2011 Annual Report - Toronto Distress Centre

Distress Centres Annual Report
1967
24/7
2011
365
45
The year of
making a
difference
It happened during an agency-wide staff meeting at the end of 2010: while discussing the
renewed energy that had resulted from our adoption of a comprehensive organizational
engagement strategy, one of the participants enthusiastically suggested;
Let’s designate
2011 the Year of
Making a Difference
And, so we did.
120,000
calls per year:
Milestones
2,093,000 pop.
New City Hall
Toronto Sesquicentennial
Metro Toronto ‘67 Merger
Bloor–Danforth Line
Toronto Dominion Centre
Ontario Science Centre
Spadina Subway Line
The Textile Museum
CN Tower Eaton Centre
Ontario Place
Harbourfront
Gay Pride Picnic
Mikhail Baryshnikov Defects to the West
Caribana
The Beatles Play Maple Leaf Gardens
The Leafs win ‘67 Stanley Cup
Phil Givens
WM. Dennison
Metro Convention Centre
Toronto Film Festival
Argos win ‘83 Grey Cup
Fred Beavis John Sewell Art Eggleton
1980
1970
A
F
B C
AGO Post-Modernist Reno
Argos win ‘71 Grey Cup
David Crombie
1960
Scarborough LRT
G
H
J
I
D
E
Initiatives
Programs/services
Facilities
Partnerships
2
A 1966 – Ad hoc committee formed to explore possibilities of
telephone service on a non-religious, community-supported basis
B 1967 (January) – Chose the name “Distress Centre” which has
become the standard term for this type of service
C 1967 (May) – Distress Centres granted Letters Patent
D 1967 (November) – first call received on what would become
408 HELP Line
1971 (November) – Distress Centres 2 opened to handle increased
volume of calls
F 1971 – helped establish the Ontario Association of Distress Centres
G 1972 – helped establish the Metro Area Distress Centres Association
H 1977 – helped establish the Canadian Council of Crisis Centres
I 1979 – Survivor Support Program
J 1982 – helped establish the Toronto Council on Suicide Prevention
E
1984 – helped establish the Canadian Association for Suicide
Prevention
L 1985 – helped establish the Assaulted Women’s Helpline
M 1991 – helped establish the Drug Helpline Project (Ontario-wide)
N 1999 – prioritized universal access by adding a 151-language
interpreter service and installation of TDY equipment for the
hearing impaired.
K
K
L
number of people served
by 8 programs:
50,000 42
York, Scarborough, Etobicoke become cities
Toronto ‘98 Amalgamation
Bata Shoe Museum
Barbara Hall
6,054,19 GTA pop.
2,615,600 Metro Toronto pop.
Sheppard Subway line
TIFF Lightbox ROM Liebskind The Crystal Reno
AGO Frank Gehry Reno Four Seasons Ballet Opera House
Nuit Blanche Luminato
Young Centre for the Performing Arts
Don Valley Brick Works
Distillery Distict
Elgin and Winter Garden Theatres
Argos win ‘91 Grey Cup
Jays win ‘92 & ’93 World Series
Toronto Indy Car Race
Argos win ‘96 Grey Cup
Raptors ‘91 Inaugural Season
June Rowlands
Argos win ‘04 Grey Cup
Mel Lastman
Toronto FC ‘07 Inaugural season
David Miller
Rob Ford
2000
1990
M
2010
P
R
N
T
O
2000 (March) – merger of Distress Centres (downtown, 2 and
Scarborough) under one number 408-HELP (4357)
P 2000 – participation in the Bloor Viaduct Steering Committee
Q 2001 (September) – in partnership with the Professional
Association of Internes and Residents of Ontario developed 24 hour
helpline for members of the medical profession and their families
R 2005 – Survivor Support Program expanded to include Homicide
Support Program
2005 – Integration of Etobicoke Telecare and relocation of merged
operations to North York
T 2006 (January) – contracted by the City of Toronto and Emergency
Medical Services to create warm transfer line for high-risk calls
U 2008 – launch of Caller Reassurance Program, a call-out program
for intensive service users who are socially isolated and/or
experiencing chronic mental health problems.
S
U
S
Q
O
communities
served in Toronto
V
W
2008 (November)– partnership with Toronto Public Health and
their Psycho-Social Emergency Response and Recovery Services
W 2011 (June) – in partnership with the TTC and Bell Canada
developed Crisis Link, a dedicated direct line to Distress Centres
located on each subway platform.
