Mount Sinai Hospital

Strategic Plan 2010-2013

600 University Avenue
Toronto, Ontario, Canada M5G 1X5
t 416-596-4200 www.mountsinai.ca
200902546
Mount Sinai Hospital Strategic Plan
Our strategy is to advance a patient-oriented approach in our
Centres of Excellence which enables us to take a leadership
position and to most effectively serve our stakeholders:
For Patients and Families: a Hospital committed to serving
patients needs, in our key areas of focus, from wellness and
disease prevention to treatment and follow-up.
For Staff: a healthy, supportive, interdisciplinary work
environment in which each member of the Mount Sinai
Hospital team continues to feel connected with our
patient-centred approach and the importance of his/her
role in its successful implementation.
For Government and the Local Health Integration Network
(LHIN): a hospital delivering on its promise and vital role within
the health-care system.
For our Partners, including Hospitals, Educational Institutions
and Community Agencies: a committed partner working
together for effective co-ordinated and integrated services.
For our Financial Partners and Donors: a duciary commitment
to nancial responsibility, risk management and innovation.
For our Board: a Hospital where the status quo is not an option.
If we are standing still, we are regressing.
The Mount Sinai Hospital Strategic Plan, 2010-2013, reafrms
the Hospitals long-standing commitment to excellence
in patient care, teaching and research. Since our modest
beginnings Mount Sinai Hospital has developed a strong culture
of excellence and caring and has established several leading,
national and international programs. Our strategic plan sets the
direction that Mount Sinai will take over the coming years to
maintain and enhance its leadership position in these areas.
In addition, we believe by focusing on the patient experience
we will emerge a stronger organization, better positioned and
prepared to deal with the challenges of our health-care system.
We are on the cusp of a new era in health care, termed
personalized medicine, which will profoundly change patient
care delivering the most effective and timely intervention
to each individual patient. This is possible because of the
advances in gene-based research and information technology.
We have therefore incorporated a strategy focused on
personalized medicine. The Samuel Lunenfeld Research
Institute has been a key attractor of clinical/research talent,
which not only enables us to provide The Best Medicine but
is also setting the foundation for translating the most recent
advances in research into personalized medicine.
In todays world, resilient organizations distinguish themselves
by continuous evaluation and an unrelenting drive towards
improvement. There are a number of ways we intend to do
this through this strategic planning exercise:
Renewed focus on the experience of our patients
and employees.
Increased performance measurement and management
and promoting transparency with the public.
Heightened focus on clinical and research integration
to improve clinical practice and deliver personalized
medicine.
Targeted partnerships with other organizations
to co-ordinate patient care in order to promote
co-ordinated care for our clients both when they are in
and out of our institution.
Vigilant attention to the nancial health and viability
of our key programs.
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1920s: Ladies of the Auxiliary (Ezras Noshem Society)
of Mount Sinai Hospital.
Our History
Mount Sinai Hospital was established in 1923 as a 33-bed maternity
and convalescent hospital on Yorkville Avenue by a group of dedicated
Jewish women volunteers. In 1953, the Hospital relocated to University
Avenue and formed an afliation with the University of Toronto.
Since that time the Hospital has continued to grow, serving Toronto and
Ontario as a world-class centre for patient care, teaching and research
with leading clinical specialty areas and an internationally renowned
research institute. Our ability to create a culture of excellence and care
has made Mount Sinai an institution where patients want to come
for care and staff and trainees want to work. We remain inspired by
the dedication of our founders and we are committed to their vision of
providing excellent care, now and in the future.
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Our Mission, Vision and Values
MISSION
Discover and deliver the best patient care, research and education with
the heart and values true to our heritage.
VISION
Provide and be recognized for The Best Medicine.
VALUES
Excellence and Innovation in Clinical Care, Teaching and Research
Pursue excellence in everything we do with continuous improvements
in quality, service and cost-effectiveness.
Patient-Centred Care
Prioritize safety, quality and the patient experience in everything we do.
Teamwork
Embrace a collaborative and interdisciplinary approach to clinical care,
teaching and research.
Collaboration
Establish internal and external partnerships to integrate and coordinate
patient services effectively.
Respect and Diversity
Value and respect the differences of the patients and families who
seek our care as well as those who provide that care.
Leadership
Promote the development and growth of leaders throughout the
organization and continue to allow our leading programs to export our
knowledge nationally and internationally.
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Core Business Strategies
Business Strategy 1
Focus our Centres of Excellence (CoE) on
Improving Integrated Team Care and Clinical Outcomes
The Hospital will distinguish itself in ve clinical Centres of Excellence and the
Samuel Lunenfeld Research Institute, as described below and depicted in Figure 1.
