Italian Cultural Centre Society Annual Report | Resoconto Annuale 2017

ilcentro_annualreport_2018_1.pdf 1 2018-03-01 6:21 AM

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ITALIAN CULTURAL CENTRE SOCIETY ANNUAL REPORT | RESOCONTO ANNUALE 2017

2017 ANNUAL REPORT

Mission Statement 2

Board of Directors & Management Team 3

President’s Report 4

Executive Director’s Report 8

Cultural Director’s Report 10

Museum Curator’s Report 12

School Director’s Report 14

Librarian’s Report 16

Catering Director’s Report 18

Treasurer’s Report 20

Auditor’s Report & Financial Statements 23

Donors 42

General Assembly of Delegates 43

Il Centro Board of Directors, Casa Serena, 45 Villa Carital, & ICC Committees

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Annual Report 2017.indd 1 09/03/2018 10:58:00 AM MISSION STATEMENT

“Promuovere la cultura italiana e i suoi valori e condividerli con le altre comunità.”

“To promote Italian culture, values and heritage and to share these with other communities.”

ounded in 1977, the Il Centro’s mission, as stated above, is “to promote Italian culture, values and heritage and to share these with other communities”. Created Fby volunteers, with support from the Province of BC and the City of Vancouver, the Centre serves as a vital reference and focal point for the Lower Mainland’s Italian Canadian Community. The Italian Cultural Centre’s programs and activities include: an Italian language school, a heritage museum and gallery, a library and resource Centre, performing arts presentations, film screenings, literary events, a public lecture series, banquet and catering services, wine tastings, cooking classes, and other culinary events.

“Il Centro” has operated for over 40 years and presents a broad spectrum of cultural programming, events and activities on an annual basis. In addition to our cultural program and activities, Il Centro also houses 33 member associations (representing 33 Italian regions, activities, and cities), a resident Montessori School (Westside Montessori, grades: K to 4), a tenant restaurant (Dario’s Ristorante), and has developed two separate housing complexes: Casa Serena, a 94 unit seniors housing complex, and Villa Carital, a 80 unit assisted living centre for seniors. Located in East Vancouver, the Italian Cultural Centre has been the hub for the Italian-Canadian community for over 40 years.

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Annual Report 2017.indd 2 09/03/2018 10:58:01 AM BOARD & MANAGEMENT

2017 Board of Directors (Front row, left to right): Joe Finamore, Executive Member; Mary McMullen, Treasurer; Luca Citton, President; Randy Rinaldo, Vice-President; Deanna Lythgo, Secretary. (Second row, left to right): Carla Finamore, Chairperson of the Assemby of Delegates; Mike Cuccione, Mike Lombardi, Lino Bussoli. (Missing from the Picture): Steve Comin

2017 Management Team

Mauro Vescera Fabio Rasotto Executive Director Catering Director

Giulio Recchioni Irada Yuzbayova Cultural Director Financial Controller

Edda Onesti Jackson Noah School Director Executive Chef

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Annual Report 2017.indd 3 09/03/2018 10:58:02 AM PRESIDENT’S REPORT

t was another fine year for Il Centro in 2017. Most importantly, we expanded our cultural Iprogramming with a number of food and cooking related events, while also expanding our extensive repertoire of music, visual arts, language, and heritage events. In total we hosted over 750 events this year and our Italian language school posted record setting numbers of students enrolled in classes! We also hosted the President of Italy, Sergio Mattarella, when he visited British Columbia.

In addition to making a concerted effort to ramp up our cultural and language offerings, the Board again prioritized and continued to work on the following two initiatives:

(a) a re-examination of our governance structure in light of changes to the Societies Act of British Columbia (the “Act”), and

(b) an examination of our options with respect to a critical redevelopment of Il Centro’s infrastructure.

Governance

he new Societies Act of British Columbia One of the new governance (also known as Bill 24) was proclaimed recommendations put forward by the Tinto law on November 28, 2016. This Act governance committee included aiding our has had significant implications for all existing member societies’ in a re-examination of BC incorporated societies, including Il Centro their own constitutions to ensure they also and all our member societies. Il Centro’s remain in compliance with the new Act. To governance committee carefully re-examined that end, we decided to provide financial aid the entire governance structure of Il Centro to support our member societies through the and presented a number of recommendations transition process. The Board made a $500 to the Board and Delegates on how to credit available to each member society to be best streamline our current constitution and applied to the legal costs they would incur for bylaws. After presenting our governance the transition of their respective constitutions recommendations, we consulted a law and by-laws into the new Act. Our member firm that specializes in charity law to help societies are an integral part of Il Centro, and us draft and revise our constitution, bylaws, we want to ensure that they continue to thrive and policies. We provided drafts of these in our community. documents for review by the members in the fall of 2017. Then in November, we convened Redevelopment a special information session for our member societies to explain to them the main changes made to the draft bylaws. The information Il Centro is at a crossroads for two reasons: session informed another round of revisions to 1) The physical infrastructure of our building the drafts, with the intent that the members requires upgrades; and 2) we need to pass a resolution to amend the constitution and remain relevant and capture a younger bylaws at this year’s AGM. cohort of members to support the ongoing multigenerational presence of the Italian

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Annual Report 2017.indd 4 09/03/2018 10:58:02 AM community in Vancouver. Addressing both and a momentous visit from the President of these issues are critical to Il Centro’s long- of Italy, Sergio Mattarella when he visited term sustainability and will require us to have British Columbia. Additionally, we had a very a forward-looking strategy for the years successful Italian Film Festival and managed ahead. Over the last few years the Directors to increase the number of Italian food related and the management team of Il Centro events. These events significantly increased conducted an extensive exploration into the visibility and relevance of Il Centro in the various redevelopment options available. I greater Vancouver community. For more believe that we had found such an opportunity details on Il Centro’s cultural activities in 2017, to redevelop Il Centro in partnership with Bosa please see the report of our Executive Director, Properties that would have addressed the risks Mauro Vescera. posed by the aging infrastructure and that would have allowed us to have a measure Financially, this was a fine year for Il Centro. of control over the long-term presence of the However, as the redevelopment was not Italian culture in Vancouver. approved, we had to embark on many capital upgrades, including repairs to the sewer system On March 9th , 2017 we held an Extra and the roof. As a result, we finished the year Ordinary Vote of the members to approve this with a deficit of $117,538.00. For more details opportunity. The vote did not guarantee that on Il Centro’s financial performance in 2017, any proposed redevelopment would happen, please see the report of our Treasurer, Mary as there would still be many regulatory hurdles McMullen. to go through before any final decisions would be made, but it would have authorized the Finally, I would like to offer my sincerest necessary first step: community consent to gratitude to the rest of the Board including proceed in conversations with Bosa and the the Executive, Randy Rinaldo-Vice President, City of Vancouver. The nature of the Extra Deanna Lythgo-Secretary, Mary McMullen- Ordinary Vote required a 75% majority to vote Treasurer and Joe Finamore-Executive Director “yes” to continue working with Bosa Properties for their continued efforts. I would also like to on this initiative. Although the “Yes” vote won a thank Il Centro’s amazing management team, 70% majority of the votes, that was not enough including Mauro Vescera, Fabio Rasotto, Irada to allow us to continue with the project. Yuzbayova, Edda Onesti, and Giulio Recchioni, as well as our many volunteers, donors, and As a result, the Board proceeded to create business partners. Without their help and an Advisory Council composed of community support throughout the year, we would not leaders to inform, advise, and recommend have been able to achieve what we did in ideas to the Board on how to move forward 2017. I am very proud to have been associated and address the concerns laid out above. We with such people in my third and final year continue to welcome all suggestions that might as President of Il Centro, and I am entirely help secure Il Centro’s future success. confident that they will make 2018 just as The majority of the services inherent to our memorable. I have enjoyed my nearly 10 years redevelopment inquiry were generously on the Board, including 3 as Vice-President paid for or donated by Bosa Properties. On and the last 3 years as President. While my behalf of Il Centro, I would like to extend a role in the community will change in 2018, I will tremendous thank you to Colin Bosa and his continue to support Il Centro as a community team. We continue to be thankful that you member and look forward to whatever new came forward and tried to help us realize ideas the next President will bring to the our dream of sharing Italy with Vancouver for organization generations to come.

A Year in Review There were many highlights in 2017, including an engaging Italian Heritage Month, a very popular and lively Festa della Repubblica, an Luca Citton incredibly successful Italian Day on the Drive, President

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Annual Report 2017.indd 5 09/03/2018 10:58:02 AM RESOCONTO DEL PRESIDENTE

l 2017 è stato un anno eccezionale per il Centro. In totale abbiamo ospitato ben 750 eventi Idurante l’anno mentre la nostra scuola di lingua italiana ha raggiunto numeri da record in termini di registrazione di nuovi studenti. Abbiamo inoltre avuto il piacere e l’onore di ricevere una visita del presidente della Repubblica italiana Sergio Mattarella, in occasione del suo viaggio in Canada.

