Ontario Healthcare Funding Crisis — March 2026
27 years in Ontario’s ICUs. Two evidence-based proposals: a Provincial Nursing Float Pool and a Virtual Nursing Program. Two meetings with the highest-level decision-makers. The answer was the same both times: no money. Here’s what that decision is going to cost us.
$10.7B
Funding shortfall by 2027-28
FAO Winter 2026 Outlook
7,263
Nursing positions to be cut
FAO 2025 Health Sector Review
700+
Already cut since Jan 2025
ONA, March 2026
With 27 years of critical care experience in Ontario’s Trauma-Neuro ICUs, JoAnne Andrea Gomez, RN, developed two workforce proposals and brought them directly to the people with the authority to act.
Chief Nursing Executive — Ontario Health
A complete financial model and operational framework for a publicly managed provincial float pool. The proposal projected significant savings over current agency spending while improving staffing stability across hospitals, long-term care, and community care. Ms. Linton redirected focus toward long-term care, rural and remote hospitals, and home care as priority sectors for implementation.
Personnel — Ontario Ministry of Health
A proposal to deploy experienced nurses in virtual oversight and consultation roles, supporting bedside staff in underserved and understaffed facilities. The model leveraged existing provincial telehealth investment to extend clinical expertise to rural, remote, and high-need settings without requiring the physical relocation of scarce nursing resources.
Both meetings resulted in Microsoft Teams follow-up sessions with government personnel. Both proposals received acknowledgement of their merit and relevance to Ontario’s staffing crisis.
Despite productive discussions and ongoing engagement, the response from both Ontario Health and the Ministry of Health was the same: the Ontario government did not have budget available to fund either initiative.
The proposals remain on the table. The problems they were designed to address have gotten measurably worse since those meetings took place. Meanwhile, the province continues spending over $1.5 billion per year on the for-profit nursing agencies that a publicly managed float pool was designed to replace.
The FAO projects a $10.7 billion health sector funding shortfall by 2027-28. The province budgets for 1% annual health spending growth in a system where costs grow at 4 to 5%. Every data point below comes from independent public sources. None of it is speculation.
For every 10 nurses Ontario hires, 6 leave. The province has held the lowest nurse-to-population ratio in Canada for nine consecutive years. With 700+ positions already eliminated since January 2025 and the FAO projecting over 7,000 more cuts by 2027-28, Ontario is heading toward a cumulative loss of 3,000 to 4,000 nursing positions by spring 2027. Every eliminated position means the remaining nurses absorb a heavier patient load, which accelerates the burnout that drives the next round of departures. The province would need to add roughly 26,000 nurses just to reach the national per-capita average. The 2025 budget committed to adding 2,000.
Ontario hospitals have spent $9.2 billion on for-profit staffing agencies over the past decade, with annual spending surging to a projected $1.5 billion. Agency nurses cost hospitals roughly three times what permanent staff cost, sometimes more. As permanent positions are cut and experienced nurses leave, hospitals become even more dependent on agencies to keep doors open. South Bruce Grey Health Centre turned to agency nurses to reopen the Chesley ER after it closed for eight consecutive weeks. The agency costs pushed the hospital into deficit. By spring 2027, annual agency spending could exceed $2 billion.
This is the exact problem the Provincial Nursing Float Pool was designed to solve. A publicly managed float pool would cost a fraction of current agency spending while providing stable, deployable nursing coverage across sectors. The proposal was delivered to Ontario Health in 2024. It was turned down for lack of budget. The province has since spent over $1.5 billion on the agencies the float pool was designed to replace.
As of September 2025, roughly 1,572 patients per day were receiving care in “unconventional spaces” across Ontario hospitals. The Ontario Hospital Association acknowledged those numbers would be significantly higher during flu season. Over 6,100 alternate-level-of-care patients occupied hospital beds in June 2024, nearly half waiting for long-term care placements. The FAO projects that by 2027-28, there would only be sufficient funding for 33,083 hospital beds, down from 35,540. Fewer beds, more ALC patients, and a growing, aging population means hallway medicine is no longer an emergency response. It is becoming the permanent design of Ontario hospital care. The Ford government promised to end hallway medicine in 2018.
