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LiveWorkPlay Annual Report 2024-2025, from the Annual General Meeting, June 16, 2025


CONTENTS: LiveWorkPlay Annual Report 2024-2025 (Draft)

Report from the Chair of the Board of Directors

Governance Report

Stewardship Report

Report on Operations

Report on Communications

Special announcement regarding the LiveWorkPlay My Own Home bursary

Report from the Independent Auditor

Board Member Biographies

AGM 2025 Draft Minutes

Report from the Chair of the Board of Directors
Robin McIntyre, Chair
June 16, 2025

Greetings to all LiveWorkPlay members, families, volunteers, staff, and community partners. It is time to prepare for our 2025 LiveWorkPlay Annual General Meeting, and I cannot believe how quickly time flies.

Five of our current Board members, including myself, have confirmed their intention to return for the 2025-2026 fiscal year. This includes Kate Sherwood, Danny Spagnolo, Carole Sheppard, and Kaye Kwok. Biographies of the five returning candidates are in your AGM package.

Over the course of 2024-2025, directors attended nine Board meetings and board representatives participated in Ottawa Developmental Service Network (ODSN) collective advocacy meetings. In addition, directors attended a range of organizational events, including Festive Family gatherings, the LiveWorkPlay Open House and Awards Event, the Make a Buzz Ottawa 30th Anniversary Party, and a board dinner. Board members also participated in two community-wide meetings to collaborate and engage in joint advocacy initiatives, including a letter-writing campaign to MCCSS about funding shortages and waitlist numbers, as well as an upcoming meeting in June with local MPP Catherine McKenney.

As always, the Board continued to address ongoing governance processes and oversight, however this year additional attention was dedicated to two major but distinct reform processes underway within the Government of Ontario. The Integrated Employment System process has already had a serious impact on our employment supports program, and it is anticipated that the Journey to Belonging process will likely impact our community support program.

In the past year, considerable effort was allocated to completing an environmental scan and reviewing the potential impact of the Employment Ontario funding framework (which replaced the Ontario Disability Support Program funding framework). We now know that this framework makes it increasingly difficult for LiveWorkPlay to sustainably deliver employment services on a go-forward basis. Through the lived experience of being a contractor in the Employment Ontario system, the Board now has concrete information to evaluate the impact of the challenges we had originally anticipated.

The Board decided in 2024-2025 LiveWorkPlay for Strategic Direction #1 that we would continue to explore, gather, and validate learnings from this new framework in an effort to gain a better understanding of this new approach. Some additional financial resources were allocated to offset the immediate financial pressure, while simultaneously engaging in advocacy efforts to improve the funding framework across the province, to seek additional funding sources, and work in partnership and collaboration with other employment supports providers who were experiencing similar challenges.

The Employment Ontario framework has led to significant funding decreases and increased administration for our staff. LiveWorkPlay was able to secure some additional funding from sources outside of our Employment Ontario contract, but ultimately these financial and administrative pressures necessitated a redesign of our employment supports operations, and a restructuring of the work processes and a reduction of our team.

LiveWorkPlay continues to engage in advocacy efforts to highlight to the Ministry of Labour the need for changes to the existing Employment Ontario funding framework and address problematic policies that disadvantage jobseekers with disabilities. Over the years we have gained a deep knowledge of the activities required to support our members and we are highly motivated to make this program work to achieve the desired outcomes.

The LiveWorkPlay organization and our peer organizations across the province remain seriously concerned about the severe limitations in the funding available to support employment outcomes for individuals furthest from the labour market. Simply put, specialist providers across Ontario, including LiveWorkPlay, will not be financially sustainable without changes to the current funding framework. The Ministry of Labour has engaged in several consultations with our organization and groups of organizations and has accepted the data we have provided to them without disagreement as to the facts. We expect that the Ministry to provide an update to the community in the fall of 2025 and we are not optimistic that significant changes to the funding model will be implemented in the shorter term

The Board continues to engage in exploring partnerships and strategic alliances with other organizations within our sector to find new methods of sustaining LiveWorkPlay’s employment program. The quality of our services to jobseekers and employers is recognized for its excellence by local, provincial, and national networks, and our many supporters are offering their support and advocating with us for change.

