Coming May 2025

For the full report, download our third quarter Balanced Scorecard for 2024-25. (PDF)

Quarter Overview

This quarter marked a period of transition for Yukon Hospitals with the appointment of a new CEO. Our focus remained on our people and teams, the people we care for and our communities, resiliency, sustainability and integration; and continued advancement of Truth & Reconciliation, Decolonization and Indigenization.

Supporting Our Teams

Throughout the quarter, challenges related to high occupancy and increasing patient complexity remained at the forefront. Physician shortages in both inpatient care and the Emergency Department presented challenges, highlighting the need for sustainable staffing solutions and increased focus on physician recruitment efforts. To support, the teams also worked to improve admission processes and introduce supports in order to reduce non-clinical workload for physicians. These steps are part of broader strategies to stabilize staffing and continuously improve patient care.

The hospitals continue to focus on advancing several initiatives related to health human resources and working with system/community partners through the territorial strategy. This includes continued recruitment efforts, improved learning and orientation processes, increased support for the onboarding of internationally educated nurses, and expanded mentorship opportunities to name only a few.

Important milestones were achieved in workforce development. Our team that leads our Indigenous Workforce Strategy continued outreach efforts, offering recruitment support, promoting employment opportunities and supporting internships. They were able to support a number of employment inquiries from Indigenous candidates into employment opportunities within the hospital system.

The Licensed Practical Nurse (LPN) to Registered Nurse (RN) bridging program saw its first cohort of five LPNs advance in their studies, with a second cohort of seven participants accepted into the program. Additionally, there was success in our efforts to reduce reliance on temporary (agency) nurses. Despite these successes, continued pressures (whether occupancy or acuity) throughout the hospitals mean that our teams are providing great care under often challenging circumstances.

Caring for Our Patients

Delivering safe, high-quality care remains a top priority. In this quarter, we saw continued 149 cataract surgeries performed, as we worked toward our annual target of 600. Additionally, 36 joint procedures were completed, ensuring patients received access to orthopedic care.

In our medical imaging services, urgent diagnostic scans were consistently delivered on time, and walk-in X-ray wait times improved to just 19 minutes—the best performance so far this year. This ensures continued accessibility for outpatient diagnostic services.
While some indicators showed progress, others reinforced ongoing challenges. The emergency department continued to experience high demand with wait times increasing for many patients. Inpatient admissions also remained delayed due to capacity constraints, with an average length of stay in the emergency department of 9.7 hours before transfer to an inpatient bed.

Building for the Future

This quarter also saw important steps toward long-term system transformation. The Government of Yukon announced plans to establish an interim board for the new health authority by summer 2025, reinforcing the need for continued collaboration and clear communication during this transition.

Financial and operational planning also remained a priority, with efforts focused on aligning budget development processes with government timelines to strengthen communication and collaboration. Infrastructure planning moved forward, including critical equipment replacements and the continued development of the Mental Wellness Unit, which is on track for completion in Summer 2025.

Looking Ahead

Q3 was a time of transition and planning for the year(s) ahead. While pressures such as staffing, volumes, acuity, complexity and resources are managed on a daily basis, this quarter reinforced the importance of planning for the future and working towards these goals. As Yukon Hospitals moves into the next quarter, the focus remains on stabilizing services and ensuring continuity of care, supporting our teams, and advancing initiatives that strengthen health services.
 

For the full report, download our second quarter Balanced Scorecard for 2024-25. (PDF)

Quarter Overview

Advancing Reconciliation and Inclusion

Our commitment to truth and reconciliation, decolonization and Indigenization remains central to our work. In Watson Lake, anti-racism initiatives have created opportunities for cultural connection through workshops and engagement with First Nations communities. We successfully filled all available youth intern positions, contributing to a workforce that increasingly reflects the diversity of our territory. Ongoing efforts to enhance cultural safety in our hospitals include refining practices like smudging and exploring ways to integrate traditional medicines.

These steps are part of a broader goal to create environments where everyone feels safe, welcomed and supported in their healthcare experience.

