Staff wellbeing was a key priority while designing the new hospital. Every effort was made to create inviting, comfortable, and restorative spaces that support the health care professionals who serve our community each day.

Comfortable and consistent staff lounges

Throughout the building, staff amenities are thoughtfully planned, consistent, and easily accessible — offering places to rest, recharge, and connect with colleagues.

Every staff lounge at DCDH is designed with the same baseline amenities, creating a sense of familiarity no matter where you work in the hospital. Each lounge includes:

• A microwave, fridge, and dishwasher
• Comfortable lounge seating and stacking chairs
• Dining tables and coffee tables

This consistency ensures that all staff have access to functional, comfortable spaces to take a break, eat a meal, or simply pause and reset.

Emergency Department Staff Lounge

Furniture procurement is underway and these pieces may not represent the final items purchased. Colours and accessories are being finalized.

Thoughtfully designed locker and change rooms

Wherever possible, staff lounges are located with large exterior-facing windows, bringing in natural light and views to the outdoors. These design choices support wellness, reduce stress, and help staff feel connected to the world outside the hospital walls

Staff locker areas across the hospital are designed for convenience, comfort, and efficiency. Locker rooms include:

• “Z‑style” day-use lockers
• Seating benches
• Coat and boot racks
• Linen hampers

These shared, day-use spaces are easy to access and support the realities of shift work, while keeping personal belongings secure and organized.

Amenities close to where you work

Dedicated staff lounges and lockers are located close to departments wherever possible, allowing staff to transition easily between work and break spaces. Locating staff amenities near departments was a deliberate choice — reducing walking distances, saving time, and making it easier for staff to truly benefit from their breaks.

A private outdoor garden for staff

One of the most unique staff amenities is the private outdoor staff garden, located near staff parking and the staff entrance.

Designed as a secure, staff‑only space, the garden offers:

• Outdoor seating, picnic tables, and benches
• Bike racks
• A mostly covered area for year‑round use
• A small open section to the south to allow sunlight and fresh air

This outdoor space gives staff an opportunity to step outside, breathe, and decompress — whether it’s during a break, before heading home, or at the start of a shift.

Supporting our staff

The staff amenities at the new Dawson Creek & District Hospital are intended to support our staff and ensure that they are valued and supported. By providing consistent, comfortable, and well‑located spaces, the hospital supports staff wellness, teamwork, and work‑life balance.

The Dawson Creek & District Hospital (DCDH) Replacement Project was proud to participate in this year’s Adventures in Health Care program.

Adventures in Health Care is a hands-on learning experience designed to help high school students explore the wide range of education and career pathways connected to health care. The program goes beyond traditional clinical roles, highlighting how planners, technologists, and support teams all play a critical role in delivering safe, high-quality care.

Connecting students to the future of health care in Dawson Creek

This year, our participation focused on the design, construction, and future opening of the new Dawson Creek & District Hospital. Rather than exploring individual health services, students were invited to think bigger—about how hospitals are planned, how decisions are made within real budgets, and how building design directly impacts patient care, staff wellbeing, and community access to services.

Through an interactive Design Your Hospital – Budget Challenge, students stepped into the role of hospital planners. Working in teams, they were given a fixed budget and asked to make real-world decisions about what to include in their hospital. From emergency departments and inpatient units to diagnostic imaging and mental health spaces, students quickly learned that every choice comes with trade-offs.

Learning that hospitals are more than patient rooms

A key part of the activity highlighted the importance of essential, behind-the-scenes departments—such as laboratories, pharmacies, medical device reprocessing, IT, and facilities maintenance. Students discovered that without these core building blocks, even the most modern hospital cannot function safely or effectively.

This systems-based approach helped students understand that health care delivery depends not only on people, but also on infrastructure, planning, logistics, and teamwork. Many were surprised to learn how much work happens behind the scenes before a hospital opens its doors to patients.

Building awareness, curiosity, and community pride

Participating in Adventures in Health Care allowed the DCDH project team to connect directly with local youth and share how the new hospital is being designed to support the Dawson Creek and Peace Region community for generations to come. It also opened conversations about future careers—showing students that meaningful roles in health care exist across a wide range of skills, interests, and education pathways.

As the new Dawson Creek & District Hospital moves closer to completion, programs like Adventures in Health Care help ensure that youth see themselves as part of that future—helping shape the next chapter of care close to home.

