Read Layout 1 text version

a watershed year

An event or period marking a turning point in a course of action or development



2008 2009


Number of Requests/Gaps in Service* Patient Admissions (air and land) Patients Flown Emergent Patients Urgent Patients Non-urgent Patients Organ Flights Statute Miles Flown Patient Transfer Authorization Centre Requests (PTAC) Medical Transfer Numbers *Requests/Gaps in Service includes both met and unmet requests

The number of patients transported by Ornge in 2008/09 (20,385) exceeds the capacity of the Air Canada Centre (19,800 seats)

Total Statute Miles (1 statute mile = 1.15 miles) flown ­ 6,725,780... or 7,734,647 nautical miles... the average distance from 16 trips to the moon and back this year.

the centre of the earth to the centre of the moon is 238,857 miles (477,714 round trip) ­ Ornge has flown the equivalent of more than





The Year in Nu 6


FY 07/08 27,386 19,268 17,764 7,189 4,073 8,006 425

FY 08/09 30,442 20,394 18,487 7,747 4,363 8,284 541

6,576,581 385,016 384,102

6,725,780 389,608 388,539


4 6 8

Message from the President and from the Chair Ornge buys helicopters, hangars and aviation assets Transforming transport medicine through the Academy of Transport Medicine Stakeholder Relations Doc in a Box

12 14

Ornge Leadership Academy Research and Development Critical Care Land Ambulance Program Ornge Communications Centre

18 19 20 23

Ornge Foundation J Smarts asks you to "Think It Thru" Ornge Pulse Awards Board of Directors and Senior Executive Team



A New Relationship with EMAT and Emergency Management Ornge Lays Foundation for Paediatric Transport Team in Ottawa





2008-09 has been a

watershed year

in the evolution of Ornge's operations.


e purchased NEW STATE-OF-THE-ART AIRCRAFT AND HIRED HIGHLY-SKILLED STAFF, INCLUDING MANY IN POSITIONS NEW TO OUR ORGANIZATION. Our efforts to generate capital, which began last fiscal year, are progressing well - both through the Ornge Foundation and in our business development activities.

idea behind it all is a simple one: Sustainability. Making sure we have the ability to provide top-notch care for everyone in the province who needs us, not just today, but for generations to come. It's a daunting task, but one well worth dedicating everything we As President and CEO, and Chairman of the Board, we are both very proud to stand at the helm of an organization that is moving forward on a bold new path with such skill and dedication. Last year we congratulated the Ornge team for completing a five-year strategic plan in an astounding two years. That plan, with no exaggeration, has turned this service around. It consolidated a fragmented system into a single transport medicine organization with a clear mission of providing Patient care with innovative transport medicine. Ornge remains steadfastly committed to ensuring Ontarians have improved access to our service, when and where we are needed most.

Each of these initiatives is a major undertaking in and of itself, let alone carrying them all out simultaneously, and continuing to offer the highest levels of service in the growing field of transport medicine.

The execution has been, and will continue to be challenging and complex. However, the

have in order to achieve.




For that, the Ornge team deserves an even larger thanks.

it demands that we continue to challenge ourselves to find new and better ways of doing things, because the old `air ambulance' mod-

with no limits and no boundaries.

All of these new initiatives and all of this rapid change have confirmed that our new direc-

here, not just for years or decades or even for our lifetimes ­ but for those who will need us for generations to come.

The unique and exciting thing about Ornge is that we are at a new frontier of medicine, one that simply did not exist before. We bring to the table the ability to create the confidence in those people we move that we are not decreasing the standard of care they have received within a bricks and mortar hospital, but are maintaining or even increasing it. The incredible peace of mind we can give to people at the most vulnerable point in their lives is a very modern concept. It also means better healthcare for the citizens of Ontario. But

els simply did not work.

Indeed, just a few years ago, the very idea of owning our own aircraft, hiring our own pilots, and generating our own funds to re-invest into Ornge were shocking to many. But these new ideas will work. We have tested them through exhaustive research and due diligence. We have received external fairness opinions, undertaken a comprehensive and transparent procurement process, and analyzed every option at our disposal,

tion is the right one. It will make Ornge better, more efficient and more cost effective. It will help us fulfill our commitment to making safe, safer. It will give us better control over our operations. Most importantly, it will enable us to help even more of the people who need us. This past year, we laid a rocksolid foundation for Ornge's sustainability and the platform for its growth. By doing so, we are ensuring that we will be Rainer Beltzner Chairman Dr. Chris Mazza President and CEO




Ornge buys helicopters, hangars and aviation assets:

Greater independence means higher efficiency and greater control.

