From now on, all patients who register at RVH will now be asked if they wish to self-identify as Indigenous (First Nations, Métis, or Inuit) and if they would like to be referred to the Indigenous Patient Services (IPS) team. This change is not just about new questions at registration, it is about honouring identity, building stronger relationships, and enabling culturally appropriate care.

“As the largest healthcare centre in the region, it is our responsibility to change the way Indigenous people receive and perceive care, by building trust, addressing barriers to care, and improving health outcomes through culturally safer practices that respect the dignity and traditions of all people who walk through our doors,” said RVH President and CEO Gail Hunt.

To prepare for the launch, the IPS team developed and led thoughtful, in-person training sessions with patient service and registration clerks to help them better understand the importance of honouring identity, and to build their confidence and knowledge to answer patient questions with respect, clarity and kindness. It is our intention to bring these powerful training opportunities to more staff across the hospital over the coming months.

Honouring Indigenous Identity in Healthcare is one step of many towards reconciliation that RVH is purposefully taking. In particular, this initiative addresses two of the Truth and Reconciliation Commission’s health-related Calls to Action: #19 which calls upon the Canadian government, in consultation with Indigenous peoples, to establish measurable goals to identify and close the gaps in health outcomes between Indigenous and non-Indigenous communities and #22 which calls upon those who can effect change within the Canadian healthcare system to recognize the value of Indigenous healing practices and use them in the treatment of Indigenous patients.

“RVH cannot advance its bold vision for expanded and equitable healthcare in the region—or fulfil its purpose of Making life better, with the care you need, close to home—without working alongside partners like the Indigenous Health Circle (IHC) to ensure Indigenous patients receive the respect, understanding, and care they deserve,” said Hunt.

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“Over the past two years, we’ve focused on envisioning our future and laying the groundwork for significant change to better serve our region,” said Gail Hunt, RVH President and CEO. “Central to this effort has been understanding what our growing communities need—quality care, close to home, delivered by skilled professionals within an accessible and equitable system.”

Based on the needs of the growing Simcoe Muskoka region, the health centre is focused on driving clinical and academic excellence, and cultivating high-performing teams who take pride in providing exceptional patient and family experiences. Throughout the meeting, RVH had showcased how it is advancing these priorities, as well as the innovative ways it is addressing key issues such as hallway medicine, long wait times, and the burden of travel for patients. These are concerns that local elected officials know their constituents are eager to see addressed.

Hunt, along with RVH chief of staff Dr. Jeffrey Tyberg, highlighted innovative programs that are making an immediate impact, such as the Emergency department (ED) Minor Ailment Patient Pathway. Since its launch last year, this pilot program has diverted 6,000 patients from the regular ED intake by offering pre-booked same- or next-day arrival times, reducing average wait times to just 1.5 hours and easing overcrowding in the main ED.

The meeting provided updates on RVH’s role to expand specialized services, including cutting-edge procedures typically offered only at large urban academic hospitals. Building on 15 years of teaching and research, RVH has transitioned from a community hospital with limited academic focus to a large regional health centre. With a commitment to education and research, RVH is now one of Ontario’s largest providers of clinical trials in oncology and hosted over 900 students for clinical placements last year.

Dr. Chris Martin, intensivist, chief and medical director of Critical Care, co-medical director of Trauma and director of Education at RVH, along with colleagues from the Medical and Academic Affairs team, provided a simulation demonstration using RVH’s high fidelity mannequins. This displays some of the advanced education RVH can provide to healthcare learners.

Another key point of discussion was RVH’s critical role within the region’s healthcare ecosystem. Officials were reminded that 61 per cent of patients receiving treatment in RVH’s regional programs last year were from outside Barrie, underscoring the hospital’s connection to communities across Simcoe Muskoka.

The Hudson Regional Cancer Program, ranked number one in Ontario by Cancer Care Ontario, saw 141,000 patient visits last year. Additionally, the Renal Program is the fastest growing in Ontario, offering a home hemodialysis program that allows patients to receive vital kidney treatment in the comfort of their homes. The Child and Youth Mental Health program also partnered with Orillia Soldiers’ Memorial Hospital to launch the Simcoe Muskoka Regional Eating Disorder Program.

