We respectfully acknowledge that we are located in the traditional and treaty territory of the Michi Saagiig (Mississauga) Anishinaabeg and Chippewa Nations, collectively known as the Williams Treaties First Nations, which include: Curve Lake, Hiawatha, Alderville, Scugog Island, Rama, Beausoleil, and Georgina Island First Nations
We respectfully acknowledge that the Williams Treaties First Nations have been stewards and caretakers of these lands and waters, and that today remain vigilant over their health and integrity for generations to come We offer our gratitude to the First Nations for their care for, and teachings about, our earth and our relations May we honour those teachings We are all Treaty people
Cyndi Gilmer Message from
Board Chair
RN, DHlthScc
As we mark the end of our fiscal year, I am struck by the increasing
volume of excellent work that NHH continues to do, guided by the core pillars of our Strategic Plan.
Despite capacity pressures, care, compassion and dedication to our Shared Purpose of People First is evident throughout the organization
On a Board level, we are well served by our skillsbased Board . In addition to Mary Ann Cocchetto and Ross Stevenson, we will welcome two new Community members, Alexandra Wright and Bill Oliver, who were drawn to Board governance through our Virtual Board Volunteer Open House in March Cindy Gervais, who served as a Community member, will move to the Board
NHH’s Community member opportunity continues to serve as an introduction for volunteers to the important role of the Board in Ontario hospital governance In addition to raising awareness of Board service, it sustains and enriches our skills mix while also helping to bring enhanced diversity
We are saying goodbye to Randall Freeborn this year, after two years of service We appreciate his knowledge and contributions and wish him well in the future
Our Board is also saying goodbye to our longserving Chief of Staff, Dr. Mukesh Bhargava after an impressive eight-year tenure . Dr . Bhargava has brought his calm demeanour, professional approach and visionary thinking to many Board discussions and he will be greatly missed
After a careful search, we are delighted to welcome Dr. Pavel (Paul) Ketov Dr Ketov brings his expertise and experience as the Department Chief of the NHH Emergency Department We welcome Dr Ketov to the Board and we look forward to working with him as he assumes the COS role July 1st .
As this Report demonstrates, our community needs the services we provide more with each passing year In preparation for future growth and expansion, we have embarked on a Master Plan .
I would like to take this time to thank Susan Walsh, President and CEO, COS Dr. Bhargava, Susan Thivierge, Executive Assistant, and the Senior Leadership Team for their support and commitment to NHH . Thank you to our Board Directors and Community Members for their continued dedication and commitment to local hospital governance
Finally, I want to recognize the work of our amazing partners across the hospital, including the NHH Foundation, NHH Auxiliary, and the Patient and Family Advisory Council whose work is highlighted in our Annual Report A successful hospital requires countless volunteer hours, in partnership with staff, physicians and midwives .
Together, as our Annual Report theme says so well, we will: Build Capacity. Strengthen Experience.
Susan Walsh Message from
President & CEO
RN, BScN, MSc, MBA, FCCHL
The 2024-2025 fiscal year was marked with opportunities for NHH to grow and evolve as an organization amidst an ever-changing—and often challenging—healthcare landscape.
Despite many uncertainties, our hospital teams remained steadfast in upholding NHH’s Shared Purpose, ‘People First,’ in the care that we deliver
A defining part of NHH’s identity has—and will always be—the people . Our hospital has grown into an organization where individuals choose to begin their healthcare journey—and in many instances—remain here for their entire careers
Every member of our hospital team—including volunteer partners—has shaped NHH into a place where clinical excellence, compassion, and care exist cohesively .
A key element to the care that we deliver is experience Our new Experience Framework has enhanced NHH’s commitment to provide the best human experience for patients, hospital teams, and volunteers
Designed to complement NHH’s existing Strategic Plan, these two elements serve as our guiding ‘North Star,’ shaping our direction and informing our path forward—anchored by an infinite goal that inspires continuous growth and long-term impact .
While growth remains at the forefront of our current needs, we have also been planning and envisioning a vibrant future of healthcare, not only at NHH, but also for our community
The Quintuple Aim approach has been a driving force behind determining the best type of care to support our community’s unique needs .
