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Monday 13 July 2026: The current Digicel outage is impacting 911 calls. Members of the public with medical emergencies can contact the Emergency Department at 239-1301. We will issue an update when 911 is running again.
Thursday 9 July 2026: Bermuda Hospitals Board is pleased to announce it has awarded a total of $152,000 in scholarships to 12 local students. In a ceremony held this morning, the students were presented certificates of their awards in front of their families and BHB leaders. Twelve students each received a BHB general scholarship in their speciality area, valued up to $15,000 for one year. Applicants must be enrolled in an accredited educational institution approved by a relevant licensing council and maintain at least a 3.0 or equivalent grade point average.
Four of the general scholarship recipients are medical students. Anna Francoeur was awarded $15,000 for one year while Jerssiah Hassell-Belboda, Sarah Vijaykumar and Chiyaro Wedderburn were each awarded $10,000 for a year.
Zekiah Lewis received the Dr Keith Cunningham Medical Technologist scholarship in the amount of $15,000 for one year.
Five students pursuing careers in nursing received awards. The Dashunte Furbert scholarship recipient was Christopher Bean for his nursing studies at Bermuda College. He received $5,000 for one year. Mishale Corday, Naziah Robinson, Alaysia Swan and Zhi Williams each received one-year awards of $15,000.
BHB Allied Health scholarships for one year were awarded as follows: $15,000 to Keimani Trott who is studying speech and hearing science and $12,000 to medical lab science student, Kimora-Lee Bean.
“The calibre of submissions from this year’s awardees was impressive,” said BHB Chief People Officer, Paul Jones. “I encourage our student recipients to seize the opportunity to expand their knowledge and experience and ultimately return to BHB to share their expertise.”
BHB Acting CEO and Chief of Nursing Judy Richardson said: “Healthcare offers exceptional opportunities for both immediate employment and long-term career growth. We are proud to support these 12 scholarship recipients as they pursue their goal of becoming healthcare professionals and contribute to the future of care in Bermuda.
“As Chief of Nursing I am especially excited to see the high calibre of students pursuing studies in this area. We can offer immediate employment and guarantee career opportunities over the next five years, for newly qualified registered nurses who demonstrate the required competencies.
“As Bermuda faces high rates of chronic disease and a growing senior population, the demand for skilled healthcare professionals continues to increase. This creates strong career prospects for compassionate, capable graduates who are committed to serving the community at home in Bermuda.
“We are pleased to invest in educating our scholarship recipients. We know that doing so helps ensure Bermuda has the healthcare workforce needed to care for generations to come.”
Student biographies
MEDICAL STUDENTS
Anna Francoeur
College/University: University of Warwick, UK
Anna is pursuing a doctorate in medicine at the University of Warwick. She says she hopes “to become a holistic and adaptable physician capable of navigating the evolving needs of patient-centered care.”
She notes that she has not chosen a speciality as yet but adds: “I am deeply committed to medical leadership and helping future students decide to pursue medicine through community outreach and mentorship.
“Receiving this scholarship empowers me to focus entirely on my medical education, ensuring I build a strong foundation to serve both my future patients and the next generation of medical professionals.”
Jerssiah Hassell-Belboda
College/University: St George’s University, Grenada
Jerssiah is pursuing a Doctor of Medicine at St George’s University. She wants to become “a compassionate and skilled physician dedicated to improving the lives of others.”
“I am committed to providing patient-centered care while continuing to grow through lifelong learning and service, “ she says. “One of my greatest goals is to give back to the community that has supported and believed in me throughout my educational journey.”
Sarah Vijaykumar
College/University: University of Nicosia, Cyprus
Sarah is a third-year student at the University of Nicosia in Cyprus where she is pursuing her doctorate in medicine.
Sarah says: “My aspiration in life is to become a compassionate and dedicated physician, committed to making a meaningful difference to patients and the community I work for. I am interested in cardiology and am looking forward to gaining more clinical experience …. I am eager to learn more about other specialties that may interest me in my medical training journey.