We’re proud to support opportunities that spark curiosity, build understanding, and inspire the next generation to imagine a future in health care—right here in Dawson Creek.

Some exciting news about the new Dawson Creek & District Hospital project! Construction is progressing ahead of schedule and as a result, we've received notice from Graham Design-Builders that the substantial completion date has moved from November 30, 2026 to September 29, 2026—two months ahead of schedule!

Advancing the substantial completion date is a major achievement—and a testament to hard work by many partners and contributors. It brings us significantly closer to opening a brand new, state-of-the-art hospital that reflects the needs, values, and cultures of Dawson Creek and the Peace Region.

What does “substantial completion” mean?

Substantial completion marks the point when the building is sufficiently complete and safe for Northern Health to take ownership of the facility. While there may still be minor finishing touches, cleanup, or adjustments required, the hospital is considered fully constructed with functioning systems.

In practical terms, this is when Graham formally hands over the building—keys included—and Northern Health assumes responsibility for preparing the hospital for patient care.

What does this mean for opening day?

Because construction is ahead of schedule, our Go-Live / Opening Day will also be earlier than planned. There’s still work and planning to be completed prior to determining the new opening day date. But we’ll provide an update once we know more!

What happens between substantial completion and opening day?

Once we receive the keys to the building, we enter a critical activation and transition phase. These months are essential to ensuring that our physicians, nurses, support staff, and operational teams are fully prepared to deliver care in the new space.

A lot of work happens behind the scenes before the hospital opens its doors to patients, which includes:

✔ Staff Training, Orientation, and Education

• Staff will receive in-depth training on new equipment, updated workflows, safety procedures, and the layout of the facility.
• Teams will learn how to work in their new environment and adapt to redesigned workflows so they’re confident and well‑prepared.
• Staff will take part in hands‑on learning to ensure safe, high‑quality care from day one.

✔ Simulation and Dry-Run Exercises

• Teams practice real-world scenarios to ensure that care is delivered safely, efficiently, and consistently from day one.
• These exercises help identify gaps, test new processes, uncover concerns, and build staff confidence.
• This may include simulations of emergency codes and responses, patient journeys, interdepartmental coordination and patient workflows, patient transport routes for move day, testing wayfinding and routing, and much more.

✔ Furniture and Equipment Installation

• From beds to technology to medical equipment, everything must be installed and tested before we can welcome patients.

✔ Systems Testing & Safety Checks

• IT systems, emergency responses, mechanical systems, and clinical workflows undergo rigorous testing. Remaining deficiencies are corrected, systems are re-tested, and the building is prepared to welcome patients and families.
• This careful and deliberate preparation ensures that the hospital is fully equipped, staff are supported, and patient safety is at the center of every decision.
• We look forward to sharing more updates as we move through this exciting next phase of the project.

Emergency department - treatment rooms (left), care station (right)

Emergency department - treatment rooms

Emergency department - Clinical decision unit treatment spaces

Clinical decision unit treatment space

Inpatient unit room

Maternity unit - Care station

Surgery - pre- and post-op treatment spaces

Visiting specialists treatment room

Project Status Update

Where we’re at

Construction at the new Dawson Creek & District Hospital continues to move forward steadily. On the outside, work on the building’s cladding and louvers is progressing well and helping bring the exterior closer to completion.

Inside, crews are making strong progress on drywall, mudding, taping, painting, and wall protection in all areas of the building. On Levels 1 and 2, painting is finished, wall protection is about 81% complete, and flooring installation is roughly 75% complete. Many interior spaces are now moving into later finishing stages, including the installation of fixtures, finishes, and acoustical ceiling tiles. Doors and hardware are also being added throughout the early‑completed zones.

A major milestone was reached in January with the startup of the Air Handling Units, an important step toward bringing building systems online. Mechanical work is progressing throughout the facility, with commissioning activities happening in some areas and rough‑ins continuing in others. Electrical crews are advancing equipment setup and pre‑commissioning, as well as running cable and completing hook‑ups in upper mechanical spaces. Another sign of progress is that permanent lighting is now being energized in some parts of the building.

Furniture planning and procurement are also underway, with Contemporary Office Interiors engaged to supply furnishings for the new hospital.

