6 Annual Report 2020

EXECUTIVE SUMMARY We’re proud to unveil Towards Innovation, we have continued this year’s Annual Report, to evolve and modernize how we offer community participation supports. Compassionate and Resilient From our bright storefront Foster Communities, a tribute to the Connections building in the east-end work that we’ve accomplished and the revitalization of our recently together over the past year purchased property in south Etobicoke, to realize our vision. we have invested in innovative supports and services that enable people to thrive In the wake of the COVID-19 crisis, while enhancing our presence in new WHAT’S 03 12 there is no better time to reflect on how communities throughout the city. Executive Summary Leadership Chart far we’ve come with our community’s INSIDE: shared commitment to ensuring a Lastly, we’ve seen success towards society where everyone belongs and Leadership & Advocacy because of is valued. Here’s a look at some of the you, our members. Over the last two exciting work you’ll read about in this years, we have invested in growing our 04 14 community, leveraging membership year’s report. Message from the By the Numbers to strengthen our relationship with CEO & President Towards our goal of Organizational the government, and advocating for Strength, we’ve built on the legacy of our sector’s critical needs. During this past and current leaders by merging unprecedented time, these relationships our CLTO pension plan with the Colleges have helped us considerably in our 06 16 of Applied Arts and Technology Pension efforts to keep people safe and healthy. Mission, Vision, Community Stories Plan. Once complete, this will protect You’ll read about the many ways our Values the retirement security of our staff community has stepped up when we for generations to come. Also, we’ve needed it most. continued to work with partners to address the critical issue of affordable We hope you’ll take the time to read 07 19 housing and supports so that individuals about our successes and the many other ways our staff, members, donors, Key Strategic Volunteer Services can live as independently as possible. and volunteers have dedicated their Priorities This past fall, 26 individuals moved into their brand-new condo on Madison time and resources to our movement Avenue in the Annex. We continue to of compassionate and resilient 10 20 see the positive life changes that result communities by supporting the when individuals have a new, affordable rights and choices of people with Membership Financials building to call home in a safe and an intellectual disability. & Committees welcoming neighbourhood. 2 Annual Report 2020 Annual Report 2020 3 Despite the many challenges, the pandemic While our resources remain focused MESSAGE FROM also presented an opportunity to strengthen on keeping our staff and the people we existing relationships and make new support safe, we continue to explore THE connections. As an organization driven by new opportunities as we plan to safely CEO AND PRESIDENT volunteers and our membership, we are and gradually reopen with guidance incredibly appreciative of our community’s from the province and public health. generosity. Your donations of masks, We are working to reimagine supports activity boxes, technology, time, and funds and services in our “new normal,” have illuminated how difficult times bring and eventually, our post-pandemic out the best in people. Over the last two world. Affordable housing remains a From our early days as an years, we have put considerable effort into critical priority, as it is key to living an building relationships with elected officials independent and meaningful life. We will organization, Community and have activated our members to engage continue to have conversations with key Living Toronto has always with the government. In this unprecedented players in government in both Toronto been a leader in advocating time, we are thankful to be able to call on and Ottawa about the National Housing for the rights and choices these allies for support. We are particularly Strategy as we move ahead with plans to of people with intellectual grateful to Minister Todd Smith and our re-develop our Lawson site into a new, partners at the Ministry of Children, inclusive community of hundreds of disabilities. Our successes are plentiful, and we are proud to celebrate them. Community and Social Services (MCCSS) affordable condominiums. for their responsiveness and commitment The coming months will not be easy. Over the past year, we have invested The stewardship of our predecessors and to helping our sector through this crisis. in our organization and in our people our current leaders have gifted us with a As we prepare this report, Toronto is to build a solid foundation for the firm financial footing, which has allowed We are also incredibly grateful for our entering Stage Three of reopening, future and to strengthen our ability us to make these investments. As you will staff’s tireless dedication, who continue and both our internal and province-wide to foster