2013 Annual Report - Toronto Distress Centre

DISTRESS CENTRES
ANNUAL REPORT
2013
Distress Centres Annual Report 2013
1
2
Distress Centres Annual Report 2013
Table of Contents
4
5
6
8
10
11
12
14
16
Board President Report
Executive Director Report
46 years at a glance
Summary of programs
Moving Forward. Building on our Strategic Directions
Volunteers
Funding and fundraising events
Summary Statement of Operations
Distress Centres Supporters
Distress Centres Annual Report 2013
3
Board President Report
Since I joined the Board of Distress Centres over three years ago, I
have been continuously amazed by the quality of the services that our
incredibly dedicated team of staff and volunteers are delivering. As our
reach and our programs continue to evolve, our impact on the life of so
many individuals and ultimately on our communities throughout the GTA
has never been so great. In the reality of the not-for-profit environment,
where resources seem increasingly limited, this is no small feat.
Over the years, Distress Centres has built a model and an organization
that deliver immense value on an impressively efficient basis. There
are many parts that make up this model but I would like to emphasize
three of them. The expertise of our professional team, whose unique knowledge of all
facets of suicide prevention, crisis management and postvention is widely recognized
in the community. Our intense focus and adherence to our mission, highlighted by our
judicious search for additional high-impact services that are complementary and selfsupporting. And, as our privileged means of delivering quality services, our impressive
team of dedicated and well-trained volunteers. The organization has developed unique
competencies in leveraging the volunteer model - from the recruitment of highly-qualified
people, to the rigorous training and continuous guidance provided by our professional
staff. I am convinced that the experience our volunteers gain at Distress Centres will be
an asset to them throughout their life and will benefit our community as many will pursue
professional careers in social work, mental health and related areas.
With such a strong organization in place, your Board of Directors has devoted its attention
to the areas where it can bring additional value. These include
- supporting the management team in developing a strategic vision of how we can best
adapt our services to the evolving needs of our users and our communities,
- supporting the leadership role of the organization in the distress centres movement both
in Ontario and at the national level,
- securing additional and recurring sources of financing to allow Distress Centres to plan
for the long term,
- and continuing the strengthening of our governance to meet ever-increasing standards
and expectations
In closing, I would like to thank the people that are making all of this possible, starting with
our Executive Director, Karen Letofsky, whose outstanding presence and leadership have
been for so many years at the heart of the success of Distress Centres. Our management
and professional team, whose dedication continues to be an inspiration to all. Our
volunteers and their selfless commitment to helping our users in times of need, at all hours
of the day and night, every single day throughout the year. And also our donors, for their
confidence and financial support.
I would also like to express my appreciation to my fellow Board Members, a group of
talented and generous individuals whom I feel most privileged to be associated with. At the
beginning of 2013, our former Chair, Annie Gaudreault, stepped down from the Board after
several years of service and dedication. I want to thank Annie for her leadership, friendship
and many other qualities that are greatly missed. I also want to underline the contribution
of Esme Hurst, who also completed her assignment on the Board during the year.
As I look to 2014 and beyond, I remain both conscious of the challenges ahead and
confident about the future success of Distress Centres.
Alain Thibault
President of the Board
4
Distress Centres Annual Report 2013
Executive Director Report
As a dynamically engaged and impactful community-based agency, 2013 was a year of
both consolidation and future-oriented capacity building for Distress Centres. It is this
balance of operating from a strong foundation of continual renewal within a best practice
framework while pioneering new programs to address gaps in service and emerging trends
that has defined our organization from its very beginning. This past year was no different,
merely better.
Our new website and the launch of our community-based e-Resource Centre is just
one example of this balance, in which we both strengthened our daily operations with
an enhanced and more interactive on-line presence and leveraged that to launch an
innovative information/referral source for suicide prevention, intervention and postvention.
We combined these two initiatives with a complete overhaul of our computer network and the updating of our
software applications, the result of the telecommunications audit that was completed at the start of 2013. All of
these upgrading activities, including the full implementation of the iCarol call data and volunteer management
application, position us very well for the integrated Crisis Chat/Text that will be rolled out in 2014 thanks to a
substantial Ontario Trillium Foundation Grant.
