Montreal Children’s Hospital Eliminates Surgery Wait Lists

The Montreal Children’s Hospital has successfully eliminated wait lists for surgical procedures, ensuring that no young patients are waiting more than nine months for surgery. This milestone follows a comprehensive reorganization of resources that took several years to complete. The hospital achieved zero patients waiting over 12 months for surgery earlier this summer, and on October 31, the same goal was reached for those waiting up to nine months.

“It’s a moral issue … to make children wait more than a year for surgical care,” stated Dr. Sam Daniel, Chief of Surgery at the Children’s Hospital. He emphasized the emotional toll that prolonged waiting times can have on both patients and medical staff. The initiative aimed to enhance access to surgical care by revamping the system and minimizing wait times.

Data-Driven Approach to Surgery Scheduling

The waiting lists refer specifically to patients deemed “available” for surgery, indicating those ready for the procedure. This does not include patients needing pre-operative treatment or those delayed due to personal circumstances. A multidisciplinary committee was established to assess the situation thoroughly. Central to this achievement was the role of data analysts, who utilized mathematical models to optimize the surgery schedule. This analysis calculated the number of operating rooms required for each surgical division based on their respective waiting lists.

“The analysis provided insights into the number of rooms each surgical division needed,” explained Sonia Guilbeault, acting head nurse of the operating rooms. The team had to revise the surgical schedule, allocating more time to divisions with higher demand and reducing it for those with fewer patients. This adjustment posed significant communication challenges among staff.

A partnership with the AGM Anesthesia Clinic also played a crucial role. This specialized medical center was able to handle less complex surgeries, which did not necessitate hospitalization, thereby further alleviating the burden on the hospital.

Comprehensive Preparations and Safety Guidelines

While mathematical modeling was instrumental, the success of the initiative depended on several other factors. Dr. Daniel highlighted the importance of adequately preparing children for surgery and providing support during recovery. Ensuring that the necessary surgical equipment was available and that surgeons could utilize their newly freed-up time was also essential.

“We had to establish safety guidelines,” Dr. Daniel stated, referring to the necessity of reviewing care protocols when implementing new procedures. This careful planning aimed to address potential complications and ensure patient safety.

The initiative also uncovered challenges, such as addressing patients who were waiting for a year or more but whose cases were not classified as urgent. “Yes, but urgent for whom?” Dr. Daniel questioned, highlighting the complexities surrounding prioritizing patient needs. Balancing work and family life for staff involved in the project was another notable consideration.

Ultimately, Guilbeault remarked that the entire team embraced the initiative because they recognized its significance. As the waiting lists diminished, the staff “immersed themselves in the project” and committed to achieving the outlined objectives.

Dr. Daniel concluded by expressing optimism about the future of the hospital’s surgical care. “We have a system that is good and caring,” he said. “We just need to nurture it with kindness so that it continues to function effectively.”

This report, originally published in French by The Canadian Press on November 6, 2025, underscores the collaborative effort that led to this remarkable achievement in the Quebec healthcare system.