The board also invested time this year to better understand Strategic Direction #2 – Scope and Scale of Person-Centred Community Supports, more specifically, the potential impact of Journey to Belonging.

Although few details are available and little has changed over the past year with the respect to the Journey to Belonging program(?) supported by the Ministry of Children, Community and Social Services (MCCSS), the Board has tried to better understand the vision, and the potential outcomes this plan expects to deliver. We have heard from a variety of leaders in the field that the changes are likely to provide unique challenges for smaller organizations.

The Board has been working to learn about other community organizations and engaging in conversations with agencies to better understand how strategic partnerships and alliances might benefit LiveWorkPlay. We are committed to our members and continue to explore additional or complementary supports and services may benefit the people we support.

These conversations are also informing discussions about Strategic Direction #3 – Succession Planning for Executive Staff, as we build plans for future leadership of the organization.

On behalf of the Board, I would like to thank the LiveWorkPlay team for their continued dedication and the enthusiasm you each bring to your work every day. The Community Support team has supported individuals to continue building a meaningful life, while assisting with the transitions of individuals who are aging and require a different level of support than LiveWorkPlay can currently provide. The Employment Supports team has been working to adapt and adjust to the Employment Ontario system while continuing to deliver incredible matches of jobseekers and employers.

To our 130+ volunteers, we celebrate the time you dedicated to the 350 Friday Night Meetups conducted this year! We congratulate you on 74 one-to-one matches to create meaningful connections and enjoy all that the City of Ottawa has to offer.

To our Executive Staff team, Keenan and Julie, we know we are fortunate to have such authentic leaders and recognize your energy and commitment to continuous improvement through thick and thin. This year continued to present new challenges, and we are all committed to use our individual talents to find solutions during these uncertain times.

To all our community partners, members, and families, a big thank you for your efforts this year and for all that you do every day to deliver the vision of LiveWorkPlay. We look forward to another fulfilling year. We continue to believe in the LiveWorkPlay mission for our members and feel grateful to be part of such a great organization.

Robin McIntyre, Chair

Governance Report 2024-2025
Kate Sherwood, Vice-Chair
June 16, 2025

Summary of Activity 

The Board integrated Governance work into monthly board meetings throughout the 2024-2025 Board term. Some of our activities are explained in greater detail in the sections below, but here is a brief overview of some of our routine work: 

  • Ensuring regulatory reporting requirements are filed and updated as needed by the Secretary (example: Canada Not-for-profit Corporations Act (CNCA) form 4006, which provides an accurate record of current Board members. 
  • Supporting Executive Staff performance. 
  • Managing the board-building cycle (recruitment, onboarding, support).  
  • Ensuring completion of the Executive Staff Certificate of Compliance (signed annually). 
  • Ensuring the Annual General Meeting is held and that all proper notifications are sent to voting members of the organization within the required timeframes. 
  • Completing an annual review of the Governance mandate and workplan. 
  • Completing an annual review of organization By-Laws and LiveWorkPlay Corporate Purposes. 
  • Completing an annual review of Governance Policies. 
  • Supporting Board development activities. 

 Board Education and Learning 

As part of the Board Strategic Plan, the Board identified the importance of ensuring additional learning opportunities focused on understanding the implications of Employment Ontario and Journey to Belonging. This included learning about the Ottawa Developmental Services Network (ODSN) and how LiveWorkPlay could work more collaboratively with other ODSN members to advocate for funding to stabilize the developmental services sector. Board members attended two meetings convened by ODSN for Board-to-Board interactions and participated in a letter writing campaign to help educate MPPs on the funding and waitlist crisis in Developmental Services.  