In 2008/09, Ornge purchased its own aircraft ­ an important step in its strategy to be more independent and more efficient.



irst and foremost, Ornge's decision to purchase our own aircraft is to improve and enhance transport medicine services for Ontario patients and particularly for those patients living in the North. This decision was driven by the need to provide more capacity to deliver increased transport medicine services for patients and also for the need to update the aging fleet of aircraft currently used.

In order to do that and to curb and control the escalating costs associated with transport medicine, Ornge moved toward a new business model. This includes buying 10 AgustaWestland AW139 helicopters and owning and operating six Pilatus PC-12 Next Generation airplanes. The Ornge airplanes will be dedicated


Capitalizing on our expertise

aircraft providing advanced and critical care levels of medical care to patients.

Ornge took three major initiatives this past year to control costs and enhance and expand services.

The first took place in August 2008 when Ornge announced the purchase of 10

2009-10. These planes, which have a range of over 2,900 km, have been used extensively by the Royal Flying Doctor Service of Australia. Both the Pilatus PC-12s and the Agusta Westland AW139s will be specially outfitted for Ornge with the most advanced medical equipment, transforming them into `virtual flying hospitals.' The total cost for these purchases was $165 million. The third initiative in March 2009, saw Ornge purchase from Canadian Helicopters Limited (CHL) the current Ontario fleet of 11 medically-equpped Sikorsky S-76 helicopters as well as four hangars in Ottawa, Moosonee, Kenora and London. CHL will continue to provide flight operations and maintenance services for the helicopters. The aggregate purchase price was $30 million. This purchase will enable us to control the transition to the

new helicopters and to ensure continual access to transport medicine services during this time. What's more, all of these new aircraft will not only enable us to reach patients faster and more often but will also provide us with greater distance capabilities.

An important part of Ornge's growth strategy is creating new initiatives that will in turn create new revenue streams. One of these is consulting: offering the organization's world-calibre expertise in transport medicine to other jurisdictions and organizations. Ornge provides these services through Ornge PEEL which was established to provide back office support to the Ornge entities and consulting services. In February, 2009, Ornge signed a consulting agreement to produce a feasibility report for the Government of Saskatchewan to examine the province's current ambulance system and assess the implications of adding helicopters to the provinces air ambulance system. The study will help ensure that Saskatchewan's entire EMS sector is progressive, efficient and fair for people in all parts of that province.

state-of-the-art AgustaWestland AW139 helicopters. Then in October,

we announced our second initiative with the purchase of six new Pilatus PC-12 Next Generation single-engine planes. These aircraft are expected to commence services in




Ornge Academy of Transport Medicine

In 2007, Ornge established one of Canada's first centres for advanced training in transport medicine. The Ornge Academy of Transport Medicine is also the first training program in Canada with courses certified by the Canadian Medical Association for critical care paramedics.


he Academy is both a direct reflection of Ornge's mandate to transform traditional `air ambulance' services into the completely different realm of transport medicine, and a major player in accelerating that transformation as quickly as possible. So it's no surprise that in 2008-09, the Academy expanded its programs significantly ­ a difficult task in an increasingly specialized profession. Here, paramedics are trained and educated to become advanced care and critical care flight paramedics, and a record number of students successfully went through the Ornge program this year. Ornge has also begun training registered nurses to become members of the Ornge Paediatric Transport Team. Established to provide quality medical transport services to critically ill and injured children, this team completes intensive training in both paediatrics and transport medicine.

The Academy offers four levels of programs. Together, they employ a combination of classroom sessions, videoconferences, seminars, high fidelity patient simulators, on-line learning and clinical placements in hospitals and essential consolidation time on air and critical care land ambulances. · Aeromedical Program educates Primary Care Paramedics to become Primary Care Flight Paramedics. Advanced Care Flight Paramedic Program educates Primary Care and Primary Care Flight Paramedics to become Advanced Care providers in the air or on land. This level of instruction educates the medic beyond the scope of practice on land, and qualifies the student to write the Ministry of Health and Long-Term Care ACP examination, which is a requirement to work at the Advanced Care level.





