Neonatal Intensive Care Unit to double in size

Transcription

healthscene
Fall 2013
Neonatal Intensive
Care Unit
to double in size
Orillia Hospital oct10.indd 2
9/30/13 11:35:06 AM
Message from OSMH
O
rillia Soldiers’ Memorial Hospital’s list of achievements
over the last year is impressive – progress in quality measures,
improved efficiency, shorter wait
times, and engaged people. There are
a number of acknowledgements that
speak to our culture of excellence:
• OSMH received exemplary standing, the highest level awarded by Accreditation Canada, which measures
the level of safety and quality of care
provided at OSMH
• In November 2012, we were the
recipient of a Silver Level Quality
Workplace Healthcare Award from the
OHA and the Ministry of Health and
Long-Term Care as part of the Healthforce Ontario strategy.
• In November 2012, we were identified as a top performer in Emergency
Department patient satisfaction with a
score between the 90th percentile and
the top performer score.
• In May 2013, we were recognized
by the Ontario Laboratory Accreditation for achieving an amazing 97 percent compliance rate.
• In April 2013, Carolyn Bowman,
manager of the Regional Kidney Care
Program Simcoe Muskoka received
Elisabeth Riley
President and CEO
Orillia Soldiers’
Memorial Hospital
Cancer Care Ontario’s Human Touch
Award for clinical excellence.
• Last year, OSMH in partnership
with the Orillia & Area Physician Recruitment and Retention Committee
were able to recruit eight specialists
and six family physicians.
• Our auditors confirmed we ended
our March 31, 2013, fiscal year with a
budget surplus for the second straight
year.
Being a highly-successful organization doesn’t happen by chance. It is
the result of a lot of hard work by all
of the 1,800 staff, credentialed staff
and volunteers at OSMH. Our success
demonstrates our Hospital’s ability to
respond to the needs of our customers – patients, members of the public,
healthcare providers – in a creative
and meaningful way. Last spring we ambitiously launched
a new strategic plan that is focused
on our most valued customer – the
patient. Inspired by the work being
done to improve quality and decrease
unnecessary risk in hospitals across
the country, we set our sights on improving quality, safety and the patient
experience. Although our journey is a
work in progress, the success achieved
Greg Gee
Chair, Board of Directors
Orillia Soldiers’
Memorial Hospital
so far has been motivating. None of the accomplishments we
have achieved so far would have been
possible without the dedication and
contribution of our physicians, nurses, allied healthcare providers, administrators, support staff, volunteers and
donors. They are stepping beyond
traditional boundaries to act as innovators, finding new methods and processes to make care streamlined and
consistent from department to department. In the pages of this magazine you
will read about all the ongoing initiatives – at the frontline, within the
community, at the Foundation office
– that are helping us to ensure that
we are responding and anticipating
the healthcare demands of tomorrow.
Your generous donor dollars help to
support our ongoing challenges. We
wouldn’t be where we are today, and
we cannot achieve our vision for the
future, without your support.
It is a privilege for us to be able to
provide exceptional healthcare to our
communities. With our blueprint in
place we continue to relentlessly strive
to improve care for our patients, families and communities.
Nicole McCahon
Chuck Burton
Executive Director
Chair, Board of Directors
Orillia Soldiers’ Memorial Hos- Orillia Soldiers’ Memorial Hospital Foundation
pital Foundation healthscene / Fall 2013 - 3
9/30/13 11:35:13 AM
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OSMH Board of Directors
2013-14
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Ex-Officio Directors - Voting:
Judith Cox – County of Simcoe
Jamie McIsaac – Royal Canadian Legion
Angelo Orsi – City of Orillia
Elisabeth Riley – President and CEO, Secretary
Glenna Tinney – Nurses Alumni
Ex-Officio Directors - Non-voting:
Dr. Don Atkinson – Chief of Staff (until Nov.
1, 2013)
Cheryl Harrison – Chief Nursing Executive
Dr. Nancy Merrow – Chief of Staff
(effective Nov. 4, 2013)
Dr. Mike Odlozinski – Vice President, Medical
Staff Association
Dr. Don Sangster – President, Medical Staff
Association
OSMH Foundation
Board of Directors 2013-14
georgiancollege.ca/orillia
Chuck Burton – Chair
John Mattinson – Vice Chair
Rick Morano – Treasurer
Dave Douse – Secretary
Ted Emond – OSMH Board
Representative
John Mayo
Nicole McCahon – Executive Director
Elisabeth Riley – OSMH President and CEO
Hugh Stevenson
Bill Swinimer
Danielle Tisi – Immediate Past Chair
Kevin Wassegijig
Lynne Zulian
4 - healthscene / Fall 2013
9/30/13 11:35:33 AM
Orillia Today
contents
25 Ontario St, Orillia,
Ontario L3V 6H1
(705) 329-2058
www.orilliatoday.com
Message from OSMH ........................................................ 3
General Manager
Maureen Christie
Meal system earns rave reviews........................................ 8
Contributors
Jaclyn Bucik
Terry Dyni
Frank Matys
Design
Angela Folkes
Advertising Manager
Patsy McCarthy
Expansion planned for neonatal unit ............................... 6
Electronic records boost public safety............................ 10
Revised drug policies mean safer care ............................ 12
Updated equipment essential ......................................... 14
Palliative care redefined ................................................. 16
Foundation, donors play critical role ............................. 18
The 5Ps ........................................................................... 20
Sales
Arlene Blackwood
Jody Sommerville
Meeting the highest standards ....................................... 22
Distribution Manager
Kyla Mosley-Barron
Clean Team creates safe environment ............................ 24
Distribution
Tracy Anderson
David Milne
•••
Publisher, Regional V.P.
Ian Proudfoot
School fundraiser raises money for OSMH .................... 23
An evolving approach to care ......................................... 28
Donors list ................................................................ 30-31
Funding excellence ........................................................ 32
Sun City Swim ................................................................ 34
Regional G.M.
Shaun Sauve
Editor in Chief
Lori Martin
Production Director
Kent Feagan
Distribution Director
Heather Harris
ORILLIATODAY
healthscene
Fall 2013
Neonatal Intensive
Care Unit
to double in size
On our cover:
Dr. Michelle Gordon is
looking forward to upgrades
in the Neonatal Intensive
Care Unit... page 6
healthscene / Fall 2013 - 5
Renovations
planned for
Neonatal
Intensive Care
Unit
“We, at OSMH are a level 2C
provincially designed facility. It’s the
highest in a community hospital.”
D
r. Michelle Gordon can hardly contain her excitement as she enthusiastically describes plans to expand
the Neonatal Intensive Care Unit (NICU) at
Orillia Soldiers’ Memorial Hospital (OSMH).
Currently there are 12 care bays in just 900
square feet of space. That’s a lot of doctors,
nurses, parents, beds, supplies and equipment crowded into a tiny space.
Dr. Gordon, chief of Neonatal and Paediatric Medicine, said despite the cramped
conditions, “We deliver the highest level of
neonatal care that can be delivered outside
of a tertiary centre. Our care is amazing and
the physical space will finally be upgraded to
reflect that care.”
At the moment however she admits, “Our
physical surroundings are very misleading.
We have families that choose to come to us
because they’ve heard of our level of care
and then they see the physical space and
think ‘oh my’. Then they meet everybody, get
to know us and our care and appreciate that
our standard of care is excellent.”
She said it’s definitely a case of not judging a book by its cover. “The expansion will
be a much better reflection of the Cadillac,
the platinum, care that patients actually get
here.”