“Ultimately my goal is to use the skills and knowledge that I have gained to give back to Bermuda – the community that has supported me in my journey towards becoming a doctor.”
Chiyaro Wedderburn
College/University: Howard University, Washington DC
Chiyaro says: “I am currently a medical student at Howard University College of Medicine with a strong interest in providing high-quality, patient-centered care. My long-term goal is to return to Bermuda and contribute to the health and well-being of the community through clinical practice, medical research, mentorship and service.
“I am particularly interested in addressing chronic diseases and improving access to healthcare through evidence-based medicine and community engagement.”
ALLIED HEATH SCIENCES STUDENTS
Kimora-Lee Bean
College/University: Andrews University, USA
Kimora is pursuing a Bachelor of Science in Medical Lab Science at Andrews University in Michigan.
She says: “My career aspirations are rooted in my passion for the science behind disease diagnosis and patient care, with the goal of becoming a medical doctor specializing in pathology.
“Through my current undergraduate studies in Medical Laboratory Science, I have developed a strong interest in histology and anatomic pathology, where understanding disease at the cellular level is essential for accurate diagnosis and effective treatment.
“I am deeply inspired by my experiences that have given me firsthand insight into the healthcare needs in Bermuda and have strengthened my commitment to contributing to its continued improvement.”
Zekia Lewis
College/University: University of Tennessee, USA
Zekia says: “My goal is to return to Bermuda after graduation and work in the anatomical pathology laboratory. I hope to use my dual certification in cytology and histotechnology to support patient care and help address the staffing needs within the healthcare system.
“As I gain experience, I would like to advance into a leadership role within the laboratory. Long-term, I am interested in pursuing further training in pathology, with the possibility of becoming a pathologist in the future.”
Keimani Trott
College/University: Arizona State University, USA
Keimani aspires to be a speech and language pathologist. Currently pursuing a Bachelor of Science in Speech and Hearing Science at Arizona State University, he plans to also pursue graduate studies in the field.
Keimani says: “I am passionate about helping individuals overcome communication challenges and improving their quality of life through effective communication.
Ultimately, I hope to return to Bermuda and contribute to addressing the need for speech-language pathology services within our community.”
NURSING STUDENTS
Christopher Bean
College/University: Bermuda College
Christopher is in the associate’s degree Nursing programme at Bermuda College.
He says: “My current career aspiration is to continue developing as a healthcare professional with a strong focus on mental health, emergency care and community wellness. I hope to use my education and experience to help improve access to compassionate, high-quality care for people in Bermuda, especially those who may struggle to find the right support.
“Long term, I aspire to become a leader in healthcare who helps strengthen systems, reduce stigma, and create better pathways for individuals and families to receive care. This scholarship supports my goal of growing both clinically and professionally so I can make a meaningful contribution to Bermuda’s healthcare sector.”
Mishale Corday
College/University: Massachusetts College of Pharmacy and Health Sciences, USA
Mishale says: “I chose to pursue a nursing degree because I have always been passionate about helping others, and I was inspired by the profound impact nurses can have through both their skills and compassion.
“In nursing, even the smallest detail can make a life-changing difference, and I aspire to become the kind of nurse who notices what others might miss, particularly in trauma care.
After completing my studies, I hope to become a registered nurse and eventually use my experience to provide quality healthcare to underserved communities both locally and internationally. I am passionate about healthcare accessibility, cultural learning, and exploring the world, with the goal of making a meaningful difference wherever my career takes me.”
Naziah Robinson
College/University: Birmingham City University, UK
Naziah says: “As a future nurse, I aspire to provide compassionate and dignified care while continuing to grow in my clinical knowledge and professional skills. I am passionate about supporting patients through challenging moments and contributing positively to their health and wellbeing.