V
Distress Centres 2011 Annual Report 3
3
6
%
Thinking
of suicide?
There
is help.
Let’s talk.
Calls about suicide: percentage
Ideation/low risk
Medium risk
High risk
Attempt
in progress
Significant other
Other
50
%
2
of all our calls
are about
suicide-related
concerns
reduction in
in suicide-related
incidents on TTC
On June 16th, 2011 Distress Centres, in partnership with Toronto Transit Commission and Bell, launched Crisis Link, a pioneering
suicide prevention program in our subway system. For the first time ever, and the only one of its kind worldwide, there is now a dedicated
direct-dial suicide hotline on every subway platform, connecting at risk individuals to a trained Distress Centres volunteer. This
innovative outreach is the result of the TTC’s long-standing commitment to suicide prevention, Bell’s investment in mental health and
the recognition of Distress Centres as a centre of expertise in crisis intervention. It acknowledges that when a life-threatening situation
occurs in such a public space, it has a significant emotional cost for the community as a whole. Distress Centres is honoured to have been
invited to be the sole service provider. Crisis Link has created a new point of access for those at risk, enabling us to further strengthen
the City’s emotional safety net.
Three simple sentences have also broken the code of silence that has historically surrounded the discussion of suicide within the
subway system. “Thinking of suicide? There is help. Let’s talk.” Direct service, de-stigmatizing the word “suicide” and the creation of a
community dialogue around this important health risk have made an impact. At the end of 2011, the number of incidents for the year in
Toronto was the lowest since 1966 and half of the number from the previous year. Distress Centres continues to help save lives.
MEETING CALLERS
Crisis link
WHERE THEY ARE AT
Distress Centres 2011 Annual Report 5
Distress Centres has been making a difference in the lives of Torontonians for 45 years, by providing innovative programs and
services. We think of it as infrastructure, that is important to the life of a healthy vibrant city. We are passionate about developing,
modeling and delivering truly innovative supportive programs that save lives.
Distress Line: (416) 408-HELP For 24 hours a day, 7 days a week,
screened, trained and supervised volunteer telephone responders
provide life-sustaining 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.
Survivor Support Program A pioneering initiative in Canada,
the program offers face-to-face counselling 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 bereaved by
sudden violent death, particularly suicide/homicide are themselves at
high risk of premature death, complicated grief and family breakdown.
The program provides trauma management and specialized grief
counselling as preventative interventions.
Community Outreach and Education Program There is
widespread demand from social service providers and community
groups for both basic and specialized information 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, agencies, professional staff and senior
volunteers respond to numerous requests from the community 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 neighbourhood-based 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 the development
of personal competence and emotional safety in individuals impacted by
traumatic loss, by focusing on capacity building initiatives in high-riskfor-crisis communities. Activities include training and supporting local
Distress Centres 2011 Annual Report 2
6
partners in the development of policies/protocols around crisis response
and traumatic death postvention.
PAIRO Helpline The agency was invited by the Professional
Association of Internes & 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 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.
Caller Reassurance Program In early 2008, Distress Centres
launched a new call-out program for intense service users who
are socially isolated and/or experiencing chronic mental health
problems. Modelled on similar North American programs, the
service is intended to provide meaningful, respectful and focussed
support for high needs callers. Since calls are made using a
dedicated line, our other lines have increased capacity to respond
to more immediate crisis calls.
Crisis Link In 2011, Distress Centres partnered with Toronto Transit
Commission and Bell to launch Crisis Link, a pioneering suicide
prevention program in our subway system. For the first time ever, and
the only one of its kind worldwide, there is now a dedicated direct-dial
suicide hotline on every subway platform, connecting at risk individuals
to a trained Distress Centres volunteer. It acknowledges that when a lifethreatening situation occurs in such a public space, it has a significant
emotional cost for the community as a whole.