We are pleased to report, as well, that all of our current programs either met or exceeded service targets in
2013. The Caller Reassurance Program for Seniors, a collaborative endeavour with helplines in Vancouver and
Montreal, in fact, surpassed its activity goals by 41%. Midway into our current strategic plan, Distress Centres
is performing well in all of the designated pillar areas. Despite a challenging fundraising environment, we have
managed to avoid a deficit and have begun transitioning our resource development plan to one which has
integrated more productive enterprise initiatives (our fee-for-service dedicated lines), as well as introduced a
variety of sustainable outreach activities.
Creating a narrative of documented community impact and positive outcomes for service users has always
been a challenge for the helpline sector. Distress Centres continues to provide national and provincial
leadership in the areas of data collection, analysis and reporting. Working with a third party contractor and
Charity Intelligence Canada, we have participated in the development of an SROI (Social Return on Investment)
that can be used by all helplines. As well, we are working with our member agencies in the Distress Centres
Ontario network to adapt current reporting tools so that they include appropriate data which can capture
the complexity of issues addressed, the types of support offered, and the outcomes of the interactions. The
adoption of these standardized forms will allow us to collect aggregated data for all of Ontario—an important
social planning tool to support the emotional well-being of the entire provincial population.
Technology, concern about possible duplication of services, and reduced financial/volunteer resources
are all factors currently leading to the desire for the development of integrated support services. For the
program participant this will mean improved access; for the service providers, this will result in significant
economic efficiencies. Collaborative partnerships, however, require shared knowledge, core values, and
relationship-building skills. The long history of our dedicated lines is a testament to Distress Centres’ ability
to work with other organizations. We were, therefore, pleased, after an external/internal review, to have our
Crisis Link contract with the Toronto Transit Commission renewed for another five years. In 2013, as well,
we invested considerable effort into the community development activities of Distress Centres Ontario and
the National Distress Line Network. These commitments created a communication channel with the Mental
Health Commission of Canada, a huge promoter of the efficacy of helplines in crisis management and suicide
prevention. Our expertise in these areas was also recognized by the City of Toronto, who invited us to sit on
the Suicide Advisory Council and the Newcomer Mental Health Conference Planning Committee. Through
our outreach initiatives, we continue to expand our community engagement with a broader network of
organizations. New formalized and informal partnerships are definitely on the horizon.
Although there is a growing body of evidence-based research demonstrating the value of volunteers in mental
health support and suicide prevention, Distress Centres has long recognized on its own the true value of the
contributions made by this corps of committed and compassionate individuals. In 2013, we experienced
three extended periods of technology, weather and power-related glitches to our communication systems.
Throughout these times, though, there was never a missed shift! The combination of a dedicated staff and
a heroic group of volunteers enabled us to continue to serve those most in need, supporting the creation of
a resilient community, one interaction at a time. They did, however, not work in a vacuum. Special gratitude
must also be extended to our board, which provide ongoing direction and oversight, ensuring the relevance
and integrity of our contract with the community. And, the funders who provide the resources to do so. All
remain committed to our mission and driven by the passion of our vision.
Respectfully submitted,
Karen Letofsky, C.M.
Executive Director
Distress
Distress Centres
CentresAnnual
Annual Report
Report 2013
2013
5
46 Years at a Glance
1960's
1971
1970's
Distress Centres 2 opened to
handle increased volume of calls.
