A look at 73 of our greatest accomplishments in the past couple of years.

1. 73
Celebrating
success
stories

2. Seventy-three
success stories.
Seventy-three
reasons to celebrate.
sonal or department accomplishments
of which you are very proud. Also, it
is important to keep in mind that this
list is in no way ranked—the numbers
are merely to showcase the volume of
achievements, not to suggest some are
more or less significant than others.
Today you should be proud. Of what
you have achieved personally and
what we have achieved together.
Every single one of you is part of this
TSH success story.
Yet our journey is far from over. Striving
for excellence is now a part of our cul-
ture, and we will continue to improve as
a hospital. Two years from now, I hope
T
we can celebrate another 73 accomplish-
his booklet could just have ing the excellent patient care that is our ments that equal those presented here.
easily been called 173 Success core business.
Stories. Or 1,073 Success I am proud to be the CEO of this
Stories. The point is that the last two And by “we” I mean every single one hospital and I would like to thank each
years have been a period of incredible of us. The successes in this booklet and every one of you for your commit-
achievement for all of us here at The are what happens when everyone rows ment and all your hard work. It’s been a
Scarborough Hospital. together—when everyone is determined tough two years and the journey wasn’t
to do better, to make improvements, to always smooth, but just look at what
We have done the impossible. We put patients first. we’ve accomplished.
have racked up accomplishments and
achievements that would have been My only regret is that we couldn’t list Thank you!
unthinkable 24 months ago. We’ve kept all of our achievements here. Seven-
growing and building and moving the ty-three is far from an exhaustive list, Dr. John Wright
organization forward, all while provid- and I know many of you have per- President and CEO
2 March 2011 The Scarborough hoSpiTal

3. 1 dramatic staff satisfaction gains: When it
comes to physician and staff satisfaction, a 2 per cent
increase is considered good. Five per cent is considered re-
markable. So what do you call an improvement of 13 per cent?
Monumental. in fact, the organization that collected our survey
data tells us they have never seen such dramatic gains—
anywhere. at TSh, every single category showed significant
improvement, clearly signaling a renewed commitment to our
hospitals and our patients.
60
Employee Commitment
% positive score
50
50.9
40
30
37.8
20
10
Jan-Dec 2008 Current Period
2 social media
leaders: The
Scarborough hospital was
an early adopter of social
media, and remains a leader
with hundreds of engaged
Friends and Followers across
several channels including
3
Twitter, Facebook, linkedin
and YouTube. We were one of
the first hospitals in canada staying safe: We underwent a major
to promote a dialogue with shift in the way we report a wide range
our community using a wide of events and incidents, thanks to SaFe (Safety
range of social networking & accountability For everyone). This electronic
platforms. reporting system—which captures everything
from minor safety concerns like potholes in the
parking lot to unexpected events—has been
an overwhelming success and well-received by
clinicians at all levels.
The Scarborough hoSpiTal March 2011 3

4. Battling Superbugs
4 c. diff: TSh could have used excuses when
it had poor c. diff rates two years ago—aging
buildings, no storage space, few private rooms,
many shared bathrooms—but it didn’t. instead,
everyone got on board and made changes result-
ing in an unprecedented 94 per cent drop in cases.
impressive results for a hospital that posted one of
the worst rates in the province just a few years ago.
5 Vre: public reporting of patient safety
measures like Vre was welcomed by TSh
and coincides with our commitment to be
transparent and accountable. current rates are
posted regularly on the hospital’s website, and
an aggressive screening process for patients has
contributed to consistently low Vre rates at TSh.
6 mrsa: Strengthening TSh’s infection control
department and putting a strong focus on
infection control practices in all departments of
the hospital have had a positive impact on quality
of care. MrSa rates, for example, are typically well
below the provincial average.
7 Balanced Budget: it’s a lot more
complex than our budgets at home,
but the principles are the same—the
money coming in has to cover the costs
8
going out. Through a consistent program
of fiscal responsibility and hard work at the
unit level, TSh has maintained a balanced new di system a world first: We may not be a big downtown
budget for the past three years, putting us hospital, but that doesn’t stop us from being on the leading edge. an
in a strong position when seeking addi- investment in new digital technology made TSh the first in the world to run
tional investments to improve patient care. two key diagnostic imaging systems on an integrated platform—a major
benefit for cardiac patients who can now get faster, more accurate diagno-
ses and treatment.
4 March 2011 The Scarborough hoSpiTal

