2014
VITA COMMUNITY LIVING SERVICES AND
MENS SANA FAMILIES FOR MENTAL HEALTH
community living services
families for mental health
who we are
providing safety, practicing respect, promoting community
Vita Community Living Services
Vita Community Living Services (Vita CLS) is a non-profit charitable organization funded primarily by Ontario’s
Ministry of Community and Social Services to provide services to adults with intellectual disabilities and dual diagnosis
(intellectual disability accompanied by a psychiatric diagnosis). Vita CLS provides residential supports, respite programs
and community participation programs, as well as clinical and educational services to its members*. Vita CLS is
an affiliate member of Villa Charities, an umbrella organization for community service providers with a mission to
“encourage community participation” among its members.
Mens Sana Families for Mental Health
Mens Sana Families for Mental Health (Mens Sana) is a non-profit charitable organization started by families of adults
with chronic mental illness. It is funded primarily through donations and provides residential and day services to adults
with serious mental illness and support programs for their families. Mens Sana is also an affiliate member of Villa Charities.
VITA
In 2005, Mens Sana joined Vita CLS. We share a common organizational and management structure as well as many
similar policies and procedures. The organizations are separate corporations governed by two separate boards, which
have the same membership.
People with mental health issues and people with intellectual disabilities are discrete and unique populations requiring
different types of support; however, these differences are not well understood. Public education campaigns regarding
mental health and intellectual disabilities are striving for clarity and understanding – our decision to remain as separate
corporations helps further those aims. However, we continue to report on our activities through a single annual report as
we believe this is the most efficient way to use available resources.
We commonly refer to both corporations collectively as VITA.
*A Word About Words
Since 1988, people with disabilities have been advocating “people first” language that puts the “person” before the
“disability” to ensure that language used regarding disability is respectful. Accordingly, individuals who receive services
from VITA have asked VITA to use the more inclusive term “member” (rather than “client”) when referring to individuals
who benefit from our services.
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2014 ANNUAL REPORT
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table of contents
WHO WE ARE 2
LETTER FROM THE PRESIDENT AND EXECUTIVE DIRECTOR 6
WHAT WE DO 10
2013/14 BALANCED SCORECARD 12
OUR STRATEGY
Our Mission, Vision and Values 16
Strategic Planning 18
2013/14 Operational Objectives
20
RISK MANAGEMENT 22
VITA’S PORTFOLIOS
4
Residential services (Vita CLS)
24
Community participation programs (Vita CLS)
26
Transitional services
28
Mental health services
30
Support services
32
Clinical and educational services
34
Human resources
36
Property maintenance
38
AND THE WINNERS ARE
40
EXTERNAL RECOGNITION
41
COMMUNITY PARTNERSHIPS: HIGHLIGHTS
42
OUR FINANCES
Treasurer’s report and
summarized financial statements
44
Fundraising
49
Donations
50
OUR ORGANIZATION
Organizational structure and leadership
52
Rights group achievements
54
Governance
55
Locations
58
WORD ABOUT DESIGN 59
2014 ANNUAL REPORT
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letter from the president and executive director
providing safety, practicing respect, promoting community
“Excellence is the gradual result of always trying to do better.” This quote by Pat Riley, who is widely regarded as one
of the greatest NBA coaches of all time, sums up VITA’s approach of always striving to do better, of striving towards
excellence. Most times, in working to support others, excellence is seen in intangible ways – the brightness in the smile
of someone, once homeless, now home. But sometimes, there is more tangible evidence, like observing positive results
from evidence-based practice or the acknowledgement of others. This year we have been fortunate to have had both
types of validation.
Excellence in Keeping our Members Safe
In response to the ice storm of December 2013, we safely evacuated eight homes and relocated 49 members. In the face
of this emergency we did our best, but we knew we could do better. We developed a “fan-out” policy to address some of
the challenges we encountered. In our first trial of the policy, we made personal contact with 123 staff members within
68 minutes. We now know, for certain, that we have developed an emergency preparedness approach which will better
serve our members. Other organizations have acknowledged our success by requesting our fan-out policy.
Excellence in Community Giving
Every day, our staff develops and delivers creative, innovative and effective programs and services for our members.
And our giving doesn’t stop there. We have participated in United Way fundraising for several years. But, again, we knew
we could do better. Our staff team worked to create a dynamic fundraising program within VITA. As a result, this year,
our staff was recognized by the United Way York Region Partner Agency Spirit Award for its contribution to achieving the
campaign goals.
Excellence in Education, Research and Leadership
Our clinical team has had many accomplishments this year including the Director of this team receiving three awards for
his work in the field of service to people with disabilities:
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urrey Place Centre’s 2013 June Callwood Award for Voluntarism for outstanding contributions in support of people
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with intellectual disabilities, autism spectrum disorders and visual impairments.
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Community Spirit Award from the Metropolitan Community Church of Toronto for advocacy for people with disabilities.
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Abilities Award from the Morningstar Christian Fellowship for advocacy within the City of Toronto.
Excellence in Financial Reporting Transparency
After being a finalist each year since 2010 and achieving Honourable Mention in 2012, VITA won the 2013 Voluntary
Sector Reporting Award (VSRA) for its category (total revenues over $10-million), which is awarded for best practices
for financial reporting in the non-profit sector. This award recognizes the growing importance of financial reporting to
all organizations and honours organizations that report in a transparent and accountable manner through their annual
report. An alliance of the CPA Ontario, Queen’s School of Business, the National Post, Grant Thornton and Imagine
Canada allows for a rigorous technical scoring system to be applied by experts in the field, and organizations receive
extensive and valuable written feedback in order to improve their reporting practices.
These five awards represent external validation that we are getting better and better at what we do. There are other
markers that indicate we are continuing to “grow towards excellence”:
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fter negotiating our first collective agreement with our new union, management and staff still have a respectful and
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congenial relationship.
very year, other organizations - provincially, nationally and internationally – ask for our policies and programs. Our
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manuscripts are accepted for publication in high profile journals, and we are invited to present at many conferences.
he Rights Group, a self-advocate group of Vita CLS members, was added to VITA’s organizational chart with a dotted
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line to the Executive Director to recognize the work it does and the influence it has on how we run VITA. And, as you’ll
read later in this report, our members appreciate how we help to keep them safe and healthy, and work with them to
learn life skills to improve the quality of their lives and to celebrate their successes along the way.
We have been invited to key provincial leadership tables, for example:
–The Resource Distribution Model Working Group, a provincial group reviewing the funding model for the
developmental sector.
–The Advisory Group for an Intensive Housing Model Review and report funded by the Ministry of Community and
Social Services to address the most challenging needs in the developmental sector.
–A member of the Dual Diagnosis Framework Working Group.
These successes are even more important to us given the sustained financial constraints within which we must operate.
Our biggest funder, the Province of Ontario, has not given increases in base funding to organizations in the developmental
2014 ANNUAL REPORT
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letter from the president and executive director
(continued)
sector for several years, despite steady increases in our costs (e.g., labour, utilities, maintenance).
We need to ensure that we can continue to meet our members’ needs. Accordingly, an important objective for the
organization was to work towards greater financial sustainability, through:
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Successfully responding to opportunities for one-time funding from the Province.
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Conducting a review of our financial practices to ensure we follow best practices.
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Investing in fundraising activities.
We are all proud of what we accomplished this year, and we are all looking forward to another award-winning year
in 2014/15.
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what we do - in the words of our members
providing safety, practicing respect, promoting community
“VITA means good.”
“Good people.”
“Good life.”
“Good staff.”
“Good apartment.”