Dr. Gordon said it’s hard to describe exactly what a difference the expanded space will
make. While the physical space for equipment and staff is essential there will also be
space for privacy.
“Sometimes we have 14 babies with two
parents with each baby and you have a first
time mom trying to breastfeed and there’s
nowhere for privacy.”
At other times when physicians need to
discuss information with a family they have
to ask parents of other babies to leave the
unit to make room.
As well, the small space does not meet
current infection control guidelines to help
reduce the risk of transmission of infectious
diseases.
Guidelines
recommend
at
least
150 square feet per care bed and the proposed
expansion would more than double the
unit’s space, expanding it to 2200 square
feet for the 12 care bays.
The need was identified a decade ago
and although the expansion is long overdue
budget restrictions prevented the project
from moving forward but the wait is
almost over.
Philip Hough, interim Program Director for
9/30/13 11:35:39 AM
Maternal Child and Youth, and Mental
Health, said the OSMH Foundation is already fundraising towards the price tag,
estimated at $1 million to $1.5 million.
“They started last year with the hospital gala at Casino Rama.” Unit staff also
took part in a polar dip and other initiatives are well underway.
The need is critical to better serve infants from across a vast geographic area,
from Orillia but also Collingwood, Wasaga Beach, Midland, Penetanguishene,
Oro-Medonte, Parry Sound, Huntsville
and Bracebridge.
“It’s an intensive, acute care environment and we do provide care for about
250 babies per year in a really tight space,”
Hough pointed out. “We, at OSMH are a
level 2C provincially designed facility. It’s
the highest in a community hospital.”
He said the designations range from
1A to 3B with tertiary centres such as
the Hospital for Sick Children in Toronto
rated a 3.
Six paediatricians and approximately
35 RNs and RPNs as well as occupational
therapists and dieticians passionately care
for their tiny patients.
Hough said they see a range of
need including complex care, small,
pre-term infants that need ventilator support or vital nutritional support, babies of diabetic moms where
critical sugar levels must be monitored closely as well as infants removed
from abusive situations. There are also
neo-natal abstinence cases where
infants
are
suffering
withdrawal from a substance their addicted
mothers used during pregnancy.
“Our paediatricians are fantastic. They’re
really passionate, a really invested group,”
Hough said.
“We strive to be a centre of excellence
but we recognize there will always be
opportunities for improvement.” He said
the long awaited expansion will give everyone some much needed ‘elbow room’
for delivering critical care as well as privacy, confidentiality and infection control. It will also provide necessary storage
space and an overall sense of space, reducing stress for both staff and families.
Dr. Gordon concludes, “We have lots
of knowledge, expertise, passion and
compassion. We do a phenomenal job in
the care we deliver in spite of our space
restriction. It’s so exciting to feel the wait
is almost over.”
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9/30/13 11:35:55 AM
Meal system
earns rave
reviews
T
Dawn Flynn, a dietary aid at Orillia Soldiers’ Memorial Hospital for the past 11 years, demonstrates the
hospital’s electronic meal-ordering system. She is pictured with patient Carl Gallant.
T hank You
he H in OSMH doesn’t stand for hotel, but thanks to a new bedside meal
ordering system that’s earning rave reviews, it comes close.
“This spring we introduced bedside selection,” Phil Taylor, executive chef and manager of food services said. “We’ve had awesome
response. People just can’t believe it. They’ve
had visits in other hospitals and they think
it’s just great what we are doing here. Some
people say the H in OSMH stands for hotel
because of the catering we do.”
Toting an iPad, two staff members visit patients daily so they can make their individual
food choices for the following day, right from
the comfort of their hospital bed.
Orillia Soldiers Memorial Hospital (OSMH)
is a leader in this aspect of hospital care as
to the staff and volunteers at
Soldiers’ Memorial Hospital for your commitment
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community!
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they are the only hospital in the area and one
of a very few in Canada using the personalized
bedside menu-selection system.
It’s made possible because of the hospital’s
fully functional on-site kitchen that not only
prepares food for patients – on average about
160 meals per mealtime plus snacks – but also
for staff and the public in the hospital’s cafeteria. “We are one of the few hospitals left that are
self-operated,” Taylor said.
That’s one common misconception he would
certainly like to clear up.
“We still have people come in to our hospital
and even who work here who think we have
food shipped in from Toronto,” he said. “It’s a
misconception and it’s simply not true. We are
a full production kitchen, with three full-time,
papered, Red Seal chefs. We produce 90 per
cent of our food here from scratch, from raw
and fresh food. That roast turkey sandwich is
really made with roasted turkey.”
And that’s not all, that fresh food is as local as possible. “We made a move to use a different vendor who carries a lot more Ontario
products – turkey, chicken, beef, vegetables
and fruit. We are trying to utilize as much local
product as possible in our cooking.” Sourcing
local produce for each meal not only helps ensure fresher food, but food that maintains more
of its taste, and nutritional value.
“If people aren’t eating it’s a problem.” While
supplements can provide necessary protein,
Taylor said, “We prefer, and people prefer to
eat real food. If they are getting what they want,
people are eating it, emptying their trays and it
makes for shorter hospital stays.”
“We produce
90 per cent of our
food here from
scratch, from raw
and fresh food.”
As a bonus, less waste also means reduced
costs and along with giving patients what they
want, this was one of the objectives of the new
system.
Taylor said it’s a balancing act to meet nutritional needs and specific dietary restrictions,
particularly for diabetes and kidney care patients, without having 40 items on the menu.
“It’s a little more challenging to find food
that is tasty but low in sodium and fat. In addition, there’s been a large increase in the number of people that are gluten-free and lactose
intolerant.”
Food service staff must also be acutely aware
of those with severe allergic reactions.
Along with individualized menu selection,
the implementation of a new food delivery system in June is also helping to earn high satisfaction marks.
Taylor explained in the past food was prepared ahead and chilled. Then when needed it
was plated on a belt line with hot soups, cereal
and main courses placed under domes to keep
them hot, on a chilled tray.
Taylor said outdated technology and difficult-to-maintain machinery has been completely replaced with a heat on demand system. “We
prepare soups and hot meals that day. They’re
plated and then put under a dome.”
A dish that takes just nine seconds to heat
is then placed under the plate, maintaining
the temperature of the food for one hour. “The
result is more attractive presentation and appearance.”
Combining fresh food and on-site preparation with personal menu choices and a better
delivery system all add up to patient satisfaction and a healthier future at OSMH.
Create a healthier
future. Today.
Leaving a gift in your Will to Orillia
Soldiers’ Memorial Hospital Foundation
will ensure that you continue to support
healthcare services within the community
long after your lifetime. Making a gift will:
• Leave a lasting legacy that will change
the lives of those within the community
• Support excellent patient care for
future generations
• Equip our healthcare professionals with
the knowledge, tools and technology so
they can continue to provide excellent
care
For more information about our Legacy
Society please contact Nicole McCahon,
CFRE, at 705-327-9158 or via e-mail at
[email protected].
www.osmhfoundation.ca
9/30/13 11:37:00 AM
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O
rillia Soldiers’ Memorial Hospital
(OSMH) is finally poised to transform
its healthcare information systems to
increase patient safety and reduce duplication
and costs with the establishment of a hospitalwide electronic medical record (EMR).
Currently, without integrated health records, patients must often repeat information
to different clinicians, much of which is captured through handwritten notes, which creates inefficiencies throughout the system. All
that is about to change.
