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 , 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 . 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 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 -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. video to highlight Lawson from the point of view support offerings to meet of the respite user. the changing needs, person- z Delivering individualized activity kits to day support directed plans, and goals of participants’ homes and developing virtual service z Re-evaluating respite services before we reopen individuals. In the past year offerings and regular check-ins. in the “new normal” by closely considering factors we have worked to achieve such as attendance numbers, safety precautions, success in this Key Strategic z Introducing virtual person-directed planning to 2 and fee structure. Priority by: maintain currency of individualized plans.

HOUSING AND z Completing our goal of meeting every Toronto-area z Improving our financial standing through finding SUPPORTS MPP and briefing them on our work, opportunities operational efficiencies. for collaboration, and challenges. Our KSP is focused on z Developing an initial ‘recipe’ for our clustered 4 optimizing individuals’ z Meeting with Cabinet Ministers, Members of supports model, which will be refined with future autonomy to self-determine Parliament, and City Councillors regarding affordable housing developments emerging over the next COMMUNITY where they live, with whom housing and the needs of the population we support. three years. ENGAGEMENT they choose to live, and how z Continuing to activate our membership to engage they will engage with their z Finalizing criteria for the best future use of our Our KSP will position with elected officials, raise awareness, and influence communities. By building existing housing. CLTO to be a leader in the public policy as it relates to Developmental Services. meaningful partnerships Developmental Services with housing advocates and z Proactively planning for upcoming opportunities sector and ensure our voice z Developing a policy paper on individualized funding developers, we will continue and gathering data to align with appropriate is at the table when decisions and bringing our idea to government officials, sector to work on a sustainable support models. about our community are leaders, and our community for input and support. model of support for z Developing resource materials for individuals and made. In the past year we individuals in our group z Leveraging and strengthening relationships with support staff focused on enhancing the virtual have worked to achieve residential settings. In the government throughout the pandemic to ensure person-directed planning experience. success in this Key Strategic past year we have worked Priority by: we are addressing the needs of vulnerable people. to achieve success in this z Identifying the need for increased resources z Engaging our community about the future of Lawson Key Strategic Priority by: for complex care seniors. and a CLTO-led affordable housing project on the site.

8 Annual Report 2020 Annual Report 2020 9 MEMBERSHIP BOARD OF DIRECTORS PATRON’S COUNCIL MEMBERSHIP COUNCIL CHAIRS

& COMMITTEES Susan Silma, President Duncan N.R. Jackman, Chair Bob Hepburn Etobicoke and York Valérie Picher, Vice President The Hon. Barbara McDougall, Mark G. Johnson Ann Marie Fierro Founding Chair Victor Figueiredo, Past President Dr. K. Kellie Leitch Scarborough Our members play a key role in shaping Jane Gavin, Vice Chair David Lepofsky Bonnie Heath and Michael Challes, Treasurer and supporting the priorities of the work Patsy Anderson Glenn McConnell Lori Beesley Stephen J Andrews we do. When you become a member, you Mary Pat Armstrong Charles Pachter Alison Galley join a group of self-advocates, parents, Brad Badeau Nancy Ceci Brendon Pooran allies, siblings, friends, and Community Emory Gilbert William Blair Don Roger Living Toronto staff. Central Region Donald Hale Donna Cansfield Emory Gilbert Chief Mark Saunders This year we had a total of Edward Lau The Hon. William G. Davis Meredith Saunderson Michael Enright 1302 members! Nick Macrae Mayor John H. Tory FINANCE & AUDIT Laura Parsonson W. Robert Farquharson Membership has been active in COMMITTEE Nelson Raposo Pooja Handa enriching the lives of the people we support. Fundraisers, such as bowling Michael Challes, Chair nights, and silent auctions, help raise GOVERNANCE EXECUTIVE funds for activities such as; dances, Victor Figueiredo COMMITTEE COMMITTEE life skills classes, art classes, friendship Susan Silma groups, parent and sibling groups, Nick Macrae and so much more! Victor Figueiredo, Chair Susan Silma, Chair Susan McCloy Valerie Picher, Vice Chair When you call the Information and Nick Macrae Michael Douglas Membership phone line, the membership Edward Lau Michael Challes, Treasurer coordinators are available to direct people Staff Nelson Raposo to the right services. They attend many Staff community fairs across the city. They Brad Saunders, Susan Silma Brad Saunders, work closely with our four Councils in Chief Executive Officer Chief Executive Officer all areas of Toronto. The dedicated and Flavian Pinto, Staff Cathy Brennan, passionate people who make up each Chief Financial & Information Officer Brad Saunders, Council meeting discuss how to support Executive Coordinator Betty Yam, Chief Executive Officer services and activities that we may not Interim Chief Financial Officer Malcolm Bernstein, otherwise have funding. Malcolm Bernstein, Chief Human Resources Officer They strive to create Chief Human Resources Officer Cathy Brennan, accessible, educational, and Akiko Masuda Paradis, Executive Coordinator community-based programs Manager, Financial Planning & Analysis for the people we support. Clara di Credico, Administrative Assistant

