IOOF Seniors Homes Inc. Annual Report

2016 - 2017 ANNUAL REPORT “ Caring is our reason for being... ” ANNUAL REPORT 2016 - 2017

TABLE OF CONTENTS 3 Our Mission, Vision, and Values 4 The IOOF Seniors Homes 5 A Message from our CEO 6 A Message from our Board Chair 7 Strategic Priorities 8 Our Team 10 Odd Fellow & Rebekah Home (LTC) 14 Our Residents 16 Long Term Care Statistics 17 Heritage Place 18 Odd Fellow and Rebekah Manor 19 The Terraces 20 Revenue Development 21 Volunteer Services 22 Financial Highlights2 ANNUAL REPORT 2016 - 2017

IOOF SENIORS HOMES Our Mission Caring is our reason for being Our VisionTo meet the demands of a changing healthcareenvironment and to provide exemplary resident care by: Caring First Inspiring Teamwork Strengthening Connections Building our Future Growing Sustainability Our Values WE are committed to: C ompassion -AProviding compassionate care and comforting support ccountability - RActing with intregity and transparency espect - EUpholding Resident rights and diversity xcellence - Providing the highest quality of care and serviceANNUAL REPORT 2016 - 2017 3

The IOOF Seniors Homes Inc. has been serving the needs of seniors in Ontario for over 100 years. We are committed to serving seniors through the development of new and innovative concepts in support programs, health care services and housing initiatives. We are a not-for-profit charitable organization currently operating several facilities in Barrie, Ontario. The organization provides a full continuum of care for seniors from independent living to supportive housing, rent-geared-to-income housing and long-term care.4 ANNUAL REPORT 2016 - 2017

GARRY C. HOPKINSAn “Annual Report” is a document that outlines/ Facilities and Environment. With the senior leadershipsummarizes the activities of an organization over the past team in place, we have been conscious of ensuring thatyear and hopefully, by reviewing the past, it provides an we are committed to providing compassionate care tooutlook for the future. The report is an important tool by our residents and a safe and supportive workplace forwhich our organization can be proactive in demonstrating our staff and volunteers.its accountability to its members, stakeholders and thecommunity. It is our hope that the 2016-2017 report It should also be noted that 2016-17 was also a verycaptures some of the poignant activities of the past year. important year for the home as it relates to strategic planning. In May of 2016, residents, staff and otherAs I write my first CEO message, it should be noted stakeholders came together to develop a five (5) yearthat the past year has seen a significant change in the Strategic Plan which sets priorities and strategies for therebuilding of our senior leadership team. It started next five years (2017-2021).with the retirement of the former CEO on July 1, 2016and the commencement of my tenure as CEO at the I extend my sincere thanks to the Board of Directors forIOOF Seniors Homes Inc. A number of new incumbents their strategic leadership; our management team forwere brought into the leadership team: a new Director their commitment to excellence and to all of our staffof Finance & IT; a new Director of Resident Care; a who provide a compassionate, safe and secure homenew Director of Food Services; and a new Director of for all of our residents. ANNUAL REPORT 2016 - 2017 5

A MESSAGE FROM OUR BOARD CHAIR JOHN NICHOLS It is hard to believe that another year has already gone by! The time has indeed flown by since our last Annual General Meeting. I would like to start out by thanking our CEO, Garry Hopkins, and all of our staff, for the excellent work they do in ensuring that the IOOF Seniors Homes Inc. continues to operate so successfully. I also wish to thank the many volunteers who give their time and energy to help to make the IOOF the exemplary organization that it is. All of you serve to make the IOOF the fantastic place that it is – a place where we practice the philosophy of Residents First. To each of you individually and to all of you as a team, I extend the hearty thanks of the Board of Directors and my personal thanks. BOARD OF DIRECTORS Front row (Left to right): Susan VanAmelsvoort, George Clarke (Vice Chair), John Nichols (Chair), Garry C. Hopkins (CEO), June Ritchie (Secretary), Gwen Barron Back row (Left to right): Jack McAllister (retired), Mike McKean, Jim Edwards, Charlie Pole,Terry Switzer, Duncan McMillan Missing from photo: June Ventresca, Gene Dopp6 ANNUAL REPORT 2016 - 2017

