Baycrest

2,500 PEOPLE A DAY The continuum of and advancement in patient care and research is driven by innovation, tech- nology and design, a growing cohort of graduate students and ever-increasing possibilities for commercialization and global reach. Our unique and visionary approach appeals to our traditional base of supporters and also to the community at large. As Keith Pelley, one of the dancers in this year's fabulously successful Dancing With Our Stars gala said, "If you have a brain and you are getting older, then you need to know what is going on at Baycrest!" This cultural icon has evolved into a distinctive institute of patient care and research with the potential to transform aging as we know it on a global scale. The opportunities are enormous. Baycrest Health Sciences is uniquely positioned to lead in the innovation of aging and to inspire local, national and global initiatives across a range of disciplines from advancement in patient care and research, to innovation, technology and design in science and medicine. Given its historic significance and its relevance to the innovation economy, Baycrest is positioned to supercharge its capacity both internally and externally through a comprehensive re-engineer- ing of the Foundation. Through adequate invest- ment, proper planning, strict adherence to metrics, efficiencies, focus, discipline and precise execution, the Baycrest Foundation will be able to success- fully initiate and execute an unprecedented fund-raising effort. This transformation was initiated in September 2011 with a complete audit and assessment of the Foundation and its performance, development and approval of a multi-year business plan, a Baycrest Health Sciences provides programs and services to approximately 2,500 people a day through a unique continuum of care that includes wellness programs, residential housing, outpatient clinics, a 472-bed nursing home, a 192-suite assisted living facility, a 120-suite independent living facility, and a 300-bed complex continuing care hospital with an acute care unit. reorganization of the staff, and planning for a three-phase, five-year reinvention of the develop- ment function. Work has begun on a brand aware- ness campaign: a media, marketing and visibility effort to educate and raise Baycrest's profile in carefully targeted markets. And we are building integration and partnership among the volunteer committees (Foundation and Baycrest Centre Boards and Ad Hoc Committees) which will serve as the backbone for prospect and donor pipeline development focused on the business, linguistic, cultural and geographic areas representing the diversity of our global portfolio. Our plans are ambitious and the rewards will be profound: patient care, academic and research capacity will be enhanced, bench-to-bedside translational medicine enabled, much needed space created, and a high performance institu- tional advancement effort, providing sustaining visibility and philanthropic support, will position Baycrest for the next campaign. Above all, we can and will create a better future for seniors, not just at Baycrest or in Toronto, but globally. Baycrest Health Sciences and its Foundation are ready to soar to levels likely never thought possible by Mrs. Greenberg in 1913. The passion and courage of our donor community remains the same. Thank you and we look forward to your continued support as we honour our roots and spread our wings. WARREN KIMEL Chair, Baycrest Foundation Board of Directors SUSAN SUTTON President, Baycrest Foundation and Vice-President Global Institutional Advancement 2011/12 Baycrest and Baycrest Foundation Annual Report 5

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