Helped establish the Ontario
Association of Distress Centres
2000's
Helped establish the
Metro Area Distress
Centres Association
1982
1980's
1990's
1972
Helped establish the
Toronto Council on
Suicide Prevention
1984
Helped establish the
Canadian Association for
Suicide Prevention
1991
Helped establish the Drug
Helpline Project (Ontario-wide)
2000
Merger of Distress
Centres (Central,
North York and
Scarborough) under
one number
408-HELP (4357)
Integration of DC
Telecare Etobicoke
2001
In partnership with the Professional Association
of Residents of Ontario developed 24 hour
helpline for members of the medical profession
and their families
Participation in the
Bloor Viaduct
Steering Committee
2010's
6
2011
2012
In partnership with the TTC and
Bell Canada developed Crisis
Link, a dedicated direct line to
Distress Centres located on
each subway platform
Funding for
community-based suicide
e-resource centre
Distress Centres Annual Report 2013
Caller Reassurance
Program for Seniors
reformatted and targeted
2013
Participation in 1-800 Suicide hotline
number steering committee
Participation in national Canadian
Distress Line Network
Launch of Suicide e-Resource Centre
1966
Ad hoc committee formed to explore possibilities of telephone
service on a non-religious, community-supported basis
1967
Chose the name “Distress Centre” which has
become the standard term for this type of service
Distress Centres granted Letters Patent. First call received on
what would become 408-HELP Line
1977
1979
Helped establish the Canadian
Council of Crisis Centres
Survivor Support Program
launched
1985
Helped establish
the Assaulted
Women’s Helpline
1999
Prioritized universal access by adding a
151-language interpreter service and installation
of TDY equipment for the hearing impaired
2005
2006
2008
Survivor Support
Program
expanded to
include homicide
support
Contracted by the City of
Toronto and Emergency
Medical Services to create
warm transfer line for high-risk
callers
Partnership with Toronto Public Health and their
Psycho-Social Emergency Response and Recovery Services
Launch of Caller Reassurance Program, a call-out program
for intensive service users who are socially isolated and/or
experiencing chronic mental health problems
Distress
Centres Annual Report 2013
7
Summary of Programs
Drawing on more than 45 years of expertise in working with the community has enabled Distress Centres to remain
the recognized leader in the fields of suicide prevention, crisis management and postvention. Demand for our services
continued to grow throughout 2013, with new partnerships created in order to better serve those in need throughout
the Greater Toronto Area. Just one example of our commitment to collaboration was the five-year renewal of our Crisis
Link program with the Toronto Transit Commission.
Distress Line: (416) 408-HELP
For 24 hours a day, 7 days a week, screened, trained and
supervised volunteer telephone responders provide lifesustaining support to those who are vulnerable and at-risk.
Working within a continuum of care framework, the agency
works collaboratively with medical and mental health
professionals to ensure that those at risk are made aware
of and have access to our helpline. Distress Line volunteers
respond to the immediate and changing needs of callers,
taking into account their diverse cultures, perspectives and
problem solving abilities, in order to have a positive impact
on their emotional resiliency.
Caller Reassurance Program
for Seniors
Our newly expanded program fills a much-needed
gap in services for vulnerable aged citizens. This
call-out program provides customized and evolving
support through regularly scheduled calls placed
to seniors in their homes. Our services in this
area continue to expand in response to growing
demand in the community. Through this program,
we are helping to improve our callers overall sense
of emotional well-being and capacity to cope.
Participants constantly express a positive shift in
their feelings of being socially and emotionally
isolated. They report that having a confidant enables
them to freely and openly share their pain, fears
and needs with a non-judgmental listener. They are
able to talk through their most challenging issues
and manage to solve their immediate crisis with the
support of the volunteers.
8
Distress Centres Annual Report 2013
Survivor Support Program
A pioneering initiative in Canada, the
program offers face-to-face support for
individuals bereaved by a trauma-based grief
event, specifically suicide and/or homicide.
It was developed in response to the high
risk aftermath needs and an identified gap
in service in the community. Individuals
impacted by sudden violent death,
particularly suicide/homicide, are themselves
at high risk of premature death, complicated
grief and family breakdown. The program
provides trauma response and specialized
grief support as preventative interventions.
Community Outreach &
Education Program
There is widespread demand from social
service providers and community groups
for both basic and specialized information/
training concerning effective communication
as a tool for emotional support, as well
as skills training in the areas of crisis
intervention, suicide prevention and
postvention. Working with local partners
and communities, agency staff and senior
volunteers respond to numerous requests
to provide speakers, training workshops,
consultation and customized information
packages as resources.
