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2025–26

Annual Community Report

Annual report visual collage

Message from our Board Chairs and CEOs

In 2025–26, Trillium Health Partners made meaningful progress toward our vision of a new kind of health care for a healthier community - one that delivers high-quality care, improves access, and better meets the needs of a rapidly growing and diverse population.

This work is grounded in a simple but ambitious goal: delivering care that is safer, more connected, and centred on the people we serve.

Across our hospitals and in the community, we continued to strengthen the quality and experience of care. Our teams are advancing new ways of working - including the use of digital tools and AI to improve operations - that improve patient flow, reduce delays, and ensure people receive the right care at the right time, while maintaining a strong focus on safety, outcomes, and continuous improvement.

A key enabler of this progress is the Trillium Operations Centre, which brings together care teams, real-time data, and AI-enabled insights to support faster, more coordinated decision-making. This is helping us anticipate pressures earlier, respond more effectively, and deliver more reliable, high-quality care.

We are also redesigning how care is organized to better serve patients and families. The consolidation of inpatient women’s and children’s services at the Credit Valley Hospital has created a more coordinated model of specialized care and is an important step toward the future Shah Family Hospital for Women and Children. The addition of new patient beds has strengthened our ability to care for more patients, particularly during periods of high demand.

Beyond our hospital walls, we are building more connected, integrated models of care. Our Integrated Palliative Care Program, delivered in partnership with Mississauga Health and Dorothy Ley Hospice, is one example. By bringing together hospital, home, hospice, and primary care, patients and families are supported by one coordinated team. More than 90% of patients in the program received end-of-life care in their place of choice - a powerful reflection of high-quality, person-centred care.

Our commitment to quality extends to research, innovation, and education. Trillium Health Partners was again recognized as one of Canada’s Top 40 Research Hospitals and among Newsweek’s World’s Best Hospitals. Through the Institute for Better Health and strong academic partnerships, research is embedded directly into care - improving outcomes today and shaping the future of health care.

At the same time, we are building for the future at an unprecedented scale. Major progress continues on The Peter Gilgan Mississauga Hospital and Shah Family Hospital for Women and Children, alongside the structural completion of The Gilgan Family Queensway Health Centre. These investments will expand capacity, modernize care environments, and support the delivery of high-quality care for generations to come.

None of this work is possible without people.

We are deeply grateful to Team THP for their compassion, expertise, and unwavering commitment to excellence. We thank our patients and families, whose trust and partnership shape how we improve. We are also grateful to our government and community partners, and to the many donors whose generosity is helping to build the future of care.

This year marked a record-breaking year of philanthropy - a powerful reflection of our community’s belief in the importance of ensuring better health care for all. Through this extraordinary generosity, we are able to accelerate innovation, expand capacity, and continue transforming care across the West GTA and beyond. As we look ahead, we are preparing to launch a historic fundraising campaign to unlock even greater potential for a healthier community - one where everyone can access the care they need, when they need it most.

Together, we are delivering high-quality care today while building a more connected, responsive system for the future.

Better Care. Better Health. Better Together.

Leader portrait

Joan Mohammed

Board Chair,
Trillium Health Partners

Leader portrait

Karli Farrow

President and CEO,
Trillium Health Partners

Leader portrait

Paul Sabourin

Board Chair,
Trillium Health Partners Foundation

Leader portrait

Caroline Riseboro

President and CEO,
Trillium Health Partners Foundation

A Conversation with Terri Irwin and Dr. Sam Sabbah

Leader portrait

Terri Irwin

Executive Vice President, Patient Care Services and Chief Nursing Executive

Leader portrait

Dr. Sam Sabbah

Chief of Staff

This past year marked an important step forward as Trillium Health Partners took bold action to transform how care is delivered for our growing community. Guided by our Plan to 2030, we are creating a new kind of health care - defined not by illness, but by the health and well-being of people and communities.

From expanding the number of beds available so more patients can receive care when they need it to harnessing AI and new partnerships, this work is helping us build a more connected system of care that supports people to stay healthier and access the right care sooner.

