At the federal level, the OHA worked with members to define clear election priorities and strengthen relationships with the Government of Canada. After the election, the OHA submitted recommendations to the Parliamentary Standing Committee on Finance and the Department of Finance, urging accelerated health research commercialization and stronger efforts to attract global talent.
The OHA also addressed the impact of U.S. trade tariffs on hospitals, submitting a detailed brief that helped secure a six-month relief period on essential U.S.-imported medical goods — reinforcing the OHA’s commitment to protecting hospital operations and advancing Canada’s health innovation leadership.
Ethical Artificial Intelligence and Innovation
As AI rapidly reshapes health care, the OHA launched the Ontario Hospital Executive Program in Artificial Intelligence: Building a Blueprint to Harness AI in Health Care with the University of Waterloo to help hospital leaders understand how to strategically leverage AI to improve outcomes, efficiency, and system performance.
The OHA is harnessing expertise across the sector, prioritizing high-impact initiatives, and accelerating the spread of proven innovations. Its goal is to build a collaborative ecosystem that lifts all hospitals across Ontario.
Long-Term Health Policy
The OHA launched its Health Policy and Applied Research Lab (Lab) to connect evidence-based research with long-term health policy. Through expert engagement, the Lab will produce practical tools for members and create new opportunities for collaboration and knowledge exchange, supporting a more resilient, high-performing health system.
Hospital-Based Research
The OHA established a Mental Health and Addictions (MHA) Committee to guide advocacy for hospitals delivering MHA services. The OHA also contributed to health professional education policy and worked with government and system partners to address physician-hospital issues.
Through its Research and Innovation Committee, the OHA advanced equitable research capacity by launching a pilot Hospital-Based Community of Practice with 17 academic and community hospitals. Ongoing evaluation will inform a scalable, province-wide platform. The OHA also submitted federal pre-budget recommendations to strengthen Canada’s health research leadership and support national innovation competitiveness.
Rehab-CCC — Essential Partners
The OHA strengthened advocacy for Rehabilitation and Complex Continuing Care (Rehab-CCC) hospitals by establishing clear key messages that position the sector as a critical partner across the continuum of care. The OHA highlighted Rehab-CCC’s specialized role in restoring independence, reducing re-admissions, and improving system flow to underscore the sector’s untapped potential and support both immediate acute-care pressures and long-term system readiness.
Data and Analytics Tools to Support Informed Decision-Making The OHA made significant advancements to enhance its data and analytics tools, supporting hospitals in their decision-making, planning, and equity efforts. Ontario Healthcare Reporting Standards (OHRS) training will be offered to members in the new year providing more accessible and flexible learning options that build confidence in using funding and performance data. |
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Patient Experience and Quality Improvement
This year marked significant progress in improving patient experience across the province. The OHA launched a beta version of its patient experience peer-benchmarking dashboard, giving hospitals meaningful comparisons to guide local improvement.
In partnership with the Critical Care Services Ontario (CCSO), the OHA modernized care experience measurements with shorter surveys and standardized processes. Responding to sector needs in mental health and addictions, the OHA worked with the Centre for Addiction and Mental Health (CAMH) to refresh quality improvement tools and introduced the Ontario Adult Outpatient Care Short-Form (OAOC-SF) survey — enabling the first province-wide benchmarking of outpatient virtual care.
Participation in the OHA’s measurement program reached a new high, with over 75% of hospitals engaged, including Mental Health and Addictions specialty hospitals for the first time.
Integrated Health Data to Connect the System
The Integrated Decision Support (IDS) program advanced its platform modernization to better support Ontario’s health system. Hospital participation grew to more than 80% of provincial cases, and data integration expanded to include primary care teams, community health centres, pandemic services, and long-term care homes. IDS also partnered with EMHWare to pilot data sharing with community support services and Canadian Mental Health Association organizations.
To align with evolving reporting requirements, IDS began planning for future support of CIHI’s transition to real-time Integrated interRAI Reporting System submissions across complex care and long-term care. Throughout the year, IDS continued its agile delivery of new features, dashboards, and reports to meet subscriber needs and priorities from the Ministry of Health, OH, and CAMH.
Hospitals as Community Anchors
Good Governance
Health care remains one of the fundamental underpinnings of Canadian society, and Ontario’s independent governance model is a great strength to the province. The OHA continues to shape advocacy strategies to ensure governance remains central to hospital leadership.
Leading Change in Communities
Across Ontario, hospitals are increasingly embracing their roles as anchor institutions — large, local organizations uniquely positioned to influence social determinants of health. From food banks and culturally safe healing spaces to health literacy programs and career support for underserved populations, hospitals are demonstrating the power of intentional, community-driven partnerships.
- Guide to Good Governance, Fourth Edition and Guide to Hospital Statutory Compliance, was released to provide practical tools and checklists for hospitals to manage risk and meet regulatory obligations.
Continued dialogue and formal feedback with the Ministry of Health and the Privacy Commissioner on critical issues from AI use in health care to community-based endoscopy services,
Tailored resources, including board materials and legal insights, to help hospital leaders fulfill fiduciary duties amid evolving system reforms.
Hospitals as anchor institutions, promoted through evidence-based strategies to help organizations strengthen their role in addressing social determinants of health through local partnerships.
The OHA’s Health Policy and Applied Research Lab published Hospitals as Community Anchors: Adopting an “Anchor Mission’, highlighting how hospitals can use their influence to improve health and reduce system strain. The OHA supports hospitals in addressing upstream social determinants through collaboration and engagement.
At this year’s Health Care Leadership Summit, leaders emphasized the role of anchor institutions and the need for evidence-based innovation to advance high-quality, equitable care. The OHA continues to provide actionable insights, recommendations, and practical resources to help hospitals adopt and scale proven innovations.
Indigenous Health and Cultural Safety
The OHA advanced its role as a trusted ally in Indigenous health. Guided by Indigenous leaders, the OHA engaged hospitals and established a leadership committee to shape strategic priorities, building on work from the Health Care Leadership Summit. At the Summit, executive leaders explored responses to the Truth and Reconciliation Commission’s Calls to Action and, alongside Dr. Allison Crawford and Dr. Rennie Linklater, discussed culturally affirming hospital experiences for Indigenous patients, families, and providers.
Strategic advocacy and partnership furthered this work. The OHA formalized a collaboration with the Indigenous Health Action Network (IHAN), of the Toronto Academic Health Sciences Network (TAHSN) to support rights-based approaches and patient experience measurement. It also mobilized sector support with Indigenous leaders to urge the federal government to honour funding for the new Weeneebayko Area Health Authority (WAHA) hospital.
The OHA released a statement on the WAHA Redevelopment Project and there has been additional media coverage (such as The Globe and Mail) highlighting the OHA’s involvement to ensure funding commitments are upheld.
Finally, OHA staff strengthened their understanding of systemic inequities and cultural safety through San’yas Indigenous Cultural Safety and Allyship training and a program of experiential learning.
Looking Ahead
The OHA remains steadfast in its commitment to action and progress. Building on the strong foundation laid this year across governance, innovation, health policy, and community partnership, our focus will be on advancing long-term system planning, strengthening hospital capacity, and accelerating the spread of proven innovations that improve care quality and patient experience.
We will continue to deepen partnerships and expand efforts to advance equity and Indigenous health and enhance our data and analytics capabilities to empower evidence-based decision-making. Guided by collaboration and a shared vision for an adaptable health system, the OHA will continue to support hospitals in navigating today’s challenges to shape a better and stronger health care system for all Ontarians.