ANNUAL REPORT - CCS Montrealccs-montreal.org/wp-content/uploads/2013/01/CCS-2018-19-Annual-… ·...

ANNUAL REPORT 2018 - 2019

2018-19 Annual Report 1

Our Mission

CCS improves the quality of life of

individuals by significantly

reducing isolation and effectively

supporting those living in poverty,

primarily within the English-

speaking community of Greater

Montreal.

CCS has served Montreal for over 87

years as a community-based social

agency. Originally incorporated in

1932 as Catholic welfare bureau Inc.,

CCS has adapted over the years to

better meet the needs of the

diversified communities we serve in

an inclusive manner. We are

registered under the Companies

Act as Collective Community

Services.

Our History

The volunteers and staff of CCS

endeavour daily to give

individuals living in poverty or

isolation within the English-

speaking community, a safe and

caring place to turn to.

Our Vision

451 rue de l’Eglise – Ste 200Verdun, QC H4G 2M6Telephone: 514– 937-5351E-mail: [email protected]: www.ccs-montreal.org


COMMUNITIES WE SERVE

CCS is a regional organisation, delivering services across Montreal. Our programsand services are delivered in community centres, schools, churches, parks,partner non-profit organisations, colleges, and universities across Montreal.

This shows the locations of those service locations, as well as the communities inwhich our participants live. In addition, our summer camps run on beautiful Lake

l’Achigan in St Hippolyte.


PRESIDENT'S MESSAGE

On the behalf of the Board of CCS, I am pleased to present the CCS annual report for the year 2018-2019.

Three years ago, the Board of CCS decided to embark on an important organisational mission to improve CCS’ procedures

and policies. The overall objectives were for CCS to reduce organisational risk; to improve board governance practices; to

be transparent and accountable with finances and for its employees to follow and implement well structured procedures

and policies.

I am therefore proud to inform CCS funders and members of CCS’ recent appointment in the exclusive club of accredited

Canadian charities and nonprofits by Imagine Canada. As a member, CCS can use the Imagine Canada accreditation

symbol, the trustmark which is a symbol of excellence and leadership in the charitable sector in Canada. Within the

Province of Quebec, CCS is one of very few organisations accredited by Imagine Canada. It is therefore CCS’ objective to

continue implementing the rules and principles it has put together and which are recognized by Imagine Canada, for the

management of all its existing and future programs.

Obtaining the certification from Imagine Canada is not a finality in itself. It is a set of procedures and rules the staff, the

managers and the Board of CCS are committed to optimize and a tool allowing CCS to take on new challenges: expand its

programs to additional boroughs; develop new programs, attract new funders and assist other charitable organisations to

improve their governance practices.

Beyond this milestone achievement, CCS, in 2018-2019, has continued the development of a solid presence in the South

West while expanding its programs in more schools throughout the Montreal region. New schools this year were:

Willingdon Elementary (NDG), Focus – alternative (NDG), Lindsay Place Secondary (Pt. Claire), Education Plus – alternative

(St Laurent), Chateauguay Regional Valley High (Chateauguay), Royal West Academy (Montreal West) and Pontiac

Continuing Education Centre (Shawville).

I am particularly proud of CCS’ involvement in the Network Partnership Initiative focusing on the Community Social

Health Services in partnership with McGill University in conducting new projects on mental health issues and the

Headstrong Summit program of Spring 2019.

These new orientations and projects are intrinsically the expression of the current three year strategic plan which reflects

CCS’ management and financial strength as well as the quality of the service programs it provides.

To bring CCS to the level of excellence it has attained does not easily happen. This high achievement is primarily due to

CCS’ management, staff and to the Board. Thank you for your constant commitment and belief in the good programs CCS

provides.

Thank you to the outgoing board members: Louise Marzinotto and Linda Palesch who have dedicated their volunteer time

over the past years in helping make CCS what it is today. I also warmly welcome new board members Ida Foster and Julie

Arsenault!

On behalf of the Board, I would like to recognize the indispensable role and constant support of CCS funders: Centraide of

Greater Montreal, CHSSN, MEES, McGill University, Generations Foundation and all of CCS’ public partners, private donors

and volunteers without whose support CCS would not be able to provide all it does in the Montreal region.

Pierre Cinq-Mars, President of the Board of Director, Volunteer


CEO'S MESSAGEA year of outstanding achievements (including Imagine Canada Certification), a year of unexpected challenges, a year of

many new projects and a year of future funding security. That is how we can best characterise 2018-2019 for CCS!