60
%
CALLER CONCERNS
total percentage of concerns
for each category
Saving lives
one
conversation
at a time
of all our
callers
call after
hours
CALLER CONTENT
81
interpersonal
52
emotional support
68
mental health
30
social maintenance
27
physical health
22
distress
24
occupational/financial
10
crisis
17
abuse/violence
1
TTY/Bell relay
8
substance abuse & addictions
5
thank you call
7
sexuality
5
third person call
6
suicide
4
update from caller
6
general
1
admin/potential volunteer
1
interpreter service
1
interpreter service
5
other
5
other
HELPLINE RESPONSE
up to 2 responses per call
CALLER REACTION/OUTCOME
by perecentage of total calls
70
emotional support
42
reduced emotional intensity
22
distress management
15
reduced isolation or loneliness
10
crisis intervention
12
coping mechanisms in place
2
contacted supervisor/on call
9
changed insight /perspective
1
911 intervention initiated
5
decreased suicidal intent or risk of harm
19
exploration of options or action
1
dissatisfied
20
review of coping mechanisms
14
no change
3
provide information
5
not applicable
5
call not completed
7
other
Distress
Centres
is one of
Charity
intelligence
Canada’s
top charity
picks for 2011
42
hours to train
a volunteer
650
329
91%
$
545.10 to train each volunteer
volunteers
Average calls per volunteer shift – 8
Average monthly volunteer commitment – 18 hours
average
number of
calls per day
Average cost per call – $2.45
Average cost to run phones for 24 hours – $806.05
of budget
is directed
to saving lives
9% of Distress Centres budget for Administration
Our supporters are important to us. At Distress Centres we see and experience the difference that donor dollars make, every day,
in all areas of our work. Donors help to keep the lifelines open and make it possible for vulnerable and at-risk callers to reach a
trained crisis responder. Donors ensure that our crisis volunteers participate in an outstanding training program and represent
best practices in the delivery of crisis support services. Donors enable Distress Centres’ staff to work with local community
leaders in high priority neighbourhoods and support their efforts to build resilience and community capacity in the aftermath of
tragic and trauma-based events.
B.A.D Ride XIV: B.A.D Ride 14 was once again a resounding
success. What began in 1998 as a partnership between Distress
Centres and a group of motorcycling enthusiasts who supported
the cause, has grown to be one of the premier one-day riding events
in Ontario. With 14 years of experience and a rich legacy of significant
fundraising for the agency, B.A.D Ride continues to draw crowds,
attracting more than 1200 bikes annually. Thanks to the generosity
of our Ride sponsors, Distress Centres can deliver on its promise
that 100% of funds raised by riders go directly to support all
agency programs.
Concert By Twilight: For 17 years, Distress Centres has been
the fortunate recipient of the funds generated by the Concert By
Twilight (CBT) event. This much-needed financial support has enabled
the agency to grow its organizational capacity, create life-sustaining
programs and embark on ground-breaking initiatives. We are grateful
to Rosalie and Isadore Sharp who hosted the first CBT event. In 2011
they shared their beautiful new home with us again and provided
a stunning venue to celebrate this event milestone for our agency.
The dynamic combination of our gracious hosts and dedicated CBT
committee members, led by Tillie Lewis, made this year’s event, as
always, outstanding!
Andrew Ferrone Memorial Golf Tournament: In 2011, the
Ferrone Family, in recognition of the support that they had received
from Distress Centres, once again donated funds to Distress Centres
from their long standing, annual tribute golf tournament. The
Ferrone family has our deepest appreciation for their generous gift
to the cause. Their dedicated support ensures that distressed callers
can reach a trained crisis responder, who can provide them with
compassionate crisis and suicide prevention support services – day
or night, 365 days a year, 24 hours a day.
Melissa’s Bowling Ball On March 19th 2011, in memory of their
dear friend Melissa Krisman, a group of close-knit friends decided
to throw an event they named “Melissa’s Bowling Ball”. It was held
to celebrate Melissa’s life and her love for bowling, as well as to raise
funds and awareness for Distress Centres. We are deeply grateful to the
organizing committee for dedicating funds raised to our agency.
Dust Off Your Soul: Held in memory of Marc Fournier and Alex
Hurst, “Dust Off Your Soul” was once again a wonderful evening on
behalf of our agency. Hosted by Annie Gaudreault and Esme Hurst,
both Distress Centres board members, this third annual art auction was
organized to recognize the work of the agency through showcasing the
art of its many fine contributors. With more than 45 artists participating,
the evening included an exciting live auction, silent auction, cocktails
and hors d’oeuvres.
In Memoriam Marathon: Twenty year old Sarah Lever ran the Good
Life 5Km in memory of her dear friend, Alex Hurst. She had wanted to
do this for five years as she strongly felt that supporting the agency
was a way to honour Alex’s memory. We want to thank Sarah for her
generosity – her support will help us to build capacity in the Survivor
Support Program and the 408-HELP Line.
