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About the Office of Stewardship & Sustainability

The Office of Stewardship & Sustainability (OSS) functions as UHN’s strategy portfolio office for operations-improvement initiatives.

As such, we provide a centralized coordination and support role for enterprise-level projects and teams at UHN. We prioritize, design, and lead specific quality-improvement initiatives related to stewardship and sustainability in UHN’s clinical operations portfolio.

We provide:

  1. Strong evaluation and gating function to organize, sequence, and design projects
  2. Project selection based on consistent application of weighted criteria
  3. Projects will be designed to improve the quality or point-of-care service delivery or to improve the quality of the support services required to deliver care

The OSS currently has five full-time employees. Staff positions within the OSS are primarily funded through existing UHN positions and one is funded through forecast savings.

Meet OSS Team
Matthew Lister
Matthew Lister
Senior Director
Michelle Cleghorn
Michelle Cleghorn
Project Manager
Yigit Baykut
Yigit Baykut
Project Manager
Andy Cheung
Andy Cheung
Project Manager
Sharon Roberts
Sharon Roberts
Project Manager


We would also like to acknowledge our team of interns that support the OSS’ growth and development:

  • Yigit Baykut (current)
  • Indra Budiyanto (current)
  • Aruna (Arundhati) Sriraman (current)
  • Eric Zhao
  • Varun Bajaj
  • Derek (Yu) Song
OSS Project Cycle

Engage the Office of Stewardship & Sustainability (OSS) to discuss a potential project

If you have a project idea, please contact us before drafting a business case or proposal. Email the OSS a high level summary of your idea and we will meet to discuss the project further.

We will help identify what types of analysis, methodology, or solution suit the opportunity you are trying to address. We can also help forecast whether the project will be approved for OSS support, and if approved, when we might be able to assist with its implementation.

Ideas submitted before Monday will be discussed the following Thursday at 10 am in the OSS office at 1-RFE 431, Toronto General Hospital. You will receive an email confirmation of the date, time and location.

OSS Review

Evaluate a potential service issue using a standardized OSS review methodology

A review assesses the current state of a service’s structure, its budget, work processes, and functions, then assesses how these are performing relative to peers, patients’ or consumers’ needs, or best practices.

Review Evaluation

Present review findings with Clinical Operations Vice Presidents, seeking a decision to proceed or defer a project

Reviews conclude with recommendations for the future state and often propose immediate and longer term actions. Once approved by UHN leaders, these recommendations are cast into a project.

Design and Develop Project Proposal: draft project charter with executive sponsor and project team

The Vice Presidents of Clinical Operations meet on a regular basis and evaluate how a review fits into UHN’s priorities. If their evaluation suggests adequate grounds for a project, then the OSS will work in conjunction with the proponent to draft a project charter.

The charter describes the project’s purpose, urgency, necessity, and impact. It provides a high-level view of the activities, individuals, resources, and information required to complete the assignment. Charters must be signed by the Executive Vice President and COO and a Vice-President Executive Sponsor.

Deliver Project

To the degree possible, the OSS designs work for ‘sustainable speed’. We avoid creating Steering Committees and, once past the review stage, report on an exception basis.

Owing to the nature of the work, we rely heavily on the early and informed involvement of our clinical and management colleagues.

Close Project and Monitor Results

Successful projects require many things: design, availability and involvement of appropriate staff, appropriate data, and astute analysis. However, a project’s ultimate value depends largely on how well it is implemented and sustained.

We use a ‘gamified’ and experience-based learning approach to transition, which could involve role play, simulation, modelling, and participation in a project. It’s critical that once a clinical team takes ownership of a project, they understand its mechanics, limits, and tools.

OSS Results

Current and Ongoing Projects 

Medical Device Reprocessing Department

How can UHN create a safer, more reliable service when re-processing surgical instruments?

Medical & Surgical Supplies

How can UHN be the best stewards of resources in medical and surgical supply spending across the organization?

Nursing Resource Team (NRT)

How can UHN provide the best nursing coverage to facilitate safer care across all units?

Records Management Policy Implementation

How can UHN optimize its record keeping and storage of sensitive information with integrity?


How can UHN be the best stewards of resources by streamlining non-patient transportation options?


Normally, we do not; however, if we see a significant opportunity after drafting a business case and having it approved by the Vice Presidents of Clinical Operations, we may assign a colleague to complete the assignment.

We work on the basis of potential value to UHN through quality-management assignments that will avoid costs, control costs, or generate revenue for UHN.

Project Managers at UHN typically have advanced degrees from top graduate schools in health administration, business, or engineering, and additional training in finance, design, operations strategy, and other quality-improvement methods, including LEAN. OSS team members have led change initiatives ranging from a single week to multi-year projects with multi-million dollar budgets and hundreds of participants.

Strong Project Managers will question your assumptions about the work, its schedule, its scope, resources, and output. They will challenge precedence and habits, and nudge the project owner in ways that may be uncomfortable. Project owners often feel an initial loss of control after engaging a Project Manager. Oftentimes, one person’s solution differs from another’s. For these reasons, the OSS follows a particular ‘order of operations’ with its engagements.

  1. Review: An initial assessment of the issue, opportunity, scope, and impact
  2. Recommendation to the Clinical Operations Vice Presidents
  3. Approval of the Clinical Operations Vice Presidents
  4. Project charter co-development with the project team and leads. This can take two-three weeks to draft depending on the project’s scope and sophistication.
  5. Project delivery
  1. Business-case consultation
  2. Reviewing an operations issue or opportunity to further strengthen operations
  3. Developing a new service concept
  4. Developing a service strategy
  5. Implementing an OSS initiative
  6. Developing a performance-measurement framework or indicator set
Contact the OSS


Office Location:
Toronto General Hospital