Strategic Directions
I’m pleased to share our 2025–26 Report to Community, highlighting the progress we’ve made in year three of our five-year strategic plan. We are proud of how far we’ve come, but we also know there is more to do, and this plan continues to guide where we focus our efforts to make the greatest impact.
This past year, our work continued to take shape in tangible ways, with care and design innovation showing up more consistently across our communities. We made investments in people and systems that are strengthening our ability to deliver on our commitments to those we serve. Technology and data are playing a larger role in our future, and as artificial intelligence continues to evolve, we are focused on harnessing its potential in a thoughtful and responsible way.
– Jason Shannon
Highlights from the past year
Resident Wellbeing
- NEW Chief Medical Officer joins Shannex
- INCREASED Quality of Life (QoL) average positive response rate
- IMPROVED Social Life Engaged QoL results
- ALL Supportive Living residents completed frailty assessments
- INCREASED average positive response rate for the QoL Food Domain
- EXPANDED Tenera to more long term care communities across Nova Scotia
Employee Experience
- 7,172 employee recognitions through Moments since November 2025
- 79 participants in the Enhanced Orientation for LPNs
- 64 participants in the NSCC CCA Pilot Program
- 2,399 N.S. and N.B. student placements (RN, LPN, CCA, PSW)
- RECERTIFIED as a Great Place to Work
- NEW Summer Institute launched in partnership with the University of New Brunswick
- 10,482 online learning courses completed
- 109 in-person training sessions
Service Excellence
- OPENED Parkland at the Common, first Allbright Residence
- EXPANDED Parkland Ancaster
- EXCEEDED five-year goal for positive relationships between residents and employees
- EXCEEDED annual goal for residents recommending to live with us
- INTRODUCED Resident and Family Orientation for long term care
- NEW Family Report introduced by the Shannex Insights Lab
- NEW Ready to Lead micro-credential course with MSVU
- DIGITAL EXPERIENCE project enhancements
Healthy Business
- EXPANDED West Bedford Transitional Health
- 216 new long term care beds in N.S. (Moody Hall Phase 2, Opal Ridge Hall)
- 60 new long term care beds in N.B. (Garraway Hall)
- SUPPORTED more organizations through Shannex Cares (total of 71)
- ENHANCED cybersecurity measures
- RECOGNIZED CAN Health Network Groundbreaker Award
Environmental Stewardship
- IMPLEMENTED sustainable procurement policy
- SUCCESSFUL ISO 50001 re-registration
- SURPASSED every use intensity goal reduction of 4%
- SAVINGS of 11,492 MWh since Ecopilot installation
- ESTABLISHED water baseline
- COMPLETED 49 energy management projects
- RECOGNIZED 76 team members through Caught You Being Green
Strategic Directions
Resident Wellbeing
The wellbeing of our residents encompasses all aspects of their lives. Wellbeing includes physical, social, intellectual, professional, spiritual and emotional dimensions so that residents are living their best lives with us. It also means residents are safe in their environment and in the care and service we provide.
We will elevate the voice of the resident; we will treat them with respect, protect their dignity, see them, hear them and continually improve upon our delivery of resident-directed care and service.
Strategic Expectations and Five-Year Goals
Resident quality of life is upheld and enriched by living with us
Residents are meaningfully engaged and enjoy their community through recreation and social activities
Resident clinical and safety outcomes meet or exceed national standards
Our services positively impact resident wellbeing
Residents have an exceptional food and dining experience
Progress Report 2025-26
Annual and mid-year pulse measurements continue to guide our teams in improving resident experiences. This work continues, bolstered by investments in technology and talent. Tenera has been expanded to more long term care communities in Nova Scotia, and data collected is now being used to inform individualized Family Reports. We also welcomed our first Chief Medical Officer, providing strategic oversight and guidance on medical and clinical operations, risk management, and care standards.
Accomplishments
- Increased overall Quality of Life average positive response rate
- Increased Quality of Life average positive response rate in both Engaged Social Life and Food categories
- Welcomed the organization’s first Chief Medical Officer to Shannex.
- Continued rollout of Tenera Care in N.S.
- Implemented clinical team enhancements; established Clinical Partners in each province and hired an IPAC Specialist for the organization
- Introduced the Summer Institute with UNB, a new program to introduce student nurses to careers in long term care.