Advanced Care Flight Paramedic Bridge Program bridges the gaps between land and air and educates Advanced Care Land Paramedics to become Advanced Care Flight Paramedics. Critical Care Paramedic Program educates Advanced Care Paramedics in broadening their skills in caring for critically ill or injured patients in the air.

This past year, the Academy trained a record number of 80 students, four times the number trained in 2007-08. While this volume strained the Academy's ability to deliver these programs, it was able to complete it through a reorganization of the faculty working within the Academy. An additional seven full time faculty were added to the instructor roster in the Academy pro-


grams. Also, to augment the consolidation period, 30 paramedics were qualified as field training officers. In addition, the Academy boosted the number of simulation technicians/operators by 400%. These steps dramatically build the critical element of simulation to all of our education programs. This was in anticipation of the creation of a permanent simulator located in Thunder Bay, and with it, the ability to use active simulation in more of the Academy's programs.

This past year, the Academy trained a record number of 80 students, four times the number trained in 2007-08.

The Academy also enhanced its delivery of programs via the case study method ­ proven to be highly effective in traditional environments such as business schools, but also proving effective in the new and very rapidly evolving environment of transport medicine.

Ornge partners with Northern Ontario School of Medicine (NOSM).

In October 2008, Canada's newest medical school signed a five-year collaboration agreement with Ornge. NOSM and Ornge are collaborating on medical curriculum, educational and training objectives and capitalizing on opportunities to improve access to distance education for NOSM and Ornge students. The agreement will also provide greater access for medical students and health care professionals in Northern Ontario to the latest simulation technology. This initiative not only demonstrates Ornge's philosophy that transport medicine is a distinct medical discipline, but also supports NOSM's social accountability by improving the health of the people of Northern Ontario.



Stakeholder Relations

Moving from reactive to proactive

Ornge's mission encompasses patient care with innovative transport medicine and we appreciate that our services can be improved by proactively engaging our diverse stakeholders.


hese stakeholders are a vital part of the present and the future of our organization. This past year saw a shift in Ornge's stakeholder relations, as we moved from a reactive to a more proactive stance, and undertook a major expansion of our activities. Stakeholders were continuously and actively encouraged to share their thoughts about our performance and service delivery. In late 2008, Ornge took the first step in developing a more hands-on approach by conducting benchmark research into where the organization stood with our stakeholders.




n 2007-08, Ornge implemented one of the most advanced and overdue initiatives in the entire field of transport medicine. Instead of having doctors on call via a pager or cell phone to provide direction to paramedics ­ which is pretty much the standard of care worldwide ­ Ornge created a pilot program called "Doc in a Box" that would see the transport medicine physician located directly in the Ornge Communications Centre or in one of the Ornge bases around the province. The doctor would manage the This year, Ornge's "Doc in a Box" program was successfully rolled out across the province. Now, an Ornge transport medicine physician is physically working 16 hours a day in either the Ornge Communications Centre or in one of the Ornge bases across the province.

"Doc in a Box" puts more doctors in more boxes

Transport medicine is complex at the easiest of times, so having a key player on the field with the rest of the team, instead of calling in the plays from the sidelines, makes all the difference.

province's transport medicine patient volume much the same as they would manage the various patient needs in a busy emergency department. The pilot was an immediate success: it improves the speed and quality of decision-making; enables doctors, hospitals and paramedics to work more cohesively as a team; and lets physicians be more proactive ­ while being more informed ­ on preparing a patient for transport.

Ornge now has 26 full-and part-time physicians, including 21 critical care emergency doctors as well as five paediatric specialists, who all receive extensive additional training in transport medicine. Ornge's Chief of Medical Staff, Dr. Bruce Sawadsky who has been with Ornge and its predecessors for 10 years, believes there are huge benefits in having a doctor physically in a communications centre or base.

Ornge commissioned the independent research firm, Ipsos Reid, to solicit the opinions of our key stakeholder groups (Health Care Professionals, Nursing Stations, Emergency Medical Services, Central Ambulance Communications Centres/Ambulance Communications Services and Local Health Integration Networks), regarding our services. Many of the respondents provided encouraging feedback along with positive comments, including: · · Commitment to high quality patient care Reliable, collaborative, dedicated and


compassionate staff A wide variety of expertise

The results demonstrated generally high approval levels for Ornge among health care professionals , but low awareness levels with other stakeholders across the province. We are pleased with the positive responses but also appreciate the insight gained into the areas where we can better develop. Ornge is currently implementing a number of strategies and initiatives to address these concerns.