5. 9 Breastfeeding rates increase: Breast
milk is best for baby and we’re making sure
newborns get the best start possible at TSH.
New moms get all the facts here about breast-
feeding—including the risks of formula feeding.
The results? A 127 per cent increase in babies
who are exclusively breastfed at discharge. Re-
markable results for a hospital that was criticized
less than a year ago for having one of the worst
breastfeeding rates in the GTA.
I CA
RE
I CA
INTE
G
COM RITY
RE
10
PASS
ACC IO
OUN N INTE
TABI
I
RESP LITY GRI
EXCE T
EC care TY
i COMPAaBout
LLEN SS O
CE Values: IThe
ACC
OUN N
RES TA
EC so BILIT
buttons wornPbyT many Y
CAR
EX
of our staff, CELLEN
physicians
CE
and volunteers say it all.
E
integrity, compassion,
accountability, respect
and excellence resonate
I CA as important values, Integr
ity • C
RE
and as more than words ompa
in a document. i care Respe ssion • Ac
ct • E c
INTE
GRIT has become more than a xcelle ountability
COM Y nce
PASS
ACC IO slogan. it is now a way of
OUN N providing outstanding care to
RESP TABI
EC LITYpatients, and for welcoming
our
EXCE T
LLEN visitors to our hospital.
CE
12 yee Hong dialysis satellite: providing life-saving dialysis
for hundreds of patients at TSh each day is something we do
well—and our regional
Nephrology program
is the largest in North
11
america. The opening of
a satellite dialysis unit
from i care to eye care: a in partnership with Yee
great example of our ongoing hong is just one more
pursuit of healthcare excellence, The eye way we are providing
centre, located at the birchmount campus, excellent patient-
performs close to 6,000 cataract surgeries a centred care, closer to
year, and is the largest provider of cataract home.
surgery of its kind in canada.
The Scarborough hoSpiTal March 2011 5

6. 15 community adVisory
council: The structure is
unique in the province—a community
advisory council (cac) that is indepen-
dent, and reports directly to the board
of Directors. bridging the gap between
the community and the hospital, the
cac has already racked up some impres-
sive accomplishments in its short his-
tory, including assisting with the budget
process and helping obtain the go-
ahead for the new Mri at birchmount.
13 telecommunications improVements: TSh is answering the phone
faster, providing better customer service. a leaner workflow and new technol-
ogy have improved efficiency in the Telecommunications Department. response times for
callers to the hospital have decreased by 66 per cent.
14 Hand Hygiene cHampions: When the
province first announced in 2009 that it
would be publicly posting hand hygiene rates, TSh’s
16 etHics: ethics is every-
body’s business at TSh.
a new program was created in
were far from impressive. after a focused 2010 that aims to integrate ethics
campaign and plenty of hard work, staff through TSh in clinical and non-
moved that rate up—way up, as it turns clinical areas. hospital staff and
out—posting the best rates in the province. physicians now have more resources
Since then, TSh continues to be a leader in hand including a clinical ethics decision-
hygiene in the province. making tool.
17 emergency wait
times: There’s no ‘magic
bullet’ when it comes to improving
wait times in ontario’s emergency
Departments, as a recent auditor
general’s report states. Still, several
of our frontline initiatives, such as the
performance improvement project
and rapid assessment unit, have
improved most Ministry of health and
long-Term care targets for wait times
in our emergency Departments.
6 March 2011 The Scarborough hoSpiTal

