This paper attempts to marry two new ideas: the assessment of service as scholarship for promotion and tenure and the use of performance-based agreements in tenure decisions. Whereas much has been written in the last few years about how colleges and universities might assess and reward service as a form of scholarship (Lynton 1995; Driscoll and Lynton 1999), less has been written about reforming tenure through performance-based agreements, otherwise known as tenure by objectives (Chait 1998). This article suggests that by marrying the two, institutions might provide faculty with useful feedback to improve the quality of their outreach, reduce ambiguity about what is expected, and improve the chances that faculty can effectively make the case for service as scholarship for tenure and promotion.