”I don’t want to live
anywhere else.
I want to stay here.“
Shook head and smiled.
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”VITA takes care of special needs persons
like me. VITA is a caring and big organization.
They have so many homes and day programs
all over Toronto.“
A safe home:
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‘VITA provides a home for me.’ ‘VITA brought me out of jail.’ ‘VITA provides me with good accommodation.’
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‘VITA helped me to keep myself and community safe.’
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‘VITA is good because we are in a good house for us and it’s a healthy home.’
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‘This is my house. VITA is mine too. My family.’
Life skills:
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‘I do grocery.’ ‘I learn how to cook.’
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‘I learn how to do budgeting and now I can manage my money.’
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‘VITA gives me the opportunity to go to school. I am able to interact with people from my culture – deaf community.’
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‘VITA helps me manage my behavior.’
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‘VITA helps us out; helps us with banking and helps us with our Prader Willi* needs.’
Physical and mental health:
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‘VITA takes care of my health.’
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‘VITA helped me fix my teeth at orthodontist.’
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‘VITA helps me manage my behavior.’
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‘VITA changed my life in improving my health and achieving my goals.’
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‘VITA taught me about healthy sexual relationship.’
Celebrate life:
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‘During my birthdays, I do get a cake.’
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‘I have fun.’ ‘I play basketball.’ ‘I go to baseball.’ ‘I go to bowling.’ ‘I go to swimming.’
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‘I am able to do community outings to mall and interesting places.
* A rare genetic disorder that is characterized by constant hunger that can lead to life-threatening obesity.
2014 ANNUAL REPORT
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2013/14
balanced scorecard
Member Services
MEMBERS USING COMMUNITY PARTICIPATION PROGRAMS
MEMBERS USING RESIDENTIAL SERVICES
MEMBERS’ FAMILIES USING RESPITE PROGRAM
MEMBERS USING FEE-FOR-SERVICE PROGRAMS
MEMBERS USING CRISIS (SAFE BED) PROGRAM
TARGET
ACTUAL
231
210
89
26
8
237
220
89
33
5*
* Lower number due to increased length of stay for individuals
PROVIDING
SAFETY
PRACTICING
RESPECT
Operations
NEW RESIDENTIAL PROPERTIES OPENED
ANNUAL PERFORMANCE REVIEWS COMPLETED
STAFF TRAINED ON ABUSE PREVENTION
STAFF TRAINED ON BACK CARE
STAFF TRAINED ON SAFE MANAGEMENT
NEW HIRES COMPLETED ORIENTATION
NEW STAFF JOINING DEVELOPMENTAL SERVICE
WORKER APPRENTICESHIP PROGRAM
TARGET
ACTUAL
0
376
342
346
342
33
0**
360
342
342
342
33
5
4
** Developed plan for high support needs home with scheduled opening October 2014
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Financial Responsibility ($ millions)
TARGET
ACTUAL
TOTAL FUNDING
21.5
23.7
TOTAL EXPENSES
21.5
23.5
FEE-FOR-SERVICE REVENUES***
3.0
3.4
TOTAL DONATIONS & FUNDRAISING
0.4
0.5
*** Includes community participation program revenues, respite revenues and Ontario Disability Support Program (ODSP) payments
PROMOTING
COMMUNITY
Clinical and Educational Services
TARGET
ACTUAL
MEMBERS BENEFITING FROM CLINICAL SERVICES
120
153
MEMBERS TAKING A LEARNING YOU CLASS
200
230
ISSUES OF SUPPORT, SERVICES AND SUCCESS NEWSLETTER
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NEW ASSESSMENT TOOLS CREATED
1
2
CONFERENCE PRESENTATIONS
2
4
PUBLICATIONS
5
10
2014 ANNUAL REPORT
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2013/14
scorecard commentary
Overall, VITA had a successful year, meeting or exceeding most of its targets, while generating a modest surplus of $159K.
In 2013/14, more members participated in VITA’s services and more staff was recognized nationally and internationally
for their outstanding clinical innovations.
Member Services
In 2013/14, VITA met or exceeded all but one of its targets for members’ services. Expanded service offerings and
available capacity contributed to higher numbers of members using community participation programs, residential
services and fee-for-service programs. Although the crisis (safe bed) program was fully utilized throughout the year,
the target number of members accommodated in this service was below target (five members, compared to a target of
eight) due to a longer than expected average length of stay for some individuals, attributable to the unexpectedly high
needs of these members.
Clinical and Educational Services
Similarly, VITA enjoyed a highly successful year in Clinical and Educational Services, meeting or exceeding all targets.
Clinical services were provided to 28% more members than target, and 15% more members benefited from Learning You
classes than target. New assessment tools developed by VITA were well received outside of our organization, with many
more conference presentations and publications than anticipated.
Operations
Although VITA had not planned to open a new residential property in 2013/14, the foundation was laid for the opening of
a new home for individuals with high support needs (to be opened in October 2014).
Staff orientation, training and evaluation (e.g., performance reviews) were generally close to or at target for the year.
The Developmental Service Worker Apprenticeship program continues to enjoy success with four employees enrolling in
2013/14 (compared to a target of five).
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Financial Responsibility
VITA experienced another challenging year meeting current obligations for operating expenses with no increase
in base funding. Due to measures to reduce costs and some increases in revenues (i.e., higher than expected
fee-for-service revenues, exceeding targets for fundraising activities and donations), VITA was able to generate a
slight surplus ($159K) in 2013/14.
Both revenues and operating expenses were approximately $2 million above target due to one-time funding to cover
one-time expenses (e.g., renovations).
2014 ANNUAL REPORT
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our strategy
our mission, vision and values
Providing Safety, Practicing Respect, Promoting Community
Mission Statement
Vita Community Living Services and Mens Sana Families for Mental Health provide safety, respect and community
through services for individuals with intellectual disabilities and/or mental health needs.
Vision Statement
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Create a safe place for individuals to live and work.
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Develop an atmosphere of trust for all.
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Respect cultural heritage.
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Practice positive management for staff.
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Follow direction from members regarding personal goals and dreams.
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Aspire to provide open access to all with mental health and/or intellectual disabilities regardless of their need.
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Encourage members, families and staff to provide insight, oversight and feedback.
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Promote the idea of voice for all, members, family and staff.
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Provide opportunity to access all the community has to offer.
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Educate the larger community about the value of those with disabilities.
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Challenge ourselves to stay current, stay fresh and stay committed.
Values
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Understanding that safety is a basic human right.
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Treating everyone with dignity, honesty, respect and compassion.
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Being a caring and professional organization.
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Having progressive, innovative and adaptive personnel.
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Promoting the achievement of individual choices, dreams and aspirations.
Respecting individual rights.
Fostering the Italian Canadian heritage of VITA’s origins.
2014 ANNUAL REPORT
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our strategy
strategic planning
It was our original intention to develop a new strategic plan in 2013/14.
However, VITA determined that, as part of its strategic planning process, it was going to embark on its first extensive
and inclusive consultation process in its history. This ambitious undertaking involved as many voices in as many ways as
possible through:
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Questionnaires mailed to families of Vita CLS and Mens Sana members.
survey of members, developed in consultation with our members
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(completed March 31, 2014, with over 100 members responding).
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A survey of Vita CLS and Mens Sana staff members (survey issued March 27, 2014).
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A survey of key partners (survey instrument finalized March 27, 2014).
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Focus groups with supervisors, managers and the senior team.
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One-on-one interviews with funders, key donors, partners and stakeholders.
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Confidential one-on-one interviews with Board members.
Additional preparations included:
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A request for proposals for a strategic planning consultant (issued in March 2014).