10 Annual Report 2020 Annual Report 2020 11 COMMUNITY LIVING TORONTO LEADERSHIP COUNCIL ORGANIZATIONAL CHART Board of Directors 2019–2020 President

Chief Executive Officer Executive Coordinator

Director, Regional Regional Regional Director, Chief Financial & Chief Human Community Executive Executive Executive Social Information Officer Resources Officer Engagement Director, Director, Director, Enterprise & & Policy Central Etobicoke/NY Scarborough Philanthropy

Chief Manager, Program Financial Policy & Director, Officer Stakeholder Specialized Relations Services

Director, Information & Membership Early Childhood Services Real Estate Community Supports Residential Supports & PMO y Adult Protective Services y Group Homes y Behaviour Management y Respite y Family Support Services y Supported Independent Living y Home Management y LifeShare Director, y Specialized Resource Homes Information & Day Supports y Individualized Supports Technology y Adult Development Program y Volunteer/Membership Services y SWACA y Shadow Lake Centre y Youth 2 Work y Job Placement, Celestica/IBM

12 Annual Report 2020 Annual Report 2020 13 BY THE NUMBERS 1090 Individuals Receiving Community Supports

TOTAL NUMBER OF MEMBERS 595 1302 185 379 Individuals Receiving Individuals Receiving 4074 Respite/Short Term Care Residential Support

VOLUNTEERS 202 STUDENT PLACEMENTS

HOURS VOLUNTEERED

Unique Individuals 6377 Supported 10335 STUDENT PLACEMENT HOURS

14 Annual Report 2020 Annual Report 2020 15 COMMUNITY 65 THE EAST MALL 200 MADISON AVENUE STORIES Etobicoke The Annex This building was purchased with 135 MAIN STREET The apartments in Madison Avenue are a vision of new, modern office space Upper Beaches brand new with all the modern features and accessible, open-concept and are accessible. The building itself is space for community participation What was once an old bank at gorgeous! It includes 2 rooftop gardens, supports. It will bring many supports Gerrard and Main is now our new a library, a bike room, a pet wash, and and services under the same roof in Foster Connections location. This a beautiful community room with a our west end location. newly renovated space is beautiful, projector set-up. OUR NEW with lots of natural light and big The new property has renovations windows. It is also entirely accessible The great thing about these apartments that are almost complete, and right down to inclusive washrooms. is how central it is in the city. There are LOCATIONS the programs/services aim to be libraries, many museums, art galleries, relocated by Fall/Winter 2020. With the streetcar right out front, the theatres, parks, restaurants, and many OFFICES Scheduling may delay due to the subway less than a five-minute walk grocery stores right in the neighbourhood! supply chain and the pandemic. away, and even a GO station down the The TTC is also a 10-minute walk away or road, we couldn’t have dreamed of a We have been working a short bus ride! This location is a 12-minute bus ride better location. on new properties from Kipling TTC station and is close Many units are supported by CLTO that will enhance our to many restaurants and shops. The building has two sections. The staff to various degrees. Some people first floor houses our programs, mainly presence throughout It has many windows for natural need support 24/7, and some don’t. light and ample parking space. our adult development program. Just knowing that support staff is just the city. These are places The building is approximately 8,543 down the hall brings great comfort to The staff on the second floor consists where our staff and the square feet and fully accessible. the individuals and their families. of independent living workers and adult people we support can We can’t wait to move in! protective service workers. This space thrive. Reimagined office also facilitates our ConnectABILITY. RESIDENTIAL spaces, day supports, PROGRAM ca resource site. Lastly, there is a big and apartments for meeting space/multipurpose room for independent living, SPACE anyone from the Community Living Toronto locations to use as a meeting modernize how we space or for programming. do things.

Everything about our new locations are accessible and efficient. Both things that are key to all our properties, especially moving forward.