To facilitate the CoEs mandate and focus on improving integrated team care
and clinical outcomes, the responsibilities of the CoEs have been revised, the
composition has been refocused and new accountabilities dened. A balanced
scorecard will be created for all CoEs focused on quality and safety, access and
wait times and the patient experience.
Key Operational Initiatives
Realigning and re-organizing the Centres of Excellence model
Developing integrated care models for specic medical conditions for both
inpatients and ambulatory services
Improving best practices in the patient experience by addressing needs,
access and equity for diverse populations
Adopting Magnet* hospital standards
Launching an integrated hospital-wide geriatric care program
Implementing a Health Equity Plan
Aligning program budgets to emphasize focus on CoEs
* Magnet status is an award given by the American Nurses Credentialing Centre (ANCC), an afliate of
the American Nurses Association, to hospitals that satisfy a set of criteria designed to measure the
strength and quality of their nursing.
Dr. Lee Adamson
Senior Investigator
Dr. Shoo Lee
Paediatrician-in-Chief
Julie Rozmanc
Registered Nurse
Peri-operative Services
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A description of each clinical Centre of Excellence, including its core and
complementary service lines and the Samuel Lunenfeld Research Institute follows.
Improved Patient Experience
The Best Medicine
clinical
departments
nursing &
allied health
corporate
community
Anesthesiology, Dentistry, Family Medicine, Medicine, Obstetrics and Gynaecology, Ophthalmology,
Otolaryngology, Paediatrics, Psychiatry, Surgery
Medical Imaging, Pathology & Laboratory Medicine and Microbiology & Infection Control
Nursing, Clinical Nutrition, Occupational Therapy, Pharmacy, Physiotherapy, Respiratory Therapy, Social Work,
Speech Language Pathology
Corporate and Support Services
Community Networks and Partnerships
Translational Research
Frances Bloomberg Centre for
Womens and Infants Health
Samuel Lunenfeld
Research Institute
Daryl A. Katz Centre for
Urgent and Critical Care
Christopher Sharp Centre
for Surgical Oncology
Centre for Musculoskeletal
Disease
Centre for Infammatory
Bowel Disease (IBD)
(Interprofessional Teams)
(Interprofessional Teams)
(Interprofessional Teams)
(Interprofessional Teams)
(Interprofessional Teams)
(Research Laboratories)
Figure 1
diagnostic
centres
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Frances Bloomberg Centre
for Womens and Infants Health
This is the Hospitals largest program with an average 6,500
deliveries annually. It features a Level III perinatal centre with
fetal therapy and translational research programs. The Centre
will further develop its highly regarded high-risk obstetrics
program and continue to serve as a hub for obstetrics,
gynaecology and neonatal care. The program is aligned with
the provincial governments priority of improving
maternal/child health.
Core Service Lines Complementary Service Lines
High-Risk Pregnancy, Fetal Health and
Neonatal Intensive Care, In vitro
fertilization and Urogynaecology
Low-Risk Obstetrics and
Gynaecology
Daryl A. Katz Centre for Urgent and Critical Care
This Centre includes the Hospitals core inpatient and
ambulatory care programs, including Diabetes, General Internal
Medicine, Critical Care/Respiratory Failure and Cardiology.
A major thrust of this Centre will be to provide innovative and
comprehensive care to manage the increasingly complex and
chronic needs of elderly patients.
This program, with its highly regarded teachers and
clinician-scientists, will continue to carry out a signicant
proportion of the Hospitals undergraduate training. Its focus
will encompass the full cycle of care by employing the skills and
resources of its ambulatory and primary care programs including
the Schwartz/Reisman Emergency Centre as well as those
of its partners.
Core Service Lines Complementary Service Lines
Critical Care/Respiratory Failure,
General Internal Medicine,
Diabetes, Cardiology, Emergency
Care, and Geriatrics
Mental Health/Psychiatry,
Family Medicine, Palliative
Care, Endocrinology and Pain
Management
Christopher Sharp Centre for Surgical Oncology
The core elements of our Surgical Oncology Centre of
Excellence are: Sarcoma, Head and Neck, Breast, Urological and
Oculoplastics. Mount Sinai Hospital is a designated provincial
treatment centre for sarcoma, drawing approximately
85 per cent of its patients from outside the Toronto Central
LHIN. We have gained an international reputation in the area
of head and neck oncology, which is one of the main foci of the
Joseph and Mildred Sonshine Family Centre for Head and Neck
Diseases. Through the Marvelle Kofer Breast Centre, a premier
facility specializing in breast health and disease, more than
33,000 women annually receive multidisciplinary care.
The focus of this Centre of Excellence aligns with the increasing
incidence of cancer and responds to Cancer Care Ontarios
strategy of expanding cancer service capacity in the Greater
Toronto Area.