 Managing the Board Building Cycle 

The Board intentionally left 2 positions vacant from outgoing board members in 2024, to focus on strategic planning activities that were already underway. This included exploring possibilities for strategic restructuring and/or collaborations with other organizations. 

Board Effectiveness  

The Board streamlined activities over the past year to focus on the strategic directions of sustainability related to employment supports and community supports, as well as succession planning, while ensuring that all fiduciary items on the annual workplan were completed. The decision was made to meet in person (exceptions made for inclement weather and Board members who were out of town but able to join) with meetings that ran slightly longer in lieu of committee meeting time. We also benefited from guidance from consultant Mike Coxon who joined in person and virtually at several meetings.  

 Conclusion 

I want to thank all Board members for the important work and discussion around the Board table this year. I am thankful for the opportunities we had this year to be together more often in person, and I continue to appreciate the generosity of our members and families towards the entire LiveWorkPlay organization.  

Kate Sherwood, Vice-Chair

Stewardship Report 2024-2025

Daniel Spagnolo, Director
June 16, 2025

Summary of Activity 

The Board integrated Stewardship work into monthly board meetings throughout the 2024-2025 Board term. Some of our activities are explained in greater detail in the sections below, but here is a brief overview of some of our routine work: 

In 2024-2025, the Board provided oversight via the following activities: 

  • Reviewed quarterly financial reports. 
  • Received and monitored the quarterly Risk Register. 
  • Reviewed budget variances and year-over-year comparatives. 
  • Reviewed funding proposals and monitored the Funding Pipeline report. 
  • Reviewed and approved the 2025-2026 annual budget.  
  • Ensured organizational compliance with the annual Transfer Payment Agency Reconciliation (TPAR) process. 
  • Prepared for and reviewed the results of the annual financial audit. 

The Board met nine times during the year and ensured we met fiduciary obligations related to our federal incorporation under the Canada Not-for-profit Corporations Act (CNCA), our status as a Canada Revenue Agency registered charity, our regulatory requirements as an Ontario Transfer Payment Resource (an agency funded by the Ministry of Children, Community and Social Services), and other oversight obligations. The scope of work included monitoring regulatory and financial reporting, providing oversight on behalf of the Board in the areas of finance, audit, investment, and risk management. This includes external input from the CharityAccounts professional bookkeeping service, and meetings that include reports and question and answer sessions with our independent auditor. 

LiveWorkPlay has built a solid and sustainable foundation that enabled it to meet its mission and deliver services to our members, families, and the community for the last 30 years. The Board supports the Executive Staff team (our co-leaders) in managing the organization’s resources, including the maintenance of current revenue streams, as well as the development of new short-term and long-term funding opportunities, be it with government funders, foundations, or the private sector. The Board evaluates and approves any use of financial reserves when required. 

Members of the Board support these efforts by sharing their knowledge and expertise and challenging the status quo by exploring opportunities for efficiencies or expanded revenues and providing financial guidance and direction in response to financial challenges. We continually investigate ways to strengthen LiveWorkPlay’s financial ability to achieve its mission and vision, with the interests of our members and their families being top of mind. 

Conclusion 

The stewardship activities of the Board remain focused on prudent fiscal management, risk management, and fulfilling our regulatory requirements while we support Executive Staff with the implementation of new initiatives and innovative approaches to challenges old and new. We are thankful that our board members can contribute to such a tremendous organization and building the LiveWorkPlay community in a truly meaningful way. 

We have much to celebrate again this year, especially our exceptional staff, volunteers and Executive Staff team who prioritize the needs of our members and their families in all aspects of their work. 

Daniel Spagnolo, Director

Report on Operations

Julie Kingstone, Co-Leader and Director of Operations (Executive Staff)
June 16, 2025

ntroduction 

It was great to see so many of you in person at Make a Buzz on May 9! It is hard to believe that another year has gone by and hard to believe it has been 30 years! 