Oltre al grande lavoro di gruppo compiuto per arricchire le nostre proposte culturali e scolastiche il consiglio di amministrazione ha nuovamente stabilito di privilegiare l’impegno nei confronti delle seguenti iniziative:

A) Un riesame della struttura della nostra governance alla luce delle modifiche al Society Act della Columbia Britannica (“l’atto”)

B) Un’analisi delle opzioni che abbiamo a nostra disposizione per la necessaria ristrutturazione del centro

Governance

l nuovo Society Act della Columbia Britannica Una delle raccomandazioni proposte dal (anche conosciuto come Bill 24) è divenuto legge comitato includeva anche un aiuto da fornire alle Iil 28 novembre 2016. Questo decreto presenta associazioni legate al Centro per un riesame del implicazioni significative per tutte le esistenti società loro statuto, in modo da assicurare loro di rimanere incorporate nella Columbia Britannica tra cui Il in conformità della nuova legge. A questo scopo Centro e tutte le sue associazioni. In seguito a un abbiamo deciso di offrire un sostegno finanziario riesame dell’intera governance del Centro da per sostenere le associazioni durante questa fase parte del comitato addetto alla governance, sono di transizione. Il consiglio di amministrazione ha state presentate una serie di raccomandazioni reso disponibile ad ogni associazione un credito di al consiglio di amministrazione e ai delegati su $ 500 per sostenere le spese legali necessarie per come ottimizzare al meglio l’attuale statuto e il aggiornare i rispettivi statuti e le regole interne alla regolamento interno. Dopo aver presentato le nuova normativa. Le associazioni costituiscono una raccomandazioni per la governance abbiamo parte integrante del Centro e vogliamo assicurare chiesto aiuto a uno studio legale specializzato loro un futuro brillante all’interno della nostra in questioni legali per enti di beneficenza, allo comunità. scopo di rivedere e aggiornare il nostro statuto e il nostro regolamento interno. Nell’ autunno dello scorso anno abbiamo fornito copia di questi Ristrutturazione: documenti ai membri per conoscenza. Quindi in novembre abbiamo organizzato un’apposita l centro si trova a un bivio per due motivi sessione informativa per le associazioni che fanno principali: 1) la struttura del nostro edificio parte del centro per spiegare loro le principali Irichiede interventi necessari; e 2) abbiamo modifiche apportate alla bozza dello statuto. bisogno di rimanere rilevanti e di coinvolgere una La sessione informativa ha comportato un’altra nuova massa di giovani membri per continuare serie di modifiche della bozza con l’intenzione da a sostenere la presenza multi generazionale parte dei membri di approvare una risoluzione per della comunità italiana a Vancouver. Affrontare modificare lo statuto e il regolamento interno alla entrambe queste questioni risulta critico per la Assemblea Generale dei Membri di quest’anno. sostenibilità del centro a lungo termine e richiederà

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Annual Report 2017.indd 6 09/03/2018 10:58:02 AM di elaborare una strategia volta al futuro per gli Repubblica Italiana, Sergio Mattarella, durante il anni a seguire. Durante gli scorsi anni i dirigenti suo viaggio in Canada. Inoltre, voglio aggiungere e il management del Centro hanno condotto un Festival del Cinema Italiano estremamente un’esplorazione a tutto campo sulle varie opzioni gradito dal pubblico e un significativo aumento di ristrutturazione a nostra disposizione. Ritenevo nel numero di eventi legati alla gastronomia che avessimo trovato una tale opportunità di organizzati dal Centro. Con l’insieme di questi ristrutturazione del Centro in collaborazione con eventi abbiamo aumentato in modo significativo Bosa Properties, che da una parte avrebbe l’importanza e la visibilità del Centro nel panorama affrontato i rischi posti dalla struttura che sta culturale di Vancouver. Per ulteriori dettagli sulle invecchiando, e dall’altra ci avrebbe consentito molteplici attività culturali del Centro svolte nel di mantenere il controllo sulla gestione della 2017, vi invito a leggere la relazione del Direttore presenza della cultura italiana a Vancouver nel Esecutivo, Mauro Vescera. lungo termine. Il giorno 9 marzo 2017 abbiamo organizzato una Votazione Straordinaria da parte Dal punto di vista finanziario è stato un’ottimo anno dei membri per approvare questa opportunità per il Centro. Tuttavia, dato che la ristrutturazione di ristrutturazione. La votazione non avrebbe non è stata approvata, abbiamo dovuto garantito la certezza che la ristrutturazione intraprendere delle spese in conto capitale per proposta si sarebbe concretizzata, in quanto migliorie tra cui includiamo le riparazioni al sistema ci sarebbero stati ancora molteplici ostacoli fognario e al tetto dell’edificio. Di conseguenza, normativi da superare prima che la decisione abbiamo concluso l’anno con un deficit di finale potesse venire adottata, ma avrebbe $117,538.00. Per ulteriori dettagli sull’andamento consentito di fare un primo passo necessario per finanziario del Centro nel 2017, vi invito a leggere il andare avanti: l’approvazione da parte della rapporto del nostro Tesoriere, Mary McMullen. comunità a procedere nel dialogo con Bosa e il comune di Vancouver. La natura stessa del voto In conclusione, vorrei ringraziare di cuore per il straordinario richiedeva che una maggioranza del loro continuo impegno il resto del Consiglio di 75% votasse “Sì” per continuare a lavorare con Amministrazione, includendo tra questi l’Esecutivo, Bosa su questo progetto. Nonostante il fatto che i Il Vice Presidente Randy Rinaldo, la Segretaria voti “Sì” abbiano ottenuto una maggioranza del Deanna Lythgo, il Tesoriere Mary McMullen e il 70%, ciò non è stato abbastanza per consentirci Direttore Esecutivo Joe Finamore. Desidero inoltre di andare avanti con il progetto. Di conseguenza ringraziare il meraviglioso gruppo del management il Consiglio di Amministrazione ha istituito un del Centro tra cui Mauro Vescera, Fabio Rasotto, Comitato Consultivo composto di esponenti di Irada Yuzbayova, Edda Onesti e Giulio Recchioni punta della comunità per esaminare, suggerire, insieme ai numerosi volontari, donatori e ai e presentare delle proposte al Consiglio su come partner commerciali. Senza il loro aiuto e sostegno proseguire e affrontare le questioni che abbiamo durante tutto l’anno, non saremmo stati in grado indicato sopra. Nel frattempo continuiamo ad di raggiungere i brillanti risultati del 2017. Sono accogliere con entusiasmo qualsiasi suggerimento molto orgoglioso di aver potuto collaborare con che ci possa aiutare ad assicurare un radioso un tale gruppo di persone durante il mio terzo e successo al centro. La maggior parte dei servizi ultimo anno come Presidente del Centro e sono inclusi nella proposta di ristrutturazione del Centro pienamente convinto che raggiungeranno anche sono stati generosamente pagati o donati da Bosa migliori risultati nel 2018. Sono stati per me un vero Properties. A nome del centro vorrei ringraziare piacere questi 10 anni in cui ho fatto parte del di cuore Colin Bosa e la sua organizzazione. Consiglio di Amministrazione, di cui 3 anni come Continuiamo ad essere grati della vostra iniziativa e Vice Presidente e gli ultimi 3 come Presidente. del tentativo che avete portato avanti per aiutarci Nel 2018 il mio ruolo all’interno della comunità è a realizzare il nostro sogno di condividere la cultura destinato a cambiare, ma continuerò a sostenere italiana con la città di Vancouver negli anni a il Centro come semplice membro, in attesa di venire. vedere quali nuovi contributi e idee verranno sviluppati dal prossimo Presidente. Un anno in prospettiva:

urante il 2017 ci sono stati numerosi momenti da ricordare, includendo tra questi un Dcoinvolgente Mese della Tradizione Italiana, una festa della Repubblica vivace e di grande successo, un Italian Day on the Drive davvero incredibile e un momento davvero emozionante Luca Citton vissuto in occasione della visita del Presidente della Presidente

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Annual Report 2017.indd 7 09/03/2018 10:58:02 AM EXECUTIVE REPORT

017 was an exciting year for the Italian Cultural Centre Society, Il Centro, which 2hosted over 700 different events including more than 150 different cultural initiatives and activities. The audience numbers for Il Centro’s cultural programs continue to grow, our Italian Language School enrollments have gone up to record levels and the organization`s performance has been quite strong over the past 12 months. Utilizing Il Centro`s core mandate `to promote Italian language, culture and heritage, and to share these values with other communities`, remains the baseline from “The vision and goals for the which we have grown and has proven to be an effective marketing and promotion strategy organization are to build upon for the organization. The public’s interest in the the permanent legacy of “Il Italian cultural patrimony is significant and has helped attract new visitors to the Centro in Centro” and create a place record numbers. that brings together the past, Over the past 5 years Il Centro has focused present and future of the on creating a culturally vibrant, community Italian Canadian community engaged and financially sustainable organization that connects and weaves within the context of a Italian language, culture, and heritage into Vancouver’s multicultural society. The vision multicultural Canada” and goals for the organization are to build upon the permanent legacy of “Il Centro” and create a place that brings together the past, Moving forward the organization is in a strong present and future of the Italian Canadian position to build and prosper, I am confident community within the context of a multicultural that Italian Cultural Centre will continue to be a Canada. proactive contributor to our collective cultural community. As many of you know, after over 5 years at Il Centro, I have moved onto another I have enjoyed my time at Il Centro and opportunity and finished my work with the plan to continue to participate in the Italo- organization at the end of January 2018. Canadese community, albeit as a community I am proud of the accomplishments that member. To close, I wanted to thank all of you were brought to fruition during my tenure for giving me the opportunity to be part of this and wanted to especially thank the work incredible organization. and dedication of the staff team here at Il Centro. Over the past 5 years the organization’s audience has tripled and the budget has grown by more than 25%. None of these accomplishments would have been possible without the excellent staff and their commitment to the Italian Cultural Centre Society and their collective belief and passion for Italian Culture and its role in the broader Mauro Vescera community. Executive Director

