Muslim Resource Centre for Social Support and Integration (MRCSSI)

Transcription

1 Agency Name and Contact Information Implementation Year 2015 Muslim Resource Centre for Social Support and Integration (MRCSSI) Mohammed Baobaid, Executive Director (519) ext. 1 Muslim Resource Centre for Social Support and Integration Suite 211, 111 Waterloo St. London, ON N6B 2M4 Proposed Funded Activity Objective Culturally Integrative Family Safety Responses The objective of this proposal is to support the direct services provided by Muslim Resource Centre for Social Support and Integration (MRCSSI) to a very vulnerable group. To adequately meet the present needs of the London community, we require at least two full time social workers carrying a caseload of a maximum of twenty families. Clinical supervision is required to provide support and clinical direction to the social workers, and when necessary, able to become directly involved with more complex family and individual situations. This would allow us to provide more intensive services to the families we are presently engaged with, and would provide the capacity to respond to and intervene in critical situations involving mandatory services. Through this funding we aim to continue to provide a variety of programs and services to support our mission to the London community which includes social support, advocacy, crisis intervention, bridge building, capacity building, public education, cultural competency training and cross cultural consultation to service providers. Description Our Story Established in 2009, the MRCSSI provides social support networks for the Muslim and Arabic speaking communities in London and surrounding areas. The MRCSSI works with these communities to prevent family violence and coordinates resources, services and support needed to balance the safety of the family as a whole and uses the supports and services of the community and mainstream organizations to best support the individuals at risk. MRCSSI has been registered as a Canadian charity under the Income Tax Act effective January 1, Mission Statement Our mission is to establish social support networks for the diverse London community in dealing with issues of integration, family conflict, domestic violence and children in conflict with the law. We aim to build the capacity needed to overcome challenges that families may face at different stages in their lives. MRCSSI creates a safe place for families, couples, women, children and men by offering 1

2 integrative and inter-cultural family violence prevention and intervention services. The MRCSSI has successfully engaged local Muslim and Arab community leaders as well as social service and justice agencies in working through complex family conflict and family violence issues that arise from stressors associated with immigration including pre-migration trauma as well as cultural differences. Our services include: counseling, crisis intervention, advocacy and system navigation, mediation, conflict resolution, intensive support for high risk families and individuals, education and training for service providers. Dilemma The comprehensive ranges of services that have been provided by the Muslim Resource Centre for Social Support and Integration have been funded primarily through federal to provincial government grants. These short-term grants were not designed to support direct coordinated services but rather intended to accomplish specific objectives from the perspective of research and education. Our Safe Integration Program, a program funded by the Ontario Ministry of Attorney General for the last five years and designed to deal with the impact of pre-migration trauma on family violence provided much needed support to newly arrived refugees from conflict zones such as the Middle East who had experienced trauma and torture. This program is a joint program with the London Cross Cultural Learners Center. In July 2011, funding for the program was extended, this time not for the provision of client services, but rather to train service providers to implement our model. At about the same time, the federal government stopped providing financial support for medical needs to recent immigrants unless they were contagious or homicidal. This left a very vulnerable group without any access to Canadian funded services. The provincial government would have otherwise assumed responsibility for their care only when federal support ended after the first year. Our continued provision of coordinated direct services was dependent on scraping together the necessary financial resources, without using grant monies that were allocated for research and education. Grant funding cannot be used for direct services unless this is part of the agreement (if direct services are required for the particular project). We also continue to work with at risk families through the Children s Aid Society of London and Middlesex, which was also not funded, but we continue to work in collaboration with the CAS to support at-risk families and avert placement of our children. In May 2014, we had employed one full time worker, one part time worker and one supervisor, carrying a total caseload of over 37 families, with a waiting list of 7 to 10 cases. Projected costs for 2014 increase dramatically due to lack of government funding covering a 2