It is my pleasure to provide you with a selection of operational updates for the year. 

The Basics 

During the past year we supported over 360 individuals, and some with more than one type of service. That is why adding up the numbers of people served in different ways, as detailed below, will give you a different total. 

Live: Supported Independent Living (SIL) 

60 of the individuals we support received help to live successfully in homes of their own. Supports are individualized and based on priorities identified by the person. What the supports look like, and the number of hours involved with direct and indirect support depends on many varied factors, but all supports are delivered according to the same set of person-centred principles. This year individuals we support continue to return to pre-covid life, getting re-involved in community activities including volunteering, joining a gym, class or course, and attending concerts and festivals.  of goals identified by individuals accessing SIL were accomplished. As part of annual support reviews with individuals accessing living supports there were several themes that emerged this year including:  

  • Increases in the number of people we support requesting help with accessing mental health supports such as individual and group therapy.  
  • Increases in the number of people we are supporting who need different living situations and/or more or different supports related to changing needs, as people are aging or going through other life situations. 
  • High levels of interest in adopting healthier lifestyles and asking for help with preparing healthier food, exercising, and maintaining their homes. 

LiveWorkPlay continues to have strong working relationships with non-profit landlords, including Centretown Citizens Ottawa Corporation (CCOC), Options Bytown, and Multifaith Housing Initiative (MHI).  

Work: Employment Supports 

We are happy to report that 75 jobseekers completed the Employment Discovery process, which involves a series of meetings over 2-3 months, totaling 20 hours. Meetings take place in the community with the goal to learn about the jobseeker, their skills and personality, what kind of work interests them, and what types of work and work environments might be a good fit. 

This year we were able to match 46 jobseekers to a job.  For an additional 115 individuals and employers who were matched to jobs between 2021-2024. we continued providing supports to both employees and employers to help with job retention and/or job advancement. 

The most challenging news we must share is that there are over 100 individuals who have completed Discovery and are waiting to be matched to a job where they can contribute their gifts and talents. While we are celebrating the amazing outcome of 46 new jobs at the same time as we are disappointed that so many others are waiting and it continues to be reality that in many sectors, jobs are now much scarcer.  

We are still seeing the impact of the pandemic, especially when it comes to the private sector. Small to medium sized businesses are still struggling to stabilize and they continue to face issues related to attracting managers. Inflation and other economic factors are also negatively impacting private sector employers.  

LiveWorkPlay has reinvigorated our Private Sector Employer Champions Task Force that brings together employers who have helped LiveWorkPlay open doors to new employers and opportunities. Jennifer Broad has successfully recruited new task force members which has helped with outreach to potential private sector employers. If you know of a business owner or someone who manages hiring for a private sector employer, and they might be interested in learning about the benefits of hiring and or joining the Task Force please contact Jennifer Broad jenniferb@liveworkplay.ca 

As you have already heard in previous reports as of January 1, 2024 LiveWorkPlay’s funding for our employment support program has changed. The funding framework under IEO provides 55% less funds to specialist providers under ODSP-Employment Supports and has significantly more administration requirements. The results of this systems change have required LiveWorkPlay to serve 200 % more jobseekers to receive the same level of funding we earned under ODSP-ES. In order to adjust to this new reality, we redesigned our process and restructured the team, and have engaged in high levels of advocacy to influence change and while we wait for improvements, we worked hard this year, with some success, albeit limited, to diversify our funding and will continue to evaluate our ability to operate under this new model. 

Play: Friday Night Meetups and 1:1 Matches 

Over the last year, we have supported 340 Friday Night Meetups (yes, three hundred and forty!) supporting over 80 individuals with the help of 70 volunteers. There are 8-10 different Friday Night Meetups each week, where over a shared interest, 6-8 people get together to enjoy such things as going out to dinner, attend a sporting event, take in a festival, theatre production, or hit the movie theatre. 