Dan Meraw, chief information officer and
EMR project lead, said the new system will
increase patient safety. “It offers improved
clinical decision making, providing better
information and getting the information to
the right clinician and caregiver at the right
time.”
Other benefits include a reduction in order turnaround time, improved drug order-
ing, decreased transcription time and cost.
“It reduces the duplication of lab tests and
enables more efficient antibiotic use. There’s
consolidated information integrated in all
areas. We can better integrate with other
health care providers in the community as
they are all looking at the same information.
There is less chance of errors, less duplication and less delay of information. It’s very
effective.”
The road to acute care electronic medical systems has been a long and challenging one. “Our current hospital information
system was implemented 20 to 25 years
ago as a temporary solution and was never
intended to be long term but due to other
priorities and the cost of procuring another
system we’ve been on a journey that’s been
longer than expected.”
Over the past several years, Meraw and his
team have researched and examined every
9/30/13 11:37:13 AM
potential option available from open procurement (creating a completely new system solely
for OSMH) to aligning with an existing partnership. “There are many excellent partnerships across the province,” Meraw said.
In May the hospital’s board decided the best
approach would be to align with an existing
partner. As Meraw explained, there are many
cost benefits to this option. “We can take
advantage of the expertise and support that
comes with a partnership during implementation and training.” OSMH would also be able
to share the cost of hardware and software as
well as have a fully functioning system where
problems have already been eliminated.
In July potential partners were short listed
and a preferred partner will be selected in January. Negotiations will soon begin and Meraw
expects a contract by 2014 and implementation will occur over the next several years.
Additionally the EMR project team is examining all current business processes at the
hospital in all areas and how they will change
with a new more advanced EMR. “This initiative is expected to transform OSMH to allow
processes to be re-engineered, eliminating data
redundancy and improving data accuracy and
integrity and ultimately patient safety,” Meraw
said. “We’ve been meeting our milestones and
our team is very engaged.”
He said clinicians have been very engaged
in the entire assessment process as well.
“They’ve helped us identify potential partners
and given us great perspective.” That involvement is key as Meraw said all hospitals compete for clinicians and having current technology is essential to attracting and retaining top
physicians.
Opting to join an existing partnership keeps
costs down. Meraw said that while numbers
have not been finalized, it will be about $3
million annually. “Some partnerships are able
to reduce costs by leveraging federal and provincial funding,” Meraw explained. As well
overall costs can be spread out among multiple users resulting in significant savings from
estimated costs in the past.
Meraw said it’s a very exciting time for everyone involved in the process. “Everybody
is very engaged, feeling very good and very
excited it will happen over the next couple of
years.”
President and CEO Elisabeth Riley said
EMR is a major initiative for the hospital.
While she noted parts of the hospital such as
diagnostic imaging and admissions are already
electronic, they are not integrated. “Everyone
is pleased we are making progress. We’re
thrilled to be moving forward. It takes time
but we’re getting there, we’re seeing the fruits
of our labour.”
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Looking at alternate
ways of administering
antibiotics is also a focus
of the committee.
Revised drug policies
mean safer care
W
hether relieving pain or fighting infection, drugs play a critical role in maintaining our
health. But, just like individuals at home, hospitals must take precautions with how and when
drugs are use.
Antibiotics are a perfect example.
There has been growing concern worldwide
that antibiotics are over-used, which can lead to
unintended outcomes such as increased risk of
developing resistance to antimicrobials or contracting C. difficile infection.
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Orillia Soldiers’ Memorial Hospital (OSMH)
is well aware of the concerns and implications
of inappropriate use of antibiotics and has been
actively addressing the issue through the hospital’s Antimicrobial Advisory Committee – a
group of physicians, pharmacists, nurses and
other healthcare professionals whose goal is to
identify and implement strategies that ensure
safe and appropriate drug treatment for patients
with infections.
“First and foremost, we want to ensure that
antibiotics are only given to a patient when absolutely necessary,” explained Jocelyn Dales, a
clinical pharmacist at OSMH who co-chairs the
committee, along with Dr. Mark Bailey.
Providing antibiotics when not required and
inappropriate dosing of antibiotics are two of
the chief criticisms hospitals have faced. One
American study suggested that up to 50 per
cent of antibiotic use in hospital is inappropriate.
Progress made
“Our committee has made tremendous progress since its inception, specifically around the
review of order sets containing antimicrobials
– order sets are documents that provide a suggested initial treatment plan based on the diagnosis and condition of the patient,” said Dales.
“The information contained in the order set
is based on the most recent research and is often
helpful to physicians in determining the most
appropriate care plan for the patient.”
Looking at alternate ways of administering
antibiotics is also a focus of the committee.
In the past, it was more common for patients
to receive their antibiotics through IV and remain on them for longer periods of time.
Today, greater consideration is being given
9/30/13 11:37:52 AM
MY NISSAN. MY DRIVE.
Reference tool
The committee has also created a reference
tool called an Antibiogram, which provides
healthcare practitioners with information
regarding the sensitivity of certain bacterial
strains to different antibiotics.
Antibiograms can be specific to a hospital or
region and provides practitioners with a quick
reference as to which antibiotics are working
well for the population they are serving.
The work of the committee has not only
improved patient safety, but has also helped
the hospital reduce antimicrobial expenditures
without compromising the quality of patient
care.
“In just the past year, we’ve seen a significant
improvement in two of the key indicators we
are tracking in regards to the conversion from
intravenous to oral administration of antibiotics,” said Cheryl Wood, Director of Pharmacy
at OSMH.
“Our cost has dropped from about $600
to less than $300 per thousand patient days,
and the total number of intravenous doses administered has gone down from 163 to 98 per
thousand patient days.
While we eventually expect to see a leveling
off, the indicators certainly demonstrate that
the work of the committee is having a positive
impact overall.”
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to converting certain antibiotics that are administered through IV to the oral route without compromising their effectiveness or safety.
The oral route can minimize the risk of local
side effects that can happen when antibiotics
are administered by IV. It is also easy to administer and convenient for the patient potentially allowing an earlier discharge.
In April 2013, the committee also introduced a change to the Automatic Stop Date
policy. When a physician first orders antibiotics, it generally remains in place for up to seven
days before a renewal is required.
In the past, renewals continued for up to
seven more days, but that number has since
been reduced to three days, at which point a
reassessment must occur in order for the drug
to be continued.
Recent studies have proven that, for patients
who meet defined end points, a shorter duration of antimicrobial therapy is as effective and
safer than longer durations of therapy
ORILLIA
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9/30/13 11:38:50 AM
Updated
equipment
essential
E
very year, the Orillia Soldiers’ Memorial
Hospital
Foundation
works closely with the hospital to
identify urgently-needed medical
equipment and technology.
Once that is complete, the
foundation looks to the community for support. It’s not only the
big pieces – like the MRI, Community Tower, etc. – that require
support, it’s the little pieces like
wheelchairs, weigh scales, medication carts and monitors.
“In order to continue to provide exceptional patient care
we need to have the equipment,
technology and facilities to help
our healthcare professionals provide faster, more efficient diagnosis and treatment closer to home,”
explained Nicole McCahon, Executive Director, OSMH Foundation.
“However, government funding only covers a portion of the
capital equipment needs – it is the
role of the foundation to make up
the difference.”
Last year, with help from our
donors, about $1-million worth of
equipment was purchased for the
hospital including a new SPECT/
CT Scanner, a replacement of all
the vital signs monitors within the
hospital, as well as the purchase
of new overhead patient lifts.