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Annual Report 2017.indd 8 09/03/2018 10:58:02 AM l 2017 è stato per Il Centro un anno davvero entusiasmante, con oltre 700 diversi eventi, Idi cui almeno 150 tra attività e nuovi progetti di carattere culturale. I programmi e le attività culturali del Centro continuano a crescere accompagnati da un grande successo di pubblico e, in termini di registrazioni di nuovi studenti, la Scuola di Lingua Italiana ha registrato numeri da record mentre l’andamento generale dell’organizzazione durante lo scorso anno è stato decisamente positiva. Il nostro mandato che propone “la promozione della lingua, della “La visione e gli obiettivi della cultura e delle tradizioni italiane in uno spirito di piena condivisione con le altre collettività”, nostra organizzazione sono rimane il caposaldo da cui siamo partiti, ma quindi quelli di estendere rappresenta anche una valida ed efficiente strategia di promozione e di marketing per l’intera il lascito duraturo de “il organizzazione. Il livello di interesse del pubblico Centro” e di creare un luogo nei confronti del patrimonio e delle tradizioni culturali italiane rimane sostenuto e contribuisce comune che possa avvicinare in maniera sostanziale a attrarre visitatori sempre armonicamente il passato, il più numerosi al Centro. presente e il futuro per le diverse Durante gli ultimi 5 anni il Centro si è posto generazioni della comunità come primo obiettivo quello di divenire una struttura culturalmente rilevante, sostenibile Italo-Canadese nel contesto dal punto di vista economico e impegnata nel multiculturale del Canada.” sociale, in grado di combinare e intrecciare armoniosamente il linguaggio, la cultura e le tradizioni italiane all’interno del tessuto sociale multi-culturale di Vancouver. La visione e cultura italiana e del ruolo che le compete nel gli obiettivi della nostra organizzazione sono panorama attuale. quindi quelli di estendere il lascito duraturo de “il Centro” e di creare un luogo comune che Per il futuro, l’organizzazione è molto ben possa avvicinare armonicamente il passato, il posizionata per continuare a crescere e rimango presente e il futuro per le diverse generazioni fermamente convinto che il Centro Culturale della comunità Italo-Canadese nel contesto Italiano continuerà ancora a portare numerosi e multiculturale del Canada. sostanziali contributi per il benessere della nostra comunità. Come molti di voi sanno già, dopo più di 5 anni, ho deciso di accettare un nuovo incarico e alla Conserverò a lungo un gradevolissimo ricordo fine di gennaio ho concluso il mio rapporto di degli anni passati al Centro e ho intenzione di lavoro con Il Centro. Sono però orgoglioso di continuare a ricoprire un ruolo attivo all’interno quanto sono riuscito a realizzare durante il mio della comunità italo-canadese, anche se mandato e vorrei ringraziare in particolare tutto lo solamente come un normale membro. staff del Centro per l’impegno e la dedizione nel In conclusione, desidero ringraziare tutti voi per lavoro. Nel corso degli ultimi 5 anni il pubblico del avermi offerto l’opportunità di essere parte di Centro è triplicato mentre l’intera organizzazione questa meravigliosa organizzazione. ha registrato un aumento del budget intorno al 25%. Niente di tutto ciò sarebbe stato possibile senza il contributo essenziale delle persone con cui ho lavorato e il loro costante impegno nei confronti del Centro Culturale Italiano, insieme al Mauro Vescera loro profondo amore e attaccamento verso la Direttore Esecutivo

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Annual Report 2017.indd 9 09/03/2018 10:58:03 AM CULTURAL REPORT

017 was an exciting and surprising year for the Italian Cultural Centre’s cultural 2program because Il Centro registered the highest increase in the number of both events and guests since I have started working here, almost ten years ago. In 2017 Il Centro presented over 290 cultural events which more than 39,000 people attended; this is an increment of 100 events and 12,000 people more than our 2016 program.

When I was entrusted with the responsibility of leading the Cultural Department, I was told that the Centre was facing a serious crisis; the “ In 2017 Il Centro presented aging demographic of its membership. My over 290 cultural events mission was to reach out to new audiences and revamp what was a cultural program which more than 39,000 focused more on preserving the past than investing in the future. people attended”

Inspired and empowered by our Executive Director, Mauro Vescera, whose dedicated mentoring and courageous vision I will always be thankful for, the Cultural Department focused on the “Caboto Series”, a series of new partnerships, presentations and collaborative initiatives that placed our brand front and central in Vancouver’s cultural panorama. The positive results are a testament to the success of that strategy.

We need to give credit when credit is due; nothing extraordinary would have happened to the Centre in 2017 without the hard work and unshakeable dedication from all of my colleagues. They are an inspiration to me, and the Italian community in Vancouver is lucky to have them working for Il Centro.

In conclusion, I would also like to thank our established and new partners, our generous sponsors and donors, and our passionate volunteers; they all contributed to the creation of an outstanding lineup of events that made our cultural program so successful and lively in 2017.

Giulio Rechioni Cultural Director

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Annual Report 2017.indd 10 09/03/2018 10:58:03 AM 2017 PARTNERS

Association of Italian-Canadian Writers Associazione Campani nel Mondo Associazione Culturale Calabrese Associazione Culturale Pugliese della BC Basilicata Society Comitato Generale degli Italiani all’Estero (CGIE) Chutzpah Festival The Cinematheque Circolo Abruzzese di Vancouver City Opera Vancouver Coastal Jazz and Blues Society Comitato degli Italiani all’Estero (Comites) Commercial Drive BIA Confratellanza Italo-Canadese Consolato Generale d’Italia a Vancouver Consulate General of Switzerland in Vancouver Coro Trevigiano-Veneto Cory Weeds Presents The Cultch The Dance Centre Doxa Festival Epic Tellers Famee Furlane Balletto Famiglia Bagnolese Society Federazione dei Club Pugliesi della BC Grunt Gallery International Society for Contemporary Music Italian Canadian Sports Federation Italian Chamber of Commerce Italian Choir of BC Italian Contemporary Film Festival Italian Festival Society Italian Ladies Club Italian Men’s Choir of Canada Italian Rod & Gun Club La Società Civitanovese Live Nation Men’s Choir of Canada Modern Pantry Music on Main Nuova Icona PuSh International Performing Arts Festival The Rio Theatre Sicilian Folk Club of BC Società Molisana Società Toscana di Vancouver Stile Brands UBC Arts Department Unione Culturale Pugliesi nel Mondo BC Vancouver Civic Theatres Vancouver International Mountain Film Festival Vancouver Opera Vicentini Cultural Society of BC Vancouver International Film Festival (VIFF) Whitecaps FC Women’s Health Research Institute Young Moviemakers

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Annual Report 2017.indd 11 09/03/2018 10:58:04 AM MUSEUM REPORT

he year of 2017 at Il Museo was marked by very successful collaborative projects. TThe Museum was honoured to continue partnerships with Renfrew-Collingwood Neighbourhood House. As well throughout 2017 the Museum also forged new associations with: Drs. April Liu and Elizabeth Johnson from the Museum of Anthropology; Winnie Cheung from the Museum of Migration, and Linda Lando, Curator from the Zack Gallery at the Jewish Centre. Il Museo also entered new terrain by bringing a major exhibition from Venice to the ICC. This exhibition celebrated the history of the Jewish Ghetto in Venice in honour of its Vth Centenary. Elizabeth Theatre throughout the run of the opera. This exhibition was made possible with The year began with an exhibition of new a generous grant from the Department of art works by the established Vancouver artist Canada Immigration. Leslie Poole. This exhibition entitled: Behind Glass: An Artists Journey Through European Museums conveyed the experience of visiting Next on July 25th the Italian Cultural Centre a European museum through the eyes of a brought the monumental exhibition: The master artist. This thoughtful exhibition explored Venetian Ghetto: A Virtual Reconstruction the humbling, and often overwhelming, from Venice. This exhibition celebrated the five feelings evoked when viewing masterpieces hundred year history of the Jewish community and works of immense technological mastery. in Venice (1516-2017). The exhibition also Second, in April, a show of John Capitano’s commemorated the large Venetian book paintings Real Life in Technicolour brought donation endowed to Il Centro by the late back memories of old Vancouver, one that Abraham Rogatnick. Also participating in this is vanishing before our very eyes. Through project were our esteemed partners: Bard Capitano’s paintings visitors were able to walk on the Beach and the Jewish Community through disappearing neighbourhoods and Centre. Finally, 2017 concluded with the landscapes. This journey asked us to reflect on exhibition In Ruins, a textile, photography and which qualities make our city unique and what ceramic installation. Three artists: Catherine our changing cityscape will look like in the Nicholls, Elizabeth Harris and Ally Nichols future. collaborated on this beautiful show which explored the process of decay and rebirth: “feelings evoked when a self-regenerating and repeating cycle viewing masterpieces fundamental to social change and spiritual development. This insightful and contemplative and works of immense exhibition was a wonderful way to conclude a technological mastery” very busy and successful 2017. Following in May and throughout the summer In conclusion I would like to take this time to were two major exhibitions. The first one express my deep gratitude to my colleagues at examined the cultural legacy of Italian and Il Centro: Giulio Recchioni, Edda Onesti, Luca Cantonese Opera in Vancouver. This exhibition Conte, Lorenzo Schober, Irada Yuzbayova, entitled: Common Voices: The Cultural Fern Lazazzera, Kelsey Marshall, Fabio Rasotto, Legacy of Cantonese and Italian Opera and of course, our supportive Executive in Vancouver focused on the evolution of Director Mauro Vescera. Each one played an these two performance media which have important role in making 2017 such a successful evolved and grown independently in this city year for Il Museo. since immigration began in the late 1800’s. Coincidentally, Vancouver Opera performed the Chinese-themed Italian opera Turandot in October of 2017. The Il Museo Curator was Dr Angela Clarke invited to bring this exhibition to the Queen Museum Curator

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Annual Report 2017.indd 12 09/03/2018 10:58:05 AM VENICE, THE JEWS, & EUROPE JULY 25-OCTOBER 30, 2017 1516-2016

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Annual Report 2017.indd 13 09/03/2018 10:58:05 AM SCHOOL REPORT

or at least three decades, the Italian Cultural Centre in Vancouver has been Foffering a variety of programs and activities to promote the Italian language and culture. A critical component to the success of these efforts has been the activity of the Italian School, more than ever a vibrant reality, thanks to its growth and to the exciting programs launched in the past ten years.