From expanding our hospital teams to upgrading NHH’s internal infrastructure, we’re laying the groundwork for ongoing operational efficiency, responsiveness, and a brighter future
Similarly to last year, we continue to see our service volumes trending upwards in the areas of Emergency Department visits, total admissions—including Acute & Post-Acute— total number of surgical cases, and beyond
The construction of our fourth operating room is a major capital project that underscores our efforts to create capacity within NHH to accommodate care for our growing community
Recent data also reinforced the increasing need for primary care in our community
In the last fiscal year, we saw 2,475 (11%) unique patients that presented at NHH’s Emergency Department with no family physician for a 21 .9% increase year-over-year
While the absence of primary care has been an ongoing challenge that is not unique to west Northumberland County, I am grateful for the collaborative work and recruitment efforts being driven by NHH and area partners .
In our pursuit of these goals, it’s important to remember that expansion and enhancement are not only about scale, but also the quality of care being delivered
The relationship between growing capacity and strengthening experience is symbiotic; one cannot exist successfully without the other
Looking to the future, I am invigorated by what we have accomplished together, and for the potential of tomorrow.
Dr. Mukesh Bhargava Message from
Chief of Staff MD, ABIM
For the past year at Northumberland Hills Hospital, I am pleased to report on a period marked by significant growth,
strategic improvements, and unwavering commitment to excellence in patient care.
Despite facing challenges across the healthcare sector, our organization and medical ecosystem has emerged stronger, more resilient, and better positioned to serve our community
One of this year's achievements has been our success in physician recruitment . We were pleased to welcome new doctors to our medical staff, representing growth at NHH, the attractiveness of our institution, and the critical need to meet increasing patient demand across all departments
The new physicians included graduates who chose NHH as their first professional appointment . This speaks volumes about our reputation as a supportive environment for early-career physicians and our commitment to nurturing the future of healthcare leaders Their fresh perspectives, cutting-edge training, and enthusiasm energizes our medical community
We also added a Clinical Nurse Specialist (CNS) Palliative Care Department, and two additional Hospitalists were recruited, growing and stabilizing the Hospitalist Service
Another milestone was the transition of our Intensive Care Unit to a closed unit model, now staffed exclusively by specialized Critical Care physicians This enhances patient experience with decreased need for transfers, improves clinical outcomes, and ensures that our most sick patients receive the specialized expertise they require closer to home . The transition has been seamless, thanks to the dedication of our ICU team and the collaborative spirit of our medical staff
While we celebrate our recruitment successes, this is the first time in recent memory that we have no critical vacancy for inpatient positions The need for physician recruitment in primary care is vital, and our physicians and leaders are committed to assist with this effort in the community .
Increased activity across all departments has tested our capabilities, while demonstrating our resilience Our medical staff, nursing teams, and support personnel have risen to meet growing patient volumes with professionalism and compassion . We have invested in workflow improvements to ensure that both patient care and staff satisfaction remain top priorities Patient flow improvement is evident from the improved time to inpatient bed and is a marker of collaboration, efficiency, and alignment of effort
For the coming year, our focus remains on sustainable growth, continued recruitment, and maintaining the high standards of care that our community deserves . The foundation we have built positions us well for future challenges and opportunities We are building our fourth operating room, which will increase the surgical services capacity Implementation plans are also being finalized for the expansion of the Maternal and Child Health program .
NHH’s future is bright as we continue to grow and serve under the leadership of the new Chief of Staff, Dr. Pavel Ketov.
People First
Our Shared Purpose
Members
At Northumberland Hills Hospital, our Shared Purpose of People First shapes our commitment to provide the best human experience. It's about more than delivering exceptional care; it's creating an environment where every interaction delivers meaningful value and extends toward a positive relationship with patients, families, staff, providers, volunteers and partners
Guided by our Shared Purpose and Core Values, we strive, together, to create a culture of hope, trust, belonging and compassion where everyone feels valued, heard and supported
C A R
Connected care close to home
Build inclusive and integrated care pathways to secure a foundation for sustainability and growth
Accountable care
Unleash the power of technology, information, and innovation to improve experiences, efficiency, and outcomes, including quality and safety .
Responsive and healthy work environment
Create and sustain a work environment and culture that engages, empowers, and promotes positive morale .