Terri Irwin, Executive Vice President, Patient Care Services and Chief Nursing Executive, and Dr. Sam Sabbah, Chief of Staff, reflect on the progress made over the past year and what it means for the future of care at Trillium Health Partners.

I am proud of how we are pairing innovation with strong clinical care and partnerships to better support our community. Over the past year, we opened 50 new patient beds, helping us care for more people and enter the respiratory season in a stronger position. We also brought all inpatient women’s and children’s services together at the Credit Valley Hospital, creating a coordinated hub of specialized care for families and helping prepare for the future Shah Family Hospital for Women and Children.

Beyond our hospital walls, programs such as THP@home and the Integrated Palliative Care Program are helping more people receive care in the setting that best meets their needs. For patients receiving palliative care, this includes supporting them to spend their final days in their place of choice. That reflects something important to us at Trillium Health Partners: we feel accountable not only for the care people receive in hospital, but for the health of the community as a whole.

Terri Irwin Executive Vice President, Patient Care Services and Chief Nursing Executive

What stands out to me most is how we are using innovation to improve care for patients. At Trillium Health Partners, we see AI as foundational infrastructure, not stand-alone technology projects. It is helping us improve quality, access, and coordination across hospital, community, and home-based care.

Rather than defining hospitals by beds and buildings alone, we envision hospitals as specialized hubs with digitally connected services across the community - from home care and virtual care to long-term care, community services, and primary care.

This vision comes to life through initiatives like the Trillium Operations Centre, which brings together care teams, real-time data, and AI-enabled insights to help us identify pressure earlier, respond faster, and better coordinate care. We are also using AI in clinical care, including in diagnostic imaging, where a tool that helps detect intracranial hemorrhage on CT scans was deployed for the first time in Canada and is helping clinicians review urgent cases faster.

Dr. Sam SabbahChief of Staff

Delivering high-quality care starts with investing in our people. We are supporting nurses and other health professionals at every stage of their careers through mentorship, education, and early-career development. One example is WeMentor+, a digital mentorship platform that helps connect colleagues for guidance, learning, and support. It has now grown to more than 650 active users and expanded beyond nursing to support other disciplines as well.

We are also supporting internationally educated health professionals through the IEHP Bridging Program, which brings together mentorship, job shadowing, and practical learning to help participants understand how care is delivered in Ontario and prepare for professional exams and career opportunities.

By investing in our people, we are building momentum toward our vision of a new kind of health care for a healthier community.

Terri Irwin Executive Vice President, Patient Care Services and Chief Nursing Executive

We are also investing in our teams by giving them better tools, technology, and environments to support care. That includes using AI in practical ways to support clinical decision-making and help teams act earlier and with more confidence. We are beginning to use tools like Copilot to support everyday work, helping teams find information and complete tasks more quickly.

We are also preparing teams for new care environments through simulation and training, so they feel ready to deliver care in those spaces before they open. Together, these efforts are helping us deliver safer, faster, and more connected care, while supporting Team THP in their day-to-day work.

Dr. Sam SabbahChief of Staff

The voices of Team THP are essential to shaping better care. Through leadership rounding, feedback, and ongoing engagement, we are hearing clearly about the need to strengthen safety, recognition, and trust. We are also building more inclusive ways for people to shape decisions.

One example is the THP Circle on Equity, Antiracism and Inclusion, an advisory group to the President and CEO and Chief of Staff, which helps bring forward team members’ perspectives and lived experience. That input helps us identify barriers, strengthen belonging, and make decisions that better reflect the diverse community we serve.

Terri Irwin Executive Vice President, Patient Care Services and Chief Nursing Executive

Patient, family, and team insights are essential to how we improve care. One example is the Emergency Department wait times dashboard, where patient and family partners helped shape how information is presented so it is clearer, easier to navigate, and more useful for people deciding where to seek care.