The Ontario Health Coalition tracked 1,117 separate emergency department closures in 2024, more closure days than any year in the province’s modern history. At least 38 hospitals have experienced ER or urgent care closures since 2022, roughly one in five of the province’s 176 publicly funded facilities. In some northern communities, ER closure hours surged from 137 hours in one year to over 870 hours the next, representing roughly 36 days without emergency access. While some closures are reclassified as “permanent reduced hours,” the result for patients is the same. With further nursing and funding cuts, these closures will move closer to mid-size urban centres.
While Ontario’s cancer and cardiac surgery wait times remain reasonable, pediatric surgery, gynecology, and non-cancer uterine procedures face enormous backlogs, with some patients waiting 18 months or more. Ontario has no single coordinated surgical queue. When post-operative beds are unavailable because wards are full of ALC patients, the surgery gets cancelled. Each cancellation creates a domino effect. When patients wait months for hip or knee replacements, they can’t work, they draw disability or employment insurance, and they generate downstream costs the system will pay for later.
Ontario has the lowest per capita health spending in Canada at $5,268 (age-standardized), some 15.2% below the average of other provinces. That is not efficiency. It is the source of the crisis. A 2022 study found that adequate nurse staffing produces a benefit-cost ratio of 4.4 to 1. The Queensland Lancet study showed that legislated safe nurse-to-patient ratios saved more than double their implementation cost. Every dollar not invested in adequate staffing generates $4.40 in downstream costs through preventable readmissions, longer treatments, and worse outcomes. The solutions exist. The funding decisions are what’s missing.
Sources
FAO, Economic and Budget Outlook, Winter 2026 (Feb 2026) • FAO, Ontario Health Sector: 2025 Spending Plan Review (Oct 2025) • Ontario Budget 2026, A Plan to Protect Ontario (Mar 2026) • Ontario Nurses’ Association press releases (Oct 2025, Jan 2026, Mar 2026) • ONA 2025 Pre-Budget Submission • Ontario Hospital Association (2025-2026) • CIHI, National Health Expenditure Trends 2025 • Ontario Health Coalition ER Closure Reports (2023-2025) • CBC News ER closure analysis (Dec 2024) • McHugh et al., The Lancet (2021) • CCPA, Hollowed Out (May 2025)
On March 26, 2026, Finance Minister Peter Bethlenfalvy released the provincial budget. It included new money for home care, nursing education, and hospital operations. It did not include funding for safe staffing ratios, nurse retention measures, or any centralized workforce model.
The March 2026 Budget allocated $1.1 billion to home care, but it ignored the $1.5 billion per year drain caused by private staffing agencies. Funding more home care hours without a public float pool ensures that taxpayer dollars continue to pay for-profit premiums instead of hiring permanent staff. The government is funding a pipeline to nowhere because it trains 3,000 new nurses while ignoring the retention needs of the 68,000 experienced professionals already in the system.
| 2026 Budget Announcement | The Bedside Reality |
|---|---|
| $124.2M for 3,000 new nursing seats | 6 out of 10 new hires leave due to unsafe patient loads. |
| $1.1B for home care expansion | Hourly agency rates remain 3x higher than public staff wages. |
| $1.1B in additional hospital funding | Fails to address the $10.7B shortfall projected by the FAO. |
| $500M+ for nursing training and placements | $1.5B in post-secondary cuts undermine the institutions doing the training. |
$1.1B
Home Care Expansion (3 Years)
Additional funding over three years to expand home and community care services through nurses, personal support workers, and therapists. Builds on a previous $1.1 billion commitment. The province is investing roughly $6 billion total into home care over the next several years.
Ontario Budget 2026, Chapter 1B
$124.2M
3,000 New Nursing Education Seats (3 Years)
Funding to expand 2,000 registered nurse and 1,000 practical nurse seats at publicly assisted colleges and universities. This builds on previously announced nursing education expansions and the Ontario Learn and Stay Grant, which has received more than $174 million since 2023.
Ontario Chamber of Commerce Budget Analysis, March 2026
$500M+
Nursing Training & Clinical Placements (3 Years)
Over $500 million over three years to provide healthcare students with training opportunities in hospitals, fund internationally educated nurses through licensure requirements, and connect over 20,000 health-care learners to clinical placements by the end of 2027.
Ontario Budget 2026, Health Services Chapter
$1.1B
Additional Hospital Funding (2026-27)
Includes up to a 4% increase in base and targeted hospital funding. The Ontario Hospital Association had said the sector needed more than $2 billion. The government allocated roughly half that amount.