“My goal is to make a meaningful difference within Bermuda’s healthcare field through patient advocacy, safe care and support for a healthier community”
Alaysia Swan
College/University: Delaware State University, USA
Alaysia says: “My current career aspirations include completing my Bachelor of Science in Nursing and gaining valuable experience in either mental health or community health nursing. As a future nurse, I aim to serve as a mentor, guiding individuals who are passionate about pursuing a career in the healthcare profession.
“Additionally, I aspire to advocate for those lacking the resources to access adequate healthcare services.
“Ultimately, my goal is to make a meaningful impact across Bermuda, contributing positively to the health and well-being of the community.”
Zhi Williams
College/University: University of Worcester, UK
Zhi says: “I am currently pursuing a Bachelor of Science in Nursing degree – a lifelong dream of mine. My primary interests are paediatrics or maternity nursing, as I am drawn to supporting children, mothers and families during some of the most important stages of life.
“Through my educational and clinical experiences, I hope to develop the skills and knowledge needed to make a meaningful impact on the health and well-being of my community. I look forward to building a career that combines clinical excellence, advocacy and lifelong learning.”
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Tuesday 30 June 2026: Bermuda Hospitals Board (BHB) is pleased to announce that Turning Point, its addiction services department, has achieved accreditation with the Commission on Accreditation of Rehabilitation Facilities (CARF).
The accreditation is valid to 2029 at which time CARF will re-assess Turning Point’s services and delivery of those services to ensure they have maintained their high standards.
Acting CEO & Chief of Nursing Judy Richardson comments: “Our addiction services team at Turning Point has maintained CARF accreditation since 2011 when BHB first applied. We are proud of their achievement and delighted at the news that it has been retained for a further three years.
“It validates that our team meets world-class standards of excellence in caring for clients and that our Bermuda community has access to the best care.”
CARF officials conducted an on-island survey of Turning Point’s services 27-29 April 2026 and issued a report and letter of the decision, this month.
The accreditation applies to the following Turning Point programmes:
Director of Turning Point, Shirley Place commented: “Our dedicated team is driven to provide clinical services and support to help those who seek our services and desire a drug-free lifestyle.”
“We are so pleased to be recognised and receive CARF accreditation for the work we do every day and we strive to improve wherever we can.”
The CARF Accreditation Report and letter for the Turning Point programme are available on our website. You can access them by clicking the links below.
2026-CARF-Accreditation-Letter.pdf
Photo: Turning Point Team – front from left: Shirley Place, clinical director; Karla Trott, clinical manager; Dr. Jacqueline Headley, psychiatric resident; Trevone Nathan, RN; Sandra Ward, RN. Back from left: Omar Green, pharmacist; Patrice Smith, nursing assistant; Christopher Webson, addictions counsellor; Terencio Lowe, nursing assistant; Tammy Warner, secretary; and Dayla Burgess, addictions counsellor.
Saturday 20 June 2026: Bermuda Hospitals Board today announced the appointment of Craig Bridgewater as the organisation’s interim chief financial officer. In this role, Mr Bridgewater will oversee all fiscal responsibilities of BHB and support the continued stability of the organisation’s financial operations.
Acting CEO Judy Richardson said: “We are pleased to welcome Craig to the Executive Team and appreciate his willingness to step into this role. Having served on the BHB Board since February, he already has a strong understanding of our operations, our financial landscape and the dedicated team he will be leading. His familiarity with the organisation allows for a smooth transition as we move forward. We will shortly begin a full recruitment process for a permanent chief financial officer.”
A Bermudian chartered professional accountant, Mr Bridgewater brings more than 30 years of experience across the audit, investment management, insurance and banking sectors locally and internationally. His background includes senior leadership roles in financial governance and reporting, regulatory compliance, operational transformation and people management. Most recently, he served as senior executive vice president and group chief financial officer at Butterfield Bank. He has also held senior finance positions at KPMG in Bermuda and the United States, and at Orbis Investment Management Limited.
