Forward Together: 2022-23 Annual Report

Our 2022-2023 Annual Report was shared with our Board of Directors at this week's Annual General Meeting. Every year, the report shares highlights over the previous fiscal year and it’s remarkable to pause and reflect on just how much we’ve accomplished.

It may feel cliché, but ‘onward and upward’ seems fitting for our organization’s mantra this year. We have emerged stronger and more interconnected since the deep COVID haze and begun to function with such breadth and depth that nothing feels impossible when we work together.

2022-2023 was a year of hard work, achievement and celebrations through adversity and a relentless commitment to exceeding our goals. Ideas that felt further to reach, but never impossible, were realized through a ‘can-do’ attitude thanks to the foundational resiliency that was strengthened within the team.

Most notably this year, we were awarded exemplary standing from CARF Accreditation in November 2022, which felt like the culmination of many pieces coming together – people, policy, process and persistence. Client experience also improved, with a 15.6% increase since 2020/21 in clients saying they ‘always’ feel respected by Nucleus staff members when surveyed in March 2023. We also saw an increase in staff satisfaction with 100% of respondents saying they felt a sense of meaning and purpose in their roles.

One of the key strategies we successfully kicked off in 2022-23 was a dedicated focus on equity, diversity and inclusion (EDI). Our Staff Experience Council is the driving force behind this important work and will create initiatives that unpack biases in our thinking and organizational design to ultimately build an environment where everyone feels they belong. We’re very proud of our commitment statement.

This year also saw the overhaul of Nucleus’ most significant digital asset with the implementation of a new electronic health record, which required a complete redesign of organizational processes. Through our pursuit for continuous improvement in client and staff safety, we developed a quality framework related to incident reporting and documentation practices.

Our transformation journey has only begun. When we started, the ‘art of possible’ made us envision endless opportunities for Nucleus. Thanks to the strong commitment from our talented Board of Directors, dedicated staff, and our many stakeholders, including Ontario Health, community partners and collaborators, we have made great strides towards greater and better.

As we celebrate our 40^th year in 2023, we will honour and reflect on all of Nucleus’ accomplishments in its rich and vibrant history, while also moving forward together.

Read the full report here.

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Building a Scalable Digital Health Ecosystem

October 23, 2026

Over the past four years, Nucleus has moved from using digital systems mainly as administrative tools to using them as part of daily decision-making, service oversight, communication and organizational planning. The shift is not about the tools themselves. It is about how the tools are embedded into operations. “Nucleus has been investing in staff digital literacy, process redesign and change management, recognizing that digital transformation is as much about people and culture as it is about technology. This thoughtful, practical approach positions Nucleus not just to adapt to system changes, but to help shape them,” shared Lori Holloway, CEO, Ontario Community Support Association. “The fundamental change is that Nucleus has shifted from reactive, manual and system-dependent work toward a more proactive, datainformed, digitally enabled operating model. Teams can now monitor and respond to issues – double-booked shifts, scheduling gaps, service-code exceptions, before they become larger problems.” - Shiva Vosoughi, Lead of Digital Health & Privacy A few examples from this year tell the story. 1. The Integrated Decision Support (IDS) platform: administered by the Ontario Hospital Association, gives Nucleus the ability to link internal records with regional data, including hospital admissions and emergency department visits. The result is a sharper picture of clients’ health system journeys and an ability to identify risk earlier. 2. Department-specific dashboards: give frontline managers real-time access to operational and quality indicators. Care Team Leads, Care Coordinators and managers now use data to support attendant performance review, Hospital to Home journey monitoring, scheduling oversight and operational issue identification, moving from reactive problem-solving to proactive operational management. 3. Service code data entry accuracy was sustained at less than 1% error throughout fiscal year 2025- 2026, with an average error rate of approximately 0.17%. It reflects data quality monitoring, staff accountability and operational checkpoints working in concert. 4 . Family Portal: Nucleus’ client and family-facing AlayaCare interface, added a major feature on February 23, 2026: clients and families can now access their personalized care plans through the portal app. The launch followed a careful cross-functional planning effort. The feature represents the next phase of Family Portal evolution: clients move from viewing schedules to seeing their own care goals and care planning information directly. 5. Dial My Calls , a new mass communication system, allows Nucleus to deliver pre-recorded, standardized voice messages to clients and staff in inclement weather and other emergencies. Expanded use cases are being explored. 6 . Custom applications and integrated data: Nucleus has built its own applications and linked previously siloed systems - incident reporting, finance, human resources, scheduling and hospital data - into a single picture spanning client assessments, service utilization and acute-care use. The result is a clear line of sight from frontline service to system-level outcomes like avoidable hospital visits and alternate-level-of-care days, and the ability to map a client's journey before and after Nucleus to advocate for funding and inform regional service planning. 7. Sandbox Initiative : In partnership with the University of Toronto's Sandbox program - a model that brings real organizational challenges into academic-applied research - Nucleus continued its food-insecurity geo-mapping and Adult Day Service business case work, and went further this year by sharing de-identified data on roughly 4,000 clients with student research teams in statistics and human biology. Their independent analyses found that clients rely on the hospital system less after starting with Nucleus, with the strongest effects among the highest-need clients: unscheduled admissions for clients with mental health conditions fell by roughly 40%, and clients with cardiovascular conditions saw inpatient admissions, readmissions and costs drop by 35–55%. These are exploratory analyses that describe patterns rather than prove causation, but they offer external, data-grounded support for what Nucleus sees in practice - that home- and community-based care keeps people healthier at home and eases pressure on acute care. For Nucleus, building a scalable digital health ecosystem means connecting people, processes, and information in ways that strengthen care today and create capacity for tomorrow. By pairing practical technology with staff expertise, strong partnerships, and a commitment to continuous improvement, Nucleus is turning data into action - helping clients remain healthier at home while contributing to a more responsive and sustainable health system.