- Continued work as part of SQLI
Strengthening Clinical Leadership
Shannex welcomed Dr. Christy Bussey as its first Chief Medical Officer, a new role that strengthens clinical leadership and supports excellence in care across the organization.
Innovating to Improve Care
Our commitment to testing and scaling new solutions was recognized with the CAN Health Network Groundbreaker Award, highlighting the impact of innovation on resident wellbeing and care quality.
Strategic Directions
Employee Experience
The health and happiness of our team members matters to us. We are focused on creating fulfilling experiences for our Great People throughout all stages of their work life with us.
Safe, supportive, inclusive and respectful environments that prioritize the wellbeing of every team member make us an employer of choice everywhere we operate.
Strategic Expectations and Five-Year Goals
Employees are safe and well
Employees feel included, respected, valued, and appreciated
Employees stay and grow their career with us
Our employees speak highly of us
We attract great people who want to work with us
Progress Report 2025-26
Employee Experience remains an area of strong focus for us with emphasis on attraction and retention of our Great People. This year, we were recognized for the second time as a Great Place to Work, with an increased overall engagement score. We made progress on our retention and introduced a new employee recognition platform that has been enthusiastically embraced by team members across the organization.
Accomplishments
- Introduced new employee recognition platform with record number of recognitions
- Achieved Great Place to Work certification and increased overall score
- Reduced lost time incidents in Nova Scotia and New Brunswick
- Exceeded retention targets
- Introduced Workforce Health reports
- Over 2,300 student placements
A Culture of Recognition
The new Moments platform is helping team members celebrate one another’s contributions in real time, strengthening connection, engagement, and appreciation across our communities.
Safety Innovation
An innovative AI ergonomics pilot is empowering team members to help identify opportunities to reduce workplace injuries and enhance health, safety, and wellness.
Data Driving Workforce Health
A new workforce health tool is giving leaders valuable insights into staffing and attendance trends, helping inform decisions that support team members and quality care.
Strategic Directions
Service Excellence
Residents, families, employees, volunteers, partners, and the greater community must have trust in us to deliver on our responsibilities with compassion, honesty and professionalism while maintaining the highest safety standards.
We earn this trust by consistently delivering exceptional experiences with service excellence that is inspired by our commitment to placing residents first.
Strategic Expectations and Five-Year Goals
People want to live with us
Residents have an exceptional experience during move-in and throughout the continuum
Service delivery standards are consistently upheld by all sites
Shannex is a trusted organization and partner
Shannex’s Great People uphold the Guiding Principles
Progress Report 2025-26
We know that service excellence is defined not by what we say, but by how our actions create exceptional experiences for those we serve. Guided by important feedback from residents and families about their move-in experiences, we are strengthening consistency, and reinforcing our brand standards, while exploring new ways to measure trust, satisfaction, and overall experience.
Accomplishments
- More Quality of Life surveys completed than ever before
- Exceeded five-year Quality of Life measurement for positive relationships between residents and employees
- Exceeded annual goal for Quality of Life measurement: residents recommend living with us
- Introduced Family Reports
- Introduced Resident and Family Orientation for long term care
A Hub of Care
In Miramichi, a wide range of community supports are helping older adults access the care they need while remaining connected, independent, and engaged.
Resident Feedback in Action
Resident and family feedback continues to drive meaningful improvements, including new programs that enhance connection, purpose, and quality of life.
Smart Collaboration
Tenera Care’s smart technology is providing new insights into resident wellbeing, while a new Family Report helps keep families informed and connected to daily life.
Strategic Directions
Healthy Business
Ensuring we run a healthy business means we are here for the future. We are committed to growing, adapting, evolving, innovating, and improving. It means we will invest in our company, and we will be fiscally responsible so that we can deliver what our residents, team members and communities need to thrive.
Strategic Expectations and Five-Year Goals
We are financially stable and we meet our obligations
We meet the increased demand for accommodations and services for elders
We are responsible to our community, give back through Great People, sector leadership, partnerships and the Shannex Cares Foundation
We have a culture of innovation that improves the lives of residents and team members
Our properties and assets are consistently well maintained
Progress Report 2025-26
We believe in better living at every stage of life and are advancing this vision alongside partners who share our commitment. Together, we have expanded transitional health and long term care capacity which is easing pressure on the broader health system. We also expanded and refined our continuum of service and extended support beyond traditional care settings to help older adults live well, and we’re continuing to invest in research and innovation that enhances wellbeing across the lifespan.
