This past year has been one of momentum and intentional evolution for our organization. As we continued to respond to the changing needs of the communities we serve, we also looked ahead to the future we must build. It was in this context that, in September 2025, we launched our Strategic Plan 2025–2030: REACH higher, REACH forward, REACH more lives.
At its core, REACH challenges us to think expansively: about the communities we serve, the partnerships we cultivate, and the systems we are part of. It asks us to look beyond incremental progress and consider how our role must evolve over the next five years, staying attuned to changing needs across the home and community care sector, while ensuring that our work reflects leading practices, strong evidence, and a deep commitment to quality.
Across the year, one theme has stood out clearly: the need to create a more connected and accessible experience of care. For many individuals and families, the journey through care can feel disjointed. We have been intentional in addressing this by strengthening integration with our partners and advancing initiatives that bring services together in more seamless and meaningful ways. Whether through collaborative models such as the Sinai Health to Home program or the delivery of community-based vaccination clinics, we are working to reduce barriers and improve continuity so that care feels coordinated, rather than compartmentalized.
At the same time, we are taking a thoughtful and forward-looking approach to our programs themselves. Many of our services have long and successful histories, built on trust and strong community relationships. That legacy is a point of pride. But it also comes with responsibility. Success in the past does not guarantee relevance in the future. Over the past year, we have leaned into this tension, taking a closer look at how our programs are structured, where they are delivering the greatest impact, and where there may be opportunities to adapt, redesign, or expand.
Central to this work has been deepening how we listen and respond to client and caregiver voices. Their experiences are shaping and informing how we design and improve services. Over the past year, we have strengthened the role of our Client and Family Advisory Council, making it a more robust and influential presence within the organization. This reflects a broader cultural shift toward co-creation, where those who receive care are also helping to define what excellent care should look like.
Caregivers, in particular, have become a central focus of our thinking and this work will continue in the years to come, as we surface further insights and plan how to better support this growing population. We are seeing more clearly than ever the role caregivers play in sustaining our healthcare system and our communities, as well as the pressures they face. Our work this year has included a closer examination of the supports available to caregivers — not only in moments of crisis, but earlier, with a greater emphasis on prevention and resilience.
Underpinning our progress is the strength and dedication of our people. Continued investments in leadership, workforce development, and culture have enabled our teams to adapt and lead in a changing environment. Through our Champions of Care and Spotlight Awards, we celebrate the dedication and impact of our teams—complemented by the continued expansion of training and mentorship initiatives that support the workforce of the future. As we mark International Volunteer Year in 2026, we also celebrate the vital contributions of our volunteers. They are a lifeline for many of our community programs, and their connections with clients are often among the most meaningful moments of the week—for those receiving care and for those giving their time.
Beyond our organization, we are also contributing to broader sector conversations by sharing insights and helping to shape the future of home and community care. Increasingly, we recognize that advocacy and knowledge sharing are essential responsibilities — roles that every organization across the health and community care system must embrace to strengthen the sector as a whole. Through thought leadership, partnerships, and public engagement, we are extending our impact and reinforcing our role as a trusted and forward thinking voice within the system.
In the pages of our Annual Report 2025-2026, you will see these themes in action: the voices of clients and caregivers influencing meaningful change; examples of collaboration that are redefining how care is delivered; and the people—staff, volunteers, and partners—who make this work possible every day. Together, they offer a picture of an organization that is both reflective and innovative.
We are proud of what has been accomplished in this first year of REACH and we are energized by what lies ahead. The work of building a more responsive, inclusive, and integrated system of care is ongoing—and it demands curiosity, discipline, and a willingness to evolve.
With that commitment guiding us, we look to the future with confidence.
Michael Hollend, Chair, Board of Directors, Circle of Care, Sinai Health
Carey Lucki, Chief Executive Officer Circle of Care, Sinai Health