However, there were more than
60 items still on the list that could
not be purchased.
This year, the situation is no
different. About $3-million worth
of equipment and technology
needs have been identified.
“While our needs keep growing, the funding pot keeps
shrinking,” said McCahon. “With
hospitals expecting to receive no
incremental funding increases
into the future, many are taking a
step back from investing in capital
equipment and redirecting that
money into front-line care.”
The hospital foundation will
now take on a greater role in the
funding of capital equipment.
“Now is when we need our
community’s support more than
ever because there is a significant
gap between the funding needs of
the hospital and the funds available,” she said.
“When we receive gifts that are
not designated for a specific pro-
MEDICART. Used to carry medicine and other patient care tools
quickly and easily throughout the hospital, allowing healthcare
professionals to administer and treat patients in a timely and
effective manner.
OVERHEAD PATIENT LIFT. The overhead lifts allow for safer, easier and more
frequent transfer of patients, contributing to a reduction in the number and severity
of pressure ulcers and skin breakdown, and decrease in the risk of patient falls.
gram or area within the hospital,
it allows us to direct the funding
to where it is needed the most and
gives us the flexibility to adapt to
changing needs.”
A gift to OSMH will not only
help purchase urgently required
equipment and technology, it will
also support community-based
and regional programs and ser-
vices, and provide ongoing financial support to caregivers who
rely on education to keep abreast
of best practices. Supporting
OSMH healthcare professionals
in these significant ways allows
them to focus on improving productivity, efficiency, quality and
safety of care.
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9/30/13 11:38:52 AM
Supporting Your Aging Parent
After her mother slipped while getting into the bath last year,
Mary began losing sleep worrying how her mom, Anne, was
managing on her own. While her mom was in the hospital
recovering, Mary found a closet full of stained clothing and a
nearly empty fridge, both evidence of how hard it was for her
mom to get around independently, even before the accident.
The problem, in part, was that Mary and her husband lived 90
minutes away, and sometimes their weekly visits were delayed
by their grandchildren’s soccer games, unexpected deadlines
at work or weekend cottage plans. For Mary, all of these events
were shadowed by guilt and worry about her mom.
Broaching the subject of retirement living, Mary pointed out
the benefits of knowing that someone would always be nearby
and that additional care was available, something her mom now
required for safe bathing and dressing. At the same time, there
would also be laundry, housekeeping, and someone to do the
cooking and co-ordinate transportation to medical appointments.
Agreeing to visit a few places to have a look, her mom was
hesitant at the start of the process. That was until they walked
into a Chartwell Retirement Residence.
Not only were the services and amenities perfect for her mom,
Mary felt the sense of community immediately. Just as in the wellknown song, this was a place where everyone knew your name.
Mary’s mom moved in over six months ago, and both agree that
the decision was long overdue. In fact, not only is Anne eating
better, but she’s made new friends and is now participating in a
number of activities through Chartwell’s Live Now - Live Active
program. On the other hand, Mary is now worrying less and
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Pictured are Amanda Dean Chartrand, Program Manager, CCC and RehabServices, and Dr. Neda Rowhani-Seki.
Palliative care redefined
I
t isn’t unexpected that when you hear the
phrase ‘palliative care’ you think end-oflife care; however, a multidisciplinary team
at Orillia Soldiers’ Memorial Hospital (OSMH) is working to redefine the term and introduce a
new way of thinking and caring for those with
terminal illness.
Based on a definition created by the World
Health Organization (WHO), the new philosophy is about utilizing a multidisciplinary team
to help prolong and bring quality of life to those
suffering from an illness without a cure.
“Palliative care begins at the time of diagnosis of a life-threatening illness, so it includes
cancer, neurological diseases such as MS, ALS,
heart failure, COPD,” said Dr. Neda RowhaniSeki, palliative care lead for North Simcoe
Muskoka. “It has been shown that palliative
care, if started right at the time of diagnosis, is
really there to prolong and improve quality of
life and to ensure that patients are able to live
life to the fullest.”
Currently, palliative care is a component of
the regional complex continuing care (CCC)
program at OSMH. However, patients must
be at end-of-life to be admitted to current CCC
program.
Introducing the WHO approach and
philosophy around palliative care will
have implications, especially for hospitals
who have long looked at palliative care as endof-life care. However, the benefits won’t be lost
on patients and families.
“By identifying patients early in the course of
illness who will benefit from palliative care, we
can work towards relieving suffering through
treatment of pain and other problems, which
can include spiritual, emotional and psychosocial,” said Rowhani-Seki.
“Our aim is to improve the quality of life for
both patients and their families.”
What makes it possible is the expertise of
a multidisciplinary, multidimensional team,
including nurses, physicians, social workers,
pharmacists, chaplains, and other allied health
care professionals, who provide a holistic approach to formulating a plan of care for a patient.
“It’s about making sure that you let people
live a good life for as long as possible,” adds
Rowhani-Seki.
9/30/13 11:39:52 AM
The philosophy is being introduced on the
CCC unit, simply because that is where the
majority of patients go for end-of-life care.
But change is also happening throughout the
hospital, given changing demographics, with
Orillia and North Simcoe Muskoka, having an
older population base, and more people with
chronic illnesses.
“Staff indicated a few years ago that they
didn’t have enough knowledge about palliative
care, that they weren’t providing the best care
that they could, and they were feeling that they
weren’t doing a great job,” said Amanda Dean
Chartrand, Program Manager, CCC, Rehab and
Rehab Day Hospital.
In an effort to increase knowledge, care and
information about palliative care, both within
the CCC team and across the hospital, the
palliative care team has instituted Lunch and
Learns, dedicated Grand Round education,
and sponsored 19 front-line staff to attend the
Fundamentals of Palliative Care courses offered
through the North Simcoe Muskoka Palliative
Care Network.
In fact, it has been identified as a WIG, i.e.
wildly important goal, on the CCC unit that
will drive quality improvement and enhance
the patient and family experience.
“A recent survey of the staff on CCC show
that they have gained more knowledge and expertise in the provision of palliative care,” explained Dean Chartrand, “and also that the program has put more of a focus on palliative care
since 2010.”
Apart from the survey, another qualitative
measure is the Palliative Care Employee of
the Month that has been started on C4. Every month, a staff member is selected, someone
who goes above and beyond for a palliative care
patient and has really made a difference in the
journey of the patient and their family.
“It’s an area that you put so much compassion and time and effort into, but there really
isn’t an indicator that measures the impact
you’ve made,” added Dean Chartrand. “The
nurses and social workers and allied health
professionals really go above and beyond, and
having this recognition piece gives that sense of
appreciation.”
The long-term plan is to ensure that this palliative care philosophy is rolled out across the
organization, so that everyone speaks the same
language, has the same understanding and is
able to provide the same level of care in each
department, said Dean Chartrand.
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9/30/13 11:40:41 AM
Members of the Kiwanis Club of Orillia and staff of OSMH were on hand to present a cheque worth $100,000 to the Maternal, Child and Youth department including,
Tim Timpano, past president, Dr. Sarah Barker, paediatrician, Elisabeth Riley, president and CEO of OSMH, Carol Ivey, president, Dr. Gary Smith, paediatrician, Nicole
McCahon, executive director of the OSMH Foundation, and Francois Tisi, Kiwanis president elect.
Foundation, donors
play critical role
P
hilanthropy is critical and it makes
the difference between a good hospital and a great hospital,” Orillia Soldiers’ Memorial Hospital Foundation executive director Nicole McCahon said. Thanks to
the generous support of the community she
said, “We have a great hospital.”