We are also using new AI-enabled feedback tools to gather richer input from patients, helping us better understand what is driving their experience and where we can improve more quickly. This matters because experience is shaped not only by what care people receive, but by how supported, informed, and respected they feel while receiving it.

Dr. Sam SabbahChief of Staff

Year in Highlights

Over the past year, we continued advancing our Plan to 2030 - working alongside our team, partners, and community to build a new kind of health care defined not by illness, but by the health and well-being of people and communities.

Here are 10 milestones that moved us closer to that vision.

Delivering on Our Plan to 2030

Our work continues to be guided by a bold roadmap focused on prevention, stronger partnerships, and connecting care across hospital, home, and community.

Learn more
Highlight visual one

Integrated Women’s and Children’s Care at Credit Valley Hospital

All inpatient women’s and children’s services are now delivered at the Credit Valley Hospital, creating more coordinated care for families and helping prepare for the future Shah Family Hospital for Women and Children.

Learn more
Highlight visual two

Cardiac Innovation on a Global Stage

Our cardiology team performed its first live-broadcast cardiac procedure, sharing expertise with hundreds of cardiologists worldwide at CanCTO+Complex PCI 2025.

Watch video
Highlight visual three

A Top 40 Research Hospital

For the third consecutive year, we were named one of Canada’s Top 40 Research Hospitals - reflecting the growing impact of research embedded directly into patient care.

Learn more
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Award-Winning Partnership Brings Care to Patients' Homes

Together with Peel Regional Paramedic Services, we received an Ontario Health System Quality and Innovation Award for bringing hospital expertise into patients’ homes.

Learn more
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Expanding Care for Patients with Complex Needs

The McCall Centre for Complex Continuing Care joined Trillium Health Partners, expanding specialized services and supporting the future home of The Gilgan Family Queensway Health Centre.

Learn more
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$87 Million Supporting Patient Care

$87 million raised through the generosity of our community is advancing patient care today while helping build the hospital of the future.

Learn More
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Advanced Cancer Care, Closer to Home

Provincial approval to expand radiation services at the Credit Valley Hospital will enable treatment for more than 7,200 patients annually, bringing faster access to care for our growing community.

Learn more
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Leading in Coordinated Palliative Care for Patients and Families

The Mississauga Health Integrated Palliative Care Program brings together hospital, hospice, home care, and community partners as one team, with 90% of patients receiving end-of-life care in their place of choice in its first year.

Learn more
Highlight visual four

New Trillium Operations Centre

The Trillium Operations Centre brings together care teams, real-time information, and AI-enabled tools to help identify pressure earlier and better coordinate care across the hospital.

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Impact in Action

Highlights from patients, teams, and partners that reflect progress across our system.

Inspire and Invest in a Diverse Team THP

Rethinking Mentorship to Help Nurses Advance Professionally

“Mentorship helped me build confidence and see what was possible in my career.”

— Amy Persaud, Director of the Workforce Management Office and Clinical Resource Team

At Trillium Health Partners, investing in our people is essential to shaping the future of care. Through WeMentor+, a co‑created digital mentorship platform designed with equity and inclusion at its core, team members can access guidance and meaningful connections that support career progression. In early pilot areas, the initiative contributed to a nearly 10% decrease in turnover - reinforcing the role mentorship plays in retention, advancement, and unlocking potential across Team THP.

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Clearer Conversations, Better Care

“We know that patients and families don’t always feel they’re getting timely or clear updates about what to expect next. This work is about creating a more reliable process so that those conversations happen regularly and in a way that patients and families can understand.”

— Dr. Kevin Gitau, General Internal Medicine Physician and Faculty Chair of the QuEST program

Through a project supported by the QuEST program, two teams at the Credit Valley Hospital are improving how discharge plans and next steps are communicated to patients and families. Today, between 70 and 90% of patients on the units now have planned discharge dates and next steps clearly shared through bedside communication tools and conversations with the care team - helping patients feel more informed and prepared for next steps in care.

Learn more

Deliver the Highest Quality Care

Strengthening Diagnostic Imaging with Artificial Intelligence

“AI is helping us identify the most urgent cases earlier - so patients can get the care they need, faster.”

