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Five Year Review 2009-2014

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Five Year Review 2009-2014 FIVE YEAR REVIEW 2009-2014 Department of Surgery, Faculty of Medicine 149 College Street, 5th Floor Toronto, Ontario, Canada M5T 1P5 Tel +1 416-978-2623 • Fax +1 416-978-3928 [email protected] • www.surgery.utoronto.ca 2 Five Year Review 2009-2014 This report is respectfully submitted by: Dr. James T. Rutka RS McLaughlin Professor and Chair of Surgery www.surgery.utoronto.ca TABLE OF CONTENTS 1. Executive Summary ........................................ 7 5. Organizational and 2. Introduction .................................................... 9 Financial Structure ........................................ 34 3. Key Findings of the 2007 Review ............... 11 6. Resources and Infrastructure ........................ 40 4. Chair’s Statement ......................................... 13 7. Education ..................................................... 41 a) Historical Perspective ............................ 13 8. Research ....................................................... 48 b) Developing the Brand ............................. 14 9. Quality and Best Practices ........................... 51 c) Strategic Plan .......................................... 15 10. Faculty Development ................................. 53 i. Education .......................................... 15 11. Continuing Professional ii. Research ............................................ 16 Development ............................................. 54 iii. Quality and Best Practices ................ 17 12. Global Health ............................................. 55 iv. Faculty Development and Mentoring .................................. 18 13. Surgical Skills Centre ................................. 58 v. Integration/Global Outreach ............. 19 14. Report of Faculty Members ....................... 62 d) Communications ..................................... 20 15. Report of Learners ..................................... 64 e) Academic Performance 16. Division Reports ........................................ 81 and Metrics ............................................. 20 17. Hospital Reports ....................................... 137 f) Chairs and Chairholders ......................... 21 g) Promotions .............................................. 23 18. Conclusion ............................................... 221 h) Appointments .......................................... 23 19. Appendix A & B available electronically i. New Faculty ........................................ 23 ii. University Division Chairs ................ 24 iii. Surgeon-in-Chiefs ............................. 25 iv. Other Leadership Appointments ......... 25 i) Continuing Appointment Reviews ............ 25 j) Retention .................................................. 26 k) Transition ................................................ 26 l) Education ................................................. 26 m) Research ................................................. 26 n) Major Award Recipients ......................... 27 o) Advancement ........................................... 28 p) Departmental Firsts ................................ 30 q) Strengths and Challenges ....................... 31 r) Future Directions .................................... 32 MAIN ABBREVIATIONS USED: AAP: Annual assessment of productivity LInC: Longitudinal integrated curriculum AEF: Academic enrichment fund MAM: Medical academy of Mississauga AFP: Alternated funding plan MOHLTC: Ministry of health and longterm BPiGS: Best practices in general surgery care CACMS: Committee on accreditation of MOU: Memorandum of understanding Canadian medical schools NBME: National board of medical examiners CAR: Continuing appointment review NEAL: New and emerging leaders CaRMS: Canadian resident matching service PCC: Patient centred care CBC: Competency based curriculum PGME: Postgraduate medical education CGQ: Canadian graduate questionnaire Q/BP: Quality and best practices CPD: Continuing professional development RCPSC: Royal college of physicians and CRC: Canada research chair surgeons FEAC: Fellowship education advisory SEAD: Surgery exploration and discovery committee SIC: Surgeon-in-Chief IDEAS: Improving and driving excellence across sectors SLUE: Surgical leader of undergraduate education LCME: Liason committee on medical education SSTP: Surgeon scientist training program LHIN: Local health integration network TES: Teaching effectiveness score 6 Five Year Review 2009-2014 1. EXECUTIVE SUMMARY: The Department of Surgery is steeped in a than 1,000 peer-reviewed publications per year, rich tradition of surgical innovations which have and receive numerous prestigious national and had enormous impact on the health of mankind. international