Community Crisis Response Program
This program is designed to provide community-wide
or neighborhood crisis response in the aftermath of
a critical incident or disaster. Using a multi-service
approach, the main objective of the program is
to support personal competencies and emotional
safety in individuals impacted by traumatic loss,
particularly in high-risk for crisis communities. Activities
include training and supporting local partners in
the development of policies/protocols around crisis
response and traumatic death postvention.
Community-Based Suicide
e-Resource Centre
Launched in 2013, the free Community e-Resource Centre
brings together on-line suicide information access with linkages
to local support resources. The initiative provides an interactive
education for both service users and providers. It houses an
online library and through moderated discussions and webinars
addresses the issues of suicide awareness, support and
resources. This new initiative has enabled Distress Centres to
more fully engage with our stakeholders in the building of both
individual and community capacity, with the support of the
volunteers.
PARO Helpline
The agency was invited by the Professional Association
of Residents of Ontario to initiate this confidential
and dedicated helpline for medical students/medical
residents and their families. Recognized for its
history of providing anonymous response to those
experiencing intense distress and its role as point of
first access for those at risk of suicide, Distress Centres
has been staffing this provincial 24/7 helpline for more
than a decade, providing psychological first aid and
referral information.
EMS Warm Transfer Line
Distress Centres, in partnership with Toronto’s
Emergency Medical Services (TEMS), provides
a dedicated line for suicidal patients who
have requested an ambulance. Once the
TEMS dispatcher has obtained the necessary
information, the caller is warm-transferred to
our agency. Our trained volunteers provide
emotional support until TEMS arrives on the
scene. Not only is the dispatcher freed to return
to their work, but the caller is appropriately
supported and introduced to our services as an
additional future resource.
Crisis Link
In 2011, Distress Centres partnered with the Toronto Transit
Commission and Bell to launch Crisis Link, a pioneering suicide
prevention program in our subway system. As the only one
of its kind worldwide when launched, this dedicated directaccess suicide hotline is available from every subway platform,
connecting at-risk individuals to a trained Distress Centres
volunteer. Crisis Link is a response to the knowledge that when
a life-threatening situation occurs in such a public space, it has
a significant emotional cost for the community as a whole. This
partnership was renewed for a further five years in 2013.
Distress Centres Annual Report 2013
9
Moving Forward. Building
on our Strategic Directions
1.
sition as
o
p
r
u
o
g
n
i
Conso li dat
in the
r
e
d
a
e
l
d
e
z
the recogni
on, crisis
i
t
n
e
v
e
r
p
e
id
area of suic
os tvention.
p
d
n
a
t
n
e
managem
3.
Broadening our reach through
technology and emerging
communication channels.
4 .
leadership
Assuming a
iver y of
l
e
d
e
h
t
in
ro le
d is tress
co ord inate d
ices.
centres ser v
g o ur
Strengthenin
t to
co m mitmen
as the
vo lunteerism
ho ice.
mo del of c
Securin
g o ur lo
ng-ter m
financi
al reso u
rces.
6.
Anchoring our services
in our commitment to
community and our
embrace of diversity.
10
Distress Centres Annual Report 2013
2.
5.
Recognizing Our Volunteers
Evidence-based research indicates that in a suicidal crisis, at worst, helpline volunteers can be as effective
as professionals and, at best, better. Our volunteers must pass an intensive screening process prior to being
trained. This process includes both a telephone assessment and a face-to-face interview. Once cleared
through this initial step, trainees go on to complete 42 hours of training prior to graduating into the phone
room. Training includes a supervisory ‘listening in’ period where candidates spend time with an experienced
volunteer in a mentoring role.
As part of our strategic plan to strengthen our commitment to our volunteers, Distress Centres conducted
a 360 degree review of its training program in 2013. This evaluation of the training helped to ensure that
volunteers are receiving the most relevant information to assist them with their roles as crisis responders.