On Tuesdays and Thursday each week we also have continued to offer virtual meetups. Virtual meetups support individuals to connect with each other and chat and hang out; this is beneficial for those who find it difficult to attend in person on Friday nights, but also helps those who enjoy Friday nights connect and stay connected with other people they might not see very often in person. 

This year we have also supported 80 one-to-one matches. The purpose of 1:1 matching is to support the development of friendships. Based on shared interests we match individuals we support with a volunteer who wants to connect over a shared hobby or activity. This year we welcomed 24 new volunteers, with a total of 129 volunteers this year who have contributed over 9100 hours of their time. We could not do this work without the dedication and commitment to making Ottawa a more welcoming and inclusive city for all. 

Staffing News 

Saff reductions and restructuring due to changes in funding we had to reduce the size of our team. This meant on our employment team going from a team of 12 to a team of 7 and on our community team of 12 to a team of 9. 

Although it was a challenging year, adjusting to the new Employment Ontario program as well as transitioning a few individuals out of our Community Supports Supported Independent Living program, the staff team has gone above and beyond in the face of these challenges, and we are so grateful of their continued commitment and passion for helping the community create a more welcoming and inclusive community. 

Conclusion 

We are excited to see what the upcoming year brings and we are looking forward to working in collaboration with individuals, their families, volunteers, staff and community partners to see what is possible and how we can be better together then apart. 

Julie Kingstone, Co-Leader and Director of Operations (Executive Staff)

Report on Communications: Social Media, Advocacy, Events 

Keenan Wellar, Co-Leader and Director of Communications (Executive Staff)
June 16, 2025

Introduction 

I can never say it enough: without people with intellectual disabilities and autistic persons and their family members honouring us with the opportunity to support them, and allowing us to share parts of their lives with the world, most of what I will be discussing below would be impossible. Thank you. 

Website, Social Media, E-News, and Mainstream Media Update 

In 2024-2025, LiveWorkPlay.ca published 1-2 news/blog posts per month (timely news stories and updates) and several pages (relatively static content that provides information about our work) have undergone significant updates, including more improvements to the volunteer page and our employment supports information for jobseekers and employers. 

Our MailChimp (electronic mailing lists) include the Federal Employment Strategy Group (about 430 subscribers) and our internal Volunteer newsletter (150), as well as our two core mailing lists, The LiveWorkPlay News for the public (750), and Insider News (390) for our members.  

Facebook remains the most important social media platform for LiveWorkPlay, where we have a very active page and an attached group. Our Instagram and LinkedIn engagement have both continued to grow. We use YouTube to upload videos for sharing on other platforms and on our website.  

Visits to our website were up slightly for last year, with about 8000 unique visits to our website each month, visiting about 18000 times, and total page views coming in at about 70,000. What are they doing there? They are primarily reading LiveWorkPlay news stories, visiting the “About” section, the “How we can help you” (intake and registration information for our employment and community services), our Volunteer page, and getting staff contact information. A lot of our website visitors arrive on our website after seeing posts on social media and following links for more information. 

The news content on our website is part of our social media strategy – most people do not see our news stories first by visiting our website, they are clicking on a link in social media and ending up there because they want more information. We also have website visitors that are downloading important documents like our federal public service employment case study, slides or notes from conference presentations, accessing our Just Enough Support videos and transcripts, viewing conference presentation materials, and (it’s true!) they even like reading our annual reports. 

As has been the trend for some time, our mainstream media interactions were limited, but our participation in “new media” such as podcasts and webinars hosted by third parties has continued to grow. 

Advocacy Update 

Community Living Ontario continues to support LiveWorkPlay and other member organizations with the Update Friday weekly e-news, and of note this year (continued from later year) engaged with LiveWorkPlay and other members agencies who provide employment supports to advocate for changes to Employment Ontario. 