BHB Board Chair Collin Anderson said: “Craig brings extensive financial leadership experience, and the Board has full confidence in his ability to guide the Finance team during this transition period.”
Mr Bridgewater succeeds former CFO Arthur Ebbin, who concluded his service with BHB last week after 13 years with the organisation.
Thursday 18 June 2026: Bermuda Hospitals Board (BHB) has confirmed that Acumentice, a UK-based healthcare consultancy, has been contracted to conduct the independent operational review of the Emergency Department (ED) at King Edward VII Memorial Hospital.
The engagement follows the Ministry of Health’s directive for an independent assessment to support immediate and sustained improvements within the Emergency Department. The review will take approximately six weeks to complete, with the external team expected to arrive in Bermuda in the coming weeks to begin on-site work.
Acumentice will examine patient flow, capacity pressures, operational processes, and opportunities to strengthen emergency care services. The review is intended to provide evidence-based recommendations that support frontline staff, improve patient experiences, and enhance the efficiency and effectiveness of emergency care delivery.
As an independent statutory authority established under the BHB Act, BHB operates under its own governance framework, policies, and procurement procedures. While BHB is publicly funded and committed to transparency and accountability, it is separate from the Government of Bermuda and conducts procurements in accordance with its own Financial Instructions, General Orders, and Board-approved governance requirements.
To facilitate the time-sensitive review, BHB exercised its emergency procurement authority under an Exceptional Resolution adopted by the Board on 22 April 2026 authorizing the Chairman and the Executive Committee (ExCo) of the Board to oversee and conduct the procurement process. While the procurement process was expedited, it was conducted under a documented emergency procurement framework that incorporated defined evaluation criteria, governance safeguards, and oversight measures designed to adhere as closely as possible to the principles of transparency, fairness, accountability, integrity, competition, and value for money.
The procurement was conducted using a Competitive Negotiations approach, a recognized procurement method used by public authorities in Bermuda and consistent with established procurement practices. The process permits competitive negotiations where an urgent requirement makes open tendering impractical, provided the urgency was neither foreseeable nor caused by delay on the part of the procuring authority. To ensure fairness, transparency, and effective competition, BHB conducted a structured process involving at least seven vendors. All participants received the same documentation, requirements, evaluation criteria, and responses to vendor questions. The process included blind scoring for shortlisting, interviews, reference checks, and contractual negotiations.
With respect to public disclosure, BHB remains committed to transparency and compliance with Bermuda’s Public Access to Information (PATI) legislation. Information regarding the contract awarded to Acumentice will be disclosed in accordance with BHB’s normal disclosure practices and statutory obligations, including publication of contract information through the mechanisms routinely utilized by BHB and reflected on the organization’s website.
The independent review comes as BHB continues to make progress in addressing longstanding pressures within the Emergency Department. Since the implementation of the Bed Capacity Management Plan, measurable improvements have been achieved across the hospital system. Median boarding times in the Emergency Department have decreased from approximately 50 hours earlier in 2026 to approximately 20 hours in May 2026, representing a reduction of about 60 percent.
Emergency Department overcrowding has also eased, supported by enhanced discharge processes and the introduction of a new discharge lounge. Most patients who are not admitted continue to be treated and discharged within a median of less than four hours, while admitted patients are experiencing significantly shorter waits as patient flow initiatives take effect.
A BHB spokesperson said: “This independent review reflects our commitment to ensuring that the Emergency Department is equipped to meet current and future demands. The recommendations provided by Acumentice will help inform the next phase of improvements and support our goal of delivering a more responsive and sustainable healthcare system for all residents.”
The spokesperson continued: “Our staff have worked diligently to improve patient flow and address capacity challenges across the hospital, and we are encouraged by the progress that has already been achieved. This review provides an opportunity to benefit from external expertise and benchmark our operations against international best practices. We look forward to working with the Acumentice team and using their findings to identify practical measures that can further enhance efficiency, strengthen patient flow, and support the delivery of high-quality care.
