Executive Brief

President & CEO
Orillia Soldiers' Memorial Hospital Foundation

April 2026

Orillia Soldiers' Memorial Hospital

Located in the heart of Ontario’s lake country, Orillia Soldiers’ Memorial Hospital (OSMH) provides health services to the people of Orillia and the surrounding area as its primary community hospital. It also provides regional specialized services to people throughout the North Simcoe Muskoka Local Health Integration Network (NSM LHIN) and beyond.

As the second largest hospital in Simcoe Muskoka, OSMH's team of over 1,600 employees, 240 credentialed staff and 350 volunteers provide exceptional, high-quality care closer to home. Medical, surgical and critical care, seniors' healthcare services, adult mental health, and paediatric and perinatal care are among the Hospital's recognized areas of expertise. They also specialize in orthopaedic surgery and kidney care.

Vision:

Building a healthier, more integrated future, for all

Mission:

Provide high-quality compassionate care for the communities we serve

Shared Purpose

We are committed to improving health and wellness. Together we will achieve our goals through system co-design in a culturally safe and meaningful way.

All my Relations. Toutes Mes Relations. Mitakuye-Oyasin.

Values

TEAMWORK. We collaborate across disciplines to deliver compassionate, coordinated care that puts communities first.

TRUST. We build confidence through transparency, reliability, and a shared commitment to patient well-being.

ACCOUNTABILITY. We take accountability of our actions and outcomes, striving for excellence in service and stewardship.

INTEGRITY. We uphold the highest standards of ethics and honesty in every decision and interaction.

HUMILITY. We listen, learn, and serve with gratitude, recognizing that every voice and experience matters.

Strategic Plan 2026-2031

OSMH’s 2026–2031 Strategic Plan outlines a five‑year roadmap centered on strengthening partnerships and expanding integrated care. Guided by a shared purpose of improving health and wellness through culturally safe, collaborative system design, the plan reflects nearly a year of consultation with more than 900 stakeholders across the community and health system.

Grounded in the organization’s core values, the plan is built on three foundational commitments - fostering a culture of community, inclusion, and belonging; driving continuous quality improvement; and ensuring strong financial health. These commitments are advanced through four strategic pillars focused on empowering the team, deepening system partnerships, expanding integrated care with patients, and modernizing infrastructure and digital innovation.

Overall, the Strategic Plan serves as both a guide and a promise to leverage collective strengths, embrace innovation, and ensure equitable, high‑quality care for all.

To learn more, click here.

Board of Directors

Hospital Boards serve in a governance role and have a fiduciary responsibility only to the Corporation when fulfilling their primary duties and not to any other agency, group or individual. The Board focuses on policy formation, decision making and oversight, while Management guides hospital operations in a manner consistent with policies set by the Board.

For more information about the Board of Directors, click here.

Quality Improvement Plan

The Quality Improvement Plan (QIP) is one of the tools that is used to track OSMH's performance in areas of patient safety and satisfaction. With this plan, they are able to clearly see targeted areas for improvement and chart their progress.

Each year, as part of the Excellent Care for All Act (ECFAA) the organization publicly posts their Quality Improvement Plan to support their strategic goal of being a hospital known for patient and staff safety, and to meet community expectations regarding transparency and accountability.

OSMH’s 2025-26 Quality Improvement Plan

Narrative: A brief overview of the strategic goals and areas of focus for the Quality Improvement Plan.
Work Plan: A detailed worksheet that describes improvement plans, initiatives and targets.
Collaboration Report: A report detailing collaborations with external partners.
Progress Report: A report providing details on OSMH's performance and lessons learned on each of their indicators from both last year and this year.

Click here for more information.

2024-2025 Annual Report

New Hospital

Orillia Soldiers’ Memorial Hospital is advancing a landmark initiative: the development of a new, purpose‑built hospital on a greenfield site. The scale of this project, estimated at approximately one billion dollars, is unprecedented for the Orillia region. Equally significant, however, is the exceptional rarity of such an undertaking within the broader provincial context.

In Ontario, the construction of a completely new hospital on an entirely new site is an uncommon event. The most recent example of a fully completed and operational greenfield hospital is Humber River Hospital in Toronto, which opened in October 2015. In the decade since, provincial capital investments have been directed primarily toward redevelopments, expansions, and replacements on existing hospital footprints. Indeed, the majority of hospital capital funding since 2010 has supported modernization of aging infrastructure rather than the creation of entirely new facilities.

Only in the past few years has Ontario initiated a limited number of new greenfield hospital projects, such as the South Niagara hospital currently under construction. Orillia’s inclusion among this select group underscores both the strategic importance of the project and the province’s recognition of the region’s long‑term health‑care needs.

This context highlights the exceptional nature of the fundraising opportunity before the community. The chance to contribute to the creation of a new hospital, one that will serve patients for generations, is exceedingly rare. Many communities will never experience a greenfield hospital build in their lifetimes. For Orillia, this project represents a once‑in‑a‑generation moment to shape the future of health care delivery, not through incremental improvement, but through the establishment of a modern, purpose‑designed facility built from the ground up.