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The establishment of a Strategic Planning Steering Committee (a subcommittee of the Board) effective May 2014.
These extensive consultations and related preparation for the strategic planning day resulted in a slightly revised timeline,
with the final planning day scheduled for October 18, 2014, preceded by a Board working session to prepare for the
full-day planning session.
This slight delay in the development of the plan did have a silver lining. In February 2014 the Executive Director announced
her retirement, effective July 4, 2014. This timing allowed the Executive Director to complete most of the preparations
for a successful strategic planning day, and also allows for the incoming Executive Director to participate in a meaningful
way in the development of the new strategic plan that will guide the organization through the next three to five years.
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our strategy
2013/14 operational objectives
Objective Accomplishments
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Focus for 2014/15
Enhance financial
sustainability
Successfully responded to two requests for proposals
issued by the Ministry to receive one-time funding:
n $53,000 for respite equipment and renovations to
expand capacity
n $142,300 for the Work Wise Program to help 21
members find employment.
Received $727,000 in one-time funding for repairs
and maintenance for residential properties.
Completed an external review of financial practices
against best practices.
Continue efforts to secure new one-time and ongoing
funding as opportunities arise.
Ensure funding for new programs and services
is adequate.
Implement recommendations from the financial
practices’ review.
Develop and
implement a new
strategic plan
Extensive consultation process (i.e., questionnaires,
surveys, focus groups, one-on-one interviews)
substantially completed.
RFP issued to retain strategic planning consultant.
Strategic Planning Steering Committee established
as subcommittee of the Board effective May 2014.
Strategic planning day scheduled for October 2014.
Continue involvement of all relevant stakeholders.
Work with Boards and consultants to develop new
strategic plan.
Select strategic planning consultant.
Negotiate VITA’s first
collective agreement
Ratified VITA’s first Collective Agreement on
December 10th, 2013.
Hosted two full days of education for management.
Purchasing labour relations expertise from consultant
experienced within developmental services sector.
Continue investments to ensure ongoing good relations
between employees and management.
Pursue expansion
opportunities
Developed plan for high support needs home with
scheduled opening October 2014.
Open the new home in October 2014.
Objective Accomplishments
Focus for 2014/15
Further meet needs
of our diverse staff
and members
Began implementation of the provincial Core
Competencies strategy designed to elevate staff’s
understanding of expectations and increase
performance and satisfaction across job categories.
Held a highly successful staff retreat.
Established a training team of supervisory and direct
support staff to create a diversity training package that
addressed cultural, sexual, physical, religious, gender
and intellectual differences. The curriculum has been
tested and is now in use within the organization.
Encouraged staff to use cultural celebrations to create
opportunities for sharing and educating, for example,
Juneteenth, Gay Pride, and Italian Heritage.
Continue with the implementation of Core Competencies
throughout the organization.
Develop a survey to solicit staff’s suggestions to
increase organization-wide understanding of the
value of diversity.
Create more opportunities for learning within the
organization. Clinical team to develop in-services
for staff.
Increase academic
output/share
knowledge
Presented at two international conferences:
Association for Treatment of Sexual Abusers (ATSA)
and the Association for Behaviour Analysis
International (ABAI).
Presented at three provincial presentations: Ontario
Association for Behaviour Analysis, Community Living
Ontario Annual Conference and the OASIS annual
conference. Presentations were well received.
Four clinical team members published ten articles.
Continue efforts to increase and share knowledge.
Develop training curriculum for staff and for members.
Create measurement tools for assisting clinicians in
decision making.
Nurture a
transparent,
accountable,
inclusive culture
Won the Voluntary Sector Reporting Award (VSRA)
for VITA’s 2012/13 Annual Report.
Involving members, families, staff, management,
funders, donors, partners, stakeholders and Board
members in the strategic planning process.
Completed an external review of human resources
practices against best practices.
Revised budget processes to increase accountability
within each portfolio.
Use VSRA feedback to further improve transparency
and accountability as an organization including how
we report.
Implement the recommendations from the human
resources practices review.
Continue to revise budget process to increase
accountability and transparency.
2014 ANNUAL REPORT
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risk management
“Risk is like fire: If controlled it will help you; if uncontrolled it will rise up
and destroy you.” Theodore Roosevelt
We know that helping individuals with intellectual disabilities, behavioural challenges or mental health needs to live
successfully in a community is not without risks. At VITA, we work diligently to identify potential risks and develop mitigation
strategies, so that when our residences, our members or our staff feel threatened, we can react promptly and effectively.
Managing Risks in the Community
VITA is a good neighbour:
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The planning of new homes takes both the house and neighbourhood into consideration.
ITA creates a risk reduction plan for any individual whose behaviour might pose a risk to the community
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(e.g., being noisy, having anger management issues).
e respond quickly to community concerns or complaints with established protocols designed to maintain trusting
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relationships with neighbours.
Senior management and supervisors maintain a presence in the homes, allowing them to monitor the homes’
relationships with the community.
Managing Risks to Our Staff
Our direct support professionals are the backbone of the organization, so prior to hiring; we screen candidates well and
after hiring, support staff through their career with us:
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All full time employees are required to have at least a college diploma.
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A comprehensive orientation package explains VITA’s expectations of staff.
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ITA recognizes the value of training. We took part in a pilot project for training staff in Quality Behavioural
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Competencies; as a result, VITA had some of the first trainers in the province who could continue the training
within the organization.
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VITA offers ‘Safe Management’ training to all staff and has trainers on staff to provide training as necessary
throughout the organization.
irect support professionals, who know our members best, have access to our clinical team for input in the
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development of risk reduction plans.
Managing Risks to Members
VITA works with its members to build an organization that reflects members’ wants and desires and needs for safety.
n
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VITA’s Bill of Rights for Members was written by the people who understand their needs the best – the members.
he Rights Group has raised concerns and advised VITA’s Boards and management on policies that need to be
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changed or implemented.
Members who live with individuals who have behavioural issues are considered in the risk reduction plan.
Managing Financial Risk
VITA provides critical services and supports to individuals during a time of significant financial constraint by its major
funder, the Province of Ontario. All indications are that the Province will continue its policy of no increases to base budgets
in the near term. Accordingly, VITA’s financial risks include:
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Inflationary cost pressures on all costs and particularly on salaries and wages, food, transportation, utilities and
supplies as well as maintenance of homes and facilities.
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Legislated requirements including pay equity, reporting and procurement.
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Aging demographics and changing member needs.
VITA’s Boards and management continue to look for efficiencies and cost saving opportunities, while expanding
fundraising and other revenue-generating opportunities in order to decrease reliance on its major funder during this
period of constraint.
2014 ANNUAL REPORT
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VITA’s portfolios
residential services (Vita CLS)
“I want to learn to take the TTC
independently.”
“I want to take a plane and
vacation on the beach.”
“I want to learn life skills to live on my own.”
“I love to sit outside in the sun and watch the birds.”
Vita CLS provides residential care and support to individuals with intellectual disabilities and/or dual diagnosis. Members
have the opportunity to reside in supported independent apartments or group living environments. Vita CLS provides
residential support based on the member’s needs and abilities, from fully accessible homes with total care to homes
with minimal staffing supports.
Vita CLS supports members to be part of their local community and participate in local activities. Members had the
opportunity to participate in the Toronto International Dragon Boat races and to march in the St. Patrick’s Day Parade and
Pride Day. Vita CLS staff work with members to achieve their annual individual goals through their personal support plans.
