Annual
Report
2025
BAPTIST HOUSING | ANNUAL REPORT
Contents
Mission & Vision
Team Values
CEO & Board Chair's Message
Our Leadership
Year at a Glance
Spiritual Care and Mission
People & Culture Rebrand
Volunteers
Inglewood Renewal Project
Strengthening Quality and
Education in Care
Environmental Sustainability and
Stewardship
Finance Transformation
Financials
Our Partners
3
4
5
6
8
10
11
12
14
16
18
20
21
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BAPTIST HOUSING | ANNUAL REPORT
Our
Ministry
Our Mission
Compelled by the values of Jesus Christ, we provide exceptional
holistic care as we assist seniors to experience life well
in supportive communities.
Our Vision
• Build a Strong and Engaged Team
• Assist our Residents to Thrive
• Build Internal Ministry Health and Capacity
• Embrace Future Ministry Opportunities
BAPTIST HOUSING | ANNUAL REPORT
BAPTIST HOUSING | ANNUAL REPORT
Our
Values
Compassion
Showing care, love, and sensitivity in
consideration of the unique needs
of fellow team members, residents,
families, and others.
Honesty
Exemplifying fairness, integrity, and
ethical behaviour.
Respect
Treating people with dignity at all times
to elevate personhood and person-
directed wellness.
Innovation
Exercising ingenuity in all endeavors and
exemplifying creative courage.
Stewardship
Recognizing God’s ownership by using
resources wisely to preserve the future
viability and longevity of our mission.
Teamwork
Working collaboratively to achieve our
mission in a culture of safety, continuous
learning, and work-life balance.
Fun
Reminding us that we must take our
work seriously, but not ourselves!
BAPTIST HOUSING | ANNUAL REPORT
BAPTIST HOUSING | ANNUAL REPORT
Each year we pause to reflect on what God has done, even as we look forward to the work still ahead.
Sixty-two years ago, our founders asked a simple but profound question: “Why should seniors, when they are
least able to care for themselves, face inadequate housing and insufficient care?” This question weighed heavily
on the hearts of Dr. Jack and Alberta Pickford. They envisioned a future where seniors would no longer carry
these burdens, and their generation made great strides ensuring seniors could live with dignity, purpose, and
belonging. We look back with gratitude for their accomplishments and give glory to God that more than 2,750
seniors now call Baptist Housing home.
This season of ministry has required resilience and focus. Pressures in the provincial funding environment and
shifts in public policy continue to shape the landscape for seniors and for our ministry. In response, we have
leaned into our mission, seeking God’s guidance as we strengthen our foundations and continue the work our
founders began.
Our founders’ legacy was rooted in faith, and we follow in their footsteps to this day. Like them, we find ongoing
inspiration in the servant heart of Jesus and his compassion for those around him. Jesus showed radiant
compassion for people who were helpless, grieving, needy, and sick. Our hearts are stirred to share this same
love with our world, so the heart of God is felt in everyday interactions with those we serve.
Our team of more than 2,300 individuals has shown extraordinary dedication and compassion for our residents
over the last year. We honour the countless quiet moments of kindness, the steady hands during difficult times,
the comforting words, patience, and genuine humanity our team extends to residents each day.
Alongside this work of care and compassion, we have continued strengthening the systems that support our
communities, investing in leadership, infrastructure, and stewardship so the ministry can serve seniors with
stability and care in the years ahead.
Excellence is built one interaction at a time, shaped through relationships and the care practices behind them.
Our Baptist Housing team remains committed to fostering connections that build a sense of belonging. To our
team, thank you for creating caring, welcoming communities where every senior can live their best life. As we
look ahead, we recognize that our work is never finished. There is always another opportunity for us to reflect
God’s heart to our residents, their loved ones, our teammates, and our neighbours.