E
Exceptional care, every time, for every person
Build a culture where each person receives high-quality, reliable, whole-person care, service, and support
Experience Framework
Culture & Leadership: The foundation of any successful experience effort is set on who an organization is, its purpose and values, and how it is led
Infrastructure & Governance: Effective experience efforts require both the right structures and processes by which to operate and communicate and the formal guidance in place to ensure sustained strategic focus
Staff, Provider & Volunteer Engagement: Caring for those delivering and supporting the delivery of care and reaffirming a connection to meaning and purpose is fundamental to the successful realization of a positive experience
Policy & Measurement: Experience is driven and influenced by external factors and systematic and financial realities and requires accepted and understood metrics to effectively measure outcomes and drive action
Innovation & Technology: As a focus on experience expands, it requires new ways of thinking and doing and the technologies and tools to ensure efficiencies, expand capacities and extend boundaries of care
Environment & Hospitality: The space in which a healthcare experience is delivered and the practices implemented to ensure a positive, comfortable and compassionate encounter must be part of every effort
Patient, Family & Community Engagement: Central to any experience effort are the voices of, contributions from and partnerships with those receiving care and the community served
Quality & Clinical Excellence: Experience encompasses all an individual encounters and the expectations they have for safe, quality, reliable, and effective care focused on positively impacting health and well-being
First baby of 2025: Dave and Vanessa Parks with Kane, welcomed at NHH on Jan 1, 2025
A Year in Review
Click on an event description or date to learn more
New Division of Palliative and Supportive Care created at NHH
May 7, 2024
Annual Meeting concludes hospital’s 2023-2024 fiscal year –Cyndi Gilmer welcomed as Board Chair
NHH EDIAC celebrates Indigenous History Month and Pride Month
June 6, 2024
Masking now optional across all areas of NHH
May 9, 2024
NHH Health Professions Scholarship 2024
June 6, 2024
June 26, 2024
NHH enhances inpatient meal delivery across the hospital
September 12, 2024
Ontario Program historic mammography process
October
NHH welcomes thoracic surgeons, Dr . Shannon Trainor and Dr Daniel Sisson November 26,
Ontario Breast Screening Program (OBSP) announces historic expansion to mammography referral process
NHH releases ‘People First ’ documentary to support recruitment priorities
December 18, 2024
Medical students welcomed for Rural Ontario Medical Program (ROMP) Week
January 14, 2025
NHH and OHT-N launch Essential Care Partner program pilot
April 1, 2025
Patient experience surveys shift to new platform, beginning with the hospital’s Emergency Department
April 4, 2025
Dr.
Team
Board of Directors
Senior Leadership
Volunteer Partners
Leadership Team
Facts & Figures
Access and Flow
• In 2024-25, NHH’s average number of Alternative Level of Care (ALC) patients decreased by 5% year-over-year .
*ALC patients refers to individuals who are occupying a bed in an acute care hospital but no longer require the intensity of resources and services provided there
• 90th percentile time to inpatient bed, year-over-year improvement from 13.6 hours to 9.9 hours
Acute Care
• 95% of NHH Acute Care teams were trained in Coronary Care 1 (CC1), which supports capacity building on our Medical/Surgical Units
• Barcode Medication Administration (BCMA) achieved 93% completion against a goal of 90% completion
Clinical Information
• 24% of patients activated a MyChart account
Community Mental Health Services
• 687 individuals received Homelessness Case Management support through NHH’s Community Mental Health Services offices, a 4% year-over-year increase
• Hoarding and Housing - 89.1 % of individuals had tenancy preservation, a 9% increase year-over-year .
Emergency Department
• 2,475 (11%) patients presented at NHH’s Emergency Department with no family physician – a 21.9% increase year-over-year .
• Provincially, NHH ranked 12th for Ambulance Offload Times and 10th overall for time to inpatient bed .
Out-Patient Ambulatory
*Adjusted for data correction
Environmental Services
• 59,417 total number bed cleans for a 25% increase from 47,594 in 2022-23
• The total bed turnaround time for admitted patients, excluding the Emergency Department is 39 minutes Falls Reduction
• 8.7% year-over-year reduction in patient falls with injury
Food Services
• 127,321 patient trays served, an increase of 3% year-over-year
Human Resources
• Overall vacancy rate dropped to 4.4% in 2024-25, compared to 6.6% in the year prior .
Integrated Stroke Unit
• NHH’s Integrated Stroke Unit finished 5th in the province for rehabilitation intensity for Integrated Stroke Units .
Facts & Figures
Joint Communications and Community Engagement
• Combined Facebook followers (NHH, NHH Foundation and NHH Auxiliary) in 2024-25 is 6,273, a 20.3% increase from 5,196 in 2023-24 .