The From Presence To Citizenship (FPTC) provincial advocacy collaborative, of which LiveWorkPlay is a founding member, has not received any funding support from the Ontario government and this has made hosting an annual conference event non-viable. FTPC continues to meet regularly for online meetings. 

There is the possibility that the outcome of Journey to Belonging will necessitate agencies across Ontario becoming more person-centred in their service delivery, and this could mean that MCCSS will seek to re-engage with FPTC and its members for this purpose. Until that time the group will continue meeting to keep in touch with developments in different regions and to support each other with individual agency needs. 

Julie Kingstone continues as our representative with the Ottawa Developmental Services Network with Grace Hudson attending Planning and Priorities committee. 

LiveWorkPlay is a member of many different advocacy organizations with mandates from housing to employment to human rights, and with jurisdictions that are local, provincial, national, and international scope. 

Conference participation has become increasingly expensive, and along with membership fees for being a part of various networks, there has been extensive analysis about the cost/reward of the various choices available to us. LiveWorkPlay has withdrawn from the Ontario Nonprofit Network after several conversations with their leadership to share our view that ONN has not been advocating on behalf of our sector, and how they have declined to amplify issues of concern that we identified. ONN does important work, and our hope is that there will be an opportunity to re-engage in the future. We also ended our membership with the Ottawa Board of Trade. After numerous conversations where we asked about the strategy to connect with nonprofit members and their concerns, it became clear that this was not a part of their plans, and we did not renew our membership. 

We have made it clear to the Ontario Disability Employment Network (ODEN) that over the last 2-3 years our expectations about their role in advocating for improvements to Employment Ontario (which has reduced funding for ODEN members agencies by as much as 60%) have not been met, and this is a position we share with others who attended an ODEN membership meeting on May 14. ODEN has undergone a recent change in leadership so we are being appropriately patient, but we have yet to see a change in performance as relates to the desire for ODEN to detail the crisis in the sector with a public presentation of the facts and the evidence-based solutions that are universally supported by the membership.  

We are taking a close look at all paid memberships and having honest discussions with organizers about our membership expectations, and the same process is underway regarding conference attendance. We have committed to sending two representatives to the Community Living Conference in September, but all other commitments are currently under consideration. 

We have increased our visibility and participation locally. Both the employment team and community team have been engaging in school events, community information fairs, private sector employment, public sector employment, and other events at levels we have not attempted since pre-pandemic times. These events have costs in terms of the time commitment, but they offer direct access to individuals and groups that are critical to delivering on our mission. 

From volunteer recruitment to engaging with potential employers to helping individuals and family members with systems navigation and understanding what LiveWorkPlay has to offer, these have been very positive interactions, even if it can be difficult to explain the systems barriers that are often in the way of people getting the help they need.  

Events Update 

You only have a 30th anniversary once, and we didn’t let that roll by without a spectacular sold out Make A Buzz Ottawa on May 9th at the Preston Event Centre. A unique goal for this event was to ensure that all 250+ attendees were seen and recognized. Official award ceremonies were limited at this event this year (see below) but special inclusion awards were given to Mark McCormick as an individual, and to Ready, Willing and Able represented at the national, provincial, and local level by Don Gallant, Shawn Pegg, and Kelsey Ross. 

The presentation of the Rob More Good Life Award to Chris Jones brought the house down with a thunderous standing ovation. A similar rousing response came with a special tribute to Julie Kingstone and Keenan Wellar for their 30 years of service. And it was all wrapped up with music and dancing by the Dueling Pianos. What a night! 

The second edition of our Open House event at Bayview Yards on April 10 exceeded all expectations, with an audience triple the size of last year. In addition to the latest live edition of The LiveWorkPlay News, annual awards were given out in recognition of Options Housing, Total Communication Environment (TCE), Trio Bistro and Lounge, Calypso Waterpark, DHL Express, and the Royal Canadian Mounted Police (RCMP). Individual awards went to Steven MacPhee, Brendan Devlin, and Philip Delangy. 