The strategic objectives of the School frame the understanding of its long-term commitments as well as the inspiration of weekdays has been more than compensated the new programs. In particular, its goals by a significant migration to our Saturday are two-fold, and include the following: First, classes. Overall, we have experienced record the School aims at the diffusion of the Italian attendance to our classes. language, both spoken and written and among all ages. Second, a parallel goal is Among the children/youth programs, we are the simultaneous illustration of the historical, continuing to offer the now classic Filastrocche geographical, cultural and esthetical wealth della Nonna, a course for toddlers held twice a of Italy, a goal achieved by engaging students week in the Library at Il Centro, and Vacanze in with activities tailored to attract their specific Italiano, a summer full-immersion camp to learn interests. Growing along these lines, in 2017 Italian language and Italian Culture. the School has broadened its offer of daily in-house classes for adults and children at From beginners to advanced levels, our Adult all levels of proficiency, and continued its Program continues to be a great success, as outreach presence in several private schools shown by the rising enrollment: for example, in of the Vancouver area. These efforts are 2017 we recorded 619 registrations! complemented by the development of solid Regular classes for adult students are available working relationships with schools and School during the week, day or evening, or on Boards in the Vancouver Lower Mainland. Saturday mornings. We also offer specialized One of the most successful programs is Scuola classes, such as Conversation 1 and 2, d’Infanzia, now in its fourth year, offering Let’s Go Italy and the Italian Book Club. a preschool program three-days/week. Toddlers as young as two learn Italian almost All this could not be translated into a successful in a bilingual fashion, by singing, playing and Language School without the contribution of interacting with Italian mother tongue teachers our dedicated instructors, our support staff, and and other children. The success of this initiative – last but not least – without the support from is documented by the expansion of the classes, our Board of Directors. In particular, I would like and by the waiting list. We expect to be able to thank Il Console Generale d’Italia and the to offer a full-time Scuola d’Infanzia, inspired by Education Officer for the great support they the Reggio Emilia Approach as soon as we are bring to our school. granted a BC license.

In 2017 we have continued to offer and in many cases expanded the Children/Youth Program. Classes are held on Saturdays at the ICC and during the week in various public and private schools of the Lower Mainland. Edda Onesti Lower availability of outreach students on School Director

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Annual Report 2017.indd 14 09/03/2018 10:58:06 AM 15 - Annual Report 2017 Annual Report 2017 - 15

Annual Report 2017.indd 15 09/03/2018 10:58:06 AM LIBRARY REPORT

017 has been an intense year for the library of the Italian Cultural Centre. 2Circulation is up substantially mainly because the Italian School continues to attract an increasing number of new students every session. The rental of DVDs of Italian movies is becoming very popular among students and with the latest edition of the VIFF currently happening in town, we anticipate that we will have lots of requests from our current students for films that have been showing this year at the movie festival. “ I am glad to report

In consideration of the always increasing that, during 2017, we success of the rental of Italian movies, in cataloged more than 2017 we completed two orders of books and DVDs to substantially enrich our selec- 300 books and DVDs tion. We added books for small children with pop-ups and music CDs and also between donations and some of the most recent novels published new arrivals.” in Italy over the last couple of years (including the always popular Elena Ferran- te!). Books for children and toddlers are an space and the transfer on audio CDs of essential part of our Kid’s Corner and we old Italian fairy tales. need more of them in order to attract and entertain the children who participate in As a final remark, La Biblioteca would like the two small classes of Filastrocche della to thank all the volunteers who have gen- Nonna on Tuesday and Saturday . Last erously donated their time and let them year, as we do every year now since 2013, know that our library would not be oper- we hosted two students from Langara ating every day without their invaluable College (both from the first year) to do contribution. their practicum in our library; both of them worked for more than a month handling circulation mostly but also cataloging new arrivals and the many donations we re- ceive regularly from our members. Overall, they worked hard and completed quite a number of projects for the library (and the School) and their contribution needs to be recognized and appreciated. I am glad to report that, during 2017, we cataloged more than 300 books and DVDs between donations and new arrivals. Other important projects we undertook included Luca Conte weeding old duplicates to free up shelf Librarian

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Annual Report 2017.indd 16 09/03/2018 10:58:07 AM 2017 AWARDS HALL OF FAME

Sergio Zanatta was inducted into Il Centro’s Hall of Fame this year at Festa delle Regioni for his contribution to sports. LIFETIME MEMBERS

Julie Casanova and Carmen D’Onofrio (not pictured) were both honoured with Lifetime Memberships for their valuable commitment to the community. This occured during Festa delle Regioni this year.

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Annual Report 2017.indd 17 09/03/2018 10:58:08 AM CATERING REPORT

his year was another eventful one at our Italian Cultural Centre and if Julia Child was Tcorrect when she said “People who love to eat are always the best people,” well then, here at il Centro we have the distinct privilege of meeting, serving and working with the very best people! “here at il Centro We continued our tradition of passionate we have the distinct collaboration with the Cultural Department in supporting the presentation of culinary-themed privilege of meeting, events including specialized workshops on mushrooms, gnocchi, ravioli, tortelloni, tiramisu’, serving and working cheese making, Italian baking, and canning for the holidays. Catering staff also supported with the very best Italian Heritage Month events and others such as the Jazz buffet dinners, the Italian night people!” market, the summer Long Table Dinner, Serata in Piazza, the Opera Concerts in the piazza, We provided our signature warm and delicious and Good Grains Pizza event. Italian brand of hospitality to thousands of We were very proud to support Bosa’s Bella customers at over 700 catered events this year. Notte dinner which offered a beautiful holiday I must agree with Chef Daniel Boulud when meal to 400 less fortunate members of our he stated that “there’s no great chef without community. a great team.” Our Chef Jackson Noah leads our culinary team with Sous Chef Jean Vincent The Taste of the Regions of Italy series (JV) Bouchard. They are supported by a continued to grow in popularity. Our culinary highly motivated and dedicated group in the team thoroughly enjoyed researching the kitchen. The team also includes the charming beautiful regions of Italy and their unique and efficient front of house manager, Mr. Mike gastronomic specialties and preparing them Cosariu, as well as the office staff. In the office for our enthusiastic guests. This year we this year we said a grateful “arrivederci” to featured the cuisines of Veneto, Basilicata, Catering Assistant, Ms. Claire McNeil and we Puglia and Sicily. At $35 per person, word has welcomed Ms. Kelsey Marshal to our team in spread quickly about this tasty and affordable her role. series. As a result, we are considering moving this event into the Grand Ballroom, pending In terms of our financial performance, this year availability, to accommodate the larger was, extraordinarily, not a record breaker. We crowds we anticipate in future. saw fewer wedding bookings in the summer months which negatively impacted our overall To our great delight, Chef Carlo Zarri returned bottom line. These are normal cycles we see to Vancouver this year and we hosted an in our industry and we can be optimistic to see opulent dinner celebrating truffles and that summer bookings have picked up for 2018. hazelnuts – some of the most renowned In addition, with the departure of the Business culinary treasures of Chef Carlo’s native Manager in June the responsibility for the Piemonte. It is always a very special occasion management of the facility and janitorial staff we look forward to when we have the fell to the Catering Department leadership, on opportunity to welcome chefs from Italy to an interim basis. our kitchen. It is a much-savoured opportunity

18 - Annual Report 2017 Annual Report 2017 - 18

Annual Report 2017.indd 18 09/03/2018 10:58:09 AM for professional development and inspiration directly from the motherland of our great traditions. More stimulating gastronomic cultural exchange took place when we welcomed the chefs-in-training from the Istituto Alberghiero di Prato, who arrived on an invitation by the Consul General of Italy. Auguste Escoffier, the French culinary icon, known as “the king of chefs and the chef of kings,” affirmed that “Good food is the foundation of genuine happiness”. He wasn’t Italian, but I still agree with him and every single day at il Centro, we work hard to bring that genuine happiness to our guests. The testimonials and letters of thanks that we proudly share on our website tell us we’re on the right track.

I will leave you with the words of George Bernard Shaw: “There is no sincerer love than the love of food.” It is our sincere honour to preserve, celebrate and share the Italian culture through the conviviality and culinary expression of the Italian table.

Fabio Rasotto Director of Catering

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Annual Report 2017.indd 19 09/03/2018 10:58:09 AM TREASURER’S REPORT t is my pleasure to serve and present the Treasurer’s Report and to comment on the audited financial Istatements for the year ended December 31st, 2017.

I wish to thank Management, Staff and the Board of Directors, led by Luca Citton, for their dedication and hard work throughout this year. Thank you to all our volunteers who tirelessly work to ensure il Centro is a vibrant cultural and community centre.