Further updates will be provided once the review team arrives on the island and the assessment is formally underway. Once the review is complete, BHB will share the findings with the public. The Bermuda Hospitals Board remains committed to transparency and will provide an update on the findings at the conclusion of the review.
About Acumentice
Acumentice is a UK-based healthcare consultancy specialising in operational improvement, patient flow optimisation, and system redesign across hospital and clinical settings. The firm works with healthcare organisations to strengthen performance, reduce bottlenecks, and support sustainable service delivery through data-driven analysis and practical, frontline-focused solutions.
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Thursday 11 June 2026: Ahead of World Blood Donor Day on Sunday 14 June, Bermuda Hospitals Board’s Blood Donor Centre is appealing to the public to become blood donors.
BHB Chief of Pathology and consultant haematologist Dr Eyitayo Fakunle said: “World Blood Donor Day 2026 is a reminder that something as simple as donating blood can mean everything to someone else. This year’s theme, ‘One Drop of Humanity. Give Blood. Save Lives.’ speaks to the kindness and compassion shown by ordinary people who choose to help others through blood donation.
“Blood donation is not only important during times of crisis or disaster. Hospitals need blood every single day. Regular, voluntary donors help ensure that safe blood is always available when patients need it most.”
Minister of Health Kim Wilson praised participants in the annual Corporate Blood Drive competition, who helped replenish the blood supply throughout the past year, saying: “I commend the contribution made by [winner] Conduit Re and extend my appreciation to all 21 companies that participated in this year’s Corporate Blood Drive. Your collective efforts have played a vital role in maintaining Bermuda’s blood supply and supporting the patients who depend on it.
“Each donation represents a meaningful act of service to our community, and I am grateful to every employee who chose to give.”
Dr Fakunle added: “As we mark World Blood Donor Day, we encourage everyone who can to consider becoming a regular blood donor and to encourage family and friends to do the same. This strengthens our blood services, ensuring that safe blood remains accessible to every patient who depends on it.
“To us, each of our donors is a hero and we thank them all. Their kindness, generosity and willingness to give truly make a difference. One drop really can save lives.”
Why donate?
Join Us and Save Lives
We encourage you to:
If you’re healthy, over 18 (or 17 with parental consent) and meet general donation guidelines, you could be someone’s hero. Check out the blood donation criteria at bermudahospitals.bm/be-a-donor/.
Wednesday 10 June 2026: Bermuda Hospitals Board’s (BHB) is pleased to announce the winner of the Corporate Blood Drive 2025-26 is Conduit Re.
The friendly competition, now in its 13th year, concluded on 4 June 2026. it brought together 21 companies from across Bermuda, demonstrating the corporate community’s commitment to supporting the island’s blood supply and the patients who depend on it.
BHB Chief of Pathology and consultant hematologist Dr Eyitayo Fakunle said: “Through the collective efforts of its staff, Conduit Re made an outstanding contribution to Bermuda’s blood supply.”
In recognition of this achievement, Minister of Health Kim Wilson, Ministry of Health Permanent Secretary Keechia Tuckett, Chief Medical Officer Dr Shaun Ramroop, BHB Chief of Staff Dr Anna Neilson-Williams, Chief Operating Officer Preston Swan, Dr Fakunle and the Blood Donor Centre team, visited Conduit Re on 10 June 2026 to present the trophy and congratulate and thank its participants for their commitment to this important cause.
Conduit Re CEO Neil Eckhart commented: “We are so proud of our team for making this happen. Being named the winner of the BHB Corporate Blood Drive competition is a reminder of what we can achieve when we come together for something bigger than ourselves. Giving blood is one of the simplest and most powerful gifts you can offer, and the Conduit Re family showed up wholeheartedly.”
Dr Fakunle continued: “Their success serves as an example of how corporate leadership and community partnership can make a meaningful difference in healthcare.”
