From a 75% improvement in ambulance offload times, to real-time translation in 240 languages, to the launch of SJHH@Home—St. Joe’s has delivered bold, measurable results that reflect our commitment to excellence, equity and innovation.

In 2024, we introduced 10 Strategic Priorities to guide the final year of our 2019/20–2025 strategic plan, Committed to Excellence, Dedicated to Discovery: Vision 2025. These priorities were designed to stabilize operations post-pandemic, invest in our people and learners and prepare for future growth. Each was grounded in our values and aligned with our shared directions of Leading, Learning, Building and Caring.

Here are some of the many accomplishments achieved together this year:

• 75% improvement in ambulance offload times
• 31% faster access to acute beds
• 27% faster x-ray turnaround during winter surge
• 240 languages enabled via real-time translation through Voyce
• New computed tomography (CT) scanner installed in the emergency department, allowing for access to diagnostic imaging
• Neonatal intensive care unit (NICU) expansion announced by the Ontario government
• 100% of people leaders completed San’yas Indigenous Cultural Safety Training
• 95% of learners reported high satisfaction with their placements at St. Joe’s
• 1194 research publications; ranked #1 in research spending growth among medium-sized hospitals
• Launched a virtual reality Code White simulation, a first of its kind in Canada to help staff respond to real or perceived threats
• SJHH@Home launched to improve transitions for patients
• The first ever organizational EDI-IR (equity, diversity, inclusion and Indigenous Reconciliation) Education Plan at St. Joe’s was developed, with 25+ hospital-wide and 100+ department-level educational activations
• The hospital’s vacancy rate dropped from 8.3% down to 4.4% for the 2024-25 fiscal year, meaning more positions were filled—leading to more consistent staffing, better patient care, and a more supported workforce

Each priority was designed with purpose, ensuring that our goals align with the needs and aspirations of the communities we serve. These priorities not only reflect our commitment to excellence in patient care, innovation and equity but also emphasize the significance of continuous improvement and collaboration. We remain dedicated to fostering an environment where every individual, from patients, staff, to physicians, volunteers and learners and leaders, feels supported and empowered to contribute to our shared mission.

To improve clinical outcomes and patient experience, we implemented our 2024-25 Quality Improvement Plan (QIP) achieving six out of eight targets. This included successfully implementing the Essential Care Partner Program across 16 inpatient areas, improving suicide prevention screening in the emergency department to 95%, among other accomplishments in collaboration with areas across the organization. Furthermore, quality improvement and patient experience work included developing a surge protocol that helped us manage high-demand periods with agility and compassion as well as the continued roll out of our new patient experience surveys on additional inpatient areas.

Our community partnerships expanded with the launch of the Ontario Lung Screening Program and a chronic kidney disease (CKD) screening initiative with Six Nations of the Grand River.

We began redevelopment St. Joseph’s Villa Dundas to create a Reactivation Care Centre, which will help patients by offering tailored care for those who no longer need acute hospital services and are awaiting long-term care or community care. $1.5 million in renovations to our emergency department will be completed this year and the expansion of our psychiatric emergency department will begin shortly thereafter, providing a more welcoming environment for patients.

We supported leadership growth with six cohorts of the Emerging Leaders Program, graduating 195 participants since 2019-20. This year, we expanded our offerings with Leadership 101 sessions and co-designed the Health Management Certificate Program with our academic partners at Mohawk College, set to graduate its first cohort of 24 leaders in September 2025. The new JoinStJoes career website had 28,900+ views since it launched, making it easier for both internal and external candidates to explore opportunities and join our team.

In our commitment to Indigenous Reconciliation and inclusion, we proudly welcomed our first Director of Indigenous Health—an important leadership role and a milestone in our reconciliAction journey.

A new data strategy is in development to enhance clinical and administrative decision-making. We also began a back-office transformation project to streamline HR, finance and supply chain systems.

To celebrate our accomplishments and support our Foundation, we broadened our communication strategies, with highlights including coverage of the grand opening of Zachary’s Legacy and the Hub overnight warming centre partnership.

As we close this chapter, we remain rooted in our mission to serve with compassion and innovation. Our next shared strategic plan—shaped by broad engagement across St. Joe’s, St. Joseph’s Villa Dundas and St. Joseph’s Home Care—will launch in fall 2025, continuing our legacy of integrated, mission-based care.