— Dr. Ivan Diamond, Chief and Medical Director, Cator Family Diagnostic Imaging Program

At Trillium Health Partners, AI is strengthening diagnostic imaging by helping radiologists identify urgent findings sooner and prioritize care more effectively. Embedded into how scans are reviewed, AI acts as a second set of eyes, flagging potential concerns such as stroke and lung nodules. In some cases, AI-enabled imaging can reduce MRI times by as much as half - helping patients receive care sooner. Today, multiple tools support faster decision-making, helping teams act quickly and deliver timely, high-quality care.

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World-Class Cardiac Care, Close to Home

“Before, I couldn’t walk fast without pain. Now, it’s completely different.”

— Zidong Xuan, patient

When two of Zidong’s coronary arteries became 100% blocked, he needed advanced care. At Trillium Health Partners, a specialized, minimally invasive procedure offered a new path - without the need for major surgery. Today, the team performs up to 150 complex coronary procedures each year, placing it among the top 10% of centres in Canada and helping more patients access advanced cardiac care, closer to home.

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Partner for a Seamless Health System

Bringing Hospital Care into the Community

“They’re easy to talk to - and if there’s a concern, they take it seriously. You know the care team is there when you need them.”

— Wayne and Marilyn Simon

Through an innovative partnership with Peel Regional Paramedic Services, Trillium Health Partners is bringing timely, personalized care directly into patients’ homes. Community paramedics, supported by real-time virtual physician appointments, are helping frail seniors and people living with dementia or chronic conditions receive care earlier and avoid unnecessary emergency department visits. To date, 95% of patients have been treated at home without requiring an emergency department visit, helping improve access to care while reducing pressure on hospitals.

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Reimagining Palliative Care in Mississauga

“It’s like having the benefits of hospital care, but in the comfort of home. Everything was arranged, and we didn’t have to figure it out on our own.”

— Lesya Gotsko, Family Member

When a loved one is nearing the end of life, families shouldn’t have to navigate care on their own. The Mississauga Health Integrated Palliative Care Program brings together hospital, hospice, home care, and community partners as one team, with one number to call, to support patients and families when they need it most. In its first year, the program supported more than 900 patients, and 90% were able to receive end-of-life care at home or in hospice - where many people prefer to be - rather than in hospital.

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Shape a Healthier Community for All

Preparing the Workforce of the Future

“Education isn’t separate from care - it’s foundational to it. Simulation prepares today’s teams, inspires the next generation of health professionals, and builds the skills and expertise needed to reimagine care as we build Canada’s largest hospital.”

— Dr. Alison Freeland, Executive Vice President, Academic

At Trillium Health Partners, education is embedded into care - preparing teams for the realities of modern health care. In 2025–26, more than 300 simulation sessions engaged over 2,800 future doctors, nurses, and health professionals, strengthening teamwork, confidence, and clinical readiness. From care teams to students, this work is helping build a skilled, connected workforce for the future.

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Designing Sickle Cell Care with Families

“Being part of creating a space where families feel understood, respected and supported - close to home - means everything.”

— Lystra Beausoleil, Parent and Peer Research Assistant

At Trillium Health Partners, a new paediatric sickle cell clinic is bringing specialized care closer to home for families in Mississauga living with sickle cell disease, a serious lifelong blood disorder. Co-designed with people with lived experience, the clinic reflects a commitment to more equitable, inclusive care. Since opening, it has received nearly 50 referrals, with about 80 children expected to be eligible for shared care - helping reduce travel and improve access to care.