Marc Kinna Lorrie Wasyliw
President & Chief Executive Officer
Board Chair
Message from CEO
and Board Chair
BAPTIST HOUSING | ANNUAL REPORT
Our Leadership
Lorrie Wasyliw, Chair
Dr. Garry Grams, Vice-Chair
Dawne Carroll, Secretary
Bill Boesterd
David Cheng
David Robbie
Margaret Ezzet
Margaret Hardy
Larry Lagerstrom
Marc Kinna, President & Chief Executive Officer
Kevin Unger, Executive Vice President Finance & Chief Financial Officer
Terri Griffing, Executive Vice President Operations & Chief Operating Officer
Kirsten Allenberg, Vice President of Marketing & Communications
Gayle Anton, Vice President of Wellness
Matt Kitchener, Associate Vice President of Spiritual Care
Dayle Krahn, Vice President of Property Maintenance & Development
Amanda McLean, Vice President of Human Resources
Board
Senior Leadership Team
BAPTIST HOUSING | ANNUAL REPORT
BAPTIST HOUSING | ANNUAL REPORT
This is what my mom says over
and over about her experience
at Hallmark. She LOVES the food,
the staff and the other residents.
I have to agree, after many visits
with her there, everyone knows
my name now too.
- Linda, Google Review
"I've never been happier
in my life."
BAPTIST HOUSING | ANNUAL REPORT
Year at a Glance
2,750
RESIDENTS
SERVED
2,379
TEAM MEMBERS
SERVING RESIDENTS
21
COMMUNITIES
>1.5M
CARE HOURS
PROVIDED
247
NEW HIRES
1,077
LONG TERM CARE
SUITES
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BAPTIST HOUSING | ANNUAL REPORT
Enjoying creativity and
connection
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Spiritual Care and Mission
Spiritual care continues to be a strong support for residents, families, and team members in everyday life
as well as in times of loss, change, and uncertainty. Chaplains offer listening, prayer, and relationship, and
create space where people are known and supported.
Over the past year, our chaplains recorded more than 8,300 meaningful connections with residents,
families, and team members. Prayer remains central to spiritual care, supported by hundreds of prayer
partners and an internal Prayerlink network where team members share requests and pray for one another.
Spiritual care also created new opportunities for connection. In one community, a chaplain introduced a
monthly gathering where team members are interviewed by residents. These conversations invite residents
to learn more about the people who serve them each day. Residents ask questions and hear about team
members’ families, interests, and faith journeys, building familiarity and trust within the community.
Partnerships also expanded beyond Baptist Housing. A GriefShare support group launched at Hallmark,
and a hospice society in Kelowna provided training and support to several communities. At Inglewood,
volunteers began visiting residents experiencing language isolation, allowing them to speak and pray in
their heart language.
One resident experienced this care in a particularly personal way during Advent. After losing two close
family members, including one who had loved Christmas deeply, the season felt especially heavy. A chaplain
invited him to spend time at an “Advent tree,” where residents had placed colourful tags describing where
they were finding peace, love, joy, and hope. As he read the reflections of others in the community, the
chaplain noticed him quietly drawing strength from their words, “borrowing some of their hope” during a
painful season.
Moments like these reflect the important role spiritual care plays in community life, ensuring our residents
do not face grief, loneliness, or questions of meaning alone. As our communities continue to grow, our
chaplains remain committed to offering presence, prayer, and pastoral care while strengthening the
relationships that sustain community life.
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People and Culture
Strong care begins with the people who
serve in each of our communities.
This year we took important steps to
strengthen how we support, develop, and
sustain teams across our ministry. As part of
this work, Human Resources evolved into
People and Culture. This change reflects a
clearer focus on people and relationships,
while also bringing greater clarity and
consistency to how teams are supported in
our communities. Functions such as labour
relations, recruitment, disability management,
and performance development continue to
work in close partnership with operations,
with a shared focus on practical, day-to-day
support. Teams are now supported in ways
that reflect the pace and rhythm of their work.
We also strengthened leadership capacity
by adding dedicated oversight for labour
relations and occupational health and safety.
This supports more consistent approaches,
earlier intervention, and a continued
emphasis on injury prevention.
Recruitment processes were enhanced
alongside onboarding. A standardized online
onboarding experience is in development,
and a peer coaching model for our care aides
has been introduced.
In communities where peer coaching is now
taking place, experienced team members
work alongside those who are new, offering
guidance in the early days and helping
connect expectations to daily practice.
This creates a more consistent start, where
questions can be worked through in the
moment and safe practices are reinforced in
daily work.
These improvements contribute to greater
consistency and stability across the ministry.
For residents, this care is experienced
through familiar faces and trusted
relationships with our team.