• Combined Facebook reach (NHH, NHH Foundation and NHH Auxiliary): 616,639 .
• Average subscriber open rate of 58.5% for NHH and NHH Foundation's e-newsletters, up 1.5% year-over-year .
Lab Services
• 514,328 in-house tests for an almost 11% increase over the last fiscal year, and a 23% increase from 2022-23
Maternal Child Care
• 73.7% of babies born at NHH received the RSV immunization .
NHH Pharmacy
• 5,295 patients had a Best Possible Medication History completed, a 12% increase year-over-year .
Post-Acute Specialty Services (PASS)
• The total number of patients discharged home or to assisted living (who were home or in assisted living prior to admission) increased by 3%
Surgical Services
• 100% of Surgical Services nursing staff have completed a perianesthesia certificate
• Of the total surgeries that occurred, 92.3% started on-time .
Long Service Awards
On June 11, 2025, NHH staff and physicians gathered for our annual Long Service Awards ceremony, which recognized recipients celebrating 10, 15, 20, 25, 30, and 35 years of service. 56 long-service award recipients were recognized for a combined total of over 1,015 years of service!
“Each of you has helped shape our hospital into a place that reflects not only clinical excellence, but also humanity, compassion, and hope…thank you.”
– Susan Walsh, President and CEO
35
15 Years of Service (L-R): Sarah Springsteen, Sara Gilliespie, Dr Matthew Vaughan, Kelly Watson, and Sarah Greaves
Pictured from Top:
10 Years of Service (L-R): Top row: Ashley Paluch, Dr Emma Smith, Ellen Douglas, and Rachael Milne; bottom row: Brit McCool, Judy Rahme, and Melissa DiMarco
Years of Service (L-R): Kelli Giroux and Suzanne O'Rourke
Financial Highlights
NHH is pleased to report that we concluded the fiscal year on March 31, 2025 with a modest surplus of $0.8 million, compared to a forecasted deficit.
Local need for acute care continued to rise, with year-over-year increases in patient volumes and acuity.
Provincial funding and other revenues increased by $17 million year-over-year . One-time operational pressure funding received during the year, and Bill-124 cost reimbursements, contributed to this increase but the full revenue needs, on a long-term, sustainable basis, continue to be a work in progress .
Salaries, benefits and medical remuneration have increased by $7 4 million from our previous fiscal year to $86 million This represents over 65% of the total cost of operations NHH faced financial pressures to support operations, including volume and acuity pressures, increased labour costs, funding rates below inflationary increases and ancillary costs, such as necessary Clinical Information System/technology upgrades Internal efficiencies achieved through meticulous performance improvement, disciplined cost management and operational optimization led to a positive financial position at the end of our 2024-25 fiscal year
Throughout the year, bed occupancy rates remained high Patients awaiting placement in other care settings remain an ongoing factor to operating costs
While decreased from prior year, Alternate Level of Care (ALC) patients, many of whom are waiting for placement in Long-Term Care (LTC), continued to require a significant portion (almost 20%) of inpatient beds at NHH in 2024-2025
In the 2024-2025 fiscal year, NHH advanced significant investments in necessary capital and infrastructure despite financial pressures.
Direct community support, through the NHH Foundation, is aiding investments in increased surgical capacity, and upgrades to diagnostic imaging equipment and pharmacy operations This, combined with ongoing collaboration with our community partners, and the continuation of provincial revenue increases, will be needed to ensure the hospital is able to meet the needs of the growing and aging community while maintaining quality care and experience close to home .
Operating Expenses Breakdown
Exceptional Volunteer Support
At Northumberland Hills Hospital, volunteers have always played a central role in supporting patients, families, staff, and the broader hospital community.
Volunteers perform a wide range of roles across the hospital . These include the Auxiliary, who help fundraise through retail operations and provide in-hospital patient support; the Board of Directors and Community Committee volunteers, who provide governance; Foundation volunteers, who support fundraising for capital equipment needs; and the Patient and Family Advisory Council, which contributes the patient and caregiver voice to planning and quality improvement Other valued groups include Spiritual Care providers, therapy dog teams, Transplant Ambassadors, and stroke peer support volunteers .