Continuing to provide the care residents need close to home means RVH has to expand its physical space, which the health centre has been planning since 2020. Given the province’s fiscal constraints and the rising costs of construction, RVH submitted a revised capital expansion plan in September 2024, to prioritize urgent needs and focus on expanding services in both Barrie and Innisfil over the next decade. Key developments include a Health Hub in Innisfil with an urgent care centre, diagnostic services, outpatient clinics, and 180 post-acute beds. These new services will help meet the evolving healthcare needs of South Simcoe’s expanding population.

It’s clear that RVH is not only adapting to the growing needs of our community but is truly leading the way in transforming healthcare for the entire Simcoe Muskoka region,” shared Lynn Dollin, Mayor of the Town of Innisfil. “This vision for the future will have a lasting impact, and I’m committed to ensuring our community has the support it needs to make it a reality.”

At the Barrie campus, the plan also includes expanding services in areas such as cardiac care, cancer, dialysis, and neonatal care. RVH is actively working with the Ministry of Health to advance the project, which they anticipate imminent approval for at its current stage. Both campuses are planned to evolve together to meet the mounting healthcare pressures and improve access to care for the region’s rapidly growing communities.

“RVH plays a critical role in our region’s healthcare system and its transformation is not just about expanding services—it’s about improving lives,” said Barrie Mayor Alex Nuttall. “As we face increasing healthcare demands, these changes will provide our community members with the care they need, when and where they need it, without long drives down the 400. They’ll have them right here at home.”

As the meeting concluded, the officials left with a renewed understanding of the critical role RVH plays in the region’s healthcare system and the transformative changes needed to meet future demand. The conversations sparked a shared commitment to ensuring that the plans outlined in Vitally You become a reality. With collaboration and continued support from all levels of government, RVH is poised to lead the way in building a stronger, more accessible healthcare system for the growing needs across all of Simcoe Muskoka.

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“Submitting the Stage 1.3 Proposal is a pivotal achievement in our journey toward building state-of-the-art healthcare facilities that will serve our region for decades to come,” said Dave Uffelmann, Chair of the MAHC Board of Directors. “This submission reflects our commitment to meeting the evolving healthcare needs of our community through innovative design and patient-centered care.”

The Stage 1.3 submission includes:

1. Detailed Project Plans: Comprehensive designs for the redevelopment of both hospital sites, emphasizing modern facilities equipped with advanced technology.
2. Updated Cost Estimates: Refined financial projections to ensure responsible budgeting and efficient use of resources.
3. Community Input: Incorporation of feedback from stakeholders, including patients, staff, physicians, and local residents, to align the project with community expectations.
4. Sustainability Initiatives: Plans for environmentally friendly construction practices and energy-efficient building operations.

Cheryl Harrison, President and CEO of MAHC, added, “This redevelopment is not just about bricks and mortar; it’s about transforming how we deliver care. Our vision is to create healing environments that foster wellness and improve health outcomes for everyone in our region.”

The redevelopment project aims to:

1. Meet the needs of all communities served at 2 new hospital sites.
2. Expand capacity and services to meet growing demand.
3. Enhance and expand emergency services.
4. Improve accessibility and patient flow.
5. Enhance how we care for longer-stay patients and patients in transition.
6. Incorporate flexible spaces adaptable to future healthcare advancements.

MAHC will continue to collaborate with the Ministry of Health throughout the review process and anticipates moving forward to the next stage of planning. Community support and advocacy remain crucial as the project progresses.

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The committee’s statement comes in response to a recent announcement that an additional 10 beds will be added to the planned new hospital site, bringing the total to 46 acute care beds—a number that, while welcomed by the committee, falls short of community expectations.