STRATEGIC PRIORITIESWe are committed to the philosophy of Resident First: A culture of ongoing quality, caring, and improvements to meet the changing needs of our residents. We recognize that “Individually we are one drop, but together, we are an ocean.” We recognize that communities grow stronger when its citizens (residents, staff,stakeholders) regularly and persistently do a variety of simple things together that allows them to connect with each other, build trust and get involved. Connect With Others ∞ Build Trust ∞ Get Involved We are committed to partnering with the Ministry to renovate our facility to provide our residents with secure, safe and comfortable surroundings.We acknowledge the importance of addressing sustainability for an aging population and for increased demand for long term care.ANNUAL REPORT 2016 - 2017 7

OUR TEAM MANAGEMENT As of May 31st, 2017 CEO - Garry C. Hopkins Director of Finance & IT - Myles KeebleBOARD OF DIRECTORS Director of Resident Care - Martina Jones Assistant Director of Resident Care - Patricia JeffreyJohn Nichols - Board Chair Director of Human Resources - Jennifer MarchandGeorge Clarke - Vice Chair Director of Facilities & Environment - Ed UrbonaviciousJune Ritchie - Secretary Director of Housing Accommodations -Susan VanAmelsvoort Mary MacDougallGwen Barron Director of Program Support & Volunteer Services -Mike McKean Gaja DamasJim Edwards Director of Food Services - Darlene LeeCharlie Pole Manager of Revenue Development - Stella VilasTerry Switzer Nurse Managers - Leanna Gilbert, Ashley FrenetteDuncan McMillan Property Manager - Elvis PohlJune VentrescaGene Dopp The IOOF Seniors Homes Inc. is proud to be recognized as a 286 Top 100 Employer Employees in the County of Simcoe for 2016 Full-time: 123 Part-time: 93 Casual: 708 ANNUAL REPORT 2016 - 2017

EMPLOYEE RECOGNITIONADMINISTRATIVE STAFF The annual Employee Recognition ceremony was held on Thursday, October 18th, 2016.Payroll & Benefits Administrator - Barb Guerra The following employees were recognized forScheduling Administrator of Resident Care -Lindsay Webb years of serviceNurse Practitioners - Jennifer Riddell & Lisa KnoxAdministrative Assistant of Housing & 10 YEARS 20 YEARSAccommodations - Irene DelisleExecutive Administrative Assistant - Cathie Foley Patricia Jeffrey Cathie FoleyAdministrative Assistant Home - Kelly Young Rodney Fagan Agnes UpperResident Accounting Administrator - Wendy Enslow Evelyn JohnstonBonnie Gowanlock Tammy Russell Kelly RaynorAccounting Administrator - Agnes Upper Pastor Paul Wilkes Christina Jensen Patty Malkos Barbara Niemeyer 15 YEARS Karen Greenhalgh Sarah Prentice Doreen Saunders Deborah McConnell Kevin Spring Daniel Bolton 25 YEARS Barbara Archer Denise Smith Caroline Harrison Jacqueline Belanger 35 YEARS June Morrison In addition to those above, 21 employees received pins for 3 years of service and 18 employees received pins for 5 years of service. ANNUAL REPORT 2016 - 2017 79

ODDFELLOW & REBEKAH HOME (LTC) The mission of the home is “caring is our reason for being.” In order to achieve this, all departments ensure that we are providing our residents with evidenced based services that supports and promotes the independence and well-being of all residents.RESIDENT CARE SERVICESThe Resident Care Department continues to focus on using 2017/2018 QIP. The Home’s plan improvement initiatives areevidence based practice and monitoring results and commits aligned with the organizations 2017-2021 Strategic Plan andtheir time, energy and resources to the process of positive Health Quality Ontario’s provincial benchmarks for Long-Termchange. The Nursing Management team has an open door Care Home Public reporting.policy, making themselves available to Residents, staff andfamilies. This Home truly cares about what happens at the Continuous Quality Improvement (CQI) - The Resident Careresident, staff and family interface, because at the end of Department completed a full review of all quality indicatorsthe day, it’s the only thing that really matters. During the past resulting in the retirement of numerous indicators that have notyear some very positive changes have occurred that supports, proven useful. In addition, revision in the CQI - Risk Management“caring is our reason for being.”RAI-MDS - The assessed Case Mix Index (CMI), whichdetermines the funding level for the resident care department,for the upcoming 2017/2018 funding year increased to 1.0361from 0.9795 from the previous year. Further to the rise in CMI,the Nursing and Personal Care envelope received a 2% increasein funding which will be in effect for both 2017 and 2018.Quality Improvement Plan (QIP) - The QIP is developed andsubmitted by April 1st of each year. It is a formal, documentedset of quality commitments aligned with system and provincialpriorities that a health care organization makes to its Residents,staff and community to improve quality through focusedtargets and actions. On April 1st, the Home submitted their10 ANNUAL REPORT 2016 - 2017