compassionate, resilient read in the Financial Report, we’ve built to step up every day to ensure the people COVID-19 case reporting is promising. communities. Never has this foundation on this legacy this past year by merging we support are safe. Their resilience, Despite these successes, we must remain been more crucial than during the our pension plan with the Colleges of compassion, and numerous selfless acts vigilant and prepare for the possibility of present COVID-19 pandemic. Applied Arts and Technology pension of care have continued to inspire us. future waves while continuing to deliver plan. This merger will protect our past, We have strengthened our relationship on our Strategic Plan. More than ever, our Guided by our Strategic Plan, we present, and future staff’s retirement with CUPE Local 2191, ensuring a unified solid foundation and history of excellence have made notable progress toward security for generations to come. approach to meeting the diverse needs of and innovation will be essential to our goals of Organizational Strength, the population we serve. Our remarkable providing safe, high-quality services Innovation, and Leadership & Advocacy. Our strength as an organization was staff, leadership, union members, donors, for people with intellectual disabilities. In this report, you will read the many put to the test with the onset of the volunteers, members of the Board of ways we have enhanced our presence COVID-19 pandemic in March 2020. Our Directors, Association members, and throughout our city — a new development agility and the strong foundation we have MCCSS have all contributed to our shared on Madison Avenue in the Annex, built enabled us to act quickly to protect successes. We extend our sincere thanks our Foster Connections storefront in the safety of the people we support. to all of you. the east end, and our new building in We adapted rapidly to respond to the Etobicoke. These are places where our many challenges that appeared, finding Susan Silma Brad Saunders staff and the people we support can creative ways, and leveraging technology President of the Chief Executive thrive in; reimagined office space, day to provide safe and innovative services Board of Directors Officer supports, and apartments of their own. to individuals and their families. 4 Annual Report 2020 Annual Report 2020 5 OUR MISSION Community Living Toronto fosters inclusive communities by supporting the rights and choices of people with an intellectual disability. KEY STRATEGIC OUR PRIORITIES VISION Throughout the past year, the Association has continued work on our 5-year strategic A society where plan informed by three overarching goals: everyone belongs. Organizational Strength, Innovation, and A society where Leadership & Advocacy. While our priorities everyone is valued. shifted to meet an unprecedented crisis, we remain committed to four key strategic priorities (KSPs). OUR Maintaining the health and safety of the individuals we CORE support within our Association’s core services has been paramount during the COVID-19 pandemic. As a result, the VALUES important work of the four KSPs was temporarily paused. The pre-pandemic outcomes and future of our four KSPs are integral to realizing our vision of a society where Community everyone belongs; a society where everyone is valued. Choice Integrity 6 Annual Report 2020 Annual Report 2020 7 z Improving our financial standing through detailed z Actively engaging stakeholders through cost analysis of major expenses and achievement co-creation sessions at Lawson and working of operating efficiencies. 1 collaboratively with the Lawson team to implement 3 z recommendations from these sessions. COMMUNITY Adapting service offerings in response to the RESPITE SERVICES changing interests and needs of our key Community z Focusing on respite services from the perspective PARTICIPATION Participation Supports stakeholders, including Our KSP’s focus is on quality of Transitional Aged Youth (TAY) and starting SUPPORTS Developmental Services Ontario-Toronto Region customer experience, to gather data from Transitional Aged Youth on (DSO-TR). while developing a clear, “what mattered most” to them for respite services. Our KSP has been continually consistent, and reliable transforming how we offer z Planning long-term for our facilities to align with new z Determining evaluation methods with our service model for respite day supports, moving away models of support and promote community inclusion. consultants, People Minded Business (PMB) to service recipients and their from sheltered workshops move our engagement with the TAY stakeholder z Developing alternatives with the closure of day caregivers. In the past year toward more inclusive, group forward. supports based on person-directed plans and survey we have worked to achieve community-based activities. success in this Key Strategic responses to keep connected to individuals living at z Developing promotional materials, including a We have adapted our day Priority by: home with their families.

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