Our Top Accomplishments
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esponse to the ice storm. We safely relocated 49 members and evacuated eight homes within 24 hours. Based on our
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experience in this crisis, we created a fan-out policy and related procedures and completed a mock call-in process. Other
organizations want to learn from us and have asked for our policy and procedures including the mock call-in process. We
also implemented other new practices including a strong emphasis on calling families early in an emergency.
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ew high behavioural support Respite Service at Vita CLS. We secured funding to convert space into a safe and
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sensory-focused respite option for individuals who demonstrate high behavioural needs including individuals with
Autism. This respite space is specifically designed to ensure individuals who exhibit aggression remain safe. The space
is equipped with a Snoezelen/therapy room with sensory equipment that supports individual needs.
embers vacation internationally. Over 30 members and 20 staff travelled to different countries including the
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Bahamas, Jamaica and Florida to experience food, fun and sun.
What Keeps Us Awake At Night
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roviding adequate supports to individuals with changing needs – increased resources and supports are required to
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support individuals who are aging and have developed more complex medical issues.
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Impact of new fire regulations on members’ living arrangements.
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Despite providing risk prevention strategies and risk training, the risk of an adverse incident remains.
2014 ANNUAL REPORT
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VITA’s portfolios
community participation programs (Vita CLS)
“I just got hired as an
administrative assistant
We often hear these comments in the hallways of Vita CLS’ community
participation programs or at the dinner table in the program areas.
Community Participation Programs are housed at seven locations and
provide, in collaboration with our community partners:
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and I’m getting paid
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minimum wage.”
n
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Employment opportunities
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ensory activities (e.g., members are taken on adventures where
they explore their five senses)
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hysical activities (e.g., accessing community centres in the Toronto
and Vaughan areas)
Community activities (e.g., local theatres, Royal Ontario Museum)
Our Community Partners
“Staff taught me skills to
be able to take the bus
on my own.”
n
Angel Bakery
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Busy Bee Tools
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City of Vaughan Recreation and Culture Department
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Columbus Centre
n
Globo Shoes
n
Hands ON Gloves
n
Mr. Submarine
n
“I love going to the
fitness class at the
Columbus Centre.”
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n
Ontario Association of Certified Engineering Technicians
& Technologists (OACETT)
Ontario Association of Non-Profit Homes & Services for
Seniors (OANHSS)
n
Pine Grove Nursing Homes
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Shoppers Drug Mart
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Value Village
Our Top Accomplishments
n
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ommunity partnerships with the City of Vaughan Recreation and Culture Department. Two of Vita CLS’ Community
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Participation Programs are located ‘right in the community’. Forty members enjoy full access to the recreational
facilities located at the Al Palladini Community Centre and Dufferin Clarke Community Centre.
ork Wise Proposal. We submitted a successful proposal for Work Wise, a holistic employment service meeting the
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employment needs of 21 individuals with intellectual disabilities. In addition to individualized employment training,
this service will access employment opportunities by working with
our partnering employers, the Ontario Association of Certified
Engineering Technicians and Technologists, Hands ON Gloves
and Angel Bakery, who have committed to providing real-life
work experience.
dvocates Against Abuse: Peer Trainers teaching Abuse
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Awareness and Prevention. This innovative project provides self
advocates the opportunity to become peer trainers providing
abuse awareness and prevention training to people who have
an intellectual disability. The program has been developed in
plain language and in a manner that is appropriate to the capacity
of each person.
What Keeps Us Awake at Night
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The ability to meet members’ changing needs in our existing services.
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Our growing wait list for community participation programs.
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nsuring Vita CLS is in compliance with Quality Assurance Measures
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as well as all other legislation and municipal requirements.
2014 ANNUAL REPORT
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VITA’s portfolios
transitional services
“Vita has helped me have a healthy relationship with my family. I have
changed so much and treatment has helped me mature into the kind of
person I want to be.”
“I like it at Vita
because it is
structured and
it helps me to
keep myself
straight. They
understand me
here and know
how to help me.
I finally feel like
I have a home.
I belong here.”
Transitional Services offer treatment and specialized supports for individuals with
challenging behaviours who might have a history of involvement with, or current
involvement with, the justice system. Life in these homes provides a structured
environment for these individuals. Vita CLS teaches social skills and daily life skills,
while addressing challenging behavior through individualized sessions with a therapist
and educational training groups organized by Vita CLS’ Clinical Services.
Most of these programs are transitional in their nature - following completion of the
program, the individual moves to a permanent residential placement. Completion of
the program does not guarantee that all behavioural challenges are resolved; some
individuals will continue to need significant support to live successfully in the community.
Some of the treatment homes are permanent, like the home that supports individuals
with Prader Willi Syndrome*. This program offers a highly structured and specialized
environment for these individuals, as well as for a number of individuals who come in for
short-term stabilization from outside of Ontario where such programs are not available.
* A rare genetic disorder that is characterized by constant hunger that can lead to life-threatening obesity.
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Our Top Accomplishments
n
n
ttaining an unexpected level of stabilization for one
A
individual who was in perpetual crisis for many years
before coming to Vita CLS. The commitment, consistent
approach and safe environment created around this
person made it possible for him, for the first time in his
life, to feel content and have a sense of belonging.
wo of Vita CLS’ Program Supervisors / Co-Therapists
T
developed, submitted and were accepted to give
presentations to the Association for the Treatment of
Sexual Abusers (ATSA) in Chicago, the Ontario
Association for Behaviour Analysis (ONTABA) in
Toronto and the Applied Behaviour Analysis
International (ABAI) Conference in Chicago. The two
presentations given were:
– “Saying Yes, Saying No: Assessing Capacity to
Consent for Offenders with Intellectual Disabilities”;
– “Using the TALK – SC Tool and Experimental Analysis
of Risk and Recidivism“.
What Keeps Us Awake at Night
n
n
he risks inherent in providing services to individuals with complex behavioural needs and ensuring that we have
T
well trained staff and appropriate behavioural protocols to ensure the safety of all: individuals in treatment, staff
and community.
espite carefully implemented protocols and motivated, well-trained staff, individuals in treatment still periodically
D
face crises.
2014 ANNUAL REPORT
29
VITA’s portfolios
mental health services
“I love that I have the freedom to do what makes me happy. I can do
what I want, go where I want and if I need help, staff always helps me.”
“I really like living here. I am learning new skills. I get to do a lot of things
that I want. I have chores and activities that I do.”
Mens Sana operates two residential homes and one drop-in centre for adults with chronic mental illness.
Our homes are staffed 24 hours per day, seven days per week. The residents are provided with a safe environment
where staff assists them in completion of everyday life activities.
The drop-in centre provides social activities and educational classes (e.g., managing everyday life while coping with mental
illness, activities of daily living) and ensures that a nourishing hot meal is available to the participants. Some programs help
prepare members for seeking and maintaining employment by building necessary skills to cope in a work environment.
Our Top Accomplishments
n
n
hanging the lives of five members who came to us from the Centre for Addiction and Mental Health (CAMH), who are
C
now doing very well in the community.
F
acilitating one member’s completion of a computer course at George Brown College, his first course since discharge
from CAMH, where he stayed as an inpatient for over two years.
What Keeps Us Awake at Night
30
n
Our capacity to meet the high need for these residential services.
n
The lack of sustainable funding (Mens Sana is funded primarily by charitable donations).
2014 ANNUAL REPORT
31
VITA’s portfolios
support services
“I really need to
go on a vacation.
Is there any
availability for
respite?”
Support Services is VITA’s ambassador; our employees are typically the first
contact with new members and their families.
Support Services manages:
n
n
n
“We have a crisis
and we need to
have access to a
safe bed. ASAP.”