As part of our policy of continuing education for our active volunteers, an annual Volunteer Conference
was held in September. More than 150 volunteers attended for a day filled with workshops and seminars
presented by experts in the fields of crisis management and suicide prevention. Using a talent management
framework, volunteers are later able to build on their skills and expertise through eligibility to provide
service in one of the partnership programs. Distress Centres continues to contribute to the human resource
capacity in our community by empowering our volunteers through skills provision and experience, which
they take with them through their own life journey.
Volunteer Profile
Jessie has been a volunteer with Distress Centres for
more than 18 months. In many respects, she embodies the
values of empathic and thoughtful listening that are so
essential to our work. As callers share their experiences
with her, Jessie carefully attends to the words they
use, and tries to understand the feelings and meanings
underlying them. She demonstrates an exceptional
capacity to hone in on key concerns or feelings impacting
callers in their moments of distress, and responding to
them with sensitivity and compassion.
Jessie joins a growing number of our dedicated volunteers
who increase their support to the agency by volunteering
their time on multiple helplines. Jessie also acts as a
mentor for new volunteers by working with them on their
initial “listening in” training shifts, orienting them to the
phone room, discussing their questions or concerns, and
reflecting collaboratively on each call. Jessie plays an
important part in the lives of those who access the service
and have the good fortune to have Jessie take their call.
919 applications received in 2013
275 invited to join training.
198 completed training
21.55% good fit
Distress Centres by
the Numbers
• Total number of calls
answered increased by
5,000 in 2013
• 46% of our callers required
emotional support
• 40% of our callers expressed
a reduction in their
emotional intensity
• Calls in our Caller
Reassurance Program (CRP)
increased by 41%
• Participants enrolled in CRP
increased by 31%
• 83% of our CRP participants
reported feeling less isolated
as a result of the program
• Homicide support increased
by 50%
• 77% calls answered within
Ministry of Health guidelines
• 58 education events
participated in 2013
Distress Centres Annual Report 2013
11
Fund ing in 2013
Distress Centres continued to expand and build on its current partnerships in 2013.
Our expertise and leadership in the field of suicide awareness and prevention
was recognized by the Toronto Transit Commission, PARO and TEMS all of which
continued and/or renewed their partnerships with our agency. We also secured
continued support from a Corporate Angel for our Caller Reassurance Program.
Through this program we partnered with crisis centres in Vancouver and Montreal
to share our learnings and help support the development of similar programs in
these provinces.
Our donors provide the financial lifelines that keep our emotional lifeline available
for all of our program participants. Their support is essential to the development
and delivery of a range of services that build both personal and community
resiliency during challenging times of emotional dislocation and trauma. Thanks to
the ongoing commitment of United Way Toronto and the City of Toronto, we have
been able to continue our core programming to further support our community.
Our supporters are our true service partners.
What our Callers are Saying
Caller Concerns
2013
Interpersonal 77%
Mental Health68%
Physical Health30%
Occupational/financial
28%
Abuse/violence22%
General 8%
Substance Abuse and Addictions 9%
Suicide
13%
Sexuality11%
12
Distress Centres Annual Report 2013
Fun
draising Events
B.A.D Ride 16
The 16th annual B.A.D Ride continued to
build on its previous successes of meeting fundraising
targets. Approximately 1,000 motorcycles and 1,500
participants gathered on May 26th 2013 in support of
Distress Centres. These Bikers Against Despair revved
their engines along the scenic 165km route and at the
after-ride party at the Markham Fairgrounds. Thanks
to the generosity of our sponsors, 100% of the funds
generated by participants will be used to directly fund
the programs of Distress Centres in 2014.
Andrew Ferrone Memorial
Golf Tournament
Continuing their support of Distress Centres, the
Ferrone family generously donated the funds from their
2013 annual memorial golf tournament to our agency.
As past participants of a Distress Centres program,
they know all too well the importance of providing an
emotional lifeline to those left behind in the aftermath of
a suicide. We are grateful to the Ferrone family for their
commitment to our agency through this tribute event.
Concert by Twilight
On May 29th 2013, more than 200 guests
gathered at the beautiful home of Pamela and Paul
Austin, the hosts for the 19th annual Concert by Twilight.
