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Mount Sinai School of Medicine

Mount Sinai School of Medicine. DENNIS S. CHARNEY, M.D. Dean September 22, 2009. Quality. Best Doctors in NY 152 FPA Doctors in 49 specialties Total 415 in 56 specialties (includes voluntaries, affiliates and non-FPA) US News & World Report Rankings

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Mount Sinai School of Medicine

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  1. Mount Sinai School of Medicine DENNIS S. CHARNEY, M.D. Dean September 22, 2009

  2. Quality Best Doctors in NY 152 FPA Doctors in 49 specialties Total 415 in 56 specialties (includes voluntaries, affiliates and non-FPA) US News & World Report Rankings Medical School 2009 #22 (from #33 in 2004) Hospital Honor Roll 2009-2010 #19 (never before) (out of 4,861 hospitals analyzed) Top 20 in 6 Specialties Top 50 in 11 Specialties NIH Funding Rank Academic Medical Centers 2009 #18 (from #25 in 2004) U.S. Medical Schools (AAMC) 2009 #3 Research Dollars/Principal Investigator #2 Research Density The Scientist's annual "Best Places to Work in Academia Survey" MSSM in Top 15 2009 AAMC Spencer Foreman Community Service Award

  3. Tripartite Missions of MSSM Clinical Education Research

  4. Faculty Practice The practice has seen exceptional growth Jan-Jun 2008 vs 2009 Membership in FPA has grown by 7% Number of visits grew by 10% wRVUs grew by 12% Receipts grew by 7% Successful recruitment of outstanding clinicians has driven the volume and receipts Emphasis on core values has resulted in better patient satisfaction Studer Group training for doctors and staff Press-Ganey surveys and reports for feedback and coaching

  5. Faculty Practice Receipts FPA Patient Care Receipts compared to other Top Ranked Schools

  6. FPA Strategic Goals Continue to develop a patient-centered, efficiently-run, professionally-managed FPA without losing any of the entrepreneurial spirit that has led to the unmatched success in growth over the past 5 years Continue to develop a culture of service, so that our patient satisfaction matches our outstanding quality of patient care Continue to improve operational efficiency, such as in the revenue cycle, realizing economies of scale where appropriate Continue our practice growth Expand primary care on campus and develop strategic alliances to expand our primary care reach Rebrand the FPA – Name, East Coast Mayo/Cleveland Clinic

  7. Education: Recognition Recognition 2009 AAMC Spencer Foreman Community Service Award AMA Foundation Pride in the Profession Awarded to Dean for Medical Education, David Muller MD Student Leadership Awarded to 2 students AMA Foundation Minority Scholars Awarded to 2 students

  8. Education: Quality – Matriculating Class of 2009 MD Students Number of Complete Applications: 4,768 Number of Interviews (excl EA/MSTP) 853 Size of Class 140 MSTP 11 NYS State Residents 33% Women 53.6% URM 17.9% Average MCAT 34.9 Average GPA 3.69 Number of Undergraduate Schools 48 (Penn=12, Harvard=9, Brown=8, Columbia=7, NYU=7)

  9. Education: Quality – Matriculating Class of 2009 PhD Students Number of Complete Applications: 359 Size of Class 30 NYS State Residents 37% Women 77% URM 17% Average GRE 1280 Average GPA 3.54 Number of Undergraduate Schools 28 (UChicago=1, Emory=1, Cornell=2, Peking University=1, Columbia=1, Bates=1, Williams=1, Wellesley=1)

  10. Education: Strategic Plan I am proud to introduce Mount Sinai’s vision for the School of Medicine. The programs and advances you will read about here represent a bold departure from the traditional medical school model. They also reflect Mount Sinai’s deep and long-standing commitment to translational medicine. Dennis S. Charney, MD Anne and Joel Ehrenkranz Dean of Mount Sinai School of Medicine and Executive Vice President for Academic Affairs of The Mount Sinai Medical Center Our goal is to prepare physicians and scientists to enter society as informed advocates and activists ready to advance research and clinical care and capable of promoting change. All our efforts and reforms are focused on creating a more integrated, patient-centered learning experience in both basic science and clinical medicine. David Muller, MD Marietta and Charles C. Morchand Chair in Medical Education and Dean for Medical Education

