DENNIS S. CHARNEY, M.D.
STATE OF THE SCHOOL ADDRESS
September 23, 2008
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Congratulations to Diane E. Meier, M.D.
2008 MacArthur Fellows
Program Award Recipient
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Superpower Scientific Dynasties
1735 – 1840
France
– Centralized systems led to rigidity and decline of science
– Economic decline
Mid-18th Century – 1920s
Germany
– Research oriented university, well equipped labs, and emergence of institutes
(Max Planck)
– Economic decline
Early 20th Century – WWII
Britain
– Scientific funding from government and vigorous university system
– Economic decline
WWII – Present
United States
– World’s economic superpowers
– Dominant system of science, NIH
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Superpower Scientific Dynasties
• Each former giant of science emerged when the
society’s economy became extraordinarily robust
by world standards and declined when their
economies declined
• The message for Mount Sinai is that we must be
financially strong
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Biomedical Dynasties
Research
1. Rockefeller University
–
–
–
–
–
–
–
Founded 1901
First US Institution devoted solely to biomedical research
23 Nobel Prize winners associated with the University
20 Lasker Award winners
13 National Medal of Science winners
35 Members of the National Academy of Sciences
14 Members of the Institute of Medicine
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Biomedical Dynasties
Research
Rockefeller University
– 69 Laboratories
– 6 Research Areas (biochemistry, structural biology, chemistry; immunology,
virology and microbiology; molecular, cell and developmental biology; medical
sciences and human genetics; neuroscience; physics and mathematical biology)
– 9 Interdisciplinary Centers (cancer; hepatitis C; physics and biology; immunology
and immune diseases; Alzheimer's disease; sensory neuroscience; biochemistry
and structural biology; mind, brain
and behavior; human genetics)
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Biomedical Dynasties
Research
2. Salk Institute
– Established in 1960
– First lab opened in 1963 with 5 outstanding senior scientists
– Currently has 57 faculty investigators organized into 24 laboratories.
Has 130 graduate students and 285 postdoctoral trainees.
– 3 Centers (Cancer; Theoretical Neurobiology; Theoretical
and Computational Biology)
– 3 Current faculty are Nobel Laureates, 5 scientists trained at
Salk have Nobel Prize
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Biomedical Dynasties
Research
Salk Institute
– Major areas of focus within 3 areas: molecular biology and genetics;
neurosciences ; and plant biology
– New directions include chemistry and proteomics; stem cell biology; cell and
regulatory biology; metabolic research and computational and theoretical biology
– Many major discoveries relevant to human health and diseases
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Biomedical Dynasties
Research
3. Scripps Research Institute
– Founded in 1961 by a small group of immunopathologists
– 225 Faculty, 235 graduate students, and 815 postdoctoral fellows
– 3 Nobel Laureates, 19 NAS members, 8 IOM members
– Organized into 7 primary departments (cell biology; chemistry; immunology;
molecular biology; experimental medicine; neurobiology; and neuropharmacology)
– 8 Centers and Institutes, and 5 consortium
– “Rather than insulating faculty members and laboratories into separate and distinct
disciplines, as is generally the prescribed university model, the cooperative,
collaborative spirit is encouraged and embraced. While the level of scientific
investigation is intense, the atmosphere is collegial. The pursuit of scientific
excellence is paramount and all efforts are directed toward that end.”
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Biomedical Dynasties
Research
Scripps Research Institute
– The Kellog School of Science and Technology, founded about a decade ago,
is one of the nation’s best. Coursework is designed to focus on the interplay
of disparate fields of study and the student experience transcends multiple
laboratories.
– Scripps plans to start a small medical school (32-40 students per class)
in which every graduate will receive both a medical degree (MD) and a
scientific degree (MS or PhD)
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Principles of Success
1. Very high quality of senior leadership
2. Organizational Flexibility – goes where science leads,
integration rather than segregation
3. Very high caliber faculty who value scientific diversity
and collaboration
4. Expectation of Excellence
5. Outstanding Mentorship
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Sports Dynasties
OWNER
COACH
PLAYERS
BOSTON CELTICS
1957-1969
11 Championships
Brown
Auerbach
Russell
NEW YORK YANKEES
1947-1962
10 Championships
Webb
Topping
Stengel
DiMaggio
Mantle
UCLA COLLEGE
BASKETBALL
1996 -1973
7 Championships
UCLA
Wooden
Abdul-Jabbar
Walton
GREEN BAY PACKERS
1961-1968
4 Championships
Green Bay Fans
Lombardi
Starr
Nickske
UNC WOMEN’S SOCCER
19 National Championships in
30 years
UNC
Dorrance
Olympics
1996 – 6(2)
2000 – 6 (2)
2004 – 6 (2)
2008 - 5
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
The Ingredients needed for
Achieving and Maintaining Greatness
1. Great Administrative Leadership (Dean, CEO)
2. Great Leaders of People (Chairs, Institute Directors)
3. Great Players (Scientists, Physicians)
All 3 are NEEDED.
