A MESSAGE FROM OUR CEO

Forward — Forging the Future of Care, Together.

As we close out 2025 and step into a new year, I am deeply reflective about what has been a truly transformative chapter for CABS. This past year was not simply about expansion; it was about intention. We strengthened our commitment to home- and community-based care by growing CABS Health Network through new programs, services, and partnerships, while deepening the relationships that have always anchored our work. Our progress has been possible because we do this work together, across teams, across sectors, and alongside the communities we serve.


2025 was a year of momentum, but more importantly, it was a year of impact. Together, we showed up for individuals and families in real and tangible ways by meeting people where they are, responding to evolving needs, and delivering care with dignity, compassion, and consistency. These moments, large and small, are how we forge the future of care: not in theory, but in practice.

This year, CABS also deepened its presence in the community. We expanded our engagement beyond the home and into neighborhoods through community events, educational workshops, and health-focused programming. These efforts strengthened trust with NYCHA residents and community members who rely on access, education, and consistent support, reaffirming that care is strongest when it is rooted in community.

In 2025, CABS took a pivotal step forward as a comprehensive services provider within New York’s Social Care Network. We screened and navigated more than 3,000 Medicaid members to the social and clinical care they needed, while expanding our work in asthma intervention, home remediation and safety, and environmental health services. With contracts in place with Public Health Solutions, SOMOS, and Staten Island PPS, we are positioned to continue addressing the social determinants of health in meaningful and scalable ways.

Food as Medicine also became a lived reality at CABS. Through partnerships with CookUnity, Performance Kitchen, and emerging relationships with community-based ethnic restaurants, we began integrating nutrition, culture, and care. Alongside this work, we continued strengthening care management services so individuals and families could better navigate complex systems, remain healthier, and feel supported every step of the way.

Our partnerships remain one of our greatest strengths. In 2025, we built and strengthened collaborations with elected officials and community-based organizations, including Spring Creek, Bridge Street Development Corporation, the Coretta Scott King Center, and StartCare. These relationships are extending our reach, deepening our impact, and allowing us to better serve residents in low-income and supportive housing environments.

One of the most meaningful moments of the year was hosting our first Thanksgiving Giveback, now an annual tradition. In partnership with AT&T, Islamic Relief USA, COPO Food Pantry, Anthem, MetroPlus, Food Bazaar, and with the support of our elected officials, we distributed more than 700 turkeys, chickens, and fresh vegetables to families in need. It was a powerful reminder of what is possible when organizations come together with shared purpose.

This work is made possible by our frontline teams, including caregivers, navigators, case managers, and community staff, whose dedication turns strategy into service and commitment into impact.

This year also marked a meaningful leadership transition for me personally, as I stepped into the role of President & CEO. I do so with deep responsibility and gratitude, committed to leading CABS with clarity, integrity, and purpose alongside an extraordinary team.

As we move into 2026, forging the future of care means pairing vision with accountability. We are setting clear commitments to guide our work and hold ourselves responsible for measurable outcomes:

  • Screen at least 10,000 Medicaid members to identify and address critical social and clinical needs
  • Provide housing support to at least 1,000 families, helping stabilize households and prevent displacement
  • Deliver food and nutrition services to at least 500 families through the Social Care Network
  • Serve more than 1,000 families through our annual Thanksgiving Giveback

These are not aspirational goals. They are achievable commitments grounded in our partnerships, infrastructure, and shared resolve.

As we look ahead, we will continue to strengthen our operational foundation, roll out new integrated care technology, host our second annual Designed to Care Symposium, and welcome new executive leaders to help move our vision forward. The work ahead will require courage, collaboration, and discipline, but it is work we are ready to do.

Our charge for 2026 is clear: Forward — Forging the Future of Care, Together.

Together, we will lead with values, act with intention, and build systems of care that are integrated, equitable, and human-centered.

Forward — advancing health and social care together.