Our Growing Impact

Sherbourne Health Centre

Annual Report 2015-2016

2

Our Vision: Healthy People. Healthy Communities.

Our Mission: Advance the equity and quality of care

and services. Improve health for under-

served communities.

Our Values: At Sherbourne Health Centre, we:

Strive for excellence and quality;

Embrace diversity and difference;

Act with integrity and accountability;

Believe in equity and fairness;

Seek learning and innovation; and

Promote collaboration and

teamwork.

VISION, MISSION and VALUES

3

1: Introduction

Message from the Chair Message from the CEO

2: 2015 – 16 Brief Notes

3: Our Strategic Directions

Put Health Promotion at the Heart of our

Programs and Services Take our Infi rmary to the Next Level Enrich Youth Health and Wellness in Our Community

Break New Ground in Quality and

Outcome-based Care Reach a New Level of Organizational Strength

4: Financial Statements

5: Thank You

Recognizing Donors Acknowledging Volunteers

CONTENTS

MESSAGE FROM THE CHAIR

2015-2016 has been another year of positive change for Sherbourne Health Centre. This report is an opportunity to

refl ect on how Sherbourne has evolved and been enhanced while I’ve served on the Board of Directors.

In 2012, the organization undertook comprehensive community and stakeholder consultations, and an environmental

scan to assess the shifting landscape of health care. We developed a fi ve-year strategic plan that would build on our

many accomplishments and shared values, and position us to deliver stronger health programs and services for our

populations of focus. In 2013, we welcomed our dynamic new CEO, Hazelle Palmer, to build a leadership team and

organization culture that would bring the plan from vision to reality.

Though the sands are constantly shifting, it is clear that Sherbourne is built on solid foundations and is on the path

to fi rm fi nancial sustainability. It continues to innovate and grow to meet the needs of the communities it was created

to serve. The new funding announced this year to expand trans health care is just one tremendous example. Although

Sherbourne’s areas of focus and programming change, at the core there are responsive, high quality programs and a

set of values that are solid and steadfast. With the organization’s future guided by a long-term plan and strong

management team, the Board has moved to a more long-range, strategic focus. We adopted a consent agenda and

started a series of generative governance discussions.

It takes concerted effort from many groups to accomplish this type of transformative shift. As I prepare to hand over

the reins as Chair of the Board it is my privilege, for a fi nal time, to thank Sherbourne’s incredible, strong management

and staff team, Board and community members, generous volunteers and donors, and supportive government partners

who are pivotal in Sherbourne’s journey toward our vision: Healthy People. Healthy Communities.

Mark Warren

Board Chair

4

MESSAGE FROM THE CEO

The look of Toronto and the health care sector in Ontario are changing so fast that sometimes we need to take a

deliberate pause to take our own temperature, and refl ect on the progress we have made toward our vision. Sherbourne’s

Annual Report refl ects on our Strategic Plan 2013-2018, and at the mid-point of the plan asks: How are we doing?

I joined Sherbourne to fi nd a recently minted strategic plan that set out fi ve ambitious strategic directions for

Sherbourne. I am excited to report that as we pass the halfway point, we have gained so much momentum on those

directions. As always, this year’s report is brought to life with the compelling, real voices of our clients. Client service

statistics and audited fi nancials demonstrate our accountability to our supporters and, because we’re only halfway there

on our plan, we outline what’s coming up in the year ahead.

In 2016-17, we will turn our focus to getting ready for changes in the Ontario health system and advancing our own

transformation to improve health equity for our focus populations. And because we must never take our eyes off the

horizon, we’ll continue positioning ourselves for future possibilities as we lay ground work for our next strategic plan,

through a new client advisory panel and improvements to our management structure.

Once again I want to thank Sherbourne’s wonderful volunteers, donors, staff and management, who truly embody

our value of embracing diversity and difference. Like our mosaic, working together they are infi nitely greater than the

sum of their parts. Their hard work, desire to continuously improve and above all, passion for the people we serve will

continue to drive Sherbourne’s growing impact in 2016-17, and beyond.

Hazelle Palmer

Chief Executive Offi cer

5

2015-2016 Brief Notes

Leadership Changes

Sherbourne veterans and celebrated

community leaders, Anna Travers and Bev

Lepischak took their well-earned retire-

ment. We announced the appointment of

Devon MacFarlane as Director of Rainbow

Health Ontario. Devon brings a wealth of

education, experience and accomplish-

ments gained over a long career in queer

health, to the leadership team. We also

launched our search for a Director to

oversee our LGBTQ health programs.