First incorporated in 1986, the Foundation’s
primary role is raising much needed funds
for the benefit of OSMH. Although working
closely with the hospital, the Foundation
has its own board of directors and hired its
first executive director and assistant in 1998.
Since then they have raised close to $40 million, including more than $14 million for the
major capital campaign to redevelop and
renovate the hospital completed in 2008.
“Donor dollars help
us provide essential
equipment that is lifesaving.”
“Our goal is to purchase medical equipment, support education programs and assist the hospital in maintaining its position
as a leader in providing quality communitybased healthcare,” McCahon said.
Although the majority of a hospital’s operating costs come directly from the Government of Ontario, “Funding only goes so
far and our needs consistently outweigh the
funds provided. Our supporting donors play
a critical role in bridging the gap.”
Government funding does not cover the
millions of dollars in technology and equipment needs annually. This year alone, OSMH
requires $10 million in vital equipment including a new ultrasound, a new cube washer for sterilization of surgical instruments,
patient monitors, datascope monitors and
clinical Picture Archiving and Communications System (PACS) monitors, specially designed Geri chairs and electronic bracelets to
help discourage wandering patients.
“Donor dollars help us provide essential
equipment that is lifesaving,” McCahon said.
It’s impossible to meet every need and priorities must be set. “We can only fund $2-$3 million of it on an annual basis. We work with the
hospital to identify priorities. We’ve had great
success and seen great results. We focus on
the money we do have and the significant
impact it has. The community can see the
successes and see their donor dollars have
made a huge impact.”
Along with essential equipment needs
9/30/13 11:40:50 AM
the Foundation also campaigns for specific
projects.
“After the major expansion and renovation
about 30 per cent of the hospital remained untouched, including the neonatal intensive care
unit. We are raising $1.5 million to double the
existing space to meet best practises.” McCahon is pleased to report thanks to the community’s generosity they are already about 60 per
cent of the way to the target.
Another priority is a $2 million education
endowment fund.
“Health care is so dynamic and always
changing, on-going education is imperative
to provide great patient care.” Continuing
education opportunities are also important
in recruiting and retaining health care professionals.
Along with its traditional funding role the
Foundation promotes community awareness
and education, fosters volunteerism and participation in the overall health of the community. McCahon said success breeds success
and building a culture of philanthropy benefits the entire community.
“Our success is tied directly to the compassionate spirit and generous support of
the community, dedicated staff and vibrant
volunteer team who generate tremendous
enthusiasm in support of our hospital and its
many services.”
The Foundation reaches out to the community in a number of ways. “We have a very
diverse fundraising program and people are
able to donate in variety of different ways.
While best known for high profile fundraising events like our Hawk Ridge Hospital Golf
Tournament or our fall gala, the OSMH Foundation generates funds through a variety of
initiatives, including major gifts, planned giving, direct mail appeals and tribute gifts.”
Every penny counts whether it’s many
small in-memoriam donations recognizing lost loved ones or the lasting legacy of
a planned gift. “We have people who leave
gifts in their will or life insurance policy,” McCahon said.
“They leave a lasting legacy that will
change lives in our community.” She said
the charitable tax benefits of planned giving means donors have the opportunity to
support the hospital, as well as providing for
their families. “We encourage people when
they’re starting to think about changes to
their will and planning their future, to sit
down with a charitable organization to find
out the need and options.”
Donations to the OSMH Foundation can be
made in person, by phone at 705-325-6464,
by mail to OSMH Foundation, 146 Mississaga St. W. Orillia, ON, L3V 3B3 or online at www.osmhfoundation.ca.
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9/30/13 11:41:30 AM
Under a new system introduced at Orillia Soldiers’ Memorial Hospital, nurses visit with patients on an hourly basis. Pictured with RN Lisa Oliver is patient Paul Ash.
The 5Ps: Connecting with patients
I
n an effort to improve patient satisfaction and reduce patient falls and pressure ulcers Orillia Soldiers’ Memorial
Hospital (OSMH) introduced 5P Rounding in
two units in July.
Barbara Jones, Director of Performance Excellence explained the proactive approach by
nursing staff.
“5P Rounding is a standardized work practice. Unit staff are visiting patients on an hourly basis around very specific questions.”
Patients are asked five structured questions.
The first is about pain. Are patients having any
pain and do they need any medication for it or
something else?
The second question is a check for personal
needs. “Do they need a drink of water, help
with toileting, or assistance to get to the bathroom?” Jones explained.
The third P is for position and is a reminder
for patients who are able to turn themselves
(and re-position those who aren’t able to do
it on their own), to move around, to wiggle
their toes and other movements to increase
circulation and reduce pressure points and
the development of skin irritations and pressure ulcers.
Jones explained the fourth question. “Are
personal effects close to them – their phone,
their glasses? It’s ensuring the things they need
are accessible.”
The last P is a protection check for safety.
“Are call bells in reach, bed alarms on, are the
rails up if they are supposed to be or down if
they are supposed to be?”
She added, “It’s a series of scripted questions
9/30/13 11:41:36 AM
with some variation for individual patients.”
It’s also an opportunity to ask if anything else is required, and more closely monitor a
patient’s condition and any changes. “With elderly dementia and delirium patients, we can
track those things, pick them up faster and proactively manage care.”
Regular interaction helps orient these patients to time and place which can help reduce
confusion and anxiety.
Of course Jones added, “They can call in between if needed. 5P doesn’t preclude the need for or ability to call in between.”
However evidence-based research shows 5P Rounding can significantly reduce call bell use
and other disruptions throughout a shift, while
increasing communication and connectedness.
“There’s a sense of being cared for, that the staff
is mindful of you and you’re not forgotten in
the busyness of the unit.”
It also helps to reassure family members and reduce anxiety for patients.
There are benefits for staff too as they gain a
sense of control over their work environment.
“With 5P, there are fewer distractions, fewer calls (since needs are addressed proactively), fewer falls and more satisfied patients and families.”
One key reason to implement 5P Rounding is to minimize change in a busy environment, while maximizing improvement. “We want to reduce falls, reduce facilityacquired pressure ulcers and increase patient
satisfaction,” Jones said. “With this single improvement initiative, we harness energy and
change to impact all three.”
Quality-improvement specialist Liz Murray is part of the hospital’s Performance Excellence
team.
Using a five-day rapid improvement event, facilitators worked with 16 front-line Registered Nurses and Registered Practical Nurses to map out the process, using their knowledge
and expertise to create effective plans. “They
looked at how their day currently is and how
hourly 5P can be incorporated. They are the architects of implementation.”
Plans call for using 5P hospital wide. “We want purposeful rounding in seven units by
March 31, 2014,” Murray said. “We began implementation in two units first, surgical and
medical.” Three more units will come onboard
after another five-day rapid improvement event
in late September and a third session is planned
for November for the remaining two units.
In a unique partnership, a facilitator from the North Simcoe Muskoka Local Health Integration Network (NSM LHIN) worked with the front-line staff for the first rapid improvement event. Murray said by partnering with
NSM LHIN it’s a way to share 5P Rounding implementation approach with other LHIN partners.
She said the approach is all part of the Lean
Hospitals concept, aimed at improving operational performance, reducing costs, increasing
patient safety and satisfaction, and engaging
staff to increase their satisfaction.
While it’s too early to show outcome data
just yet, Murray said, “It is purposeful and proactive. Addressing specific patient care
needs hourly will result in fewer patient call
bells and result in a more efficient effective shift
for nurses.”