Get Grounded: On November 15th, 2011, a group of musicians held
a fundraising concert at The Drake Underground to celebrate the life
of Dan Siatkowski. Get Grounded is a labour of love for founder Mandi
Siatkowski, who started the fundraising concert in 2009, in tribute to
her brother’s life. Since then, the event has grown to include “raising
awareness, and openness about mental health within our immediate and
external communities”. We thank Mandi and her family for their support
of our work. Their generosity makes it possible for those experiencing
distress to reach out to a trained Distress Centres volunteer.
3
It happened during an agency-wide staff meeting at the end of 2010:
while discussing the renewed energy that had resulted from our adoption of
a comprehensive organizational engagement strategy, one of the participants
enthusiastically suggested “Let’s designate 2011 the Year of Making a
Difference”. And, so we did.
Our continued and renewed commitment to making an impact on the emotional
well-being of the community, moreover, occurred at the very same time that
huge public strides had been made in creating awareness of mental health and
suicide prevention as important components of local, provincial and national
social health policy. The work of the Canadian Mental Health Commission,
the political will to finally adopt a national suicide strategy and the funding
commitment of large-scale corporations have created a backdrop of both
opportunity and challenge in the delivery of effective service to the vulnerable
and at risk. Distress Centres remains primed and at the ready to commit our
resources and expertise to the informed discussion around the creation and
coordination of the life-sustaining services necessary to save lives and enhance
emotional well-being.
EXECUTIVE DIRECTOR’S
ANNUAL REPORT
TO THE BOARD
Our most meaningful contribution towards this in 2011 was the creation of Crisis
Link, our partnership suicide helpline in the subway system. What a special
moment that was on June 16th. With our partners Toronto Transit Commission
and Bell, Distress Centres launched the first-of-its-kind in the world direct link
crisis hotline, providing vulnerable riders at every station with immediate access
to a trained responder at our agency. Of equal importance, this pioneering service
advanced the cause of increased awareness and stigma reduction through its
unique promotion campaign. The word “suicide” is finally being used in the
transit system, breaking a long held tradition of silence. In meeting callers where
they are at, we are pleased to note that the number of subway incidents in 2011
was the lowest in many years and half that of the year before.
Program demand in 2011 grew for all of our services. Despite the challenges of
meeting these rising needs with static resources, we can also report that 80% of
our calls were responded to within a significantly shorter time period than the
Ministry of Health’s standard of 15 minutes. Improved volunteer recruitment
and retention rates helped to contribute to the expanded capacity we were able
to create within our service delivery channels. The addition of new programs
in recent years, accompanied by new engagement strategies in our volunteer
management practices, has created an enriched pathway of personal and
professional development for volunteers. This plays a part not only in improved
programming statistics but also has a lasting and far-reaching impact on the
community as a whole. Skills and experience gained in our phone rooms or
counselling sessions contribute to the development of citizens who are lifelong effective communicators committed to the health and welfare of others.
And, that is an immeasurable but significant outcome. In 2011, moreover, we
were honoured to be selected by Charity intelligence Canada as one of their 33
national “top charity picks”. This independent review agency, after a rigorous
assessment process, determined that Distress Centres was a lean and efficient
organization delivering high impact services to the community. Doing more
with less and making a difference!
2
Throughout this past year, our organization continued to engage stakeholders
in constant dialogue as part of a large-scale input and feedback loop. We heard
from many voices both within the agency and from the broader community as
part of our strategic planning process. While we are a city-wide agency, our
neighbourhood-centric organizational structure has resulted in invitations
to participate in a diverse range of conversations. Sitting at tables with
community partners allowed for networking with agencies not only in Toronto,
but also across the province. This year, with the generous support of the
Toronto Community Foundation, I was able to attend the conferences of both
the American Association of Suicidology and the Canadian Association for
Suicide Prevention. The learnings and networking from those two meetings
has served as a leadership springboard, promoting best practices in service
delivery and innovation in program design. It has helped lay the foundation for
our work in 2012 and beyond.