In line with our commitment to enhancing human experience at NHH, we introduced our first-ever volunteer experience survey in 2024, as a key year 1 goal of our new Experience Framework The Experience Measurement Working Group designed a 13-question survey to better understand volunteers’ perspectives —mirroring efforts long in place for staff, physicians, and patients . Distributed to 307 active volunteers, the survey achieved a 69% response rate
The results offered valuable baseline data: 35% of respondents had volunteered for under five years, while 49% had served between five and twenty years. Survey responses showed strong overall satisfaction: 94% of volunteers felt valued for their contributions, and 98% would recommend NHH as a place to volunteer. Volunteers praised the work environment, fulfillment, collaboration, and community impact, and provided helpful feedback to further enhance volunteer experience in the future.
NHH’s Hospital Elder Life Program volunteer team Faith, Spiritual Care Volunteer
There are so many ways to make a difference volunteering with NHH. Visit the VOLUNTEERS section of our website, or reach out to our Volunteer Manager directly at 905-372-6811, ext. 4629.
Volunteer Experience Survey
Volunteer Service
for under five years
between five and twenty-five years
who felt valued for their contributions
who would recommend NHH as a place to volunteer
This first annual survey affirms the powerful impact of volunteers at NHH and highlights their essential role in shaping a positive, inclusive People First culture Creating a positive experience at NHH relies on caring for those who deliver and support care This includes fostering a strong sense of purpose, ensuring volunteers feel valued and recognized, and maintaining a commitment to their well-being . At NHH, we are working hard to emphasize teamwork and engagement across all roles, supporting a connected and collaborative care environment
NHH is committed to meaningful volunteer engagement as a strategic priority, recognizing volunteers as integral partners in delivering patient-centered care . We’re proud to share highlights of the many contributions volunteers made over the past year .
NHH Foundation volunteers decorate the Rotary Club of Cobourg Courtyard for the holiday season
PFAC partner Ann Dobby (right) with NHH student volunteers
Local Governance
Board and Ex-Officio Members
From L-R, Front Row:
Carol Anne Bell-Smith, Leslie Orpana, Bree Nixon, Susan Walsh, Cyndi Gilmer, Kate Zimmerman, Myles Noel
Second Row:
Mike Cassaday, Don Morrison, Sharon Anderson, Dr Kate Everdell, Selena Forsyth, Laurel Savoy, Dr Mukesh Bhargava, Gavin Ivory
Missing from Photo:
Cindy Gervais, Kendra Simmons, Randall Freeborn, Laina Andrews, Michael McAllister
Board Directors*
• Sharon Anderson (Ward 3)
• Laina Andrews (Ward 2)
• Dr Mukesh Bhargava, Chief of Staff †
• Carol Anne Bell-Smith (Ward 2)
• Mike Cassaday (Ward 3)
• Dr Kate Everdell, Vice President, General Medical Staff Association†
• Selena Forsyth, President, NHH Auxiliary †
• Randall Freeborn (Ward 3)
• Cyndi Gilmer, Chair (Ward 1)
• Gavin Ivory, Chair, NHH Foundation Board*
• Dr Pavel Ketov, President, General Medical Staff Association (GMSA)†
• Michael McAllister, Vice Chair (Ward 2)
• Don Morrison (Ward 2)
• Bree Nixon (Ward 1)
• Myles Noel (Ward 2)
• Leslie Orpana (Ward 2)
• Laurel Savoy (Ward 2)
• Kendra Simmons (Ward 1)
• Susan Walsh, President and CEO†
• Kate Zimmerman, Vice President, Integrated Care and Chief Nursing Executive†
* Board members serve from one of three wards: Ward 1 is the Municipality of Port Hope Ward 2 is the Town of Cobourg Ward 3 is all other townships within the Hospital’s West Northumberland catchment area (Hamilton, Cramahe and Alnwick/Haldimand), as well as Alderville First Nation
† Ex-officio members are appointed by virtue of their office For
responsibilities
Ex-Officio Members†
• Dr Mukesh Bhargava, Chief of Staff
• Selena Forsyth, President, NHH Auxiliary
• Gavin Ivory, Chair, NHH Foundation Board
• Dr Pavel Ketov, President, GMSA
• Dr Kate Everdell, Vice President, GMSA
• Susan Walsh, President and CEO
• Kate Zimmerman, Vice President Integrated Care and Chief Nursing Executive
Interested in Board service?
