As we settle in the new year, I find myself reflecting not only on what we have accomplished this past year, but on the longer arc of work that continues to shape health care in Northern Ontario. This region teaches you quickly that equity is practical, relational, and rooted in geography, culture, and trust. It asks us to design care differently, to listen carefully, and to act with intention.

This year, across Timmins and District Hospital, we collectively made meaningful progress in improving how patients experience care, and the outcomes that follow. Whether in acute care, outpatient services, rehabilitation, or mental health, teams focused on removing friction from the patient journey. We focused on making access clearer, transitions smoother, and care more responsive.

One of the most tangible results of that work has been reduced wait times in key areas, including the Emergency Department, surgical services, and mental health care. For patients and families, shorter waits aren’t merely a performance indicator; they are relief, reassurance, and a signal that the system is moving with them, not against them.

Innovation has been a quiet but powerful enabler of this change. In 2025, we expanded the use of SeamlessMD, a free digital education platform that supports patients as they prepare for surgery, recover afterward, and navigate aspects of mental health care. SeamlessMD provides timely, personalized information, like what to expect, how to prepare, and when to seek help. This bridges the gap between clinical encounters and everyday life. For many patients, especially those living at a distance or managing complex care needs, this guidance has helped reduce anxiety, prevent complications, and improve confidence throughout their care journey.

That same commitment to continuity is reflected in our Hospital to Home (H2H) approach. Recovery does not end at discharge, and equitable care means recognizing the realities patients return to once they leave our walls. Through coordinated, wraparound services, from nursing to physiotherapy, occupational therapy, and more, H2H supports patients in their homes and communities, helping them heal safely and sustainably. It is a model that respects independence while ensuring patients and families aren’t left to navigate recovery alone.

This year marked an important step forward in improving access to rheumatology care in our region with the expansion of the rheumatology clinic to include a physiotherapist who recently specialized as an Advanced Clinical Practitioner in Arthritis Care (ACPAC) in arthritis care, working alongside the two rheumatologists who previously held quarterly clinics at the hospital with long waitlists. Historically, access to rheumatology services in Northern communities has been limited despite higher rates of rheumatic and musculoskeletal diseases. By expanding the care model, strengthening collaboration with primary care providers, and enhancing clinical capacity in the North, this approach improves timeliness of care, reduces the need for patients to travel ( to Sudbury or southern Ontario), and advances equity for those managing chronic, life-altering conditions such as arthritis and auto immune rheumatic diseases.

Mental health services have also seen important reinforcement this year. Expanded mobile crisis intervention and enhanced outreach, available 24 hours a day, seven days a week, are allowing us to respond more quickly and more appropriately to people in distress. These services reflect a broader shift toward meeting patients where they are, strengthening partnerships with community agencies, and providing care that is timely, compassionate, and culturally safe.

Underlying all of this progress is the steady strengthening of our operations. Sustained funding has allowed us to stabilize services, support our workforce, and focus on long-term planning rather than short-term fixes. That stability is essential as we prepare for the next phase of transformation, including the redevelopment of our Emergency Department. This project represents a shared vision for the future of emergency care in the North.

As we look ahead to 2026, this momentum feels especially meaningful, as the organization prepares not only for new infrastructure and partnerships, but for leadership transition by spring grounded in continuity and shared purpose. The progress of 2025 has been built through the dedication of frontline teams, the trust of our communities, and a shared belief that Northerners deserve care that is both accessible and excellent.

When I think about what I hope we will reflect on a year from now, it is this: that we continued to improve access, reduce inequities, and deliver care that truly meets people where they are. That is the work that matters. It has been an honour to be part of it, and I remain deeply proud of what we are building, together, for the future of health care in Northern Ontario.