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Academic Medical Centers and Problems
in Making Major Discoveries
1. Increased differentiation (silos) and less integration
and collaboration
2. More Bureaucracy
3. When research organizations respond to growth by differentiating
into new departments and by imposing hierarchical and bureaucratic
controls → limiting the process of crossing academic disciplines
and a decline in integration and diminished possibility of
major discoveries
4. Most medical schools lack flexibility and there is a sharp
differentiation between clinical sciences and basic sciences
5. Has resulted in relatively few major discoveries in the 20th century
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
The Challenge to Mount Sinai Leadership
– Provide a strategic vision for integrating diverse areas of science
to facilitate breakthrough research on important biomedical
research questions
– Recruit outstanding faculty across diverse areas of biomedical science
so that our research teams remain at the cutting edge of science
– Demand rigorous evaluation of science within a nurturing environment
– Place a high value on outstanding training and mentorship
– Facilitate the obtaining of funding necessary for great science
– Expectation of excellence and nothing less
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
The Challenge to Mount Sinai Scientists
– Work on Important Problems which are “Do-able” leading
to breakthroughs
– Develop Research Teams characterized by Diversity and Depth
– Reach across disciplines
– Encourage frequent and intense interactions with those having
complementary interests
– Value mentorship
– Peer evaluation and support
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Strategies for Facilitating Biomedical
Breakthroughs
Academic Medical Centers
Mount Sinai
1. Take advantage of the access to patient populations
2. Take advantage of clinical departmental structure that provides
a platform for translational and clinical research and training
3. Create multidisciplinary interdepartmental research institutes
and centers which are high in scientific diversity, depth, and
integration. Encourage a highly focused research effort and
intense and frequent interaction of faculty from diverse
backgrounds
4. Create a Departmental-Institute matrix that results in scientific
breakthroughs relevant to human disease
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Biomedical Dynasties
Clinical Care
Mayo Clinic
– The first and largest integrated not for profit medical group practice in the world
– “Mayo Clinic is a collaborative organization, a pliable institution that assembles
the expertise needed for individual patients. Once the teams provide the
necessary care, they disband and reconfigure to meet the medical needs of
other patients. Imagine a huge store that sells everything, with experts in every
department who work together to help customers. This is how Mayo Clinic is
designed for medical customers. Patients don't get just a doctor; they get, in
effect, the ‘whole company.’ The Mayo system of integrated, multi-specialty,
outpatient and inpatient medical care doesn't always work as intended. But it
does work most of the time and represents Mayo Clinic's most important
competitive advantage.”
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Biomedical Dynasties
Clinical Care
Mayo Clinic Model of Care
• Principles of Outstanding Patient care
− Collegial, cooperative, staff teamwork with multispecialty integration.
A team of specialists is available and appropriately used.
− Highest quality patient care provided with compassion and trust.
− Comprehensive evaluation with timely, efficient assessment and treatment.
− Availability of the most advanced, innovative diagnostic and therapeutic
technology and techniques.
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Biomedical Dynasties
Clinical Care
• Mayo Clinic's brand is world-class because it reassures; it evokes
confidence in customers who truly need to trust. In the end, great
services brands are built on excellent customer experiences,
and this is the meta branding lesson the Mayo Clinic teaches.
• Our goal is to establish Mount Sinai as a world class brand
of outstanding patient centered clinical care
• When the patient comes to Mount Sinai, they get the entire
institution
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Research Productivity 2007-2008
• MSSM is now #18 in NIH Funding with ~$193M in grants
(does not include some recent recruits)
– This represents approx. 3% over 2007 grants of $187.5M
• 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
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Research Productivity 2007-2008
Enhancement of Research Support:
– Clinical Trials Office
 Centralized clinical trials office will provide support to researchers during all phases of a trial
– Info Ed
 A specialized application to assist in electronic NIH submission and tracking of grants
– Data Warehouse
 Patient data available to clinicians electronically, improving efficiency
– Vivarium
 Renovations completed for specialized cardiac and behavioral research
– Shared Research facilities
 Creation of new RNAi core, Biorepository Cooperative and enhancements to existing
ones, e.g. Microscopy
 Renovations to house new Cell Sorter to commence shortly
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Research Goals 2009
• Continue to increase NIH Funding at least 5% annually
• Increase number of NIH Centers of Excellence
• Increase Training Grant awards
• Recruit and retain our top scientists
• Conduct breakthrough science
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Growth of the Office of Technology
and Business Development
• Internal Marketing Program
– Internship Program – Technology Scouts,
Reviewers
– More Faculty Education on OTBD Process and
What Attracts Industry
– Improved Integration with Departments (Attend
Departmental Meetings etc.)