The SSMHC remains critical of Muskoka Algonquin Healthcare’s (MAHC) current hospital redevelopment model, known as the “Made in Muskoka” plan, which the group claims was crafted without sufficient public consultation or transparency. According to the committee, key questions about the future hospital’s location, transportation access, and the recruitment and retention of healthcare professionals have yet to be fully addressed. “We have been waiting for over eight months for material questions to be answered with transparency,” the SSMHC stated in the press release.

The SSMHC’s most pressing concern is the reduction in overall bed capacity at the new South Muskoka site compared to the current hospital. Under the Made in Muskoka model, the hospital will have nearly one-third fewer beds than its existing 67-bed capacity, a figure that the committee believes is insufficient given the area’s anticipated population growth and current overcapacity issues. The group also notes that local Chambers of Commerce in Gravenhurst and Muskoka Lakes have publicly opposed the plan, advocating instead for a minimum of 60 beds at the South Muskoka site, in line with an alternative proposal known as the “Care Close to Home V2” model.

The committee is urging MAHC to delay submitting the redevelopment plan to the Ontario Ministry of Health, which is slated for review later this fall, until a report facilitated by District Chair Jeff Lehman is completed and presented to the District of Muskoka Council. The SSMHC argues that this pause would allow for further community consultation and reflection on the long-term healthcare needs of the region.

Beyond the immediate concerns about bed counts, the SSMHC is calling for more robust public oversight of the hospital redevelopment process. The group is advocating for the District of Muskoka to attach specific conditions to its $77 million local share contribution to the project, ensuring that the plan aligns with regional goals and priorities while benefiting all residents equitably.

The committee pointed to a policy adopted by Niagara Region as a model for accountability, which requires local hospital funding contributions to be measured against fairness, financial predictability, and demonstrated benefit to the community.

SSMHC fears that if the current plan proceeds without substantial revisions, South Muskoka could lose its appeal to businesses, new residents, and healthcare professionals. “If South Muskoka will not have an equitable, full-service, acute care hospital in the future, that this result will have a lasting negative impact on the ability of South Muskoka to attract business, new residents and healthcare professionals and, in turn, negatively impact real estate demand and values in our community,” said the press release.

The SSMHC is encouraging residents to voice their concerns directly to Premier Doug Ford, seeking to exert pressure on the provincial government to ensure that the redevelopment plan delivers a comprehensive and equitable healthcare infrastructure for the region.

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Community members attended to advocate for their concerns regarding Muskoka Algonquin Healthcare’s Made-In-Muskoka healthcare system plans.

Attendees held signs and signed petitions.

“Today’s rally is just another demonstration of the communities commitment to their doctors, nurses and support staff,” said Jason Cole, Vice Chair of the Save South Muskoka Hospital Committee. “Save South Muskoka Hospital Committee, is committed to the model that our doctors support. We will continue to advocate day in and day out until the doctors and the communities they live in are heard.”

The new healthcare system will result in service changes at the South Muskoka Memorial Hospital in Bracebridge and the Huntsville District Memorial Hospital.

In an open letter penned in January, a number of physicians also expressed concerns regarding negative patient outcomes associated with hospital transfers, and the recruitment and retention of medical professionals.

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Planning for the Hospital of the Future

It is commonly said that the only constant thing in life is change, and that’s certainly true in healthcare. Over the 50 years since I graduated from medical school at the University of Toronto, I’ve seen enormous changes in how we diagnose and treat illnesses.

When I was an intern working in the emergency department of the Toronto General Hospital (TGH), a patient having a heart attack received intravenous fluids, painkillers, nitroglycerin and we watched for life-threatening arrhythmias and hoped for the best. Our ability to manage heart attacks has changed dramatically. Now, patients are rushed to cardiac investigation units (CIUs) in specialized centers across the province, where blocked coronary arteries are opened up with little plastic tubes (stents) so that the heart muscle can continue to receive the blood and oxygen it needs and doesn’t die. For patients living remotely from CIUs, clot-busting drugs are used until the patient can be safely transported to these specialized services.

When I rotated through the eye service at TGH, patients undergoing cataract surgery came back to a darkened room where their heads were sandbagged to limit movement and they stayed on complete bed rest for a number of days before discharge. Today, patients come into the hospital in the early morning for surgery and, after their procedure, can go for lunch and shopping in the afternoon.

