In my over 20 years as an Otolaryngologist-Head and Neck Surgeon at North York General (NYGH) I have witnessed firsthand the evolving landscape of health care. From local communities to remote regions in Northern Canada and across the globe, these experiences have shaped my approach to leadership in this critical moment for our healthcare system.
Since becoming North York General’s President and CEO in December 2023, I frequently hear: “This must be a fascinating time to lead North York General,” or, “With so many big challenges, where do you start?”
This period will be remembered as a defining moment for health care. It is impossible to overstate the significant challenges healthcare providers are facing today. We are in a period of rapid change and must keep pace with very limited resources. It is both the best and one of the most challenging times to be a hospital CEO. Within the multiple challenges lie opportunities for us to facilitate change for the better. Achieving change is not easy and requires a shared passion, shared purpose, and a shared vision.
Our health system in on the brink of a demographic crisis, driven by a rapidly aging population with an increasing life expectancy and a higher prevalence of complex medical conditions. Today, Canada has the largest seniors population in our nation’s history. The fastest-growing group in our catchment area is people over the age of 65. We expect that in 15 years, the number of people who are 65 years and older will double. Estimates indicate that there will be a 200 percent increase in those living with dementia in Canada within the next 20 years. To add fuel to the fire, demographic shifts have contributed to our current undersupply of physicians, nurses, and other health professionals, exacerbated by the COVID-19 pandemic.
Our health system in on the brink of a demographic crisis, driven by a rapidly aging population with an increasing life expectancy and a higher prevalence of complex medical conditions.
North York General is at the coalface of this demographic crisis. The area we serve has the highest concentration of seniors in Toronto and some of the city’s fastest growing and most ethnoculturally diverse neighbourhoods. Today’s seniors have different needs and expectations about how they want to live as they age than generations past.
Despite these incredible challenges, I am optimistic. The confluence of medical and digital technological advances offers unprecedented opportunities to create a stronger, safer and more equitable healthcare system.
One of the most pressing issues we face is ensuring that we can meet the needs of our rapidly growing population of older adults. At North York General, we are reimagining seniors’ care. Our transformation plan includes expanding our facilities, strengthening community partnerships, and innovating how and where we provide care. The result will be a more integrated system where more care is delivered in the community and in people’s homes. Doing so is not an option, but a necessity if we are to meet the needs of future generations.
The cornerstone of our transformation is the development of a new 528-bed long-term care (LTC) home poised to become one of Ontario’s largest and most advanced homes for seniors. The LTC home will redefine a new global standard of excellence in seniors’ care, demonstrated not only in its advanced design, but also in the best-in-class personalized care provided to the residents. The home will form a hub of excellence for seniors-focused care for the broader community.
Our seniors built the Canada we know today. We have a duty to ensure that the system they worked so hard to build will be there for them when they need it most.
This is an incredible time to lead an organization like NYGH. We have a once-in-a-generation opportunity to improve the lives of our older citizens right now and into the future. Doing so will change the trajectory for ourselves, our loved ones, and all those who will follow.
By Dr. Everton Gooden
Dr. Everton Gooden is President and CEO of North York General.