16 Annual Report 2020 Annual Report 2020 17 COMMUNITY VOLUNTEER STORIES SERVICES We provide on the job training to ensure employer satisfaction, offer orientation and basic training, and on-going support for both employers and the new employee. The Community Living

We provide effective working solutions Toronto family is large to a variety of employment demands in a and diverse. COMMUNITY ROCKS EMPLOYMENT diverse range of fields including industrial maintenance, janitorial services, food We all contribute to our mission and POSTPONED SUPPORTS services, retail, and general labour. vision in different ways, using unique skills and abilities. Our Volunteers TO 2021 This year we had an annual target with donate their gift of time. They help the Ontario Disability Support Program teach life skills, plan fundraisers, (ODSP) to find job placements for 70 create community connections, help Since 1971, our Job individuals. We are happy to announce jump-start projects, lend a helping Placement Services we reached a total of 84 job placements! hand whenever someone needs it most, and so much more. This year (Employment Supports) During the COVID-19 lockdown, our volunteer services focused individuals continued to work at essential have been providing on developing more community businesses such as Loblaws, Costco, employers with hard- connections and modernizing the and Metro. Canadian Tire has many way our volunteers support us. working, dependable, individuals employed and is still asking us long-term employees. for more employees! IBM had to decrease We want to extend a huge THANK their work sites at all locations during We have an extensive YOU! Community Living Toronto the lockdown, but our group of talented wouldn’t be the organization that pool of job seekers individuals maintained their hours 24/7. it is today without our incredible, willing and ready to passionate, and loyal volunteers. Many people have been employed at THEME work, and our placement such places like Shopify, Genuine Health, If you’re looking to join our volunteer services are free for Sodexo, and Starbucks — to name a few. BEACH PARTY! team or want more information, We also have successful employment employers. contact us: [email protected]. in smaller businesses like law firms, Employing a person with an dry cleaners, and restaurants! intellectual disability helps provide a sense of pride, value, and self- If you would like more information about esteem. We help connect business Job Placement services, you can contact: with employees that have the [email protected] knowledge, skills, and abilities communityrocks.ca to match your needs.

18 Annual Report 2020 Annual Report 2020 19 FINANCIALS FINANCIAL REPORT April 1, 2019 to March 31, 2020 Fiscal 2019–2020

46.4M 29.2M Over the course of the past fiscal year, Community Living TOTAL ASSETS TOTAL LIABILITIES Toronto (CLTO) worked hard to deliver maximum impact for the people we support while ensuring careful stewardship of 93.6M 98.3M Administrative the public and donated funds to which we are entrusted. cost on every TOTAL REVENUE TOTAL EXPENSES 8% dollar received We are proud of the quality and quantity As with recent years, 2019–2020 saw no of the services and supports we have increase in our annual operating budget REVENUE (Millions) 2020 2019 been able to provide. provided by our primary funder. We were Ministry of Children, Community and Social Services 74.6 80% 75.0 69% continuously challenged by growing costs City of Toronto 3.0 3% 2.9 3% For fiscal year 2019–2020, CLTO associated with addressing increasingly enjoyed total revenue of $93.6 million. complex needs in our community as well as United Way of Greater Toronto 1.2 1% 0.3 0% Approximately 80% of this revenue the decline in purchasing power of our fixed Entrepreneurial ventures 1.4 2% 1.6 2% came from the Ministry of Children, budget as other costs — hydro, property User Fees, Recoveries, Amortization of Deferred 13.4 14% 11.8 11% Community and Social Services (MCCSS). maintenance, etc. — have gone up. contribution, Other The balance was provided by the City Gain on sale of capital assets 0.0 0% 16.6 15% of Toronto, the United Way of Greater CLTO received another year of stabilization 93.6 100% 108.2 100% Toronto, our fundraising efforts, fee funding from MCCSS in fiscal 2019–2020. for service programs, entrepreneurial This added $1.7 million to our budget for EXPENSES (Millions) 2020 2019 ventures, and user fees. Our total the past year. Unlike our operating budget, expenses were $97.6 million. this funding is fiscal in nature and cannot Salaries and benefit 63.9 65% 59.0 64% * be included in future projections of our Purchased services 16.8 17% 15.1 17% Fiscal year 2019–2020 was marked by spending and financial position. Despite Occupancy costs 8.2 8% 9.2 10% two distinct phases — pre-COVID-19, this limitation, this stabilization funding Supplies 5.8 6% 4.6 5% and a short period near the end during was a welcome addition to our budget which the global pandemic took hold. and allowed CLTO to help stabilize our Travel and transportation 2.0 2% 2.0 2% Despite the different nature of our workforce and keep essential programs Education and training 0.2 0% 0.6 1% work, our actions during both phases operating. As of this year, we already know Other program costs 1.4 2% 1.3 1% demonstrated our commitment to that we will receive $1.7 million in similarly 98.3 100% 91.8 100% sustainable long-term finances while structured stabilization funding for fiscal Excess (deficiency) of revenue over expenses $(4.7) $16.4 investing in the compassionate leadership year 2020–2021. and resilience for which we are known. * One-time Pension expense of $9.2M due to CAAT merger included in 2020

Approximately 1.2% of our annual organizational budget comes from fundraised dollars. In the 2019–20 fiscal year over $1.13 million was donated by individuals, corporations, foundations, and service/religious organizations.

