2011 Making a Difference

1967 24/7 The year of 2011 making a difference

Distress Centres Annual Report Centres Distress 365 45 It happened during an agency-wide staff meeting at the end of 2010: while discussing the renewed energy that had resulted from our adoption of a comprehensive organizational engagement strategy, one of the participants enthusiastically suggested; Let’s designate 2011 the Year of

Making a Difference And, so we did. calls per year: Milestones 120,000

Toronto Sesquicentennial Metro Toronto ‘67 Merger York, Scarborough, Etobicoke become cities 6,054,19 GTA pop. 2,093,000 pop. Bloor–Danforth Line Spadina Subway Line Scarborough LRT Toronto ‘98 Amalgamation Sheppard Subway line 2,615,600 Metro Toronto pop. Toronto Dominion Centre The Textile Museum TIFF Lightbox ROM Liebskind The Crystal Reno New City Hall Ontario Science Centre Ontario Place Harbourfront CN Tower Eaton Centre Metro Convention Centre AGO Post-Modernist Reno Bata Shoe Museum Don Valley Brick Works AGO Frank Gehry Reno Four Seasons Ballet Opera House Caribana Gay Pride Picnic Distillery Distict Nuit Blanche Luminato The Beatles Play Maple Leaf Gardens Mikhail Baryshnikov Defects to the West Toronto Film Festival Elgin and Winter Garden Theatres Young Centre for the Performing Arts Argos win ‘91 Grey Cup Jays win ‘92 & ’93 World Series The Leafs win ‘67 Stanley Cup Argos win ‘71 Grey Cup Argos win ‘83 Grey Cup Toronto Indy Car Race Raptors ‘91 Inaugural Season Argos win ‘96 Grey Cup Argos win ‘04 Grey Cup Toronto FC ‘07 Inaugural season Phil Givens WM. Dennison David Crombie Fred Beavis John Sewell Art Eggleton June Rowlands Barbara Hall Mel Lastman David Miller Rob Ford 1960 1970 1980 1990 2000 2010

A B C F G H J K L M P

D I R T U

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Q V W

Initiatives A 1966 – Ad hoc committee formed to explore possibilities of E 1971 (November) – Distress Centres 2 opened to handle increased K 1984 – helped establish the Canadian Association for Suicide O 2000 (March) – merger of Distress Centres (downtown, 2 and S 2005 – Integration of Etobicoke Telecare and relocation of merged V 2008 (November)– partnership with Toronto Public Health and Programs/services telephone service on a non-religious, community-supported basis volume of calls Prevention Scarborough) under one number 408-HELP (4357) operations to North York their Psycho-Social Emergency Response and Recovery Services Facilities B 1967 (January) – Chose the name “Distress Centre” which has F 1971 – helped establish the Ontario Association of Distress Centres L 1985 – helped establish the Assaulted Women’s Helpline P 2000 – participation in the Bloor Viaduct Steering Committee T 2006 (January) – contracted by the City of Toronto and Emergency W 2011 (June) – in partnership with the TTC and Bell Canada become the standard term for this type of service G 1972 – helped establish the Metro Area Distress Centres Association M 1991 – helped establish the Drug Helpline Project (Ontario-wide) Q 2001 (September) – in partnership with the Professional Medical Services to create warm transfer line for high-risk calls developed Crisis Link, a dedicated direct line to Distress Centres Partnerships located on each subway platform. C 1967 (May) – Distress Centres granted Letters Patent H 1977 – helped establish the Canadian Council of Crisis Centres N 1999 – prioritized universal access by adding a 151-language Association of Internes and Residents of Ontario developed 24 hour U 2008 – launch of Caller Reassurance Program, a call-out program helpline for members of the medical profession and their families for intensive service users who are socially isolated and/or D 1967 (November) – ﬁrst call received on what would become I 1979 – Survivor Support Program interpreter service and installation of TDY equipment for the 408 HELP Line hearing impaired. R 2005 – Survivor Support Program expanded to include Homicide experiencing chronic mental health problems. J 1982 – helped establish the Toronto Council on Suicide Prevention Support Program