Distress Centres remains grateful to the United Way of Toronto and the City
of Toronto for their recognition of the importance of core funding in ensuring
organizational stability and capacity building. With their support, which goes
far beyond financial, we continue to evolve as a well-governed organization,
inclusive of its stakeholders while making a significant impact in the lives of our
service users. We also thank the many individuals, foundations, corporations
and community organizations who have joined with them to ensure that we
have the resources necessary to respond to ever-growing need. In particular,
as well, we would like to acknowledge the special contributions made by the
organizing committees of our two signature events, the B.A.D. Ride (Bikers
Against Despair) and the Concert by Twilight, as well as the friends of Distress
Centres who have donated funds from third-party memorial events honouring
the loss of their loved ones.
It is, however, the human resources that truly define the heart and spirit of
Distress Centres. Our small staff team always leads by example, responding
to current and emerging needs with competence, passion, creativity and a
sense of humour! They are an inspiration for the 600 volunteers who, as
frontline workers, provide almost all of our direct service. Our lay counsellors
are a diverse group of individuals who share the twin attributes of compassion
and empathetic fortitude: the willingness to enter into someone else’s pain
on the journey towards emotional resiliency. On behalf of our service users, we
thank them.
Sincere appreciation must also be extended to our Board of Directors, a dedicated
team of volunteers who have governed, advised, consulted and joined with all
of us to ensure that Distress Centres continues to deliver on our mission with
efficiency and effectiveness. As stewards and ambassadors, they are unparalleled.
Respectfully submitted,
Karen Letofsky, C.M.
Executive Director
It is with great pride that I report to you today on the progress made by our
Board and our organization.
I would like to personally thank everyone for their valued contribution to our
process, and guiding us to an exciting and healthy future.
Since 1967 Distress Centres has been providing a safety net to those who are
vulnerable in our community. The tireless work of our staff and volunteers
has made this possible, without missing one single shift in 45 years. This
year, I am particularly proud that in the very difficult economic context in
which non profit organizations like ours face, that we were picked as one of
Charity Intelligence’s national “Top Charity Picks”. This award exemplifies the
excellence of our organization.
In addition to our work of strategic planning, our governance committee
completed rigorous overview of our policies and by-laws, ensuring that we
adopt the best practices of our sector. Our finance committee oversaw the
new guidelines for accounting practices of non profit organizations while
streamlining our finance operations, helping the organization do more with
less. Last, our human resources and programming committees continued their
due diligence to ensure Distress Centres’ leadership and integrity.
As Board President I am delighted by the incredible programming and
leadership that our organization displayed. Our worldwide pioneer program
with Bell and TTC “Crisis Link” is an example of the commitment to mental
health by the transit commission combined with Distress Centres’ leadership
and unique approach to partnership.
Our largest challenge continues to be the financial sustainability of our
organization. The economic context which is upon us will definitely add
pressure to an already fragile social fabric. The board and staff will be working
together to find new sources of funding.
Considering the fact that an estimated 20% of Canadians suffer from some
form of mental illness each year, the time is now to continue the dialogue with
all mental health participants and to strengthen the services and solutions to
our community. Our organization has been working hard to reach out to the
network and to be part of the louder dialogue to prevent, treat and support
those in need.
Although we are energized by the accomplishments of the past, the Board’s
role is to ensure that the organization secures its future. To that end, we are
delighted to have completed our Strategic Planning process which was guided
by input from consultation with all our stakeholders. It culminated in a plan
which will guide our activities for the following three years. The plan has
identified 6 key strategic pillars:
1.Consolidate our position as the recognized leader in the area of
suicide prevention, crisis management, and postvention
2. Strengthen our commitment to volunteerism as the model of choice
On behalf of the Board, I would like to thank each and every one of our staff
and volunteers for their commitment to our organization. It is because of you
that we are able to reflect on 45 years of excellence in service to the community.
I am also grateful to United Way of Toronto and City of Toronto and all other
donors who support us. There has never been a more important time for all
parties – public entities, social agencies, private sector – to work together to
make our community stronger and healthier.
Once again I am humbled to serve on the board and look forward to continuing
to work with our dedicated staff, and in particular, our incredible Executive
Director, Karen Letofsky.
Report from the
Board President
Lastly, I would like to recognize fellow board members Bruce Chin and Terry
Condie who will be leaving our Board. Thank you for your contribution,
diligent advice and friendship.
