b'The Board looks forward withgreat anticipation to the ongoing growth and development of anI have been inspired to seealready-great organization. our staff totally consumed with the Paula Noble focus to make Presbyterian Homes the best place it could be.Todd F. SwortzelDear friends, In a very productive way, Presbyterian Homes is experiencing tension between continuity and change. The world is changing, our industry is changing andpeople are changing. To be the best we can be, we think carefully about where we should maintain our current success versus where we can evolve and improve. There are primarily two elements motivating our transition efforts.The first driver of change for Presbyterian Homes is our Strategic Plan. Like nearly all successful organizations, we have carefully developeda plan that outlines our long-term goals and how we will realize them.Our goals and plans are organized in three areas: growth (such as capitalimprovements), engagement (of residents and staff) and efficiency (so we can maximize our results). We execute and manage our plan in a way that allows us to review results and revise actions as needed so that our transitions are productive.Another driver of change is the lingering effects of COVID, and there is adichotomy here. At one time, we might have thought wed be transitioning back to the way things were pre-pandemic. But thats not exactly the case. Some things that started as mandatory precautions are now preferences or best practices.2PRESBYTERIAN HOMES & GENEVA FOUNDATION 2022 ANNUAL REPORT'