Values & Guiding Principles
Through the discovery, application, translation and communication of knowledge, we prepare future physician leaders, contribute to our communities and improve the health and healthcare experiences of individuals and populations.
We meaningfully impact health through international leadership in education, research and the translation of new knowledge into better care and health outcomes.
1. Ensure that the perspectives and experiences of our patients and their families drive our work
2. Promote equity, diversity and professionalism
3. Be socially accountable and steward healthcare resources
4. Align physician training to meet future population needs
5. Promote the generation and translation of new knowledge to impact health
6. Recognize the contributions of all our faculty members, our inter-professional colleagues, and both our hospital and university identities
7. Enhance mentorship across the academic lifespan, optimize faculty members’ well-being and academic success
8. Raise funds to achieve our goals
In my role these first two years as chair have been spent laying the foundation for the University of Toronto’s Department of Medicine (DoM) to truly function as a “catalyst,” a "multiplier," and a “facilitator” – to enable the whole of our department to be greater than the sum of its hospital and divisional parts. Based on an initial environmental scan, the following needs were identified:
Develop a platform for effective communication across approximately 1400 faculty and 1000 trainees
- Multi-pronged communications strategy being implemented
- Added multigenerational representation to the Department of Medicine Executive Committee
Build a sense of "pride of place" in the University of Toronto and its Department of Medicine
- Created SWAG and communication templates that highlight Department of Medicine affiliations
- Created (this) new website
- Redeveloped the Department of Medicine graduation ceremony
Increase transparency and fairness regarding resource allocations, including salary support, recruitment and leadership appointments
- A dedicated committee of senior scientists annually reviews all clinician-scientist applicants for merit. They assign a CIHR score to each and those with a score ≥ 4 out of 5 are awarded $40K per annum for three years after which they may reapply.
- Job descriptions have been put in place for all departmental leadership roles, stipends are based on the time commitment and level of responsibility the job requires.
- As of July 1, 2016, there is now a mandatory requirement for a formal search for all new full-time recruits and leadership roles.
Simplify complex processes, e.g. Continuing Faculty Appointment Review and Senior Promotion
- The Continuing Faculty Appointment Review (CFAR) processes continue to be streamlined – less paperwork, clearer expectations - and a new and simpler Academic Planning Document in now in place.
- A more comprehensive approach to mentorship is being implemented.
- Position descriptions (formerly job descriptions) have been revised
- Expectations for appointment at the ranks of lecturer and assistant professor and at CFAR have been clarified.
- The original clinician in quality and innovation (CQI) position description, which had morphed into multiple phenotypes, has now been split into three position descriptions: clinician in quality and innovation (CQI) (20-30% protected time); clinician-investigator in quality and innovation (CI-QI); and clinician-scientist in quality and innovation (CS-QI).
- Documents for senior promotions have been streamlined (50% protected time). Referee letter requests are now being handled centrally to reduce the burden on the hospitals.
Promote collegial culture and professionalism
- Our 2015 Faculty Survey (52% response rate) results have been shared with department members and leaders.
- Findings indicate a need for greater attention paid to work-life balance and to collegial culture and professionalism
- Eighty-nine percent of respondents reported agreeing with the statement that colleagues at their institution "interact respectfully," however, only 59% were confident that they could take action to address incivility without fear of reprisal
- Consistent demonstration of professional behaviour is now a requirement for successful CFAR and work is underway to understand and address facilitators and barriers to professional behaviour.
Retirement/late career transition
- Formal mentorship around retirement/late career transition was identified as an unmet need. A subgroup of the new Mentorship, Equity and Diversity Committee has been appointed to address this need.
Establish the leadership team and our strategic priorities
- Dr. Arno Kumagai, educational scholar in humanist medicine, has joined us from Ann Arbor Michigan as our Vice-Chair, Education
- Dr. Michael Farkouh has stepped into the role as Vice-Chair, Research. Mike is aclinical trialist and cardiologist
- Dr. Sharon Straus, clinical epidemiologist/meta-analyzer, geriatrician and world-class mentor, has taken on a new role in our department – that of Vice-Chair, Mentorship, Equity and Diversity
- Dr. Kaveh Shojania, formerly director of quality and innovation for the department, has been promoted to Vice-Chair, Quality and Innovation