The Digital Health Landscape in 2025: What Public Sector Leaders Need to Know

In Ontario, digital health continues to be a cornerstone of health system modernization. From integrated care delivery to artificial intelligence in clinical settings, 2025 is proving to be a pivotal year for public sector leaders shaping the future of health services.

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At GEF Consulting Inc., we support Ontario’s ministries, health agencies, and public-sector delivery partners in responding to the evolving digital health environment. Below, we explore five key trends transforming the sector and highlight the strategic implications for Ontario’s public health ecosystem.

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1. Ontario Health Teams (OHTs) Are Driving Real Integration

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The province’s push toward Ontario Health Teams (OHTs) continues to gain traction. In 2025, OHTs are evolving beyond structural alignment to deliver true digital integration—connecting hospitals, primary care, home care, mental health, and community services via shared digital tools and data environments.

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Implications:

Public sector organizations must double down on investments in interoperability, data standards, and system readiness. Provincial ministries and agencies should continue to incentivize collaborative procurements and ensure alignment with Ontario Health’s digital infrastructure roadmap.

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2. AI and Clinical Analytics Are Entering the Mainstream

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Artificial intelligence is now a practical component of care delivery in Ontario. Several health systems are using predictive analytics to manage hospital flow, optimize diagnostics, and reduce emergency department wait times.

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Implications:

Ontario’s public sector must work across agencies—particularly between the Ministry of Health, Ontario Health, and regulatory colleges—to establish governance, auditability, and ethical guidelines for AI in clinical settings. Procurement and evaluation models must now consider algorithmic transparency and patient safety as core criteria.

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3. Virtual Care Is Maturing into Hybrid Models

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While virtual care surged during the pandemic, 2025 is seeing a more targeted and sustainable use of virtual services. Mental health, chronic disease management, and rural medicine remain the most effective use cases. Ontario’s Digital First for Health strategy is now shifting toward optimizing—not just enabling—virtual care.

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Implications:

Public sector decision-makers must refine virtual care delivery through updated billing codes, training programs, and digital equity strategies—especially for marginalized and remote populations. Continued alignment with OHIP and OntarioMD initiatives will be critical to sustainable adoption.

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4. Cybersecurity and Digital Trust Are Top Priorities

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Ontario's health system has not been immune to cyber threats, including recent ransomware attacks that disrupted hospital operations. As digital health infrastructure expands, so too does the attack surface.

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Implications:

Provincial agencies must take a security-by-design approach in both digital health projects and vendor procurement. Cybersecurity capacity building—especially at the OHT and community level—should be seen as a shared responsibility. Alignment with Ontario’s Cybersecurity Centre of Excellence and the new Digital ID framework can support secure, patient-centric access to services.

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5. Patients and Caregivers Are Expecting More

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Ontario patients are no longer passive recipients of care—they want access to their health records, appointment scheduling, virtual consults, and communication with care teams. With the launch of My Health Records and Ontario’s Digital Health Information Exchange, expectations are rising.

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Implications:

Public-sector health leaders must lead with user-centered design, accessibility, and cultural safety in digital initiatives. This includes support for Indigenous data sovereignty, language access, and the inclusion of patients and caregivers in service co-design.

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Strategic Focus for 2025 and Beyond

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Ontario is well-positioned to lead in digital health, but public sector leadership must be proactive, adaptive, and collaborative. Key success factors include:

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Strategic procurement processes that align with Ontario Health standards and support vendor innovation.

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Cross-ministry collaboration, particularly between health, infrastructure, education, and digital government portfolios.

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Data governance maturity, ensuring responsible use, sharing, and protection of personal health data.

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At GEF Consulting Inc., we bring deep experience supporting Ontario’s public institutions in delivering complex health and digital transformation initiatives. From system design to vendor selection to implementation oversight, we help clients turn vision into outcomes.

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Connect with Us

Are you leading a digital health initiative within an Ontario ministry, OHT, or health agency? Let’s talk. GEF Consulting Inc. is here to help public sector teams navigate the evolving landscape with confidence and clarity.

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