She said it’s now a case of maintaining the
momentum. “Our unit champions have made
a difference. Managers are rounding as well,
speaking to patients about the new practice.”
She said the new system will not only benefit
the hospital, but the patients most of all who
will be actively consulted in their care in a more
systematic and connected process.
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Meeting the
highest standards
Y
ears of hard work in
every department have
paid off, as for the first
time Orillia Soldiers’ Memorial Hospital (OSMH) has been awarded the
highest standing possible from Accreditation Canada.
President and CEO Elisabeth Riley is
thrilled with the exemplary accreditation
standing, earned after an intensive weeklong
visit in March 2013.
“Quality and safety are one of our five strategic goals. It’s something we take very, very
seriously,” she said.
For patients and the community, she said
exemplary standing means; “They can come
to the hospital and feel confident they are getting the kind of care they should be getting. It’s
an important symbol to the community.” She
likens it to a hotel receiving a five-star ranking,
a recognizable rating denoting delivery of the
highest quality service.
Riley acknowledged the significant achievement is very much the result of a tremendous
team effort through the years.
“Safety and quality happens at the front line.
I’m thrilled and very grateful to our staff and
everything they do.”
OSMH’s Director of Performance Excellence
Barbara Jones agreed. “It’s a real testament to
our entire organization that we’ve achieved it.
It’s the culmination of a lot of hard work by a
lot of folks. To achieve exemplary you have to
have pretty much everybody working towards
the standards, it’s not just one committee.
Quality and safety is really part of everybody’s
journey and everybody has to work together.”
The idea of a hospital standardization pro-
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gram was first developed in 1917 by the
American College of Surgeons (of which Canada is an active member) and in 1958 the Canadian Council on Hospital Accreditation was
formally incorporated.
In keeping with its evolving role in health
care, the organization’s name has changed
several times through the years and has been
known as Accreditation Canada since 2008.
There are four accreditation decision levels:
not accredited, accredited, accredited with
commendation and accredited with exemplary. Previously OSMH was accredited.
Excited and proud of the achievement after many years of hard work, Jones is particularly pleased given the challenges and changes
faced by everyone in the health-care system.
“It shows incredible perseverance and determination about quality and safety.”
Accreditation is not a competition against
other organizations and participation by Canadian hospitals is voluntary. Jones said,
“It’s important for the public to know we
participate. It gives staff and physicians confidence and it gives the public confidence in the
care and service they receive.”
The accreditation process is quite rigorous,
examining all aspects of healthcare delivery.
“It’s not just a document review,” she stressed.
“They talk to patients and staff. They walk
around the hospital. They really want to see
that our best practices are embedded.”
Accreditation Canada evaluates a hospital’s
performance against national standards of excellence and OSMH met 97 percent of the almost 2,000 standards required.
However, as Riley points out, “It’s an incredibly important milestone in our journey, but
it’s not the end. Standards of care do change.
There’s a greater burden to make sure we stay
on our game.”
That means the hard work will continue.
Jones said they are focusing on improving the
standards the hospital didn’t fully meet during this year’s on-site survey, as well as looking
ahead to new requirements, which are constantly reviewed.
“Our work continues. It’s not a thing that
ends.”
“There are a number of standards and required practices that change or are added
every year. We have to stay up-to-date and
incorporate best practices.”
The accreditation process is a four-year cycle and Jones said theay are already preparing
for the next visit by Accreditation Canada in
2017.
Students
help OSMH
From left, Levi, Nathan and Janelle Dykstra recently presented Jim Fitzgerald,
Development Officer with Orillia Soldiers’
Memorial Hospital (OSMH) Foundation,
with a cheque for $430.87, collected
during Orillia Christian School’s Annual
Walk-a-thon. Funds will be used to purchase equipment and technology for staff
and physicians at OSMH.
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9/30/13 11:42:54 AM
Orillia Soldiers’ Memorial Hospital continues to upgrade its housekeeping efforts. Pictured is Anna Greenwood, Housekeeping Support Worker.
Clean Team
creates safe
environment
A vital building block of patient health and
safety works quietly, and often unrecognized,
each and every day at Orillia Soldiers’ Memorial Hospital (OSMH).
Housekeeping manager Doug Pember said,
“What we do completes the circle of care. Years
ago, we were just cleaners, but between the
science of microbiology and the actual hard
work of staff, we’re not just janitors – we are
people who are helping to break the chain of
infection.”
With about 360,000 square feet to clean it’s
“It’s a training process for
our staff to improve. It’s
an area of pride.”
quite a task, but something the 50-plus member housekeeping staff takes very seriously.
Patient care areas are cleaned very thoroughly at least once a day.
“Other areas are cleaned more frequently
such as toilets and bathrooms, up to four or
five times a day depending on the type of patient,” Pember explained.
Different approaches are needed when
there is an infectious outbreak at the hospital
or different diseases appear such as Severe
Acute Respiratory Syndrome (SARS) and staff
must respond quickly, implementing new
products and procedures to effectively combat the infections, ensuring patient and staff
safety.
Pember’s team must constantly learn,
adopting new techniques and products used
to help stop the spread of germs. “Safety is
part of what we do. We are here to create a
clean, safe environment, so patients can get
well and go home and staff can work in a safe
environment.”
An abundance of technical knowledge and
9/30/13 11:43:00 AM
information is required to clean effectively and
safely. “We use the provincial Infectious Diseases Advisory Committee that sets out best
practises. There are guideline on what to use,
the frequency, the type of product we’re using,
and the best product and process for any given
time.”
He said if everyone simply washed their
hands upon entering the hospital, fewer germs
would be spread.
A growing problem is antibiotic-resistant
organisms. One reason is that strains that become stronger when patients only use part of
their prescription and once they’re feeling better stop taking the medication.
The organism isn’t killed off and is now
stronger than before and more resistant to
medication.
“It’s part of our frustration,” Pember said.
“They are hardened by overuse of drugs. It’s
a problem for us and we have to use different products. We’ve had many generations of
disinfectant products and they change on an
almost daily basis.”
Pember, who has been in the industry for
more than 25 years, joined OSMH six months
ago. He praised the cleanliness at the city’s
hospital, calling it very good and said, “I
would bring my mom here.”
On-going audits help ensure constant improvement.
“We have two types of audits,” Pember said.
“We will go in and plant a marker you can’t see.
It’s a powder or cream we place on 10 hightouch areas in any given room.” Examples of
those frequently-used areas include the toilet
seat, bed handrail, TV remote, door handles
and chair arms.
“We go in and mark the areas after a patient
is discharged. Staff don’t know it’s happened.
They go in to the room and clean it and then
with the staff member we go in to review.”
He stressed that the audit isn’t a disciplinary action but a training process. “We go with
a UV light and it reflects any of the marker
that’s left.
If it’s a good clean there is no fluorescence
left on the areas marked.” If necessary, adjustments are made to cleaning procedures
to ensure nothing is missed. “It’s a training
process for our staff to improve. It’s an area
of pride.”
The second quality audit consists of random checks on a regular basis, covering 19
specific points, such as the polish on the
floor, any cobwebs on the ceiling or in lights.
“It’s more specific and detailed. During an
outbreak we will do five of these a day.”
He adds: “It’s certainly a team effort. We’re
part of the care process. We are a building
block of the health-care system.”
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Choose either a day pass,
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*Parking
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~ Group fitness classes included: Spin, Yoga, etc.