Audit Cycle took place in Infection Preventionefforts to better manage risk. and Control - The HomeIndicators are monitored continues to participateand tracked monthly and in the Annual Influenzaquarterly, identifying trends Immunization Chal-and improvement initiatives lenge. As a result of on-which are reported at the going leadership andHomes CQI Committee. The commitment to, theobjective remains to provide Corporation achievedoptimal quality care within 100% participation foravailable resources. staff vaccinations and 95% for Residents. TheStaffing in the Home - Simcoe Muskoka Dis-Over the past year, the Home trict Health Unit pre-has been through some sented the Home with asignificant, yet favourable GOLD Level of recogni-changes. Mid 2016, the tion for the fourth year in a row for maintaining 100% coverageHome recruited a Director of Resident Care and welcomed a in staff immunization rates. The IOOF was again commendedsecond Nurse Manager to the Nursing Management team. Fur- for having one of two of the highest regional influenza immu-thermore, with the favourable funding increase for 2017/2018, nization rates for LTCH and will be receiving a second awardthe Home has added additional front line staff to the existing recognizing this.staff-to-resident ratios.LTC 2016 STATEMENT OF FINANCIAL ACTIVITIESTOTAL REVENUE: TOTAL EXPENSES:$14,021,989 $13,934,346Ministry Funding $ 9,701,312 Salaries and Benefits $ 9,600,425Resident rent and other income $ 3,884,683Miscellaneous Revenue $ 183,791 Supplies and other expenses $ 1,680,130Amortization $ 142,203Donations & Trust Funds $ 110,000 Buildings & Property $ 660,519 Corporate Allocations $ 735,420 Interest on long term debt $ 465,529 Amortization Expense $ 666,237NET REVENUE $ 87,643 Replacement Reserves $ 126,086 ANNUAL REPORT 2016 - 2017 11

PROGRAM SUPPORT Home # of Outings: 43 Heritage Place # of Outings: 144The Program Support & Volunteer Services Departmenthas a wide range of expertise which includesPhysiotherapy, Restorative Care, Activation, Spiritual& Religious Care and other contracted services suchas Hairdressing.Programs offered meet the physical, spiritual,intellectual, emotional and social needs of theResidents. Activation programs include socials, teas,weekly music programs, afternoon pubs, trivia, currentevents, and special events, festive celebrations, BBQs,art therapy, live entertainment, weekly prayer services,intergenerational programs and community outings.Thanks to the Corporation’s para-transit wheelchairaccessible bus and seven passenger van, Activationistswho are also qualified drivers facilitate numerousoutings throughout the year. AVERAGE MONTHLY ACTIVITY PROGRAMS Home - 219 Elston Unit CPP - 80 Heritage Place - 134FOOD SERVICES DEPARTMENT The Food Services department at IOOF Seniors Homes catering and themed special event services are offered at the facilitates nutrition services for 162 Residents in the Long Term Terraces life lease community in the Pavilion Dining Room. Care (LTC) Home, 20 Clients in the Elston Convalescent Care Unit and for the Victorian Order of Nurses day program. Regular The Food Service department under the direction of the Director lunch and dinner meal services are also provided to meet the of Food Services employs approximately thirty-five employees needs of the Housing Residents at Heritage Place. In addition, ranging in full time, part time and casual staff including Red Seal chefs, Certified Food Service Workers, one Food Services12 ANNUAL REPORT 2016 - 2017 Coordinator and one Registered Dietitian. The Home kitchen produces approximately 600 meals daily, while meeting the regulations set by the Ministry of Health & Long Term Care in adherence with the Long Term Care Homes Act, 2007 and the Public Health Department under the Food Premises Act. The department provides the Residents with Dietetic Services and accommodates numerous therapeutic diets, texture modifications and individual interventions.