Our core programs all continued to address our mission objectives, reducing isolation and supporting those living in

poverty.

Our Child and Family Services saw Little Learners and Early Head Start again serving many families with preschool

children. Exciting new experiences for the developing minds included “Educazoo” – where exotic animals like Chinchillas

were observed and petted in a safely controlled environment. Early Head Start (EHS) operated from the Lasalle premises

of CADRE – a caring and generous partner community organisation in Lasalle. A new program “Growing Together” was

started under the EHS model, showing potential for future growth in attendance. The “Art and Science in the Park”

program attendance exceed all expectations, with volumes tripling the attendance of the prior summer, to over 1,200.

Youth and Camp Services introduced a compelling and emotionally uplifting event, in partnership with the Mental Health

Commission of Canada. No less than 7 schools permitted their 13-17 year olds to take a day away from school to attend this

“Headstrong Summit”. This focussed our resources away from the more usual “Pink Shirt Day” anti-bullying and guest

speaker series, resulting in lower overall student numbers, but delivering a powerful emotional impact nevertheless.

Trails End Camp ran a full 5 sessions during the summer of 2018, an improvement of the 2 sessions of summer 2017. Even

so, overall camper numbers were down slightly from the prior year, in line with changing demographics, competing

attractions for camp age children and the closure of the camps of 2 other organisations.

The Network and Community Social Health Services had a banner year! Apart from the engaging activities of the Network

Partnership Initiative and the McGill Project – 2 exciting new projects were taken on with generous funding being

supplied through the CIUSSS (French acronym for the Integrated University Health and Social Services Centres). One was

the conducting of 4 heartfelt Focus Groups for vulnerable populations, collecting experiences of “Failure to be served in

English in the health system”. Results were scrupulously documented and forwarded to the CIUSSS’. The other project

was to reduce isolation of the English community, by arranging for the creation of English websites of French partner

community organisations!

CCS’ solid program conceptualisation and delivery, its detailed and comprehensive reporting, its strong governance and

financial controls over the past few years have undoubtedly increased the satisfaction and confidence of its main funders.

To this end, Centraide has reaffirmed its grant for the next 3 years, up to 2022. Similarly, CHSSN (Community Health and

Social Services Network) has renewed its key role in the Minority Languages strategy funding from Health Canada,

resulting in the NPI agreement with CCS being extended to 2023. The Quebec provincial government, through CHSSN,

created a new funding envelope for “Enhancing Regional Community Capacity” – benefitting CCS through to 2021. These

are the core funds. We expect to also get ad-hoc funding from other sources, all of which give CCS the necessary

resources to deliver our much-needed programs into the future.

We are indeed grateful to all our funders, including MEES and our other provincial and Municipal funders!

I would also like to thank our volunteers, particularly our Board of Directors, for their repetitive contributions and support -

and to the CCS team, who despite some unexpected team rotation, have supplied ongoing effort, great ideas and

enthusiasm to our cause!

Vaughan Roche - CEO


BOARD OF D IRECTORS

President : Pierre Cinq-Mars Vice President : Mark Boyer Secretary & Treasurer: Linda Palesch

STAFF

CEO : Vaughan Roche

Manager, Network & Community Social Health: Riley Dalys-Fine

Manager, Youth & Camp Services : Cory Maguire

Manager, Child & Family Services : TBA

Accountant: Xiaoning Han

Project Coordinator : Isabel Abellan

Educator : Sylvia Mignacca

Educator : Emilie Zervos

Educator : Emily Martin

Educator : Debora Friedmann

Educator : Vanessa Seath

Board Member : Ida Foster Board Member: Julie Arsenault Board Member: Jill Martis Board Member: Louise Marzinotto Board Member: Matthew Lee

PROFESS IONAL DEVELOPMENT

CCS continues to invest in the development of human capital, withregular professional development programs. Over the past year, bothour Youth & Camp Services Manager and our Child and Family ServicesManager attended a leadership development program conducted byThe Council of Outdoor Educators of Ontario.


PARTNERS AND SUPPORTERS

OTHER PARTNERS

Much valued effort has been offered by our volunteers over the past year.These have included regular members of the community, researchers ondoctoral programs, recent graduates and students on internships. Withtheir loyalty, commitment and ability, we have been able to distributecompelling reports, fulfil our role in the community and give them usefultransferrable skills. As in prior years, we give a special thanks to the effortsand support of our volunteers. Thank you!