The Corporate Blood Drive continues to highlight the positive impact that organisations can have when they encourage employees to become blood donors and foster a culture of community service.
Dr Fakunle further commented: “We extend our sincere gratitude to the 21 companies that participated this year. The generosity of their employees has directly helped ensure that blood products were available for patients requiring transfusions, including those undergoing surgery, receiving cancer treatment, experiencing medical emergencies, and managing chronic health conditions.
“Thank you for your commitment to this important cause and for helping to make a difference in the lives of patients across our community.”
The 21 companies that took part in the blood drive this year ranked as follows:
| Company | Ranking |
| Conduit Re | 1 |
| Freisenbruch | 2 |
| Vantage Risk | 3 |
| Chubb | 4 |
| Ren Re | 5 |
| Aeolus | 6 |
| Ariel Re | 7 |
| AON | 8 |
| Fortitude Re. | 9 |
| Sompo | 10 |
| HISCOX | 11 |
| MS Re | 12 |
| Hamilton Princess | 13 |
| Ascot BDA | 14 |
| Everen | 15 |
| BMA | 16 |
| Talcott Re | 17 |
| Catalina-Re | 18 |
| Butterfield & Vallis | 19 |
| Athene Re | 20 |
| Teneo LTD | 21 |
To learn more about how to become a participant in BHB’s Corporate Blood Drive, email blood.donor@bhb.bm or call 236-5067. The deadline for companies to sign up for the 2026-27 Corporate Blood Drive is Friday 31 July.
Monday 8 June 2026: Bermuda Hospitals Board (BHB) today announces updates to its laboratory testing policy. The changes are designed to improve coordination of laboratory services across the island, reduce unnecessary expenses and support the long-term sustainability of Bermuda’s healthcare system.
Effective 3 August 2026, the BHB laboratory will continue to support private laboratories and physicians’ offices by accepting requests for tests that can be performed at BHB. However, the laboratory will no longer accept requests from external providers for tests that cannot be performed at BHB and require overseas processing.
BHB will only accept tests to be sent overseas when they are ordered by BHB physicians or Government clinics.
“Like many countries around the world, we are facing increasing demand for services and rising healthcare costs,” said Morrisa Rogers, BHB’s director of clinical support services. “These changes are intended to ensure laboratory resources are used appropriately, reduce unnecessary duplication of services, and allow us to focus our efforts on delivering high-quality care to patients.”
Chief of Staff Anna Neilson-Williams said: “The updated policy is part of a broader effort to ensure Bermuda’s healthcare resources are being used effectively and responsibly. By improving how laboratory services are coordinated and delivered, we can better support patient care while managing costs.”
Acting Chief Executive Officer Judy Richardson emphasised the importance of system-wide collaboration, saying: “The changes will strengthen coordination between providers and support a more efficient healthcare system. Ensuring laboratory services remain accessible, clinically appropriate and financially sustainable helps maintain access to essential testing for patients who need it most.
“BHB is committed to working with physicians, healthcare providers, Government clinics and community partners to deliver safe, effective, evidence-based care.”
Information about BHB’s laboratory services can be found on the BHB website at bermudahospitals.bm under Departments & Services.
Tuesday 2 June 2026: The Ministry of Health and the Bermuda Hospitals Board are providing an update on ongoing work to improve patient flow, reduce Emergency Department overcrowding, and strengthen Bermuda’s acute and long-term care capacity. This update forms part of the shared commitment to keep the public informed as progress continues, particularly at King Edward VII Memorial Hospital, Bermuda’s only emergency department.
BHB has set a clear operational target of six hours for Emergency Department (ED) boarding, which is the time between the decision to admit a patient and their transfer to an inpatient bed. This benchmark is consistent with the standard used by the US Centers for Medicare & Medicaid Services and is the primary measure of ED flow.