7. “Despite the many challenges and
criticisms facing healthcare in Ontar-
io in recent years, The Scarborough
Hospital has evolved into a leaner,
more transparent and more account-
able organization that is recognized
for a number
of governance
best practices.
Our Board
bylaws, which
hardwire
community
engagement,
are a model for
other hospitals. Our Board members
are skills-based, bringing invalu-
able governance experience to their
role. And our commitment to the
hospital’s Mission, Vision and Values
is transforming the way we care for
18
our patients. I am proud to have been
a part of this evolution, and I look
forward to even greater achieve- worsHip centre: both of our campuses were founded as strong faith-
ments in the years to come.” based organizations, and our new Worship centre in the general campus’s
West Wing reflects that proud history. The Worship centre, which welcomes patients
—Michael Mueller and visitors from all faiths, features a beautiful stained glass window made from the
Chair, Board of Directors previous chapel’s window inserts, and furniture made from the original chapel’s pews.
19
“The nurses in
the Palliative interprofessional
Care Unit did a practice: our clinical pro-
really good job fessionals bring a great deal of experi-
caring for my ence and knowledge to their roles each
wife. They have day, and we are fortunate to have an
a very tough environment where each profession is
job, but they encouraged to work to full scope, to use
do it very well. current evidence-based practices and to
And when we needed them, they be supported in being the best we can
were there for us.” be. The interplay of professions, where
each discipline is valued, where no dis-
—Harvey Walker cipline is more important than another
The exceptional care his wife received and the sharing of expertise towards
inspired Harvey to make a $100,000 meeting patient goals ultimately results
donation to TSH in her memory. in safer care, better outcomes and in-
creased satisfaction.
20 foundation
restructured: renewal
and restructuring hasn’t been limited to
21 ortHopedic wait times:
TSh has a high volume of hip
and knee replacement surgeries but
22 mental HealtH
consolidation: a bright,
newly renovated space greeted patients
the hospital—TSh’s Foundation has un- our skilled orthopedic team ensures and staff when Mental health Services
dergone a similar process of rebuilding. our patients don’t wait any longer than consolidated from three separate loca-
The result is a stronger Foundation and necessary. in fact, at 124 days for hips, and tions into one 50-bed unit at the birch-
a committed Foundation board ready to 130 days for knees, TSh is well below the mount campus last year.
take on the big campaigns the hospital provincial wait time target of 182 days.
will need to move forward.
The Scarborough hoSpiTal March 2011 7

8. 23 Hospital goes smoke-free: We’re walking the walk and talking the talk.
as healthcare workers we know we need to set a good example for our patients
and visitors, so we decided to butt out, making the hospital a smoke-free facility. Many
“Creating a unified organization
following the amalgamation of two
employees have even quit for good. different hospitals has been no easy
24
task for The Scarborough Hospital, but
our physicians
critical care have been mak-
consolidates: our old icu, ing great strides
ccu and aMu at the general campus in achieving
were dreary and cramped spaces where just that. Over
the only thing separating patients was the past couple
a drape. The new critical care centre of years, The
is a 22-bed unit with state-of-the-art Scarborough
technology and private rooms with Hospital has
natural light, where the nurses’ stations begun to appoint corporate medi-
are strategically located to allow for cal chiefs for our programs, helping
optimum visual monitoring of patients. standardize processes and care across
both campuses. Many of our programs
are already led by a single chief, and
25
our Diagnostic Imaging program is
currently recruiting for that role. I am
sHared Hospital laB: in proud of our physician leadership for
october 2009, the introduction taking an active part in achieving
of the Shared lab between TSh, Toronto a “one hospital” vision for TSH, and
east general and North York general cut the I know our community—and our
turnaround time for c. difficile test results hospital—will be better served as a
from two days to less than 24 hours, help- result of their commitment.”
ing to move patients out of the emergency
Department faster. having such critical test — Dr. Steven Jackson
results faster helps us identify and mitigate Chief of Medical Staff
the spread of c. diff.
8 March 2011 The Scarborough hoSpiTal

9. 26 rapid assessment unit: No
man is an island, and no medical
unit in our hospital can work successfully in
a bubble. When there’s collaboration—such
as the eight-bed rapid assessment unit de-
veloped and implemented between Medi-
cine and the eD—great things happen. The
rau has helped reduce the average length
of stay (aloS) for patients in the eD who
are waiting for an inpatient bed to 11 hours
from 17 hours.
27 pain management: Managing
pain in a way that focuses on
the whole patient and takes into account
culture and language is important at The
Scarborough hospital. recently, more than
two dozen nurses became pain champions
to help assess and minimize patient pain.
28 Hospitalists: everyone involved
in the hospitalist program benefits
when there’s daily access on the floor to a physi-
cian and an interdisciplinary healthcare team.
From improved communication between physi-
cians and the team, to enhanced coordination
and continuity of care, the hospitalist program is
having a positive impact on patient satisfaction.
29 fundraising successes: Sev-
eral events held by the Foundation
have proved to be excellent ways to raise funds
for the hospital and to engage both new and
existing community and corporate donors. golf
and hockey tournaments, as well as a successful
Scarborough garden party, have set the stage
for future events that will help raise money and
build the profile of The Scarborough hospital in
our community.
30 complaint resolution: resolving patient complaints quickly
and effectively is a key goal of patient relations, and is so impor-
tant for a positive patient experience. That’s why we’re proud of the steady
improvement from an average of 27 days in 2009 to our current average
of 11 days for resolution. a more timely resolution of complaints leads to
increased patient and family satisfaction.
The Scarborough hoSpiTal March 2011 9

