Performance Management Program
Sunnybrook has one of the most comprehensive and rigorous executive performance management programs in the province. Each year, members of the Senior Leadership Team (which includes the President and CEO) have their performance measured through a large number of metrics that are tied directly to the annual compensation of the executive. A special sub-committee of the Hospital's Board of Directors reviews the compensation and performance of the Senior Leadership Team each year. This annual evaluation is tied to compensation.
Performance management program components
The performance management program integrates and aligns the following key components into one program:
- Performance & Compensation Committee of the Board
The Performance & Compensation Committee of the Board of Directors governs all activities related to the performance and compensation of the CEO and the senior leadership team. - Performance Evaluation Program
Annually the performance of each senior leader is measured against leadership competencies and annual performance goals. The performance evaluation process includes a 360-measurement component that solicits feedback from superiors, subordinates and peers and results in the development of new performance and career goals. - Professional Development Program
Based on feedback from the 360-measurement tool and other inputs, each senior leader must identify opportunities for growth and performance improvement. This program becomes a key component of the annual professional development plan and assists in the development of new performance goals. - Performance Goals (10 Goals)
In addition to assessment through the 360, each year the CEO and each executive on the senior team must set 10 goals that include:
• Two Personal Goals related to the leader's portfolio of responsibilities;
• One CEO/Senior Leadership Team Goal;
• Two Long Term Team Goals (Two years in length for each one.)
• Five goals related to the Quality of Improvement Plan (QIP), which is aligned to the quality of our patient care.
Many of these goals will have multiple objectives with corresponding metrics. - Compensation Program
The CEO and Senior Leadership compensation is determined and approved by the Performance & Compensation Committee of the Board of Directors. Compensation is determined through the above performance metrics as well as a robust external benchmarking analysis. - External Benchmarking Analysis
The Performance and Compensation Committee of the Board engages in extensive external benchmark comparators analysis to determine the components of the compensation program. Third party experts in compensation practices have been engaged in providing expertise and knowledge to the process.
Performance management goals
Compensation aligned to ten (10) corporate performance goals.
- Two Personal Goals: Each senior leader will develop two goals that align to the responsibilities in their portfolio.
- Three Team Goals: Within the four goal dimensions (see below), the senior team will develop one short-term (one year) goal and two long-term (two year) goals.
There are five goals developed that are aligned to four dimensions associated to the business of healthcare at Sunnybrook:
- Patient Care
- Workplace of Choice - Our staff
- Resource Management - Our Financial Health
- Strategy/Business - Our Business
- Five QIP Goals: Senior team will develop five performance goals aligned to compensation and to our Quality Improvement Plan.
There are five goals developed that are aligned to the four dimensions associated with the Hospital's Quality Improvement Plan (QIP) goals:
- Safety
- Access
- Patient Centred
- Effectiveness
- Integration
Current components of the compensation program
| *Total Maximal Compensation | Compensation is determined through performance metrics and an external compensation benchmarking review. A special committee of the Board of Directors approves compensation each year. |
| Base Pay | This is the amount paid to the executive each year after removing amounts for At Risk, Benefit Allowance and Auto Allowance. |
| Compensation At Risk (21% to 30%) | Each year 21% to 30% of the executive's compensation is considered to be at risk and is held back from the total maximal compensation noted above. It is only paid out (in total or in part) when, through the Performance Program, the overall performance of the CEO or the Senior Leader is evaluated and measured for success against the achievement of the 10 performance goals. (15% is held back for permanent part-time hours) |
*Total Maximal Compensation
The pie chart below demonstrates graphically how total maximal compensation is divided into the various components, using the CEO as an example.
Additional information
- Severance: Severance is only provided upon termination of employment without cause, and is used to mitigate financial loss until another position can be found. There is no voluntary resignation allowance or retirement allowance provided.
- Parking: Senior leaders pay for parking consistent with rates charged for all other staff parking in similar spaces.
- An annual benefit allowance is provided: CEO - $25,000, EVP - $15,600, VP - $12,800
- A monthly auto allowance is provided to offset the costs of business related transportation. This is a taxable benefit and is pro-rated for part-time work. CEO - $1,500 and EVP/VP - $1,083
- SERP'S, RRSP Contributions, Mortgage Assistance, Club Membership: None exist in the Sunnybrook contracts.
Please note
The compensation figures provided in this compensation overview will not align with figures provided each year through the Ministry of Finance salary disclosure. These amounts differ as a result of a number of factors, including:
- Annual salary disclosure is based on a January 1 - December 31 calendar year while Sunnybrook's compensation program (which may include merit based step increases on a pre-determined grid) is based on our fiscal year (April 1 - March 31).
- In certain fiscal years there may be one additional pay period.
- The amount of at risk compensation is based on performance and may not be consistent year to year.