Core Service Lines Complementary Service Lines
Sarcoma, Head and Neck,
Breast, Urological, Oculoplastics
Oral and Maxillofacial, Medical
Oncology, Cancer Prevention
and Screening
Centre for Inammatory Bowel Disease
The Centre, with its evidence-based care and leading edge
research, is unique in the corrective procedures it provides. It
serves a signicant portion of the market, with over 60 per cent
of its referrals coming from outside the Toronto Central LHIN.
The Centre has a leadership position in the Familial Gastrointestinal
Cancer registry and the Ontario Registry for Studies of Familial
Colorectal Cancer and is recognized internationally for its Colorectal
Fellowship Program. Our focus in this area is consistent with our
clinical strengths and supports the governments colorectal cancer
prevention strategy.
Core Service Lines Complementary Service Lines
Cancer, Inammatory Bowel
Disease, Crohns and Colitis
Gastroenterology and
Colorectal Surgery
Business Strategy 1 Continued
Business Strategy 1 Continued
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Centre for Musculoskeletal Disease
Similar to Inammatory Bowel Disease, the musculoskeletal
program is unique in the corrective procedures it provides.
To serve its patients better, Mount Sinai will expand its focus
on bone and musculoskeletal research, chronic diseases
(e.g., arthritis, rheumatology) and health and wellness programs.
Further growth is expected in this program, particularly in the
area of primary and revision hip and knee replacement due to
the growing needs of the aging demographic.
Core Service Lines Complementary Service Lines
Orthopaedics, Hip and Knee
Replacements/Revisions,
Cartilage Transplantation,
Arthritis/Rheumatology,
Regenerative Medicine
and Imaging
Rehabilitation and Wellbeing,
Sports Medicine
Samuel Lunenfeld Research Institute
The Samuel Lunenfeld Research Institute (Lunenfeld) of
Mount Sinai Hospital is one of the worlds leading centres
in biomedical research and is committed to excellence in
discovery, translation and application of health research. The
Lunenfeld has a strong portfolio of leading edge scientic
programs that include systems biology, womens and infants
health, cancer biology, neurobiology, diabetes, arthritis and
genetic disorders. Its researchers work collaboratively with
physicians and clinicians to foster the cross-pollination of
ideas and concepts that are key factors to bringing research
discoveries to the patients bedside.
Dr. Jay Wunder
Surgeon-in-Chief
Nana Asomaning
Nurse, Emergency Department
Tiomi Gao
Registered Therapist
Brendan DSouza
Registered Therapist
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Business Strategy 2
Advance Translational Research for
Personalized Health care
Mount Sinai Hospital, a world-renowned centre of clinical and
research excellence, will bring the promise of personalized
medicine to our patients. An early adopter of this new
health-care paradigm, we will begin by seeding personalized
medicine in two key areas where Mount Sinai has
world-renown clinical and research strength:
1. Maternal and Infant Health/Neonatology, where a
personalized approach can help to prevent and better
treat pregnancy complications such as high blood pressure
and gestational diabetes, and help ensure that timely
interventions are in place to promote healthy deliveries
and healthy starts for infants and neonates;
2. Rheumatoid Arthritis (RA), a chronic disease where greater
understanding of the causes of a patients disease, and
which medications they are likely to respond to, can help
alleviate and even reverse the severity of the disease.
Mount Sinai is embarking on a seven year pilot project, in
which patients in these areas will receive more extensive
diagnostic testing to help clinicians better assess their health in
order to tailor their care. We have already made encouraging
strides in these areas. Our plan is now to implement and
closely study the impact of personalized medicine in these
pilot areas, perfect the model, and then expand it across the
Hospitals clinical areas, and ultimately across the province
and beyond. To do this, we will partner with key provincial
agencies, including the Ontario Ministry of Health and
Long-Term Care and other key stakeholders.
An external blue ribbon panel from leading centres in the
United States has indicated that the Hospital, with its clinical
Centres of Excellence and Samuel Lunenfeld Research Institute,
is well positioned to successfully execute a personalized
medicine strategy.
Key Operational Initiatives
Securing strategic partners to leverage funding and
resources for our two pilot projects
Establishing a Council on Bridging Clinical Care and
Research with a focus on translational research/
personalized medicine
Developing a comprehensive informatics infrastructure
to transform and synthesize clinical and research data
into new patient interventions
Business Strategy 3
Expand Partnerships for Co-ordinated Care
Partnerships and collaborations are an important component in
the delivery of clinical services at Mount Sinai. Mount Sinai is
committed to ensure better co-ordination of patient care before,
during, and after a patient visits the Hospital in its efforts to
enhance the patient experience. Mount Sinai is also committed
to facilitating, to the best it can, areas of service that we do not
currently provide. To accomplish these goals we will not only
review our existing partnerships but also identify and pursue
other opportunities. For example, we will explore preferred
provider relationships and/or other forms of partnership with
rehabilitation and complex continuing care facilities. We may also
wish to increase our offerings in neurosciences, for example, by
developing stronger partnerships with organizations that provide
such services (i.e., Baycrest).
