Shared on behalf of Georgia Carr, Technical Director of Laboratory Services

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We would like to recognize and acknowledge several leadership transitions within the Laboratory Services Department and ensure you have the correct contact for the following departments within Laboratory Services.

Transfusion Medicine

As Janet Sharun prepares to leave the organization next week, we would like to express our sincere gratitude for her more than 38 years of dedicated service as a Medical Laboratory Technologist, including 26 years as Manager of Transfusion Medicine. Janet has been a highly respected leader whose unwavering commitment to patient safety, quality, staff development, and collaboration with healthcare providers has helped shape the department and support exceptional patient care.

We are pleased to announce that Rachel Brisson will assume the role of Manager, Transfusion Medicine. We look forward to supporting Rachel in this transition and are confident that her leadership will build upon the strong foundation established by Janet. This next chapter includes the continued growth of Laboratory Services in support of our upcoming Cardiovascular Surgery Program.

Contact:   Rachel.Brisson@tbh.net | (807) 684-6901

Pathology

We would also like to recognize Marisa Kubinec, who will be leaving the organization the following week after 39 years of dedicated service in Medical Laboratory Sciences, including 18 years as Manager of Pathology. Marisa’s expertise, leadership, and commitment to excellence have been instrumental in supporting our cancer care program, surgical services, and pathology teams. Her contributions have been deeply valued and appreciated.

We are delighted to welcome Lauren Daberer as the incoming Manager of Pathology. Lauren brings valuable experience, fresh perspectives, and a strong commitment to innovation and quality improvement. Her priorities include advancing digital pathology initiatives and enhancing processes that support molecular genetic testing, strengthening diagnostic capabilities, informing treatment decisions, and ultimately improving patient outcomes. We look forward to working together to advance the department’s goals and continued success.

Contact:  Lauren.Daberer@tbh.net | (807) 684-6585

Biochemistry

We extend our sincere thanks to Jim Uliana for 40 years of dedicated service, including his tenure as Manager of Biochemistry. Jim’s leadership, commitment to quality, and dedication to patient care have left a lasting impact on our laboratory team and the organization as a whole.

We are pleased to recognize Gregory Smelt as Manager of Biochemistry. Since assuming the role earlier this year, Greg has demonstrated strong leadership, a collaborative approach, and a commitment to operational excellence. We look forward to his continued contributions and leadership as the department advances its strategic priorities.

Contact:  Greg.Smelt@tbh.net | (807) 684-6576

Looking Ahead

Please join us in thanking Janet, Marisa, and Jim for their significant contributions and many years of dedicated service. We wish them all the very best in their next chapters and congratulate Rachel, Lauren, and Greg on their leadership appointments.

We look forward to their ongoing contributions as we continue to strengthen Laboratory Services and provide exceptional care to the patients and communities we serve.

For reference, please find included a listing of contacts within the Laboratory Services Program. 

The Your Health Space e-Learning uses a hybrid learning approach with online modules and weekly live Zoom sessions to discuss specific tools presented in the modules.

Join us for the month of July as we navigate occupational stressors at work. This course includes three modules and three live skill building sessions which begin on July 14. 

(Via TBNewswatch)

The hospital will never compromise on the quality of and access to health care, despite looking for efficiencies to help ease a $7.6 million deficit, says the CEO of the Thunder Bay Regional Health Sciences Centre. 

On Thursday, Dr. Rhonda Crocker Ellacott, hospital president and CEO, outlined the progress for the fourth and final year of the health-care organization’s current strategic plan, noting that provincial funding is not keeping pace with wages and general inflation — leaving the hospital in the red.

“Some of the things that we’re focusing on is how can we reduce our overtime, for example. We have a significant amount of overtime” said Crocker Ellacott.

“But if we can reduce our overtime costs then potentially we can create efficiency,” she said, noting the hospital is also looking at ways to reduce sick time costs as well as the amount of time patients spend in the hospital.

Cuts to patient programs is not an option, Crocker Ellacott said.

“We’re looking at how do we do what we do differently, more efficiently, and more responsive to patient care,” she said.

“At the end of the day, it’s all about ensuring access and quality and we will never compromise on any of that.”

There are 26 items in the strategic plan, which concludes this December. Ten of those are complete and the remainder are underway.

The overarching focus of the plan has been sustainability, said Crocker Ellacott, and they’ve done that by investing in their staff, implementing good technology to support the staff and create the infrastructure for staff to thrive and patients to receive the best possible care.

Improving emergency department wait times is something Crocker Ellacott said was “near and dear to most individuals” who have had to visit the ER.

“We’ve seen improvements in physician initial assessment time, time to inpatient bed, and a number of initiatives really aimed at improving patient flow across the organization,” she said.

The hospital has also seen an aesthetic refresh — new paint on the walls, updated waiting rooms, new beds, “all of those things that touch patients when they are in need of care,” Crocker Ellacott said.

“So really creating a facelift, so to speak, to the organization, so staff are really proud of the areas in which they work and we’re able to support patient care and modernize technology that is front-facing.”

The strategic plan also highlighted progress on the cardiovascular surgery unit currently under construction.

The unit is expected to open in 2028 and will allow patients to receive cardiac surgery in Thunder Bay instead of travelling to southern Ontario.

Crocker Ellacott said the hospital is already working to recruit and retain staff for the new unit.

As the current strategic plan nears its end, the hospital will be looking for community feedback to inform its upcoming plan that will take the health sciences centre through to 2031.

“There will be opportunities for the community to scan QR codes in the organization, and we will be able to put those out for patients, families, for community partners, for anybody to talk about what you’re looking for from your health sciences centre,” Crocker Ellacott said.

