Table of Contents 6 2012 OVATION Awards Winning Entries

oyalty‐free stock art. The central theme was designed to suit a variety of formats that did not require expensive
printing or production processes.
While we had the benefit of an entire year to prepare for the 2011 campaign, we pulled together the creative and
overall communications plan in just six weeks before the 2010 launch. Managing the project entirely in‐house
helped, as we had the flexibility to repurpose elements of the graphic identity for communications opportunities as
they arose.
Tactics and Budget:
The following tactics contributed to the success of the campaign, most capitalizing on the graphic identity created
by our Corporate Communications department:
Posters (in a variety of sizes to suit multiple locations through the organization) $500
Outdoor signage at each campus $940
Stickers for ID badges (handed out when staff were vaccinated) $700
Digital Screen messaging throughout hospital $0
Screensavers on all corporate PCs $0
Articles in Vital Signs (staff newsletter) and The Practice (physician newsletter) $0
Handouts (Fact Sheets, Q&A) $450
Intranet section to serve as central repository for information $0
Coffee coupons and chocolate for staff (upon vaccination) $2,000
Total: $4,590
Measurement/Evaluation:
The campaign resulted in a dramatic increase in compliance in 2010 that far exceeded expectations, with The
Scarborough Hospital posting a 45% rate at the General campus and 46% at the Birchmount campus—giving TSH
the second best corporate rate in all of the Greater Toronto Area, as reported by Toronto Public Health. In the
second year of the campaign, we posted a further remarkable increase, bringing our total to 52% at the General
campus and 62% at the Birchmount (see Chart below). The fact that these rates are publicly reportable through
Toronto Public Health makes the achievement even more significant, as it showed our improvement from one of
the worst hospitals in the GTA to among the very best in just two years. While the 2011 rates for all Toronto
hospitals are not available, it is clear that our improvement is likely to maintain our top five standing achieved in
2010.
These two metrics demonstrate that we successfully achieved—and exceeded—our primary objectives.