April 2012
With gratitude,
3.Broaden our reach through technology and emerging communication
channels
4.Assume a leadership role in the delivery of coordinated distress
centres services
Annie Gaudreault
5. Secure our long-term financial resources
6.Anchor our services in our commitment to community and our
embrace of diversity
3
To The Members of Distress Centres
The accompanying summary statement of operations for the year ended
December 31, 2011 is derived from the audited financial statements of Distress
Centres for the year ended December 31, 2011. We expressed a qualified
audit opinion on those financial statements in our report dated March 27, 2012
(see below).
The summary statement of operations do not contain all the disclosures
required by Canadian general accepted accounting principles. 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 generally accepted
accounting principles.
Report of the
independent Auditor
on the Summary
Statement
of Operations
2
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, 2011.
Opinion
In our opinion, the summary statement of operations derived from the audited
financial statements of Distress Centres for the year ended December 31, 2011
is a fair summary of those financial statements, in accordance with Canadian
generally accepted accounting principles.
In our report dated March 27, 2012 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, 2011, and its financial performance and its cash flows for the
year then ended in accordance with Canadian generally accepted accounting
principles.
Toronto, Ontario CHARTERED ACCOUNTANTS
March 27, 2012
Licensed Public Accounts
20112010
Revenues
United Way of Greater Toronto
Grants - City of Toronto
$293,277
288,675
102,810
102,810
TTC Crisis Link
73,750
-
Corporations, foundations and church groups
58,100
73,791
Donations - individuals
80,403
84,595
Fund-raising events (net of expenses)
315,203
327,313
Emergency Medical Services
20,250
20,250
Professional Association of Internes and Residents of Ontario (PAIRO) grant
59,000
61,208
Amortization of deferred capital grants
10,558
13,528
Interest and miscellaneous
10,204
4,576
1,023,555
976,746
Expenses
Salaries and employee benefits
662,963
649,230
Building occupancy
106,982
97,314
Office - telephone, supplies, postage, etc.
148,524
126,465
Volunteer recruitment, training and resources
64,821
61,465
Accounting and audit
7,276
6,963
SUMMARY STATEMENTS
OF OPERATIONS
Depreciation16,887
25,274
YEAR ENdED DECEMBER 31, 2011
Other27,061
22,135
1,034,514
988,846
$(10,959)
(12,100)
Deficiency of revenues over expenses for the year
Corporations
Cruz Interiors
Annex WreckRoom
Danier Leather Inc.
Artik
Auto Vault
Davies Harley-Davidson
Bailey Metal Products
Deeley Harley-Davidson Canada
Beard Winter LLP
Eleven Contracting
Bell Canada
Empire Thermal Systems Inc.
Bentall Retail Services
Faema Canada
Biamonte Chiropractic Centre
Fairmont Properties Ltd.
Bicklette Ltd.
First Choice Communications Inc.
Bill Avakian Computers Inc.
First Line Mortgages
BMO Employee
Charitable Foundation
Flextile Ltd.
Bombardier Transport Canada Inc.
BP Interiors
Brama Inc.
Brazilian Canadian Coffee Co. Ltd.
Brio Branding & Design
Carmedix Auto Service
Chair-man Mills Inc.
Chestnut Park Real Estate Ltd.
CIBC Mellon Global
Securities Services
CN Tower
2
Dave and Buster’s
Gateway Mechanical Services Inc.
Giancarlo Garofalo Architect Inc.
Glamour Auto
Glenerin Inn
GSF Enterprise
H.I.Y.C. Inc.
Hero Certified Burgers
Hydro One Inc.
Inertia Entertainment Inc.
Ingersoll-Rand/Hussmann Corp.
Insite Realty Corporation, Brokerage
International Brotherhood of
Electrical Workers L.U. 353
Interward Asset Management Ltd.
Jacox Harley-Davidson
Joe’s Hamburgers
JTI-Macdonald Corp.
Key Concepts Consulting
Kilgour’s Bar Meets Grill
Kwik Kopy Design & Print Centre
L D Consulting
Lettieri
M.J. Daley Manufacturing
Company Limited
Mackie Harley-Davidson
Markham Fair
MCL Graphics
Mississauga Volkswagen
Morningstar Air Express Inc.
Motorcycle Mojo Magazine
Murakami Design Inc.
National Motorcycle Show
Neal Brothers Foods
Network of Translators in Education
North American International
Motorcycle Supershow
Sound Barriers
Northstar Research Partners
Special Kay’s Cleaning Service
O.J. Muller Landscape Contractor Ltd
Stitchy Lizard Embroidery &
Promotional Items
Olympia Capital Corporation
Ontario Power Generation
Orbixa Management Services
Oshawa Funeral Home
Palmer Audio
Pape Finch Dental
Partition Components Inc.