“If there are other things that we need to consider, if there are ways we can do things differently, better, more responsive, if there are things we shouldn’t be doing, we really want to hear from our community and from our partners about the best ways and how we can be more responsive to their needs.”

Read about the incredible collaborations and opportunities to build the future of research in our Health Research Institute, Hospital, and region in the 2025-2026 TBRHRI Annual Report.

Click HERE.

Read about our Hospital’s achievements and milestones from the past year in the 2025–2026 TBRHSC Annual Report.

Click HERE.

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Each year on June 21, National Indigenous Peoples Day (NIPD) offers an opportunity to recognize and celebrate the rich cultures, traditions, languages, and contributions of First Nations, Inuit, and Métis Peoples across Canada.

In health care, this day is also a reminder of the importance of listening, learning, and continuing the work toward culturally safe and equitable care for Indigenous patients, families, and communities.

There is good news worth celebrating. Across Canada, Indigenous-led health care initiatives are growing and creating meaningful change. More health care organizations are embracing cultural safety education, partnering with Elders and Knowledge Keepers, supporting traditional healing practices, and creating spaces where Indigenous voices are guiding care and decision-making.

We are also seeing increasing recognition that healing is not only physical, but emotional, mental, and spiritual as well, an understanding that aligns closely with many Indigenous worldviews and teachings.

National Indigenous Peoples Day is a time to celebrate resilience, strength, knowledge, and community. It is also a chance for all of us in health care to reflect on how we can continue building relationships rooted in respect, compassion, humility, and reconciliation.

We encourage staff to take time to learn, participate in community events, and celebrate the vibrant cultures and contributions of Indigenous Peoples today and every day.

Learn More: Indigenous-Led Change in Health Care

·  First Nations Health Authority – Traditional Wellness & Healing

·  Canadian Medical Association – Indigenous-Led Health Care in Canada

·  Indigenous Primary Health Care Council (Ontario)

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All are welcome to the Pow Wow at Anemki Wajiw celebrating National Indigenous Peoples Day on June 21. Click here or see the poster below to learn more.

Thunder Bay Regional Health Sciences Centre plays a key role in health care for the people of Northwestern Ontario. As the only academic health sciences centre in the region, we are dedicated to providing complex acute and specialty care, teaching the next generation of health care providers, and advancing medical research through the Thunder Bay Regional Health Research Institute.

Strategic Plan 2026, outlines our priorities of equity, diversity, and inclusion; patient and staff experience; research, innovation, and learning. These directions, along with the supports we put in place, will lead us to a stronger, healthier, and more sustainable future.

By committing to a Sustainable Future, we will ensure a healthy tomorrow for everyone in our region. This aspect of our strategic plan focuses on building a strong foundation for care: integrating innovation, partnerships, and accountability at every step.

To ensure our long-term success, we are focusing on the advancement of digital health services, system integration and operational sustainability. We are prioritizing services, greater efficiency, and strengthening partnerships to continue to provide exceptional care for every patient, every time.

(Via TBRHSC Media Release)

For the fourth year of the joint Thunder Bay Regional Health Sciences Centre (TBRHSC) and Thunder Bay Regional Health Research Institute (TBRHRI) Strategic Plan 2026, we are pleased to provide this report back to the community on the progress to date.

The plan focuses on five strategic pillars: Equity, Diversity and Inclusion; Patient Experience; Staff Experience; Research, Innovation and Learning, and Sustainable Future.

Each year, a strategic priority is featured through video, and a range of communications, providing a closer look at some of the initiatives TBRHSC and TBRHRI have undertaken to advance health care in Northwestern Ontario. This year, the organizations are highlighting initiatives that support the priority of Sustainable Future.

“Looking ahead, we are committed to an environment defined by exceptional patient care, an engaged workforce, strong partnerships, and the responsible stewardship of our resources,” says Dr. Rhonda Crocker Ellacott, President and CEO at TBRHSC and CEO at TBRHRI. “Through the integration of sustainable practices across our operations, we are creating a stronger, more resilient hospital — one that is prepared to meet the evolving needs of the people of Northwestern Ontario today and for generations to come.”

Initiatives to support this commitment include the expansion of our Hospital footprint and programming to include cardiovascular surgery (launching in 2028); implementing an integrated electronic health record system to improve clinical processes and patient care; building outpatient programs to enhance care for children with medical complexity and harnessing technology and data to improve outcomes for stroke patients. These are just a few examples of initiatives that will make certain we continue to meet the needs of patients and families now and in the future.

“The Board recognizes that sustainability is integral to our mission and long-term success, ensuring we can provide exceptional care for every patient, every time — today and into the future” states Patricia Lang, Board Chair for TBRHSC. “Through thoughtful planning and responsible stewardship, we are safeguarding the future of our hospital, strengthening our capacity to deliver high-quality patient care while remaining responsive and sustainable in a changing healthcare environment.”

“Research and innovation play a vital role in creating a sustainable health care system,” says Dr. Andrew Dean, Board Chair for TBRHRI. “By advancing new knowledge, fostering collaboration, and exploring solutions to the unique health challenges facing Northwestern Ontario, we are helping to improve patient outcomes while strengthening the future of health care. Sustainability and innovation go hand in hand, and our commitment to research ensures that we continue to discover better ways to care for patients and support healthier communities.”

As Strategic Plan 2026 comes to a close, TBRHSC and TBRHRI have successfully launched all 26 initiatives aligned with the five Strategic Directions. While this marks a significant milestone, many of these initiatives will continue to evolve as we advance our vision through a new Strategic Plan.

View the Year Four Progress through the TBRHSC Annual Report here, or the TBRHRI Annual Report here.

View the Sustainable Future video here.

To view the current career opportunities available at TBRHSC and TBRHRI, please visit our website at jobs.tbrhsc.net.