20 Annual Report 2020 Annual Report 2020 21 FINANCIAL REPORT CONTINUED Fiscal 2019–2020

Having this certainty about our next not-for-profit organizations applied to We were fortunate that MCCSS quickly fiscal cycle will help us maximize the the organization’s financial statements provided supplemental funding to the impact of that government investment rather than a structural deficit at CLTO. developmental services sector to help in building resilient services through As part of this merger, CLTO entered address these new realities. CLTO the next phase of the COVID-19 into a Memorandum of Agreement received $0.2 million through this facility pandemic. (MOA) to affect the transfer of assets in fiscal 2019–2020. and liabilities form CLTO’s pension plan Fiscal year 2019–2020 saw a major to the CAAT Plan. As part of the MOA, Financial results for CLTO are prepared by investment in the long-term health and CLTO is required to pay the agreed-upon staff and fairly presented in accordance sustainability of our pension offering Transfer Price of $9.2 million to fund with Chartered Professional Accountant through the merger of the CLTO plan the quantified deficiency between the practice guidelines. These financial with the Colleges of Applied Arts former CLTO plan and the CAAT Plan. results have been audited by our external and Technology Pension Plan (CAAT This is the investment required to ensure auditors at KPMG. Audited financial Plan) effective October 1, 2019. This the long-term sustainability of pensions statements, the Auditor’s Report, merger included transferring CLTO at CLTO. Although the full amount was and notes pertaining to our financial pension assets and liabilities to the not payable last year, the full Transfer statements are available upon request CAAT Plan and regulatory approval Price must be expensed in fiscal through the CLTO Executive Office at from the Financial Services Regulatory 2019–20 based on standard Chartered 20 Spadina Rd. Authority (FSRA) of Ontario. As of Professional Accountant practice March 31, 2020, we are awaiting final guidelines. Based on these guidelines, We thank you for your continued support regulatory approval from FSRA before we are showing a $4.7 million deficit in through a successful but challenging transferring CLTO pension plan assets. fiscal 2019–2020. CLTO will settle the year. The past few months have While defined benefit pension plans full Transfer Price over the course of a demonstrated the power of resilient like that offered by CLTO have become 10-year plan with CAAT to ensure the communities in difficult times. Over the unaffordable for many organizations payments are affordable and will not year ahead, your support will be essential due to historically low interest rates affect operations and cash flow. as we continue to support vulnerable and market volatility, this merger with people through unprecedented times. the CAAT Plan will protect our ability to The COVID-19 pandemic defined the offer this important retirement security last few weeks of fiscal 2019–2020. vehicle to our past, current, and future Like every organization in Ontario, CLTO staff for generations to come. was suddenly impacted by increased costs and new demands on our budget, Our financial statements show a such as purchasing large quantities of significant $4.7 million deficit in Personal Protective Equipment and fiscal 2019–2020. This is due to offering our staff extra shifts and wages Michael Challes Betty Yam the merger with the CAAT Plan and to keep our residential programs safe. Treasurer Chief Financial Officer Canadian accounting standards for

22 Annual Report 2020 20 Spadina Road, Toronto, ON M5R 2S7 Corporate Services: 416.968.0650 Information, Programs and Services: CONTACT 647.426.3220 [email protected] US CommunityLivingToronto.ca

SENIOR STAFF

Brad Saunders Sue Lynch Chief Executive Officer Regional Executive Director, Scarborough [email protected] [email protected] 647-729-1168 647-729-3654

Betty Yam Frances MacNeil Chief Financial Officer Regional Executive Director, Central [email protected] [email protected] 647-801-6512 416-371-3237

Malcolm Bernstein Joe Persaud Chief Human Resources Officer Regional Executive Director, [email protected] Etobicoke/York, North York 416-968-0650 [email protected] 416-317-0639 Angela Bradley Director, Social Enterprise & Philanthropy Casey Pruden [email protected] Director, Information & Technology 416-509-1596 [email protected] 647-244-8089 Cathy Brennan Executive Coordinator David Renfrew [email protected] Director, PMO & Real Estate, Centralized Services 437-929-2833 [email protected] 647-729-1194 James Janeiro Director, Community Engagement and Policy Deanna Strazzella [email protected] Program Director, Specialized Services 437-236-2966 [email protected] 416-317-0475

Charitable Registration: 10769 4143 RR0001 Photos by: Louis Thomas, YYZ Imaging Design by: GravityInc.ca