Community Members of Board
From L-R: Mary Ann Cocchetto, Lynda Sellar (retired)
Missing from Photo: Ross Stevenson
Board Directors
13 local directors and seven ‘ex officio’ members form NHH’s skills-based Board of Directors, responsible for developing policy, planning for the future and monitoring operational and financial performance
Community Members
Direct community participation in the governance of NHH—and succession planning for the Board—is further supported by Community Members who serve on specific Board committees
Find the Expressions of Interest form and answers to Frequently Asked Questions, including information on the NHH Board, biographies of current Board and Community members, policies, and meeting materials, at nhh.ca .
responsibilities please see nhh.ca.
Foundation Highlights
Exceptional Community, Exceptional Care Campaign Success
In September 2024, NHH Foundation and hospital supporters gathered to celebrate the conclusion of the Exceptional Community, Exceptional Care Campaign, which raised $26 3 million
From L-R: Exceptional Community, Exceptional Care Campaign – Cabinet Jeff Gilmer, Paul van Laren, Hank Vandermeer, Pam Went, Wendy Ito, Teresa Behan, Tom Behan, Albert Botha, Rhonda Cunningham (NHH Foundation CEO), Jan Boycott, Susan Walsh (NHH President & CEO), Dr Andrew Stratford
Donor-Funded Equipment Makes
a Difference
From L-R: Amy Robertson, NHH Director of the Medical Device Reprocessing Department, demonstrates Dry Scope Aid to donors, Bob and Marion McComb
Bob and Marion McComb purchased a Dry Scope Aid as a way to honour the memory of Bob’s parents, Marvin and Shirley McComb
NHH and Foundation leadership, along with presenting sponsors from Wine & Ale 2024, enjoy the sold-out event under the Lions Club of Cobourg's tent in Victoria Park
June 27, 2024, close to 300 guests attended Wine & Ale in the Park, raising $40,000
Presented by Signature Sponsor, Tony Pulla, this was the most successful year yet
Wine & Ale Raises $40,000
Gavin Ivory Message from
Board Chair, NHH Foundation
What was the highlight of the past year for NHH Foundation?
Unquestionably, it was the completion of the Exceptional Community, Exceptional Care five-year capital campaign, which raised $26.3 million – the largest amount of funds raised through a single campaign in our community.
The majority of these funds will provide NHH with new CT and MRI scanners, a new operating room, and refurbished pharmacy, lab, and medical device reprocessing facilities
Few realize how expensive it has become to provide the medical care we want and need . For example, replacing our MRI alone will cost $4 55 million Major projects like this, and indeed most other capital projects, can only be funded by our exceedingly committed and generous Northumberland residents No one else makes this happen .
Our Campaign may be over, but fundraising efforts by the Foundation continue Events and initiatives like Wine & Ale in the Park, as well as the annual Gala, and more, bring the community together to raise money for NHH, ensuring we are able to keep our hospital well-equipped for years to come .
“Our Campaign may be over, but fundraising efforts by the Foundation continue.”
Other Highlights
With more than 450 guests, spread throughout 13 locations, the third Galalicious raised $200,000
Inaugural Catch the Ace Lottery raised $15,812 .
31st Annual Light Up a Life Campaign resulted in $336,918 raised to help fund two hematology analyzers for NHH Lab .
In its 10th and final year, Family Christmas at Spry Family Christmas Tree Farm, hosted by Sharron Wharram-Spry and Brian Spry, raised a record-breaking $42,357
From L-R: Rhonda Cunningham, Courtney Ker, Jen Gilmer, and Laura McCracken Ebbrell
Auxiliary Highlights
Selena Forsyth Message from President, NHH Auxiliary
A hospital Auxiliary really is a joint effort. The Board, our volunteers who bring new energy and diverse perspectives, and NHH staff, through leadership, inclusion and, when we need it, support. I would like to highlight four points of pride from the past year that everyone has had a hand in.
First, Auxiliary governance.
For the first time in many years, the Auxiliary has a full Board complement . We are now seven strong, with representation for both our retail and our patient care contributors Guided by Pam Went, local governance expert, the Board completed a much-needed review of Auxiliary Bylaws, to bring them up to speed with evolving governance best practices and Ontario’s Not-For-Profit Corporations Act
Second, recruitment and retention.