A New Look for SOY

After nearly 20 years, Supporting Our

Youth got a fresh new visual identity. Led

by an engaged youth collective called the

SOYBean Co., the new logo and tagline

reflect the diverse and dynamic stable of

SOY programs for queer and trans youth.

Adam Benn, a SOY Program Coordinator,

was promoted to the management team

as Manager of LGBTQ Programs.

WINK turns 5!

Our ‘Women in Need Klinik’ celebrated its

fifth anniversary. WINK connects women

who may have experienced severe barriers

to primary care services with health care

providers. In its first five years WINK has

provided low-barrier access to nutritious

food, safe space and resources for street-

involved and marginalized women.

206

#WelcomeRefugees

Newcomers to Canada have always been

a priority population for Sherbourne —

over the years we have served people,

including refugees, from all over the world.

This year, we joined city-wide efforts to

support Syrian people and families through

our regular programs and special Syrian

newcomer clinics.

A Night at the Theatre

100 supporters joined us at Kinky Boots

for a special fundraiser in partnership

with Mirvish Productions. Guests enjoyed

a glamorous pre-theatre reception in the

historic Royal Alexandra Theatre and raised

the roof as the fi rst Toronto audience to

enjoy the Tony-award winning show. The

event raised over $16,000 for SOY!

7

OUR STRATEGIC DIRECTIONS

Put Health Promotion at the

Heart of our Programs and Services

By 2018, the people in our communities will know more about their own health and be

able to get services that suit their own needs. Key indicators will show that clients are

accessing more preventative services and reducing the impact of chronic disease. Health

care providers will be adopting more tailored approaches to caring for under-served

communities.

In October, Sherbourne launched a Newcomer Community Kitchen in partnership with Access Alliance. Led by our

Community Dietitian and a trained peer leader, the 10-week program was offered to eleven people from diverse back-

grounds. We also proudly launched A World Within a Block, a cookbook celebrating diverse foods from the St. James

Town community through a health promotion lens, with community ambassadors and partners.

We launched a support and skill-building group for LGBTQ people struggling with food and body image issues.

Participants explored the interplay between diet, body weight and LGBT identity to develop positive coping strategies,

more self-accepting body image and healthy lifestyle habits.

SOY’s Get Out! program coached at-risk LGBTQ youth in wellness through healthy food and access to local, low or

no-cost recreation resources. Youth from across ethno-cultural groups and the gender spectrum, guided by adult

mentors and experts, enjoyed non-competitive outdoor activities like hiking, biking, axe-throwing, sailing and a winter

ski retreat at Mount St. Louis Moonstone.

Clients with Hep C made 1,623 visits to our Toronto Community Hepatitis C Partnership program. The approval of

new, more effective medications with fewer side effects meant that more clients successfully completed treatment and

cleared the virus.

Our Diabetes program continued providing services in two satellite locations in St. James Town and at Broadview and

Danforth, increasing access for high risk populations. It provided 1,037 encounters, reaching 61 new clients through

these clinics, and also hosted groups and workshops for diverse client groups and service providers.

Continuing our ongoing series of evaluations, we consulted community stakeholders about the work of our LGBTQ

Parenting Network, to identify possibilities for refreshed programming going forward. We started the exciting work

of re-designing the Health Bus program to improve the range of primary care and health promotion services we can

provide to homeless and marginalized clients in the City.

8

We continued working to bring important health-related services into our space, while also adding to our own fi nancial

health. We worked with health and social service partners and TC LHIN to develop a Community Hub concept, which

would provide community-driven, fl exible spaces for groups and organizations. We also advanced planning with St.

Michael’s Hospital to lease our unused 5th and 6th fl oors to accommodate withdrawal management services.

A working group of Sherbourne staff started work on a Harm Reduction Framework, which aims to develop organizational

policies, procedures, staff training and an evaluation process to allow Sherbourne’s providers to better help our clients who

use substances.

Looking Forward

• We will develop community resources to further

raise awareness and uptake of our WINK program

for marginalized women.

• The harm reduction working group will engage

peer workers to help roll out our framework

across Sherbourne’s programs and services.

“About ten years ago I wasn’t in a great spot.

I was depressed and drinking and doing some

hard drugs. I was homeless; going from shel-

ter to motel to shelter. I was always getting

discharged for breaking curfew and using.