CP24 / Global News Budget Highlights, March 2026
ONA has called for legislated nurse-to-patient ratios for years. The Queensland Lancet study demonstrated that safe staffing ratios save more than double their implementation cost. The 2026 budget did not include any funding or legislation for safe staffing levels in any healthcare sector. ONA President Erin Ariss stated the government must ensure mandatory safe staffing levels instead of funding capital projects and private healthcare expansion.
For every 10 nurses Ontario hires, 6 leave. The budget funds training pipelines to bring new nurses into the system but includes no new measures to keep the ones already working. No wage adjustments beyond existing collective agreements. No workload protections. No targeted retention incentives. The province continues to train nurses and lose them to other jurisdictions and agencies at the same rate.
The same budget that allocated $124 million to expand nursing seats simultaneously cut nearly $1.5 billion from post-secondary education funding. ONA warned this will have direct impacts on nursing students, the programs that train them, and the clinical placement infrastructure those programs depend on. The investment in new seats is undermined by the funding reduction to the institutions expected to create them.
The budget contains no funding for any centralized, publicly operated alternative to the private agency model that costs Ontario hospitals $1.5 billion per year. No provincial float pool. No virtual nursing program. No strategy for deploying experienced nurses to underserved facilities through government-managed infrastructure. The same agency dependency that existed before the budget continues unaddressed.
The 2026 budget funds the supply side: more nursing seats, more clinical placements, more home care dollars. What it does not fund is the infrastructure to deploy, retain, and coordinate the workforce that already exists.
The Provincial Nursing Float Pool would give the province a publicly operated alternative to the $1.5 billion per year it continues to pay private agencies. The Virtual Nursing Program would retain experienced nurses in the system by creating remote roles that extend their clinical reach to underserved and understaffed facilities without requiring physical relocation.
Both proposals were delivered to Ontario Health and the Ministry of Health in 2024. Both were turned down for lack of budget. The 2026 budget has now been released. Neither proposal was funded. The $1.5 billion annual agency spend continues. The 6-out-of-10 attrition rate continues. The structural failures these proposals were designed to fix remain unaddressed.
2026 Budget Sources
Ontario Budget 2026, A Plan to Protect Ontario (Mar 26, 2026) • Ontario Budget 2026, Chapter 1B: Health Services • ONA, Budget 2026 Response (Mar 26, 2026) • Ontario Chamber of Commerce, 2026 Budget Rapid Policy Update (Mar 2026) • CBC News, Ontario Budget Home Care / Long-Term Care analysis (Mar 26, 2026) • CP24 / Global News, Ontario 2026 Budget Highlights (Mar 26, 2026) • Globe and Mail, Six Takeaways from the 2026 Ontario Budget (Mar 2026)
27+ years of high-acuity experience in ICU and Recovery at two downtown Toronto teaching hospitals. Specializes in turning high-level healthcare policy into workable bedside reality. The person who designed these proposals has intubated patients, run codes, and worked short-staffed shifts in the same hospitals now cutting positions.
Author of Burnout to Balance and Stronger Than You Think. ICH GCP E6(R3) certified. Trained in HIPAA, PHIPA, and GDPR. Also pursues medical writing, clinical research documentation, and healthcare AI training through ProRN Inc.
“The proposals are ready. The financial models are built. The evidence is published. The only thing missing is a government willing to fund the solutions that would save them billions.”Contact JoAnne
ProRN Inc. provides the intellectual property, strategic roadmap, and operational design. Funding and implementation decisions rest with the Province or Hospital Corporation. Both proposals below include full financial models, union compliance strategies, and phased rollout plans.
A provincial, government-funded program enabling experienced RNs to provide patient care remotely. Covers admissions, discharges, patient education, and safety monitoring. Includes the Dyad Model workflow, union compliance framework, and 12-month pilot design for 3 to 5 hospitals.
A centralized, publicly operated alternative to the $1.5 billion per year private agency model. Includes a 24-month implementation roadmap, union collective agreement navigation, centralized scheduling technology, and a financial model projecting up to 40% reduction in agency spend.
A research-backed conceptual framework for enhancing patient care and nursing workforce sustainability through a government-funded virtual nursing model. These programs don’t exist yet in Ontario, but the evidence says they should.
Note to Stakeholders
ProRN Inc. has designed the program structure and strategic framework. These concepts are ready for adoption when provincial funding becomes available.