Anglo Family Council of Verdun, Batshaw Youth & Family Centre, QuebecCommunity Groups Network, TDS (Table de développement sociale deLasalle), CIUSSS Centre- Sud, CIUSSS ODIM, CDSV Concertation, Table deconcertation petite enfance Dorval-Lachine, TAC enfance-famille deLasalle, TAC famille Verdun.

VOLUNTEERS


CCS 3 YEAR STRATEG IC

PLAN1 Apr 2019 – 31 March 2022

As per our Mission, CCS serves the Englishspeaking population of Greater Montreal,

to address the effects of poverty andisolation. CCS’ strategic plan serves an

increasing need in our communities, asevidenced by the recently released data

from the 2016 census conducted byStatistics Canada:

Using English as their first official language

spoken, Montreal’s English speakingpopulation grew by 14,000 since the 2011census – the highest growth number of

any Quebec region, to 625,000.

Further analysis reveals thedifficulties faced. When compared

with the French speakingpopulation of Montreal, English

speakers are more likely to:

Have low education 32% Be unemployed 30%

Have annual income under $20k35%

Be a recent immigrant 9%

It is thus imperative that ourprograms continue to keep reaching

out to the most vulnerablecommunities, creating lastingsolutions. We are entering the

second year of our 3 year plan. Wehave had significant “early wins” and

will maintain the current strategy.STRATEGIC OBJECTIVES

1

2

3

4

5

Update connection to our community by ensuring all programs are socially relevant.

Strengthen and recognise good governance and management.

Broaden measurement of qualitative result gathering and result sharing.

Ensure all programs promote lasting solutions.

Deepen collaboration and synergy with relevant community partners.


STRATEGIC OBJECTIVES

1

2

3

4

5

Be socially relevant against effects of Poverty and Isolation

1.2 Academic perseverance to be a key element of our extensive Youth Success programs.

1.3 Develop further engagement of parents and families in and from the children’sprograms, ensuring ease of access.

Expand Early Childhood Development programs into other low income, high populationareas.

1.1

1.4 Improve access of community to health and social services in English.

Deliver lasting solutions that break the cycle of repeated povertyand isolation

Achieve Results that meet objectives and are shared

2.1 Early childhood and youth programs to boost personal confidence, strength andresilience– for ongoing application in other spheres of their lives.

2.2 Boost community awareness, empowerment, participation and mutual aiddevelopment between individual participants, to build community into the future.

2.3 Ensure broader outreach to English groups of various ethnic origins, minimisingfinancial, linguistic and geographic access barriers.

3.1 Partner with prominent academic institution(s) for ongoing independent evaluationof select program relevance and effectiveness.

3.2 Conduct in-depth participant evaluations to measure direction and extent of positivechanges and benefits they have observed, as a result of CCS programs.

3.3 Refocus programs that can improve the achievement of targeted results.

Collaborate with relevant Community Partners

4.1 Develop deeper awareness and connection with the top 3 service delivery organizationsin Child & Family, Youth & Camp and Community Social Health domains.

4.2 Collaborate on at least 10 community tables/partner committees that are relevant toCCS’ mission – share results and build community.

4.3 Selective volunteer engagement to give them future skills while enhancing CCSprogram resources.

Apply good Governance and Management

5.1 Ensure financial and other resources are adequate, appropriate and correctly applied.

5.2 Gain endorsement and accreditation for highest governance standards.

5.3 Ensure board members and senior management are qualified, engaged and effective.

(source acknowledgement: ideas and structure drawn from Centraide’s Strategic Orientations for the coming years and agency evaluation criteria)


GOVERNANCE EXCELLENCE -Imagine Canada certification (April2019)

The Standards Program Trustmark is a

mark of Imagine Canada used under

licence by Collective Community

Services.

Imagine Canada works alongside

charitable sector organizations, often in

partnership with the private sector,

governments and individuals in the

community — to ensure that charities

continue to play a pivotal role in

building, enriching and defining our

nation.

Accreditation is given to charities and

nonprofits that have taken action

through the rigorous Standards

Program to bolster trust with the public

by identifying and reducing

organizational risk, improving board

governance practices, being

transparent and accountable with

finances and fundraising, and fostering

a strong workforce.

The Trustmark is a symbol of excellence

and leadership in the charitable sector.

We now proudly join similarly

accredited organisations like Oxfam,

UNICEF, World Vision, YMCAs, United

Way and hundreds of others across

Canada.

Back in 2015, the board of CCS voted

unanimously to set CCS on the path of

becoming a leader in non-profit

governance, by pursuing the “Imagine

Canada” corporate governance

standards. This noble objective was built

into our subsequent Strategic Plan.