Internally, this entailed examining new Customer Relationship Management (CRM) software that will facilitate the management of our growing database and track all of our stakeholder feedback; planning a second benchmark survey; and developing a Stakeholder Handbook to help build awareness. Externally, we conducted more meetings with stakeholders at both a corporate and community level; took part in external committees; and began researching quality metrics that will lead to greater patient satisfaction and service improvements in the future.

To be successful, Ornge recognizes that stakeholder relations must be part of our overall strategic plan as a means to help us achieve our commitment of providing quality care to the residents of Ontario.



The Ornge Leadership Academy:


ew organizations are as committed to making leadership a core competence ­ not just with its senior leadership team, but with its managers and directors and its next generation of leaders. In fact, the Ornge Leadership Academy was set up in 2007 as a key part of our Succession Management process and a formal way to cultivate a corporate culture that's driven by compassion, collaboration and innovation, based on accountability and geared toward helping employees explore their own leadership potential. These are all critical attributes in an organization such as Ornge whose mission demands that virtually everyone be a leader at some time during the course of their work. This year, Leadership Academy 2 Participants completed a three week residential leadership program over a 10 month period. Each of the three weeks focused on one of the three key themes of leadership at Ornge:


Leading Self, Leading Others and Leading within Ornge. 12

With the success of the first group, the program was expanded in 2008-09 both in how the participants were selected and the depth of their training. Each week continues to follow the premise of most business schools by offering many different teaching methods such as lectures, case studies, simulations and small and large group discussion. Outside experts are brought in. For example, Joe Sherren, spoke in November 2008 during week 2 on Dynamic Coaching and his "Birds" communication styles. Dr. Peter Menzies, Ph.D. who completed his thesis on Aboriginal intergenerational trauma spent a day with the group in February 2009 during the third week of the program. He provided a provocative overview of the impact of historic social policies on the experiences of Aboriginal Peoples in Canada and what Ornge can do from a recruitment and retention perspective.



In addition to the residential component of the Academy, each participant is assigned to a coaching group led by a member of Ornge's Executive Team or a graduate of the Leadership Academy program. This year each group had an opportunity to work with three different coaches and they rotated following the completion of each week of residency. These groups help put into practice what our employees learn at the Leadership Academy, help them ensure that what they're learning is not just tried in the workplace but embedded in it and also help employees reach their own leadership goals.

While the Academy has drawn positive reviews from its participants, no one claims it's easy. Everyone completes an emotional assessment before the course, as well as a 360 degree feedback review based on Ornge's core and leadership competencies, as well as a second 360 degree review when the program ends 10 months later. Following this final assessment, participants must write a final paper reflecting back on where they started and their journey throughout the program taking into consideration what they said they would stop doing, what they would start doing and what they would continue to do and how well they accomplished what they committed to doing.

A growing role for Research and Development


n 2007-08, Ornge created a new department - Research and Development dedicated to discovering new or better ways to make transport medicine safer, innovative, and more effective. This is one of the newest areas of medical care and Ornge is playing a leadership role and establishing a global presence in this field. During the 2008-09 fiscal year, the Ornge R&D group grew substantially. The group has 17 projects underway in areas relevant to transport medicine, including adverse events and errors, simulation-based education methods, stress and performance, patient safety, resource allocation and optimization, occupational safety, critical events, and trauma and injury prevention. Ornge is becoming a leader in many of these areas, particularily safety, adverse events and errors. R&D members have built collaborations with several external agencies, including Cornell University, University of Toronto, University of Western Ontario, and the University Health Network. The group has also received three peer-reviewed grants totalling $34,500 (US), published 7 papers and 8 abstracts, and presented at 24 national and international conferences. The paper with the greatest impact was "Epidemiology of Adverse Events in Air Medical Transport" by Dr. Russell MacDonald (Medical Director) published in the October 2008 issue of Academic Emergency Medicine. The paper details the types and causes of adverse events, identifying what factors may be modifiable in order to direct future efforts at improving safety. As Ornge R&D grows and establishes its track record, its impact will continue to grow both within Ornge and in the field of transport medicine as a whole.