Key Operational Initiatives
Re-focusing current partnerships for improved service
co-ordination along the continuum of care, health
equity, access to care and economies of scale
Forming new relationships with health-care providers
in York region to serve a growing population.
Our proposed Mount Sinai Wellness Centre on the
Joseph and Wolf Lebovic Jewish Community Campus will
be a focal point for these activities
Forge partnership arrangements and preferred provider
relationships with specic organizations in areas that
enhance our array of services
Business Strategy 4
Improved Cost Performance
Patient value includes the concept of superior cost performance
as compared to peer organizations. The need for rigorous
expense management is consistent with government funding
requirements and the Hospitals long-term strategy to generate
operating surpluses to reinvest in technology, equipment
and infrastructure.
Key Operational Initiatives
Continued implementation and tracking of Key
Performance Indicators (KPIs)
Reviewing major programs to identify opportunities
for cost control and performance improvement
Productivity improvements and nancial accountability
at all levels
Development of an Effective and Efcient Utilization
Committee that integrates best/evidence-based care
into the process
Seeking cost savings through outsourcing/collaborative/
shared services initiatives
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Linnette Livingston
Clinical Housekeeper
Dr. Samir K. Sinha
Director of Geriatrics
Sabrina Mastronardi
Infection Control Practioner
Tory Perkin
Registered Nurse
Corporate-wide Operating
Strategies in Support
of Our Business Strategies
The four business strategies will be supported by the following ve
operating strategies:
1. A re-designed organizational structure to support our Centres
of Excellence and the patient experience
2. A talent management strategy focused on leadership and
interdisciplinary team development
3. Development of a fully integrated electronic patient record
4. Renewed facilities and equipment
5. Financial health
Operating Strategy 1
A re-designed organizational structure to support
our Centres of Excellences and the patient
experience
A key enabler of our strategy is a new organizational structure that
integrates clinical activities of our Centres of Excellence under a single
leader. The objective of the new organizational structure is to create
effective linkages and develop better communication within and
among our Centres of Excellence which will lead to better
co-ordination of patient care. In parallel, the Operations Portfolio will
come under a single leader as will our Organizational Development
and Performance portfolio, both of which aim to support our Centres of
Excellence.
A new Ofce of Performance Optimization, staffed with planners,
data support specialists and process review experts, will serve as
an essential resource to our Centres of Excellence, departments and
corporate functions. The focus of this new ofce will be on costing,
measurement, reporting, monitoring, process improvements,
co-ordination and productivity improvements.
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Operating Strategy 2
A talent management strategy focused
on leadership and interdisciplinary team
development
Our talent management strategy will have a strong focus on
interdisciplinary team development as well as training in process
improvement methodologies. These additional skills are key to
orientating staff to a culture of patient value, productivity and
continuous improvement. As a top employer and to meet the
needs of our diverse communities, we will also continue our focus
on leadership development, wellness, diversity and equity and
work life balance.
Operating Strategy 3
Development of a fully integrated electronic
patient record
Our Hospital, like the rest of the health-care sector, is lagging
behind in effective IT systems and a comprehensive electronic
health record. We are therefore aggressively re-aligning
our IT strategy to better support our corporate strategy,
including translational research. The objective is to ensure a
strong operational base and prioritize the resources and key
investments that will enable our corporate strategy. Key to this
initiative is the development of an integrated health record,
which is essential to improving patient safety, co-ordination of
care among professionals, patient information, and productivity
and quality improvements.
Operating Strategy 4
Renewed Facilities and Equipment
Modernization of our facilities, equipment and technology will
continue to be a major initiative in improving the delivery of
care and the overall patient experience. The Hospital is in the
midst of a major capital redevelopment with investments in
building, equipment and technology.
Operating Strategy 5
Financial Health
In addition to securing appropriate levels of government
funding and taking advantage of opportunities under new
funding programs, initiatives will be undertaken in three
key areas business development, research commercialization
and philanthropy. Each of these areas will be reviewed and
restructured as required to maximize revenues and impact.
The nancial health of the organization will continue to be
measured through comprehensive performance measures
that critically assess our progress in this area.
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Mount Sinai Hospital
Strategic Plan 2010-2013
600 University Avenue
Toronto, Ontario, Canada M5G 1X5
t 416-596-4200 www.mountsinai.ca
200902546