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Building the Future of Care

A year of progress in shaping the future of care at Trillium Health Partners

May 2025
A city skyline with tall buildings and a clock tower, viewed from a green park.
The City of Mississauga makes a historic investment in the future of health care.
June 2025
A groundbreaking event scene with several people holding shovels in front of a large sign.
Groundbreaking at the future site of The Peter Gilgan Mississauga Hospital and Shah Family Hospital for Women and Children.
July 2025
A construction site with cranes, heavy equipment, and a city skyline in the background.
Construction begins to help meet the needs of one of the country’s most diverse and rapidly growing communities.
October 2025
An aerial view of a hospital campus with multiple buildings and surrounding greenery.
Women’s and Children’s inpatient services come together at the Credit Valley Hospital, paving the way for the future Shah Family Hospital for Women and Children.
January 2026
A steel building structure under construction with a crane lifting a long beam.
The final beam is raised at the future home of The Gilgan Family Queensway Health Centre, marking the completion of the patient tower structure.
Bringing the
future to life
2,000+

Visitors, including community members, students, media, and government representatives, toured the Trillium HealthWorks Experience Centre, gaining a first look at how care will be delivered in new spaces.

500+

Community members engaged through town halls, open houses, and ongoing collaboration.

Key Progress

The Peter Gilgan Mississauga Hospital and
Shah Family Hospital for Women and Children
  • 3 of 7 cranes operational
  • First concrete pour completed
  • 70% excavation complete
  • 10 site ambassadors supporting patients and families through construction impacts
The Gilgan Family
Queensway Health Centre
  • 670+ Canadian-made windows being installed
  • Construction progressing
  • Reached nearly 40% work toward substantial completion

Looking Ahead

  • All inpatient rehabilitation services will come together at the Trillium Health Partners-University Health Network Reactivation Care Centre, supporting more coordinated care for patients with complex needs.
  • We will continue to share progress and keep our community connected as we build the future of care.

Trillium Health Partners By the Numbers

2025–26 Annual Community Report

1,983,315
Patient visits ⓘ
(🡅 91,721 from last year)
21,431
Virtual visits ⓘ
(🡇 3,725 from last year)
921,212
Outpatient clinic visits ⓘ
(🡅 67,823 from last year)
251,779
Emergency and urgent care visits ⓘ
(🡅 2,930 from last year)
74,273
Surgeries ⓘ
(🡅 4,584 from last year)
810,324
Diagnostic services ⓘ
(🡅 20,968 from last year)
73,264
Inpatient admissions ⓘ
(🡅 1,345 from last year)
1,569
Budgeted beds ⓘ
34
Operating rooms ⓘ
5
CT scanners ⓘ
5
MRI machines ⓘ
8,673
Births ⓘ

19,019
People ⓘ
12,199
Staff ⓘ (total)
1,515
Medical and professional staff ⓘ
3,309
Learners ⓘ
1,996
Volunteers ⓘ
148,311
Volunteer hours contributed ⓘ
1,776
Staff hired ⓘ
765
Nurses hired ⓘ
129
Physicians hired ⓘ
285
Health professionals hired ⓘ
(e.g. physiotherapists, pharmacists)
265
Service staff hired ⓘ
1,909
Nursing students ⓘ
644
Health professionals ⓘ
964
University of Toronto faculty-appointed professional staff ⓘ
57
Toronto Metropolitan University faculty-appointed professional staff ⓘ
756
Medical learners ⓘ
  • 287 Undergraduate students ⓘ
  • 469 Postgraduate students: ⓘ
    • 403 Residents ⓘ
    • 66 Clinical fellows ⓘ
104
Researchers ⓘ
264
Ongoing research projects ⓘ
239
Research publications and media ⓘ
$87 million
raised for Trillium Health Partners
127,643
donations from generous community members and supporters

Patient Care Services Highlights

Cancer Care

1st in number of cancer surgeries performed in Ontario - 6,750 surgeries (FY 25‑26)

1st in number of breast cancer surgeries performed in Ontario - 885 surgeries (FY 25‑26)

5th in number of radiation treated cases in Ontario - 4,511 cases (FY 24‑25)

Cardiac Care

Highest number of coronary angiograms performed in Ontario - 6,774 coronary angiograms (FY 25‑26)

Highest overall volume of cardiac diagnostic procedures performed in Ontario - 8,555 procedures (FY 25‑26)

