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Generating Discretionary Income in an Academic Department of Pathology.

David N Bailey1, James M Crawford2, Peter E Jensen3

  • 1Department of Pathology, University of California, San Diego, La Jolla, CA, USA.

Academic Pathology
|October 1, 2021
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Summary

Academic pathology departments can generate discretionary income through diverse internal and external sources. Understanding institutional factors is key to maximizing revenue for departmental support and growth.

Keywords:
academic pathology departmentdiscretionary incomefunds flowrevenue sourcesuses

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Area of Science:

  • Pathology
  • Academic Medicine
  • Healthcare Management

Background:

  • Academic pathology departments face budget limitations, making discretionary income generation crucial.
  • Discretionary income, defined as unrestricted revenue, is highly desirable for departmental flexibility.
  • The Senior Fellows Group convened a session at the 2021 Association of Pathology Chairs Annual Meeting to address this topic.

Purpose of the Study:

  • To explore methods for generating discretionary income within academic pathology departments.
  • To understand the diverse sources and uses of departmental discretionary funds.
  • To identify challenges and best practices in financial management for pathology departments.

Main Methods:

  • A discussion-group webinar featured four panelists presenting their institutions' funds-flow models.
  • Panelists detailed how discretionary income was derived from both external and internal sources.
  • Institutional variations and factors influencing revenue generation were discussed.

Main Results:

  • Discretionary income sources include philanthropy, indirect costs, partnerships, education, research agreements, clinical trials, core facilities, and institutional support.
  • Significant departmental variations exist due to institutional structure, faculty capabilities, practice plans, donor intent, and market forces.
  • Uses of discretionary funds encompass salary support, recruitment, research equipment, space renovation, academic programs, and travel.

Conclusions:

  • Each institution employs unique methodologies for generating discretionary income, with no single standard approach identified.
  • A robust funds-flow model is fundamental for departmental finances.
  • Understanding institutional culture, opportunities, and challenges is vital for successful discretionary fund generation and utilization.