• External Marketing Program
– Develop New Industry Relationships
– Broad Based Marketing of MSSM Research
and Technologies to Companies
• Technology Development Fund
– Fund Product Development Projects
– Improve Value of Early Stage Technologies
Accelerating Science
Advancing Medicine
• Expand Entrepreneurial Activities
– Industry Presentations
– VC Introductions
– Commercialization Workshops
• Develop Relationships with Drug
Discovery and Device Prototype
Companies
• Process Improvement
– Use of External Resources to Facilitate Evaluations
– Reduce Turn Around Times
– Improved Website / Electronic Disclosure Filing
Achieving and Maintaining
Greatness
Medical Education
Accomplishments 2007-2008
Recognition
– AAMC Spencer Foreman Community Service award: one of three
national finalists
– AMSA PharmFree Report Card: ranked #3 in the country for the integrity of our
COI policies for faculty and students
Recruitment
– Second class of 140
– GPA 3.66, MCAT 34.8
– Intense focus on diversity, community service and leadership in social advocacy
– Over half the class from the following schools
 Columbia, Yale, NYU, Princeton, Penn, Brown, Cornell, Duke, Harvard, Northwestern
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Medical Education
Accomplishments 2007-2008
Curriculum
– Accelerating Science: implemented INSPIRE, providing yet another
opportunity for students to incorporate mentored scholarship into their
medical education
– Advancing Medicine: 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
Space
– Completed Phase Three of our renovation: Annenberg 13 labs and
classrooms
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Medical Education
Goals 2009
Recognition
– NIH rank will break into top 15
– USNWR will break into top 20
– We will win the AAMC Spencer Foreman Community Service award
– Continue to fill major national roles in medical education (ex. Associate Dean
Suzanne Rose will Chair the AAMC Group on Educational Affairs)
Recruitment
– Third class of 140
– GPA will surpass 3.70, MCAT will surpass 35.0
– Continue to focus on recruiting diverse student leaders in research, community
service, education, and clinical care
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Medical Education
Goals 2009
Curriculum
– Accelerating Science: implement the MD/MSCR track as a viable alternative
to training translational researchers
– Advancing Medicine
 Expand the Longitudinal Experience into the second year
 Complete curricular mapping based on Competencies, allowing us to redistribute basic principles of clinical
care into the first two years, and more sophisticated science into the third and fourth years
Space
– Complete the 4th and final phase of renovation: Lecture Room 12-01
Simulation
– Unveil The Center for Quality, Education, and Patient Safety through Simulation,
a joint venture of the Departments of Medical Education and Anesthesiology,
co-directed by Yasuharu Okuda and Adam Levine
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Graduate School of Biological Sciences
Accomplishments 2007-2008
Fewer acceptances with higher standards
• MD/PhD: 14 Students
– Mean GPA, 3.7
– Mean MCATs, 34
– Representative Undergrad institutions:
 Columbia, NYU, Princeton Cornell, U. Washington, Johns Hopkins, U. Penn, UC Berkeley
• PhD: 31 Students
– Mean GPA: 3.52
– Median GREs: Analytical Writing, 5 (out of 6); Quant., 740; Verbal, 590
– Representative Undergrad institutions:
 Yale, Caltech, Emory, Cornell, Peking Univ., NYU, U. Rochester, Melbourne U., Vassar,
Franklin & Marshall
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Graduate School of Biological Sciences
Goals 2009
• Four new Training areas matching the newly formed Research
Institutes established:
– Cancer Biology, Development & Stem Cell Biology, Immunology and Pharmacology &
Systems Biology
• Growth of Graduate School will track that of the Institutes
• Emphasis on depth over breadth
– All training areas must be outstanding
• Leverage close linkage with Med School & Hospital


Develop high-quality programs
Training in an integrated environment promoting Translational research
• Establish new metric that measures performance based on impact
of publications that emerge from thesis work
• Mount aggressive marketing & public relations campaigns to
publicize these efforts
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Faculty Practice Associates