Hallway care, delayed discharges, and lost acute care bed days all affect how many inpatient beds are available. Because they are connected, these issues are managed together under the boarding target. Bermuda faces a special challenge: King Edward VII Memorial Hospital is the country’s only emergency department, and there are no other local facilities where patients can be sent instead.
For admitted patients, time in the Emergency Department has two parts: the time it takes to reach a decision to admit, and the time spent boarding until an inpatient bed becomes available. As of May 2026, admitted patients waited a median of about five hours for a decision to admit, followed by a further median of about twenty hours boarding. This resulted in a typical total of roughly twenty-four hours in the ED before transferring to a ward. While this remains above the six hour target, boarding times have improved meaningfully over the past several months. Most patients who are not admitted continue to be treated and discharged within a median of under four hours.
A review of 29,512 ED encounters between April 2025 and March 2026 found that roughly 25 to 35 percent of patients, about 20 to 28 patients per day, could have potentially been treated in primary or community care settings. This work supports ongoing efforts to strengthen primary care access and reduce avoidable ED demand.
Since the introduction of the Bed Capacity Management Plan, BHB has seen measurable improvements. Median boarding time has dropped from around fifty hours earlier in 2026 to around twenty hours in May 2026, a reduction of about sixty percent. ED overcrowding has eased as a result, supported by enhanced discharge processes and the use of the new discharge lounge.
Performance still varies week to week, and boarding remains above target. The progress to date reflects the commitment of clinical teams and the coordinated approach between BHB and the Ministry of Health. To support long-term system sustainability, BHB will be adding thirty long-term care beds at MWI. This is part of the broader strategy to address the projected need for approximately 365 skilled nursing facility beds by 2035. In addition, a robust and expedited procurement process for the independent review of ED access is nearing completion.
Although an external reviewer has not yet been appointed, the process is actively progressing under the governance oversight of the Chairman of the Bermuda Hospitals Board. Updates will be provided at appropriate stages to ensure transparency while protecting the independence and integrity of the review.
As of 1 June 2026, forty-one patients who are medically fit for discharge were occupying acute care beds. Their median length of stay to date is about seventy three days, with an average of about one hundred and eleven days. Seventeen patients with stays of ninety days or longer account for seventy eight percent of all bed days used by this group. These patients are predominantly older adults, with a median age of seventy four, and require skilled nursing or long term care placement, which is the main reason for the delay. Work continues across the system to support timely and appropriate placement options.
The Minister of Health The Hon. Kim Wilson said: “The progress we are seeing is the result of strong collaboration between BHB and the Ministry, and I want to acknowledge the dedication of the teams who are working every day to improve patient flow and strengthen the system. While there is more work ahead, we are encouraged by the improvements already achieved and remain committed to supporting BHB as they continue this important work.”
The Acting CEO of BHB Ms. Judy Richardson added: “Our staff have been working extremely hard to improve the experience for patients and families, and the reduction in boarding times reflects that effort. We appreciate the Ministry’s ongoing support as we continue to implement the Bed Capacity Management Plan and expand long-term care capacity. We are committed to building on this progress and ensuring that patients receive timely, safe, and appropriate care.”
BHB, with the full support of the Ministry of Health, remains committed to reducing ED boarding times, improving patient flow, expanding long-term care capacity, strengthening primary and community care pathways, and maintaining transparency as this work continues.
Tuesday 19 May 2026: The Bermuda Hospitals Board (BHB) and the Ministry of Health confirmed that strengthened patient‑flow protocols are already delivering meaningful improvements across the hospital. The enhanced discharge process now includes several coordinated steps to improve patient movement through the system. An estimated date of discharge is set by the hospitalist within 24 hours of admission, giving teams a clear target from the outset. Daily multidisciplinary rounds are embedded across the acute wards to review the clinical plan, identify barriers to discharge, and confirm the expected discharge date. Surgical ward rounds have been moved to early morning so that discharge decisions can be made and actioned earlier in the day, allowing beds to be released sooner. In addition, a 10‑bed discharge lounge has been established to ease pressure on the Emergency Department and reduce the need for bed boarding.