3 clinical service aspect so it has to be a separate cost. In addition, the supervision and overhead human resource cost used to be covered by members of the MRCSSI staff. However, since the continuous and new project grants have really limited the staff s ability to allocate time towards all the projects, thus these figures reflect the present cost of qualified human resources that are required to maintain the demand for clinical services. It should be noted that the grants received from the Ontario Trillium Foundation, Ministry of the Attorney General as well as those received for the Family Honour Project, do not include consideration for allocation towards general counselling services to our community. These grants nevertheless do recognize that the services we provide in London are unique, innovative and make a difference in providing programs and services that are exemplary and supportive of meeting the needs of the Muslim community. We have received enquiries to share our programs within Ontario, Canada, United Sates and internationally as well. Within London, we still are functioning at a reduced level of service and not meeting the needs in our own community. This has serious long term impacts on families that are marginalized and struggling to survive, those who have experienced trauma and torture, and those that are living through abuse and in pain. We cannot and will not be able to continue to provide the necessary services to the families in our community unless we have the financial support. Failure to respond to these needs depletes individuals and families and has a catastrophic impact on the community. Since the reduction of services in January 2013, 6 Muslim children entered foster care. We also saw an increase in the number families from our community who are coming into contact with the justice system and child protection. Despite these challenges we have not given up and we have continued our work with great success over the past year and a half. The support through from the community helped us reinstate our counselling and support program in a limited capacity and provide social services. The six children who entered foster care have now returned home and we are working hard to prevent any future placements. Budget Implications Year Total Budget Request Operating Budget: One time only Ongoing annual $265,000 Capital Budget: 3

4 One time only Future years Please attach a copy of your detailed budget submission supporting your funding request above. Detail expenditures separately: City of London funding request versus other revenue sources Year Projected Revenue Projected Expenses Net City of London Funding funding as % of budget 2015 $286, $306, $20, $100, % 2016 $316, $320, $4, $90, % 2017 $337, $337, $ $75, % $265, Identify the additional dollars the City of London funding will leverage in the community? The funding from the City of London will be leveraged through fundraising dollars, annual Kadri Charity Golf Classic and in kind support from the Muslim community. We have formally communicated our intent to continue our direct services and re-imagine our future. The support from the City of London will be essential for the MRCSSI to be able to leverage increased funding from the community. The support will demonstrate to the community that, not just the federal and provincial governments support the centre through their grants for various projects but also the City of London believes in the MRCSSI and values its contribution to the community. Also, we will continue to build relationships with other community organizations and will be able to leverage the funding through program linkage and information exchange between organizations. Will the City of London funding as a percentage of the total budget for your organization decline in the future? If yes, please explain. Yes, the financial support requested in this proposal will provide the financial resources and marketable services initially needed for the MRCSSI to continue to meet the demands of the target group. As we continue to build relationships with other communities and service providers, we will require less funding for our direct services. We anticipate that the funding requested to the City of London will decline in the future as we secure other funding through our increased requests for trainings, consultations, grants, donations and other community support initiatives. Please describe your sustainability plan for your City of London funding request. City of London support ensures that targeted service for Muslim immigrant clients is maximized in the context of a stable service delivery model. The funding request will both support activities which at their core are aimed at stability and sustainability of the Muslim community. The continued clinical services also provide valuable data and evidences to help strengthen, support and refine our models which will be leveraged into government grants. These models and their research and development, have been funded often in the past and we expect this trend to continue. We are currently in the process of consolidating all our programs under the banner of Culturally Integrative Service Delivery Model. Over the next 4

5 two years, several grants will be progressing with different deadlines. The Shared Journey is a program funded by the Ontario Trillium Foundation. This is allowing us to transfer the Family Safety Project that highlights our work with Children s Aid Society (CAS) in intervening at the point of a critical event of violence that places children at risk and that may result in placement. Based on the highly successful results of our work with CAS in London the model is being transferred to Ottawa, Kingston and York regions. In addition, our Family Honour project that was funded by the Department of Justice and the continued work is funded by the Status of Women Canada. This program is addressing so called honour related violence. We are using the Cease Fire model developed in Chicago originally to reduce gun violence within street gangs. This program is an international program that has far reaching potential to transfer this model nationally and internationally in partnership and in development with Cease Fire in Chicago. We are also developing a training workbook to train service providers on implementing collaborative engagement and safety plans in family violence situations using the CORT (Coordinated Organization Response Team) as a tool of collaboration and safety planning. These grants will all generate data and tools of practice to best work with cultural communities. These tools we believe will be critical in packaging a model of service delivery that can be transferable provincially through service delivery partnerships with other community groups that we are already engaging with across the province. These models and research outcomes, upon completion, will be leveraged into training opportunities and adaption for service providers to other cultural communities resulting in income for MRCSSI. The production of the models and tools will also provide income through the sale of the publications. As such we will be able to advance a model of intervention in which London's experience of engagement and success will be recognized. It will firmly establish the Muslim Resource Centre as having acquired an expertise in working with cultural communities and mainstream service providers. With the rise of multiculturalism and growing immigration to Canada we feel this expertise is highly marketable in being able to provide curriculum, workshops, training and continued research and development of the program. The income raised from these workshops, in addition to increased support from the community, will allow the Centre to provide enhanced services to our community in London in addition to laying the foundation for expanded work. The increased prominence of our work has resulted in more organizations contacting MRCSSI for case consultations from across the country and even from abroad. This service is offered for a fee and this fee for consultation model is already currently in use. Service providers who have paid for training also have the option of a case consult and/or after training support packages. In addition, The MRCSI will explore and initiate fundraising opportunities to fund the expansion of the various projects in order to serve more members of the community. We are projecting that with our recent registration as a charity with Canada Revenue Agency, we can garner an increased level of donated funds. Through this support, there will be an increase awareness of the services provided by MRCSSI and demonstrates the City s support for this type of work. As the demand for such vital services grows for members of the community and partnerships continue to develop, the MRCSSI anticipates an increase in demand for the training 5