Accomplishments
- Met financial targets
- Expanded West Bedford Transitional Health to support 178 patients
- Opened three new long term care communities (266 new nursing home suites in N.S. and N.B. combined)
- Opened Parkland at the Common, first Allbright residence, expanded Parkland Ancaster
- Expanded Nursing Home Without Walls (five sites)
- Launched Parkland at Home
- Met Shannex Cares community giving targets; awarded 34 grants and donations
Partnering for Better Care
Through a successful partnership with Nova Scotia Health, West Bedford Transitional Health is helping patients recover and return home while easing pressure on hospital resources.
Supporting Aging in Place
The expansion of Nursing Home Without Walls in New Brunswick is helping more older adults access personalized support and remain independent in their own homes longer.
Celebrating Innovation
The first Shannex Research Showcase brought together team members and leaders to share research, celebrate innovation, and inspire continuous improvement.
Strategic Directions
Environmental Stewardship
We recognize we must take steps to increase our commitment to protecting the environment with an action plan that transforms the way we prioritize sustainability.
We will create organizational policies and practices and invest in resources that engage every person who lives and works with us, empowering them to make a difference toward protecting our planet.
Strategic Expectations and Five-Year Goals
We reduce our greenhouse gas emission and are energy efficient
We divert waste from landfills
We manage our water consumption using best practices
We source materials and purchase goods responsibly and sustainably
Our building designs and standards are environmentally conscious
We grow and support a community of team members and residents who are environmental stewards
Progress Report 2025-26
We are proud of the progress we’ve made toward our environmental stewardship goals, and we continue to be inspired by the strong engagement of residents and team members. Their involvement is helping drive meaningful improvements across the organization that reduce our environmental footprint and support a more sustainable future for everyone.
Accomplishments
- Recertified – ISO 50001
- Exceeded annual target to reduce EUI from baseline
- Completed sustainability integration into RFP and contract evaluation
- Increased number of Green Teams in N.S., N.B. and Ont.
- Achieved fiscal goal for development of sustainable building standards
Building a Sustainable Future
AI-powered energy management technology is helping reduce energy consumption across Shannex communities while maintaining comfortable living environments for residents.
Choosing Sustainability
A new sustainable purchasing policy is strengthening environmentally responsible decision-making and helping reduce our organizational footprint.
Looking Forward
As we look to the year ahead, we do so with a clear sense of purpose and deep commitment to healthy aging and helping people live well at every stage of life.
In Nova Scotia, we will open two new nursing homes, while in New Brunswick, construction continues to advance on four new, state-of-the-art communities that will expand access to care and bring services closer to home. At the same time, we are investing in the future of aging. Our focus on community care and service options, functional health, measuring frailty, and using data to inform decision-making will continue to evolve, supported by research, and our growing use of technology and innovation. These efforts are helping us better understand needs, improve outcomes, and deliver more options to help older adults live well.
Beyond our communities, we are strengthening our role as a partner in the broader health system, advancing transitional health, adding more community-based solutions, and deepening partnerships that improve access, ease system pressures, and support the greater community.
We are grateful for the trust placed in us by residents, families, partners, and the communities we serve, and as we move forward, are focused on creating a healthier, more connected aging experience for every person.
Measurement and Reporting
The success of our strategic plan will be rooted in the awareness and support of our Great People. That’s why, we’ve clearly articulated and communicated each of our five strategic directions, associated expectations and five-year SMART goals. Executive leaders assigned to each direction will oversee annual priority and goal-setting processes. Progress toward these goals through quality improvement initiatives, projects and operational work plans will be monitored through quarterly scorecard reporting. Teams will also have access to quality improvement, project and change management expertise and structures to support their work.
Along the way, we’ll share results annually through a report to community that will track our progress against the strategic directions and to reflect our environmental, social and governance impacts.
Recognizing that many things can change over the course of five years, we’ll use a quality management and accountability framework that assesses progress through regular analysis and reporting and considers external factors and other influences. This way, we can make adjustments as needed during our annual planning cycle to keep us appropriately focused.
Shannex Cares
Our Shannex Cares community program seeks to strengthen the strong interconnectedness between the people who live and work with us with the greater communities through partnerships, access to funding and the sharing of knowledge and resources. Specifically, we prioritize support in areas that reflect the values of residents and team members.