Highest number of isolated coronary artery bypass graft (CABG) procedures performed in Ontario - 1,329 procedures (FY 25‑26)

2nd highest number of open-heart cardiac surgeries performed in Ontario - 1,575 surgeries (FY 25‑26)

Women’s and Children’s Care

1st in number of births in Ontario - 8,673 births (FY 25‑26)

1st in number Neonatal Intensive Care Unit (NICU) beds in Ontario - 48 NICU beds (FY 25‑26)

Emergency Care

Highest number of Emergency Department visits in Ontario - 227,235 visits (FY 24‑25) (excluding Urgent Care Centres)

Neurosurgical Care

1st in number of spine surgeries performed in Ontario 15% (FY 25‑26)

1 of 2 neurosurgical centres in Canada that brings patients requiring an emergency EVT procedures directly from the ambulance to the operating room (FY 24‑25)

204 EVT emergency stroke procedures performed (FY 25‑26)

General

Highest number of inpatients treated - 71,876 patients, more than any hospital in Ontario (FY 24‑25)

2nd highest number of surgical procedures in Ontario - 69,632 procedures completed (FY 24‑25)

4th highest number of mental health beds in Ontario - 98 beds (FY 25‑26)

5th highest number of ICU beds in Ontario - 121 beds (FY 25‑26)

61,181 outpatient hemodialysis treatments (FY 24‑25)

Peer Hospital Comparison »

THP Year-Over-Year Volumes »

The Community We Serve

  • Mississauga is the third-largest city in Ontario and the seventh largest in Canada (2021 Census).
  • Trillium Health Partners’ core catchment areas include northwest Mississauga, east Mississauga, southwest Mississauga, and south Etobicoke, serving a community of approximately 900,000 residents.
  • Of the areas we serve, the top 3 FSAs in terms of volume for inpatient, emergency, and day procedure visits are, L5M (Streetsville), L5N (Lisgar), and L5B (Cooksville).
  • As a regional hospital, with 14 regional specialty programs, Trillium Health Partners serves a broader community of 2.6 million in West Toronto, Peel, and Halton and in some cases beyond.
  • Among Mississauga residents accessing inpatient, emergency, or day procedure care this year, 75% received care at Trillium Health Partners.
  • Residents in east and southwest Mississauga tend to be older and have a higher incidence of chronic diseases. There is a substantial number of recent immigrants, and this population shows a higher material deprivation score (indicating lower socioeconomic status). These neighborhoods exhibit increased use of health care services, presenting an opportunity to enhance overall population health outcomes.

At Trillium Health Partners, understanding the diverse populations we serve is central to improving health outcomes and planning care that meets real community needs. In collaboration with Mississauga Health, the Understanding our Community Tool was developed last year in March to provide neighbourhood-level data that supports health system planning and decision-making. This resource complements the Health Data Zone Information Tool, offering insights into the social determinants of health and other health indicators across Peel region.

The map below helps visualize this data and provides a clearer understanding of our community, along with key definitions that explain how the information is organized.

Since the tool’s launch, we have incorporated more than 100 sociodemographic and health indicators across both Peel and Mississauga Health attributed populations.

In fall 2025, Trillium Health Partners enhanced the Understanding our Community Tool by adding measures of community flourishing, using data from a survey led by the Institute for Better Health of 3,805 Peel Region residents. These new measures offer a holistic perspective on well-being in Peel, capturing social, economic, cultural, and health-related aspects such as household affordability, access to health services, and sense of belonging. Survey results show that 75% of Peel residents are generally satisfied with their quality of life. Notably, 50% of respondents report feeling lonely sometimes or often, with higher rates in Peel data zones M2 (58%) and M18 (53%). Trillium Health Partners acknowledges that hospital use is influenced by conditions within the community it serves. By integrating these broader dimensions into the Understanding our Community Tool, Trillium Health Partners and its partners can develop targeted interventions to address inequities and improve outcomes for both patients and the wider community.