2 number of people served by 8 programs: communities 50,000 42 served in Toronto

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3 of all our calls are about % suicide-related 6 concerns

Calls about suicide: percentage Thinking of suicide? Ideation/low risk There Medium risk High risk

Attempt in progress

is help. Signiﬁcant other Let’s talk. Other % 50 reduction in in suicide-related incidents on TTC

2 On June 16th, 2011 Distress Centres, in partnership with Toronto Transit Commission and Bell, launched Crisis Link, a pioneering suicide prevention program in our subway system. For the first time ever, and the only one of its kind worldwide, there is now a dedicated direct-dial suicide hotline on every subway platform, connecting at risk individuals to a trained Distress Centres volunteer. This innovative outreach is the result of the TTC’s long-standing commitment to suicide prevention, Bell’s investment in mental health and the recognition of Distress Centres as a centre of expertise in crisis intervention. It acknowledges that when a life-threatening situation occurs in such a public space, it has a significant emotional cost for the community as a whole. Distress Centres is honoured to have been invited to be the sole service provider. Crisis Link has created a new point of access for those at risk, enabling us to further strengthen the City’s emotional safety net. Three simple sentences have also broken the code of silence that has historically surrounded the discussion of suicide within the subway system. “Thinking of suicide? There is help. Let’s talk.” Direct service, de-stigmatizing the word “suicide” and the creation of a community dialogue around this important health risk have made an impact. At the end of 2011, the number of incidents for the year in Toronto was the lowest since 1966 and half of the number from the previous year. Distress Centres continues to help save lives.

MEETING CALLERS WHERE THEY ARE AT Crisis link

Distress Centres 2011 Annual Report 5 Distress Centres has been making a difference in the lives of Torontonians for 45 years, by providing innovative programs and services. We think of it as infrastructure, that is important to the life of a healthy vibrant city. We are passionate about developing, modeling and delivering truly innovative supportive programs that save lives.

Distress Line: (416) 408-HELP For 24 hours a day, 7 days a week, partners in the development of policies/protocols around crisis response screened, trained and supervised volunteer telephone responders and traumatic death postvention. provide life-sustaining support to those who are vulnerable and at-risk. Working within a continuum of care framework, the agency PAIRO Helpline The agency was invited by the Professional works collaboratively with medical and mental health professionals Association of Internes & Residents of Ontario to initiate this to ensure that those at risk are made aware of and have access to confidential and dedicated helpline for medical students/medical our helpline. Distress Line volunteers respond to the immediate and residents and their families. Recognized for its history of providing changing needs of callers, taking into account their diverse cultures, anonymous response to those experiencing intense distress and its perspectives and problem-solving abilities, in order to have a positive role as point of first access for those at risk of suicide, Distress Centres impact on their emotional resiliency. has been staffing this provincial 24/7 helpline for a decade, providing psychological first aid and referral information. Survivor Support Program A pioneering initiative in Canada, the program offers face-to-face counselling for individuals bereaved EMS Warm Transfer Line Distress Centres, in partnership with by a trauma-based grief event, specifically suicide and/ or homicide. Toronto’s Emergency Medical Services (TEMS), provides a dedicated It was developed in response to the high risk aftermath needs and an line for suicidal patients who have requested an ambulance. Once identified gap in service in the community. Individuals bereaved by the TEMS dispatcher has obtained the necessary information, the caller is sudden violent death, particularly suicide/homicide are themselves at warm-transferred to our agency. Our trained volunteers provide emotional high risk of premature death, complicated grief and family breakdown. support until TEMS arrives on the scene. Not only is the dispatcher freed The program provides trauma management and specialized grief to return to their work, but the caller is appropriately supported and counselling as preventative interventions. introduced to our services as an additional future resource.