10. 31 new logo: as part of the
organization’s renewal process,
a revised TSh logo was unveiled. The
new logo is sleeker, brighter and more
modern—just like the new TSh.
32 Patient satisfaction
on its way uP: Throughout
TSH, staff and physicians are launching
35
initiatives designed specifically to
improve patient satisfaction, and their
work is paying off. The most recent paedlink: an innovative approach to ‘fast track’ children and their
survey results show four units have families from the emergency Department to a pediatric clinic— called
patient satisfaction rates above the GTA paedlink— has reduced wait times. More importantly, paedlink has alleviated
average: CP3 (Orthopedics) and 4Central much of the fear and anxiety experienced by children and, of course, their par-
Surgery at the General campus and ents, in visiting the hospital.
Cardiac Stepdown and 4A (Surgery) at the
Birchmount campus.
36
33
ems offload
rn: TSh is help-
decision support: You ing paramedics get out of
can’t run a modern hospital the emergency Depart-
without detailed data and information ment quickly and back on
analysis, and when it comes to under- the road responding to 911
standing key performance indicators, calls. Through a partnership
wait time data and other clinical and with eMS, a dedicated nurse
non-clinical business information, handles patients brought in
staff and management are able to by paramedics so that they
turn to our performance and Decision don’t have to stay with pa-
Support Department. armed with tients for several hours in the
their expertise, staff and management emergency Department.
are better able to understand emerg-
ing trends and make confident deci-
37 38
sions that help us improve efficiency
and patient care.
compliments are up: Better waiting
34
patients are happier with rooms: The new West
their experiences at the hospital, Wing afforded us the opportunity to
accreditation: Staff, saying staff and physicians are more enhance patient comfort by design-
physicians and volunteers all compassionate and caring. in fact, ing larger and brighter waiting rooms
contributed to the success of TSh achiev- compliments received by patient in the emergency Department—
ing a full three-year accreditation from relations are up close to 50 per cent including a children-friendly area—
accreditation canada in october 2009, year over year, a true testament to and for patient registration. The
while our laboratory services met all of the staff and physicians living the Mis- birchmount recently revamped its eD
requirements of the ontario laboratory sion, Vision and Values. waiting area with new seating and a
accreditation, awarding a full four-year more efficient registration process.
certificate for both campuses.
10 March 2011 The Scarborough hoSpiTal

11. 39 code stemi: every 75
minutes, a patient comes
to the hospital with chest pain.
To provide the best care possible
for cardiac patients, TSh imple-
mented code STeMi in partnership
with rouge Valley. This successful
partnership helps ensure cardiac
patients are immediately routed
to the right test or procedure and
is resulting in better outcomes for
patients.
40 rotman: Developing
our leaders is a priority
for the hospital, and our second
round of staff and physicians are
currently enrolled in the prestigious
rotman leadership Develop-
41
ment program. The projects being
completed by this group are geared
toward improving patient care and planning for surgical expansion: TSh keeps getting better. While
internal business processes, helping celebrating the completion of the West Wing at the general campus, local Mpp
TSh better fulfill its Mission, Vision brad Duguid delivered more good news: a $3 million planning grant for the redevelopment
and Values. of the general’s outdated surgical suites and expanded pre-surgical services.
42 reVitalizing
Volunteer
serVices: We couldn’t function
without the dedication of our hun-
dreds of volunteers, so we embarked
on a total revitalization of Volunteer
Services by providing enhanced
training and more support staff. This
has led to added responsibility for art
shows displayed in the art gallery,
increased outreach to the commu-
nity and a renovated gift shop at
the general campus. our volunteers
continue to raise funds for hospital
equipment through new and exciting
events, not to mention the tradition-
ally popular bazaars and gift shops.
The Scarborough hoSpiTal March 2011 11

