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PRESIDENTS ANNUAL REPORT: Suzanne Longpre It certainly has been a busy and exciting year. The board continued with its regular business but took on a couple of additional projects. The first was Juke Box Mania. Jack had heard about this fundraiser and presented it to the Board for consideration. If we decided to go forward, it was critical that we not lose money so the first step was to get some sponsor dollars. Very quickly we had raised significant sponsorship support and we proceeded with the event. It was a success and raised just under $14,000. We have done a debrief and know where to make improvements – there is even talk of doing it again next year but that decision will not be made until the fall. Then there is tonight – Together 09. Working with four other organizations to combine our Annual General Meetings. It has been a great learning experience. The focus is on collaboration and demonstrating to the community how much we have in common and how well we work together. It is also a great opportunity for all of us to meet other board members, staff and the public and tell “our story”. We made some progress on diversity when we welcomed Paul Clarkston as new Board member. Paul brings a depth of experience working in the community and with a variety of groups. We still have board positions to fill so will continue to work towards more diversity. On behalf of the Board I want to thank the staff for their continued commitment to the Agency. A special thank you for your support of Juke Box Mania. I also want to thank the members of the Board for their dedication and hard work. Family Counselling & Support Services for Guelph-Wellington is a strong and vibrant agency. We all need to work together to make sure we continue to provide the service and support that is so important to the people of Guelph and Wellington County. Jack Watkins EXECUTIVE DIRECTOR’S ANNUAL REPORT 2009 NEW DEVELOPMENTS The creation of a remarkable curriculum, by a community group that we have sponsored, for the sexual education of persons with a developmental disability. The continued funding of the community’s central intake and referral service (AIR) will permit us to provide this invaluable resource to persons with a developmental disability until such time that the Ministry of Community and Social Services develops a regional process for this service, March 31, 2010 The creation of a Council of Opportunities for Children, a multi-agency collaborative children’s services planning process, promises that services to children will be better coordinated and delivered. A similar Ministry (MCSS) initiative is also being developed. The development of Together 09, a shared and collaborative Annual General Meeting including Trellis, the Volunteer Centre, Family and Children’s Services, Guelph Community Health Centre and ourselves. The hiring of a facilitator whose task (in eighteen months) is to explore the need and service delivery feasibility for counselling children who are sexually abused or sexual abusers. This is the Help Now project. Enhanced EAP marketing through a workshop on Creating Connections in the workplace. Exploration of the development of an SROI (Social Return on Investment) process. This process is a systematic way to clearly demonstrate the economic advantages of the various services offered. Establishment of a Funding and Business Development working group to enhance the Agency’s funding base and marketing approaches. The development of a successful fund raising and public awareness event: Juke Box Mania. The renewed involvement with Westwood Public School in providing another Families and Schools Together program and the completion of the first program at Priory Park Public School. The development of new marketing banners. CHALLENGES The possibility that the Canadian Bankers Association will reduce support of Credit Counselling Agencies. The decrease by 5% of financial support from the United Way and the current economic situation. There has been a significant increase in personal bankruptcy and therefore pressure on our service capacity. The struggle to maintain competitive staff salary levels. Encroachment of American-based non-profits into our Accreditation process and development of a made-in- Canada model. Funders supporting only short-term projects rather than on-going programs.
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