After 3 long years of thorough standards

improvement and implementation, our

efforts have been rewarded. In April

2019, CCS was awarded Imagine Canada

certification!


EHS is a community-based earlychildhood education programdesigned for children aged 0 - 5& their parents. The primaryfocus of this program is toaddress the educational & socio-emotional needs of families withyoung children. The majority offamilies enrolled in EHS comefrom the LaSalle area. EHS isdelivered in cooperation with apartner organisation, CADRE,who welcomes this vital earlychildhood developmentprogram in their excellentfacilities in northern Lasalle.

Early Head Start (EHS)Background

"EHS is a good class to attend. Ilike how we sing with our kids,sharing activities with them,listen to the same story, makingfriends, meeting families, and allthe outings we do together. Itmakes a strong bond betweenparents and kids. My kids love togo there. “ H.A.

To develop parents’confidence and resiliencewhile developing children’sbasic learning, motor & socialskills. Parental involvement isvital and allows for bonding &the creation of a communitysupport network.

Goals

Outcomes

During 2018-2019, 98 individualshave enrolled and attendedEHS at least once with anaverage of 16 participants perday. The majority ofparticipants are from low-income & immigrant familiesfrom within the LaSalle English-speaking community. This hasresulted in the development ofa parental network, improvedsocialization of children &parents and helped to reduceisolation within the community.EHS participants also took partin a variety of fieldtripsincluding visits to BotanicalGardens for the Pumpkin Ball,Redpath Museum, Educazoo,Aquadome and cooking withProvigo.

A detailed research study wasconducted on the objectives andbeneficial outcomes of the EHSprogram, by doctoral programcandidates at the McGillUniversity’s department ofEducational & CounsellingPsychology. This positive reportwas shared with funders andother stakeholders.

Looking AheadIn 2019-2020, EHS will continueto provide a wealth of supportand educational services to thefamilies involved in ourprogramming.

"We’ve been attending EHS for 4years. My older son is off to schoolnext year, and I will be back withmy little son who is 18 months."H.A.

STRENGTHENING CHILDREN, FAMILIES AND COMMUNITIES

CH I LD AND FAM I L Y SERV ICES

HIGHLIGHTS FROM 2018-2019

"We love Early Head Start somuch that we are lookingforward into coming back nextFall." T.D

"Early Head Start has helped withunderstanding my children moreand with one off to school inSeptember I am looking forwardto seeing my youngest one grow.Love this program." A.


Mother Goose is a licensedbilingual program whichfocuses on the developmentaland social benefits of sharedrhymes, stories and songs. Theprogram is offered to children0-3 and their parents.

Mother Goose

Background

Mother Goose aims to provideparents with tools to aid intheir child’s development andto develop the child’s socio-emotional skills, language,pre-literacy and cognitiveskills in an enjoyable andnurturing environment.

Goals

Outcomes

In 2018-2019, 60 individualshave enrolled and attendedMother Goose at least oncefrom families in the Verdunand Ville Emard boroughs,with an average of 20participants per day. Theprogram runs for 30 weeks peryear. Participants haveresponded positively andexpressed gratitude for thevalue gained from thisprogram.

Looking Ahead

Mother Goose will continue toprovide this service to familiesin the Verdun area for the2019- 2020 year.

" We love meeting otherparents and kids from ourcommunity and the educatorsare super friendly andentertaining. Wonderfulprogram & plan to enrollagain." A.W.



"We love mother goosebecause it gives us a funactivity where we can spendquality time togetherexploring songs, stories,dance, and play. We’ve beencoming for 3 years!" A.C.

Tender Loving Care (TLC) deliversa bilingual school-readinessprogram for children aged 2-4.Participating families take anactive role in fundraising toensure this program is affordablefor all participants.

Tender Loving Care (TLC)Background

The aim of the TLC program is tocreate nurturing learningenvironment with a focus onlanguage skill development andschool readiness througheducational play.

Goals

Outcomes

41 children have taken part inthe TLC program in 2018-2019.Participants havedemonstrated improvementsin language skills, socio-emotional skills & awarenessand general school-readiness.

Looking Ahead

The TLC program willcontinue to operate in 2019-2020 with the hope ofexpanding partnerships andcollaboration.


Little learners is a cooperativeearly childhood educationprogram for ages 2-5 with aprimary focus on preparingchildren for school.