Ensuring a respectful workplace

Many organizations now have formal policies to protect their employees against gossip, harassment, discrimination and bullying. An organization like Ornge, which puts extraordinary stock in being values-driven, and which deals with people who have different cultural assumptions, and often in situations of extraordinary stress, took that awareness one step further in 2008/09. Over the course of the year, close to 200 Ornge employees attended training sessions on creating a respectful workplace, as part of a continuous program of awareness-building in order to improve efficiency, teamwork and Ornge's three key values of compassion, collaboration and innovation.




The Critical Care Land Ambulance Transport Program

From need to action ON THE GROUND


critical part of Ornge's service involves integrating the transfer of critically ill or injured patients between hospitals -- on land and in the air. In June, 2007, Ornge was designated by the Ontario Government to create a fully integrated land and air ambulance system across the province. It's important to understand what critical care land transport isn't. It isn't an ambulance re-

Ornge Critical Care Flight Paramedics Take on the World

In May 2008, Ornge paramedics not only took part in the World Congress of Aeromedical Services in Prague, but shared top honours when they tied with a team from Michigan to win first place at the competition. The two-day competition saw Wayde Diamond and Jonathan Lee advance through a series of competitions open to critical care paramedics, nurses and doctors from around the world.

From its first days, Ornge was in much more than the air ambulance business; it is in the transport medicine business.

sponding to a 911 emergency call and speeding a critically ill patient to a hospital emergency room. It's an inter-facility transfer system for critically ill or injured patients from one hospital to another. Until 2007/08, Ornge had no land ambulances, and more than 80% of the aircraft calls involved inter-facility transfer. This year past, Ornge established inter-facility land bases in Peterborough and


Toronto (Markham) in addition to the land base established in Ottawa in 2008.

But how important is it to integrate land and air transport of critically ill patients? Very.

For three reasons: one, it relieves pressure on

existing municipal land ambulance services and allows them to focus on 911 emergency calls; two, it reduces the need for hospitals to provide escort staff such as nurses and doctors for critical care patient transfers; and three, it enables Ornge to free up its aircraft availability for outlying rural and remote areas where land ambulances would need to make the long trip by road.


A new regional focus

to the Ornge Communications Centre

13 DEDICATED BASES · Kenora (rotor) · London (rotor) · Moosonee (rotor) · Ottawa (rotor & land) · Peterborough (land)

· · · · ·

Sioux Lookout (fixed) Sudbury (rotor) Thunder Bay (rotor & fixed) Timmins (fixed) Toronto (rotor & land)


he Ornge Communications Centre is the situation room for virtually all of Ornge's front-line activities. Forty-eight full-time staff work there and their job is to take requests, determine the suitability for one of Ornge's aircraft or land ambulances to transfer a patient, enable the transport medicine physician (the "Doc in a Box") to manage the medical aspects of the transfer, and coordinate the entire transport with the pilots, paramedics, hospitals and other stakeholders such as land ambulances and police. It is a large and unforgiving task, and in 2008/09, Ornge initiated two programs to ensure that it is done with the greatest efficiency and the least amount of error. The first program, called "TRx", reconfigured the perspective in the Ornge Communications Centre (OCC) to make it easier for the Communication Officers to control the situational environment around them.

This meant that rather than having to oversee an entire province that's twice the size of Texas, a Communication Officer's responsibilities now break down regionally.

This way, the Communication Officers working on the north-west quadrant of the province have a much better situational awareness of every factor that plays a role in decision-making in that sector. The second program began in September 2008 and saw all OCC staff participate in a continuous education training program to improve their communications and planning skills. There are few environments where correct understanding among many different stakeholders can make the difference between life and death. So it's crucial that OCC staff not only be trained to understand medical terminology and `flight following' information, but larger issues such as weather patterns, geography and the ability to multi-task efficiently. These programs, offered at three levels of complexity, involved classroom training, case studies and active scenarios, as well as shadowing shifts where a Communication Officer follows a colleague's situation and actions in real time and real situations. This constant emphasis on training ­ no matter how expert and proven an Ornge employee has become ­ is a hallmark of the organization and one that makes many of its operations either among the highest ranked in North American transport medicine or the only ones offered at such a level.