In keeping with the Corporate Mission, Vision and Values,the Food Services department strives to offer the bestservice to the Residents and continues to seek out areas forimprovement. The Director of Food Services continues to meetmonthly with the Residents’ Council in the LTC Home and theHP Dining Services Committee to receive Resident input, andshare ideas.The Food Services department continues to provide cateringfor external parties. Additionally, catering is provided to internalcustomers who wish to book space and catering services forprivate personal use. We have accommodated catering in theHome, Heritage Place and the Terraces Pavilion Dining Roomin the past year.ELSTON UNIT AT ODD FELLOW & REBEKAH HOME(CONVALESCENT CARE)The 20 bed Convalescent Care Unit provides rehabilitative and restorative services for a short term stay from a week to a maximumof 90 days per calendar year. Convalescent Care Residents receive intense physiotherapy and restorative care services daily.Physiotherapy is provided by a full time Registered Physiotherapist and Physiotherapy Support Personnel.The Elston Unit features a custom therapy room furnished with the latest in rehabilitation equipment. Innovative equipmentincludes a tablet to record Resident progress and playback to provide immediate feedback to the Residents of their progress.This is especially helpful when teaching gait and rehabilitation training techniques. Another innovative piece of physio equipmentis Pulsating Magnetic Field Therapy (PMT) to promote safe and efficient recovery. PMT and magnetic biostimulation are modernand sophisticated versions of a treatment that has a long history: the use of magnetic fields. During regional team meetings attended by representatives of all Convalescent Care providers, it was clear that the Elston Unit Convalescent Care program at the Home has seen great success and provides the most consistent physiotherapy opportunities to its clients on average, twice daily. The innovative equipment in a designated physiotherapy room, location of all clients on one unit and dedicated interdisciplinary staff are keys to its success. A Convalescent Care Satisfaction Survey has been implemented and is delivered prior to discharge. Results are being tracked and favourable comments on quality staff, care and service have been noted. Participation in the LHIN based Assess and Restore Committee meetings continue. Additional funding from the LHIN has been made available to support the Elston Convalescent Care Unit and staff in areas of education including Gentle Persuasive Approaches (GPA), PIECES, Assess and Restore Education Conference and on site geriatric team training. ANNUAL REPORT 2016 - 2017 13

OUR RESIDENTS14 ANNUAL REPORT 2016 - 2017

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LONG TERM CARE STATISTICS ODD FELLOW AND REBEKAH HOME (LTC) Residents Under 60 1% Residents between 61 & 80 25 % Residents over 80 74 % Percentage of Female Residents 69 % Average Age of Female Residents 85 Average Age of Male Residents 83ELSTON CONVALESCENT CARE Number of admissions 75 Female 45 Male 30Average Age of Female 77Residents 77 51 daysAverage Age of MaleResidentsAverage Length of StayNumber of admissions 122 Female 88 Male 3416 ANNUAL REPORT 2016 - 2017

HERITAGE PLACEHeritage Place is an 80 unit, five storey barrier-free, rental an Odd Fellow or Rebekah of the IOOF Fraternal Order.apartment building (70 one bedroom and 10 two bedroom)primarily for seniors 60+ who require assistance with the There are currently 92 seniors residing at Heritage Place with anactivities of daily living to maintain their independence. average age of 87 years. Many of the Residents require supportiveThese apartments accommodate single or double occupancy services in order to maintain independence and quality of lifewith two bedroom apartments exclusively accepting double in an apartment setting. The 2016-2017 year saw a turnoveroccupancy. With our mission and in partnership with the of 17 residents. The current prospective tenants list of 412 isCanada Mortgage and Housing Corporation, 50% of the one indicative of the growing need for seniors’ supportive housing.bedroom units are offered as “Rent Geared to Income” (RGI). In addition to rental income, funding for Heritage Place isPriority admission applies for those at our sister provided through the Ministry of Health and Long Term Careresidences - the Manor, the Terraces Life Lease (both via the North Simcoe Muskoka Local Health Integratedindependent lifestyle apartments), or if an applicant is Network and the Ministry of Municipal Affairs and Housing.2016 STATEMENT OF FINANCIAL ACTIVITIESTOTAL REVENUE: TOTAL EXPENSES:$3,171,915 $3,240,891Ministry Funding $ 1,159,896 Salaries and Benefits $ 1,168,354Resident rent and other income $ 1,978,146Miscellaneous Revenue $ 2,881 Supplies and other expenses $ 523,675Amortization $ 30,992 Buildings & Property $ 444,571 Corporate Allocations $ 461,440 Interest on long term debt $ 222,044 Amortization Expense $ 262,663NET REVENUE $ (68,976) Property Tax $ 122,412 Replacement Reserves $ 35,732 ANNUAL REPORT 2016 - 2017 17

