It’s Time to Rethink Covered Virtual Care in 2026

Each new year offers a valuable chance to reassess benefits strategy and align it with where employee needs are heading. This year, one trend stands out: expanding what’s included in health benefit programs. 

Virtual care has moved from optional to expected. New Statistics Canada research shows that 42.5% of Canadians who sought care in 2023 used virtual care at least once. Nearly 80% of people who were offered it accepted it. Usage is even higher among people managing multiple chronic conditions and those without a regular primary care provider. These are the same groups that influence absenteeism, disability costs, and escalating claims.

For employers, this shift signals a turning point. Employees now expect fast, coordinated access to care. A plan that simply includes standardized virtual care is not enough, and relying on disconnected services will not keep pace with employee needs.

Why a Rethink Is Necessary

Virtual care is now embedded in how Canadians seek support, yet many plans still treat it as a basic, standalone tool. This limits its impact and leaves employers with unrealized value. Here is what often goes wrong:

• Virtual care becomes a commodity instead of a strategic benefit
• It remains focused on one-off appointments rather than ongoing support
• It does not connect to existing mental health, chronic disease, or disability programs
• It fails to demonstrate meaningful outcomes or cost savings

Providing basic access no longer moves the needle. Employees want timely care that fits into a coordinated pathway and supports them beyond a single interaction.

What Needs to Change

We believe employers must shift from just providing access to embracing choice and agency by focusing on:

1. Redefining the role of virtual care

It should operate as a core part of the benefits strategy, supporting primary care, chronic conditions, mental health, and health navigation rather than functioning in isolation.

2. Creating a connected ecosystem

Benefits should work together, not compete with each other. Virtual care should integrate with existing programs so members can move between services without confusion or friction.

3. Supporting proactive care

Rising chronic conditions and limited primary care access mean employers need solutions that identify needs earlier and support members over time, not just during urgent episodes.

4. Designing around outcomes

Success is measured by improved access, fewer gaps, better condition management, and more confident use of benefits. The goal is to help members get the right care at the right time.

5. Selecting partners who act as advisors

Employers do not need to overhaul their benefits. They need partners that can integrate with what they already have, tailor models to their workforce, and deliver connected care without adding complexity.

How Employers Can Lead The Change in 2026

Employers who will stand out this year will be the ones who embrace:

• • Benefits that deliver care directly and consistently
  • Integrated models that reduce fragmentation
  • Solutions that support member outcomes, not just transactions

• Approaches that reflect how Canadians are actually accessing healthcare today

The Moment for Action

In 2026, expectations around access to care have fundamentally shifted. Virtual care alone is no longer a differentiator. How it is designed, connected, and utilized is where employers will see meaningful results.

Maple is helping organizations build care experiences that are coordinated, proactive, and aligned with how members want to engage with the health system. This is a timely opportunity to rethink your approach and strengthen the impact of your benefits.