Healthcare systems across Canada face a severe nursing workforce shortage, with significant projected shortfalls by 2028. This shortage demands innovative models of care delivery to maximize the reach and impact of our experienced Registered Nurses (RNs). One such innovation is virtual nursing; this leverages technology to allow RNs to provide patient care remotely. Virtual nursing gained traction during the pandemic and is now being systematically scaled by health systems across North America as a strategy to support bedside teams and retain veteran nurses.
This report proposes a provincial, government-funded virtual nursing program that enables experienced RNs to work from home as “virtual nurses.” Unlike ad-hoc hospital or agency-run initiatives, a centrally administered program would ensure equitable access to virtual nursing services across the province. It would standardize quality and integrate strong guardrails to complement bedside care. The goal is a formal blueprint for Provincial Ministries of Health and Professional Practice Divisions to consider. The sooner these frameworks are adopted, the less provinces will spend on agency premiums in the interim.
A centralized approach promotes consistency, prevents competition between hospitals, and leverages economies of scale.
A provincially funded and managed virtual RN program provides several advantages over individual hospital or private agency approaches. Centralized oversight and funding would promote consistency in standards, training, and technology. This ensures that smaller or rural hospitals can benefit equally from virtual nursing support. Various provinces have precedents for successful province-wide telehealth services.
From a workforce perspective, a government-employer model permits better coordination of virtual RN deployment to areas of greatest need. It prevents a patchwork of differing hospital programs that compete for staff or develop redundant infrastructure. A provincial program can also set uniform employment conditions and collaborate with nursing unions (e.g., ONA, BCNU). This ensures these remote roles support frontline staffing rather than undermine it.
Virtual RNs can take charge of discharge planning and patient teaching. At Baptist Memorial Hospital, virtual nurses conduct discharge education for surgical patients, fill out paperwork, and arrange to print discharge instructions. This process typically takes 15 minutes and ensures patients receive thorough counseling on medications and follow-up care. Dedicated discharge teaching has reduced readmissions in multiple jurisdictions.
Admission assessments involve history-taking and documentation rather than hands-on care. Virtual RNs can guide patients through admission questions and enter data directly into the electronic health record (EHR). Henry Ford Health identified admissions as a primary task to shift to virtual care. This accelerates bed flow and maintains documentation accuracy.
Virtual RNs provide ongoing patient education during the hospital stay. They reinforce pre-surgery instructions and answer routine questions. Virtual nurses act as another face of care, which increases patient satisfaction. They can also coordinate consults by arranging virtual family meetings or specialist consultations.
Hospitals require 1:1 patient sitters for those at risk of falls or delirium. Virtual “tele-sitter” technology allows one staff member to remotely monitor multiple patients via cameras. Virtual RNs can oversee camera feeds for acute cases where an RN’s assessment skills might detect subtle signs of distress. This adds a layer of fall prevention without pulling bedside staff away.
Introducing virtual nursing into the healthcare system requires careful planning to gain buy-in from frontline staff and unions. We propose a phased rollout starting with a pilot project under strict guardrails.
Participating hospitals must commit that virtual RNs will not result in any reduction of budgeted in-person RN staffing lines. The virtual program augments capacity; it does not replace it.
The program must establish a defined scope of practice. Virtual RNs may document admission history but will not perform wound care or administer medications.
Hospitals must transparently track virtual RN usage. Data on tasks performed and key outcomes will allow evaluation of the program’s impact.
The initial rollout should be limited in size and duration. We recommend a 12-month pilot with roughly 50 RNs across volunteer hospitals.
Henry Ford launched a virtual acute care nursing program across its hospital system in 2025. Virtual RNs operate from a 24/7 command center and appear on patients’ in-room smart TVs via secure video. They perform admission interviews, discharge prep, safety rounds, and chart checks. In the first full month, virtual nurses logged 600+ hours on patient calls and completed approximately 24,700 tasks.
Baptist began implementing virtual nurses in 2022. They utilize telepresence robots that the remote nurse can drive to patient rooms. Virtual nurses focus on admissions and discharges. By 2024, Baptist Memphis had virtual nurses handle approximately 6,000 hours of admission and discharge assessments in a year.
Programs like Health811 and Telehomecare demonstrate that nurses can successfully deliver remote assessments and health education at scale. Telehome Monitoring programs have achieved major improvements in outcomes and cost savings, illustrating the potential impact of remote nursing care.