I was disillusioned with my health care as well.

I didn’t feel like I could talk about anything

with my doctor. We were disconnected. I

fi gured I would just end up dead in an alley

somewhere, or killing myself.

I came to Sherbourne and spiritually, emo-

tionally and physically I’ve come a long way.

Sherbourne’s support system is amazing.

I got myself back, and I’m not sure that I

could have done it without Sherbourne’s help

and resources. Now I’m hoping to go back to

school to study women’s studies and addic-

tions so I can work with other women.”

9

Lori, 52, volunteers with a number of community agencies. She accesses

primary care at Sherbourne and supports WINK as a volunteer.

Clinical Visits

Health Promotion Encounters

(LGBTQ Parenting, Health Bus,

Community Health Promotion)

Chronic Disease Programs

Visits (Hep C, HIV, Diabetes)

Counselling/Mental Health

Group Visits

20,905

14,209

3,507

16,832

OUR STRATEGIC DIRECTIONS

10

Take our Infi rmary to the Next Level

By 2018, when an Infi rmary client recovers from an acute health episode we’ll get them

back on their feet and follow them into the community, linking them with primary care

and other social services to ensure they’re staying as healthy as possible. Every year,

hundreds more people will get care in the community and will be able to avoid unneces-

sary emergency department visits.

Sherbourne’s Infi rmary provides short-term medical respite care for homeless or under-housed people in need of a safe,

supportive space to recuperate or recover when a hospital stay is not needed. Unique in Canada, it is a 24/7 client-

centred, holistic and collaborative model of service provided by a multi-disciplinary team.

In 2015-16, we continued to implement recommendations from the evaluation completed in 2014-15. In consultation

with referring agencies we clarifi ed the program’s service delivery model and eligibility criteria, and focused on enhancing

our partnerships to improve coordination of services.

We also refi ned the intake process, and worked closely with Mid-East Toronto Health Link service partners in a pilot

program to improve care coordination for more complex clients. We added mental health counselling and dietary

advice from our Community Dietitian to the offering for Infi rmary clients. With support from CIBC, we developed

staff training to help improve the quality and safety of care for our increasing number of clients undergoing cancer

treatment.

In 2015-16, the Infi rmary provided care for 149 clients recovering from surgery, recuperating from an acute medical

condition, or undergoing treatment for cancer. The average length of stay for clients was 17 days, which refl ects 13,130

individual encounters with clients over 2,494 inpatient days.

In March, Sherbourne was awarded $909,000 in new funding to increase trans care services. This allowed us to create a

new Trans Recovery Hub within the Infi rmary, which will open up new beds for under-housed trans people recovering

from transition-related surgeries.

“I don’t know where I’d be without Sherbourne. To me, it’s the

heart of our community.

Organizations need to pay attention to the people who live

in the community that they serve, the people who see and

live things first-hand. Sherbourne is the result of many people

working together to build the services we need. The Infirmary

is a safe place to recover. It’s a good feeling to be here,

because I don’t have to worry. I’m particularly thankful for the

nurses here. They handle everything with mindfulness, gener-

osity, and endless effort.

The way I see it, I have two parts: who I was and who I’ve

become. The people here helped me find that second part.”

11

Looking Forward

• We will put our expansion funding into action to hire new, additional staff for

our expanded Infirmary.

• After ten years of operations we will re-launch the program to reflect the expanded

scope of services.

Albert, 54

A client of Sherbourne’s Family Health Team, Albert battled

addiction for years, and is now a committed community

volunteer and a passionate advocate for harm reduction

programs. Albert recovered in the Infirmary after eye

surgery.

OUR STRATEGIC DIRECTIONS

12

Enrich Youth Health and Wellness

in Our Community

By 2018, we’ll be known in our neighbourhood as the place that helps young people grow

into healthy, engaged citizens. Youth will be empowered and gain knowledge and resources

to manage their health for the rest of their lives.

The pilot Our Mad Selves group continued for queer and trans youth to explore their mental health and develop resili-

ence and self-care skills through story-telling and challenging mental health related stigma. A grant allowed the group

to engage a youth peer to help with participant outreach. The group facilitators presented on the Our Mad Selves model

at Sherbourne’s Rainbow Health Ontario conference.

SOY H.E.A.T. (Human Rights, Equity, Access Team) continued its work empowering LGBTQ youth to become

leaders and advocates for equity, social justice and anti-oppressive practice. Thirty SOY H.E.A.T. youth aged 19-25

have ‘graduated’ from other SOY programs and engaged in an intensive 30-week training program to join the speakers

bureau. Last year participants gave 52 workshops and presentations to schools, colleges, employers and service providers.