“My parents are
ill and I cannot
care for my sister.
Can you help me
with residential
placement?”
32
n
Service vacancies, ensuring new members are a good match with members
already in the programs and confirming that VITA is able to meet their needs.
espite Program, which provides a needed break to families who care for their
R
family member with special needs.
Safe Bed Program, which offers short-term supports to individuals with
intellectual disabilities and dual diagnosis. This program is offered in
partnership with the crisis networks in Toronto and York Region.
Internal support for front-line staff and program supervisors around areas of
need (e.g., Ontario Disability Support Program, capacity assessment processes,
internal crisis management).
Our staff, along with members who enjoy opportunities to speak about VITA,
attend information fairs where they promote who we are and what we do to
various audiences.
Our Top Accomplishments
n
n
In recognition of our exceptional work supporting someone in need, we were
invited to the table with a former Deputy Minister of Health and past Board
Chair of CAMH to discuss funding and other challenges in this sector.
upported high needs members with Prader-Willi Syndrome who live out of
S
region (i.e., Thunder Bay, Winnipeg and Orillia). These members did exceptionally
well: one has moved on to other support systems using the skills acquired and
other individuals have returned to their previous environment with the skills and
support needed to continue being successful.
n
Support Services updated VITA’s consent forms to make them more member friendly, using appropriate
plain language.
What Keeps Us Awake at Night
n
n
Awareness of the sometimes overwhelming challenges individuals with intellectual disabilities and their families
experience on a daily basis and the lack of services to help manage those challenges.
Delays in filling member vacancies due to the complexity of matching members to appropriate settings.
2014 ANNUAL REPORT
33
VITA’s portfolios
clinical and educational services
“He has trouble with frustration and is striking out at staff.”
“She makes herself vulnerable when she goes out in the community.”
“He is drowning in
grief after his
father’s death.
We don’t know how
to support him.”
The Clinical and Educational Services Department often receives calls like this
from direct support staff when they are concerned about members they are
supporting who need our help. We work to provide solutions and supports as
individuals with intellectual disabilities deal with the stressors of life and of
living with a disability. We also provide ideas and approaches for supporting
members who are experiencing behavioural difficulties.
Our department also runs Learning You, which offers a variety of classes for
members ranging from those with clinical benefit, like anger management, to
those just for fun, like making Valentines crafts and gifts.
Our Top Accomplishments
n The
development of the Tool for Assessment of Levels of Knowledge – Sexuality
“She gets mad at
herself and slams
her head against
the wall.”
34
and Consent (TALK-SC) in partnership with The Centre for Behaviour Health
Sciences. The tool enables educators and clinicians to measure an individual’s
ability to give consent to sexual behavior. Since its release, VITA has had over
100 requests for this tool from eight countries.
n
Implementing a “plain language” version of behaviour support plans for our
members. Clinical plans are “translated” into plain language so that we can
ensure those signing our support plans really understand what is outlined
in the plan.
n
eveloped individualized behavioural probes as a new means to measure the success of our clinical intervention in
D
one of our treatment homes, which was presented to the Association for Treatment of Sexual Abusers (ATSA), was a
keynote presentation to the Ontario Association for Behaviour Analysis (OntABA) and is an invited presentation next
year to the International Association of Behaviour Analysis (IABA).
What Keeps Us Awake at Night
n
linician time to stay on top of best practice approaches. Our use of evidence-based approaches cannot be allowed
C
to become outdated.
2014 ANNUAL REPORT
35
VITA’s portfolios
human resources
“My program is short staffed
and is in dire need of part-time
staff. When can I expect to fill
these vacancies?”
“How does the core competency strategy
relate to my performance appraisal?”
“How do I interpret this clause of the
Collective Agreement?”
In the Human Resources Department, we often receive calls like this from staff that need help with a human resource
function including payroll, health and safety, benefits administration and staff training and development.
Our Top Accomplishments
n
Successfully negotiating VITA’s first collective agreement (ratified December 10, 2013).
n
Welcomed a new program director to the senior team and recruited 19 part-time and 13 full-time staff.
n
n
In partnership with Developmental Services Toronto (DSTO), introduced five training programs on the new eLearning
on-line training website.
or four consecutive years, obtained rebates from the Public Services Health and Safety Association (PSHSA) and
F
from the Workplace Safety and Insurance Board (WSIB) for implementing and maintaining an effective health and
safety plan that includes an Early Return to Work Program for injured/ill workers.
What Keeps Us Awake at Night
36
n
Difficulties achieving timely recruitment of front-line positions.
n
No new Ministry funding, which compromises our ability to increase salaries and offer enhancements to our benefits plan.
VITA Staff by Department
(# of employees)
43
14
3
7 4 9
52
251
Legend
Residential Program
Treatment Programs
Administration
Property Staff
Clinical & Educational
Support Services
SIL/DD Programs
Community Participation Programs
SIL = Supported independent living; DD = dual diagnosis
2014 ANNUAL REPORT
37
VITA’s portfolios
property maintenance
“I’m so excited about getting my new
bedroom painted and happy that I was
given choices about the colours.”
“The new kitchen looks
great. I can’t wait to cook
with the members.”
The Property Maintenance Department manages:
n
35 group living sites (three or more occupants),
n
7 community participation program locations (two in existing homes),
n
31 supported independent living (SIL) apartments (one to two occupants) located in five buildings, and
n
VITA’s administration office.
Our Top Accomplishments
38
n
Installation of maglocks at one program
n
Installation of sprinkler systems and fire alarm panels at three homes
n
New roof shingles at two homes
n
Kitchen renovations at two homes
n
Installation of new elevators at two homes
n
Bathroom renovations at five locations
n
Creation of self-contained respite and Snoezelin therapy program within one home
n
Full interior painting of nine homes
n
New concrete walkway and wood deck at one home
What Keeps Us Awake At Night
n
Managing more properties without a corresponding increase in maintenance resources
n
Staying abreast of and implementing all legislative changes (e.g., fire, accessibility)
2014 ANNUAL REPORT
39
and the winners are
John A. Gennaro
Award
Founded 1990
This award, named for our founding
president, is for direct support
staff who have demonstrated
outstanding commitment to Vita
Community Living Services or to
Mens Sana.
Mark Berko
Grace Bermudez
Angela Russo
Desmond Bailey
Kimberley Beattie
Amanda Gee
Reeses Pelletier
Sarah Woodhead
Manuela Dalla Nora
Award
Founded 2012
This award, named for our former
Executive Director of 25 years who
passed away in 2011, is for staff
whose work is recognized outside
of VITA through education, training,
publications or other work.
40
external recognition
Excellence in
Community Giving
The United Way York Region
(UWYR) confers Spirit Awards to
organizations, campaigns, teams
and individuals who went above and
beyond in UWYR campaigns and demonstrated creativity,
enthusiasm and dedication in their fundraising efforts.
UWYR named VITA as a 2013 Partner Agency Spirit
Award winner for holding six fundraising events and for
the level of individual support through employee payroll
deductions, yielding $7,500 for the campaign.
Excellence in
Education, Research
and Leadership
The Surrey Place Centre’s 2013
June
Callwood
Outstanding
Achievement
Award
for
Voluntarism recognizes outstanding contributions in
support of people with developmental disabilities,
autism spectrum disorders and visual impairments.
David Hingsburger, VITA’s Director of Clinical and
Educational Services, won the Award in 2013. David
also received a Community Spirit Award from the
Metropolitan Community Church of Toronto for advocacy
for people with disabilities and an Abilities Award from the
Morningstar Christian Fellowship for advocacy on behalf of
individuals in the developmental sector in the City of Toronto.