12. 43 surgical cHecklist:
Since province-wide imple-
mentation of surgical checklists, our
44 clinical pastoral
education: our unique
Spiritual and religious care department’s
compliance rates have consistently clinical pastoral education program
remained around the 100 per cent mark. attracts theological students and ordained
This speaks volumes to our emphasis clergy from diverse backgrounds,
on patient safety. The surgical checklist denominationally as well as ethnically
is the final check prior to surgery used and culturally. These students bring
to ensure everyone in the or has all the broad education and experience in the
medical information they need about care they provide for our patients and
the patient. families.
45 clinical action
planning: our clini-
cal action plan (cap)—the most
intensive project undertaken by us,
engaging staff and physicians from
every corner of the hospital—is
nearing its ultimate goal as business
cases for nine out of the original
32 recommendations will soon be
presented to the Steering commit-
tee. From there, a final report will be
submitted to the board of Directors
later this year.
46 senior team
more VisiBle:
Safety rounds, bed meetings,
“The Scarborough Hospital gave
me the gift of life—twice. I am
walkabouts, job shadow- really grateful for all of the doc-
ing, leaN exercises, morning tors and nurses who saved me.
huddles—you name it, and If they hadn’t, I wouldn’t be here
members of the senior man- today. I wouldn’t be able to hang
agement team can be found out with my friends. I would
actively participating at the have died at a young age. I’m
front line. “in moving to a leaN extremely grateful.”
culture, we want to get away
from long meetings in meet- — MICHELLE LY
ing rooms, and really focus on Michelle is a former patient
front-line, real-time problem who had a massive heart attack
solving,” explains lindsey last year and was brought by
crawford, TSh’s Vp of patient ambulance to the Birchmount
Services. “being a support at campus—the same hospital
the front line is where man- where she was born just 14 years
agement can really make a earlier.
difference.”
12 March 2011 The Scarborough hoSpiTal

13. 49 GOING GREEN:
Green projects
help the environment and, at
48
TSH, are saving money. The
IS Department implemented
new mri for a green project by updating
BircHmount: Mpp gerry technology, eliminating physi-
phillips said it best when he announced cal servers and adding more
a second Mri for The Scarborough virtual servers. This greening
hospital: “This isn’t a gift. You’ve earned initiative reduces the hospital’s
it.” The new Mri—to be located at the carbon footprint and saves
birchmount campus—will help us better about $50,000 a year in energy
serve the Scarborough community. costs.
47 gain clinic: caring for our
diverse community is a priority,
and that includes our large and growing
seniors population. To help seniors live
independently, safely and with dignity,
we have opened a geriatric assessment
and intervention Network (gaiN) clinic,
where referred patients are seen by an
interprofessional geriatric team outside
of the emergency Department. The result
is specialized geriatric care, which may
include home support—allowing elderly
patients to avoid unnecessary hospital
visits and admissions.
The Scarborough hoSpiTal March 2011 13

14. 50 improVed relations witH
moHltc, lHin: Senior staff at TSh
have made a concerted effort to improve relations
with the ce lhiN and the Ministry of health and
long-Term care through better communications
and more face-to-face meetings. This is resulting
in real benefits to the organization, such as the
recently approved Mri for birchmount.
51 master plans: Where is TSh going?
Staff in Facilities can tell you, at least
for the next 25 years. as part of the application
process for the new operating rooms at the
general site, a master building plan (with the
required expansions) has been created for the
general, and this will be done at the birchmount
in 2011. These plans allow staff to plan ahead,
starting the planning (and fundraising) for much
needed improvements now.
52
53
Volunteers raising Big Bucks:
When we need them, they are always
there. The Scarborough hospital’s volunteers work Better food: Meeting the unique needs of each and every
tirelessly and their fundraising efforts have landed patient isn’t limited to clinical care—it means all aspects of the
them at the top of the donor wall with more than patient’s journey. To this end, Food and Nutrition Services is working with a
$1 million raised for the hospital’s Foundation. one local mosque to create better halal meals, and has added additional menu
of their most recent projects was the successful choices to serve other populations. in the coming year, the plan is to add a
car raffle, helping to close the deal on two much full roster of choices, ensuring all patients have access to healthy and ap-
needed cT Scanners for the hospital. propriate food.
54 patHology excellence: our laboratory Services have
surpassed many other hospitals by being the only lab in
55 a great place to work: The word
is out on the street—TSh is a great place
to work. advertised jobs typically have plenty of
canada to implement the True positive identification (TpiD) system in qualified applicants, and staff members attending
pathology. TpiD identifies, labels and tracks the specimen throughout industry events are often asked if there are any
the testing process, using two-dimensional barcode technology. openings. and did you know TSh is Scarborough’s
largest employer?
14 March 2011 The Scarborough hoSpiTal