PREAMBLE:

• 2017 was a year of change for financial management within the organization. During Please refer to Note 7 for a full list of grants. the year 2017 there was a change in the Treasurer and Finance Director. Commentary regarding the financial statements • The Grant Revenue recognition has been and schedules follow below: changed to Defer Revenue Contribution Method and implemented for the 2017 Fiscal Statement of Financial Position Year. • Our cash position at the end of 2017 was Key Financial Highlights $371,327; compared to $715,553. We have zero balance in our line of credit and our • Expenses exceeded revenue this year for a net Restricted cash remains at $162,675. loss of ($117,538) • Accounts receivable increased by $121,197 • Our cash position is $534,002 compared to due to large catering events held late in 2017 $878,228 in 2016 with 90% of these receivables due within 30 • Gross revenues decreased by $403,337 this days. year, mainly due to a large donation received • Prepaid expenses for events to be held in 2018 last year and fewer catered events, notably were lower by $7,260 at $58,078 compared to weddings in 2017. Please refer to Schedule 1 $65,338 in 2016. for full disclosure. • Capital assets increased by $5,810 in 2017 • Bingo net income of $191,671, which is higher to $2,713,519 representing assets purchased by $38,370 than 2016. Please refer to Schedule and the resulting cost of accumulated 2 for a full breakdown of Revenue and depreciation. Expenses. • Accounts payable and liabilities where less by • Catering net income contribution was $74,790 at $177,188 compared to $251,978 in $809,078, compared to $1,036,617 in 2016. 2016. Schedule 3 explains revenues received and • Unearned revenue is healthy at $154,419 expenses. Note to reader: Related catering compared to $139,753 in 2016, representing expenses for Cultural events remains in catering deposits held and advanced school Catering. During the year 2016, management, fees collected to be used in 2018. with the support of the board, concluded that • Deferred contribution increased by $55,199 to catering expenses related to cultural events $105,831 representing grant money received should remain in catering expenses and not for grants to be executed in 2018 and beyond. cultural expenses. Therefore, for comparative Please refer to Note 7 for a full list of these purposes, when evaluating the financial Grants. statements, please remain cognizant of this • Our current portion of capital lease obligation classification change. (photocopiers) has reduced to $5,900 in 2017 • Italian Language School net contribution of from $10,233 in 2016 due to refinancing and $36,731 was slightly less that 2016’s of $39,135. expiry of one lease. However growth continued in registration of • The current portion of long-term debt is our both Adult and Children classes. Please refer yearly mortgage payment held at Vancouver to Schedule 4 for full details. Savings and Credit Union of $65,854. • Our deferred grant contributions increased • The changes to the General Fund and the from $50,632 in 2016 to $105,831 in 2017 Tangible Capital Asset Fund reflect the net loss

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Annual Report 2017.indd 20 09/03/2018 10:58:10 AM for the Society in 2017 of ($117,538); compared Statement of Cash Flows to a net gain in 2016 of $320,310. This statement refers to all the cash received and Statement of Operations and Change in Fund disbursed throughout the year. Balances Cash generated by operations decreased this year. Revenues decreased by $403,377 to $4,136,757; In 2017 we have a deficit of ($117,538); compared compared to $4,540,134 in 2016. Please refer to to a profit of $320,00 in 2016. The major difference Schedule 1 for a list of all revenues earned in 2017. is in donations received in 2016 and fewer catered events in 2017. Direct costs to earn this revenue increased by $80,726 to $2,236,455; compared to costs of Cash outflows decreased in 2017 ($101,607) $2,155,729 in 2016. compared to $555,182 in 2016, this represents cash needed to pay our accounts receivable, payable * Note: Related catering expenses for Cultural and sales tax payable. And the amount we expect events remains in Catering. During the year 2016, in future payments from unearned revenue and management, with the support of the board, future grants. concluded that catering expenses related Cash flows for financing decreased this year as to cultural events should remain in catering one capital lease was concluded and our lower expenses and not cultural expenses. Therefore, mortgage payment due to the lower interest rate at for comparative purposes, when evaluating the Vancouver Savings and Credit Union. financial statements, please remain cognizant of this classification change. Cash ending balance, combined with restricted cash for 2017 is $534,002 compared $878.228 in 2016. General Expenses were lower in 2017 by $32,391 to $2,123,765; compared to expenses of $2,156,156 in To should be noted that although we have a net loss 2016. of ($117,538) we do have a satisfactory level of cash on hand, and an approved unused line of credit of Comments regarding notable differences in $300,000 to draw upon in case we have a shortage general expenses: of cash for any unforeseen expenses or projects in 2018. Please refer to Note 8 for a full description of • Advertising and promotion – increase of $43.5K the Society’s credit facilities. due to additional radio advertisement, new back up and web hosting cost. Some of 2016 Budgeting in the Society: advertising cost was recognized in Cultural costs. In 2017 all Marketing expense were The Board of Directors and Delegates approved the recorded in general expenses Advertising and 2018 Budget. The concept of budgeting involves Promotion. “planning and budgeting” by each department’s • Cultural programs up $54.5K due to more revenue and expenses for the benefit programming during Canada 150. of the whole organization. • Interest on long term debt decreased by $17.4K due to lower interest rate on mortgage. 2018 Il Centro’s Office Budget Highlights: • Repairs and Maintenance higher by $52.4K fixing major plumbing and roof issues. • Overall Revenues and Expenses remain • Utilities higher due to double entry made in consistent with prior years, e.g. $2,233,464 and 2016 corrected in 2017. $2,190,235 respectively, forecasting a projected • Wages lower due to less management staff surplus of $43,128, for six months of 2017 and Catering Director’s • Catering’s gross profit is projected to be salary is now in Catering Labour Cost in 2017. $776,639, • Facility revenue slightly higher at $250,000, Tenant recoveries were higher then year by • Donations, Grants and Fundraiser Revenues $13,864, which reduces our total expenses. remain constant at $406,671, • General Expenses remain constant at The deficiency of revenue over expenses for the approximately $1,784,645; year 2017 is ($117,538) compared to an excess of revenue last year of $320,310.

Mary McMullen, CPA - CMA Treasurer

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Annual Report 2017.indd 21 13/03/2018 11:44:50 AM 22 - Annual Report 2017 Annual Report 2017 - 22

Annual Report 2017.indd 22 09/03/2018 10:58:10 AM THE ITALIAN CULTURAL CENTRE SOCIETY

FINANCIAL STATEMENTS

FOR THE YEAR ENDED DECEMBER 31, 2017

PAGE

AUDITORS' REPORT 1 - 2

FINANCIAL STATEMENTS

STATEMENT OF FINANCIAL POSITION 3

STATEMENT OF CHANGES IN FUND BALANCES 4

STATEMENT OF OPERATIONS 5

STATEMENT OF CASH FLOWS 6

NOTES TO THE FINANCIAL STATEMENTS 7 - 13

SCHEDULE 1 - REVENUES 14

SCHEDULE 2 - BINGO 15

SCHEDULE 3 - CATERING AND FESTIVITIES 16

SCHEDULE 4 - LANGUAGE SCHOOL 17

SCHEDULE 5 - EXPENSE RECOVERIES 18

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Annual Report 2017.indd 23 09/03/2018 10:58:10 AM HEDDEN CHONG LLP CHARTERED PROFESSIONAL ACCOUNTANTS (A PARTNERSHIP OF INCORPORATED PROFESSIONALS) SINCE 1961

#104 - 3989 HENNING DRIVE BURNABY, BC V5C 6P8 TELEPHONE: 604-320-5850 FACSIMILE: 604-291-1601 INDEPENDENT AUDITORS' REPORT

To The Members of The Italian Cultural Centre Society

Report on the Financial Statements

We have audited the accompanying financial statements of The Italian Cultural Centre Society, which comprise the statement of financial position as at December 31, 2017 and the statements of operations and changes in fund balances and cash flows for the year ended December 31, 2017, and a summary of significant accounting policies and other explanatory information.

Management's Responsibility for the Financial Statements

Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian Accounting Standards for Not-for-Profit Organizations, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditors' Responsibility

Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained in our audit is sufficient and appropriate to provide a basis for our qualified audit opinion.

Basis for Qualified Opinion

In common with many not-for-profit organizations, The Italian Cultural Centre Society derives part of its revenue from donations, the completeness of which is not susceptible to satisfactory audit verification. Accordingly, verification of these revenues was limited to the amounts recorded in the accounts of The Italian Cultural Centre Society and we were not able to determine whether, as at or for the years ended December 31, 2017 and December 31, 2016, any adjustments might be necessary to donations, excess of revenues over expenses, assets and fund balances.

- 1 - 24 - Annual Report 2017 Annual Report 2017 - 24

Annual Report 2017.indd 24 09/03/2018 10:58:10 AM Qualified Opinion

In our opinion, except for the possible effects of the matter described in the Basis for Qualified Opinion paragraph, the financial statements present fairly, in all material respects, the financial position of The Italian Cultural Centre Society as at December 31, 2017 and December 31, 2016 and the results of its operations and its cash flows for the years ended December 31, 2017 and December 31, 2016 in accordance with Canadian Accounting Standards for Not-for-Profit Organizations.

Report on Other Legal and Regulatory Requirements

As required by the Society Act (British Columbia), we report that, in our opinion, the accounting principles in Canadian accounting standards for not-for-profit organizations have been applied on a basis consistent with that of the preceding year.

February 7, 2018 Burnaby, BC CHARTERED PROFESSIONAL ACCOUNTANTS

- 2 - 25 - Annual Report 2017 Annual Report 2017 - 25

Annual Report 2017.indd 25 09/03/2018 10:58:10 AM THE ITALIAN CULTURAL CENTRE SOCIETY

STATEMENT OF FINANCIAL POSITION AS AT DECEMBER 31, 2017

2017 2016 $$

ASSETS CURRENT ASSETS Cash 371,327 715,553 Restricted cash (Note 4) 162,675 162,675 Accounts receivable 177,611 56,414 Inventory (Note 5) 73,051 71,800 Prepaid expenses 58,078 65,338 842,742 1,071,780

ENDOWMENT 26,211 26,211

TANGIBLE CAPITAL ASSETS (Note 6) 2,713,519 2,707,709

3,582,472 3,805,700

LIABILITIES CURRENT LIABILITIES Accounts payable and accrued liabilities 177,188 251,978 Wages payable 57,046 66,396 Sales taxes payable 867 5,113 Unearned revenue 154,419 139,753 Deferred contributions (Note 7) 105,831 50,632 Current portion of capital lease obligations (Note 9) 5,900 10,233 Current portion of long term debt (Note 10) 65,854 64,235 567,105 588,340

CAPITAL LEASE OBLIGATIONS (Note 9) 4,901 23,493

LONG TERM DEBT (Note 10) 1,543,757 1,609,620

2,115,763 2,221,453

FUND BALANCES GENERAL FUND 184,166 421,444 TANGIBLE CAPITAL ASSET FUND 1,119,868 1,000,128 CONTINGENCY FUND 62,675 62,675 CULTURAL AND EDUCATIONAL FUND 100,000 100,000