THE ODD FELLOW & REBEKAH MANOR The Odd Fellow and Rebekah Manor Is a 20 unit three storey senior’s rental apartment building (18 one bedroom and 2 two bedroom apartments). Fifty percent (50%) of the one bedroom apartments are made available on the basis of “Rent Geared to Income” (RGI). The Manor is located on the main campus at 10A Brooks Street. Unique in its design, the Manor offers safe, comfortable, affordable accommodations for seniors who continue to be independent. There are currently twenty two seniors living at the Manor with an average age of 83 years. The 2016-2017 year saw a turnover of 2 residents. The current prospective tenants list of 83 is indicative of the increased need for affordable seniors housing. April 30th, 2017 was an important day for the Manor as the last mortgage payment was made. With the loan being paid off, the operating agreement and subsidy with the Canada Mortgage Housing Corporation for the Manor ended. The IOOF Seniors Homes Inc. has formed a new partnership with the County of Simcoe so that it can continue to offer affordable housing to seniors. Rent subsidies for the Manor are now provided by the County of Simcoe. 2016 STATEMENT OF FINANCIAL ACTIVITIESTOTAL REVENUE: TOTAL EXPENSES:$233,720 $233,913Ministry Funding $ 21,220 Salaries and Benefits $ 15,844Resident rent and other income $ 190,015 Supplies and other expenses $ 11,796Miscellaneous Revenue $ 22,486 Buildings & Property $ 86,172 Corporate Allocations $ 35,140NET REVENUE $ (192) Interest on long term debt $ 1,255 Amortization Expense $ 46,835 Property Tax $ 26,871 Replacement Reserves $ 10,00018 ANNUAL REPORT 2016 - 2017

2016 STATEMENT OF FINANCIAL ACTIVITIES TOTAL REVENUE: $1,888,443 Resident rent and other income $ 1,302,447THE TERRACES AT Amortization $ 585,996HERITAGE SQUARE TOTAL EXPENSES:Completed in 2004, the complex is a 161 suite $1,869,177life lease community for independent seniors aged60+. The life lease concept is designed for today’s Salaries and Benefits $ 223,773seniors who wish to maintain their independence, Supplies and other expenses $ 93,851enjoy the benefits of leasehold ownership and belong Buildings & Property $ 446,171to a vibrant community. New purchasers sign a Life Corporate Allocations $ 168,000Lease Occupancy Agreement with the IOOF Seniors Amortization Expense $ 545,810Homes. Owners have the exclusive right to occupy Property Tax $ 391,572the suite and to use the common facilities for as longas they desire or are able. Suites at the Terraces are NET REVENUE $ 19,267purchased and resold at market value similar topurchasing a home or condominium. ANNUAL REPORT 2016 - 2017 19The Terrace consists of two buildings – 90 DeanStreet (80 Suites) and 94 Dean Street (81 Suites)connected by a pavilion (92 Dean Street). A total of12 Life lease resales took place From June 1, 2016to June 1, 2017.The Terraces continue to partner with the communitythrough the Wellness Clinic at the Terraces. It is aPrimary Care Nurse Practitioner led Clinic funded bythe Ministry of Health and Long-Term Care. The NursePractitioner, in consultation with a local physician,provides a variety of health, education and counselingservices to people who reside with the IOOF HomesBuildings and to individuals from the Community.

REVENUE DEVELOPMENT Young at Heart Ride Supporting SeniorsWe continuously strive to provide excellent care and programs Volunteers continue to play a key role in the success of the IOOFfor our Residents - our mission is to fund initiatives not covered Seniors Homes fundraising events. Our community membersby the Ministry of Health and Long-Term Care through individual and volunteers generously give their time and donations toand corporate donations, annual and special events and other ensure events run smoothly and successfully. Our signatureresources that will benefit the daily lives of our Residents. event, The Young at Heart Ride, which will take place on August 26th, 2017, has raised over $156,000 in the past 11 years.This past year, over $300,000 was raised toward equipmentpurchases and capital improvements that will directly improve Third party events, such as the Barrie Construction Associationthe lives of our Residents, families, staff and volunteers. The Golf Tournament benefiting the purchase of equipment; Bingocontinuous support from the Odd Fellows and Rebekah Lodges Programs Participation, Chamber of Commerce events andtoward equipment purchases, dining room redevelopment, and Rotary Club recognition and participation offer the IOOF anthe Grand Master’s Project, has benefited our yearly goal. As opportunity to bring awareness to programs that make awell as the gracious support from the Truth, Love and Friendship difference in the day to day lives of our Residents.Foundation, Royal Canadian Legion and many others. Barrie Construction Association Golf Tournament 2017 Building fund $ 242,47420 ANNUAL REPORT 2016 - 2017 Shop & support $ 11,005 program Bingo $ 9,789 Special Events $ 14,328 TOTAL REVENUE: $390,596