Accomplishments 2007-2008
• The practice has seen exceptional growth
• Jan-Jun 2007 vs 2008
– Membership in FPA has grown by 4%
– Number of visits grew by 9%
– wRVUs grew by 9%
– Receipts grew by >19%
• Successful recruitment of outstanding clinicians has driven the
volume and receipts
• Emphasis on core values has resulted in better patient satisfaction
(But we can do better)
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Faculty Practice Associates
Accomplishments 2007-2008
FPA Patient
Ins titution
Care Receipts Northwes tern U F einberg S OM
compared to C ornell U Weill Med C oll
Was hington Univers ity S OM
other Top
E mory Univers ity S ch of Med
Ranked
Univers ity of Wis cons in
Schools
Mount S inai S O M
C olumbia U C oll of P & S
Yale Univers ity S OM
Mas s achus etts G eneral Hos pital
D uke Univers ity S ch of Med
Univers ity of Michigan Med S ch
Univers ity of P enns ylvania S OM
UC L os A ngeles G effen S OM
J ohns Hopkins Univers ity S OM
B eth Is rael-D eacones s Med C tr
UC S an F rancis co S ch of Med
Oregon Health & S cience U
U North C arolina S OM
Univers ity of Was hington S OM
UC S an D iego S ch of Med
Univ C olorado Hlth S ci C tr S OM
Accelerating Science
Advancing Medicine
T otal
R ec eipts
$361,567,541
359,386,966
487673805
419,174,882
432,802,603
# of F ac ulty
600
706
1,045
937
1,068
R ec eipts /MD
2007
$602,613
509,047
466,673
447,358
405,246
309,488,186
786
393,751
408,496,245
250,779,688
412,947,087
343,179,103
353,011,655
332,891,000
309,589,739
332,774,595
190,833,000
232,244,046
162,611,333
162,522,871
136,721,523
173,329,149
172,892,993
1,200
762
1,300
1,131
1,294
1,259
1,200
1,431
830
1,049
806
901
947
1,228
1,613
340,414
329,107
317,652
303,430
272,807
264,409
257,991
232,547
229,919
221,396
201,751
180,381
144,441
141,126
107,187
Achieving and Maintaining
Greatness
Faculty Practice Associates Goals 2009
•
Improve Governance:
– Enhance collaboration amongst departments
•
Improve Revenue Cycle Performance
– Improve internal business processes & strengthen in-house expertise
– Unify revenue cycle operations of all interested departments
•
Improve Patient Experience
– Continually demonstrate improved patient satisfaction scores
– Compare performance improvement to peers
•
Grow Clinical Programs
–
–
–
–
Maintain annual growth in revenue of at least 12%
Targeted recruitments aligned with institutional priorities & goals
Establishment of new categories of membership to enable growth
Recruit outstanding clinicians
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Campus Renovations-2007
• IMI-2
- Cancer Epidemiology
• Atran 5
- Cardiovascular Research Center
• Annenberg 5
- Graduate School Classroom
• Annenberg 5
- Medical Education Administrative Offices
• Annenberg 12
- Medical School Classrooms
• Annenberg 15
- Pathology Lab & Offices – Phase 1
• Annenberg 18
- Medicine Labs, RNAi & Microscopy SRF upgrade
• Annenberg 19
- Pharmacology Labs – Phase 1 & 2
• Annenberg 21
- Administrative Offices
• Annenberg 25
- Stem Cell Research Labs for new recruit
• Annenberg 26
- Vivarium Renovations for CRC
$ 74M
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Campus Renovations-2008
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Center for Advanced Medicine completed
IMI-1
- Cancer Institute Administrative & Academic Offices
IMI-16
- Structural Biology
IMI-10
- BSL 2 Cell Sorter
Atran 6
- Cardiovascular Research Lab
Atran 7
- Stem Cell Institute Lab
Atran 8
- Cardiac Imaging & Computational Lab
Annenberg 13 - Medical School Classrooms
Annenberg 15 - Pathology Lab & Offices – Phase 2
Annenberg 19 - Pharmacology Labs – Phase 3
Annenberg 22 - Ophthalmology Clinician Offices
Annenberg 24 - Cancer Institute Labs – Phase 1 & 2
Annenberg 25 - Molecular Biology Labs
Annenberg 26 - Vivarium Renovations for Behavior
Annenberg-SC - MRI upgrade
3 East 101st
- Conversion of guest house floors to offices
• FPA:
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–
–
–
–
–
Accelerating Science
Advancing Medicine
Jaffe Allergy Institute
Bendhein Parkinson Center
Surgery Floor Renovations
Ruttenberg Cancer Center
Urology Clinical & Robotics
Breast Center
$97M
Achieving and Maintaining
Greatness
Campus Renovations-Plans for 2009
• GP 1
- Mount Sinai Heart Exam Rooms & Offices
• GP 2
- Mount Sinai Heart Education Center
• IMI 4
- Health Policy – renovations for Dr. Rose