Community Outreach and Education Program There is Caller Reassurance Program In early 2008, Distress Centres widespread demand from social service providers and community launched a new call-out program for intense service users who groups for both basic and specialized information concerning effective are socially isolated and/or experiencing chronic mental health communication as a tool for emotional support, as well as skills training problems. Modelled on similar North American programs, the in the areas of crisis intervention, suicide prevention and postvention. service is intended to provide meaningful, respectful and focussed Working with local partners, agencies, professional staff and senior support for high needs callers. Since calls are made using a volunteers respond to numerous requests from the community to dedicated line, our other lines have increased capacity to respond provide speakers, training workshops, consultation and customized to more immediate crisis calls. information packages as resources. Crisis Link In 2011, Distress Centres partnered with Toronto Transit Community Crisis Response Program This program is designed Commission and Bell to launch Crisis Link, a pioneering suicide to provide community-wide or neighbourhood-based crisis response prevention program in our subway system. For the first time ever, and in the aftermath of a critical incident or disaster. Using a multi-service the only one of its kind worldwide, there is now a dedicated direct-dial approach, the main objective of the program is to support the development suicide hotline on every subway platform, connecting at risk individuals of personal competence and emotional safety in individuals impacted by to a trained Distress Centres volunteer. It acknowledges that when a life- traumatic loss, by focusing on capacity building initiatives in high-risk- threatening situation occurs in such a public space, it has a significant for-crisis communities. Activities include training and supporting local emotional cost for the community as a whole.

Distress Centres 2011 Annual Report 6

2 of all our %callers call after 60 hours

CALLER CONCERNS CALLER CONTENT total percentage of concerns for each category

81 interpersonal 52 emotional support

68 mental health 30 social maintenance

27 physical health 22 distress

24 occupational/ﬁnancial 10 crisis

Saving lives abuse/violence TTY/Bell relay 17 1

8 substance abuse & addictions 5 thank you call one 7 sexuality 5 third person call 6 suicide 4 update from caller

6 general 1 admin/potential volunteer conversation 1 interpreter service 1 interpreter service 5 other 5 other

HELPLINE RESPONSE CALLER REACTION/OUTCOME at a time up to 2 responses per call by perecentage of total calls 70 emotional support 42 reduced emotional intensity

22 distress management 15 reduced isolation or loneliness

10 crisis intervention 12 coping mechanisms in place

2 contacted supervisor/on call 9 changed insight /perspective

1 911 intervention initiated 5 decreased suicidal intent or risk of harm

19 exploration of options or action 1 dissatisﬁed

20 review of coping mechanisms 14 no change

3 provide information 5 not applicable

5 call not completed

7 other hours to train 42 a volunteer $545.10 to train each volunteer Distress volunteers Centres is one of 650 Average calls per volunteer shift – 8 Charity Average monthly volunteer commitment – 18 hours intelligence average 329 number of Canada’s calls per day Average cost per call – $2.45 top charity Average cost to run phones for 24 hours – $806.05 picks for 2011 of budget 91% is directed to saving lives

9% of Distress Centres budget for Administration Our supporters are important to us. At Distress Centres we see and experience the difference that donor dollars make, every day, in all areas of our work. Donors help to keep the lifelines open and make it possible for vulnerable and at-risk callers to reach a trained crisis responder. Donors ensure that our crisis volunteers participate in an outstanding training program and represent best practices in the delivery of crisis support services. Donors enable Distress Centres’ staff to work with local community leaders in high priority neighbourhoods and support their efforts to build resilience and community capacity in the aftermath of tragic and trauma-based events.

