The hospital seen through the trees.



To provide high quality care "close to home."


Leading sustainable health care delivery in rural communities.


Every effort is made to ensure the values and principles of the organization are realized on a day-to-day basis.

Community:  We are proud to serve the residents of Smooth Rock Falls and the surrounding areas; our family and our friends.

Person centered care:  The person, their family, and their care team are equal partners in planning, developing and monitoring care.

Collaboration:  Working together to provide the best possible care.

Accountability:  We take ownership of our decisions and the action taken to achieve our goals.

Accreditation Canada Logo


The Smooth Rock Falls Hospital is committed to providing safe and high-quality services; therefore, through Accreditation Canada’s Qmentum program, we assess our services against standards of excellence to identify what is being done well and what needs improvement.

By receiving the Accreditation Canada seal, it is assured that our organization is working hard to meet the standards of safe and high-quality care for you and your family.

Our next Accreditation is scheduled for April 2019. Below you will find our last Accreditation report.



In June 2016 we endorsed a new vision for our hospital, to be the Model of Excellence for Small Hospitals (MESH).

The hospital’s Leadership Team set out to adapt the LEAN Methodology across the organization in order to improve quality and safety for patients and employees.

LEAN is an approach to systematically eliminating waste in organizational processes in order to improve quality, productivity, and to reduce costs. At the heart of LEAN in the human services sector is the mapping of your clients journey through the system in order to identify steps that are of value to the client, and those that add no value (i.e., waste). A “client” is defined as the user of the process or system.

Effective use of LEAN requires employees to develop a mindset that incremental improvements across the organization result in significant positive experiences and outcomes for our patients and families. Staff are encouraged to identify problems, propose and try new solutions, and measure whether the new way is better and sustainable.

We encourage patients, residents and visitors to submit improvement ideas in order for us to improve our services.

The HSRFH has 16 acute care beds and 23 Long Term Care Resident beds. The organization has approximately 90 employees.

The HSRFH has 5 huddle boards across the organization. 4 onsite and 1 at Detox.

Total amount of employees trained in Lean white belt is 98%.

The total amount of completed improvement ideas from June 2016 to March 31, 2018 is 277.

A culture shift from top-down solutions, to employee generated solutions takes time. Staff need coaching and training to build their capabilities and a Lean Management System to guide them.

HSRFH’s success is a testament to its employees, and the persistence of leadership in coaching employees to develop a culture of problem solvers.

Angie Ethier

Housekeeping/Laundry Manager

Organizational Excellence Coordinator