What’s next

In the months ahead, construction teams will continue working toward completing the exterior cladding and louvers. Inside the building, work will continue on drywalling, painting, flooring, and other finishing work as more areas move into the later stages of completion. Installation of fixtures, finishes, doors, and ceiling tiles will also continue as additional spaces near completion.

Mechanical commissioning will progress on Level 0, while mechanical and electrical rough‑ins and equipment installation will carry on in the penthouse mechanical room. Electrical crews will keep completing hook‑ups, cable pulls, and work in satellite electrical rooms as permanent power is extended to more areas. Procurement of equipment and furniture will also continue as the project moves closer to operational readiness.

Looking ahead, an additional RFP will be issued for a Food and Beverage Contractor to operate the café in the new facility.

Fun facts! Did you know?

The new Dawson Creek & District Hospital is a major infrastructure project, and its scale can be better appreciated when compared to familiar landmarks from our region:

• The new facility includes 1,060 door slabs. If laid end-to-end horizontally, they’d stretch about 64% of the Dawson Creek Airport runway. Flip them upright? They’d be nearly 1.4 times the runway length!
• There will be 86 interior windows – enough to match two full rounds of Dawson Creek’s 40-stop Heritage Walking Tour, with a few extra stops to spare.
• The plumbing system moves 22,712 L of water every day – that’s just over 2% of the Kenn Borek Aquatic Centre’s 990,000 L lap pool, 2.5 times the tots’ pool and nearly twice the hot tub.
• Dawson Creek has 520 public fire hydrants, and the new hospital will have 402 sinks – about 77% of the city’s hydrant count.
• The new hospital will have 717 medical gas outlets – enough to care for roughly 16% of a sold‑out hockey crowd or about 11% of a full concert audience at the Ovintiv Events Centre.

Construction Progress Photos

Coming soon! A virtual look inside the new hospital!

Wondering what’s happening inside the new hospital? We know there’s a lot of excitement and curiosity about what the inside looks like—and we’re thrilled to start sharing it with you in the coming months. As interior finishes near completion, we will be creating short virtual video tours of departments and key spaces, offering a first look at areas as they come to life.

These sneak‑peek tours will be shared with staff and physicians and featured on Let’s Talk DCDH as well as Northern Health’s YouTube and social media channels. As we continue to approach substantial completion and opening day, watch for more videos as new zones are completed!

Frequently Asked Questions

How many parking stalls? Will it remain free?

We know parking is important to you! Whether you’re visiting a loved one, coming in for an appointment, or working a shift, having convenient and accessible parking makes a big difference.

The new hospital will feature 311 parking stalls—over 100 more than the current hospital—including 125 stalls for staff and physicians and 186 stalls for patients and visitors. In addition, there are 16 accessible parking stalls, drop‑off zones at the main and emergency entrances, 66 bike racks, 8 electric vehicle stalls, dedicated RCMP parking, and motorcycle parking.

And mostly importantly, parking will remain free for everyone!

What will happen to the current hospital?

Many residents have been wondering what will happen to the current hospital once the new hospital opens. The current DCDH was built in 1960 in accordance with clinical health care services and building code standards at the time. Since then, standards have continuously evolved and improved. Recognizing these changes, the current hospital doesn’t align with current clinical and patient care standards and doesn’t comply with the current BC Building Code.

While some may wonder if the newer section of the current hospital could be retained, this is not feasible. The newer section also does not meet today’s clinical and patient care standards and cannot operate independently. It relies heavily on the older portion of the building for essential mechanical and electrical infrastructure. Key services such as the Emergency Department, Medical Imaging, and Laboratory are interconnected with systems housed in the older section. There is no practical way to sustain only one part of the building without the supporting infrastructure.

Once the new hospital is open and operational, the current hospital will become inactive, be emptied out and then removed. This step is part of the approved Business Plan, which includes a full abatement process before demolition. We will be hiring a consultant to prepare materials related to the abatement and demolition of the existing hospital using a procurement process. Following that, a tender process will be held to engage a construction firm to undertake the scope of work. The abatement and demolition of the existing hospital is targeted to take place once the new hospital is open and operational in early 2027.

After abatement and removal of the existing facility, the site will be cleared and turned back into developable land for potential future use.

Operational Readiness and Transition Planning

Monthly departmental workplan meetings were held in November and December, with programs continuing to demonstrate steady and healthy progress toward completion of their operational planning deliverables. These sessions remain an important forum for addressing risks and ensuring alignment across clinical and non-clinical teams as planning advances.

