Strategic Academic Plan

Executive Summary

The Department of Otolaryngology-Head & Neck Surgery at the University of Toronto (UofT) went through an overarching strategic planning process in the 2012-13 academic year culminating in the Strategic Academic Plan: 2013-2018. This iterative, transparent and accountable process had broad input from across faculty, residents and fellows in our Department along with the assistance of an external facilitator.

The core concepts of the University of Toronto, Faculty of Medicine’s (FoM) Strategic Goals were essential in deriving our strategic academic plan; these are:

• Integration with our partners to promote new collaborative thinking and to address our strategic directions
• Innovation that creates value by applying the full scope of our inter-disciplinary capability to answer complex health and biomedical questions
• Impact of our education and research outcomes that reflects return on investment as we make meaningful contributions to improving health and prosperity

This plan defines an ambitious strategy that includes expansion of education and research platforms, faculty recruitment and development, mentorship, enhancement of alumni relations, global outreach and the development of a world class quality and safety program to lead our specialty. We are committed to maintaining our status as the national and international leader in the discovery, innovation and implementation of the best practices, research, education and clinical care in otolaryngology-head & neck surgery.

Our six strategic directions or themes are outlined on the following two pages. A commitment to advance these themes was confirmed through an extensive consultation process undertaken as part of a comprehensive strategic planning exercise. These themes form the strategic directions that will guide the activities of the Department for 2013 to 2018.

Each strategic direction is divided into a number of goals with implementation strategies, metrics and supports to enable the goals. An Accountable Lead for each strategic direction will be appointed and the Executive Committee of the Department will carefully monitor the progress and implementation of the plan. Reporting periods will require the collection and preparation of multiple types of data, including performance indicators across all six major strategic directions.

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