Excellence in Financial Reporting
Transparency
The Voluntary Sector Reporting Awards (VSRAs) recognize
the growing importance of financial reporting to all
organizations and honours organizations that report in
a transparent and accountable manner through their
annual report. An alliance of the CPA Ontario, Queen’s
School of Business, the National Post, Grant Thornton
and Imagine Canada, the VRSAs recognize best practices
for financial reporting in the non-profit sector. A rigorous
technical scoring system is applied by experts in the field,
and organizations receive extensive and valuable written
feedback in order to improve their reporting practices.
VITA has worked steadily to improve its financial reporting,
as demonstrated in its progress towards winning the award
for its category (total revenues over $10-million) this year:
n
n
n
2010 and 2011: Finalist
2012: Finalist and Honourable Mention
2013: Finalist and Winner/Award of Excellence
2014 ANNUAL REPORT
41
community partnerships: highlights
United Way York Region
Community Impact Model
A new process for the United Way York Region (UWYR) Community Impact Model (CIM) funding was shared with UWYR
member agencies and, in May 2013, Vita CLS was approved to receive funding for an additional three years (April 1, 2013
– March 31, 2016). This ensures annual funding of $75,400 towards our Mens Sana Day Program providing we meet our
clinical outcome obligations and providing UWYR maintains or exceeds its fundraising goals.
Members Participate in UWYR Campaign Kick-off
Participants of the Mens Sana Drop-In Centre were asked by the
UWYR at the beginning of the campaign season to talk to donor
companies to explain how the money they raise for the United Way
benefits our program.
The praise one of our members received from an organizer of the
kick-off event was very gratifying:
“Our Keele Street team was so impressed and touched by Franco’s
speech at our kick-off that we felt we had to set aside the bulk
of our fundraising for York region this year - with the hope that
UW York would see fit to apply it to the organization which helped
him, Vita Community Living Services and Mens Sana Families for
Mental Health.
We realize that UW York will put the money to good use no matter
where it goes, but everyone wanted me to mention that to you. It’s
because of Franco that we actually raised more in our October
campaign than we ever have before.”
42
Fall and Spring Day of Caring
This is the fifth year VITA participated in the Fall and Spring Day of Caring. This event gives members and staff an
opportunity to work alongside corporate community partners in activities such as landscaping, painting homes and
making healthy meals. Members and staff appreciated the time and effort of the corporate volunteers.
Royal Ontario Museum
VITA received 50 free tickets per month for members to visit the Royal Ontario Museum. Community and residential
members had the opportunity to experience the various exhibitions and galleries.
York Region Transit
VITA received $2,500 to assist members with transit expenses to access their daily needs (e.g., food, shelter, health care,
clothing, and personal items), education and employment.
2014 ANNUAL REPORT
43
our finances
treasurer’s report and summarized financial statements
The summary financial statements in this report represent the condensed and consolidated operations of Vita CLS
and Mens Sana. The full unqualified audited statements of Vita CLS and Mens Sana for March 31, 2014, prepared by
KPMG, can be found at www.vitacls.org. VITA was compliant with Canada Revenue Agency requirements for charitable
agencies in 2013/14, including having met the required disbursement quota.
In 2013/14, VITA reported a surplus of $159K ($66K in 2012/13) and had total revenues of $23.7M ($22.8M). VITA’s
increase in its surplus in 2013/14 compared to 2012/13 is largely attributable to the significant increase of $64K in
donations and fundraising through its Mens Sana operation and a decrease in amortization expenses of $39K since
2012/13, net of other minor changes.
Revenue
VITA is funded from three main sources:
n
44
he Ministry of Community and Social Services (the
T
Ministry) contributed $19.8M ($19.0M), which represents
84% (83%) of operating revenues in 2013/14 (2012/13).
As a result of Ontario’s financial situation and a
potential six-year funding freeze, Vita CLS has not
received a base increase for its existing operations since
the year ending March 31, 2010. During 2013/14, the
Ministry provided funding for Vita CLS to open a new
home to provide supports to previous residents of the
Thistletown facility as well as funding for an additional
high support individual transferred to Vita CLS from
another region within the province. Additionally, the
Ministry provided $727K ($626K) of funding for the
repair and maintenance of several of Vita CLS’ homes
and programs.
n
n
ee-for-service revenues include payments from
F
members who use certain community participation and
respite programs, revenues from other service providers
who participate in Vita CLS’ training programs and
Ontario Disability Support Program (ODSP) payments.
In 2013/14, fee-for-service income remained stable at
$3.4M.
onations and other public support continue to be
D
a small but stable source of funds for VITA at $464K
($401K), which was 18% (11%) above target. Our two
primary fund-raising events are the Annual Mens Sana
Dinner and the Motorcycle Rally (Rally for VITA). Vita
CLS receives City of Toronto Rent Supplements of $58K
($57K) for one residential program; Mens Sana receives
a grant from United Way York Region of $75K ($75K)
for its Drop-In Centre, VITA, collectively, receives City of
Toronto bingo revenues of $40K ($46K).
Expenditures
Total expenditures in 2013/14 were $23.5M, compared to
$22.7M in the prior year. This increase was primarily due to
the cost of operating a new group home (discussed above),
which was funded by the Ministry.
The distribution of expenses reflects the labour-intensive
nature of our business:
n
n
taff compensation and benefits represented 76%
S
(75%) of total expenditures, which is consistent with
performance in the developmental service sector.
ccupancy costs represented 8% (10%) and include
O
expenditures such as rent and utilities to provide homes for
members, community participation facilities and a main office.
2%
14%
(3,367)
(465)
84%
(19,832)
Revenues ($000s, %)
Government Support
Fee For Service
Donations & Other Public Support
n
ther expenses including such items as program
O
support, vehicle and travel, professional fees and
insurance represented 16% (16%) of total expenditures.
VITA does not receive significant contributed materials
(e.g., donations-in-kind) and relies minimally on volunteers
to deliver its services. As such, there are no materials
or services to be included in VITA’s revenues or cost
of operations.
Residential services represent our largest financial
obligation at 75% (73%), followed by community
participation programs at 13% (14%) and respite, crisis,
clinical and educational services at 3% (3%). Administrative
costs represent 9% (10%).
75%
(17,738)
3%
13%
(3,032)
(672)
9%
(2,047)
Expenditures ($000s, %)
Residential Services
Community Participation Programs
Respite, Crisis, Clinical & Educational Services
Administration
2014 ANNUAL REPORT
45
our finances
treasurer’s report and summarized financial statements
CONDENSED AND CONSOLIDATED STATEMENT OF REVENUE
AND EXPENSES FOR THE YEAR ENDED MARCH 31 ($000s)
ACTUAL 2012
ACTUAL 2013
BUDGET 2014
ACTUAL 2014
BUDGET 2015
18,203
18,956
18,079
19,832*
18,203**
3,216
3,446
3,031
3,367
3,152
425
401
392
465
454
21,844
22,803
21,502
23,664
21,809
16,291
17,021
16,835
17,911
17,265**
Occupancy
1,836
2,158
1,386
1,958
2,098
Program support
1,219
1,235
1,185
1,556
633**
Other expenses
2,056
2,323
2,088
2,080
1,811
21,402
22,737
21,494
23,505
21,807
442
66
8
159***
2
REVENUE
Government funding
Fee-for-service
Donations and other public support
EXPENSES
Salaries and benefits
EXCESS / (DEFICIT) OF REVENUE
OVER EXPENSES FOR THE YEAR
NOTES: The financial information in the condensed and consolidated statements is drawn from Vita CLS and Mens Sana audited financial statements. Intercompany transactions
reflected on the individual statements have been eliminated in the consolidated statements. For 2013/14, this reflects a matching reduction in both revenues and expenses of $566K.
