The strength of our collective action
Quarterly report to the community
Quarter ending June 2026
The strength of our collective action
Fresh off the release of our annual report, this quarterly report highlights this year’s new theme: the strength of our collective action.
We firmly believe that when everyone works together around a common goal, they create stronger and more sustainable outcomes.
Whether working with our partners, staff, communities, volunteers, various levels of government or citizens, we are convinced that through listening, collaboration and co-construction, we can overcome challenges and build a strong, resilient health network capable of meeting current and future needs.
Over the past quarter, our coordinated efforts have led to meaningful progress in several key areas. This report showcases the impact of our collective initiatives, made possible through our internal collaborations, community partnerships and commitment to common goals.
We invite you to explore this quarter's key milestones, which clearly demonstrate the strength of our coordinated action.
Dr. France Desrosiers
President and CEO
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 efforts, 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