In 2005, when I was the President of the Juravinski Hospital and Cancer Centre in Hamilton, I had responsibility for a large joint replacement service. The average length of stay after hip and knee replacement surgery ranged from 3 to 7 days. Last year, an 80-year-old friend from Muskoka had a hip replaced at the Toronto Western Hospital and came home the same day.

The changes I’ve seen in cancer care have been truly amazing. When I began my practice as a cancer specialist (oncologist), I was dependent on simple X-rays that were incapable of seeing the full extent of cancer’s spread. Now, we have CT scans, MRI scans, and PET-CT scans, which help us define the full extent of malignancy and enable us to target our treatment far more accurately.

The drugs used to treat the various types of cancer have also dramatically changed. At the beginning of my practice, I only had a few chemotherapy drugs to use, and they indiscriminately killed normal and malignant cells and caused a lot of side effects. Now, there are numerous drugs that target the specific changes in the cell’s genetic code that cause cancer, and we’ve learned how to use the body’s own immune system to fight many cancers. Now, the outcomes for many cancers have improved dramatically.

So, change has been a constant feature throughout my medical career, and we can fully expect it to continue and likely accelerate. The change in how we diagnose and treat illness has an impact on how services are organized and what we need in our hospitals today and in the future. Planning for the future is very difficult. No matter how hard experts try, it is impossible to get it 100% right. It’s impossible to know exactly what the new diagnostic and treatment facilities of the future will look like, but we have to try.

The best we can do in designing the hospital of the future within the bounds of available government funding is to be guided by what we see as emerging trends. Several trends are clear.

– The length of stay of patients for many surgeries has markedly reduced because of improvements in surgical techniques (minimally invasive surgery), more effective postoperative care, and the recognition that recovery is often faster and safer in a home environment. So, fewer beds for surgical patients are necessary.

– Of course, we will still need beds for chronic conditions like stroke recovery, for patients with complications from their treatments, and for those who have become deconditioned during a hospitalization. But even for these situations, focused efforts to get patients going again – reactivation – can shorten bed stays and supportive care services from the community can facilitate earlier transfers to home.

We’ve also come to recognize that there is a volume-outcome relationship for many interventions which makes sense. The more you do of anything, be it a procedure or surgery, the better you become at doing it. Cancer Care Ontario rationalized the locations of many cancer surgeries because of clear evidence that the survival of patients was greater in high-volume surgical services. For more common procedures, concentrating them in a facility with high “throughput” will ensure that the whole medical team follows best practices and achieves the best results for patients. The same concept applies to the delivery of babies. The more deliveries performed by the obstetrics team, the safer the delivery is for the mother and child.

Another change that is transforming healthcare delivery is the steady integration of information systems that allow care providers ready access to a patient’s medical history, eliminating unnecessary duplication of history taking and diagnostic testing. We still have a long way to go to optimize this, but there have been substantial improvements in access to digital images, laboratory reports and medical records, which should eventually lead to true integration of care.

One recent and sudden change in the use of technology was forced on healthcare during the Covid pandemic. Suddenly, virtual care became a reality, and consultations and follow-ups were being conducted between the practitioner and the patient’s laptop showing that virtual care was possible. This is not appropriate for all forms of medical care, but it can efficiently enable early hospital discharge, home-based follow-up, and many other time-saving strategies for physicians and patients alike. The hospital of the future will be fully equipped with the information technology needed to enable this type of virtual doctor-patient interaction.

Artificial intelligence (AI) can be expected to have a huge impact on the healthcare delivery of tomorrow. Already, AI-enabled stethoscopes can diagnose early signs of heart failure long before clinicians can hear or see the signs of heart failure. This allows for treatments to be implemented before symptoms and avoids hospital admissions. Chatbots will enable patients and physicians alike to determine what illnesses an individual may have based on their symptoms and laboratory tests. This is going to change the dynamic between doctors and their patients and necessitate change.