1,466,709 1,584,247

3,582,472 3,805,700

APPROVED BY THE DIRECTORS: DIRECTOR

DIRECTOR

(The accompanying notes form an integral part of these financial statements) - 3 - 26 - Annual Report 2017 Annual Report 2017 - 26

Annual Report 2017.indd 26 09/03/2018 10:58:10 AM THE ITALIAN CULTURAL CENTRE SOCIETY

STATEMENT OF CHANGES IN FUND BALANCES FOR THE YEAR ENDED DECEMBER 31, 2017

2017 2016

Tangible Cultural and Capital Asset Contingency Educational General Fund Fund Fund Fund Total Total $$$$$$

BALANCE, beginning of the year 421,444 1,000,128 62,675 100,000 1,584,247 1,263,937

EXCESS (DEFICIENCY) OF REVENUES OVER EXPENSES FOR THE YEAR 5,341 (122,879) - - (117,538) 320,310

INTERFUND TRANSFERS THE ITALIAN CULTURAL CENTRE SOCIETY Investment in tangible capital assets (155,450) 155,450 - - - - Repayment of capital lease obligations (22,925) 22,925 - - - - Repayment of long term debt (64,244)STATEMENT64,244 OF CHANGES- IN FUND- BALANCES- - FOR THE YEAR ENDED DECEMBER 31, 2017 BALANCE, end of the year 184,166 1,119,868 62,675 100,000 1,466,709 1,584,247

2017 2016

Tangible Cultural and Capital Asset Contingency Educational General Fund Fund Fund Fund Total Total $$$$$$

BALANCE, beginning of the year 421,444 1,000,128 62,675 100,000 1,584,247 1,263,937

EXCESS (DEFICIENCY) OF REVENUES OVER EXPENSES FOR THE YEAR 5,341 (122,879) - - (117,538) 320,310

(The accompanying notes form an integral part of these financial statements) INTERFUND TRANSFERS - 4 - Investment in tangible capital assets (155,450) 155,450 - - - - Repayment of capital lease obligations (22,925) 22,925 - - - - Repayment of long term debt (64,244) 64,244 - - - - BALANCE, end of the year 184,166 1,119,868 62,675 100,000 1,466,709 1,584,247

(The accompanying notes form an integral part of these financial statements) - 4 - 27 - Annual Report 2017 Annual Report 2017 - 27

Annual Report 2017.indd 27 09/03/2018 10:58:10 AM THE ITALIAN CULTURAL CENTRE SOCIETY

STATEMENT OF OPERATIONS FOR THE YEAR ENDED DECEMBER 31, 2017

2017 2016 Tangible Cultural and Capital Asset Contigency Educational General Fund Fund Fund Fund $$$$$$

REVENUES, Schedule 1 3,701,108 435,649 - - 4,136,757 4,540,134

DIRECT COSTS Bingo, Schedule 2 98,147 - - - 98,147 85,451 Catering and festivities, Schedule 3 1,900,899 - - - 1,900,899 1,848,269 Language School, Schedule 4 237,409 - - - 237,409 222,009 2,236,455 - - - 2,236,455 2,155,729 EXPENSES Advertising and promotion 105,221THE ITALIAN- CULTURAL- CENTRE- SOCIETY105,221 61,658 Amortization - 149,642 - - 149,642 176,131 Bank and credit card charges 45,980 - - - 45,980 55,381 Cultural programs 437,116 STATEMENT- - OF OPERATIONS- 437,116 382,615 Insurance 41,890 FOR THE- YEAR ENDED- DECEMBER- 31,41,890 2017 42,480 Interest on long-term debt - 48,208 - - 48,208 65,632 Licences and permits 10,890 - - - 10,890 16,307 Office 47,552 - - - 47,552 57,589 2017 2016 Professional fees 64,855 - Tangible- - 64,855 Cultural54,197 and Repairs and maintenance - 302,290 Capital- Asset - Contigency302,290 Educational249,812 Supplies - janitorial 21,663 - - - 21,663 25,240 Telephone 6,239 General- Fund - Fund - Fund 6,239 Fund4,656 Utilities - 164,313$$$$$$- - 164,313 155,318 Wages and benefits 677,906 - - - 677,906 809,140 REVENUES, Schedule 1 1,459,312 664,4533,701,108 - 435,649 - 2,123,765- 2,156,156- 4,136,757 4,540,134 EXCESS (DEFICIENCY) OF REVENUE OVER EXPENSESDIRECT BEFORECOSTS EXPENSE 5,341 (228,804) - - (223,463) 228,249 RECOVERIESBingo, Schedule 2 98,147 - - - 98,147 85,451 EXPENSECatering RECOVERIES, and festivities, Schedule 5Schedule 3 - 105,9251,900,899 - - - 105,925- 92,061- 1,900,899 1,848,269 EXCESSLanguage (DEFICIENCY) School, OF REVENUESchedule OVER4 237,409 - - - 237,409 222,009 EXPENSES FOR THE YEAR 5,341 (122,879) - - (117,538) 320,310 2,236,455 - - - 2,236,455 2,155,729 EXPENSES Advertising and(The promotionaccompanying notes form an integral part of these financial105,221 statements) - - - 105,221 61,658 Amortization - 5 - - 149,642 - - 149,642 176,131 Bank and credit card charges 45,980 - - - 45,980 55,381 Cultural programs 437,116 - - - 437,116 382,615 Insurance 41,890 - - - 41,890 42,480 Interest on long-term debt - 48,208 - - 48,208 65,632 Licences and permits 10,890 - - - 10,890 16,307 Office 47,552 - - - 47,552 57,589 Professional fees 64,855 - - - 64,855 54,197 Repairs and maintenance - 302,290 - - 302,290 249,812 Supplies - janitorial 21,663 - - - 21,663 25,240 Telephone 6,239 - - - 6,239 4,656 Utilities - 164,313 - - 164,313 155,318 Wages and benefits 677,906 - - - 677,906 809,140 1,459,312 664,453 - - 2,123,765 2,156,156 EXCESS (DEFICIENCY) OF REVENUE OVER EXPENSES BEFORE EXPENSE RECOVERIES 5,341 (228,804) - - (223,463) 228,249

EXPENSE RECOVERIES, Schedule 5 - 105,925 - - 105,925 92,061 EXCESS (DEFICIENCY) OF REVENUE OVER EXPENSES FOR THE YEAR 5,341 (122,879) - - (117,538) 320,310

(The accompanying notes form an integral part of these financial statements) - 5 - 28 - Annual Report 2017 Annual Report 2017 - 28

Annual Report 2017.indd 28 09/03/2018 10:58:10 AM THE ITALIAN CULTURAL CENTRE SOCIETY

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED DECEMBER 31, 2017

2017 2016 $$

CASH FLOWS FROM OPERATING ACTIVITIES Excess (deficiency) of revenues over expenses for the year (117,538) 320,310

NON CASH ITEMS Amortization 149,642 176,131 32,104 496,441 CHANGES IN NON-CASH WORKING CAPITAL Accounts receivable (121,198) 100,139 Inventory (1,252) (21,066) Prepaid expenses 7,261 6,646 Accounts payable and accrued liabilities (74,791) (9,390) Wages payable (9,350) 36,034 Sales taxes payable (4,246) (412) Unearned revenue 14,666 (23,720) Deferred contributions 55,199 (29,490) (101,607) 555,182

CASH FLOWS FROM FINANCING ACTIVITIES Repayment of capital lease obligations (22,925) (10,197) Repayment of long term debt (64,244) (183,466) (87,169) (193,663)

CASH FLOWS FROM INVESTING ACTIVITIES Acquisition of tangible capital assets (155,450) (131,324) Proceeds from restricted investments - 103,163 (155,450) (28,161)

DECREASE (INCREASE) IN CASH (344,226) 333,358 CASH, beginning of year 878,228 544,870 CASH, end of year 534,002 878,228

CASH, CONSISTS OF: Cash 371,327 715,553 Restricted cash 162,675 162,675 534,002 878,228

(The accompanying notes form an integral part of these financial statements) - 6 - 29 - Annual Report 2017 Annual Report 2017 - 29

Annual Report 2017.indd 29 09/03/2018 10:58:10 AM THE ITALIAN CULTURAL CENTRE SOCIETY

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED DECEMBER 31, 2017

1. NATURE OF OPERATIONS

The Italian Cultural Centre Society is registered under the Society Act of British Columbia as a not-for-profit organization and is a registered charity under the Income Tax Act. The Society's primary purpose is to promote the cultural heritage of the Italian community through educational, social, and folkloristic programs.

2. SIGNIFICANT ACCOUNTING POLICIES

These financial statements have been prepared in accordance with Canadian accounting standards for not-for- profit organizations and include the following significant accounting policies:

FUND ACCOUNTING

The general fund is used for general revenues and expenses and accounts for the Society's general operating activities.

The tangible capital asset fund is used for the revenues and expenses related to the Society's facilities.

The contingency fund consists of internally restricted funds to be used for building operations, maintenance and contingencies. Investment income earned on resources of the contingency fund is reported in the general fund.

The Cultural and Educational Fund consists of internally restricted funds to be used to promote Italian language, culture and heritage, and to share these values with other communities.

VALUATION OF INVENTORY

Inventory is recorded at the lower of cost and net realizable value. Cost is determined on an average cost basis.

