another to compare performa nce or assess progress. Two factors appear to be driving increases in this practice: (1) the need to demonstrate to institutional stakeholders that re sources are being used wisely and that the school's performance justifies c ontinued investment in the research mission; and (2) the need to fashion an economic strategy to manage precious institutional resources, particularly research space, Given these realities, the authors offer guidelines for th e proper development and use of measures to assess contributions by faculty , departments, and institutions to the research mission. They also comment on the measures most commonly used in four areas: grants and other revenue- generating activities; publications; faculty members' research reputation a nd contributions to the national research enterprise; and support to th gen eral research mission of the school. The authors conclude that quantitative information can help institutional leaders in important management decisio ns. However, the potential for misuse is great. The key is always to regard this information as an aid to judgment, nor a substitute for it.