"WE HAVE SO MUCH TO BE PROUD OF as the pioneers who

built the first service of this kind in Canada. Our two missions, both in Sudbury, are a testament to EMAT's value. In one case we assisted the residents of Kashechewan who were moved to Sudbury following extensive flooding in their community. In the second we provided critical services following a fire at St. Joseph's Hospital which caused the closure of its emergency department. In addition to these deployments, EMAT has also participated in three major exercises one each in Niagara Falls, Toronto and most recently in Thunder Bay in the fall." Dr. Chris Mazza President and CEO, Ornge

A new relationship with EMAT and emergency management

EMAT is pioneered by Ornge and grows beyond

"WE WANT TO EMPHASIZE THAT the EMAT is a program that

could not exist without you, the volunteers. Your contribution of time and dedication, skills, energy and hard work have made the team an example to the rest of the country and on behalf of the people of Ontario we want to offer our thanks for your invaluable role in keeping Ontario healthy, safe, and prepared for emergencies." Allison Stuart, ADM, Public Health Division


ince 2004, Ornge has been operating Ontario's Emergency Medical Assistance Team for the Ministry of Health and Long-Term Care. EMAT was pioneered by Ornge as the first service of its kind in Canada.

At the end of the 2008-09 fiscal year responsibility for EMAT moved to Sunnnybrook Health Sciences Centre in Toronto. The transfer was strategic: Ornge did not want to be put in a position where its attention shifts away from transport medicine services to EMAT, a growing reality during exercises and responses to emergencies. Also, Sunnybrook shares Ornge's vision for EMAT and has a stellar reputation for tertiary care. While the relationship between Ornge and EMAT has changed, Ornge will utilize its Emergency Operations Centre (EOC) if requested by the Emergency Management Unit of the Ministry of Health and Long-Term Care to support an EMAT deployment. EMAT was created to answer the need for a mobile hospital that could reach any part of the province within 24 hours. In the wake of the




SARS epidemic in 2003, that need became urgent. Since then EMAT carried out two major missions. The first was in 2005 when we helped the people of Kashechewan who were moved to Sudbury following extensive flooding in their community. In the second, EMAT provided critical services following a fire at St. Joseph's Hospital in Sudbury that closed its emergency department. EMAT also took part in three major emergency preparedness exercises ­ one each in Niagara Falls, Toronto, and in November 2008 in Thunder Bay. The Thunder Bay exercise ­ Trillium Response 2008 tested the province's emergency preparedness system to respond to a full-scale emergency from a simulated large-scale ice storm in Northwestern Ontario. Some 1,500 participants were involved from the provincial and federal governments, 25 municipalities and three First Nations communities, as well as the Province of Manitoba, non-governmental organizations, the private sector, plus 1,000 members of the Canadian Forces. EMAT, with its self-sufficient 56-bed acute and intermediate care mobile field hospital, was deployed to Thunder Bay to complement local medical facilities in the area.

Ornge Lays Foundation for Paediatric Transport Team in Ottawa


s part of our ongoing commitment to enhancing and improving transport medicine services in Ontario, Ornge looked at launching a paediatric transport team in Ottawa to care for some of the youngest patients in the region who require critical care transport.

But finding and training those teams is a different matter. First, the clinicians must be trained in paediatric transport medicine. For the past two years, Ornge has worked closely with the Ontario Ministry of Health and Long-Term Care, as well as with other licensing bodies to create standards and training for Paediatric Transport Paramedics. This training can take up to half a year in order to complete. But even more challenging than the training and the job is the ability to work seamlessly together. Ornge places huge emphasis on teamwork, whether in a helicopter, airplane, land ambulance or at the Ornge Communications Centre. So during 2008/09, the Ornge Academy of Medicine took the lead in training seven clinicians, with a background in either paramedicine or nursing, who will form the Paediatric Transport Team in Ottawa.





In 2007 the Ornge Foundation was created to raise awareness and inspire Ontarians, their companies and service clubs to invest in Ornge and our vision for transport medicine in the province.


he Foundation is a charity and the funds raised will enable Ornge to purchase new medical equipment for the aircraft. These funds will also be used for improved patient care, technological innovation, and research and development. In February, the Ornge Foundation was very pleased to receive a generous gift of $25,725 from the Heart and Stroke Foundation of Ontario to launch the equipment campaign. This gift will support the purchase of a patient monitor/defibrillator for one of the Toronto based helicopters. It's one of the most critical pieces of equipment in aero-medical transport, and used for almost every patient transported by Ornge. The patient monitor/defibrillator is a crucial device for monitoring vital body functions including pulse, blood pressure and exhaled carbon dioxide, and can also be used to shock (defibrillate) the heart when required. The Foundation also focused on setting up

and staffing, and planning for future fundraising initiatives. These include the launch of an annual campaign that will include events around the province and a partnership with Orange County Choppers, makers of custom motorcycles and stars of the reality TV show, "American Chopper."