As Distress Centres longest running signature event, the
evening of friendship and connection provided muchneeded funds to continue the agency’s capacity building
initiatives.
The Lewis-Oberman Family
Winter Party
Eve Lewis, a long time supporter of Distress Centres, and
her children, transformed their family’s annual winter party
into a fundraising event for our agency. Eve and her family
made sure that critically-needed funds were directed to the
programs of Distress Centres. We are truly appreciative of
this leadership and their support of the work we do.
United Way Toronto
City of Toronto
Corporate, Foundation & Church donations
Individual donations
Fundraising Events
TTC Crisis Link
PARO Helpline
TEMS
Capital Contributions
Miscellaneous
Distress
Distress Centres
CentresAnnual
Annual Report
Report 2013
2013
13
Report of the Independent Auditor on
the Summary Statement of Operations
DISTRESS CENTRES
Report of the Independent Auditor on the Summary Statement of Operations
TO THE MEMBERS OF DISTRESS CENTRES
The accompanying summary statement of operations for the year ended
December 31, 2013 is derived from the audited financial statements of Distress
Centres for the year ended December 31, 2013. We expressed a qualified audit
opinion on those financial statements in our report dated March 25, 2014 (see
below).
The summary statement of operations do not contain all the disclosures required
by Canadian accounting standards for not-for-profit organizations. Reading the
summary financial statements therefore, is not a substitute for reading the audited
financial statements of the Centres.
Management’s Responsibility for the Summary Financial Statements
Management is responsible for the preparation of a summary of the audited
financial statements in accordance with Canadian accounting standards for notfor-profit organizations.
Auditor’s Responsibility
Our responsibility is to express an opinion on the summary statement of operations
based on our procedures, which were conducted in accordance with Canadian
Auditing Standard (CAS) 810, “Engagements to Report on Summary Financial
Statements”. However, the summary financial statements may be misstated to the
equivalent extent as the audited financial statements of the Centres for the year
ended December 31, 2013.
Opinion
In our opinion, the summary statement of operations derived from the audited
financial statements of Distress Centres for the year ended December 31, 2013
is a fair summary of those financial statements, in accordance with Canadian
accounting standards for not-for-profit organizations.
In our report dated March 25, 2014 on the audited financial statements, we
expressed a qualified opinion. Our qualified audit opinion is based on the fact that
in common with many similar organizations, the Centres derives revenues from
fund-raising events and donations, the completeness of which is not susceptible to
satisfactory audit verification. Accordingly, our verification of these revenues was
limited to the amounts recorded in the records of the Centres and we are not able
to determine whether any adjustments might be necessary to revenues, excess
of revenues over expenses, assets and net assets. Our qualified opinion states
that except for the possible effects of described matter, if any, those financial
statements present fairly, in all material respects, the financial position of the
Centres as at December 31, 2013, and its financial performance and its cash flows
for the year then ended in accordance with Canadian accounting standards for
not-for-profit organizations.
Toronto, OntarioCHARTERED ACCOUNTANTS
March 25, 2014
Licensed Public Accounts
14
Distress Centres Annual Report 2013
Summary Statement of Operations
YEAR ENDED DECEMBER 31, 2012
Revenues
2013
2012
292,917
285,981
United Way of Greater Toronto
Grants - City of Toronto
106,935
102,810
TTC Crisis Link
107,250
107,250
Corporations, foundations and church groups
161,051
109,082
Donations - individuals
73,881
139,977
Fund-raising events (net of expenses)
265,676
311,922
Emergency Medical Services
22,338
22,338
Professional Association of Interns and Residents of Ontario (PAIRO) grant
61,500
64,000
Amortization of deferred capital grants
8,940
7,588
Interest and miscellaneous
$
9,571
6,803
1,110,059
1,157,751
639,562
Expenses
Salaries and employee benefits
685,753
Building occupancy
112,640
109,334
Office - telephone, supplies, postage, etc.