In spring 2026, we introduced updated data on Patient and Physician Attachment - key indicators that guide partner initiatives like Integrated Primary Care Expansion and help connect patients to family doctors and care teams. By integrating this new information with existing sociodemographic and health data, we gain a more comprehensive understanding of our community’s care needs. For instance, about 15.9% of Peel residents and 10.3% of the Mississauga Health attributed population do not have a primary care provider. These findings highlight the areas with the greatest need for primary care and allow us to examine how factors such as income, emergency department visits, cancer screening rates, and other common health determinants relate to access to primary care. Leveraging this data enables us to strengthen community partnerships, identify opportunities for early intervention and proactive care, and ultimately enhance health outcomes for everyone.

Financial Reporting

2025–26 Annual Community Report

In fiscal year 2025–26, Trillium Health Partners continued advancing a new kind of health care for a healthier community while responding to growing demand for care across one of Ontario’s fastest-growing and most diverse communities.

The organization maintained a strong focus on disciplined financial management, proactive planning and forecasting, and execution of its operational priorities. Among peer hospitals, Trillium Health Partners continues to be a strong performer in cost efficiency, while caring for a rapidly growing population with increasingly complex needs. The hospital remains focused on improving productivity, reducing avoidable hospital utilization, and delivering more care through integrated and digitally enabled models that support better outcomes and long-term sustainability.

For the year ending March 31, 2026, Trillium Health Partners reported a moderate deficit of approximately 3.5% of total revenues. This reflects continued growth in demand for services that has outpaced existing funding models. In response, the organization has continued to work closely with government partners while advancing operational and care model improvements designed to increase value, improve access, and moderate future cost growth.

Trillium Health Partners continued to advance its Plan to 2030, focused on improving access to care, strengthening connections across the health system, and delivering more seamless and personalized care for the community it serves. A key priority is reducing avoidable hospitalizations and ensuring patients receive the right care, in the right place, at the right time.

Over the past year, the organization expanded programs and services that improve both patient access and system efficiency. This included the launch of the Trillium Operations Centre to optimize patient flow and length of stay, as well as the expansion of digital and community-based care models that help patients with complex and palliative needs receive more coordinated care closer to home. These efforts are helping to improve the patient experience, preserve hospital capacity for those with the most complex needs, and strengthen the overall performance of the health system.

Supporting this transformation is Trillium HealthWorks, the largest hospital infrastructure plan in Canadian history, including construction of The Peter Gilgan Mississauga Hospital and Shah Family Hospital for Women and Children, and expansion of the future home of The Gilgan Family Queensway Health Centre. While infrastructure is essential to meeting future demand, these investments are being designed to support a more connected, digitally enabled, and integrated model of care for generations to come.

Together, these efforts reflect Trillium Health Partners’ commitment to financial stewardship, operational excellence, and innovation. By improving productivity, strengthening partnerships, and advancing new models of care, the organization is helping to build a more sustainable health system that delivers better care, better health, and better value for the community it serves.

Revenue Sources

(in thousands of dollars)
Revenue 2026
$		 2025
$
▇ Ministry of Health and other ministries 1,437,005 1,362,615
▇ Other agencies and patient revenues 130,941 125,359
▇ Service recoveries, retail, and ancillary revenues 165,700 176,243
▇ Amortization of deferred capital grants and contributions - equipment 9,123 8,327
▇ Investment income 5,133 4,617
▇ Special programs - Ministries of Health and Community and Social Services 72,761 53,116
1,820,663 1,730,277

Operating Expenses

(in thousands of dollars)
Expenses 2026
$		 2025
$
▇ Salaries, wages and employee benefits 1,204,664 1,128,684
▇ Medical and surgical supplies 136,327 130,453
▇ Drug supplies 115,417 107,225
▇ Facilities, maintenance and other operating expenses 294,002 287,974
▇ Amortization - equipment 37,994 38,317
▇ Special programs - Ministries of Health and Community and Social Services 72,747 53,100
1,861,151 1,745,753

Full audited financial statements are available at this link.