One thing is for sure: The world of healthcare delivery will look much different in 10 years’ time, and so the institutions and organizations that provide that care will need to look different and function differently, with much greater integration with care providers and supportive care organizations in their local communities. That’s the challenge that those planning healthcare in Muskoka face.

Rather than settling for a vision of how things are now, let’s embrace the excitement of creating an innovative and integrated system of care delivery that will meet our future needs. The hospital of today, designed decades ago, doesn’t meet our needs now and will not meet our needs in the future. The provincial government is making a major investment in our community that is well above what most communities can expect to receive on a per-person basis. We need to seize this opportunity and boldly create a system of care that will enable and ensure the best care for all Muskokans into the future.

About Dr. Bill Evans

Dr. Bill Evans is a member of the Board of Muskoka Algonquin Healthcare Corporation and Professor Emeritus in the Department of Oncology at McMaster University. His career spans over 50 years of oncology practice, consulting and healthcare administration. He was the CEO of the Ottawa Regional Cancer Centre for 12 years, Vice President for Clinical Programs at Cancer Care Ontario for 5 years and President of the Juravinski Hospital and Cancer Centre at Hamilton Health Sciences for 8 years.

He has published over 300 papers in peer-reviewed journals on various aspects of lung cancer treatment, smoking cessation, and the cost and cost-effectiveness of cancer care and recently received the Joseph W. Cullen Prevention/Early Detection Award at the International Conference on Lung Cancer for his role in implementing smoking cessation programs in cancer centres in Ontario and across Canada. Dr. Evans has had a summer residence in Muskoka for over 50 years.

About the Board of Directors

The Muskoka Algonquin Healthcare Board of Directors is a 12-member volunteer body that plays a key leadership role in setting policies and visioning for the hospital and the delivery of health care in the communities that we serve.

The post Acclaimed Physician And MAHC Board Member Recounts 50-year Career And Looks To The Future appeared first on Muskoka411.

As part of the next steps to implement Your Health, a plan for connected and convenient care, the Ontario government is proposing regulatory changes that, would name Accreditation Canada as the inspection body responsible for ensuring the highest quality standards and strong oversight of the 900+ current and all future community surgical and diagnostic centres, effective April 1, 2024.

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Just last week we announced the future location where we plan to build a new hospital in Bracebridge. Also in December, we were encouraged by Infrastructure Ontario’s December 2023 Market Update that indicates our redevelopment project could officially start with contract execution in 2029.

We are fortunate to have the financial commitment of our local communities, the Ministry of Health and our Hospital Foundations to build the best future for health care for everyone we serve. These milestones are all great news to demonstrate our project is on track!

Planning the programs and services for our new hospitals in the future has been an iterative process over the past several months. It has given us opportunity to consider changes in the healthcare environment, advances in technology, and how we could continue to transform Muskoka Algonquin Healthcare that will ensure a sustainable healthcare system for decades to come. One that will position us to expand services to our communities and solve current challenges, some recently amplified by the pandemic such as ongoing staff shortages that contribute to frequent service disruptions.

More than 250 subject matter experts (staff, credentialed staff, volunteers, patient experience partners, hospital leaders and key healthcare partners) have gathered together as User Groups to explore different service delivery models. They have been working to define the future scope of programs and services and projected future volumes, and identify opportunities to leverage technology and improve their workflow while also looking at how we can close existing gaps in service.

As we worked through our planning process, it became clear this past fall with preliminary costing of new hospitals that replicating the existing status quo model is not viable. With drastic cost inflation that has driven healthcare building costs up nearly 50% in just the last year, it’s crucial that we develop an affordable future, not only in what we build but also in how we operate services to end repeated annual budget deficits.

Muskoka Algonquin Healthcare is committed to a creative solution for the future that looks forward instead of back with new hospitals that are built green and are flexible in design. Where our two sites are complementary to each other rather than identical, both providing 24/7 Emergency Department care, and inpatient beds tailored to how we will provide care in the future.

Together, we are investing in and building Made-in-Muskoka Healthcare and through innovation and partnerships we will expand the healthcare services we can provide both within and beyond our walls to bring care closer to home in outlying areas of the region.

