Remarks from the Board Chair

Table of Contents Remarks from the Chair of the Board 2 Remarks from the Chief Executive Officer 3 Board of Directors 2015-2016 4 Financial Highlights and Statements 5 Strategic Plan 8 Organizational Chart 11 Partnerships and Sponsors 12 Join Us 13 CEO Certificate of Compliance 14

Remarks from the Board Chair Lorne Heslop I am pleased to report that Mills Community Support (MCS) has completed another busy and successful year. This Annual Report provides you with a look at the broad cross section of support activities that the Mills provides within the eastern half of Lanark County. As we concluded celebrating our 40th Anniversary, we began to look at how MCS might grow and change over the next ten years of its existence. Since its beginning MCS has combined the resources of the community with external funding to improve the lifestyles of citizens in need while supporting community development initiatives that bring people together to build better communities. What will be the strategic growth areas for us over the next 5 years? We are taking part in the 20,000 Homes campaign established to permanently house 20,000 of Canada s most vulnerable homeless people by July 1, 2018. Housing will continue to be a growing need in Lanark County not only for the homeless but for youth in transition. The need for affordable housing for seniors continues to grow in this County. For these reasons, MCS is having a close look at its housing strategy. Building Community continues to be both the driving force and the supporting fabric in just about everything we do at MCS. The continuing efforts to make Augusta Park an example of how to build community resulted in the National Basketball Association recognizing these efforts, building a regulation basketball court at the park and featuring a video about the people that built the community at a national basketball game. Way to go! Over the past year, MCS worked harder to strengthen our relationships with our funding agencies and our major collaborators. There is an increasing focus on integration and new partnerships to address the services required to support the people in our communities. It is no longer acceptable to operate independently. Each of us is a partner in what needs to be a seamless transition of support. Again this year, I had the pleasure of attending the Ontario Volunteer Service Awards Ceremony as our volunteers were recognized along with so many other volunteers that make our community support possible. It takes great dedication and belief in MCS to have provided so many years of volunteerism. We must also be proud of the MCS employees who provide such expert and professional support in all the duties they perform as they support our community and this organization. Your Board of Directors has grown and evolved over the past year. New members brought new experience and knowledge to the table and have accepted their new responsibilities in support of the Board and the organization. The Board has taken on new challenges and responsibilities this year. Fundraising is becoming a better defined responsibility of the Board. We had our first golf tournament. Thanks to everyone who planned and supported this initiative. The Board is working to better understand its role in advocacy and ambassadorship for MCS. Each Board member has agreed to increase their knowledge level in a particular Business Line, e.g. Housing, meet with our funding agencies, better understand our internal operations, and determine how, when and where they can influence policy and/or support for the needs of our organization and our community. My thanks to the Board and staff for working so well together to ensure that Mills Community Support operates efficiently and for the benefit of all its clients and friends. Page 2

Remarks from the CEO Michael Coxon Community Development and Capacity Building After a couple of years of putting the CD (community development) back in ACDC, it s great to see some of the growth that s taken place: The Augusta Street Park story was featured in an issue of MCSS s Spotlight (September 2015, http://www.mcss.gov. on.ca/documents/en/mcss/publications/spotlight/ds-spotlight_ issue49_en.pdf). The focus of that article was on the inclusion of folks with disabilities in community, however, an even broader audience was engaged via the involvement of NBA Canada. In October, the NBA paid for the installation of a basketball court at Augusta Park, then created a video about how the community is growing a local park and how this honours Almonte as the birthplace of basketball. The video is approaching a million views (https://www.facebook.com/nbacanada/videos/1245513418810628/). In February and March, a series of three community conversations catalyzed local evolution and community building activity in Pakenham. Bridging Generations (the name of this initiative) demonstrates the power of people turning to one another and sharing their gifts! Mills Community Support staff have also been active in supporting capacity building in public benefit organizations, such as: The facilitation of community conversations and an action plan to support youth in Mississippi Mills; Provision of support for the Mississippi Valley Textile Museum (MVTM) in rebuilding its board and working its way through some troubled times; and, With funding assistance from MCSS, working with other organizations providing service for people with intellectual disabilities to support families to get the most out of Passport funding. Supportive Environments We ve worked hard at establishing better relationships with people we serve. Here are a couple of examples which show that this is paying off: Mills Community Support s Assisted Living program supports older adults to live a good life and a safe life at home. In 2015, this program received the top customer satisfaction ratings in the Champlain LHIN area. Customer satisfaction ratings for housing services have continued to improve. Tenant engagement and satisfaction with seniors has, historically, been pretty good, but in the past year we are experiencing a positive trend in our relationship with tenants in family housing. A couple of the positive signs we are noticing are increased tenant involvement in community activities and participation in neighbourhood upkeep projects. Mills Community Support is earning a reputation for provision of person centered support for seniors and adults with disabilities. Sometimes this shows in terms of positive customer service ratings. In other instances, it is manifested when we agree with folks that we are not the best people to support them. We had two instances this year where we worked with individuals and their supporters to link them to more satisfactory support with other organizations. We also transferred support subsidies to those organizations. Mills Community Support staff have been asked to provide training in person centered work to people in both the DS and seniors sectors. We have done so but, in the process, we have learned not to present Page 3