In the coming year, we will continue to
focus on onboarding, safety, and leadership
practices to support well-equipped teams
and foster communities where residents feel
known and supported.
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Volunteers
Volunteers continue to play an essential role,
bringing their time, compassion, and friendship into
our communities. This year, volunteers contributed
more than 34,500 hours, strengthening the
relationships that make each place feel welcoming
and connected.
Local schools, churches, community partners,
and individual volunteers all took part. Their
contributions create spaces where relationships
can grow naturally, whether through conversation,
shared activities, or simply by being present.
Intergenerational engagement also expanded
in several communities. Preschool children
visited Linwood Court to celebrate occasions
such as Chinese New Year, while high school
students from Oak Bay and St. Andrew’s regularly
supported programming at Shannon Oaks and
The Heights at Mt. View. Students assisted with
events, visited residents, and helped with practical
needs such as portering. In Vancouver, students
also began hosting weekly coffee and board
game gatherings with residents at Shannon Oaks,
Clarendon Court, and Grandview Towers, creating
regular opportunities for conversation across
generations.
Volunteers also supported everyday gathering
spaces. At The Heights at Mt. View, weekend
volunteers host a coffee and tea space where
residents and families gather informally. In our
Kelowna communities, volunteers assisted with
bistro coffee times, happy hours, and church
services, allowing more residents to participate in
community activities.
Some of the most meaningful relationships
develop through simple one-to-one connections.
This year, our Volunteer Companion Program
began to take shape, with volunteers contributing
nearly 1,000 hours alongside residents. In one
community, a volunteer discovered that the person
they visited had written a physics book years
earlier. After finding a copy, they began reading it
together, allowing the resident to revisit and share
an important part of their story.
In another instance, a volunteer’s regular visits
grew into a meaningful relationship with both the
resident and their family. The family came to see
the volunteer as one of their own, even inviting
them to join community events. Moments like
these help residents remain known beyond their
care needs.
Volunteer companion opportunities will continue
to expand, creating more space for connection
and shared experience across our communities.
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Amazing place.
My dad has been there
for a few months and he is
doing so great. The place
is so clean and the staff is
wonderful. I can't imagine
a better place.
- Betty, Google Review
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Inglewood Redevelopment
Inglewood Care Centre serves a growing
population of seniors on the North Shore,
where demand for long-term care continues
to increase.
Renewing the campus will allow us to expand
care while maintaining stability for our current
residents. Through a phased approach,
residents will remain in a familiar place as the
new spaces are developed.
We formally submitted updated redevelopment
plans to the District of West Vancouver in
November 2025, reflecting changes shaped by
earlier community engagement and feedback.
We also held a Public Information Meeting in
December with residents, families, and
neighbours to present the updated plans and
respond to questions, ensuring continued
community engagement as the project moves
forward.
Phase One will deliver a new 364-bed long-term
care home, increasing capacity from the current
230 provincially funded beds. All existing beds
will remain operational during construction.
Phase Two will remove the original building and
introduce 200 independent living homes and
161 seniors’ rental units, with 20 percent offered
below market rates. Together, these additions
create a continuum of care within one campus.
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The campus design has also been refined,
reducing the number of buildings, adjusting
heights to better integrate with the
surrounding neighbourhood, and enhancing
outdoor spaces to support accessibility
and connection. The renewed vision for
the Inglewood campus is designed to
create spaces where seniors feel calm and
supported, with opportunities for residents
and families to spend meaningful time
together.
After a long pause, this past year has
brought meaningful progress. We are
grateful to God to see this project moving
forward. More than new buildings, this work
is about creating a place where community
can grow and our mission can be lived out
in everyday life. We remain committed to
serving the needs of our residents and those
around us now, and in the coming years.
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Strengthening Quality and
Education in Care
As Baptist Housing has grown in recent years, welcoming new communities such as Inglewood, Evergreen,
and Hallmark, the complexity of care has continued to evolve. In response, we have strengthened our focus
on quality and education across Long-Term Care and Assisted Living, supporting consistent, evidence-
informed practices for both teams and residents.
Quality and Education Lead roles were established for both Long-Term Care and Assisted Living to guide
clinical practice across communities and bring greater consistency to how care is delivered. These roles also
help build the systems and shared understanding needed for thoughtful, responsive support in daily life.
