Neighbours, Friends and Families, a campaign to tell people what they can do to help people in their lives affected by domestic violence was launched at NSW November 20, 2007. This provincial initiative is aimed at helping people recognize the signs of domestic abuse and provide tips on talking to those individuals that may be experiencing abuse. For further information please contact the Shelter.
Executive Director and Chair of the Board's Message
2009/10 was an extremely challenging year for NSW. It was marked by high levels of shelter occupancy and demand for all services; completion of a major expansion of physical facilities; changes in the organizational, management and budget reporting structures; launch of the Northumberland Community Counselling Centre; and, opening of Cornerstone offering transitional housing.
Despite these competing demands, NSW had a highly successful fiscal year with: service targets being met or exceeded, financial targets met in both capital and operating accounts; relationships with both MCSS and the United Way continuing to be enhanced; client feedback continuing to be strongly positive; a strategic review conducted with operational implementation launched; and recognition and support of NSW continuing to grow in the community.
Programs and Services
Our programs and services continued to be busy throughout 2009/2010. In the Shelter, we had an average occupancy rate for the year of 106.9%, while still having to turn away 32 women. The improvements made to the Shelter during the expansion helped us manage the high volume of use and still maintain a comfortable and comforting environment for women and their children. Client feedback continues to be very positive.
Our Community Services continued to see many referrals and again feedback about the services from clients was very positive. They also felt that the physical space was welcoming and safe for them to do their counselling work with their counsellors.
As we move into the 2010/2011 year, we expect to see the high volume of clients continue. Because of the work of many excellent volunteers, as well as the financial support for our operating budget by community donations, we have been able to continually offer better and more services at NSW. It is our hope that the community and volunteers will continue their valuable support in the coming year.
Financial
(a) Operating
Despite the demands of high occupancy, staff were able to manage within the approved 2009/10 budget of $ 1,115,254. Of this total some 87% came from the Ministry of Community and Social Services , about 6% from the United Way with the balance of $ being raised by NSW. NSW relies heavily on community support for events such as Walk a Mile in her Shoes, Partgras ,Prettiest Promotion, and a range of smaller events to meet its operating cost needs.
(b) Capital
In our 2009 annual report, we noted that $1.2 Million had already been raised leaving us still some $300,000 short of our capital campaign target. Thanks to a further capital contribution of $ 232,433 from the Ministry of Community and Social Services and to individual, corporate and municipal donations, we were just some $11,000 short of our goal by the end of the fiscal year.
Through our fund-raising campaign NSW was able to discharge the mortgage of $108,000 still outstanding from the construction of the original building. This has eliminated the need to fund the associated interest charges ($9,300 in 2009/10 budget) for subsequent fiscal years.
Cornerstone
Cornerstone now offers 14 individual apartments as second stage housing for women and their children, as well as associated counseling and support services tailored to individual needs. NSW staff capably dealt with all the operational challenges and demands on resources necessary to get the program launched and the units occupied early this fiscal year. The NSW Board agreed to use its funds to install additional security features costing some $10,000 to improve security on the premises for the benefit of the women and children residing there.
Expansion of Facilities
2009/2010 saw the conclusion of our $1.5 Million Expansion Program to double the size of our facility to 13, 230 square feet. Phase III, which added 4,225 square feet of space for community counseling and for our administrative staff, had started in March 2009. This last phase was completed on schedule and occupied in September 2009.
This expansion of physical facilities disrupted both the shelter and administrative areas during construction. Staff dealt with the construction inconvenience capably, professionally and with good humor and ensured that impacts on programs were minimal.
The resulting building is well designed, highly functional, and a highly positive environment for our staff and clients. Despite the fact that the original building was expanded with wings in three directions, it now appears as one integrated and consistent design. We have received quite positive comments from everyone who has visited and used the new space.
Strategic Review
On October 17, 2009, NSW Board and staff held a session to review and update the strategic directions for the organization. Prior to this session, both NSW Board members and staff had been surveyed regarding their recommended key priorities and visions for the future. The result of this combined process was a series of strategies related to funding and fund-raising, Board Development and engaging volunteers, research and education in the field of family violence, service delivery, and enhancement of community understanding and awareness.
Action plans have been developed for each strategic initiative and assigned to committees of the Board and to staff to implement. Key result area, outcome indicators and target dates have been assigned for each activity. These initiatives are designed to ensure financial sustainability for NSW, a strong an effective Board and pool of volunteers, and organization which is a centre for excellence in the field of family violence, an excellent range of ongoing programs from prevention through intervention, and a high level of engagement by and with the community in the programs which NSW offers.
Conclusion
In summary, 2009/10 has been another busy and significant year for NSW. We continued to meet the ongoing and increasing demands for services. We put in place infrastructure to accommodate these needs. We began planning for future initiatives to improve our services further.
NSW has not, and cannot do it alone. We would like to thank every organization and individual who has helped us in so many different ways!