The fifth Operational Readiness Committee (ORC) meeting was held in November, with focused discussion on the Risk Register, Change Requests, and Opening Day Views. The committee also initiated preparatory work for 2026, including early planning related to staff orientation, training, and simulation activities to support a safe and coordinated opening.

Collaboration continues with IMIT to support readiness of clinical system integrations, and with Health Care Relocations (HCR) to advance development of a detailed Patient Transition Plan that prioritizes patient safety, continuity of care, and clear communication across services.

HCR onboarded for move to new facility

Preparations are well underway to ensure a smooth and safe transition into the new facility. To support this effort, Health Care Relocations (HCR)—a global leader in hospital move management—has officially been onboarded. With more than three decades of experience and over 500 successful relocations worldwide, HCR brings specialized expertise in planning, coordinating, and executing complex hospital moves while keeping patient care at the centre of every decision.

In December, the HCR team visited Dawson Creek to meet with leaders, tour each department, and begin assessing what equipment will move, what should be replaced, and how best to sequence relocations to minimize downtime. Over the coming months, they will develop detailed move plans, including a comprehensive move calendar and an information guide to help staff stay informed and prepared.

Staff engagement will be a key component of the transition. Each department will appoint a Department Move Coordinator to participate in planning, review equipment lists, and provide operational insights. A Patient Transfer Committee will also be established to design transfer day procedures, create patient information resources, and ensure roles and responsibilities are clearly defined. All of this planning will help ensure that, when move day arrives, patients are transferred with care, dignity, and clear communication—setting the stage for a safe and successful opening of the new hospital.

Inventory of artworks and artefacts in current hospital

As part of preparations for the transition to the new hospital, an inventory of all existing artworks, art pieces, and cultural artefacts currently displayed in the hospital is underway. This work will help document each item, identify ownership, and support decisions about which pieces may be transferred to the new facility.

We recognize that many of these pieces hold deep historical and emotional meaning for staff, physicians, and the community. Opportunities will be built into the new hospital to preserve and reflect the history of the current facility, supported by a dedicated art budget and guidance from a project Art Committee with local and regional representation. Items not transferring to the new hospital will be handled with care, with efforts made to return them to their original artists, donors, owners, or families.

Engagement Initiatives

Dawson Creek Job Fair

Representatives from the DCDH project team alongside Byron Stewart, Northeast Recruitment and Retention Ambassador recently attended the Dawson Creek Job Search and Support Services and Outlines for Life Society Job Fair at the Kiwanis Performing Arts Center.

Together, we engaged with job seekers, community members, and local service organizations to share information about:

• Current career opportunities with Northern Health
• How to create an online profile on the NH Careers portal
• Upcoming hiring needs for the new Dawson Creek & District Hospital

Our booth welcomed steady interest throughout the event, with many attendees expressing enthusiasm for future opportunities at the new hospital. This job fair provided a valuable platform for raising awareness about Northern Health careers and building connections with potential applicants.

Other Exciting News

Calling artists: Exterior sculpture opportunity

Northern Health invites artists to submit an Expression of Interest (EOI) for the design and fabrication of an exterior sculpture to be featured outside the Emergency Department entrance of the new Dawson Creek & District Hospital.

This sculpture will serve as a meaningful landmark for patients, families, staff, and the community. The sculpture will symbolize the values of health, healing, and community while reflecting the unique identity of the Peace Region.

The EOI period is open until Friday, March 6 at 5:00 PM MST. Download a copy of the EOI document.

A bright welcome: Tuscan Sun panels complete the hospital’s exterior

The new hospital has reached an eye‑catching milestone with the installation of its Tuscan Sun aluminum composite panels, now visible across much of the city. These golden panels complete the hospital’s bold exterior colour palette and were intentionally chosen to be warm and welcoming and to complement the City of Dawson Creek’s logo.

Positioned at the main entrance, the panels add a bright contrast to the soon‑to‑be‑installed “H” sign, helping guide visitors into the facility. As one of the tallest structures in Dawson Creek, the hospital’s completed exterior now reflects regional identity through its colours of Ocean Blue, Lagoon, and Tuscan Sun.