  11. Education: Notable curriculum and programs Competencies-based Curriculum A more individualized approach to educationA more even distribution of science and medicine Longitudinal Clinical Experience (LCE) one of two schools in the country to implement a Longitudinal Clinical Experience for an entire entering class, allowing students to experience doctoring from the very start, and helping them ‘translate’ the science they learn into a clinical context. INSPIRE 3-4 months of protected time in the fourth year for mentored scholarly projects 5 year MD/MSCR - PORTAL East Harlem Health Outreach Partnership (EHHOP) Visiting Doctors Adolescent Health Center

  12. Education: Institute for Medical Education Director: Lisa Coplit, MD Goals of the new Institute: Recognition/Reward for Excellence in Education Support for Promotion on Educator Track Support and development in Teaching/Education Support and development of Scholarship Create an Educational community

  13. Education: Strategic Goals Recruitment of outstanding medical and graduate students Develop unique cutting edge curriculum in medical and graduate school Establish new PhD programs (Computational Genetics, Global/Public Health) NAS Report: A New Biology for the 21st Century: Ensuring the United States Leads the Coming Biology Revolution Continue to align PhD programs with focus of the Research Institutes Mentorship

  14. Independent Status Institutional Accreditation Middle States Commission on Higher Education Charter Amendment, New Name New York State Department of Education Target Date: November, 2010

  15. Research Productivity MSSM is now #18 in NIH Funding with ~$200M in grants AARA Funding Outstanding The efficiency of space utilization has improved In 2006, the average institutional research density was $565/sf In 2007, the average institutional research density was $639/sf In 2008, the average institutional research density is $651/sf This increase has enabled us to make major recruitments within our existing space

  16. Direct Expenditures per Principal Investigator Purpose: Assesses research productivity of faculty engaged in research Higher Number is Favorable Formula: Direct Expenditures / Number of PIs

  17. Grant $s per Net Assignable Square Foot (NASF) Purpose: Reflects productivity of research space Higher Number is Favorable Formula: Total Grant $s / NASF

  18. Research Space Use Research Space at 95% occupancy

  19. Center for Science and Technology at East River Science Park

  20. Strategies for Facilitating Biomedical BreakthroughsAcademic Medical Centers Mount Sinai 1. Create multidisciplinary interdepartmental research institutes and centers which are high in scientific diversity, depth, and integration. 2. Encourage a highly focused research effort and intense and frequent interaction of faculty from diverse backgrounds 3. Create a Departmental-Institute matrix that results in scientific breakthroughs relevant to human disease 4. Recruit great scientists

  21. Genomics Institute NEW NIH DIRECTOR’S TOP TWO OBJECTIVES “Apply High-Throughput Technologies to Understand Fundamental Biology and Uncover the Causes of Disease.” “Support Translational Research to Take Advantage of New Discoveries that Can Lead to New Diagnostics and Treatments.” Francis Collins, MD, PhD August 17, 2009

  22. Mount Sinai Genomics Institute - A Core Technology Institute MISSION: To provide the latest Genetic/Genomic Technologies and Computational and Analytical Capabilities for MSSM Investigators

  23. Mount Sinai Genomics Institute - A Core Technology Institute Provide Latest Technologies & Analytical Capabilities: Expand Current Genome Capabilities: Recruit Expert Faculty and Staff High Throughput Sequencers Chip-Based Technologies Expand Proteomics/Metabolomics Technologies: Recruit Expert Faculty and Staff Mass Spectrometers Provide Bioinformatic/Computational Capabilities: Recruit Expert Faculty and Staff Super Computer Power Develop & Provide New Analytical Tools

  24. Mount Sinai Genomics Institute - A Core Technology Institute Recruit World-Class Director Provide the Latest Technologies for Genomic, Proteomics, & Metabolomics:$15M Recruit Expert Faculty & Staff Next Generation Sequencers Whole Genome Sequencers Mass Spectrometers, etc. Markedly Expand BioInformatics & Computational Capabilities: $15MRecruit Expert Faculty & Staff Hardware and Software, etc. Tool Development Total Costs $30M

  25. Mount Sinai Institutes of Clinical & Translational Sciences CTSA: PI H Sampson, MD Dean for Translational Biomedical Sciences Award: $35m over 5 years

  26. ~500,000 GSF devoted to Translational Research & Clinical functions Occupancy: 2012/13 Successful recruitment of outstanding faculty with research support has exceeded the strategic plan targets Center for Science & Medicine

  27. Center for Science & Medicine

  28. Keys to Our Continued Success • Great leadership at all levels • Financial discipline • Transparent decision-making based on performance • Recruitment and retention at all levels • Alignment of Education, Research & Clinical missions A CULTURE OF EXCELLENCE

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