Perrus Commercial Realty Corp.
Petite Thuet
Pickle Barrel Catering
Q107 Classic Rock
Ranbro Construction
Ready Honda Import Ltd.
Riders Plus Insurance
River Edge Dental
Royal LePage Real Estate Services Ltd.
Samantha Farjo Design
Serv-A-Trade Lithographers
Signature Bindery
Skin Corporation
Stracor Inc.
TD Bank Financial Group
Terraplan Landscape Architects
The Agensi
The Allan Candy Company Limited
The FSA Group
Thomson Reuters
Todd Ellis
Toronto Construction Association
Toronto Motorcycle Show
UYJ Air Inc.
Whole Foods Market
Whoosh Inc.
Yamaha Motor Canada Ltd.
Churches
Patrons
B.A.D. Ride Team
Asbury and West United Church
Cindy Blakely
Monty Ackerman
Rosedale United Church
The Reverend Graham Cotter
Shawna Ackerman
Humber Valley United
Church Women
The Honourable Consiglio Di Nino
Bernie Atlas
The Right Reverend Terence Finlay
Brian Babcock
Guy P. French
Herb Belman
Gordon C. Gray
Eitan Dehtiar
Jane Hill
Stephen Fishman
Dr. Hung-Tat Lo
Simon Fogel
Arthur A. Scace
Harry Freedman
Richard M. Thomson
Karen Letofsky
George A. Wilson
Stan Letofsky
Gordon Winch
Gloria Morris
Board of Directors
Lori Nusbaum
Annie Gaudreault, President
Steve Nusbaum
Bruce Chin, Treasurer
Michael O’Neill
Terry Condie
Murray Parr
Helen Dixon
Sam Rattner
Charles Finley
Sid Rochwerg
Esme Hurst
Kevin Rosenthall
Bedford Park United Church Women
Foundations
E.W. Bickle Foundation
J.P. Bickell Foundation
Jackman Foundation
The B & B Hamilton Foundation
at the TCF
The EJLB Foundation
The Henry White Kinnear
Foundation
The Harry E. Foster Charitable
Foundation
The Marjorie and Joseph Wright
Memorial Foundation
The McLean Foundation
The Murphy Foundation Inc.
The Paloma Foundation
The Tippet Foundation
Concert by Twilight
Committee Members
Barbara French
Ann Hanna
Jane Hill
Margaret Isberg
Eve Lewis
Tillie Lewis
Cheryl McEwen
Susan Scace
Virginia Shannon
Rosalie Sharp
Diana Tweedy
Pat Ward
Julia West
Shelagh Wilson
Thank You!
R. Adam Levy
Alison Murchie
Michael O’Neil
Pennie Santiago
Alain Thibault
Thomas Wewior
3
Mission
Vision
Motto
To create an emotional safety net for the vulnerable and at risk in our community.
To ensure that every individual in need receives life sustaining emotional support.
There’s a life on the line.
Promise
We will:
•Provide crisis response and
intervention to the emotionally
vulnerable and at risk in our
community.
• S
erve as a point of access
for suicide prevention,
intervention and postvention.
•Provide volunteer delivered
services, wherever possible, in
recognition of the added value
they contribute.
• C
ollaborate and network with
other agencies to create a
continuum of care and support.
•Provide links to emergency
services when necessary.
• M
itigate the impact of a mental
health crisis by helping those
with a history of vulnerability
and risk make life-affirming
choices.
•Increase service access by
operating within a framework
of cultural competency,
including the promotion of
diversity in all areas of service.
• E
nhance emotional selfmanagement and reduce risk
by strengthening the coping
skills of survivors.
• A
dvocate on behalf of service
users by reporting on current
needs, gaps in service and
emerging trends.
• B
uild community capacity in
emotional health response.
For more information
contact us by
phone, email or mail
Distress Centres
10 Trinity Square
Toronto, Ontario M5G 1B1
Tel. (416) 595-1716
Fax: (416) 598-2316
info@torontodistresscentre.com
www. torontodistresscentre.com
Charitable Registration:
BN 10702 1016 RR0001
Concept, design: Alison Birtles Fraser
Printed in Canada by: The FSA Group