This reflects a more intentional approach to care, where quality is felt not only in clinical outcomes, but
in how each person is able to live their daily life. There is increased attention to individual preferences,
meaningful relationships, and opportunities for connection and purpose. Together, these elements contribute
to environments where residents can live with dignity, choice, and a sense of belonging.
Early outcomes already reflect this shift, bringing measurable impact. At Inglewood Care Centre, the use
of antipsychotic medications has declined from 37 percent to 21 percent over the past year, with a goal of
reaching 18 percent. Vancouver Coastal Health has recognized this work and invited Baptist Housing to share
our approach and its outcomes with their broader clinical team.
This shift is also shaping daily life more broadly. Attention is given to the whole of a person’s life—supporting
not only physical needs, but also fostering connection, purpose, and a sense of home. Support is increasingly
guided by what matters most to each individual, creating space for people to live in ways that feel familiar and
meaningful. Residents can now experience greater comfort, safety, and more personalized care.
Looking ahead, further improvements to clinical systems will continue, including a new incident reporting
platform and expanded education. Integration of our Wellness Model across all of our communities will
continue, supporting a consistent and thoughtful approach to care.
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Embracing exercise,
enhancing quality of life.
17
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Environmental
Sustainability and
Stewardship
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Caring for our seniors also means caring well for
the places they call home.
Over the past year, we completed a series of
infrastructure and energy upgrades to improve
comfort, reliability, and efficiency.
At The Heights at Mt. View, we are introducing a
modern building automation system, so heating
can adjust based on forecast conditions. The
system is expected to improve efficiency
by approximately 3 to 5 percent once fully
operational.
At Inglewood Care Centre, installation began
on a gas absorption heat pump integrated with
a new boiler and domestic hot water system,
supported by a substantial FortisBC rebate.
Additional FortisBC-funded feasibility studies
were approved for Evergreen Manor, Mill Creek
Village, and Smith Creek Village to assess
future low-carbon heating systems.
A gas engine heat pump pilot was installed
at Sun Pointe Village, and lighting retrofits
modernized common areas at The Heights at
Mt. View, with support from BC Hydro and a
climate action grant. Rooftop units at Evergreen
Heights and Shannon Oaks Vancouver were
replaced with dual-fuel heat pump systems,
improving hallway temperature consistency
while reducing our carbon footprint and
operating costs.
Together, these changes are expected to
reduce annual utility costs by approximately
$313,591 and lower greenhouse gas emissions
by about 3,939 tonnes each year – comparable
to removing 856 cars from the road.
For residents, these changes are experienced
in simple but important ways: consistent
temperatures, dependable systems, and living
spaces that feel comfortable throughout the day
and remain reliable in the coming years.
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Creating spaces where
community and belonging
are experienced.
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Finance Transformation
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Over the years, Baptist Housing has
experienced meaningful growth, a reflection
of both the increasing need for seniors’ care
and the trust placed in our ministry. With
more communities to support and more team
members joining us in this work, our internal
systems and structures have grown more
complex.
In response, we began a multi-year effort this
year to simplify how we are organized and how
we manage our resources. This work will unfold
in three stages through fiscal 2027, focusing
on aligning internal systems and streamlining
financial and administrative processes.
As these changes take shape, we will see
clearer financial reporting, stronger oversight,
and more efficient operations across
budgeting, reporting, and audit activities. Over
time, this will reduce administrative burden and
allow greater focus on care and the teams who
provide it. The full benefits of this work are
expected to be realized in fiscal 2028 as the
transition is completed.
Alongside these structural changes, we
strengthened our finance function to better
support the continued growth of our ministry.
As our communities expand and our teams
grow, this work ensures we have the capacity
needed to steward resources well.
The finance team is now structured around
two primary areas of focus. Financial Planning
and Analysis provides greater insight into
budgeting, financial performance, and forward
planning, supporting informed decision-
making across the organization. Finance and
Accounting strengthens day-to-day financial
operations, including accounting, payroll, year-
end reporting, and audit coordination, ensuring
consistency and reliability in our processes.
These enhancements reflect a broader
commitment to building the structures needed
to sustain growth, ensuring our teams are
supported and care can continue in a stable
and reliable way.