ourselves as experts but are simply sharing our journey, what s working, what s not working and what we are learning. Developing an Innovative, Sustainable and Successful Public Benefit Organization So what s this public benefit handle? Simply put, it s a way of what/who we are we are here to build community. One of the challenges though is to figure out if we are doing things that have impact. Our board and staff have worked hard to discern the difference between means (programs, services and agency infrastructure) and ends (i.e., what good for which people?) Check out our website for Mills Community Support s Impact Dashboard. We have established Impact Measures for the five key areas in which we serve the community and will be reporting on progress using these measures starting in November 2016. In terms of building Mills Community Support s capacity, there are a few things I d like to highlight: We are building relationships with supporters: The Orange Door Campaign, sponsored by Home Depot (Carleton Place) raised over $6,000, but more important, created a lot of awareness of Mills Community Support and, in particular, it identified people with intellectual disabilities as citizens. Our inaugural Duffer s Delight Golf Tournament with title sponsor, Orchardview by the Mississippi, raised over $10,000. The Seniors Expo (held each year in September) attracted 75+ exhibitors and over 600 visitors). Our management and leadership capacity has been enhanced this year through talent management with staff and via successful transitions, staff retirement and job advancement in asset management/ housing and financial management. Our board has grown in its capacity to do ambassadorial work on behalf of Mills Community Support. I m also pleased to see that they have adopted the perspective that my retirement in July 2017 is an opportunity to create the future. Work is already underway to determine the type of leadership Mills Community Support will require in 3-5 years and to recruit a CEO who will have the skills and vision to help the organization evolve. Just to be clear, I have no plans to cruise towards retirement. In the coming year there s a lot of work to be done. Extending the reach of the Strategic Plan to 2020. Supporting the continuing evolution of the board. Building collaborative relationships with organizations and supporters. Getting much better at evaluating and reporting on impact. Continuing to build an organizational culture which features person centered thinking, positive and productive relationships in the workplace, and the capacity to have all staff and volunteers see themselves as capable community builders. There s lots to celebrate and lots to work on! Together we are better! Board of Directors 2015-2016 Lorne Heslop Board Chair Linda McGreevy Director Lee Brebner Past Chair Karen Milligan Director Stephen Cotnam Treasurer Sarah Montgomery Director Gena Morrow Secretary Sharon Mousseau Director Hesch Hanley Director Rosalyn Stevens Director Tracy Lamb Director Sophie Tamas Director Bob McGaraughty Director Mike Coxon Ex-Officio Page 4