15. 56 keeping our staff healthy: Getting our patients
healthy isn’t our only goal at TSH. Our staff matter, too.
Our well-equipped fitness centres at each campus, accessible to
members 24/7 at their convenience, boast modern cardio equip-
ment and weights, and space for fitness classes.
58 HiVe: all clinicians now have immedi-
ate electronic access to emergency
Department records, as well as lab results and
57
Di reports, thanks to health information Viewed
electronically (hiVe). The next phase of hiVe will
Hsmr: When hSMr was first publicly reported a few years ago, tackle day surgery and inpatient discharges.
TSh made the front page for having one of the worst rates in the
province. Now, after concerted quality improvements, TSh has dramatically
lowered its hSMr figure, becoming one of the top performers in the gTa.
The Scarborough hoSpiTal March 2011 15

16. 59 interpreter program:
as one of the most diverse
communities in the world, TSh needs to
ensure language is not a barrier to care.
Full-time interpreters are now avail-
able to provide interpretation services
in Mandarin, cantonese (birchmount
campus) and Tamil (general campus) for
TSh patients. based in the emergency
Departments, the interpreters can be
called on for any department in the
hospital.
60 incorporation of pHysi-
cian leadersHip into
senior team: in many hospitals,
the Senior Management Team is just
“management,” with physician partici-
pation limited to the chief of Staff. at
TSh, a number of physician leaders are
members of the senior team, providing
their unique perspective to the discus-
sions and decisions. “This is a much
more inclusive and transparent way of
making decisions,” explains Dr. Wright.
“our physician leaders are really helping
this organization move forward.”
61 positiVe media
coVerage: There was
a time when it seemed that TSh
was always in the papers— for
all the wrong reasons. Today,
TSh is consistently the subject
of positive coverage in local,
national and ethnic media outlets.
62 partnersHips witH
otHer proViders: in
the last 24 months, TSh has forged
strong partnerships with many
organizations that allow TSh to
dramatically improve the care ex-
perience for our patients. Some of
these partnerships include the Yee
hong dialysis satellite and the new
lhiN-wide gaiN clinic and home
First partnerships. TSh’s oncology
clinic also works in partnership
with cancer care ontario’s central
east regional cancer program and
rouge Valley health System to
provide cancer care and treatment
to Scarborough residents.
16 March 2011 The Scarborough hoSpiTal

17. 63 skin-to-skin program:
giving newborns the best start is
the focus of all care in the Maternal New- 64 STANDARDIZING CLEANING
PRACTICES: Cleanliness is a
huge issue for patients and visitors to any
born and childcare Department and the
new skin-to-skin policy is doing just that. in hospital, and over the past couple of years,
a well-baby situation, newborns are placed we have made great strides in standardizing
on their mother’s chest for a minimum our cleaning practices. For instance, staff-
of one hour immediately following birth. ing classifications have been standardized
research overwhelmingly supports that across sites, as have most of our clean-
this initiative encourages breastfeeding and ing procedures, such as isolation cleaning
helps build strong bonds between mother protocols. The result has been a huge drop
and baby. in C. diff rates as we continue to implement
an integrated Quality Assurance program
throughout our cleaning practices.
65 new weBsite launcHes: in
January 2010, TSh launched a
clean, simplified and user-friendly website
that has made it much easier to engage our
patients and our community online. The
award-winning site has seen a significant
increase in traffic, too, providing us with an
efficient, cost-effective way to promote our
hospital and our programs and services.
66 iV team innoVation: We are
the first hospital in the gTa to
introduce a bedside nurse-driven ultrasound
guided picc insertion using the Sherlock
Tip location System (TlS). This procedure,
carried out by our experienced iV team,
eliminates a trip by patients to Diagnostic
imaging, increasing patient comfort and sav-
ing valuable staff resources.
The Scarborough hoSpiTal March 2011 17