The campaign goal for Ornge's first full year of fund-raising is $250,000.

Despite the slowdown in Ontario's economy, prospects look very bright for the Foundation, for a reason that speaks to the incredibly strong culture that Ornge has created in three very short years. Said Foundation Chief Operating Officer, Debbie McGarry: "Our first funds didn't come from a formal campaign to people outside of Ornge, but from the people of Ornge themselves. Our employees contributed generously, both in terms of the amount given and the proportion of staff who gave."



J Smarts asks youth to

Think It Thru



Smarts is a program created by Ornge and supported by the Ornge Foundation to reduce the number and severity of preventable accidents among Ontario youth. J Smarts is based on a unique idea that unyielding disapproval won't alter a child's or youth's behaviour. Instead, it asks young Ontarians to consider four simple questions to get them thinking about the impact of taking risks:

in seven of the camp's summer sports programs. In the summer of 2008, almost 1,400 youth participated in the J Smarts program at Muskoka Woods. As well, a number of strategic alliances were initiated during this period including CJ Skateboard Park in Toronto, the largest indoor skateboard park in Canada.

Also, in March 2009, Ornge's Moosonee Base welcomed 40 First Nations high school students to a three-day Allied Health Professionals youth conference hosted by Ornge, J Smarts and the North Eastern Ontario School Authorities.

Should I? Could I? Would I? What If?

In 2008/09, J Smarts launched a number of programs and partnerships, as the first initiatives in a five year strategic plan. These included two pilot programs to test the J Smarts curricula, one with Michael Power/St. Joseph's High School in Toronto; a second with Muskoka Woods Camp on Lake Rousseau, which saw J Smarts programming embedded

r. Chris Denny is a transport medicine physician and researcher for Ornge based out of Toronto. But he could also be in the next crop of Canadian astronauts. When the Canadian Space Agency put out its call for astronaut applicants in early 2008, more than 5,000 people applied. As of March, 2009, the field has been narrowed down to 16 hopefuls vying to represent Canada in space. This job opportunity doesn't come by often. The last time the CSA ran a recruitment campaign was in 1992. It won't be a surprise to hear that most of the hopefuls share Dr. Denny's childhood dream of having the right stuff. He "trained" as a child one day on the model Apollo module then at the Ontario Science Centre in Toronto.



Making the short-list to be a Canadian astronaut

Year Two of the Ornge Pulse Awards

This peer-to-peer employee awards program not only reinforces Ornge's values, but highlights our uniqueness as a workplace. Indeed, the Pulse Awards celebrate our drive for both innovation and accountability in treating patients and their families with compassion.


hree of the four Pulse Awards are given to someone who exemplifies each of Ornge's three founding values of Compassion, Collaboration and Innovation. The fourth, the Mike Roach Award, honours an S76 helicopter captain who passed away in 2000. In addition, this year past, a special Resilience Award was given when, in the early months of 2008, Ornge came face-to-face with adversity. The Pulse Awards were given at a dinner in Toronto in November, 2008 and the event was attended by over 100 employees and their families who came to celebrate the contributions of their peers.

Presented to the Sudbury crew consisting of Greg Harper (Captain), Michael Bain (First Officer) and Robert Bird (Critical Care Flight Paramedic). Dennis Quenneville (Critical Care Flight Paramedic) not shown in picture. On a frigid February evening in 2008, one of our Sikorsky helicopters crashed on Snake Island near Temagami while responding to transport a critically injured patient. The entire Ornge system pulled together that night, and before daybreak, all four injured crew members were in hospitals receiving the care they needed. The Resilience Award was given to these four Ornge crew members, not for surviving a crash, but for their demonstrated strength of spirit, courage and determination, and a passion for the important work we do for patients. Resilience is defined as "the ability to recover quickly from setbacks," and these four men epitomized that quality.