B.A.D Ride XIV: B.A.D Ride 14 was once again a resounding Melissa’s Bowling Ball On March 19th 2011, in memory of their success. What began in 1998 as a partnership between Distress dear friend Melissa Krisman, a group of close-knit friends decided Centres and a group of motorcycling enthusiasts who supported to throw an event they named “Melissa’s Bowling Ball”. It was held the cause, has grown to be one of the premier one-day riding events to celebrate Melissa’s life and her love for bowling, as well as to raise in Ontario. With 14 years of experience and a rich legacy of significant funds and awareness for Distress Centres. We are deeply grateful to the fundraising for the agency, B.A.D Ride continues to draw crowds, organizing committee for dedicating funds raised to our agency. attracting more than 1200 bikes annually. Thanks to the generosity of our Ride sponsors, Distress Centres can deliver on its promise Dust Off Your Soul: Held in memory of Marc Fournier and Alex that 100% of funds raised by riders go directly to support all Hurst, “Dust Off Your Soul” was once again a wonderful evening on agency programs. behalf of our agency. Hosted by Annie Gaudreault and Esme Hurst, both Distress Centres board members, this third annual art auction was Concert By Twilight: For 17 years, Distress Centres has been organized to recognize the work of the agency through showcasing the the fortunate recipient of the funds generated by the Concert By art of its many fine contributors. With more than 45 artists participating, Twilight (CBT) event. This much-needed financial support has enabled the evening included an exciting live auction, silent auction, cocktails the agency to grow its organizational capacity, create life-sustaining and hors d’oeuvres. programs and embark on ground-breaking initiatives. We are grateful to Rosalie and Isadore Sharp who hosted the first CBT event. In 2011 In Memoriam Marathon: Twenty year old Sarah Lever ran the Good they shared their beautiful new home with us again and provided Life 5Km in memory of her dear friend, Alex Hurst. She had wanted to a stunning venue to celebrate this event milestone for our agency. do this for five years as she strongly felt that supporting the agency 329 The dynamic combination of our gracious hosts and dedicated CBT was a way to honour Alex’s memory. We want to thank Sarah for her committee members, led by Tillie Lewis, made this year’s event, as generosity – her support will help us to build capacity in the Survivor always, outstanding! Support Program and the 408-HELP Line.

Andrew Ferrone Memorial Golf Tournament: In 2011, the Get Grounded: On November 15th, 2011, a group of musicians held Ferrone Family, in recognition of the support that they had received a fundraising concert at The Drake Underground to celebrate the life from Distress Centres, once again donated funds to Distress Centres of Dan Siatkowski. Get Grounded is a labour of love for founder Mandi from their long standing, annual tribute golf tournament. The Siatkowski, who started the fundraising concert in 2009, in tribute to Ferrone family has our deepest appreciation for their generous gift her brother’s life. Since then, the event has grown to include “raising to the cause. Their dedicated support ensures that distressed callers awareness, and openness about mental health within our immediate and can reach a trained crisis responder, who can provide them with external communities”. We thank Mandi and her family for their support compassionate crisis and suicide prevention support services – day of our work. Their generosity makes it possible for those experiencing 91% or night, 365 days a year, 24 hours a day. distress to reach out to a trained Distress Centres volunteer.