The summer BBQ event on August 28th brought perfect weather and great time, but the expense of the food and facility (TD Place) is difficult to manage, with the added pressure that a small grant we had been receiving from the City of Ottawa to help with the cost is no longer available (it was part of a program to help community organizes rebuild after the pandemic). We are exploring ways to get together in August or September with a low budget or no budget gathering. 

For 2025-2026 we are committed to continuing with the Festive Family Gathering in December at the Preston Event Centre (pending confirmation by the venue) and we will be combining the Open House and Make A Buzz events into one April or May event at Bayview Yards. The December event will continue as a sit-down meal, and the April/May 2026 event will be a catered buffet style event, like this year’s Open House but with even more dishes than we had in 2025. 

Conclusion

I can’t think of a better way to wrap up my comments than by sharing this incredible moment from our 30th anniversary celebration.

Keenan Wellar, Co-Leader and Director of Communications (Executive Staff)

Report from the Independent Auditor

Eric Wilson, CPA, CA, from Ouseley Hanvey Clipsham Deep LLP (OHCD)

The report was given verbally at the AGM on June 16, but the audited statements are availabe here.

Board Member Biographies

Board member biographies are available here.

DRAFT MINUTES: ANNUAL GENERAL MEETING 2025 – JUNE 16, 6:00 PM (VIA ZOOM)

The draft minutes will not be official until adopted by members at AGM 2026.

1) Call to Order and Opening Remarks from Secretary to the Board, Keenan Wellar.

2) Approval of the Agenda by Voting Members (Keenan Wellar). 

First: Mary Ann Wilcox

Second: Kaye Kwok

Carried.

3) Proposal for Remote Voting Procedure (Keenan Wellar).

Voting to be conducted by a show of hands via Zoom.

First: Mary Ann Wilcox

Second: Kaye Kwok

Carried.

4) Approval of the Minutes from 2023 (Keenan Wellar).

First: Mary Ann Wilcox

Second: Cathy Velazquez

Carried.

5) Report from the Independent Auditor (Eric Wilson)

Mr. Wilson reviewed the audited statements which are available online.

6) Approval of the Audited Financial Statements (Keenan Wellar). 

First: Robin McIntyre

Second: Carole Sheppard

Carried.

7) Appointment of the auditor for 2024-2025 (Keenan Wellar).

First: Daniel Spagnolo

Second: Mary Ann Wilcox

Carried.

8) Message from the Chair (Robin McIntyre).

For items 8-12, each presenter made brief comments drawn from the detailed reports provided in the AGM package.

9) Governance Report (Kate Sherwood).

10) Stewardship Report (Daniel Spagnolo).

11) Report on Operations (Julie Kingstone).

12) Report on Communications (Keenan Wellar).

13) Special Announcement regarding the LiveWorkPlay My Own Home Bursary (Keenan Wellar)

In memory of Terri Hill, the My Own Home Bursary is to be renamed the Terri Hill My Own Home Bursary, and future awards will be a minimum of $300 per person, as per the funders, Barry Wellar and Marjorie Wellar.

14) Proposal for election of candidates as a slate (Keenan Wellar).

There are 5 candidates standing for election with a maximum of 7 board members. This motion is to allow for the election of all 5 candidates as a slate.

First:

Second:

Carried.

15) Meet the candidates:

Robin McIntyre, Kate Sherwood, Daniel Spagnolo, Kaye Kwok, and Carole Sheppard shared brief comments about their desire to serve in 2025-2026.

16) Election of candidate slate (Keenan Wellar).

First: Mary Ann Wilcox

Second: Cathy Velazquez

Carried.

Robin McIntyre, Kate Sherwood, Daniel Spagnolo, Kaye Kwok, and Carole Sheppard were declared elected.

17) Adjournment (Keenan Wellar).

First: Robin McIntyre

Second: Kaye Kwok

Carried.