Our UHN programs and services are among the most advanced in the world. We have grouped our physicians, staff, services and resources into 10 medical programs to meet the needs of our patients and help us make the most of our resources.
University Health Network is a health care and medical research organization in Toronto, Ontario, Canada. The scope of research and complexity of cases at UHN has made us a national and international source for discovery, education and patient care.
Our 10 medical programs are spread across eight hospital sites – Princess Margaret, Toronto General, Toronto Rehab’s five sites, Toronto Western – as well as our education programs through the Michener Institute of Education at UHN. Learn more about the services, programs and amenities offered at each location.
Maps & Directions
Find out how to get to and around our nine locations — floor plans, parking, public transit, accessibility services, and shuttle information.
Ways You Can Help
Being touched by illness affects us in different ways. Many people want to give back to the community and help others. At UHN, we welcome your contribution and offer different ways you can help so you can find one that suits you.
The Newsroom is the source for media looking for information about UHN or trying to connect with one of our experts for an interview. It’s also the place to find UHN media policies and catch up on our news stories, videos, media releases, podcasts and more.
Good Tuesday morning,
I hope you all had a good Family Day long weekend. Thanks to all who worked in service of patients, families and fellow colleagues.
1. Highlights on UHN’s Essentials
UHN’s Essentials are essential to the work we do as a leading academic health sciences centre – hence the name!
Read here to learn more. Below, you’ll find highlights on UHN’s Essentials from last week.
Quality and Safety Discussing ideal structures for UHN’s new Quality and Safety subcommittee of the Medical Advisory Committee: We have many committees at UHN and while they serve different purposes, it’s important they share some key characteristics. They should be designed in such a way that 1) puts the needs of patients first, 2) removes siloes to ensure we are not duplicating efforts across the organization, and 3) support quality of work life by outlining clear decision rights, simplifying processes and removing bureaucracy. When considering the possibility of a new committee, we should also conduct environmental scans to ensure there is a need. Thanks to
Fei-Fei Liu (Chair, Medical Advisory Committee),
Brian Hodges (Chief Medical Officer; Executive Vice President, Education) and
Emily Musing (Chief Patient Safety Officer) for working in partnership with our physician colleagues to understand their experience with quality and safety at UHN. The data from this scan was presented to UHN’s Quality of Care Committee, MAC and MAC Executive. The consensus is to form a new Quality and Safety subcommittee of the MAC which will report to Brian and Fei-Fei. We are emphasizing the importance of collaborating with all professional groups – a TeamUHN approach is the only way we can advance our quality and safety culture. If we want a culture where evaluation is embraced, we need to build a strong sense of trust with each other. No shame or blame. A group that is not hitting their quality and safety target signals they need support and may be managing factors beyond their immediate control. It is not a reflection of how hard they work nor how committed they are to patients and families.
People and Culture Recognition is best given early and often – introducing UHN’s “Pass it Forward” recognition badges which give us another opportunity to shout out colleagues who demonstrate UHN values. Learn more about how the recognition badges work
here and pass one forward. The company
JetBlue ran a similar peer-to-peer recognition program and their data suggested a 3% increase in retention and a 2% increase in engagement for every 10% increase in people recognizing others. We are taking a multifaceted approach to improving quality of work life at UHN and this is one component of the broader
People Strategy. When you pass a badge forward, you are invited to
visit this page and share why you think your colleague deserves it. I’ve been so pleased to offer these to a number of colleagues since this launch. Our colleagues in Human Resources are gathering these stories and will publish them for all of TeamUHN to see.
In the meantime, here are some examples:
2. Meeting with the CEOs of Toronto’s academic hospitals – part of our work to collectively elevate Canada as a leader in serving patients and supporting providers
Last week, I attended the TAHSN (Toronto Academic Health Science Network) CEO Committee meeting where we reviewed a number of city-wide initiatives:
We are stronger when we work together. You’ve heard me say this time and time again because it remains true. This not only applies to TAHSN but also within UHN. We are privileged to represent Canada’s largest research hospital – let’s ensure we maximize the advantages of our scale, breadth and depth of work across care, research and education.
Have a good week,