6 it currently provides to mainstream service providers in London and other communities, brought on through the marketing of City of London support. Through this increase in awareness we also anticipate more support in donations and sponsorship from the community and businesses. As the demand for such vital services grows and partnerships continue to develop, MRCSSI is developing a social enterprise model for our services. This will provide the dual benefits of such important services for members of the London community and as a source of income that will lead towards the goal of being a self-sufficient organization in the future. Staff will be able to explore funding and other grant opportunities, increase nongovernmental sponsorships and other revenue sources. We feel confident that we will be able to sustain the work after the City of London funding is complete. As mentioned above, we will achieve this in a number of ways including increased promotion of our services to provide modular training and consultation. With the recent approval of our charitable status with Canada Revenue Agency, committed annual funding from the Muslim community and ongoing government and research funding, we will be able to continue this important work. Lastly, our visibility continues to increase throughout the province, country and even globally. Through new and enhanced partnerships and the increasing value of our expertise, we believe that we can disseminate the concepts going forward. How does this Funding Request Contribute to the City of London Strategic Plan Results? Identify Result (choose those that are relevant to your proposed funding activity) Rationale 1. A Vibrant And Diverse Community - The MRCSSI is at the heart of the cultural and education community for the members of the Muslim community. - A cultural cornerstone A place for service providers to gain increased cultural competencies and methods of integrating cultural aspects into service delivery. - Happy and satisfied citizens with life in London Overcoming difficulties that they are suffering allows clients to be more content and involved within the city and other citizens. - Overall increase in cultural and social aspects of diversity MRCSSI has built a reputation that brings client inquiries from all over Ontario that builds London s reputation as a city with diverse cultural and social aspects. - Vibrancy Participation in community events and activities as they now embrace and contribute to rather than isolate themselves from the broader community. - Livability Increases livability as the city provides services that meet their unique needs and demands. - Welcomes and supports newcomers With pre-migration 6

7 trauma and our partnership with London Cross Cultural Learners Centre, we can help newcomers integrate better into our society. 2. A Caring Community - Ensures the health and well-being of all Londoners which include the almost 4,000 people that we are aware of with issues that the MRCSSI specializes in helping overcome. - Commitment to a caring community Past 10 years dedicate to research that will help in the betterment of Muslim lives in the community. Past 3 years no Muslim child has entered into the care of CAS. - Partnerships with Children s Aid Society, Cross Cultural Learners Centre, Centre for Research and Education on Violence Against Women, London Police Services, London Muslim Mosque, Islamic Centre of Southwest Ontario, Al-Mehdi Islamic Centre, Sudanese Canadian Association, Muslim Student Association (MSA) and Women s Community House. - Citizens satisfied that they have access to the services they need by helping to connect them to providers we partner with. These providers are well training in handling the cultural intricacies that help them provide efficient and effective services. - Role in education Our public awareness campaigns help bring issues viewed as taboo into a mainstream discussion and our training programs increase the efficiency and effectives of service providers by teaching them the cultural contexts. - Increasing stability of families Early intervention through the use of our screening tools, prevent family conflicts from reaching critical incidences that results in permanent negative changes in the families. -Our work also assists the City of London with their community immigrant retention strategy. Accepting immigrants into the city is just a start to creating a stronger and more diverse community. Once they arrive, we want to able to retain these individuals. With the services we provide, we are creating a culture of support that values their various cultures and helps them integrate into our Canadian values and system. This process assists the City of London with their development and implementation of a newcomer attraction and retention strategies. - Support individuals at all stages of life from newborn to elderly and from newcomers to the established Our family support 7