Our Monday Night Drop-In served nutritious meals co-created in our Share & Learn Kitchen, and facilitated adult

mentorship and community-building activities for queer and questioning youth who are homeless. Last year the Drop

In served an average of forty youth per session.

Through the Health Access St. James Town initiative that Sherbourne leads, we launched a Youth Mental Health

Promotion program in St. James Town in partnership with Youthdale Treatment Centres. Five youth community

ambassadors were recruited and trained for outreach to youth and families.

SOY Express continued to work with newcomer and refugee LGBTQ+ youth from all over the world, including several

Syrians fl eeing the ongoing confl ict. The program provides an open, non-judgmental weekly space for youth to explore

their own identities and build friendships, as well as access referrals to settlement, education and other services. Last

year Express ran 51 sessions with 1,218 youth visits.

“Life in Damascus was free and safe as a gay person, but it changed after

the war. People’s values and ethics shifted. There was no security: kidnapping

and killing became daily occurrences. Before, when there was law, you could

report a crime to the police, but now there is no law and this affects LGBTQ

people. I went to Jordan, which was chosen for me. There I was harassed

by ‘national security’. LGBTQ circles are seen as support for the West and

there is a conspiracy theory that people are out to destroy Arab society

and values — so they want to control that. You don’t even joke with the taxi

driver because you might get arrested.

SOY Express is interesting for me. I enjoy when I come. It is open — I hug

people each time I come. It’s easy to make conversations and friends. Good

for me to practice English. I would tell friends back home not [to] worry

because there are lots of social supports here [at SOY].

My goal is to upgrade my English and then go to university for Physical

Education or Social Services. I do not have dreams of a big house or things

like that, but just to do something that I love and to have a good life.”

13

Looking Forward

• In partnership with Youthdale we will

start an art therapy program for youth.

• We will partner with Wellesley Community

Centre and Toronto Public Health to focus on

enhancing healthy eating and healthy living

opportunities and practices for youth in

the neighbourhood.

Ayoub, 24, is from Damascus, Syria. He arrived in Toronto, via Jordan, in

2015 as a government assisted refugee. He accesses SOY Express, and

told his story through an Arabic interpreter.

Supporting Our Youth Program

Encounters13,461

OUR STRATEGIC DIRECTIONS

Break New Ground in Quality

and Outcome-based Care

By 2018, we’ll be recognized throughout the primary care sector for providing the safest

and best care available. By listening to our clients and communities and learning from

sophisticated data, we’ll be able to trace a direct line between the care and services we

provide and our impact on clients’ health.

With our new electronic medical record system rolled out across our clinical programs, we started implementing ways to

make our services more accessible and convenient. Self check-in kiosks, which went live in February, let clients with an

OHIP card check in for appointments discreetly, without waiting in line. We also started using new medical diagnostic

equipment that transfers results directly into clients’ medical records, improving accuracy and timeliness.

We focused on analyzing and refi ning our client data to increase the accuracy of our statistics for cancer screening.

As a result we identifi ed that out of eligible clients, Mammogram results increased by 19%; Pap results increased by

29%; and Colorectal screening by 9%. Our annual fl u shot campaign targeted higher risk clients such as the elderly,

children, and clients living with HIV or Hepatitis C. Providers then followed up with clients who had not been offered

or received the shot. In total, 38% of our high risk clients received the vaccine.

We continued to work with the Mid-East Toronto Health Link to create coordinated care plans with other health pro-

viders for our top 5% “most complex” clients. 42 clients were identifi ed as fi tting a common defi nition of “complex” and

we began to deliver coordinated care plans for clients.

This year’s Quality Improvement Award went to Linda Hazard from our Urban Health team, for her leadership of the

Tune-Up Your Health & Bike Project. The program lets low income clients get their bicycle tuned up by a skilled volun-

teer while they are getting their own ‘tune up’ with health providers. For many, a bike is not only a good way of staying

physically active: it’s their only reliable way of getting to work and connecting with community; it’s literally a life-line.

Well done, Linda!

2014

In November 2014, we were awarded Accreditation with Exemplary Standing by Accreditation Canada. To ensure we

maintain the quality and safety of our care and services reflected by this high standard, we created the role of Manager of

Clinical Services and Quality Improvement, who will be accountable to coordinate and champion quality improvement

efforts throughout Sherbourne.