Dawson Creek & District Hospital Foundation launches $3 Million campaign to bring an MRI to the new hospital

The Dawson Creek & District Hospital Foundation’s “Create a Clear Picture” campaign is well underway, aiming to raise $3 million to bring the first publicly funded MRI machine to the new Dawson Creek & District Hospital. This vital service will ensure patients can access advanced diagnostic imaging closer to home, reducing travel, shortening wait times, and helping improve overall health outcomes.

The campaign received a significant boost with ARC Resources Ltd. stepping forward as the lead donor, contributing an impressive $1.5 million towards the campaign. This major investment reflects strong community leadership and deep regional commitment to improving access to modern healthcare. ARC emphasized that supporting this initiative ensures residents can receive timely, high‑quality care while remaining in their own community.

The Foundation invites individuals, businesses, and community partners to join this effort and help create a healthier future for all. To learn more, visit the Dawson Creek & District Hospital Foundation’s website.

Featured Stories

• FAQ: Parking at the new hospital
• A bright welcome: Tuscan Sun panels complete the hospital’s exterior
• FAQ: What's going to happen to the current DCDH?
• Dawson Creek & District Hospital Foundation Announces Lead Donor for MRI Campaign
• Dawson Creek & District Hospital Foundation launches $3 Million campaign to bring an MRI to the new hospital
• A Project Update: October 2025
• Expression of Interest - Retail Food and Beverage Services
• Quarterly Update - October 2025 [PDF]
• Monthly labour report - As of October 31, 2025 [PDF]
• Monthly labour report - As of November 30, 2025 [PDF]
• Monthly labour report - As of December 31, 2025 [PDF]
• Construction Camera Timelapse - October 2025 [VIDEO]
• Construction Camera Timelapse - November 2025 [VIDEO]
• Ocean Blue and Lagoon ACM panel reveal [VIDEO]
• Tuscan Sun ACM panel reveal [VIDEO]
• Construction Camera Timelapse - December 2025 [VIDEO]

UPDATE: The closure of the EOI period for this opportunity has been extended from March 6 to March 27.

Download a copy of the EOI document here

Northern Health invites artists to submit an Expression of Interest (EOI) for the design and fabrication of a sculpture to be featured outside the Emergency Department entrance of the new Dawson Creek & District Hospital.

This sculpture will serve as a meaningful landmark for patients, families, staff, and the community. The sculpture will symbolize the values of health, healing, and community while reflecting the unique identity of the Peace Region.

Planned location for exterior sculpture

SUBMISSION REQUIREMENTS:

Artists are encouraged to consider themes such as:

• Commemorating the legacy of the old hospital or symbolizing a new beginning
• Representing stories, cultural or historical symbols, and regional aspects
• Integrating Indigenous culture and perspectives
• Serving as a landmark, tribute, or storytelling piece

Artists are asked to submit the following:

1. Artist resume – Detailing professional training and/or experience.
2. Portfolio with examples of similar works – Images and descriptions of past relevant projects.
3. Proposed concepts or draft designs – Detailed enough to understand your vision, artistic approach, and technical considerations.

BUDGET AND PHASING:

The budget for this project is $30,000, and is all inclusive of the artist’s fees, labour, supplies, materials, prep, etc. This will be distributed as follows:

• Phase 1 – Design phase:
  • $10,000 upon approval of the final design.
• Phase 2 – Fabrication phase:
  • $15,000 upon fabrication completion prior to delivery and installation.
• Phase 3 – Installation phase
  • $5,000 upon delivery and installation.
  • Please note: Graham (the Design-Builder) is responsible for installation of the sculpture, in coordination with the artist. The artist is expected to attend an unveiling ceremony.

DESIGN CONSIDERATIONS:

• There is a 200 mm (8") reinforced concrete slab on grade provided with a base bearing area of approximately 1m in diameter.
  • Smaller base areas may reduce allowable weight.
• An electrical circuit and power feed for lighting will be provided.
• Weight & aspect ratio limits:
  • For 2:1 or less height-to-base ratio: max 7,500 lbs (33 kN)
  • For 3:1 ratio: max 5,000 lbs (22 kN)
  • For 4:1 ratio: max 2,800 lbs (13 kN)

SELECTION CRITERIA:

Submissions will be evaluated by the DCDH Replacement Project’s Art Committee, Steering Committee, Project Management Team, and local hospital leadership.