An expedited procurement process is underway to appoint a suitably qualified, independent third party to conduct the operational review of the Emergency Department, following a Directive from the Minister of Health to the Bermuda Hospitals Board to undertake a review of Emergency Department operations. The BHB Board will oversee the appointment process to ensure independence, integrity, and credibility. The scope and terms of reference will be published at the appropriate stage. The review will provide a clear, evidence-based assessment of current pressures and support long-term improvements that benefit patients, families, and staff.
BHB advised that the Emergency Department normally has 23 treatment spaces—15 standard beds, 4 resuscitation beds, and 4 fast‑track beds. During periods of high demand, BHB has well‑established mechanisms to safely expand capacity, including 20 hallway spaces, a 10‑bed Clinical Overflow Unit, 4 fracture clinic spaces, up to 12 contingency beds in the Gosling and Maternity wards, and a weekday evening fast‑track service for up to 12 patients.
A key area of focus continues to be improving patient flow. Approximately 40 patients each day are medically fit for discharge but remain in hospital while awaiting appropriate placement or supports. This results in an estimated 14,600 acute care bed days each year not being available for new patients and contributes to operational pressures, including approximately $2 million annually in additional staffing and infrastructure costs. BHB’s enhanced discharge planning processes are already helping to reduce these pressures.
These challenges reflect broader system needs. Bermuda currently has approximately 367 licensed long‑term care beds in the community, with a further 160 individuals with long‑term care needs being accommodated within the hospital system. Around 46% of acute care beds are regularly occupied by patients who are medically fit for discharge. Strengthening community‑based care options, expanding home‑care supports, and improving placement pathways are all contributing to better patient flow.
Demographic modelling indicates that by 2035, approximately 930 seniors will require some level of formal long‑term care support. While many lower‑acuity needs can be safely met at home, demand for higher‑acuity skilled nursing care is expected to grow. Projections estimate that Bermuda will require approximately 365 skilled nursing facility beds by 2035—an increase of roughly 40% over current levels. Continued investment in purpose‑built skilled nursing capacity will help ensure patients receive care in the most appropriate setting while protecting acute hospital operations.
“The independent review will be a valuable opportunity to strengthen how we manage patient flow, discharge processes, and overall service delivery,” said Collin Anderson, Chair of the Bermuda Hospitals Board.” Our teams remain committed to providing safe, high‑quality care for every patient, even during periods of sustained demand.”
BHB also confirmed that formal Surge Capacity and Mass Casualty Plans remain in place to respond to seasonal demand, infectious disease outbreaks, and major emergencies. These plans include emergency staffing arrangements, temporary repurposing of clinical spaces, and coordinated work with partner agencies to maintain safe care during peak demand.
To support immediate improvements, BHB has established a Patient Flow Steering Committee, which includes an independent Patient Advisor, and implemented a Bed Capacity Management Plan to improve patient movement through the hospital and reduce discharge delays.
BHB and the Ministry acknowledged that caring for patients in overflow and hallway areas during busy periods is challenging. However, care continues to be delivered in line with established safety standards and Accreditation Canada requirements. Patient dignity, privacy, and hygiene remain central priorities, supported by privacy screens, consent‑based communication, and moves to private spaces whenever possible.
Minister of Health, Kim Wilson, said, “We recognise the pressures that patients, families, and staff experience during busy periods in the Emergency Department. At the same time, we are seeing meaningful progress across the system. The new 30‑bed Transition Unit will help patients who are ready to leave hospital move into a more appropriate setting with the right support. Alongside expanded home care, stronger day services, and investments such as Lefroy House and the Sylvia Richardson Care Facility expansion, these initiatives will ease pressure on the hospital and improve quality of life for patients. We remain committed to building a stronger, more responsive health system for our community.”
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