Little Learners

Background

To provide a safe and structuredenvironment that enhanceschildren’s learning and providesan opportunity for parents todevelop tools which allow themto better understand & managethe behavior of their children.Little Learners also seeks tocreate community supportnetworks amongst the familieswe serve.

Goals

Outcomes

During 2018-2019, 95 individualshave enrolled and attendedLittle Learners at least once withan average of 17 participants perday. Parents are alsoencouraged to participate asvolunteers. This program hasresulted in demonstrablyimproved socio- emotionalawareness, gross and fine motorskills & emotional regulation ofthe children and reducedparental stress. Participants alsotook part in a variety offieldtrips, Botanical gardens,cooking workshop at Provigo,Funzone, Museum of Fine Artsand Educazoo - animals in class.

Looking AheadFor 2019-2020, Little Learnersaims maintain the same high-quality programming forchildren and families in theVerdun area.

"This program has been great forme to meet other parents. I feel Ihave a community of friendsnow, as I am new to Montreal. Ithas been great for my (4 year old)son to make friend in hisneighbourhood.” D.N.



Family Matters is a parentingeducation and supportprogram modelled after“Nobody’s Perfect”, a programdeveloped by Health Canada.

Family Matters

Background

The aim of Family Matters is tosupport parents of children 0-5with the most recent & relevantparenting techniques to createa happy and healthyenvironment for their child.

Goals

Outcomes

Family Matters served 27participants who attended atleast once, with an average of 8participants per lesson. Mostfamilies were immigrants toMontreal and residing in Verdunand Ville Emard. Participantsdescribed the classes as “Openand accepting with nojudgement” and “I enjoyed theinteraction with other parents.”

Looking Ahead

Family Matters will continue tosupport parents and familieswith sessions in the spring andfall of 2019.


Family Cooking is a programdesign by a qualifiednutritionist to help familybonding and to provideparents with ideas for healthyand nutritious meals for theirchildren.

Family Cooking

Background

Family cooking strives to giveparents information andhands-on experience makinglow-cost, quick & nutritiousmeals for their family.

Goals

Outcomes

This program was run withinthe Little Learners program thisyear as a separate module.There was insufficient demandfor a separate program.

Looking Ahead

Family Cooking will bereviewed in a possiblepartnership with Nutri-Centreto run in 2019-2020.



An outdoor educationprogram, focusing onexperiential learning. Thisprogram was aimed at fathersand/or male guardians withyoung children 3-8 years old.

Having Fun WithDad

Background

Improve paternal bonding &facilitate father-childadventure and play.

Goals

OutcomesWhilst multiple activities wereset up, there was positivefeedback for the ice-fishing andanimal tracking activities, butoverall attendance wasdisappointing this year, incontrast to strong attendancein the prior year.

Looking AheadMore research will be conducted with awareness generatingactivities in Montreal areas with concentrations of families withyoung children in 2019-2020.

Art and Science in the park isan art & craft based programwhich operated in parkswithin the boroughs ofVerdun, LaSalle and Lachineduring the summer of 2018.

Art and Science in thePark

Background

Art and Science in the Parkaims to provide fun art andcraft activities for childrenand youth within a safe andstructured environmentduring the summer schoolvacation.

Goals

Outcomes

There was huge demand forthis program, withattendance at 1,212 childrenmore than tripling that forthe prior year. Last year 360individuals participated, sothe significant growthproves this program hasbeen very well received bythe community during the 9weeks it was in operation.

Looking Ahead

Art and Science in the Parkwill return in summer 2019.


The CCS Youth Department worked with no less than 21 schools in delivering our youth programsover 2018-2019! Our partnerships with schools in both English school boards as well as AlternativeOutreach schools, are used to implement social and emotional learning programs in an in classand extra-curricular setting. The programs focus on transformational social competencies,transitions, anti-bullying, sportsmanship and empowerment. Last year we partnered with 15 schools – with most of this year’s growth to 21 coming from ourHeadstrong program! (see below). Boosting school perseverance, creating positive school environments and helping youth flourishare the key goals of these programs.

YOUTH SERV ICES

Headstrong Summit - Be Brave, Reach Out and Speak Upabout Mental Health!

HEADSTRONG is an evidence-based anti-stigma initiative created by the Mental HealthCommission of Canada (MHCC). It inspires youth ages 12-18 to Be Brave, Reach Out and Speak Upabout mental health, alleviating feelings of isolation. Now a national initiative, HEADSTRONGteaches students how to reduce stigma and become mental health champions in their schools.

Anti-Bullying - Including Peace Club, Lion’s Roar and T.E.A.M.