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9/30/13 11:43:48 AM
The staff and their families of
Orillia’s Home Hardware would like
to gratefully acknowledge and thank
the nurses and volunteers at Orillia
Soldiers’ Memorial Hospital for their
hard work and dedication.
5 King Street
at West Street, Orillia
705-326-7371
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9/30/13 11:44:32 AM
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121 Wellington Street West (Suite 115) .... 705-726-4531
Offering Ultrasound and X-ray
WASAGA BEACH LOCATION
14 Ramblewood Dr. (Suite 105) ............. 705-422-2255
Offering Ultrasound, Bone Density and X-ray
COLLINGWOOD LOCATION
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9/30/13 11:45:35 AM
Elisabeth Riley, President and Chief Executive Officer, Orillia Soldiers’ Memorial Hospital
An evolving
approach to care
Over the next few years, hospitals and other
healthcare organizations across the province
are going to have some tough work ahead of
them; most importantly, building an integrated
model of care across the system that will help
patients get care at the right time, the right
place and with the right provider.
Orillia Soldiers’ Memorial Hospital (OSMH)
is already taking some important steps to better organize ‘the system’ for patients and their
families.
To ensure OSMH is positioned to respond to
these changes and meet the acute care needs of
all residents now and into the future, the hospital completed a Clinical Services Plan (CSP)
earlier this year. The plan provides guidance
to the hospital around the delivery of clinical
services now and into the future.
“OSMH has been providing exceptional care
for over 105 years,” says Elisabeth Riley, President and Chief Executive Officer. “In order
to continue that tradition, we need to be prepared to meet the acute care needs of tomorrow’s patients within the context of the evolving healthcare system and a tough economy.”
And, according to OSMH’s analyses, not
only will the population grow, but it will also
“We need to focus on what we do
best, and that is providing acute care.”
age significantly as baby boomers become seniors.
“As a result of both, but particularly because
of the dramatic growth in the number of elderly people, there will be significant growth
in the need and demand for our services over
this period,” Elisabeth says.
For OSMH, this puts an emphasis on directing resources to programs and services geared
towards seniors, including orthopaedic and rehabilitation care, chronic-disease management,
complex-care and internal medicine, that will
respond to the demand.
“We’ve already had some encouraging successes this past year that will support our future, including the expansion of our orthopaedic surgery program and the introduction of
the portfolio of seniors health services, which
will help us improve the experiences of these
patients during their hospital stay,” she explains.
The next step is to help create an integrated
system within the community that will help
the hospital treat patients who don’t require
acute care.
“We need to focus on what we do best, and
that is providing acute care,” Elisabeth states.
“The hospital is no longer a place for patients
to rest and recuperate or wait for long-term
care.”
It’s here that OSMH’s community health service and business partners will be an important
asset and resource. Designing clinics where
patients will be able to receive appropriate
specialized care outside of the hospital setting.
Establishing community support services that
will enable seniors to get well and live at home
longer. Developing solutions to long-term care
and affordable housing gaps.
It is all in line with what Elisabeth says is the
hospital’s mantra ‘right time, right place, right
provider’.
“Our hope is that the money being directed
into the community healthcare sector will assist in this, and OSMH can help promote the
establishment of these services in a community
setting, where they can be more appropriately
provided,” she says.
“Hospitals cannot continue to be all things
to all people. It’s not good for people’s health,
it’s not sustainable and it’s not affordable to
have hospitals providing services that can be
delivered by other parts of the healthcare system.”
9/30/13 11:45:41 AM
Kubota Materials Canada Corporation presented the
Orillia Soldiers’ Memorial Hospital (OSMH) Foundation
with the second installment of their $125,000 pledge to
equipment and technology investments at OSMH. Accepting the $25,000 cheque from Matthew Webb, Senior Manager Technology and Projects, Kaoru Hamada,
President, and Mike Rolland, Senior Manager Production, is John Mattinson, OSMH Foundation Board Vice
Chair (second from left).
Energizing the health of our community - Ray Hayhurst,
Vice Chair, Orillia Power Corporation Board of Directors,
presented Chuck Burton, Chair, OSMH Foundation Board
of Directors, with the latest installment to their $1.25 million pledge: a cheque for $250,000. Reflecting OPC’s commitment to health and safety, the money will be spent to
improve the health and safety of patients and staff.
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9/30/13 11:47:04 AM
Donor List
$500,000+
Dora E. Noy
$100,000 - $499,999
Brian Thomas Copeland
June Donna Fleischer
J & J Shared Services
Orillia Power Corporation
OSMH Volunteer Services
$25,000 - $99,999
City of Orillia
K. Knight Contracting Ltd.
Kiwanis Club of Orillia
Kubota Metal Corporation Fahramet
The Orsi Family
$10,000 - $24,999
Karen & Bill Barnett
Ruth Ethel Brandon
C.E. (Ted) & Muriel Burton
Cambrian College of Applied Arts
and Technology
Casino Rama Community Wellness
Program
CIBC
Don & Bernice Davidson
Gambro Inc.
Hawk Ridge Golf & Country Club
Dr. Grant & Tracy Ho
Honda Canada
Dorothy Leclerc
Dr. John & Brenda MacFadyen
Harold Nashman
Pepsi Bottling Group (Canada) Co.
Places for People Corporation
Tim Porter & Staff of Al Langman
Construction
Rotary Clubs of Orillia - Lake
Country
Gerry & Sylvia Smith & Family
Michael Stock
Bill & Sue Swinimer and Family
Township of Severn
$5,000 - $9,999
Dr. Aaron D. Barnett
Gary & Elizabeth Carlson
Cameron & Sandra Dougall
Fresenius Medical
Doug Giles
Monica & Sandy Grant
Doreen Hammons
Drs. Nancy Harris & Anthony Reid
William Holdsworth
Leons Orillia - Diana & Bill Brown
Machinecraft Industries Ltd.
Mattinson Family - John, Loren,
Marcus & Celeste
McLean & Dickey Ltd.
OSMH Medical Staff Association
OSMH Nurses Alumnae
Royal Canadian Legion Branch 34 Orillia
ServiceMaster Orillia - Dwayne &
Tanya Frans
TD Bank Financial Group
Leslie & Mildred Wade
$1,000 - $4,999
DCM Self Storage
Loretta Dick
Dr. John Adkins
David & Nancy Douse
David Alexander
Charles S. Duhig
Amgen Canada Inc.
Margaret Eberhard
Paul & Laureen Ash
Eli Lilly Canada
AstraZeneca Canada Inc.
Ellwood Epps Sporting Goods
Dr. Don & Chris Atkinson
Victor England
Audia Hearing Aid Centre Inc.