3 It happened during an agency-wide staff meeting at the end of 2010: Throughout this past year, our organization continued to engage stakeholders while discussing the renewed energy that had resulted from our adoption of in constant dialogue as part of a large-scale input and feedback loop. We heard a comprehensive organizational engagement strategy, one of the participants from many voices both within the agency and from the broader community as enthusiastically suggested “Let’s designate 2011 the Year of Making a part of our strategic planning process. While we are a city-wide agency, our Difference”. And, so we did. neighbourhood-centric organizational structure has resulted in invitations Our continued and renewed commitment to making an impact on the emotional to participate in a diverse range of conversations. Sitting at tables with well-being of the community, moreover, occurred at the very same time that community partners allowed for networking with agencies not only in Toronto, huge public strides had been made in creating awareness of mental health and but also across the province. This year, with the generous support of the suicide prevention as important components of local, provincial and national Toronto Community Foundation, I was able to attend the conferences of both social health policy. The work of the Canadian Mental Health Commission, the American Association of Suicidology and the Canadian Association for the political will to finally adopt a national suicide strategy and the funding Suicide Prevention. The learnings and networking from those two meetings commitment of large-scale corporations have created a backdrop of both has served as a leadership springboard, promoting best practices in service opportunity and challenge in the delivery of effective service to the vulnerable delivery and innovation in program design. It has helped lay the foundation for and at risk. Distress Centres remains primed and at the ready to commit our our work in 2012 and beyond. resources and expertise to the informed discussion around the creation and Distress Centres remains grateful to the United Way of Toronto and the City coordination of the life-sustaining services necessary to save lives and enhance of Toronto for their recognition of the importance of core funding in ensuring emotional well-being. organizational stability and capacity building. With their support, which goes Our most meaningful contribution towards this in 2011 was the creation of Crisis far beyond financial, we continue to evolve as a well-governed organization, Link, our partnership suicide helpline in the subway system. What a special inclusive of its stakeholders while making a significant impact in the lives of our moment that was on June 16th. With our partners Toronto Transit Commission service users. We also thank the many individuals, foundations, corporations EXECUTIVE DIRECTOR’S and Bell, Distress Centres launched the first-of-its-kind in the world direct link and community organizations who have joined with them to ensure that we have the resources necessary to respond to ever-growing need. In particular, ANNUAL REPORT crisis hotline, providing vulnerable riders at every station with immediate access to a trained responder at our agency. Of equal importance, this pioneering service as well, we would like to acknowledge the special contributions made by the TO THE BOARD advanced the cause of increased awareness and stigma reduction through its organizing committees of our two signature events, the B.A.D. Ride (Bikers unique promotion campaign. The word “suicide” is finally being used in the Against Despair) and the Concert by Twilight, as well as the friends of Distress transit system, breaking a long held tradition of silence. In meeting callers where Centres who have donated funds from third-party memorial events honouring they are at, we are pleased to note that the number of subway incidents in 2011 the loss of their loved ones. was the lowest in many years and half that of the year before. It is, however, the human resources that truly define the heart and spirit of Program demand in 2011 grew for all of our services. Despite the challenges of Distress Centres. Our small staff team always leads by example, responding meeting these rising needs with static resources, we can also report that 80% of to current and emerging needs with competence, passion, creativity and a our calls were responded to within a significantly shorter time period than the sense of humour! They are an inspiration for the 600 volunteers who, as Ministry of Health’s standard of 15 minutes. Improved volunteer recruitment frontline workers, provide almost all of our direct service. Our lay counsellors and retention rates helped to contribute to the expanded capacity we were able are a diverse group of individuals who share the twin attributes of compassion to create within our service delivery channels. The addition of new programs and empathetic fortitude: the willingness to enter into someone else’s pain in recent years, accompanied by new engagement strategies in our volunteer on the journey towards emotional resiliency. On behalf of our service users, we management practices, has created an enriched pathway of personal and thank them. professional development for volunteers. This plays a part not only in improved Sincere appreciation must also be extended to our Board of Directors, a dedicated programming statistics but also has a lasting and far-reaching impact on the team of volunteers who have governed, advised, consulted and joined with all community as a whole. Skills and experience gained in our phone rooms or of us to ensure that Distress Centres continues to deliver on our mission with counselling sessions contribute to the development of citizens who are life- efficiency and effectiveness. As stewards and ambassadors, they are unparalleled. long effective communicators committed to the health and welfare of others. Respectfully submitted, And, that is an immeasurable but significant outcome. In 2011, moreover, we were honoured to be selected by Charity intelligence Canada as one of their 33 national “top charity picks”. This independent review agency, after a rigorous assessment process, determined that Distress Centres was a lean and efficient organization delivering high impact services to the community. Doing more Karen Letofsky, C.M. with less and making a difference! Executive Director