Every child has the right to feel safe at home, at school and in the community. Research indicatesthat bullying behaviour doesn't usually go away on its own and often gets worse with time–itneeds to be dealt with directly. To stop the hurtful behaviour, adults need to support children whoseek their help. They need to respond immediately and take preventative steps to stop thebehaviour from happening in the future. Children who take these programs develop social and emotional coping skills and are better atmanaging their attention and moods, as well as learning and focusing on a subject. The childrenalso have fewer incidents at school, where the overall climate is improved.

Over many months, CCS called on our school partnerships tobring together over 75 youth from over 7 schools andcommunity organisations, to an impactful summit in March2019. Other participants included psychologists, teachers andexecutives from the school boards, funders and executivesfrom the MHCC.

All students were greatly impressed by hearing stories of hopeand recovery from speakers with lived experience, byparticipating in stigma-busting activities and by designingaction plans to use when they returned to school.


230 children were actively engaged in over978 hours of active programming,developing team building, resilience andreducing anxiety. This was at 58% of theprior year.

YOUTH SERV ICES

Dedicated community leaders sharetheir own unique experiences withbullying and share ways that theylearned to overcome intimidation.

Peace Club: under thetheme of Pink Shirt DayBackground

Generating awareness at full schoolassembly level. Children who have livedwith bullying become liberated inknowing they are not alone.

Goals

Outcomes

Peace Club activities this year werefocussed into the dedicated speakerpresentations at the HeadstrongSummit (see above). Whilst thebroader school assembly presentationscan reach over 750 students, theHeadstrong event was more pertinent,drawing the 75 youth together at anauditorium away from their schoolenvironments.

The Lion’s Roar program gets children totalk about animal behaviors and comparethem to the way that they interact withtheir peers. The Lion’s Roar program prepares childrento deal with the complex situations thatthey may encounter in their lives. Eachsession has a corresponding animal thatrepresents the values of the session.

Lion’s RoarBackground

Goals

Outcomes

Awareness and reduction of: bullying,conflict and anxiety. Reduce instances ofbullying, development and building ofresilience, support and encouragement ofone another, team building anddevelopment of mindfulness and self-awareness.


TEAM is a weekly physical education program that aims to develop compassion, respect and care forstudent’s teammates and opponents while keeping the participants active through playing differentsports and dynamic games.

TEAM (Together Everyone Achieves More)Background

The goal of this extra-curricular activity is to promote healthy, active lifestyles to youth and highlightthe importance of fair play, sportsmanship, teamwork and inclusion when playing sports and games.

Goals

OutcomesDelivered at multiple schools to 44 students this year. Less instances of bullying and unsportsmanlikebehavior, improved mood and fitness, respect and social connection between students.

Looking Ahead

YOUTH SERV ICES

CCS sees these 3 anti-bullying activities as fundamental solutions to the recurrent issuesrevolving around bullying. Both in-class and school wide assemblies represent a broadlyeffective strategy in reaching the maximum number of students. Due to the success andimpact of these programs CCS will continue to deliver all 3 activities in 2019-20.

Friendship Club (including Girl’s Group, High School Transitions and SuccessfulStarts)

CCS Girl’s GroupBackgroundThis is a girls-only program which runs for 10-12 weeks, with activities in various topics such as bodyimage, being kind to yourself and others, setting goals, establishing boundaries and team building. Theprogram has a journal writing component where the girls have the opportunity to express themselvesthrough the written word.

Goals

The program is aimed at increasing social skills and self-confidence, giving the girls the tools they needto grow into confident and well adjusted leaders in their communities.

99 girls attended the program over a total of 3,800 hours – significant personal growth and sociabilityand self-confidence. This was 52% more than prior year.

Outcomes

Friendship Club is a collection of 3 powerful separate activities that focus on the social, emotional andleadership needs of students. Each activity stands on its own and is delivered to specific groups indifferent locations.


CCS’ Transition to High School Programaims to gently ease graduating Grade 6students into high school life. TheTransition to High School program makesit easier for elementary school children totransition into high school. The programhelps grade 6 students prepare for highschool and develop their social skills

Transition to High School

Background

245 students benefited from this schoolperseverance program, over 610 hours intotal – 23% growth over the prior year.

Goals

Outcomes

Social and emotional preparation,academic perseverance and success,reducing stress and feelings ofintimidation.