TANGIBLE CAPITAL ASSETS

Tangible Capital Assets are recorded at cost with depreciation and amortization provided as follows: Rate Method

Buildings 40 years Straight-line Equipment 10 years Straight-line Furniture and fixtures 10 years Straight-line Kitchen equipment 3 and 5 years Straight-line Computer equipment 3 years Straight-line Computer software 3 years Straight-line Office equipment 10 years Straight-line Office equipment under Capital Lease 5 years Straight-line Books - permanent collection 5 years Straight-line

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED DECEMBER 31, 2017

REVENUE RECOGNITION

Revenue is recognized as it is earned in accordance with the following policies:

- Bingo revenue is recognized on receipt of the cash. - Catering revenue is recognized as services are rendered. - Cultural and festivity revenue are recognized at the time of the event and as services are rendered. - Membership dues are paid annually and recognized in the year to which they relate. - Language school revenues are recognized in the month classes are provided. - Rental revenue is recognized on a straight-line basis over the lease term. - Unrestricted donations, grants, and fundraising revenues are recognized as revenue of the General Fund when received. - Restricted contributions are recognized as revenue of the appropriate fund, or General Fund if no corresponding fund exists, in the year in which the related expenses are incurred.

CONTRIBUTED MATERIALS AND SERVICES

Contributed materials and services are not recognized in the financial statements unless they are substantial, a fair value can be reasonably estimated and the materials and services are used in the normal course of operations and would otherwise have been purchased. No contributed materials or services were recognized in the years ending 2017 or 2016.

FINANCIAL INSTRUMENTS

MEASUREMENT OF FINANCIAL INSTRUMENTS The Society initially measures its financial assets and liabilities at fair value, except for certain non-arm's length transactions.

The Society subsequently measures all its financial assets and liabilities at amortized cost. Changes in fair value are recognized in net income.

Financial assets measured at amortized cost include cash and accounts receivable.

Financial liabilities measured at amortized cost include accounts payable and accrued liabilities, capital lease obligations, and long term debt.

IMPAIRMENT Financial assets measured at cost are tested for impairment when there are indicators of impairment. The amount of the write-down is recognized in net income. The previously recognized impairment loss may be reversed to the extent of the improvement, directly or by adjusting the allowance account, provided it is no greater than the amount that would have been reported at the date of the reversal had the impairment not been recognized previously. The amount of the reversal is recognized in net income.

TRANSACTION COSTS The Society recognizes its transaction costs in net income in the period incurred. However, financial instruments that will not be subsequently measured at fair value are adjusted by the transaction costs that are directly attributable to their origination, issuance or assumption.

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED DECEMBER 31, 2017

MEASUREMENT UNCERTAINTY

The preparation of financial statements, in accordance with Canadian generally accepted accounting principles, requires management to make estimates and assumptions that affect the reported amount of assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. These estimates are reviewed periodically and as adjustments become necessary, they are reported in earnings in the period in which they became known.

3. FINANCIAL INSTRUMENTS

Risks and concentrations

The Society is exposed to various risks through its financial instruments. The following analysis provides a measure of the Society's risk exposure and concentrations at the balance sheet date.

Liquidity risk

Liquidity risk is the risk that an entity will encounter difficulty in meeting obligations associated with financial liabilities. The Society is exposed to this risk mainly in respect of its long term debt, obligations under capital leases, and accounts payable and accrued liabilities.

Credit risk

Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other party by failing to discharge an obligation. The Society's main credit risks relate to its accounts receivable. The Society provides credit to its clients in the normal course of its operations.

Market risk

Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. Market risk comprises three types of risk: currency risk, interest rate risk, and other price risk. The Society is mainly exposed to interest rate risk.

Interest rate risk

Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market interest rates. The Society is exposed to interest rate risk on its capital lease obligations and long term debt. Given the current composition of long term debt (proportion of debt at a fixed interest rate compared to a floating interest rate), fixed-rate instruments subject the entity to a fair value risk while the floating rate instruments subject it to a cash flow risk.

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED DECEMBER 31, 2017

4. RESTRICTED CASH 2017 2016

Contingency fund 62,675 62,675 Cultural and Educational fund 100,000 100,000

162,675 162,675

Included in the contingency fund is cash which is internally restricted for building repair, maintenance, and renovation purposes.

Included in the Cultural and Educational fund is cash which is internally restricted to promote Italian language, culture and heritage.

5. INVENTORY 2017 2016

Food 12,979 14,408 Liquor 27,431 24,571 Books 32,641 32,821

73,051 71,800

6. TANGIBLE CAPITAL ASSETS

ACCUMULATED NET BOOK VALUE COST AMORTIZATION 2017 2016

$ $$ $

Land 635,251 - 635,251 635,251 Buildings 4,674,031 2,827,485 1,846,546 1,816,516 Equipment 1,013,088 882,302 130,786 141,848 Furniture and fixtures 449,924 380,422 69,502 76,320 Kitchen equipment 425,409 416,700 8,709 6,437 Computer equipment 89,007 87,555 1,452 1,863 Computer software 8,997 7,275 1,722 - Office equipment 48,306 48,225 81 120 Office equipment under Capital Lease 48,340 29,004 19,336 29,004 Books - permanent collection 33,293 33,159 134 350

7,425,646 4,712,127 2,713,519 2,707,709

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED DECEMBER 31, 2017

7. DEFERRED CONTRIBUTIONS

Beginning Current Year Ending balance Additions / balance Transfers $ $$

B.C. Community Gaming Grant - 13,187 13,187 B.C. Museums Association - 19,423 19,423 City of Vancouver - Being Canadian - 22,100 22,100 TELUS Vancouver Community Board - 8,936 8,936 Vancity - Food Hub - 12,185 12,185 Vancity - East Vancouver Green Grants 20,632 (20,632) - Vancouver Foundation - East Vancouver Green 30,000 - 30,000 50,632 55,199 105,831

8. CREDIT FACILITIES

The Society has available a Vancity demand operating line of credit of up to $300,000, bearing interest at the bank's prime rate plus 0.25% per annum. As at December 31, 2017 the balance outstanding on the line of credit was $nil (2016 - $nil).

The Society also has available with Vancity a letter of credit to the British Columbia Liquor Control Board of up to $15,000, bearing interest at the bank's prime rate plus 0.25% per annum. As at December 31, 2017 the balance outstanding on the letter of credit was $nil (2016 - $nil).

Additionally, the Society has available with Vancity two credit cards, authorized to maximum balances of $40,000 and $40,000.

The demand operating line of credit and letter of credit are secured as described in Note 11.

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED DECEMBER 31, 2017

9. CAPITAL LEASE OBLIGATIONS

Capital leases consist of: 2017 2016

$$ GE VFS Canada Limited Partnership capital lease bearing interest at an implied rate of 3.942% per annum, payable in 60 monthly payments of $948.27. The lease was refinanced during the year. - 33,726

Wells Fargo Equipment Finance capital lease payable in 56 monthly payments of $329.00 plus applicable taxes and one monthly payment of $294.40 plus applicable taxes upon the expiration of the lease. The lease expires in March 2020. 8,848 -

Wells Fargo Equipment Finance capital lease payable in 57 monthly payments of $230.00 plus applicable taxes and one monthly payment of $113.00 plus applicable taxes upon the expiration of the lease. The lease expires in September 2018. 1,953 -

10,801 33,726

Less: current portion 5,900 10,233

4,901 23,493

The Society is required to make the following payments on capital leases over the next five years:

Year $

2018 5,900 2019 3,949 2020 952

10. LONG TERM DEBT 2017 2016

Vancity mortgage bearing interest at 2.95% per annum and is repayable in monthly blended payments of $9,371. The loan matures July 1, 2021. 1,609,611 1,673,855

Less: current portion 65,854 64,235

1,543,757 1,609,620

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED DECEMBER 31, 2017

The long term debt and credit facilities (Note 8) are secured by a general security agreement, a demand collateral mortgage and assignment of rent in the amount of not less than $1,700,000, providing a first charge over land and buildings.

The next five years principal payments are:

Year $

2018 $ 65,854 2019 67,823 2020 69,851 2021 1,406,083

11. CAPITAL MANAGEMENT

The Society's capital consists of general, tangible capital asset, contingency fund and cultural and educational fund capital as detailed in the statement of financial position.

The Society's objective when managing its capital is to safeguard the Society's ability to continue as a going concern and to serve the needs of its members and the Italian community. The Society is a charitable organization which receives donations and grants and engages in various activities such as Italian language instruction, facilities rental, gaming activities, catering and festivities, and other culutral programs to generate funds to fulfill its objective. In addition, the Society draws upon bank financing for long-term and short-term funding to support its operations. There are no financial covenants associated with these bank loans. The bank loans are secured as disclosed in Note 10

In order to facilitate management of its capital requirements, the Society prepares annual budgets, which are approved by the Assembly of Delegates. Financial statements are prepared on a monthly basis and are approved by the Board of Directors.

12. OTHER REPORTING REQUIREMENTS

As required by the Society Act (British Columbia) effective November 28, 2016, we report on annual remuneration of employees earning more than $75,000. During the year, two employees earned more than $75,000 individually, resulting in $213,318 paid in the aggregate.

13. COMPARATIVE FIGURES

The comparative figures have been reclassified where applicable in order to conform to the presentation used in the current year.

