CHAIR'S COLUMN - NOV 17-08Chairman's Column - Nov 17, 2008 It has been almost 19 months since our Division approved its Strategic plan and I thought it would be a good time to update Faculty, students, alumni, partners and volunteers on the progress that has been made to date. A strategic plan is only as valuable as the action that comes from it and I am pleased to report that ours is vibrant, serving as an important tool to keep all of us focused on what is important. We can all be proud of the amount of work and progress that has occurred over the last 19 months. The following is an overview of what we have achieved to date - for a complete report on our progress, accomplishments, on-going and future initiatives, please refer to the table posted on our website http://www.uoftplasticsurgery.ca/main.php?p=839&s=4. As you know, in April 2006, Faculty agreed on the following as our guiding Vision, Mission and Values:
The following highlights how we have moved further to reach our vision, fulfill our mission and live by our values as we have progressed towards achieving each of our three goals. GOAL ONE Maintain and develop research, education and clinical excellence In collaboration with our teaching hospitals, our Division has focused on recruiting new faculty with an emphasis on hiring well-trained surgeon investigators. As a Division our priority will be the recruitment of surgeon investigators. Surgeon-Investigators Over the past 19 months we have recruited to the University the following surgeon-investigators:
At UHN, Dr. Hofer is working to recruit a third reconstructive microvascular surgeon with a major interest in oncology reconstruction. At the Hospital for Sick Children, Dr. Christopher Forrest is finalizing recruitment of a dedicated researcher to the Division. Finally, at SHSC, Dr. Paul Binhammer leads the process to recruit a new medical director for the Ross Tilley Burn Centre and continues to work towards recruitment of an additional plastic surgeon for his Division. Finally, long-term plans at SMH include recruitment of an additional surgeon. Over the next two years we should see the appointment of three to four additional faculty with major commitments to research. Surgeon-Teachers As many of you know our training program has seen significant growth to date and we expect this to continue, as will the need for additional teaching faculty. Recent appointments to the Division of Surgeon-Teachers are:
The Division has identified TEGH as a site for resident training. With the support of Dr. Laura Tate, TEGH Surgeon-in-Chief, we should have this site up and running by the beginning of the next academic year. Dr. Tate is currently in the process of recruiting a new Chief of Plastic Surgery for TEGH. Leadership Development We've seen significant change in the leadership profile across our Division and these leaders bring a strong strategic focus, as well as their energy and commitment to seeing our Division lead plastic surgery into the future. We've also seen Faculty assume major leadership roles within the Department of Surgery and outside the University. These faculty have strengthened our Division's voice within the Department, the Faculty of Medicine and in organizations that will help shape the future of plastic surgery. The following appointments in chronological order have been made:
Establish dedicated Academic Chairs, resources and infrastructure for both traditional and emerging opportunities. In collaboration with the Faculty of Medicine's Advancement Office, the Division has identified two priorities for fundraising: establishing a Chair in Plastic and Reconstructive Surgery and the Professorship in Plastic and Reconstructive Surgery Education. We have established the terms of reference and separate fund accounts for each of these two positions and major campaigns are under way to secure the funds needed to realize these two important priorities. Maintain excellence in breadth of training Thanks to the efforts of many individuals and to Dr. Brown's leadership, we've seen significant growth in our training program. By increasing the number of trained plastic surgeons, the University of Toronto is doing its part in addressing the critical shortage of surgeons in Canada. With growth come certain challenges and opportunities that Dr. Brown has identified and will address. Having worked with the RCPSC and the American College of Surgeons and having visited numerous training programs in North America and Europe, there is no doubt that our training program remains both the largest and best resourced training program in North America. We are fortunate not only to be part of a strong Department that is committed to education, but we also have a faculty within our Division that is committed to education and to training the best possible plastic surgeons. Few programs enjoy the size of faculty, patient population, extent of sub-specialization, concentration of trained educators, a dedicated skills lab and plastic surgery skills curriculum, comprehensive seminar series, dynamic journal clubs, research infrastructure, and an ever increasing web-based curriculum. Our greatest challenge will be to take this training program to the next level - implementing best practices in surgical education that will further differentiate us as a centre of plastic surgery education excellence. Enhance international impact through fellowship training program, foreign graduate students Thanks to the vision and leadership of the hospital chiefs and past and present fellowship coordinators, our fellowship program remains one of our greatest strengths and an important factor in our vision to have an international impact on plastic surgery. Thanks to our corporate partners, we have secured funding for two very important fellowships: the University of Toronto Breast Cancer Fellowships (generously supported by Allergan) and the University of Toronto Plastic Surgery Aesthetic Fellowship (generously support by Mentor). All but one (Hand) of our fellowships are fully funded. Improve evaluative metrics/innovative approaches overall for teaching Our Division identified as a liability the emphasis placed on bedside teaching in the current Teaching Effectiveness Scores used to evaluate Faculty. By working with the Academic Points Task Force, we have been able to recommend changes to the TES that would eliminate "bedside teaching" and ensure we are evaluated for our teaching in the ambulatory setting. Priorities requiring our attention over the next 18 months:
GOAL TWO Build through sound financial management and planning. The Division will work towards growing its endowed funds to support research, education and clinical excellence by: raising $3 million by 2010 and $12 million by 2015. In addition, the Division will ensure that the planned AFP will be competitive for current and emerging plastic surgery leaders within the academic hospitals. Sound financial management and planning is critical to our Division realizing its vision of being an international leader in plastic surgery. Growing our training program, further developing our research agenda, recruiting and retaining faculty, and improving how we are perceived, all require money. Structure and manage Divisional funds to maximize return and transparency Over the past 2 years, we have worked towards improving financial management and planning within the Division. As a first step, we have moved completely to a University of Toronto based financial model, eliminating all hospital and private bank accounts. We have streamlined all operational revenues and expenses so that they are managed through the "Chair's Funds". All revenues and expenses for the Visiting Professor go through the Tau Omicron Fund. All research and education related revenues and expenses go through the PREFER Fund. We have opened two University Funds for the Chair in PRS and the Professorship in PRS Education. These funds cannot be used until their target endowments of $3 million and $1 million respectively are reached. All other University accounts have been closed. This means that all our accounts and funds are strategically aligned with what our Division is trying to accomplish. In order to further enhance transparency, we are moving towards expanding our annual financial statement to include a Balance Sheet, Statement of Cash Flow and Statement of Operations. This is no small task given the University's complex financial system. That being said, we will be the only division in the Faculty of Medicine that generates such statements. This is such an important part of transparency and accountability to our faculty, alumni and corporate partners who all contribute to the financial success of this Division. Finally, we are working towards developing cash flow forecasts. These forecasts will take into account any major financial liabilities that our Division will be facing in the very near future, namely an increase in the number of trainees and therefore an increase in training costs and the financial shortfall in the Surgeon-Scientist Program that has been transferred to each of the Divisions. By forecasting our cash requirements we will be prepared to make informed financial decisions to ensure our on-going success. Priorities requiring our attention over the next 18 months:
GOAL THREE Enhance stakeholder and public perception and awareness. The Division will work towards ensuring that Plastic Surgery is valued and respected as an essential part of public health care by our communities: hospital; academic; MOHLTC, LHINs; government, politicians; media; and, the public. Of all the goals identified by Faculty, this is the most challenging one to address. Enhancing awareness and changing the perception of multiple stakeholders is no easy task. The extent of our influence and scope of our responsibility are two important considerations as we move forward in addressing this goal. Each and every one of us plays an important role as we try to reshape how we as plastic surgeons in the Division of Plastic Surgery are perceived. By focusing on a defined scope of influence, we can hopefully bring about change in how we are valued and respected within our hospitals, the Department of Surgery, the Faculty of Medicine, and the University of Toronto. These should be priorities for each faculty member in the Division. Faculty Engagement While progress in this area cannot be empirically measured, it is my observation that there have been positive and noticeable changes in how our discipline and our Division is perceived, valued and respected within both the Department of Surgery and the Faculty of Medicine. Within our Division as well there is greater faculty engagement, increased faculty participation and strong leadership. While we don't measure faculty engagement using a survey or questionnaire, many have commented that they notice greater participation in Division events such as meetings, rounds and Journal Club. Faculty now attend meetings that were poorly attended in the past. When they can't attend, regrets are almost always sent. The Division has a stronger voice at the Departmental level and has taken on major leadership roles for the first time. These are all significant and positive changes and I commend all of you for your support and enthusiasm. Faculty of Medicine As our former Program Director, Dr. Ron Levine had a strong relationship with the Postgraduate Education Office. Dr. Mitch Brown has taken that relationship to the next level and our relationship continues to be strong with the Vice Dean and the PGME office. We have been recognized and valued by the PGME office for our compliance with their web-based strategy, professional manner in dealing with challenging and difficult issues, and our strategic focus related to education. These relationships are very important - the growth in our training program would not have occurred without the support of the PGME Office. Our Division continues to have a strong presence at the Faculty of Medicine. Advancement Office Our relationship with the Advancement Office in the Faculty of Medicine is the strongest it has ever been. We have seen significant progress with our corporate strategy and with our two fundraising priorities. Through collaboration and teamwork with faculty, alumni and the Advancement Office, our Division has secured more corporate support for our strategic priorities than any other division in the Department of Surgery. This is a change everyone is watching. We have done innovative work with Naked Creative Consultancy that has captured the attention of both the Advancement Office and the Dean's Office. Our successful advancement strategy and growing culture of philanthropy has secured our Division a place in the Faculty of Medicine's strategic planning process - something we should all be proud of! Conclusion These are only but a few of the positive changes that have occurred thanks to our faculty and alumni who continue to lead our Division. Each and every one of us plays a critical role in how Plastic Surgery is perceived. It's about how we interact and lead in our hospitals, in the University and in our communities. It's about how we mentor our students, residents and fellows. It's about sharing our enthusiasm and passion for plastic and reconstructive surgery and the profound impact that our work has on patients, their families and society. We have accomplished an enormous amount in a short period of time. So much so, that even with my obsessive-compulsive nature, I sometimes lose track of all the great things that are going on. In this regard, if I have missed any person, accomplishment or achievement in this update, please accept my apologies. I thank all of you - faculty, residents, fellows, students, alumni, our partners and volunteers - for helping our Division continue to realize its vision. |
Terms of Use
©2008-2010 University of Toronto Division of Plastic & Reconstructive Surgery
Site by Scott Manktelow Design | powered by Vertechs Stride