YOUTH SERV ICES

This program is offered only to AlternativeOutreach schools to youth who are themost isolated and vulnerable and mostoften live below the poverty line. Theprogram empowers young people aged14-20 with the knowledge and skillsrequired to make a successful transitionto adulthood. The program is primarilyaimed at youth leaving high school andentering a vocational institute or directlyentering the workforce.

Successful Starts

Background

85 students devoted over 2,125 hours intotal – more than double the prior year.Gaining strong rapport with the educator,there was a decrease in hesitation indiscussion and hands-on activities, moreengagement for new topics like creativeexpression and participants expressedthat the information they are learning is ofpractical use to them in their daily lives.

Goals

Outcomes

Breaking sense of exclusion and futility,increased engagement, self-confidenceand community spirit, learning ofteamwork and life-skills.


YOUTH SERV ICES

TRAIL’S END CAMP

Trail’s End Camp (TEC) is a sleep-over summer camp for children and young adults, aged 6 to 17.TEC is run exclusively by CCS, who has been running successful sleep away camps for over 60years. TEC is a healthy and safe environment for children to relax, have fun and create memoriesthat will last a lifetime. Days are filled with laughter and dynamic activities led by highly trainedrole models. Trail’s End Camp is conducted at Camp Bruchesi on beautiful Lake Achigan, a perfect location forour campers nestled in the rolling hills of the Laurentians. Our campers enjoyed a variety of newactivities such as a low ropes course, a climbing wall, archery and beach volleyball! This year, 2 separate “One with the Wilderness” sessions were led by our outdoor specialist. Thisis a nature-based program aimed at giving youth (12-16) the opportunity to experience fun andpractical activities in a wilderness setting, while learning and consolidating the traditional andaboriginal skills and crafts which allowed first-nations peoples and early explorers to navigate,survive & thrive in the Canadian wilderness!

Summer 2018

Outcomes

Looking Ahead

A heartwarming anecdote: One of the students attending this year's CCS Headstrong Summit(see earlier) shared that her parents had met while attending Trail’s End Camp so many years ago!A very positive outcome!

For Summer 2019, TEC will again be at the wonderful Camp Bruchesi. The format will be 3 regularsessions of 10 days each, culminating with a “One with the Wilderness” session of 5 days. At TEC, we believe that we can make a difference for each and every camper. For many of them,the time they spend at camp is the only vacation they may have throughout the entire year.Several first-time campers come to Trail’s End without having ever swum in a lake, hiked up amountain, paddled a canoe or sung around a campfire. We strongly believe that camp is wherelife-long memories and friendships are made.

This year’s format was 5 sessions, two Wildernesssessions of 5 days each and 3 regular sessions of 7 dayseach. Camper numbers were not as high as anticipatedat 77 campers. (prior year was 85 campers).The program consists of a combination of enrichingactivities based around nature, outdoor skills,leadership, team and self-esteem building activities &development of community-oriented thinking.


The Networking & Partnership Initiative

Goals Outcomes

Looking Ahead

NETWORK AND COMMUN I TY SOC I AL HEALTH

SERV ICES

• NPI development: Locate, engage and mobilizepartners to recognize and address challenges relatedto accessing services for the English-speakingcommunity.• Support the incubation of “access committees” –represent and enable English speakers appropriateaccess to health care and social services. • Create and deliver projects funded by the CIUSSSnetwork that assess the gaps in health services.

• Over 20 partner meetings conducted to engageand give support, receiving statistics and identifyinghighest needs, priorities and resources in ourcommunity.• Delivered demographic profiles of Lasalle andVerdun from 2016 Census statistics to over 12 partnerorganisations and interest groups.• Developed partnership with L’Appui Montreal toadvise partner organisations on program andfunding support. • Translated and distributed “Verdun Portrait on FoodSecurity” to local community.• Conducted extensive study into “failure to receivehealth services in English” study via 4 focus groups,as a joint project with 3 NPI’s across Montreal.Cathartic and emotional for the participants.• Enabled English speaker access to services offeredby partner organisations, via translation and re-engineering of their websites.

The Networking and Partnership Initiative (NPI) is a program funded by Health Canada, as a measure of theFederal Action Plan for Official Language Minority Communities, and is managed by the Community Health andSocial Services Network (CHSSN). It is intended to support the capacity development of Quebec’s English-speaking communities to ensure their vitality and general well-being. To achieve this, the program currentlyfunds 25 community networks within Quebec. CCS NPI is one of these networks, serving the English-speakingpopulations of Verdun and LaSalle.Using the “Community Mobilisation “ model, NPI initiatives continue to improve community vitality andstrengthen partnerships among organizations serving the English-speaking population. Health and WellnessFairs boost awareness of information and services. Seniors are engaged in wellness programs such as yoga andhealth focussed, province wide, interactive video conferences.

