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