Turning challenges into opportunities
Quarterly report to the community
Quarter ending December 31, 2025
Message from the President and CEO
While we continue to experience challenges in health care as we begin 2026, our commitment to our purpose remains steadfast and unwavering: to foster the health of our patients and communities, today and tomorrow.
To support this guiding principle, we employ continuous learning-based strategic planning. This innovative model, aligned with New Brunswick's provincial health plan, helps us prioritize our actions, adapt to change and proactively respond to the needs of our population.
This year, we are proud to launch this report in a new online format. This interactive and accessible format has been designed to make it easier to read and allow more people to access it. This tool reflects our commitment to modernizing our practices, while promoting transparency and inclusion.
Guided by a shared vision and reinforced by the commitment of our teams, our strategy focuses on practical actions and continues to be based on annual projections. These take into account changing demographics, an aging population and emerging health challenges in order to plan effectively for the next decade.
Together, through this approach, we are strengthening our capacity to build healthy, resilient and well-supported communities.
I invite you to explore our new online report and discover the strategic priorities that will shape our actions this year.
Happy reading!
Dr. France Desrosiers
President and CEO
Message from the Chairman of the Board of Directors
As we begin 2026, we have the opportunity to reflect on how far we have come, while firmly setting our sights on the future of health care in our Network.
In 2026, our purpose will encourage us to stay attuned to the changing needs of our people and communities, and to strengthen our ability to respond to emerging challenges. Thanks to collective effort – from dedicated staff to managers, partners and communities – we are well positioned to bring about lasting, positive change.
The online format of this report reflects our commitment to innovation and accessibility. By making this information more transparent and accessible, we aim to strengthen the engagement of our stakeholders and give everyone a better understanding our priorities and achievements.
Thank you to all Vitalité staff and our partners for being an integral part of this journey. Together, let's continue our efforts to build an even more resilient, adaptable and forward-looking health care system.
Mr. Thomas Soucy
Chairman of the Board of Directors
Major Directions
Patient experience
Improving patient flow and hospital performance and improving access to primary health care require a wide range of projects and initiatives that mobilize teams in the field and engage them in identifying patient-centred solutions.
Employee experience
In addition to recruitment initiatives, retention initiatives are also implemented to improve employee attendance, engagement and job satisfaction. We want to provide health care workers with a healthy, engaging and safe work environment, which ultimately contributes to our ability to deliver quality patient care.
Building closer ties with communities
Optimizing the health care system depends on the commitment of all stakeholders, including health partners, and communities. Aware of the need for synergy, Vitalité Health Network continues to invest in its relationships with both its teams on the ground and its communities.
Strategic Priorities
Improving access to primary health care
Improving patient flow and hospital performance
Providing leadership support for managers