VOLUNTEER SERVICESVOLUNTEER IMPACT19,892 267VOLUNTEER ACTIVE HOURS VOLUNTEERSMany of the programs and services offered at the Home,Heritage Place, Manor and the Terraces could not occur withoutthe assistance of many dedicated Volunteers. Committed,qualified and enthusiastic individuals work together and playan integral part in delivering quality programming and servicesfor the Residents.Our dedicated group of approximately 260 active Volunteermembers assist with services such as the Tuck Shop, LastMinute Store, greenhouses, entertainment, special events,Resident outings, fundraising events, restorative feeding andmany unique programs. A Volunteer Appreciation week isheld in the spring each year during National Volunteer Weekto express our gratitude for their giving kindness.The IOOF Seniors Homes Inc. welcomes students in completingtheir community service hours and clinical experience that helpsstudents gain valuable knowledge in the field of gerontology. ANNUAL REPORT 2016 - 2017 21

Our Shareholders FINANCIAL HIGHLIGHTS • The Corporation ended the financial year with a surplus of $576,922. • Funds set aside for the redevelopment of 10 Brooks Street. The 15 year bed license for 66 of the 182 beds in the Odd Fellow and Rebekah Home will expire in 2025. In order to renew the license with the MOHLTC and sustain operations, it is essential that the Home meet the Ministry “A” design standards with the Phase 2 of the Home redevelopment. To this end, 50% of preferred accommodation revenue is being set aside for this redevelopment along with any additional revenues. • LTC Home Phase 1 Tertiary Financing. The loan was fully repaid on February 7, 2017 • Heritage Place Mortgage Renewal - The mortgage was renewed under the CMHC agreement with MCAP for a term of ten years and one month. The interest rate was set at 2.70%. • 10 Brooks Street Mortgage - As of April 30, 2017 the CMHC mortgage on 10 Brooks Street has been fully repaid. This has led to the termination of the CMHC funding for rent geared to income residents in the Manor. • County of Simcoe RGI - The Corporation has signed an agreement with the County of Simcoe which will provide rent geared to income funding for up to ten residents at the Manor. • OLTCA defined benefit pension plan - An agreement was signed on April 13, 2017 for management and non-union staff to join the Ontario Long Term Care Association pension plan and to move away from group RRSPs held by the Royal Bank.22 ANNUAL REPORT 2016 - 2017

SUMMARY FINANCIAL STATEMENTSConsolidated Statement of Financial Position 2015 Consolidated Statement of Revenue & Expenses 2015Year ended Dec 31st $ Year ended Dec 31st $ 2016 2016 $ $ Assets RevenuesCash 1,779,994 1,172,736 Ministry of Health & Long 10,896,072 10,611,422 Term CareAccounts Receivable & Prepaid 481,732 458,023 CMHC 68,451 68,451Expenses 2,903,785 2,736,113 Client Revenue 7,165,558 7,498,990Restricted Cash& InvestmentsProperty & Equipment 42,006,146 43,327,669 Miscellaneous Revenue 1,923,478 1,794,918 Total Revenues 20,053,559 19,973,781Total Assets 47,171,657 47,694,541Liabilities ExpensesDemand Loan 150,000 300,000 Salaries & Benefits 12,104,331 11,358,401 2,619,576 2,356,575 4,427,401 4,483,208Accounts Payable 12,815,161 13,577,499 Building, Property & Other 690,302 792,930& Acrrued Liabilities SuppliesMortgages Payable Interest CostsDeferred Contributions 24,806,203 25,339,233 Amortization 1,541,930 1,503,074Replacement Reserve Funds 937,094 854,533 Replacement Reserves 171,818 169,510Net Assets 5,843,623 5,266,701 Property Taxes 540,855 530,792 Total Expenses 19,476,637 18,837,915Total Liabilities & Net Assets 47,171,657 47,694,541This information was summarized from the draft audited financial Excess (Deficiency) of 576,922 1,135,866statements for the year ended December 31st, 2016. The complete Revenue over Expensesaudited financial statement is available upon request. ANNUAL REPORT 2016 - 2017 23

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