Thanks to the support of NHH’s Volunteer Manager—Brooke Galonski and, in an interim capacity, Graeme Bakker—we now have 325 volunteers across our in-hospital and retail activities, and every Coordinator role is full! Quarterly General Meetings help us to share information and keep the lines of communication open Supported by the Volunteer manager, Coordinator meetings and meetings with specific volunteer teams are happening too, with good results .
With the influx of volunteers, including more students, we have been able to resume weekend volunteer shifts at the front Inquiry Desk and in Emergency and we have resumed Saturday hours of operation in our Little Treasure Shop Finally, we were thrilled to participate in NHH’s first volunteer experience survey; we cannot tell you how much it meant to be asked to give feedback on why we volunteer, and how we can continue to work together to make the volunteer experience as positive as it can be
Auxiliary Board
From L-R: Deb Smelko, Dale Hodge, Susan Spicer, Richard Holland, Jennifer Gillard, Vice President, Patient Experience, Public Affairs and Strategic Partnerships, Derrick Cunningham, Pam Lee (centre) Supervisor, Environmental Services, Rick Riley, Susan Walsh, President and CEO (third to the right) and Mike Purdy, Environmental Service Worker (second to the right), Selena Forsyth For
Hydration volunteers, Gail and Laurie
Third, retail/fundraising achievements.
The Little Treasure Shop
Petticoat Lane volunteers
The Auxiliary Board operates two retail operations: the Little Treasure Shop in the hospital and Petticoat Lane, a thrift shop on Munroe Street in Cobourg I’m thrilled to report that, thanks to the hard work of these teams, the Auxiliary was able to donate $225,000 to support the purchase of new privacy curtains that surround patient beds at NHH . This donation, reflecting dollars raised from the fiscal year just concluded, exceeded our target yet again and marks the Auxiliary’s second largest annual donation to the hospital in our 101+ year history! We also made sure we had dollars left to support our annual Dixie Mikel Scholarship ($1,250)
My fourth and final highlight, joint communication and engagement and accessibility planning.
The Auxiliary is thrilled to be part of NHH’s Joint Communication and Community Engagement Working Group By joint planning, with the hospital, Foundation and PFAC, we are all rowing in the same direction For our own part, our social media presence continues to grow and it’s bringing traffic to our stores and volunteer interest I am also thrilled to be part of NHH’s Accessibility Advisory Committee I’ve played an active role on this Committee since its inception, and it’s making a real difference to the environmental accessibility in NHH for volunteers as well as patients, staff and visitors .
This year I will mark 23 years of service to our hospital Auxiliary and in that time, I’ve had the opportunity to volunteer in almost every area of the hospital I treasure the experiences I’ve had and the people I’ve had the opportunity to work with When my successor, Rick Riley, takes over the President’s seat this July, I’m looking forward to continuing my service as Past President, in the 2025-26 fiscal year
It has been a privilege to serve a three-year term as President. It is an honour to be a part of this amazing Auxiliary as we journey together to make NHH as exceptional as it can be!
Coordinators
From L-R: Jean Irvine, Carol Johns, Dale Hodge, Heather Milroy, Karen Gomes, Marilyn Chapin, Susan Edwards, Cathy Whitehead, Sharon Niesar, Connie Davey, Graeme Bakker, Interim Manager, Volunteers
Missing from Photo: Deb Smelko, Grace Rivers, Carmel Murphy, Marilyn Routly, Janet Sullivan
PFAC Highlights
Message from
Bonnie McKee
Chair, Patient and Family Advisory Council (PFAC)
The enthusiastic engagement of patient and caregiver partners throughout NHH continued to grow in 2024-25.
PFAC partners serve alongside staff, physicians and midwives on the Quality and Practice Committees (QPCs) of all core programs In the past year, we were also welcomed onto new QPCs, namely Diagnostic Imaging, Laboratory and Palliative and Supportive Care .
