Over the past year, this Hospital and the communities it serves have worked through an environment that did not ease the way many in health care expected after the pandemic. Our teams delivered care at a high standard, while system pressures, workforce constraints and rising demand tested every part of the sector. Their work fills the pages that follow.

Even under these pressures, we have built toward a sustainable future. That means exceptional care for every patient, a workforce supported in delivering it, partnerships across the region and stewardship of the resources to make all of it possible. Construction continued on the Cardiovascular Surgery Program, which will bring cardiac surgery to Northwestern Ontario by 2028. Our electronic health record renewal moved forward across twelve regional hospitals, work that will improve continuity of care for patients moving between facilities. Through Miskwaa Biidaaban, our Indigenous health work expanded with new partnerships at Matawa Education and Care Centre, Anishnawbe Mushkiki, Grand Council Treaty #3 and Matawa Health Cooperative. Patient flow, care experience, quality and operational efficiency are the steady work of this Hospital, and we made progress on all of them through the year.

Strategic Plan 2026 is in its final year, and work on the next strategic plan begins this fall. Community engagement follows shortly after, and we want this region to shape what TBRHSC does next. If you live in Northwestern Ontario, your voice belongs in that plan. Look for more information in the Fall as this process begins to ramp up at a critical time for us.

To our staff and professional staff: thank you. The system pressures named at the start of this letter are not abstract. They land on your shoulders. You showed up for every shift, every clinic and every hard conversation through a year that did not get easier. You did the work that fills this Annual Report. Our volunteers, learners, Foundation partners and community supporters carried the rest of the work with you. We are grateful.

After nine years on the Board and two as Chair, this is my (Pat’s) last Annual Report letter. Serving this Hospital and this region has been a privilege. The work continues, and I leave the Board in capable hands.

From the both of us, thank you for the trust, the support and the role you play in this Hospital’s future, delivering exceptional care for every patient, every time.

Patricia Lang, Chair, TBRHSC Board of Directors and Dr. Rhonda Crocker Ellacott, President and CEO, TBRHSC, and CEO, TBRHRI

Year in Review

Equity, Diversity & Inclusion – We all belong

Implementing Cultural Safety Training

As part of the Equity, Diversity, and Inclusion (EDI) pillar of our strategic plan, this overview highlights recent organizational progress in staff training targets and cultural safety planning. Key achievements include meeting staff training goals and launching a collaborative action plan to support cultural safety across the organization. These efforts feature centralizing training resources, fostering partnerships for implementation, and building foundational components for future growth.

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EDI Toolkit

Work on the EDI toolkit progressed from engagement to active development and early testing of tools. Feedback gathered earlier in the project directly informed content refinement, strengthened alignment with organizational priorities, and addressed identified gaps.

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Patient Experience – Empathy, compassion and respect in every encounter

NODDING: Embedding Person-Centred Principles in Hospital Practice

As part of the Patient Experience pillar of the strategic plan, this overview highlights efforts to strengthen person centred communication and build patient trust. The organization is expanding on best practices by evolving the NOD (Name, Occupation, Do) protocol to NODDING (Name, Occupation, Do, Develop trust through Interacting, Noticing, and being Genuine). This approach aims to enhance patient-staff connections, boost trust, and foster a more compassionate care environment. The pilot implementation will assess feasibility, staff engagement, and impact before broader rollout.

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Substance Use and Addictions

Throughout the month of November 2025, the Roaming Education for Staff (REFS), was focused on substance use health, hosting a Lunch and Learn and two Thought Leader Sessions, along with roaming education that included both the REFS team and a community partner. A total of 498 staff members participated in these initiatives.

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Staff Experience – This is where we want to work, grow, and thrive

Staff Wellness Room

A dedicated wellness space is available for staff to relax, recharge, and refocus. Features include a massage chair, soft lighting, sound machine, yoga mat, adult colouring supplies, knitting/crocheting materials, and a quiet private area for mindfulness or breastfeeding.

The room is designed to help reduce stress and support mental and physical well-being, allowing staff to return to work feeling refreshed and focused.

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Workplace Violence Prevention

The respectful workplaces poster was developed through a codesign process with multiple internal groups. Staff were invited to vote on campaign taglines during Occupational Health and Safety (OHS), ensuring the final messaging reflects staff
input and frontline relevance.

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Research, Innovation, & Learning – Driven by the needs of our patients, our staff, and our community

The Good Morning Innovation: Pitch Event

This event provided a platform for early-stage and undeveloped ideas can be explored and celebrated. There were seven innovations presented, including 3D Printing: Bringing Health Care to Life, Voice of Care: Hospital Communication with VOCERA, The Patient Communication Calendar, and Beyond the Walls: Live Outdoor Stream for Patients. The next event will be held in November 2025.

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Sustainable Future – Ensuring our Healthy Future

Electronic Health Record Project

Significant progress is being made on the Electronic Health Record project.

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Clinical Services Plan

As part of the 2026 Strategic Plan, we have defined clear academic and hospital care mandates to ensure a shared understanding of our key priorities and focus areas for long term growth.

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By the Numbers

Select Publications

Below are select publications from the past year. Click for the full library of publications.

Financial Statements