Evaluation and selection criteria will be based on:

• Artistic merit and originality
• Alignment with community values and themes
• Feasibility within structural and site constraints
• Ability to reflect regional identity and Indigenous culture

LEGAL INFORMATION:

The successful artist will be required to enter into a written agreement with Northern Health that outlines the scope of work, deliverables, timelines, payment schedule, and other standard terms and conditions. Selection through this Expression of Interest does not constitute a contract.

Northern Health reserves the right to photograph and reproduce images of the sculpture for non‑commercial purposes. Northern Health will provide standard credit to the artist in signage and public communications.

SCHEDULE:

* The design and fabrication phase timelines can be negotiated with the successful artist.

HOW TO SUBMIT:

Please submit your package with the subject:

“DCDH Expression of Interest: Exterior Sculpture – YOUR NAME”

To:

Ashley Pannozzo

DCDH Community Engagement and Communications Liaison

Ashley.pannozzo@northernhealth.ca

250-219-8641

Planning is well underway to ensure a safe and seamless transition for patients, staff, and services when we move into the new hospital.

We’re excited to share that Health Care Relocations (HCR) has been onboarded to guide us through every step of this process.

Health Care Relocations (HCR) is a specialized organization with decades of experience helping hospitals and health facilities relocate efficiently and safely. HCR has been operating since 1993 and has successfully managed over 500 relocations across four continents. Their expertise includes developing relocation strategies, coordinating patient transfers, and minimizing disruption to essential services. Moving into a new hospital is more than packing boxes—it’s a carefully coordinated effort designed to keep patient care at the forefront.

In December, the HCR team was on-site in Dawson Creek to meet with leaders and managers and complete initial departmental walkthroughs. These visits help determine what equipment will move, what needs to be purged or replaced, and how to sequence moves to minimize disruption.

Over the coming months, HCR will develop a move calendar, detailed department move plans, and a move information guide to keep everyone informed.

Staff play a vital role in this process. Department Move Coordinators will be appointed to attend planning meetings, review equipment lists, and provide insights that help shape the move strategy. In addition, a Patient Transfer Committee will be formed to ensure the safe relocation of patients. This team will create transfer day protocols, inpatient information guides, and define team roles and responsibilities for move day.

All of this planning ensures that when the time comes, patients will be transferred with care and dignity—supported by clear communication and well-defined procedures.

Photos from Nats’oojeh Hospital and Health Center mock move day in December 2024

We know parking is important to you! Whether you’re visiting a loved one, coming in for an appointment, or working a shift, having convenient and accessible parking makes a big difference. Here’s what you can expect at the new hospital:

Will there be enough parking at the new hospital?

Absolutely! The new hospital will have 311 parking stalls for staff, physicians, and visitors. This is over 100 additional stalls compared to the current hospital.

Here’s how it breaks down:

• 125 stalls for staff and physicians
• 186 stalls for visitors
• 16 accessible stalls (5 for staff and 11 for visitors)
  Plus, 44 stalls will be located close to the Emergency Entrance for quick access when every second counts.

What about special parking needs?

We’ve got those covered too! In addition to the main parking there will be:

• 2 stalls for RCMP near the Emergency Entrance
• Drop-off spaces: 3 at the Main Entrance and 3 at the Emergency Entrance
• Bike racks for 33 employees and 33 visitors
• 8 electric vehicle charging stalls
• Motorcycle parking
• And even parking for light-duty vehicles near the loading dock.

Will parking still be free?

Yes! Parking will remain free for everyone.

Photo taken: October 9, 2025

The new Dawson Creek and District Hospital continues to transform our skyline – and the latest milestone is hard to miss. Visible from most locations within the city, the reveal of the Tuscan Sun ACM panels adds a warm, golden hue to the building’s exterior.

The warm Tuscan Sun panels complete the hospital’s bold and meaningful exterior colour palette. This vibrant colour isn’t just for looks – it was chosen to complement the City of Dawson Creek’s logo and create a welcoming landmark for patients, families, and visitors. Positioned at the main entrance, the golden panels will help guide people to care while providing a striking contrast to the large “H” sign that will soon be installed.

WATCH: Video of the Tuscan Sun ACM panel reveal

The building now has its full, vibrant look which reflects the beauty and identity of our region:

• Ocean Blue = the vast Peace Region sky
• Lagoon = the northern lights dancing above us
• Tuscan Sun = Dawson Creek pride and a bright beacon for health care

As one of the tallest structures in Dawson Creek, the hospital’s exterior is a symbol of progress, care, and community pride.