8 How will this Funding Request Impact the City of London? services ensure a happier and emotional healthy home that strives to keep the families together whenever possible, providing a more stable family for the children. We also have an elder abuse program that strives to educate and prevent violence against elders. How will this initiative add value for the City of London - For a continuous period of three years, no Muslim children entered foster care in London Middlesex area. This has saved the government an estimated $1,000,000 during this time period. - MRCSSI has been able to raise the level of cultural sensitivity of mainstream service providers who work with members of our community. This has enabled the London s mainstream service providers to produce an enhanced and efficient service delivery. - The MRCSSI model of intervention and prevention has been recognized locally, provincially, nationally and even internationally which puts London on the world map as the city with exceptional health care and social support networks that ensure the health and well-being of all Londoners. - Elevates our profile and build on the reputation of the City of London as a city rich in creativity and innovation in terms of health care and social support. - Advance the MRCSSI and the City of London s ability to serve London s diverse and growing community. - Raise awareness of the MRCSSI and its programs for families. - Enhances the ability of newcomers and immigrants to integrate into and embrace the London s community and the Canadian society. They will become more productive community members and depend less on social assistance programs. - Support the continued development of partnerships and programming that provide important knowledge, skills and social awareness to mainstream service providers and agencies. - This initiative will make sure that the best use of resources is being applied by ensuring that services are not duplicated and 8

9 the most appropriate services for each client are identified and accessed. What is the target population and how is the need identified (describe)? Using Canadian statistical data, we can extrapolate the numbers for an estimated 33,000 Muslims in London, Ontario. The prevalence of domestic violence and related incidents within the Muslim community is not believed to be any different than in the broader segment of the Canadian population. The following data is taken from Family violence in Canada: A statistical profile. Statistics Canada June Family violence: 279 victims for every 100,000 persons in Canada. An estimated 92 Muslims in London would be anticipated to be victimized by family violence. Child abuse: 267 child victims for every 100,000 persons in Canada. An estimated 88 Muslim children in London would be anticipated to be victims of child abuse. Suicide: 12.2 cases per 100,000 persons in Canada. An estimated 4 Muslims in London would be anticipated to commit suicide. Intimate Partner Violence: 341 victims per 100,000 persons in Canada. An estimated 113 Muslims in London would be anticipated to be abused by their intimate partner. Ten percent of the population 18 years and older suffers from some form of mental disorder, commonly a depressive disorder or substance abuse disorder. Twenty percent of Canadians will personally experience a mental illness at some point during their lifetime [Canadian Mental Health Association, 2012]. The substance abuse disorder may also be characterized as any form of addiction including gambling, pornography, gaming, and internet. This would represent approximately 3,300 individuals in the London Muslim community alone. Substance abuse often has a role in domestic violence and other forms of violence. Roughly, a third of these individuals would be expected to seek some help. An estimated 1,100 Muslims in London would be anticipated to suffer from mental disorder. 9

10 Approximately 4 to 6% of elders are victims of abuse. With 14% of the population of London considered elderly, the number of Muslims in this demographic would be around 4,620. An estimated 185 Muslims in London would be anticipated to be victims of elder abuse. Using these crude extrapolations, we have come up with an approximate total of 1,582 Muslim persons who may require or benefit from services provided by the MRCSSI. This number almost matches the figure calculated using the needs formula. Within these figures we can expect some overlap, especially with respect to family violence. In addition, many of the individuals who suffer from mental illness may not be identified as such, and may not be able to access professional services and expertise that are beyond fall into the other categories. Hence, many of the 3,300 individuals who suffer from mental illness may require services and expertise beyond the scope of MRCSSI, which they may not be able to access. The services of the MRCSSI meet the criteria of those actively seeking help or those who are mandated to participate in completion of a rehabilitation-type program. Hence, the client potential would be 1,629 individuals or approximately 362 families based on an average family size of 4.5 members in the Muslim community. In the time period of January 2013 and March 2014, we have serviced 87 families, with an average size of family of 4.5 members totaling 391 individuals who were involved with our services. 39% of our families are of Middle-eastern or North African heritage, 23% are South Asian, 16% are African, 10% are Caribbean and 6% each categorized as North American and European. During the past year and a half, our caseload went from a low of 6 in February 2013 to a caseload high of 31 in December By the end of March, we had 27 cases. We have closed 22 cases and assigned 45 cases during this period of time. Our efficiency 10

