Nipigon District Memorial Hospital is a 37 bed facility providing health care and wellness promotion services to the residents of the Nipigon catchment area.  The Hospital provides services through in-patient and out-patient programs originating from its central site in the town of Nipigon.  The Hospital site has 15 acute care beds, 15 long term care beds, and seven chronic care beds – one of which is a short-stay respite bed.

The Hospital provides inpatient acute care, long term and chronic care services, 24 hour emergency services cardiac care including telemetry, rehab, palliative care, diagnostic services (laboratory, radiography, ultrasound, and pulmonary function testing).  Specialist clinics and services – both on-site and via the Ontario Telemedicine Network.

Since 1973, the Hospital has administered the budget for the Beardmore Health Centre located some 57 kilometres north of Nipigon.  This original healthcare facility opened in 1943 as a Hospital and later in November of 1974 became the Beardmore Regional Health Centre.  This new facility opened in June 2012.  The addition of the Ontario Telemedicine Network service at the Health Centre has further closed the gap to specialized services for the people of Beardmore. 

Opportunities to expand health care services beyond the traditional Hospital role are facilitated through integrative and collaborative partnerships with local and regional health care providers, stakeholders, the communities and the public.  Primary care, health promotion, chronic disease management, and specialty care services can be provided through innovative service delivery methods developed through partnerships .The Nipigon District Memorial Hospital works closely with the Family Health Team.  We share a common Board.  The Physicians at the Jackson Hughes Medical Clinic are key partners however they are not employees of the hospital. They provide service in the Emergency Department, Urgent Care, Beardmore Clinic and the Jackson Hughes Medical Clinic.
•       Vision: Partnering for a Healthier Tomorrow

•       Mission: The Hospital delivers excellence in rural health care with our partners for all residents in our communities

•       Values: Patient and Resident Centered, Integrity, Respect, Responsible
Environmental Scan

Current Status


The vast majority of our patients return home without services.  The top 3 reasons for admission are  mental and behavioral disorders, disease of the respiratory system and diseases of the circulatory system. Our length of stay is longer than the expected length of stay from our comparator hospitals.  This means our patients stay in hospital longer than other hospitals.

Very few really sick or CTAS 1 (Resuscitation )patients  and a small number  of CTAS 2 (emergent/potentially life threatening) patients visit our Emergency Department. The majority of the visits are CTAS 3,4 and 5( Urgent to non urgent).  This means that most of the patients we see are not in need of life saving measures imminently.

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More than 50% of our patients are Nipigon residents and the other half are comprised of Red Rock, other NWLHIN, Dorion, Indigenous communities and Greenstone. The number of Emergency Department visits range between 3015 – 3889 per year. There are slightly less visits on the weekends. The majority of the visits occur between 8a.m.-4p.m.

We made a shift in 2017. We had historically had just as many alternate level of care patients as we had acute patients. In 2017 we saw that number drop dramatically. The number of acute care inpatient days were less as well 2,569 vs 3,226-4,061 in the preceding years.

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Where do we want to go?

What is the difference between a strategic plan and an operational workplan?

·       A strategic plan is built off a long-term vision for your company’s future. It typically looks out three to five years, involves your key goals, and is broad-reaching across your organization.

·       An operational work plan tends to be an annual plan for a division or department. It is built with a budget in mind and lists the key activities you commit to executing in a particular year.

The advancement of a strategic plan in today’s environment does depend to a degree on the political landscape.  It is clear that there is a move to collaboration and integration.  We want to think strategically about where we see the Nipigon District Memorial Hospital in 5-10 years.  What steps do we have to take to secure our path moving forward in a direction that serves our population?

Please answer the following questions with that thought in mind.  Do not limit your thinking to today or the past but to think about what is the best for our community and the population we serve.

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* 1. What is your relationship with NDMH?

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* 2. Do our Mission, Vision and Values accurately reflect our organization?

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* 3. Should our Mission, Vision and Values be reviewed?

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* 4. Do you feel NDMH provides the right mix of services?

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* 5. NDMH would like to make sure the services offered in our community meet the needs of our area.  Please rank the following in order of what you feel is most important to the people of our area with 1 being the most important and 8 being the least important.

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* 6. Is there any service that you can think of that has not been listed above that would benefit the area?

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* 7. Should we continue to run an emergency department at NDMH?

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* 8. Would an alignment with other hospitals improve or hinder our organization?

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* 9. Are there partners or potential mergers that you think NDMH should be exploring?

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* 10. In 5 years if you had a crystal ball, what would you like NDMH to look like?  Who would we serve?  What would be different from today?

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* 11. What could we change that you would be most proud of 5 years from now?

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