Updated in December 2025 with new information.

Many residents have been wondering what will happen to the current Dawson Creek & District Hospital (DCDH) once the new hospital opens.

Health care services will continue to be delivered at the current hospital while construction is underway on the new hospital – which is expected to be open, operational and ready for patients in Spring 2027.

Now, why are we building a new hospital instead of redeveloping the current one?

The current DCDH was built in 1960 in accordance with clinical health care services and building code standards at the time. Since then, standards have continuously evolved and improved.

Recognizing these changes, the current hospital doesn’t align with current clinical and patient care standards and doesn’t comply with the current BC Building Code. These factors have an impact on patient and family experiences and the delivery of high-quality and efficient care.

There’s also more than what meets the eye when it comes to older buildings such as this. The infrastructure may appear to be in good standing, but it’s what you can’t see that contributes significantly to the need to replace the facility. The current facility has a poor Facility Condition Index, and its age causes deficiencies such as capacity constraints and functional issues.

While some may wonder if the newer section of the current hospital could be retained, this is not feasible. The newer section also does not meet today’s clinical and patient care standards and cannot operate independently. It relies heavily on the older portion of the building for essential mechanical and electrical infrastructure. Key services such as the Emergency Department, Medical Imaging, and Laboratory are interconnected with systems housed in the older section. There is no practical way to sustain only one part of the building without the supporting infrastructure.

The new hospital is going to be a brand-new state-of-the-art facility that is built in compliance with national clinical and patient care standards as well as current design and construction codes.

Northern Health will continue to upgrade equipment and assets in the current hospital to ensure that we’re providing quality health care. Some of the newer equipment and assets that are in good working order will be moved into the new facility during the transition process.

Once the new hospital is open and operational, the current hospital will become inactive, be emptied out and then removed. This step is part of the approved Business Plan, which includes a full abatement process before demolition. Abatement is necessary because older buildings often contain hazardous materials such as asbestos or lead. These materials must be safely removed to protect workers, the community, and the environment, and to ensure the site meets all safety and environmental standards before redevelopment.

In early 2026, Northern Health intends to hire a consultant to prepare materials related to the abatement and demolition of the existing hospital using a procurement process. Following that, a tender process will be held to engage a construction firm to undertake the scope of work. The abatement and demolition of the existing hospital is targeted to take place once the new hospital is open and operational in Spring 2027.

After abatement and removal of the existing facility, the site will be cleared and turned back into developable land for potential future use .

We also acknowledge the tremendous community support over the past years through the Dawson Creek and District Hospital Auxiliary and Foundation who support the fundraising and purchasing of equipment required to improve and enhance health care services within the community.

We recognize that the current hospital has played a significant role in the lives of many staff and residents over the past 60+ years. There are ample memories and stories to be shared and there will be opportunities share those with us in the future to commemorate its legacy.

If you have any ideas or suggestions for legacy projects to commemorate the current hospital, please email LetsTalkDCDH@northernhealth.ca.

Stay tuned for more information!

The Dawson Creek & District Hospital Foundation is thrilled to announce ARC Resources Ltd. (ARC) as its lead donor in the campaign to bring the first publicly funded MRI machine to the South Peace.

Thanks to a generous contribution of $1.5 million, half of the campaign total, from ARC Resources Ltd., the Foundation is one step closer to reaching its $3 million fundraising goal. This donation marks a pivotal moment in the campaign and reflects the deep commitment of local champions to improving health care access in our region.

“We are incredibly grateful for the early support from ARC Resources,” said Brette Madden, President of the Dawson Creek & District Hospital Foundation. “From the beginning, we knew this goal was ambitious – but essential. ARC’s role in championing this project highlights just how important it is to bring an MRI to the new Dawson Creek Hospital and the difference it will make for our community.”

“We’re proud to be a part of this landmark campaign to enhance access to advanced healthcare in our province,” said Sean Calder, ARC’s Vice President, Field Operations. “Having a new healthcare hub that’s equipped with the latest technology in Dawson Creek will ensure patients can receive timely, high-quality care when they need it – all while staying close to home.”

The MRI will be installed in the new Dawson Creek & District Hospital, a $590-million facility funded by Northern Health and the Peace River Regional Hospital District. The hospital will serve as a modern health care hub for the entire Northeast.

The Foundation continues to seek support from donors across the region to complete this vital campaign.