11 in providing the best service and closing the cases is increasing, however, the number of new cases coming to us is increasing at even higher rate. Our referral sources are as follows: 39% cases are referred to us by the Children s Aid Society 22% from Family Services Thames Valley 12% from Community/Mosque 7% from London Police Services 5% each respectively from Probation/Parole, CCLC, Shared Journeys project and Saudi student families A high number of cases were those diverted from child protection because of the services provided by MRCSSI. In these cases, significant improvement was noted and a reduction in family conflict resulted in our children not entering foster care. In 49% of the total number of cases receiving services, there had been previous conflict that had resulted in violence. In 30% of our cases, families and individuals suffered from significant pre-migration stressors due to severe trauma and torture. By providing intensive services to newly arrived immigrants, we believe we averted potential violence by reducing postmigration stressors. In the 14 months that the Safe Integration Program (SIP) was in existence, there were no incidents of intrafamilial violence; in two situations, violence had already occurred before the families were referred to the program. Many newly arrived immigrants have suffered significant trauma and torture and if not supported adequately, we anticipate significant adjustment difficulties and the potential for family violence. MRCSSI works very closely with the London Cross Cultural Centre to help identify these victims and to provide them with the supports and services they need to prevent future 11

12 incidences that negatively affect family safety. How is this initiative unique? The Muslim Resource Centre for Social Support and Integration has developed and implemented unique and innovative responses to effectively reduce risk of family violence in families coming from collectivist background including Muslim and Arab families. Through a culmination of 10 years of experience, our work has progressed into a solution model that engages mainstream service organizations on the cusps of mandated services. Our model of service delivery identifies risk factors of family violence, and addresses and closes gaps with mainstream agencies. Throughout the years we have provided solutions that support mainstream organizations, whose mandates determine that they intervene only after a critical event has occurred, to more effectively support families. We have successfully weaved a safety net to support complex cultural family dynamics through collaborative differential responses. We engage mainstream organizations to respond to the complex needs of individual families. In addition, we help bridge gaps and educate our cultural communities about the mandates of Canadian mainstream organizations. Lastly we build the capacity of mainstream agencies to more effectively recognize and respond to the complex needs of cultural communities through the training and engagement of our Coordinated Organizational Response Team (CORT). It is a reciprocal partnership of collaboration between community and service organizations. Partnerships and needs for collaboration are identified within a case conference model by identifying gaps in services and working collaboratively and filling those gaps by responding to critical escalation of risk below the intervention lines of mainstream mandated service providers thus diverting and preventing a critical incident. Our services have been able to prevent and reduce the incidents of violence within a family context through appropriate and culturally competent strategies. All of the work over the years has evolved into a foundation for developing a unique, innovative, comprehensive and holistic approach of responding to family violence in the context of collectivist communities. Some of the outcomes of our unique work include: For a continuous period of three years, no Muslim 12

13 children entered foster care in London Middlesex area. We have significantly improved the cultural sensitivity of mainstream service providers while working with members of our community. Families with high risk factors for violence have been able to live without any incidents of violence. By providing intensive services to newly arrived immigrants, we believe we have averted potential violence by reducing post-migration stressors. Men who have been cut off from contact with their families have been given the opportunity of reestablishing some relationships with their families. The MRCSSI model of intervention and prevention has been recognized locally, provincially, nationally and internationally, by receiving various awards, being asked to share our programs and transfer our models to other communities and requests for consultations. Will this increase, decrease or maintain the level of service you are currently providing? The City of London funding it will enable us to provide and maintain our service levels. What are the Potential Risks of Not Implementing this Initiative? The Muslim Resource Centre for Social Support and Integration has been instrumental in addressing key needs within the Muslim community. Our unique and innovative programs and services have had significant impact on outcomes for individuals and families in London, and other communities are looking to our model to solve their problems. Within London, we still are functioning at a reduced level of service and not meeting the needs in our own community. This has serious long term impacts on families that are marginalized and struggling to survive, those who have experienced trauma and torture, and those that are living through abuse and in pain. We will not be able to continue to provide the necessary services to the families in our community unless we have the financial support. Failure to respond to these needs depletes individuals and families and has a catastrophic impact on the community. Since the reduction of services in January 2013, 6 Muslim children entered foster care. We also saw an increase in the number families from our community who are coming into contact with the justice system and child protection. Despite these challenges we have not given up and we have continued our work with great success over the past year and a half. 13