The Entertainers
Carole J. Ayerst
Ezem Canada
B & B Plumbing & Electrical
Stephen Fagan
Heating & Air Conditioning
Fanshawe College
David & Marilyn Bachly
Julia Bailey (Emond) & Ted Emond Roy & Betty Fawcett
June Ferguson
Mark Bailey & Ewelina Ross & Duggan Ferguson
Chwilkowska
Friend’s Diner
James Baillie
Jean A. Gallagher
Peter & Suzanne Bard
Gregory & Valerie Gee
Muriel Bedford
Geneva Lodge No. 320 IOOF
Marilyn Berger
Genzyme Canada Inc
Progressive Waste Solutions
Grant Thornton LLP
BMO Nesbitt Burns
Tom & Carol Griffiths
Boehringer Ingelheim (Canada)
Gunther & Gertrude Grimm
Borden Ladner Gervais LLP
Paul & Marly Grunsten
S. Dure Brandon
Headstart Construction Inc
Tony & Betty Bridgens
George & Linda Heller
Eunice Irene Burt
Heritage Place Apartments Nancy & John Cameron
Mirkopoulos Families
Carson Funeral Home
HGR Lawyers
Cathy Wilson Memorial Ball Peggy Hinds
Hockey Tournament
Home Hardware Building Centre
Chippewas of Rama First Nation
Robert & Loreen Hooper - Regent
Douglas & Barbara Christie
Tool & Die
Linda Clipsham
James & Lorna Housser - Housser’s
Counsel Portfolio Services
Paint & Wallpaper
Howard & Viola Crichton
Robert Howard
Davenport Subaru of Orillia
Ken & Linda Huggins
Nancy Hughes
Mary Hurl
Norma Hurl
Huronia Tool & Machine
Elfriede Huter
William & Linda Instance
Investors Group
William & Nancy Jamieson
John H. Jenkins
Tony & Annette Katarynych &
Family
Fern Kerr
Patrick Keyes & Sheila O’Brien
KPMG LLP Chartered
Accountants
Tony & Mary La Mantia
Laclie Pharmacy
Lakehead University, Orillia
Campus
Isobel Langlois
Willard & Margaret Larmand
Paul & Marlene Leskew
William & Sue Leslie
Doug & Linda Lewis & Family
Dalton & Audrey Lillicrap
Andrew Long
Lennis MacFadyen
Blanche Manson
Mariposa Market
Marsh Canada
W. John & Florence Matthews
John & Marg Mayo
Nicole McCahon & Dr. Lawrence
LaFrance
Merck Frosst Canada Ltd.
Dr. Kathleen Michalski & Family
Roy & Mary Micks & Family
Robert & Judy Middaugh
Mihealth Global Systems Inc.
Michael Miller
Millwood Logistics
Harold & Mary Moore
Rick & Erin Morano
The Mundell Family
Hon. Joan B. & Clemens M.
Neiman
Novo Nordisk Canada Inc.
Organization of Candu Industries
Orillia Drivers Association
The Orillia Fish & Game
Conservation Club
Orillia Hyundai
Orillia Packet & Times
Orillia Pharmacy Ltd.
Orillia Shrine Club
Oro District Lions Club
Osmington Inc.
Pfizer Canada Inc.
L. Podhradsky
Point to Point Communications
Tom & Libby Pokoradi
Oscar & Sandra Poloni
Dr. Greg & Laurel Price-Jones
Quinan Construction Ltd
R2 Furniture Inc.
RBC Royal Bank
Elisabeth Riley
River Cree Resort and Casino
RNR Patient Transfer Services
Robert & Kathleen Martin Family
Charitable Giving Fund
John & Joan Rosebush
Peter & Patricia Ross
Royal Canadian Legion Br. 519
Coboconk
Royal Canadian Legion Branch
619
Royal LePage Real Quest Realty
Catharine & W.D. (Rusty) Russell
Josephine & Stan Sajnovic
Danny & Vivienne Saltzman
Sanofi Aventis
Leslie Sargent
Shaw Maple Products
Shoppers Drug Mart
Signature Memorials Limited
Orillia Centres Limited
Elma Marie Smith
Florence Smith
Tom & G. Laraine Smith
Heather & Glen Stewart
Sun Machine & Welding
Sunrise Toyota and the Ruff
Family
Sunshine Carpet & Flooring
Sunshine Seniors Club
Judy & Ian Sutherland
Taylored Gardening
Bonnie Therrien
Tim Hortons - Orillia Stores
Paul Tisdall & Mardi Matthews
Danielle Tisi & Michael Holenski
Dr. Rob & Andrea Town
W. Scott & Jean Tudhope
Ukrainian National Federation of
Canada - Toronto Branch
Dr. & Mrs. David Van Loon
Michael Wayling
Roland & Catherine Weber
Wes Brennan Construction &
General Contracting
Patricia & Clifton Whitfield
Henry & Elizabeth Wilson
Wimsey’s World of Wearable Art
Dave Winnitoy
Jim & Susan Worts
Yannis Family Restauran
Corporate Partners
Anytime Fitness
The Burton Team of Investment
Planning Counsel
Casino Rama
Dalt’s Honda
Grant Thornton LLP
Hawk Ridge Golf & Country
Club
Heritage Place Apartments
K. Knight Contracting Ltd.
KPMG LLP Chartered
Accountants
Laclie Pharmacy
Ontario Waterway Cruises
The Pepsi Bottling Group
RNR Patient Transfer Services
Inc.
ServiceMaster of Orillia
9/30/13 11:47:30 AM
Quality Work from Start to Finish!
Winner of 13 Readers Choice Builder of the Year Awards
Specializing In: Custom Home Building - Renovations - Additions -Accessible Modifications
General Contracting - Insulated Concrete Foundations (ICF) Systems
www.WesBrennanContruction.com
705-326-2610 Orillia, Ontario
9/30/13 11:48:23 AM
“At TD, we understand the
importance of access to
healthcare and education
in our communities,”
said Ian Toms, Vice President,
TD Commercial Banking.
Funding
Excellence
TD Bank Group is investing in local health
care through a $100,000 donation to the
OSMH Foundation to establish a fund, ‘TD
Grants in Medical Excellence’, which will support ongoing medical education at Orillia Soldiers’ Memorial Hospital (OSMH).
“At TD, we understand the importance of
access to healthcare and education in our communities,” said Ian Toms, VP, TD Commercial
Banking.
“That is why we are extremely proud of
the TD Grants in Medical Excellence which
will help support nurses and other healthcare professionals to build and enhance their
education so they can continue to play an instrumental role in caring for their patients.”
OSMH staff will be able to apply for financial
assistance from the grant fund as early as the
Fall of 2013. “This donation further demonstrates TD’s
generous support to our hospital and the communities we serve,” said Nicole McCahon, Executive Director of the OSMH Foundation.
“Healthcare is a rapidly changing environment where new knowledge is generated every
day,” said Elisabeth Riley, OSMH President and
CEO. “The establishment of this fund provides
encouragement to staff and helps the hospital achieve its strategic goals.”
Seen in the photo from left are: Jim Fitzgerald, Development Associate - Major Gifts,
OSMH Foundation, Angela Harwood, Vice
President - People, Partnerships and Planning, OSMH, Dennis Kavanagh, Commercial
Account Manager, TD Canada Trust, Ian Toms,
Vice President - Central Ontario Region, TD
Commercial Banking, Elisabeth Riley, President and CEO, OSMH, Jane Duchscher, Senior Vice President - Ontario North and East
Region, TD Canada Trust, Kristy Shaughnessy,
District Vice President - Lakeland Ontario
North/East Region, TD Canada Trust, and
Donna St. Denis, Branch Manager, TD Canada
Trust West Ridge Place.
Barrie 720-1900 /720-1111
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9/30/13 11:49:31 AM
Eighty people participated in this year’s Sun City Swim in support of the
neonatal intensive care unit at Orillia Soldiers’ Memorial Hospital in August.
About 60 of those crossed Lake Couchiching from Fern Resort, travelling four
kilometres. The remainder swam a one-kilometre loop. Among this year’s
participants was Annaleise Carr, the youngest person to cross Lake Ontario.
Carr is pictured with Nicole McCahon, executive director of the hospital
foundation. Officials say participants raised about $20,000 for the cause.
Photos by Frank Matys
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9/30/13 11:51:58 AM

Neonatal Intensive Care Unit to double in size

Transcription

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