* Vita CLS opened a new home for individuals from Thistletown in 2013/14; Vita CLS also received funding for a high support individual in 2013/14 for a total of approximately
$900K in additional funding.
** Base funding for new services has not yet been finalized and, therefore, is not included in the budget; repairs and maintenance are not budgeted until approved.
*** VITA’s increase in its surplus in 2013/14 as compared to 2012/13 is largely attributable to the significant increase of $64K in donations and fundraising through its Mens Sana
operation and a decrease in amortization expenses of $39K since 2012/13, net of other minor changes.
46
CONDENSED AND CONSOLIDATED STATEMENT OF
FINANCIAL POSITION AS AT MARCH 31 ($000s)
2012
2013
2014
Total current assets
2,382
2,350
3,138*
Capital assets, net
6,762
6,469
6,350
Total Assets
9,144
8,819
9,488
Total current liabilities
3,038
2,880
3,506**
Total long-term liabilities
3,847
3,614
3,499
-
2
4
784
630
810
Invested in capital assets
2,886
2,826
2,818
Unrestricted
(1,411)
(1,133)
(1,149)
2,259
2,325
2,483
9,144
8,819
9,488
ASSETS
LIABILITIES AND NET ASSETS
Net Assets:
Externally restricted
Internally restricted
Total Net Assets
Total Liabilities and Net Assets
NOTES: The financial information in the condensed and consolidated statements is drawn from Vita CLS and Mens Sana audited financial statements. Intercompany balances
reflected on the individual statements have been eliminated in the consolidated statements. For 2013/14, this reflects a matching reduction in both assets and liabilities of $6K.
* Cash is higher than prior year as higher than normal trade payables are outstanding at year end.
**Trade payables are higher than normal at year end, much of which relates to end-of-year repairs and maintenance approvals.
If you would like to view the complete financial statements of Vita CLS
and Mens Sana, please visit our website at www.vitacls.org.
2014 ANNUAL REPORT
47
our finances
treasurer’s report and summarized financial statements
Planning for Continued Financial Success
The Province of Ontario flows funds to Vita CLS largely through the Ministry of Community and Social Services and is Vita
CLS’ major funder. This source of revenue is expected to remain flat for currently funded services into the foreseeable
future. Any new revenues from the Province are targeted to specific increases in services, supports to individuals or
specific repairs. At the same time, the organization continues to face inflationary pressures on most expenses, including
compensation, utilities, food, member travel and supplies. Management
has continued to build on the historical financial success of VITA and to
address the need to increase efficiencies. Our historical and current
financial stability has allowed us to invest in innovative and sustainable
programs for our members. Future success will depend on our ability
to manage expenses within the available resources while at the same
time seeking out new funding sources that may help to mitigate the
impact of flat provincial revenues.
With only 2-3% of funding dependent on donations (and other public
support), and given our history of successful fundraising programs,
VITA has opportunities to increase these contributions to assist in
meeting one-time requirements, such as the acquisition, replacement
and upgrading of capital assets including vans and homes to enhance
supports to its members.
Management and the Boards are confident of VITA’s continued
operational and financial success.
48
our finances
fundraising
Mens Sana Annual Dinner
Mens Sana’s annual fundraising dinner had its best year ever, generating a net profit of $227,845, which represents
approximately 55% of VITA’s total fundraising revenue for 2013/14.
Rally for VITA
Rally for VITA was first recognized as an awareness event and is growing into a fundraising event. The Rally for VITA
fundraising committee consisting of volunteers and VITA management and staff conducted its third motorcycle
rally fundraising event in September. The Committee raised $12,305 net of fundraising expenses, which represents
approximately 3% of VITA’s total fundraising revenue for 2013/14. The proceeds of this event go towards the cost of our
wheelchair accessible vehicle (MV1).
With the exception of the above two
fundraising events, Villa Charities
Foundation is responsible for organizing
all fundraising activities for its affiliate
organizations including Vita CLS and
Mens Sana.
Fundraising expenses are approximately
12% of total funds raised. This calculation
includes direct costs only, as VITA does
not track in-house expenses thus the
percentage may be understated.
2014 ANNUAL REPORT
49
our finances
donations
VITA wishes to thank our numerous donors for their generosity over this past year. All gifts are greatly appreciated.
Donations are vital to the existence of Mens Sana’s programs, and they enhance the quality and quantity of Vita CLS.
The following is a list of donors who contributed over $2,000 in 2013/14:
Allied Construction Employees, Local 1030
Aluma Systems
Amherst Concrete Pumping Ltd
Arion Services Ltd
BMUC Local 1
Boardwalk
Bondfield Construction Co. Ltd
Bravo Cement Contraction
Carpenters Local 27
City of Vaughan 2013 Mayor’s Gala
Concrete Forming Association of Ontario
Dolvin Mechanical Contractors Ltd.
Dominion Forming
Drywall Acoustic Lathing and Installation Local Union 675
Executive Leasing Inc.
HardRock Forming C. Ltd
IC Savings & Credit Union
IC Savings Foundation
International Union of Operating Engineers. Local 793
Jack Donaldson (bequest from the late Jack Donaldson in
memory of his daughter Brenda Donaldson)
Jodal Health
John DaRe Barristers
Labourers International Union of North America - Local 183
Members Benefit Fund
Labourers International Union of North America - Local 506
Labourers International Union of North America - Ontario
Provincial District Council
Lorvin Steel Ltd.
Masters Insurance
OFA-CFAO Golf Invitational
Ontario Formwork Association
Premform
Ralph Chiodo
Rocco Stucco Inc.
Saverino General Contractors Ltd
SJC Investments Inc.
Structural Contraction Ltd.
Tim Kwan
Trim Association of Ontario
Triple Waste
United Brotherhood of Carpenters & Joiner of America
Universal Care
V.C.V. Community Fund
Villa Leonardo Gambin
Weston Forest Products Inc.
We would also like to thank the additional six donors who contributed over $2,000, but who have remained anonymous.
50
We would like to highlight a donation that comes with
a very personal story. The late Mr. Jack Donaldson
bequeathed a generous donation to Vita CLS in honour
of the love, care and kindness we provided to his
daughter Brenda within our residential and community
participation programs. Brenda was a member of
Vita CLS from 1991 until she passed away in 2008.
Brenda is fondly remembered as a quiet lady that was
well liked, enjoyed going out for coffee and dinner with
her friends, enjoyed camping and, most importantly,
loved getting her nails done! In a beautifully written
letter to us, Jack’s wife, Gayle, who is also Brenda’s
step-mother, thanked us for being a life-line to Jack
and for providing a loving home and community to his
daughter. We wish to thank the Donaldson family for
their very kind words and generous gift.
Donations on behalf of Vita CLS and/or Mens Sana can be made directly to
the Villa Charities Foundation at www.villacharities.com.