2 It is with great pride that I report to you today on the progress made by our I would like to personally thank everyone for their valued contribution to our Board and our organization. process, and guiding us to an exciting and healthy future. Since 1967 Distress Centres has been providing a safety net to those who are In addition to our work of strategic planning, our governance committee vulnerable in our community. The tireless work of our staff and volunteers completed rigorous overview of our policies and by-laws, ensuring that we has made this possible, without missing one single shift in 45 years. This adopt the best practices of our sector. Our finance committee oversaw the year, I am particularly proud that in the very difficult economic context in new guidelines for accounting practices of non profit organizations while which non profit organizations like ours face, that we were picked as one of streamlining our finance operations, helping the organization do more with Charity Intelligence’s national “Top Charity Picks”. This award exemplifies the less. Last, our human resources and programming committees continued their excellence of our organization. due diligence to ensure Distress Centres’ leadership and integrity. As Board President I am delighted by the incredible programming and Our largest challenge continues to be the financial sustainability of our leadership that our organization displayed. Our worldwide pioneer program organization. The economic context which is upon us will definitely add with Bell and TTC “Crisis Link” is an example of the commitment to mental pressure to an already fragile social fabric. The board and staff will be working health by the transit commission combined with Distress Centres’ leadership together to find new sources of funding. and unique approach to partnership. On behalf of the Board, I would like to thank each and every one of our staff Considering the fact that an estimated 20% of Canadians suffer from some and volunteers for their commitment to our organization. It is because of you form of mental illness each year, the time is now to continue the dialogue with that we are able to reflect on 45 years of excellence in service to the community. all mental health participants and to strengthen the services and solutions to I am also grateful to United Way of Toronto and City of Toronto and all other our community. Our organization has been working hard to reach out to the donors who support us. There has never been a more important time for all network and to be part of the louder dialogue to prevent, treat and support parties – public entities, social agencies, private sector – to work together to those in need. make our community stronger and healthier. Although we are energized by the accomplishments of the past, the Board’s Once again I am humbled to serve on the board and look forward to continuing Report from the role is to ensure that the organization secures its future. To that end, we are to work with our dedicated staff, and in particular, our incredible Executive Board President delighted to have completed our Strategic Planning process which was guided Director, Karen Letofsky. April 2012 by input from consultation with all our stakeholders. It culminated in a plan Lastly, I would like to recognize fellow board members Bruce Chin and Terry which will guide our activities for the following three years. The plan has Condie who will be leaving our Board. Thank you for your contribution, identified 6 key strategic pillars: diligent advice and friendship. 1. Consolidate our position as the recognized leader in the area of suicide prevention, crisis management, and postvention With gratitude, 2. Strengthen our commitment to volunteerism as the model of choice 3. Broaden our reach through technology and emerging communication channels 4. Assume a leadership role in the delivery of coordinated distress Annie Gaudreault centres services 5. Secure our long-term financial resources 6. Anchor our services in our commitment to community and our embrace of diversity

3 To The Members of Distress Centres Opinion The accompanying summary statement of operations for the year ended In our opinion, the summary statement of operations derived from the audited December 31, 2011 is derived from the audited financial statements of Distress financial statements of Distress Centres for the year ended December 31, 2011 Centres for the year ended December 31, 2011. We expressed a qualified is a fair summary of those financial statements, in accordance with Canadian audit opinion on those financial statements in our report dated March 27, 2012 generally accepted accounting principles. (see below). In our report dated March 27, 2012 on the audited financial statements, we The summary statement of operations do not contain all the disclosures expressed a qualified opinion. Our qualified audit opinion is based on the required by Canadian general accepted accounting principles. Reading the fact that in common with many similar organizations, the Centres derives summary financial statements therefore, is not a substitute for reading the revenues from fund-raising events and donations, the completeness of audited financial statements of the Centres. which is not susceptible to satisfactory audit verification. Accordingly, our verification of these revenues was limited to the amounts recorded Management’s Responsibility for the Summary Financial Statements in the records of the Centres and we are not able to determine whether Management is responsible for the preparation of a summary of the audited any adjustments might be necessary to revenues, excess of revenues over financial statements in accordance with Canadian generally accepted expenses, assets and net assets. Our qualified opinion states that except for accounting principles. the possible effects of described matter, if any, those financial statements Auditor’s Responsibility present fairly, in all material respects, the financial position of the Centres as Our responsibility is to express an opinion on the summary statement of at December 31, 2011, and its financial performance and its cash flows for the operations based on our procedures, which were conducted in accordance year then ended in accordance with Canadian generally accepted accounting with Canadian Auditing Standard (CAS) 810, “Engagements to Report on principles. Report of the Summary Financial Statements”. However, the summary financial statements may be misstated to the equivalent extent as the audited financial statements independent Auditor of the Centres for the year ended December 31, 2011. on the Summary