18. Mission
Vision
To provide an
outstanding care
experience that meets
the unique needs of
Values
each and every patient.
To be recognized as Canada’s
leader in providing
the best healthcare
for a global
community
community.
I CARE:
Integrity • Compassion • Accountability • Respect • Excellence
www.tsh.to
67 mission, Vision and Values:
integrity, compassion, accountability,
respect and excellence aren’t just words on the
F O U N D AT I O N F O U N D A
wall at TSh; they’re how staff, physicians and
volunteers deliver care. The new Mission, Vi-
sion and Values set the stage for a new day and
strengthened the organization as it strives to be
recognized as canada’s leader in providing the
best healthcare for a global community.
68
F OUNDATION F OUNDATION
connecting witH our
community: Making strong con-
nections with other healthcare providers, social
service organizations and cultural and religious
organizations is one way TSh has begun to help
patients better navigate
the healthcare and
social service system.
69
Through the access and
equity Department,
health-based events are new emergency department: open to much fanfare, with
linking the hospital with dignitaries, donors, tours and multicultural entertainment, the $72
hard-to-reach communities and providing better million emergency and critical care centre more than doubles the size of
information—and ultimately, better care. We have the old eD. State-of-the-art infection control and isolation protocols were in-
also introduced a speaker series called “it’s Time to corporated in the design, and five care zones—pediatric, rapid assessment,
Talk” that shares valuable information about impor- critical care, acute care, and ambulatory care—means more efficient care for
tant health topics with members of our community. patients and easier patient flow for emergency staff.
18 March 2011 The Scarborough hoSpiTal

19. 70 doula program: having a baby is
one of the most exciting things a family
ever experiences, yet it can also be confusing—
especially for first-time moms and those who face
language barriers. Now, any expectant mother
here can have a doula to help guide her through
labour and delivery thanks to a new partnership
with Discover birth. The only partnership of its
kind in an ontario hospital, this program offers
doula services at rates that are based on income.
71 di goes filmless: converting from
film-based medical imaging systems to
digital systems in 2004 was similar to changing
from a film camera to a digital camera, eliminat-
ing messy chemical film processors. The real ben-
efits, however, have been enhanced images and
electronic storage of medical images for easier
access by multiple users. TSh now participates
in the canada infoWay electronic medical record
initiative, which means authorized users from
partner hospitals can access images that were ini-
tially produced at other facilities. This reduces the
need for repeating studies, saves time, eliminates
unnecessary irradiation of patients and reduces
costs of duplication.
“Scarborough is a great
community with a vast
array and blend of voices.
72 cleaner facilities: Two years ago, you told us in the staff
satisfaction survey that we needed to focus on reducing clutter
and improving the overall cleanliness of our hospitals. and we did just that.
These community voices a staff-led clear the clutter program and a renewed dedication to keeping
have been instrumental our workplace clean has made a tremendous difference—both to infection
in helping bring about rates and overall aesthetics.
the improvements that
are occurring at TSH, and
in the future they will
continue to advocate for the unique and diverse
health needs of the community.”
—Karen Gordon
Chair, Community Advisory Council
“The many achievements
of both the hospital and
Foundation are already
translating into increased
financial support from
our community. This is
critically important as we
continue fundraising for
73
medical equipment and
facilities to better serve our patients.”
tHree million reasons to smile: They’ve barely begun, and
—Paul Torrie the new TSh Foundation has already brought in a mega-gift—$3.1
Chair, Board of Directors million—the largest in TSh’s history. and just last year, they presented the
The Scarborough Hospital Foundation hospital with a cheque for another $3 million, earmarked for the West Wing
and medical equipment.
The Scarborough hoSpiTal March 2011 19

20. STAY IN TOUCH ONLINE AT:
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www.twitter.com/Scarboroughhosp
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E-copies of this publication, along with a longer, unabridged list of recent success stories,
are available in the Publications section of our website at www.tsh.to