HN Summary
• The CEO’s first 100 days focused on listening and relationship-building with staff, physicians, patients and community partners to shape RMH’s future together.
• Major priorities ahead include transparent leadership, community-engaged master and strategic planning, and stronger coordination across the full continuum of care in Kawartha Lakes and Haliburton County.
• Key investments are moving forward, including expansion of the Emergency Department with a new Mental Health Emergency Services Unit, alongside efforts to better inform the public about services and opportunities to get involved.
Over the past 100 days, I’ve had the privilege of stepping into the role of President and CEO at Ross Memorial Hospital. It has been a busy, energizing start and I’ve felt fortunate to receive such a warm welcome back to the hospital where I’ve spent so much of my career.
Much of my time has been spent meeting with leaders, frontline teams, physicians, patients, and partners to understand both our strengths and the challenges ahead. These conversations have helped lay some of the groundwork for what the future of Ross Memorial Hospital (RMH) holds by the people who know this hospital best.
My arrival also coincided with Dr. Michel Boivin joining RMH as our new Medical Chief of Staff. His leadership, clinical insight, and commitment to patient-centred care have already made a meaningful impact. Together, we are focused on strengthening the hospital’s medical leadership and preparing for the next stage of RMH’s growth.
One message I want to ingrain is that Ross Memorial Hospital belongs to our community. We are here because of—and for—the people of Kawartha Lakes. I am committed to transparency being a hallmark of how we operate. Open communication, shared information, and community involvement are fundamental to building, maintaining, and adapting to meet the needs of our region.
In 2026, RMH will undertake two major planning processes: Master Planning and Strategic Planning. While these processes inform each other, they serve different purposes:
• Master Planning focuses on the physical infrastructure and long-term space needs of the hospital. It asks: What buildings, facilities, and clinical programs will we need over the next 10–20 years to serve our community?
• Strategic Planning focuses on organizational goals, priorities, and services. It asks: What should RMH focus on to meet the needs of patients, staff and physicians, and strengthen health outcomes over the next 3-5 years?
Both processes require strong community involvement. Your experiences, ideas, and expectations will help shape the future of healthcare in Kawartha Lakes. This spring, RMH will hold a series of community forums across Kawartha Lakes to share information and gather input from residents that will guide our planning work. These sessions will be advertised well in advance, and I strongly encourage you to attend. Your voice matters, and we want to hear from you.
Healthcare does not begin or end at the hospital doors. A holistic approach to the continuum of care—across primary care, community agencies, long-term care, mental health services, and emergency response partners—is essential. Over the coming months and years, we will work intentionally with partners across Kawartha Lakes and Haliburton County to improve coordination, reduce gaps, and support patients throughout their care journey.
One major project RMH is excited to see moving forward is the expansion and renovation of our community’s Emergency Department. This includes the creation of a state-of-the-art Mental Health Emergency Services Unit that will improve patient safety and timely, specialized care for individuals experiencing mental health crises.
The expansion will also include a new trauma room with enhanced infection control measures and additional space to support emergency teams caring for patients requiring urgent, lifesaving treatment. This project represents a significant investment in the future of emergency care in our community, and we will provide regular updates as the work progresses with an eye towards shovels in the ground by early 2028.
In addition to timely updates on the Emergency Department expansion, another focus is increasing public awareness and education about the broad range of clinical services available at RMH. We want residents to know what care is offered locally—and how to access it. We welcome your questions about our programs and services, as well as suggestions for areas where more information could be provided. There are also volunteer opportunities available, including Patient Experience Partner openings on hospital committees. Please reach out with any comments or interest in getting more involved to quality@rmh.org or publicrelations@rmh.org.
Thank you to our patients, families, staff, physicians, volunteers, and community partners for making these first 100 days so meaningful. I look forward to working together as we build a stronger and more connected healthcare future for our City of Kawartha Lakes.
By Veronica Nelson
Veronica Nelson is President and CEO, Ross Memorial Hospital.