At an organizational level, in addition to our QPCs and project working groups, our involvement has expanded through participation in the Quality Aims committees (where the prevention of falls and delirium has been a key focus, among others) and the exciting new Essential Care Partner Project Pilot, where we are working with an interdisciplinary team, the Ontario Caregiver Organization and the Ontario Health Team of Northumberland to better support caregivers (and, by extension, patients) in NHH’s Post-Acute Support Services areas
St. John Ambulance
PFAC Partners
From L- R: NHH PFAC partners
David Harnden, Bonnie McKee (chair), Ann Dobby, Kelsey Hayes, Liane Covert, Katie Conti, and Irene Kavanagh
Missing from Photo: Wayne Gladstone
Another important volunteer program supported by NHH’s Volunteer Manager is our St John Ambulance Therapy Dog Program NHH staff, patients, caregivers, and volunteers are truly fortunate to receive regular support from our four-legged friends from St John Ambulance These therapy dogs bring immense therapeutic comfort and unconditional companionship, helping to brighten the days of everyone they encounter . In addition to the dogs themselves, the skilled and compassionate therapy dog handlers provide meaningful conversations and support, fostering a warm and nurturing environment throughout NHH This ongoing collaboration significantly enhances the overall care experience within our community
St John Ambulance therapy dog, Kobe
PFAC Partner Irene Kavanagh at NHH’s Annual Pride flag raising ceremony
Now guided by NHH’s first Experience Framework, which is now—happily— embedded into program performance dashboards and Board reporting, we are particularly proud of PFAC’s role in the following in 2024-25:
• Infrastructure and Governance – invitation to participate on the Master Planning Steering Committee .
• Measurement – the successful expansion of experience surveys for both patients and volunteers (the work of our Experience Measurement Working Group);
• Environment and Hospitality – registration process optimization and the relocation of a Finance office staff member to the main entrance, to enhance accessibility and parking supports;
• Patient, Family and Community Engagement – a major refresh of patient education materials to improve communication and patient-friendly methods of distribution, including MyChart; and,
• Staff, Provider and Volunteer Engagement –in conjunction with Patient Experience Week and our partners at The Beryl Institute—the introduction of NHH’s first Patient Experience learning modules for staff, physicians and midwives
Our PFAC team topped 800 hours of volunteer service in this past calendar year, our most active yet . We welcomed new partners (Kelsey Hayes and, most recently Wayne Gladstone), and bid farewell to two very dedicated volunteers, Katie Conti and Lisa Van der Vinne, with much gratitude
We welcome others with lived experience at NHH and an interest in volunteering in this unique way . Find details about our current partners and our expression of interest under the Patients tab at nhh.ca The PFAC role is immensely rewarding and it is indeed my honour to serve as Chair
Spiritual Care and Well-Being
As an integral part of holistic patient and family care, and an important element of NHH’s ‘caring for the carer’ commitment to overall well-being, NHH is committed to ensuring all patients, staff, physicians, midwives, and volunteers have access to spiritual care supports.
One way this support is provided is through a dedicated and growing volunteer Spiritual Care Committee, comprised of 9 local chaplains, ministers, and trained lay Spiritual Care Providers (SCPs) .
SCPs at NHH offer support to individuals of all faiths, as well as to those who identify as spiritual but not religious These volunteers provide on-call spiritual care throughout NHH, working closely with local faith communities The Manager of Volunteers at NHH acts as the liaison between the Spiritual Care team, hospital staff, leadership, and community partners, ensuring the smooth day-to-day operation of this vital and growing volunteer service .
From L-R: Sabine Fischer (SCP Lead Volunteer), Doug Coupar and Janice Buck (Spiritual Care Providers)
Missing from Photo: Ewen Butler, Faith Lowman, Margaret Scott, Jack VanderVeer, Lesley Barclay and John McDougall .
We are NHH
Here are selected photos taken from our social media posts over the past year celebrating the many different people, professions and teams across NHH *
For more, please follow us (see our Stay Connected page for details).
* Please note, photos may not include all team members
Ambulatory Care
Community Mental Health Services
Nursing Students
Medical Radiation Technology
Cancer and Supportive Care
Occupational Therapy Assistants
Members of Medical Staff
Food Services
Plant Operations
Stay Connected
Visit our website nhh .ca
Follow us on Instagram instagram .com/ nhhfoundation/
Like us on Facebook
@northumberlandhillshosp
@northumberlandhillshospitalauxiliary
@northumberlandhillshospitalfoundation
Follow us on LinkedIn
Northumberland Hills Hospital
Subscribe to our community e-newsletter, In Touch
Go to nhh .ca and follow the prompts on the home page to sign up for this monthly email .
Email us through our Contact Us service info@nhh ca or direct via nhh ca
Call the NHH Public Affairs office 905-377-7757
Volunteer Opportunities
There are so many ways to make a difference volunteering with NHH Visit the VOLUNTEERS section of our website, or reach out to our Volunteer Manager directly at 905-372-6811, ext 4629