We recommend starting with 8-hour shifts to maintain focus. Coverage will likely be needed 18–24 hours a day.
Each hospital unit needs protocols for engaging the virtual nurse. A regional hub or software platform will triage requests.
Virtual RNs could be employed by the Health Authority or seconded from hospitals. Alignment with Collective Agreements (e.g. ONA, BCNU) is necessary to ensure parity in wages and benefits.
Continuous evaluation is required. Key performance indicators include patient satisfaction, nurse burnout levels, documentation accuracy, and clinical outcomes like readmission rates.
The Nursing and Professional Practice Divisions across the country have an opportunity to lead a transformative initiative. This proposal lays out the justification for a government-employer model that enables experienced RNs to provide virtual care. This is additive; it extends the reach of every nurse and relieves burden from on-site staff. Every month these frameworks remain unadopted, provinces continue paying agency premiums that could fund better solutions.
Baptist Memorial Health Care – virtual nursing program overview.
Henry Ford Health – press release on virtual nursing launch.
Becker’s Hospital Review – report on Henry Ford’s pilot results.
Online Journal of Issues in Nursing – case study on community hospital programs.
Canadian Healthcare Technology – article on Health811 expansion.
Critical Care Services Ontario – description of Virtual Critical Care.
Ottawa Heart Institute – Telehome Monitoring program results.
American Hospital Association – notes on ambient AI documentation.
Chief Healthcare Executive – report on Nuance DAX AI tools.
Hospital News (Ontario) – nursing shortage projections.
A conceptual framework for addressing staffing shortages through centralized, publicly operated solutions. The longer provinces wait, the more they spend on agency premiums.
Most provinces lack a health workforce strategy with regional solutions to address nursing staffing shortages. Canada’s public healthcare systems have seen a surging reliance on private nursing agencies, which has strained hospital and long-term care (LTC) budgets. Between 2013 and 2023, real per-capita spending on private agency staff has skyrocketed, even as direct hospital spending remained relatively flat.
Hospitals have paid billions to private, for-profit staffing agencies in the last decade. This stopgap comes at a high price: agencies charge double or even triple the normal hourly rate of in-house staff. For example, some LTC facilities have paid $88–$150/hour for agency RNs (versus about $43/hour in wages for a staff nurse) and even higher short-notice premiums. One small hospital reported rates up to $300/hour for agency nurses.
These practices have created a difficult cycle: higher pay and flexibility in agency work lure nurses from the public system, worsening staff shortages and forcing hospitals to rely even more on agencies. Now is the time for policymakers and stakeholders to explore a provincial nursing pool as a solution to reduce costs and stabilize the workforce by providing a centralized, public alternative to private agencies.
Agency expenditures have skyrocketed since the COVID-19 pandemic. In 2022–23, total agency staffing costs in Ontario alone neared $953 million.
Recent reports highlight the growing financial burden of agency nursing on healthcare budgets. A 2025 analysis revealed that public hospitals paid billions to private agencies over 10 years. Notably, agency-supplied staff account for a small fraction of total worked hours but consume a disproportionate percentage of total nurse staffing costs, due to their premium rates.
Agency usage has roughly doubled year-over-year across multiple jurisdictions. This trend prompted warnings that “agency costs are crowding out the budgets for care” in core services. The current model is cost-inefficient, as private agencies charge 2–3 times the cost of hiring regular staff. Any plan for a Provincial nursing pool must address this financial imperative: rein in exorbitant agency fees and recapture budget capacity for public healthcare services.
Other jurisdictions have created centralized or government-sponsored nursing pools to reduce agency dependence. Common success factors include maintaining more than union-level pay/benefits for pool nurses, centralized scheduling systems, and support for travel or training.
| Jurisdiction | Program | Key Features |
|---|---|---|
| United Kingdom | NHS Professionals | National “bank” of temporary staff. 39M hours filled in 2021-22. Central recruitment and booking; self-funded via fees charged to hospitals. |
| British Columbia | GoHealth BC | Float pool of RNs who are regular health system employees. Nurses receive union wages, benefits, pension. Travel support provided. |
| Manitoba | Provincial Travel Nurse Team | Internal float pool for flexible deployments. Created via union agreement to provide an alternative to agency gigs. |
| Quebec | Regional Float Pools | Phasing out private agencies entirely by 2025. Expanded internal float pools ensure coverage. Law imposes fines for non-compliance. |
Any Provincial nursing pool must navigate the labor relations context, particularly the union collective agreements. Central agreements state the hospital “shall not contract out” bargaining unit nursing duties if it results in layoffs or loss of hours for union nurses. It carves out only a narrow exception for truly ad hoc, single-shift agency usage to cover unexpected absences.