The Spirit of Compassion Award was presented to Ingrid de Vries. As the Program Manager of the Ornge Academy of Transport Medicine, Ingrid consistently ensured a highly positive personal experience for each of the students who were enrolled in the Academy's programs this past year. She led the way in developing strong relationships with clinical and land preceptor sites where these relationships simply didn't exist in the past. She repeatedly demonstrated her cultural sensitivity by encouraging students to exhibit compassion not only with patients, but with each other as well. This is especially important in clinical sites and communities where the culture is new and unfamiliar. What's more, Ingrid always acknowledged the contribution of each member of the team ­ teachers and students ­ in helping the Academy and Ornge to achieve their goals.

The Strength of Collaboration Award was presented to Paolo Manlapaz, John Ricciuti, Yehia El Mongy. Steve Robinson and Mark Than also received the award but were not in attendance. The team spent countless hours solving a number of IT challenges, especially in implementing new programs like VoIP, OPTIMAS, voice recording and the entire computer network. Not a day goes by without someone praising the dedication and compassion of one of the members of this IT team. There's good reason. They maintained their cohesiveness in many highly stressful situations, with every member being committed to the success of each other. They also not only kept their sense of humour; they made it contagious, accepting that if something can go wrong, it most definitely will!




The Ornge Pulse Awards ­ Year Two

Presented to Christina Howell Christina demonstrated incredible resourcefulness in overcoming the seemingly insurmountable challenges posed by the new Critical Care Land Transport Program. She began by developing a matrix to determine which medics wanted to participate in the program. Then she developed the strategy that matched talent to need to availability across Ornge and across the province as well. Ultimately, Christina's map was the cornerstone to facilitate recruitment and determine the number and location of training programs needed to staff our bases.

Presented to Frank St. Jean On the night of that helicopter crash last February, Ornge Regional Operations Manager Frank St. Jean climbed aboard a helicopter he wasn't familiar with to complete the call originally intended for the now injured crew. He got the patient to hospital and then stayed on duty all through the night to arrange for travel for the crew members' families.

Governor General's EMS Exemplary Service Medal: John Wismer, Mike Steinman, Percy Pilatzke and Rob Marshall. Todd Ritchie also received the medal but was not in attendance. Canada's Exemplary Service Medals recognize the men and women dedicated to preserving Canada's public safety through long and outstanding service. Presented by Jim Price Chair, National Advisory Committee, EMS Exemplary Service Medal, this award recognizes professionals in the provision of pre-hospital emergency medical services to the public who have performed their duties in an exemplary manner, characterized by good conduct, industry and efficiency. Nominations are submitted by a superior, and candidates must have completed 20 years of exemplary service, including at least 10 years in the performance of duties involving potential risk.




Board of Directors

Rainer Beltzner, FCA, FCMC, ICD.D Chair, Board of Directors Chair, Operations Committee Dr. Christopher Mazza, MD, FRCPC, MBA Barry Pickford, FCA Chair, Finance and Audit Committee Luis Navas, HBA, MBA Chair, Governance and Compensation Committee Dr. Robert Lester, MD, FRCPC Lorne Crawford, B.Sc.F. Bethann Colle, B. Comm. Donald Lowe, B.A.Sc., M.A. Sc.

Executive Management

Dr. Christopher Mazza, MD, FRCPC, MBA President & Chief Executive Officer Tom Lepine Chief Operating Officer Maria Renzella, CA Executive Vice President, Corporate Services Rhoda Beecher Vice President, Human Resources and Organizational Development Steve Farquhar Vice President, Operations Jo-Anne Oake-Vecchiato Vice President, Clinical Affairs Rick Potter Vice President, Aviation Catherine Rosebrugh Vice-President, Regulatory Affairs Debbie McGarry, CFRE Chief Operating Officer, Ornge Foundation



Ornge 20 Carlson Court, Suite 400 Toronto, Ontario M9W 7K6 Tel: 1 800 251 6543 or 1 647 428 2005 Fax: 1 647 428 2006

Design: Artful Dodger Communications Inc.

Compassion Collaboration Innovation


Layout 1

24 pages

Report File (DMCA)

Our content is added by our users. We aim to remove reported files within 1 working day. Please use this link to notify us:

Report this file as copyright or inappropriate


Notice: fwrite(): send of 203 bytes failed with errno=104 Connection reset by peer in /home/ on line 531