Supporting Our Teams

We recognize that our teams are both the strength of our system and the driving force for its improvement. By investing in the growth, well-being and development of our teams, we foster an environment where staff can flourish and feel valued. 

This quarter, we saw improvements in several areas, including lower workplace injury rates and a reduction in vacant positions. These gains reflect the continued work of recruitment and retention. At the same time, higher-than-expected sick time and overtime remind us of the importance of maintaining a healthy and balanced work environment. Supporting our staff remains a key priority.

Caring for Our Patients

We recognize the importance of creating a healthcare environment where individuals and their families are not only recipients of care but are partners in their care journey. By listening, respecting and responding to their needs, we strive to create a system that feels personalized, inclusive and empathetic. This quarter, we ensured that 100% of patients left the hospital with an accurate and updated list of their medications. Patient falls have decreased, reflecting ongoing efforts to enhance safety in our facilities.

Hand hygiene compliance is an area where we know we can improve. The rate is measured by our Quality Improvement & Risk Management team from audited observations during the standard four moments of hand hygiene. With our current rate below the target of 75%, we are committed to strengthening proper handwashing practices.

In the emergency department, high demand continues to pressurize our resources. We have taken steps to improve patient flow, including opening additional inpatient beds in Thomson Centre, thanks to funding from the Government of Yukon.

Planning for the Future

Meeting today's needs while planning for the future is a delicate balance.  This quarter, high occupancy and acuity at Whitehorse General Hospital underscored the ongoing pressures of the health system. We continue to explore ways to manage resources effectively and responsibly.

Meanwhile, our sustainability initiatives are moving forward. Projects such as the Mental Wellness Unit, critical equipment replacements, and infrastructure planning, highlight the steps we are taking to ensure a strong foundation for the future of healthcare in the Yukon.

For the full report, download our first quarter Balanced Scorecard for 2024-25. (PDF)

Quarter Overview

In the first quarter of this fiscal year, we saw record-high occupancy rates at Whitehorse General Hospital, frequently over 100%, and reaching as high as 140% on some days. This unprecedented demand pushed us to provide care in non-traditional spaces, such as hallways and administrative offices. Working collaboratively with our system partners, we swiftly opened 10 additional beds in the Thomson Centre for hospital care, alleviating some pressure and improving patient flow. This teamwork reflects our shared commitment to meeting the healthcare needs of our community, even under significant pressure.

Strengthening Our Teams

During the first quarter, we made progress in strengthening our workforce. We welcomed 10 internationally educated nurses (IENs), established a partnership with the Department of National Defence to enhance staffing support, and began developing a bridging program for licensed practical nurses (LPNs) to advance into registered nursing (RN) roles.

In May, we celebrated the dedication of our staff through the annual Long Service Awards, held in person for the first time since the pandemic. New Awards of Excellence highlighted exceptional contributions to reconciliation, change, teamwork, and excellence, fostering a sense of pride and connection across our workforce.

Advancing Reconciliation and Inclusion

Key steps were taken to advance reconciliation, including hiring two Indigenous Engagement Advisors to lead our efforts in workforce diversity and cultural safety. Their work focuses on increasing the representation of Yukon First Nations across all areas of our hospitals, enhancing retention of Indigenous team members, and supporting professional development opportunities tailored to Indigenous employees.

The Watson Lake anti-racism initiative continued with monthly meetings, workshops, and community events, creating opportunities for cultural connection and feedback. 

Caring for Our Patients

Creating a healthcare environment that feels safe, responsive, and inclusive for patients and their families is important to us. While we achieved strong results in some areas, like maintaining walk-in X-ray wait times at an efficient 20 minutes (well within the target of less than 30 minutes), other areas highlighted the ongoing challenges of managing high demand. In our emergency department, wait times for urgent cases (CTAS 2) averaged 41 minutes, exceeding our target of 15 minutes. These results reflect the significant pressures of high occupancy and the strain on resources.

Looking Forward

The first quarter of 2024-2025 highlighted the strength of our teams and our ability to adapt under pressure. While challenges remain, the progress we’ve made sets the stage for a year focused on collaboration, resilience, and continuous improvement.