Looking Forward

• We’ll start providing clients with auto-reminders of their appointments at Sherbourne

by voice/text message, or email. We will join ONEMail, an e-health portal that lets our

providers track clients’ journeys from primary care through the hospital system, ensuring

better follow-up and care planning.

• We will work with the Ministry of Health and Long-Term Care and Toronto Central

LHIN to identify our role in activating the Patients First health care reforms. The reforms

aim to: improve integration and equity of services; create more timely and seamless access

to primary care; make home and community care more consistent and accessible; and create

stronger collaborative links between population services and public health.

In our 2015 Client Survey, 91% of our clients said their

doctor or nurse practitioner spends enough time with

them. 85% said they are involved as much as they want

to be in decisions about their care. Overall, 98% said they

had a positive primary care experience at Sherbourne.

Clients also said:

> “Great people! Excellent service!”

> “Sherbourne is the best health care I ever had.”

> “Thank you for your great care.”

15

OUR STRATEGIC DIRECTIONS

Reach a New Level of Organizational Strength

By 2018, we’ll be the workplace of choice for health care providers and our staff will be

recognized thought leaders in their areas of specialty. Our state-of-the-art systems and

diversifi ed revenues will enable us to help more people and invest in ground-breaking

innovations.

Rainbow Health Ontario (RHO), Sherbourne’s unique provincial knowledge transfer, research and capacity-building

program delivered its fourth biennial LGBT health conference in London, Ontario to its largest attendance yet: over

380 delegates. 2,906 health professionals also participated in RHO trainings. RHO funded grassroots commun-

ity Breakthrough Projects across the province, such as Space Between, an LGBTQ+ Symposium in Hamilton where

marginalized communities came together to develop leadership capacity, and community-based solutions to LGBTQ+

health issues.

RHO was at the forefront of Sherbourne’s advocacy, which informed the Ministry of Health and Long-Term Care’s

move to decentralize transition-related surgery referrals to primary care providers. This shift removes enormous barriers

to access for trans people across the province, and sets the stage for the expansion of Sherbourne’s trans health services.

Sherbourne’s new trans care funding will increase services throughout our Centre, including growing RHO’s capacity

to deliver training and education to health and social service providers across Ontario.

As part of our development of an integrated performance management system, we rolled out new Human Resources

policies and continued to enhance our Learning and Development program — over 1,400 hours were invested in staff

professional development.

We completed a comprehensive RFP process for our security, building services and catering operations to ensure we are

getting the best standards and value for money possible. We also invested in new safety features, such as fi re mitigation

equipment and security cameras.

In 2015-16, we worked hard to build a strong foundation to grow and diversify our fundraising base. We convened a

Fund Development Roundtable of experts and community leaders to help guide our activities, piloted new fundraisers

and developed new relationships with community groups and companies.

16

Looking Forward

• We’ll kick off our campaign to replace our aging Health Buses with a state-of-the-art

new mobile health unit.

• We will hire new health care providers and staff to expand our Trans Recovery Hub.

17

“My mother, Katharina Weger, was a young mother when she arrived in

Canada having been a refugee of the Second World War. Settling in Toronto,

she was fiercely proud to be a Canadian and shared her love for her com-

munity and young people with an open house, cooking and sharing meals.

When she passed away in 2010, I created a foundation in her memory to

continue her generosity of spirit. She gave her love to all and her way to

show love was through food. What better way to honour her than by donat-

ing to support the Monday Night Drop-In. I also volunteer at the Drop-In,

and I’ve developed a strong admiration for the young people, as well as

Sherbourne’s role in the community. I feel Mom would have been proud to

assist such a diverse centre.”

Gerlinde Weger and the Katharina Weger Foundation

Inspired by the breadth of Sherbourne’s programs, Gerlinde and her

mother’s Foundation have supported Sherbourne’s Share & Learn Kitchen,

SOY Monday Night Drop-In for homeless and under-housed LGBTQ youth,

and our Diabetes Education Program. Gerlinde is passionate about

supporting a community organization that innovatively responds to

local needs.