14 The support through from the community helped us reinstate our counselling and support program in a limited capacity and provide social services. The six children who entered foster care have now returned home. We believe that these placements could have been avoided had we received adequate funding to provide the support that these families required before the situation escalated to a critical point. MRCSSI has been engaged with CAS London & Middlesex and have signed an additional protocol of understanding to recruit Muslim families to become kinship providers and foster homes should a crisis necessitate the removal of a Muslim child from their family. What are the Risks of Undertaking this Initiative? None since this initiative had already been operational for 5 years. How will Success be Measured? Performance Measures/Milestones Targets Number of individuals serviced ,500 Number of training sessions Number of grants applied Number of participants trained Additional Information: List any Background of Reference documents (please provide hyperlinks wherever possible): Awards and Recognition 2014 Arab Family Organization Award for Centres and Institutions Arab League For work with individuals from Arab countries of origin 2013 Pillar Community Innovation Award First place finalist in the community impact category 2013 Arab Ambassadors Award Council of Arab League Ambassadors, Ottawa 2012 The Muslim 500: The World s 500 Most Influential Muslims Royal Islamic Strategic Studies Centre, Amman 2012 Queen Elizabeth II Diamond Jubilee Medal For contribution in the field of family violence prevention 2012 Victim Services Award of Distinction 14

15 Attorney General of Ontario Exceptional achievement in the field of victim services 2012 Appreciation Award Canadian-Yemeni Community Heritage, Ottawa 2011 John Robinson Award London Coordinating Committee to End Woman Abuse (LCCEWA) For promoting substantial change in the area of women abuse 2008 Everyday Hero Award Centre for Research and Education for Violence against Women & Children (CREVAWC) For Project Coordinator role in the Muslim Family Safety Project 15

16 Detailed Budget Annual Projected Expenses (2015) item rate/hr hours/week benefits/month Annual cost (MERC inclu.) councillor (2 roles) $ $ $85, supervision $ $28, ED ($70,000 salary) $ $82, admin ($44,000 salary) $ $51, overhead $16, insurance $5, cost for offering training $6, sessions per year $30, case consultation cost $ hours per year $6, Annual Projected Revenue Total Annual Expenses $306, intuitional donations $60, private donations $10, Fundraising Dinner $30, City of London $100, income from training ($8,000 each) $40, income from case consultations $22, income from publications $1, administrative portion of grants $22, Total Annual Revenue $286, Funding Gap -$20, Gap to be filled through other levels of government and funders. 16

17 Annual Projected Expenses (2016) item rate/hr hours/week benefits/month Annual cost (MERC inclu.) councillor (2 roles) $ $ $85, supervision $ $28, ED ($70,000 salary) $ $82, admin ($44,000 salary) $ $51, overhead $16, insurance $5, cost for offering training $6, sessions per year $42, case consultation cost $ hours per year $9, Annual Projected Revenue Total Annual Expenses $320, intuitional donations $70, private donations $12, Fundraising Dinner $35, City of London $90, income from training ($8,000 each) $56, income from case consultations $30, income from publications $1, administrative portion of grants $22, Total Annual Revenue $316, Funding Gap -$4, Gap to be filled through other levels of government and funders. 17

18 Annual Projected Expenses (2017) item rate/hr hours/week benefits/month Annual cost (MERC inclu.) councillor (2 roles) $ $ $85, supervision $ $28, ED ($70,000 salary) $ $82, admin ($44,000 salary) $ $51, overhead $16, insurance $5, cost for offering training $6, sessions per year $54, case consultation cost $ hours per year $13, Annual Projected Revenue Total Annual Expenses $337, intuitional donations $70, private donations $12, Fundraising Dinner $40, City of London $75, income from training ($8,000 each) $72, income from case consultations $45, income from publications $1, administrative portion of grants $22, Total Annual Revenue $337, Funding Gap $ APPLICATION DEADLINE: SEPTEMBER 5, 2014 SUBMIT APPLICATION: application to neighbourhoods@london.ca or mail to the following address: Community Development & Funding Attn: Paula de Freitas 151 Dundas St, Suite 303 London, ON N6A 4L6 18

19 City of London Only: Date Received: Program: Service Grouping: Service: 19