User Groups are still working through the final pieces of a Made-in-Muskoka Healthcare solution to meet the needs of Muskoka and area decades from now and ensure our hospitals survive and thrive. As that work wraps up, I am looking forward to sharing the details later this month of how we will deliver Made-in-Muskoka Healthcare to all our communities; healthcare that is focused on excellence, quality care and long-term sustainability for the next 40 and 50 years.” – Cheryl Harrison, President and CEO at Muskoka Algonquin Healthcare.

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MyChartTM is a secure, web-based platform for patients to view their medical records such as their hospital visit history and some test results free of charge 24 hours a day, seven days a week, anywhere in the world. Using MyChartTM, patients can self-monitor and self-enter information, keeping all their medical information in one record with the ability to share and communicate with providers who can access their medical chart, as they need to.

“MyChartTM was developed by Sunnybrook Health Sciences Centre and is used by more than 40 hospitals across Ontario where thousands of patients are using MyChartTM to remotely access their personal health information,” says President and CEO Cheryl Harrison. “Patients are key stakeholders in the delivery of care, and this new digital service empowers them to contribute to and manage their health through easy access to their own personal health information.”

There are two ways to start a MyChartTM account. Online registration is available at
www.mahc.ca/mychart, or patients can sign up in person by providing their email address during the registration process the next time they attend the hospital. Patients must be 16 years of age or older to sign up.

“Cottagers, seasonal residents, and visitors to the area who are enrolled with MyChartTM at
another facility will be able to share the pertinent medical history from that facility with our
clinicians when they have a hospital experience at MAHC for more comprehensive treatment,” adds Harrison. “Plus, they can share their clinical experience in Muskoka with their care providers at their principal home, which is fantastic for the broader circle of care.”

Following the MyChartTM launch this summer, MAHC will continue gradually adding more
features to the MAHC MyChartTM implementation, including the ability to view upcoming hospital appointments.

MyChartTM is also being launched by primary care and will be available soon from various family doctors and nurse practitioners with the Algonquin Family Health Team, Cottage Country Family Health Team, and North Muskoka Nurse Practitioner-Led Clinic in Huntsville. Your primary care provider will be a separate MyChartTM registration from Muskoka Algonquin Healthcare medical records.

Working in collaboration with the Muskoka and Area Ontario Health Team, Couchiching Ontario Health Team, and Orillia Soldiers’ Memorial Hospital, this project strengthens community and regional partnerships.

Press release provided by Muskoka Algonquin Healthcare

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Municipal investment in equipment and technology for GBGH is critical to ensuring a strong hospital for our entire North Simcoe community. In 2023, some of the most urgent priorities include an MRI machine, brand new x-ray rooms, surgical & procedure tables and laboratory equipment.

“We value our partnerships with our local municipalities, and share their vision of collaboration to ensure a strong vibrant future for our region,” shares Nicole Kraftscik, CEO, GBGH Foundation. “The Town of Penetanguishene has been a loyal partner of GBGH for many years, and this gift is going to help strengthen our hospital to care for the entire community. We are so grateful for their ongoing support.”

The donation to Georgian Bay Physician Recruitment will fund efforts to ensure everyone in the community has a family doctor, now and in the future. Our community & hospital will require more than 20 new family physicians & specialists over the next five years to fill the gaps of retiring physicians and community expansion, making recruitment and retention a top priority.

“In the current health human resource environment, we face continued recruitment challenges for both community and hospital-based physicians,” says Dr. Jeff Golisky, chair, Georgian Bay Physician Recruitment. “This gift from the Town of Penetanguishene will help support community visits, locum accommodations, relocation expenses and marketing efforts to ensure that we are a top choice for physicians looking to establish a practice.”

Anyone interested in learning more about the Foundation’s Impact Fund, and making a difference at GBGH with a gift, can visit https://gbghf.ca/current-needs/impact-fund/. For more information about physician recruitment efforts in North Simcoe, visit https://georgianbayphysicianrecruitment.com/

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