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SCHEDULE 1 - REVENUES FOR THE YEAR ENDED DECEMBER 31, 2017 SCHEDULE 1

2017 2016 Tangible Cultural and General Capital Contigency Educational Fund Asset Fund Fund Fund $$$ $ $$

GENERAL REVENUE Bingo, Schedule 2 289,818 - - - 289,818 238,752 Grants 51,922 - - - 51,922 59,436 Donations 11,098 - - - 11,098 337,715 Fundraising 6 - - - 6 103,721 Interest income 2,004 - - - 2,004 1,447 Other income 30,237 - - - 30,237 29,522

385,085 - - - 385,085 770,593

ACTIVITIES REVENUE Catering and festivities, Schedule 3 2,709,977 - - - 2,709,977 2,884,886 Language School, Schedule 4 274,140 - - - 274,140 261,134 Cultural programs 292,053 - - - 292,053 179,362 Rent - Facilities - 236,035 - - 236,035 215,967 Rent - Dario's La Piazza - 105,000 - - 105,000 105,000 Rent - Westside Montessori - 94,614 - - 94,614 81,674 Bocce fees 8,004 - - - 8,004 9,811 Membership fees 31,849 - - - 31,849 31,707

3,316,023 435,649 - - 3,751,672 3,769,541

3,701,108 435,649 - - 4,136,757 4,540,134

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SCHEDULE 2 - BINGO FOR THE YEAR ENDED DECEMBER 31, 2017 SCHEDULE 2

2017 2016 $$

REVENUE Gross revenue 823,138 737,795 Cash prizes (533,475) (499,220) Interest income 155 177

289,818 238,752

EXPENSES Advertising - 106 Interest and bank charges 40 25 Miscellaneous 10,295 1,142 Office 656 1,371 Repairs and maintenance 16,816 15,643 Supplies 22,181 15,771 Wages and benefits 48,159 51,393

98,147 85,451

EXCESS OF REVENUE OVER EXPENSES 191,671 153,301

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SCHEDULE 3 - CATERING AND FESTIVITIES FOR THE YEAR ENDED DECEMBER 31, 2017 SCHEDULE 3

2017 2016 $$

REVENUE Main hall 2,041,375 2,246,048 Trattoria 509,623 495,045 Osteria 82,252 84,182 Bingo cafeteria 51,576 45,234 Miscellaneous 16,497 12,730 Festivities 8,654 1,647

2,709,977 2,884,886

EXPENSES Entertainment 15,019 16,203 Food, liquor and supplies 1,063,920 1,078,755 Wages and benefits 821,960 753,311

1,900,899 1,848,269

EXCESS OF REVENUE OVER EXPENSES 809,078 1,036,617

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SCHEDULE 4 - LANGUAGE SCHOOL FOR THE YEAR ENDED DECEMBER 31, 2017 SCHEDULE 4

2017 2016 $$

REVENUE Adult 173,953 161,016 Children 70,066 65,433 Grants - Italian Government 30,121 34,685

274,140 261,134

EXPENSES Advertising 1,400 5,851 Books 17,190 98 Rent 2,658 3,870 Supplies and workshops 6,278 11,247 Wages and benefits 209,883 200,943

237,409 222,009

EXCESS OF REVENUE OVER EXPENSES 36,731 39,125

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SCHEDULE 5 - EXPENSE RECOVERIES FOR THE YEAR ENDED DECEMBER 31, 2017 SCHEDULE 5

2017 2016 $$

TANGIBLE CAPITAL ASSET FUND Dario's La Piazza Restaurant 50,991 50,864 Westside Montessori School 54,934 41,197

105,925 92,061

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Annual Report 2017.indd 41 09/03/2018 10:58:10 AM 2017 DONORS

Greater than $20,000

City of Vancouver Vancity Credit Union Province of BC Vancouver Foundation Government of Canada

Greater than $5,000

Aquilini Investment Group Newway Concrete Forming BC Arts Council Telus

Greater than $1,000

Canadian Museums Association Joe Grosso Italian Senior Citizen Over 50 Club Maria Giardini Italian Consulate General of Italy Montecristo Jewellers Inc in Vancouver Yosef Wosk

Greater than $500

Associazione Culturale Calabrese Soligo Giovanni Armando Petronio

Greater than $100 Armando Esposito La Societa Civitanovese Associazione Campani nel Mondo Michael Cuccione Associazione Culturale Pugliese della BC Michele Coviello Famee Furlane of Vancouver Mike Lombardi Gary Maier Siciliani Folk Club of BC Italian Chamber of Commerce in Canada Societa Culturale Vicentini

We would also like to thank those who kindly donated less than $100, & those who donated anonymously.

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Annual Report 2017.indd 42 09/03/2018 10:58:10 AM GENERAL ASSEMBLY OF DELEGATES The by-Laws of the Italian Cultural Centre Society call for 2 elected or appointed delegates from each member society in good standing and a maximum of 34 elected representatives of the Donors Members to sit on the General Assembly of Delegates.

2017 Member Associations & their Delegates

Society President Delegate Associazione Basilicata Vancouver Mike Lombardi Mike Lombardi Dominic Corsetti Associazione Campani nel Mondo Giuseppe Rea Enzo Lombardi Nick Borzillo Associazione Culturale Calabrese Domenico Vicari Domenico Vicari Giuseppe Cuccione Associazione Culturale Pugliese Vito Bruno Vito Bruno Lidia Catalano Associazione Culturale Toscana Stefanie Tuccori Ivo Cagnoni Erasmo Paoletti Associazione Giuliano Dalmati Geni Gallovich Pasquale Roman Armando Petronio Associazione Nazionale Alpini Roberto Zanotto Roberto Zanotto Romano Zadra Circolo Abruzzese Club Giulio Recchioni Giulio Recchioni Danny Milano Club Femminile Italiano Gemma Scotton Gemma Scotton Rosa Citton Confratellanza Italo-Canadese Bruno Tassone Lino Bragagnolo Osvaldo Zappa Cosenza Social Club Frank Corrado Peter Mauro Frank Corrado Famee Furlane of Vancouver Tony Fabbro Aldo Qualizza Diego Marchi Famiglia Bagnolese Society Giulia Mattia Giulia Mattia Marie Bond Grimaldi Club Pietro Pagnotta Pietro Pagnotta Joe Jacoy Italian Canadian Rod & Gun Club Ralph Abbinante Guido Cecchinel Lucio Zucchetto Italian Canadian Sports Federation Jamie Cirotto Don Faccone Yvonne Lombardo Italian Canadian Winemakers Club Flaminio Ferrari Nick Ranzoni Marco De Cotis Italian Choir of B.C. Roslyn Jacobucci Oliva Agosti Anna Snider Italian Mutual Aid Society Claudio Antoniali Rino Bellini Rick Cozzuol Italian Senior Citizens Over 50 Club Armando Esposito Secondo Andreola Berta Fontana La Ciociara Società Culturale & Sportiva Giovanni Ambrosetti Bianca Verrelli

La Società Civitanovese Nunzio d’Andrea Nunzio d’Andrea Liliana Hoogland La Società Molisana Antonio Amoruso Carmelina Cusano Antonio Amoruso

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Mammola San Nicodemo Gina Guercio Joe Bruzzese Frank Barillaro Selva Del Montello Claudio Corrà Stefano Gardin Silvano Gastaldo Sicilian Folkloristic Club of BC Stella de Giorgio Stella de Giorgio Concetta Baruca Stella Cometa Vancouver Society (vacant) Lina Silvestre Francesco Cimino Trentino Alto Adige Cultural Society Marco Holzer Marco Holzer Paul Antonioni Trevisani Nel Mondo Settimo Perizzolo Fiorella Pizzolato Dino Bertelli Unione Culturale Pugliesi nel Mondo BC Carmelina Cupo Giuseppe Vero Mary Riglietti Vancouver Italian Folk Chorus Joseph Pighin Elena Pettenon Artura Cusinato Vicentini Cultural Society of BC Maria Pagnan Maria Pagnan Rosa Mattiello

2017 Donor Representatives to the Assembly of Delegates

Donor Delegates Elected in 2016 Donor Delegates Elected in 2017 (term expires in February 2018) (term expires in February 2019)

Rudi Bonora Sandra Gagné Lino Bussoli Giuseppe Peretti Natalino Canderle Marinella Michielin Steven Comin Settimo Perizzolo Andreino Citton Carlo Piccolo Michele Coviello Maria Piccoli Luca Citton Bortolo Rinaldo Carmelina Cupo Egidio Scotton Michael Cuccione Randy Rinaldo Carla Finamore Dan Tucci Rinaldo Finamore Ernesto Salvi Joe Finamore Luigi Unti Anna Foschi Pamela Vio Ed Fontana Rino Vultaggio Deanne Lythgo Antonietta Zanatta Carmela Moretti

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Annual Report 2017.indd 44 09/03/2018 10:58:10 AM GOVERNANCE & COMMITTEES

2017 Il Centro Board of Directors Luca Citton*, President Lino Bussoli Randy Rinaldo*, Vice-President Steven Comin Deanna Lythgo, Secretary Michael Cuccione* Mary McMullen*, Treasurer Carmelina Cupo Joe Finamore, Exec. Member Mike Lombardi Carla Finamore*, Chairperson of the Assembly of Delegates (ex officio member of the Board).

*Board members whose term expires in March 2018.

2017 Casa Serena Board of Directors

Anna Terrana, President Berta Fontana Stella De Giorgio, Vice-President Armando Petronio Carlo Piccolo, Treasurer Marisa Tuzi Carla Finamore, Secretary Osvaldo Zappa Rosa Citton Lucio Zucchetto Artura Cusinato

2017 Villa Carital Board of Directors

Celso Boscariol, President Rebecca Grinti Penny Nardelli, Treasurer David Marchioro Rosa Citton Marinella Michelin Stella De Giorgio Ashlyn Parolin Joe Finamore Krista Thompson Melanie Fung Pamela Vio

2017 Il Centro Committees

Board Executive Committee Finance Committee Personnel Sub-Committee Facilities Sub-Committee Cultural Committee Food Services Committee Museum & Archive Sub-Committee Social Services Committee Festivities/Heritage Events Sub-Committee Sports & Fitness Committee Fundraising, Marketing & Communications Committee Governance Committee Education Committee Gala Fundraiser Working Group Library Sub-Committee

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Annual Report 2017.indd 45 09/03/2018 10:58:10 AM Notes

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Annual Report 2017.indd 46 09/03/2018 10:58:11 AM Notes

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ITALIAN CULTURAL CENTRE SOCIETY ANNUAL REPORT | RESOCONTO ANNUALE 2017