Statement of Financial Position 2015-2016 Mills Community Support Corporation Statement of Financial Position March 31 2016 2015 $ $ Assets Current Assets Cash 287,294 407,469 Investments (note 5) 880,807 905,360 Accounts receivable 302,127 198,241 Prepaid expenses 92,982 75,606 1,563,210 1,586,676 Restricted Assets (note 6) 1,031,221 942,343 Capital Assets (note 7) 7,800,913 8,211,411 Total Assets 10,395,344 10,740,430 Liabilities Current Liabilities Accounts payable 553,825 711,149 Deferred revenues and deposits (note 8) 43,519 6,819 Current portion of long term debt (note 10) 657,933 353,805 1,255,277 1,071,773 Long Term Debt (note 10) 5,425,378 6,070,081 Deferred Contributions (note 6) 1,075,839 1,003,452 Fund Balances Unrestricted - Administration 563,356 490,272 Internally restricted Housing 46,783 35,483 Building repair and renovations 250,524 210,153 Building equipment - 29,383 Seniors programs 58,940 70,260 Investment in capital assets 1,719,247 1,759,573 2,638,850 2,595,124 Total Liabilities and Fund Balances 10,395,344 10,740,430 Page 5

Program and user fees $193,555 Rent and Rent Subsidy $1,947,212 Sources of Funding 2015/2016 Other income $190,214 Province/County Operating Subsidy $6,350,797 Province/County Operating Subsidy $6,350,797 Salaries and benefits $6,069,580 Rent and Rent Subsidy $1,947,212 Amortization $472,683 Program and user fees $193,555 Facility costs $644,587 Other income $190,214 Client Program and Occupancy $964,395 8,681,778 Mortgage Interest $190,389 General Administration $296,418 8,638,052 Use of Funds 2014/2015 Mortgage Interest $190,389 Client Program and Occupancy $964,395 Facility costs $644,587 General Administration $296,418 Amortization $472,683 Salaries and benefits $6,069,580 Page 6

Statement of Operations 2015-2016 (Note 14) For the year ended March 31 Budget 2016 2015 $ $ $ Program Revenues Province/County operating subsidy 6,118,624 6,304,185 6,025,411 Market rental revenue 626,126 459,999 500,235 Rent geared to income 860,468 792,053 798,258 County rent subsidy 601,093 695,160 672,647 Province/County capital subsidy 20,000 30,121 10,200 Deferred revenue earned - 16,491 16,491 Investment revenue 2,750 20,464 36,477 Other income 48,800 129,382 236,809 Donations and fundraising 49,174 40,368 27,421 Program and user fees 231,033 193,555 102,075 Expenditures Mills Community Support Corporation Statement of Operations 8,558,068 8,681,778 8,426,024 Salaries and benefits 5,857,577 5,996,728 5,613,892 Program costs 462,404 566,626 517,694 Amortization - housing projects 345,000 344,940 329,324 - group homes & administration 61,243 127,743 129,919 Utilities 249,818 271,843 162,781 Client related expense 312,797 252,126 248,016 Property taxes 231,531 214,236 198,195 Repairs and maintenance 370,453 158,508 229,328 Interest on long term debt 198,386 190,389 213,936 Client occupancy costs 107,307 145,643 214,065 General Administration 125,608 119,581 146,170 Insurance 105,000 97,183 83,431 Professional fees 81,644 79,654 160,603 Training 49,300 72,852 95,263 8,558,068 8,638,052 8,342,617 Net Revenues (Expenditures) for the Year - 43,726 83,407 Page 7

Our Strategic Plan Guiding our Work Our Mission is to help create welcoming communities through capacity building, partnerships and person centered services. Our Core Values: We believe in being: ACCOUNTABLE to all who have a stake in our work COLLABORATIVE with those who share our vision INNOVATIVE in the pursuit of making community life better We act on these beliefs through: Promoting EQUALITY and valuing CONTRIBUTION regardless of age or ability Investing in COMMUNITY VITALITY through the ENGAGEMENT of all people Key Outcomes Older people and people with disabilities live safe, independent lives at home and in their community Individuals with an intellectual disability live in a state of dignity, share in all elements of living in the community, and have the opportunity to participate effectively People have affordable, well maintained, adequate housing Barriers to inclusion and participation are reduced Voluntary organizations have a positive impact on community vitality Page 8