162,064
160,663
Volunteer recruitment, training and resources
70,030
64,040
Accounting and audit
Depreciation
Other
8,237
7,556
10,215
9,672
33,486
31,525
1,082,425
1,022,352
27,634
135,399
Deficiency of revenues over expenses for the year
$
Distress Centres Annual Report 2013
15
Our Supporters
16
CORPORATIONS
FOUNDATIONS
1617136 Ontario Ltd.
Accel Construction Management Inc.
Angus Inc.
Ann Johnston Design Consultants
Artik
AutoShare
Barrie Honda
Beard Winter LLP
The Belvedere Cookhouse & Saloon
Bentall Retail Services
Brama Inc.
Brio Branding & Design
Canadian Biker
CN Tower
Contour Machine Ltd.
Cooksville Dodge Chrysler
Danier Leather Inc.
Dave and Buster’s
Davies Harley-Davidson
Deeley Harley-Davidson Canada
E.J. Wilson Racing Inc.
Eastham Contracting
Economical Mutual Insurance Company
Empire Thermal Systems Inc.
Enbridge
Faema Cafe
Fairmont Properties Ltd.
Fleck Films Inc.
Fortress Financial Management Inc.
Gateway Mechanical Services Inc.
Hero Certified Burgers
Honda Canada Inc.
Humphrey Funeral Home
Hydro One Inc.
International Brotherhood of Electrical Workers L.U. 353
Interward Asset Management
J.J. Stewart Motors Limited
Jacox Harley-Davidson
JTI-Macdonald Corp.
K & S Value Centre Stores Inc.
Kilgour’s Bar Meets Grill
LEGUS Law
Lettieri
M.J. Daley Manufacturing Company Limited
Mackie Harley-Davidson
Markam Fair
Morningstar Air Express Inc.
MotoLimo
Motorcycle Mojo Magazine
Neal Brothers Inc.
North American International Supershow
Ontario Power Generation
OPSEU Local 525
Orbixa Management Services
Palmer Audio
Pape Finch Dental
Penalta Group Ltd.
Petite Thuet
Q107 Classic Rock
Ready Import Honda Ltd.
Riders Plus Insurance
Royal LePage Real Estate Services Ltd.
Salesforce.com Foundation
Saturnino Production Services Inc.
Silverberg, Perel & Sheldon LLP
Soudan Investments Ltd.
Stitchy Lizard Embroidery & Promotional Items
Suzuki
Terraplan Landscape Architects
Terroni
The Bank Of Nova Scotia
Toronto Dominion Bank
Toronto Motorcycle Show
Trisura Guarantee Insurance Company
Vita Sociale
Vyco Limited
White Store Equipment Ltd.
Wing Jong Dental Facility
Woodcliffe Corporation
Yamaha Motor Canada Ltd.
Yolo Management Inc.
Audrey S. Hellyer Charitable Foundation
D & G Estey Foundation
Dynamic Charitable Giving Fund
E.W. Bickle Foundation
Echo Foundation
Foundation Alex U. Soyka
Golvin Charitable Foundation
J.P. Bickell Foundation
Jackman Foundation
My Tribute Gift Foundation
Pace Family Foundation
RBC Foundation
The Craig Stewart Esplen Family Foundation
The Harry E. Foster Charitable Foundation
The Henry White Kinnear Foundation
The Marjorie and Joseph Wright Memorial Foundation
The McLean Foundation
The Morris Justein Family Charitable Foundation
The Murphy Foundation Incorporated
The Nixon Charitable Foundation
The Paloma Foundation
The Sharp Foundation
Tippet Foundation
Toronto Community Foundation
Distress Centres Annual Report 2013
CHURCHES
Asbury and West United Church
Bedford Park United Church Women
Bridge Street United Church Foundation
Humber Valley United Church Women
Rosedale United Church
B.A.D. RIDE TEAM
Monty Ackerman
Bernie Atlas
Herb Belman
Simon Fogel
Jeff Greenberg
Keely Jacox
Karen Letofsky
Stan Letofsky
Paul Marsala
Gloria Morris
Steve Nusbaum
Lori Nusbaum
Michael O’Neill
Murray Parr
Sam Rattner
Sid Rochwerg
Kevin Rosenthall
CONCERT BY TWILIGHT
COMMITTEE
Barbara French
Ann Hanna