Statement Toronto, Ontario CHARTERED ACCOUNTANTS of Operations March 27, 2012 Licensed Public Accounts

2011 2010

Revenues United Way of Greater Toronto $ 293,277 288,675 Grants - City of Toronto 102,810 102,810 TTC Crisis Link 73,750 - Corporations, foundations and church groups 58,100 73,791 Donations - individuals 80,403 84,595 Fund-raising events (net of expenses) 315,203 327,313 Emergency Medical Services 20,250 20,250 Professional Association of Internes and Residents of Ontario (PAIRO) grant 59,000 61,208 Amortization of deferred capital grants 10,558 13,528 Interest and miscellaneous 10,204 4,576

1,023,555 976,746

Expenses Salaries and employee benefits 662,963 649,230 Building occupancy 106,982 97,314 SUMMARY STATEMENTS Office - telephone, supplies, postage, etc. 148,524 126,465 OF OPERATIONS Volunteer recruitment, training and resources 64,821 61,465 Accounting and audit 7,276 6,963 Depreciation 16,887 25,274 YEAR ENdED DECEMBER 31, 2011 Other 27,061 22,135 1,034,514 988,846

Deficiency of revenues over expenses for the year $ (10,959) (12,100) Corporations Cruz Interiors International Brotherhood of Motorcycle Supershow Sound Barriers Electrical Workers L.U. 353 Annex WreckRoom Danier Leather Inc. Northstar Research Partners Special Kay’s Cleaning Service Interward Asset Management Ltd. Artik Dave and Buster’s O.J. Muller Landscape Contractor Ltd Stitchy Lizard Embroidery & Jacox Harley-Davidson Promotional Items Auto Vault Davies Harley-Davidson Olympia Capital Corporation Joe’s Hamburgers Stracor Inc. Bailey Metal Products Deeley Harley-Davidson Canada Ontario Power Generation JTI-Macdonald Corp. TD Bank Financial Group Beard Winter LLP Eleven Contracting Orbixa Management Services Key Concepts Consulting Terraplan Landscape Architects Bell Canada Empire Thermal Systems Inc. Oshawa Funeral Home Kilgour’s Bar Meets Grill The Agensi Bentall Retail Services Faema Canada Palmer Audio Kwik Kopy Design & Print Centre The Allan Candy Company Limited Biamonte Chiropractic Centre Fairmont Properties Ltd. Pape Finch Dental L D Consulting The FSA Group Bicklette Ltd. First Choice Communications Inc. Partition Components Inc. Lettieri Thomson Reuters Bill Avakian Computers Inc. First Line Mortgages Perrus Commercial Realty Corp. M.J. Daley Manufacturing Todd Ellis BMO Employee Flextile Ltd. Petite Thuet Company Limited Charitable Foundation Toronto Construction Association Gateway Mechanical Services Inc. Pickle Barrel Catering Mackie Harley-Davidson Bombardier Transport Canada Inc. Toronto Motorcycle Show Giancarlo Garofalo Architect Inc. Q107 Classic Rock Markham Fair BP Interiors UYJ Air Inc. Glamour Auto Ranbro Construction MCL Graphics Brama Inc. Whole Foods Market Glenerin Inn Ready Honda Import Ltd. Mississauga Volkswagen Brazilian Canadian Coffee Co. Ltd. Whoosh Inc. GSF Enterprise Riders Plus Insurance Morningstar Air Express Inc. Brio Branding & Design Yamaha Motor Canada Ltd. H.I.Y.C. Inc. River Edge Dental Motorcycle Mojo Magazine Carmedix Auto Service Hero Certified Burgers Royal LePage Real Estate Services Ltd. Murakami Design Inc. Chair-man Mills Inc. Hydro One Inc. Samantha Farjo Design National Motorcycle Show Chestnut Park Real Estate Ltd. Inertia Entertainment Inc. Serv-A-Trade Lithographers Neal Brothers Foods CIBC Mellon Global Ingersoll-Rand/Hussmann Corp. Signature Bindery Securities Services Network of Translators in Education Insite Realty Corporation, Brokerage Skin Corporation CN Tower North American International