Our Future Over the next 5 years, we aim to deliver our programs by focusing on three strategic directions. 1. Community Development and Capacity Building Animate local community development initiatives Create opportunities for citizens to engage with elected officials and candidates for public office Provide leadership and help build networks which support community and voluntary sector capacity building Advocate for positive social change and inclusion 2. Creating and sustaining supportive environments for adults with disabilities and seniors Older adults live a good life and a safe life as valued members of their communities Support individuals with an intellectual disability to live in a state of dignity, share in all elements of living in the community, and have the opportunity to participate effectively Increase the supply of good affordable seniors housing units in Lanark County Ensure our housing stocks long term sustainability through renewal and efficiency projects Be recognized as an affordable housing leader and innovator 3. Developing an innovative, sustainable and successful non profit organization Mills Community Support is recognized as a leader in community and regarded as both a charity of choice and a credible business partner Support a learning culture that promotes collaboration and nurtures innovation Expand the Use of Innovative Assistive Technology Build internal capacity and workplace continuity to deliver on strategic principles Page 9

Organizational Chart Our Staff Team Board of Directors Chief Executive Officer Director Community Supports and Services Coordinator Community Development Coordinator Resource Development Director Corporate Services Home Support Team Assisted Living Team Manager Developmental Services Asset and Property Manager Corporate Administration Finance Controller Scheduling and Training Property Team Finance Team Team Leaders DS Team Page 10

A Sincere Thank You To Our Partners and Sponsors In Building Community People First of Lanark County Page 11

Help Us to Build our Community Share Time and Talent with us Volunteer It would be impossible to achieve anything without our amazing team of over 300 very dedicated volunteers. They do everything from driving buses to planting tomatoes, and virtually everything in between. We would like to sincerely thank them for their hard work and their commitment to those we serve through our programs and services. You mean the world to us, and to those we serve! Call us today to meet with our Volunteer Coordinator or fill out an application online at our website, www.themills.on.ca Donate In Honour As a tribute, you can make a donation in honour of a loved one. In Celebration Ask family and friends to make a donation in your honour instead of buying you a birthday, anniversary or holiday gift. In Memory Local funeral homes have Seniors Services receipts available for in memory donations. Your donations have helped us this past year to build a ramp at Ramsay House, start new wellness programs, and build community events and activities. Become a Member Join us in creating welcoming communities. The benefits of Mills Membership: You can help us shape our organization. We re doing interesting things join in. We ll include you in the conversation. Mills Community Support 67 Industrial Drive, Almonte, ON K0A 1A0 613 256-1031 www.themills.on.ca Page 12

CEO Certificate of Compliance TO: Board of Directors Mills Community Support DATE: April 1, 2016 In my capacity as CEO of Mills Community Support Corporation, I hereby certify that to the best of my knowledge, as of the above date: Salaries and Benefits: The Mills has met all of its obligations in respect of the payment of all employee salaries and wages (both regular and overtime), vacation pay, holiday pay, termination pay, severance pay, bonuses and benefits. Income Tax: All income tax source deductions for employees have been deducted, withheld and remitted within the respective times required by the Income Tax Act, Canada and the Income Tax Act, Ontario as appropriate. Employer Health Tax: All employer health taxes have been deducted and remitted within the time required by the Employer Health Tax Act (Ontario). Employment Insurance: All employment insurance premiums have been deducted and remitted within the time required by the Employment Insurance Act (Canada). Environmental Protection Act: The Mills has at all times handled any hazardous substances in compliance with the Environmental Protection Act and all other applicable laws, approvals or authorizations. Insurance: All insurance policies remain in full force and effect. To my knowledge, the Mills is not in default with respect to any provisions contained in any insurance policy and has not failed to give any notice or present any claim under any insurance policy in a timely manner. Administrative Actions, Orders and Litigation: There is no order, action, suit or proceeding, at law or in equity pending, or threatened against, or affecting, the Mills or its business or assets that has not been discussed with the Board. Quarterly Reports: All applicable and material government and non-governmental reporting/filing requirements have been met. Compliance with Applicable Law: To my knowledge, all business undertaken by the Mills in this reporting period has been conducted in compliance with all applicable laws of the Province of Ontario and Canada, including contracts/service agreements with all funding entities. Occurrence of Fraud: I am not aware of any occurrence of fraud in the operation of the Mills. Dated this 1 st day of April, 2016. Michael Coxon Chief Executive Officer Mills Community Support 67 Industrial Drive Almonte, Ontario K0A 1A0 Page 13

Program Reports 2016 Page 14