The most feasible approach is to ensure the provincial pool operates within the public sector. For example, pool nurses could be employees of a new crown agency or of the Health Authority, with compensation aligned to collective agreements.
If pool nurses are not hospital employees or not covered by the union contract, the union may argue this violates no-contracting-out provisions. The safest path is treating the pool as an extension of hospital scheduling rather than a separate employer, which preserves union protection and removes contractor-misclassification risks.
A central scheduling platform is critical for matching pool nurses to vacant shifts. This should function as a real-time marketplace where hospitals post staffing needs and nurses can sign up for available shifts via mobile app.
A centralized database should store and verify licenses, specialty certifications, and immunization status. Automating license verification speeds up onboarding new pool members.
Pool nurses must navigate different EMR systems (Epic, Cerner, Meditech). The program needs to invest in standardized EMR training so nurses can quickly learn the essentials of different systems before an assignment.
Coordination of travel and housing is needed when nurses deploy outside their home area. A 24/7 support line ensures backup if a nurse has an issue finding a unit or if a shift changes last-minute.
Most hospitals use legacy Workforce Management systems like UKG or Infor. Do not attempt to replace these immediately. Instead, implement a Marketplace Overlay.
Toronto-based. Highly aligned with the “Uber-like” marketplace vision. Focuses on mobilizing internal float pools with excellent user experience.
Saskatoon-based. Specializes in “Intelligent Shift Fill Automation” for unionized environments. Excels at automating call-out rules required by agreements.
Strong in credentialing and provider scheduling. Provides a “single source of truth” for credential management.
Establish project team & advisory table (MOH, Health Authorities, Unions, Hospital Associations). Analyze agency spend. Address legal/HR feasibility. Secure stakeholder buy-in on the public-sector pool vision.
Decide host organization and secure funding. Draft enabling policy (e.g. require hospitals to use pool first). Design operational policies like travel reimbursement and nurse employment terms.
Launch recruitment targeting agency nurses. Process applications through centralized verification. Conduct training/orientation for first cohorts (EMR systems, clinical protocols).
Go-live in pilot hospitals/LTC homes. Pool nurses begin filling assignments. Provide 24/7 support. Collect data on fill rates and costs. Produce evaluation report.
Incorporate pilot learnings. Sequentially onboard remaining regions. Enforce policy shifts: hospitals now required to utilize pool for temps; begin phasing out existing agency contracts.
Pool fully operational province-wide. Comprehensive outcome evaluation. Formalize long-term governance. Consider legislative ban on agencies beyond this point if pool is meeting needs.
By following these implementation steps, the Province can create a centralized nursing pool that addresses the root causes behind the agency boom. This strategy shifts the solution to the public realm, giving nurses flexible work opportunities with the security and standards of the public system. Financially, redirecting funds from agencies to an in-house pool should yield significant savings and better value for money, while also improving workforce morale and retention. The framework is ready. The question is whether decision-makers will act before the next shortage forces their hand.
A well-implemented Provincial Nursing Pool creates a feasible path to safeguarding the sustainability of the public healthcare budget.
Canadian Health Coalition – “The use of agency nursing is exploding” (Aug 2023).
Global News / Canadian Press – “Ontario hospitals spent over $9B on agency staff over 10 years” (May 2025).
Policy Alternatives (CCPA) – “Hollowed Out: Ontario public hospitals and the rise of private staffing agencies” (Nov 2023).
BC Nurses’ Union – “For Patients, Not Profit” Update Magazine Spring 2025 (Mar 2025).
NHS England – “Guidance for developing a healthy nursing staff bank” (Apr 2025).
ONA Central Collective Agreement – Hospital Provincial Agreement (2018-2027).
ShiftMed Workforce Blog – “Streamline Nurse Onboarding: Centralized Credential Verification” (2025).
Healthcare Excellence Canada – “Optimizing the Use of Staffing Agencies” (Mar 2025).
Have questions about the proposals, the data, or how these frameworks could work for your organization? Reach out directly.