2 Churches Patrons B.A.D. Ride Team Concert by Twilight Committee Members Asbury and West United Church Cindy Blakely Monty Ackerman Barbara French Rosedale United Church The Reverend Graham Cotter Shawna Ackerman Ann Hanna Humber Valley United The Honourable Consiglio Di Nino Bernie Atlas Church Women Jane Hill The Right Reverend Terence Finlay Brian Babcock Bedford Park United Church Women Margaret Isberg Guy P. French Herb Belman Foundations Eve Lewis Gordon C. Gray Eitan Dehtiar E.W. Bickle Foundation Tillie Lewis Jane Hill Stephen Fishman J.P. Bickell Foundation Cheryl McEwen Dr. Hung-Tat Lo Simon Fogel Jackman Foundation Susan Scace Arthur A. Scace Harry Freedman The B & B Hamilton Foundation Virginia Shannon Richard M. Thomson Karen Letofsky at the TCF Rosalie Sharp George A. Wilson Stan Letofsky The EJLB Foundation Diana Tweedy Gordon Winch Gloria Morris The Henry White Kinnear Pat Ward Foundation Board of Directors Lori Nusbaum Julia West The Harry E. Foster Charitable Annie Gaudreault, President Steve Nusbaum Foundation Shelagh Wilson Bruce Chin, Treasurer Michael O’Neill The Marjorie and Joseph Wright Thank You! Terry Condie Murray Parr Memorial Foundation Helen Dixon Sam Rattner The McLean Foundation Charles Finley Sid Rochwerg The Murphy Foundation Inc. Esme Hurst Kevin Rosenthall The Paloma Foundation R. Adam Levy The Tippet Foundation Alison Murchie Michael O’Neil Pennie Santiago Alain Thibault Thomas Wewior

3 Mission To create an emotional safety net for the vulnerable and at risk in our community.

VisionTo ensure that every individual in need receives life sustaining emotional support.

Motto There’s a life on the line.

Promise We will: • Provide crisis response and • Collaborate and network with • Increase service access by • Advocate on behalf of service intervention to the emotionally other agencies to create a operating within a framework users by reporting on current vulnerable and at risk in our continuum of care and support. of cultural competency, needs, gaps in service and community. including the promotion of emerging trends. • Provide links to emergency diversity in all areas of service. • Serve as a point of access services when necessary. • Build community capacity in for suicide prevention, • Enhance emotional self- emotional health response. • Mitigate the impact of a mental intervention and postvention. management and reduce risk health crisis by helping those by strengthening the coping • Provide volunteer delivered with a history of vulnerability skills of survivors. services, wherever possible, in and risk make life-affirming recognition of the added value choices. they contribute.

For more information contact us by phone, email or mail

Distress Centres 10 Trinity Square Toronto, Ontario M5G 1B1 Tel. (416) 595-1716 Fax: (416) 598-2316 [email protected] www. torontodistresscentre.com

Charitable Registration: BN 10702 1016 RR0001

Concept, design: Alison Birtles Fraser Printed in Canada by: The FSA Group