Ministry of Health and

Long-Term Care (“MoHLTC”)

and Toronto Central Local

Health Integration Network

(“Toronto Central LHIN”)

funding

Family Health Team

MoHLTC Health Research

Grants

Amortization of deferred

capital contributions

Other revenue and recoveries

Fundraising

Other grants and guarantors

Supporting Communities

Partnership Initiative

Primary care and Family

Health Team

LGBT services

Building services and utilities

Infi rmary

Rainbow Health Ontario

Amortization of capital assets

Information systems

Administration

Health Bus/mobile

Human Resources

Finance

Communications

Fundraising

Naturopathic clinic

Excess of revenue

over expenses

2016

$7,560,776

2,851,268

1,100,000

914,639

385,175

329,256

165,943

63,750

13,370,807

2016

$4,177,792

1,699,877

1,569,694

1,506,149

1,074,630

951,563

543,630

517,484

405,883

271,858

262,039

168,446

142,046

--

13,291,091

79,716

2015

$8,021,665

2,888,026

1,019,043

985,926

211,131

341,268

186,095

64,104

13,717,258

2015

$4,284,414

1,880,874

1,372,162

1,500,873

875,243

1,029,487

575,280

489,006

560,812

315,709

266,252

22,609

81,233

856

13,254,810

462,448

Financial StatementsStatement of operations year ended March 31, 2016

Revenue Expenses

18

Current assets

Cash

Accounts receivable

Prepaid expenses

Inventory

Capital assets

Current liabilities

Accounts payable and

accrued charges

Deferred revenue

Deferred capital

contributions

Invested in capital assets

Internally restricted

Unrestricted

2016

$1,067,405

349,581

242,999

6,500

1,666,485

18,112,024

19,778,509

2016

$1,628,738

433,390

2,062,128

17,362,124

19,424,252

2016

$749,900

--

(395,643)

354,257

19,778,509

2015

$1,021,402

452,622

288,602

7,053

1,769,679

18,798,525

20,568,204

2015

$1,713,387

517,797

2,231,184

18,062,479

20,293,663

2015

$736,046

50,000

(511,505)

274,541

20,568,204

Assets Liabilities

Fund Balances (defi cit)

19

Thank you

The generosity of individuals, community groups, families and companies lets us

sustain and grow our programming and pilot innovative new activities to better serve

our communities. On behalf of everyone at Sherbourne, we thank our donors for their

incredible support.

The Government of Ontario and the City of Toronto and

BMO Financial Group

Canadian Memorial Chiropractic College

CaterTrendz Culinary

CIBC

Daily Xtra

Daniel et Daniel Catering & Events

Echo Foundation

Enterprise Holdings Foundation

George Weston Limited

Harmony Organic Dairy Products Inc.

Just Socks Foundation

Meridian Credit Union

Mirvish Productions

Ontario REALTORS Care® Foundation

Paloma Foundation

20

21

Pride Toronto

Raising the Roof

The Rotary Club of Toronto

RBC Foundation

Second Harvest

Shoppers Drug Mart Life Foundation

TD Canada Trust branch 1220 at Church & Wellesley

Tippet Foundation

Toronto Arts Council

The Vital Toronto Fund at the Toronto Foundation

Toronto Gay Ski and Snowboarding Club

Toronto Real Estate Board

Toronto Roller Derby

Toronto Spartan Volleyball League

The Katharina Weger Foundation

The Marjorie and Joseph Wright Memorial Foundation

And 1,300 generous individual and

community supporters.

Our Volunteers

In 2015-2016, our dedicated volunteers collectively donated almost 22,000 hours, or

2,933 days. Mentoring youth, supporting our programs and fundraisers, serving as

community ambassadors, and lending expertise to our Board and committees — every

hour makes a difference. Thank you.

BOARD OF DIRECTORS

Mark Warren - Chair

Ken Chan - Vice Chair

Amanda Cato - Treasurer

Robert Champagne - Secretary

John Angkaw

Kenneth Chung

Jeanette Cournoyer

Lindsey Crawford

Jonathan Fetros

Shannon Filice

Lovisa McCallum

Neil Shah

Reena Tandon

Johannes Tekle

Richard Willett

BOARD COMMITTEE

COMMUNITY MEMBERS

Michael Herrera

Anthony Ling

Michelle Moldofsky

Bek McNeil

Lisa O’Drowsky

Henry Shew

22

23

Joan – Volunteer at Sherbourne since 2013

“I’d been coming to Sherbourne for three and a half years and then they

asked me if I would volunteer, so I said yes. I volunteer preparing food for

WINK groups and on the wellness program. It gets me out of the house. I

like to give something back and it makes me feel good about myself.”

Rainbow Health Ontario