Jane Hill
Margaret Isberg
Eve Lewis
Tillie Lewis
Susan McCutcheon
Cheryl McEwen
Susan Scace
Virginia Shannon
Diana Tweedy
Pat Ward
Shelagh Wilson
AMBASSADORS
Cindy Blakely
The Reverend Graham Cotter
The Honourable Consiglio Di Nino
The Right Reverend Terence Finlay
Guy P. French
Jane Hill
Gordon C. Gray
Dr. Hung-Tat Lo
Arthur A. Scace
Richard M. Thomson
George A. Wilson
The Reverend Gordon Winch
DISTRESS CENTRES STAFF
Karen Letofsky, Executive Director
Carrie-Ann Goodfellow, Resource Development Manager
Beth Rosell, Administration Manager
Stephanie Banks, Event and Resource Development Coordinator
Hilla Gutman, Centre Manager Distress Centres Central, EMS and PARO Coordinator
Kurtiss Trowbridge, Volunteer Coordinator Distress Centres Central
Kim Watson, Centre Manager Distress Centres Scarborough, Caller Reassurance Program Coordinator
Marietta Bastianpillai, Volunteer Coordinator Distress Centres Scarborough
Melissa Bosman, Centre Manager Distress Centres North York, Crisis Link Coordinator
Lori O’Neill, Volunteer Coordinator Distress Centres North York
Alex Shendelman, Program Manager Survivor Support Program
DISTRESS CENTRES BOARD OF DIRECTORS 2013
Alain Thibault, President
Lisa Swartzman, Treasurer
Melissa LaFlair
Thomas Wewoir
Helen Dixon
Alana Hunt
Helga Schnider
Thomas Appleyard
Pennie Santiago
Alison Murchie (retired from Board Fall 2013)
Governance
Committee
Resource Development
Committee
Community
Engagement Committee
Finance
Committee
Human Resources
Committee
Nominations
Committee
Melissa LaFlair, Chair
Alain Thibault
Tom Appleyard
Karen Letofsky
Beth Rosell
Lisa Swartzman, Chair
Tom Wewoir
Karen Letofsky
Beth Rosell
Helga Schnider, Chair
Pennie Santiago
Noorez Lalani
Karen Letofsky
Carrie-Ann Goodfellow
Alana Hunt, Chair
Pennie Santiago
Karen Letofsky
Tom Appleyard, Chair
Lindsay Hill
Helen Dixon
Karen Letofsky
Alain Thibault, Chair
Karen Letofsky
BOARD RECRUITMENT AND ORIENTATION OF THE BOARD
The Directors of the Board of Distress Centres are nominated through the Nominations Committee. The Nominations Committee will meet as required
and the functions of the Committee are to:
•
•
•
•
•
Determine criteria for the selection of Board Members.
Solicit nominations from within Distress Centres and from the community.
Evaluate and recommend nominees to the Board for approval and appointment.
Ascertain the willingness for reappointment of existing Board Members prior to the Annual General Meeting.
Ensure that all new Board members are adequately oriented to the organization.
An orientation manual is gifted to each new Director of the Board upon their appointment. New Board members also meet with the Executive Director
and the President of the Board to discuss their role on the Board and commitment to Distress Centres.
Distress
Centres Annual Report 2013
17
VISION
To ensure that every individual in need receives
life-sustaining emotional support.
MISSION
To create an emotional safety net for the
vulnerable and at risk in our community.
WE SAY
There’s a life on the line.
18
Distress Centres Annual Report 2013
Distress Centres Annual Report 2013
19
For more information, contact us
Distress Centres
10 Trinity Square
Toronto, Ontario M5G 1B1
Tel. (416) 598-0166
Fax. (416) 598-2316
[email protected]
www.torontodistresscentre.com
Charitable Registration: BN 10702 1016
RR0001
Design by Natasha Bailey