• Annenberg 11
- Levy Library upgrade
• Annenberg 12
- Medical School Auditorium
• Annenberg 14
- Brain Institute Labs
• Annenberg 19
- Pharmacology (Brain & Cancer Institute) Labs
• Annenberg 20
- Neurology Labs
• Annenberg 22
- Psychiatry (Brain Institute) Labs
• Annenberg 23
- Medicine Labs – Phase 1
• Annenberg 24
- Cancer Institute Labs – Phase 3
• FPA at 5 East 98th:
- Orthopedics Space Renovation
$26M
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Campus Renovations-2007-2009
Annenberg
26
25
24
23
22
21
20
19
Icahn Medical Institute
18
17
16
16
15
15
14
14
13
13
12
Atran Laboratory/Berg
Institute
11
10
5 East 98th Street (FPA)
Guggenheim Pavillion
8
8
Center for Advanced
Medicine
11
10
8
14
12
12
11
11
10
10
9
9
8
8
8
7
7
9
9
15
7
7
7
7
6
6
6
6
6
6
5
5
5
5
5
5
4
4
4
4
4
4
3
3
3
3
3
3
2
2
2
2
2
2
1
1
1
1
1
1
2007
2008
2009
3 101st Street
5
4
3
2
1
3-year Capital Spending $197M
(does not include CSM – related expenses)
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Center for Advanced Medicine
• Conversion of garage to office & clinical use for both hospital
& school functions in 160,000NSF:
– Department of Community Medicine offices & programs
– Disease Prevention & Public Health Institute
– Clinical Trials groups in Cancer & Ophthalmology
– Bronfman Institute for Personalized Medicine
 Biomedical Informatics Center
– Clinical Translational Research Institute
– Graduate School programs in MPH & MS
– Ophthalmology Faculty Practice
• Hospital clinics are housed with clinical trials and bio-bank
personnel
• Co-location of research and clinical functions provides
patients easy access to novel treatments
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Center for Advanced Medicine
Exterior View – from Fifth Avenue & 101st Street
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Center for Advanced Medicine
Interior view of 6-storey atrium and picture wall
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Center for Science & Medicine
• 500,000 GSF of research and clinical space
• Construction Start 2008
• Expected Completion – 2011
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Center for Science & Medicine
View from Southeast
Accelerating Science
Advancing Medicine
East Elevation
Achieving and Maintaining
Greatness
Center for Science & Medicine
Lobby
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Faculty Recruits 2007-2008
Assistant Professors
119
Assistant Professors Pending
53
Associate Professors
28
Professors
22
Department Chairs
2
Total Recruits
224
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
2008 Financial Results:
• Operating Surplus 8 Months Ending August - $4.0 Million
–
–
–
–
Research Growth 12.1%
FPA Growth 17.0%
Royalty/Licensing income to exceed $30 million for year
Total operating revenues 13% growth for year to $1.1 Billion
• Capital Budget $101 Million
– 2005 – 2008 Capital Budget for existing facilities – Totals $317 Million
• Favorable Bond Ratings Mean Lower Borrowing Costs
– S&P A– Positive Outlook
– Moody’s A3 Positive Outlook
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
2009 Financial Goals:
• Minimum Breakeven Operating Results
• Maintain Research & FPA Growth Rates
• Manage Program and Administrative Services Expenses
(VERY IMPORTANT)
• Continue Strategic Plan for Growth
– Research & Clinical Faculty Recruitment
– CSM Borrowing and Building
– Capital Campaign Fund Raising
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
The Campaign For Mount Sinai
Goals
Campaign Objective
$1B
1000
900
Dec. 2012
Campaign Totals CY2008
800
Millions
700
600
Current
Goal
Nucleus Phase
500
August 2008
$353.4M*
400
300
200
100
Dec. 2008
$400M-$450M
Dec. 2007
$300M
CY 2008
8/31/08
$106.7M
Dec. 2009
$500M
$150M
0
*Includes $75M reach-back gift from 1999
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
The Campaign For Mount Sinai
Update
Donor
Gift Amount
Area Supported
Frederick Klingenstein
$75,000,000
Campaign
James Tisch
$40,000,000
The Cancer Institute
Charles Bronfman
$12,000,000
Personalized Medicine
Leon Black
$10,000,000
The Stem Cell Institute
The Nash Family
$10,000,000
The Brain Institute
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness
Keys to Our 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 mission
A CULTURE OF EXCELLENCE
Accelerating Science
Advancing Medicine
Achieving and Maintaining
Greatness