2014 ANNUAL REPORT
51
our organization
organizational structure and leadership
Executive Director
Rights Group*
Director of Program Services
Toni Grillo
Property Manager
Frank Graziano
Maintenance
15 Residential
Programs
Director of Program
Services & Compliance
Emily Romita
10 Residential
Programs
7 Community
Participation
Programs
Adam Smith
Director of Transitional /Mental
Health & Support Services
Dunja Monaghan
3 Transitional
Programs
Supported
Apt. Living
DD Units
1 Treatment
Program
2 Mens Sana
Residential
1 Mens Sana
Day Program
52
Support
Services
Executive Assistant/Office Manager
Rose Castronovo
IT Consultants
Director of Clinical &
Educational Services
Dave Hingsburger
Administrative
Program Assistants
Director of Human Resource
(Payroll, Benefits & HR)
Silvana Rosa
Controller
Thomas Kwok
Behaviour
Therapists
HR Manager
Accountant
Art Therapy/
Counselling
Payroll/Benefits
Administrator
F.T. Accounting
Clerk
Learning You
HR Recruiter
P.T. Accounting
Clerk
Clinical Consultants
Psychiatry
Group Therapy
Behavioural
Assessments
OT/Physio
*Rights Group, a self-advocate group of Vita CLS members, was added to the organizational chart with
a dotted line to the Executive Director to recognize the work it does and the influence it has on how we run VITA.
NOTE: Both organizations have the same organizational structure.
2014 ANNUAL REPORT
53
our organization
rights group achievements
What is the Rights Group?
n
A group, we get together a bunch of us and talk about our rights.
n
People that have an intellectual disability.
n
We teach people about our disabilities.
n
We want to teach people what we CAN DO. This makes us feel really excited!!
n
We are a loud group but we are a private group because what we talk about stays in the group.
n
We would like the near future to change a little bit.
n
e would like people with disabilities to have a chance to work, to get paid, to be respected and to get out in the
W
community and to have this be easier.
What major achievements have we had this year?
n
n
n
n
54
e invited Judith Snow, who is a disability advocate, to speak to our group at one of our meetings. We gave her a
W
card and a gift to say thank you and invited her to come back again.
One of our group members spoke to doctors and nurses at Sunnybrook hospital about how people with intellectual
disabilities would like to be treated at hospitals and in emergency rooms.
wo members of our group went to a two-day conference to learn about how people with disabilities can get the
T
right support to get paid, meaningful jobs.
e created the Media Expert elected position and hired a member of the group for this job. He takes pictures and
W
videos and will work on our part of the VITA website.
n
We wrote a letter from the whole group and sent a VITA hat and shirt to a boy with autism who was bullied by a neighbor.
n
We interviewed and hired a new Helper (our group facilitator).
our organization
governance
Vita CLS and Mens Sana have separate Boards, although the 14 members are the same on both Boards.
Our Boards play an instrumental role in developing our strategic priorities and goals and monitoring our success in
achieving these goals. Our Boards support our senior leadership team by drawing on the Board members’ collective
expertise to provide support and advice when requested on the planning and execution of our operating plans.
Member Recruitment and Orientation
n
n
n
n
ITA strives to ensure that, collectively, the Board members have a comprehensive set of skills relevant to the
V
successful governance of a non-profit service organization (e.g., finance, fundraising) and to our members’ needs
(e.g., intellectual disabilities, mental health).
Potential candidates are identified through a variety of means, culminating in personal interviews with the President
and the Executive Director.
New Board members receive written background information on VITA (e.g., our annual report), a personal briefing
with the Executive Director and an invitation to participate in educational opportunities relating to the governance of
non-profit organizations.
Orientation and education continues throughout our Board members’ tenure, for example, attending Rights Group
meetings and visiting one or more of our many homes or services.
Meeting Schedule
n
n
On a monthly basis, except during the summer, the Boards conduct separate Board meetings for Vita CLS and Mens Sana.
dditional meetings are scheduled as required. Again this year, additional meetings were held to discuss the Villa
A
Charities proposed new governance model.
Meeting Attendees
n
n
Only Board members, the Executive Director and the Executive Assistant attend all Board meetings. Eight members
must be present for a quorum.
hree times a year, an elected representative from the Vita CLS Rights Group, a self-advocate group of Vita CLS
T
members, is invited to the Board meetings.
2014 ANNUAL REPORT
55
our organization
governance
Board of Governors 2014
President
Brian Naraine
Treasurer
Larry Andrade
Vice President
Frank DeCesare
Secretary
Paul Bottos
Directors
Ken Cancellara
Morris Cariola
Robert Caruso
Wilma Cesario
Rosanna D’Ambrosi
Fausto Gaudio
Nancy Salerno
3 vacant positions*
Executive Director
Adam Smith
* Lou Cairo and Lorne Glass resigned from their Board positions at the June 2013 Annual General Meeting. Gratitude is extended to
Lou and Lorne for their volunteer commitment to Vita CLS and Mens Sana. We would also like to thank Lou Cairo for continuing to
volunteer, in other capacities, within our organization.
Recruitment of new Board members has been delayed pending potential changes to the Villa Charities governance model.
56
BOARD
SUB-COMMITTEES
MEMBERSHIP
MANDATE
Executive
Committee
Brian Naraine, Chair,
Frank DeCesare,
Larry Andrade,
Paul Bottos
Prepare evaluation of the Executive Director’s performance, conduct
preplanning for strategic planning sessions that occur every three years,
develop policies pertaining to governance, review orientation and
training opportunities for the new and existing Board members and review
the organizations’ risk management plans.
Advocacy
Committee*
Frank DeCesare, Chair,
Wilma Cesario,
Rob Caruso,
Rosanna D’Ambrosi
Ensure that branding and marketing strategies are in line with the strategic
plan, vision, mission and value statements of each organization.
Board Recruitment
Committee*
Ken Cancellara, Chair,
Brian Naraine,
Larry Andrade
Ensure that board members represent the community with an appropriate
balance in diversity and expertise of the members. Recruit new members.
Union Negotiating
Advisory
Committee
Brian Naraine, Chair,
Larry Andrade,
Paul Bottos
Provide advice to the senior leadership team for the initial and ongoing
negotiation of a collective bargaining agreement with staff.
Fundraising
Committee
Brian Naraine, Chair, sits on
Rally for VITA Committee.
VITA Boards and management have
become more directly involved in
the Mens Sana Fundraising Dinner.
Organize and oversee fundraising events for Mens Sana and Vita CLS
(only in specific circumstances such as Rally for VITA and Mens Sana dinner).
Executive Director
Recruitment
Committee
Brian Naraine, Chair,
Fausto Gaudio,
Frank DeCesare
Guide the process for the recruitment of a new Executive Director in
consultation with the recruitment firm. Select and hire new ED.
Strategic Planning
Steering
Brian Naraine, Chair,
Larry Andrade,
Executive Director,
Operational Director,
Facilitators
Terms of reference and membership determined. First meeting May 2014.
*C
ommittee was parked in 2013 pending Villa Charities decision regarding its governance structure. Vita CLS and Mens Sana are affiliate members of Villa Charities.
2014 ANNUAL REPORT
57
our organization
locations
Our homes
and programs
throughout the
City of Toronto
and York Region
Aurora
Hwy 9
N
King City
27
Jane St
Richmond Hill
7
Hwy
Vaughan
Hwy 400
ETR
407
t
Yonge S
Hwy 7
Thornhill
01
y4
Rd
Allen
7
Hwy 2
Jane St
Hw
gton
Eglin
Ave W
rin St
Duffe
St E
Bloor
Etobicoke
sway
ueen
The Q
58
Toronto
xpy
iner E
Gard
Markham
a word about design
The design exemplifies the union of single and distinct elements to form
an organic structure providing support, strength and safety for all who
belong. It is complementary to VITA’s mission:
Providing Safety, Practicing Respect, Promoting Community.
2014 ANNUAL REPORT
59
community living services
families for mental health
4301 WESTON RD., TORONTO ON M9L 2Y3 | P: 416-749-6234 | F: 416-749-1456 | WWW.VITACLS.ORG