awards. Contemporary innovations in surgical education Funding for the Department is derived including the development of the Surgeon from multiple sources including: Base funds Scientist Training Program (SSTP), the Surgical from the University and the Ministry of Health Skills Centre (SSC), and a Competency Based and Longterm Care (MOHLTC); revenue from Curriculum (CBC) have further solidifed the Continuing Professional Development (CPD) Department’s global reputation. courses; advancement funds; and endowment The Department is the largest across Canada funds. Advancement efforts within the with 275 full-time faculty members, 250 residents, Department of Surgery, the University Divisions 200 clinical fellows, and 40 scientists. There are and the Hospitals have led to the creation of 7 direct entry Royal College of Physicians and a myriad of endowed chairs held by surgeons Surgeons training programs (Cardiac Surgery, totaling over $150 Million per year of funds General Surgery, Neurosurgery, Orthopaedics, that are used to support the academic mission. Plastic and Reconstructive Surgery, Urology, The Department also lays claim to 10 Canada Vascular Surgery) and 4 sub-specialty programs Research Chair holders. (Pediatric General Surgery, Colorectal Surgery, The Department has developed an ambitious Surgical Oncology, and Thoracic Surgery). Strategic Plan entitled: “Transforming Surgery: Interestingly, the Division of Anatomy is Beyond the Cutting Edge”. Within this plan, housed within the Department of Surgery in a there are 5 well-defned planks of activity relationship that has been mutually productive including: 1) Education; 2) Research; 3) Best and benefcial for over a Members of the faculty practices/Quality; 4) Faculty Development; and are distributed at 6 major teaching hospitals: 5) Integration/Global impact. Progress that St Michael’s Hospital, Mount Sinai Hospital, has been made along each plank is described Sunnybrook Health Sciences Centre, Women’s in detail within the body of this 5 year report. College Hospital, University Health Network, The plan and its component parts align well and the Hospital for Sick Children. Part time with the Faculty of Medicine’s Strategic Plan – and adjunct faculty members are found in an Integration, Innovation, Impact. ever expanding array of community-affliated From 2009-14, the Department has hospitals in and around the Greater Toronto Area recruited 63 new faculty members, appointed (GTA). Residents, fellows and medical students 5 new University Division Chairs, and on surgical rotations receive excellent surgical supported the appointments of 7 new program instruction in particular at North York General directors, and 4 new Surgeons-in-Chief at Hospital, Toronto East General Hospital, St the various hospitals. There were 62 faculty Joseph’s Hospital, and Trillium Health Partners. who successfully completed their Continuing The Department is a research-intensive, Appointment Reviews (CARs). And fnally, the and academically productive unit in which the Department celebrated in the promotion of 95 faculty generate approximately $35-45 Million faculty members to higher academic ranks. per annum in research funding, publish more Five Year Review 2009-2014 7 KEY MESSAGE In the past 5 years, some notable “frsts” for the Department include: • Establishment of the Surgical Exploration • Establishment of the University of Toronto and Discovery (SEAD) Course City-Wide Brain Tumour Banking initiative • Creation of Faculty Development Day to • Creation of a Resident course in Practice assist faculty in need of improving their Management and Financial Planning teaching, research, and creative professional • Establishment of three new Departmental activity scores Lectureships • Producing and funding the Department of • Hiring of a Departmental Strategic Planning Surgery “Prep Camp” for all PGY1 residents Implementation Co-ordinator held at the SSC. • Hiring of a Departmental Communications • Establishment of the Best Practices in Co-Ordinator SurgeryWorkgroup • These and several other notable frsts • Writing of the “Late Career Transition outlined in the pages of this 5 year report Guidelines” serve to illustrate the new directions taken • Establishment of the Surgeon: Global within the Department based on its strategic SurgeryAcademic Role and job description priorities. • Harmonization of Departmental Academic Salaries according to Academic Role and Job Description • Competency Based Curriculum initiated in the Division of Orthopaedics, and now being applied incrementally to other specialties in Surgery 8 Five Year Review 2009-2014 I am most proud of the commitment to Committee working synchronously with the academic excellence which is demonstrated University Division Chairs and Program Directors, consistently by all members of
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