CCS NPI represents the needs of the English-speaking population on local consultation tables, also providingtranslations of publications that were only available in French.

Our public partners are the two Integrated University Health and Social Service Centres (CIUSSS), of CIUSSSCentre-Sud and CIUSSS Ouest-du-l’Île du Montréal. They are responsible for ensuring the development andproper functioning of all local health and social service networks, and CCS is one of their main communityorganization partners.

Also this year, CCS has embarked on an ERCC project (Enhancing Regional Community Capacity). With fundingfrom the Secrétariat aux relations avec les Québécois d’expression anglaise (SRQEA), this project aims to extendthe core NPI principles and approaches in non-health related sectors. It seeks to ensure maximum service toEnglish-speaking communities, to strengthen the capacity of local and regional community organizations to actin the community and to better respond to the needs and priorities of English-speaking communities withgovernment and regional stakeholders.

CCS will continue to grow the English serving networks,build relevant partnerships, mobilise local agencies,enabling public institutions and communityorganizations to work together, supporting keypartners that promote existing services for thevulnerable English-speaking population. Increasedinvolvements with renewed provincial and regionalhealth committees and projects, ensuring appropriateaccess to services for the English-Speaking community.


McGill Project – Training & Retention of Health Professionals

NETWORK AND COMMUN I TY SOC I AL HEALTH

SERV ICES

Goals• Develop a student database• Connect with student placement programs at school boardsand secondary schools • Facilitate connections between organizations and the studentsto promote opportunities that will incubate their potential toseek careers in health and social services. • Create a field placement catalogue detailing participatingcommunity organisations.

As in prior years, CCS partnered with McGill University’s Training and Retention of Health Professionalsproject. This project contributes to Quebec’s initiatives to ensure that English-speaking Quebecers have accessto the full range of health and social services in their own language, through measures designed tobuild and maintain a sufficient complement of health and social services personnel capable ofproviding services in English. In prior years, CCS worked with attracting post secondary students into the Quebec Mental Healthfield. This year we have started earlier in the potential health professionals’ career, with a programconnecting high school students with local community organisations, where they deliver voluntarycommunity services. This is the “Positive Placements” program.

Joint meeting of 5 Montreal CIUSSS’ and 3 NPIs

Outcomes• Due to program funding only arriving in December 2018, program’s late start meant only initial preparationphases could be achieved.• Partnerships were developed at the secondary level within the three English-language schoolboards (EMSB,Lester B. Pearson and New Frontiers schoolboard). • Contacts were made with six private schools, expanding the potential reach of the program. At the post-secondary level, CCS made contacts with the McGill School of Social Work, the McGill office of Social Equityand Diversity Education (SEDE) and the Concordia University Campus Wellness and Support Services Centre. • Partnerships established with CIUSSS West Island as well as community organisations for potentialplacement sites.

Health and Wellness day in Verdun in May 2018


Conso l i da ted Human

Impac t S ta t ement

20 18 -20 19

Area of ImpactIndividuals

Served

Units of

Service

Number of

Volunteers

Volunteer

Hours

Community Development

Child & Family Services

Youth Services

Social Services Network Initiatives

Student Internships

Administrative Volunteers

CCS Board Members (Volunteers)

CCS Board Committees (Volunteers)

Camping Services

Total Community Development

Trail's End Camp

Total Camping Services

CCS Grand Total

808 14,438 26 4,856

1,073 4,727 4 141

1,387 4,372 24 269

2 2

1 27

172

1

210

81

567

7

7 168

59 7 130

23,8513,285

906 5

71

77

5,855

743

77

3,362 6,59824,757 76

906 5 743


Conso l i da ted Revenue and Expense S ta t ement

For the year ended March 31, 2019

Revenues Current yr 2018-2019 Prior yr 2017-2018

$ $

Expenses

Centraide of Greater Montreal 385,875

Government and other funding 322,631 261,299

Camp and program fees 40,168 54,412

Other 37,08113,457

Salaries and Benefits 416,107 455,245

Direct Expenses 33,14345,242

Gain (loss) on Asset Disposal -1,157 0

Overhead Expenses 53,857 54,568

General Expenses 109,223 206,154

762,131 738,667

663,567 709,972

Surplus/(Deficit) 97,407 28,695

For a complete audited financial report, please contact us at (514) 937-5351 or at [email protected]

385,875

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