1. Encouraging Learning: Investment in Your Organization's Future by Wendy MacDonald

Established in 1969, the Clifford E. Lee Foundation has been devoting the past year to the planned wrap up of its operations.  Its office will be closed at the end of December.  Although it may take several more months for the corporation to be officially dissolved, its assets have gradually been disposed of through a number of legacy grants.

In deciding on legacy grants, the Board tried to honour its 35-year history in and commitment to particular areas by supporting where possible both a major legacy project in each area, and the establishment of endowments whereby certain granting streams could be continued under other auspices.  These grants include:

• the gifting of WIN House I (the property of the Foundation from 1978 to 2002) to the Edmonton Women's Shelter Society;

• the construction of the Clareview Headstart facility (in partnership with the Edmonton City Centre Church Corporation and an anonymous donor);

• a gift to Edmonton Public Libraries to move and expand services for the disabled in the downtown branch;

• the endowment of the Lee Choreography Award at the Banff Centre;

• the endowment of the Community Playspace Fund, in partnership with the Edmonton Community Foundation;

• the endowment of a new Playwright-in-Residence Program at the University of Alberta;

• the endowment of the Lee Fund for the Arts, at the Edmonton Community Foundation.  The Edmonton Arts Council will manage an annual grants program from this Fund, dedicated to artistic development and the involvement of children in the arts;

• the endowment of the Lee Fund for Early Childhood Development at The Muttart Foundation, to continue the Lee Foundation's long history in the area of child development, particularly in centre-based quality child care;

• an endowment at University of Alberta International to support educational programming, both on and off campus, focusing on global issues from a social justice perspective.

Although relatively small, the Foundation has tried to augment the impact of its financial support through collaboration, convening, influencing, and partnership with other grantors and stakeholders, and where possible to act as a catalyst.  This is reflected over the years in its representation on such groups as Edmonton's Funders Forum, the Success By Six Council of Partners, the Canadian Centre for Philanthropy, the Mayor's task Force on Investment in the Arts, and the Advisory Board of the Resource Centre for Voluntary Organizations. 

A commemorative publication telling the story of the Foundation will be available early in the Fall of 2004.  It will attempt to place the Lee Foundation within the context of the evolution of the voluntary sector and changing social policy.

The Foundation's files are being archived with Edmonton's City Archives.

For the proactive volunteer manager, developing inclusive volunteer programs is a mindset.  It's a constant awareness of reducing barriers that prevent individuals or groups from contributing to the community.

For example, new immigrants can bring a wealth of skills and life experiences to voluntary organizations but they have limited Canadian culture or community experience.  Many barriers can exist when attempting to reach this group.  These span a wide range and can include:

Ethnocentricity, or the assumption that one's own cultural methods are best: managers are wise to examine their own perspectives, as well as completing in-depth analysis throughout the organization.

Cultural attitudes:  In some cultures, "volunteerism" is not a promoted concept or is seen in a completely different light. Perception varies as widely as "giving a helping hand" as a courtesy in the Chinese community, to a religious requirement for Ismaili Muslims, to activities restricted to privileged persons in Latin America, to a negative perception for some Polish immigrants who were forced to volunteer to promote government ideology.¹

Awareness:  New immigrants often don't realize the need for volunteers.  Or if they do, they don't know how, or where, to get involved.

Language:  Limited English skills create big barriers.

Confidence:  Many new immigrants are overwhelmed when they are unable to obtain employment, and so feel their talents and abilities are not welcomed or wanted in a volunteer setting either. And sometimes they aren't welcomed as volunteers by various organizations.

Availability/time:  Time and availability quickly become barriers to new immigrants who work hard at jobs and school.

Barriers are intimidating, but I believe strategies for inclusive programs are easy to develop. Here are some suggestions to break down barriers for new Canadians:

• Complete an organizational review and ensure that policies adequately reflect tolerance and freedom from harassment and discrimination.

• Undergo cultural sensitivity training, for yourself and for other staff and volunteers if necessary. Work with experienced facilitators, host workshops and discussion sessions and provide a variety of resources for continued support.

• Do your research. Where does a match exist in the community? Whose mission statement and values reflect that of your own organization? Networking is a powerful tool.

• Develop a partnership with local associations whose goals, mission and mandate match that of your organization.

• Attend meetings of immigrant associations and deliver a presentation on the spirit and philosophy of volunteerism in the Canadian context.  As a bonus, you could be offered the chance to promote your own cause and recruit for your own program.

• Hold an open house.  Following your presentation, invite clients of the association, along with their friends and family, to visit your organization. Whether you're a museum, a food-bank, an art gallery, or a distress line, the opportunity to learn more about Canadian culture and programming is invaluable to many new immigrants. If you have an existing volunteer program, make this experience even more powerful by bringing in some of your senior volunteers to answer questions, lead simple tours, and simply share their time and skills with these people. I highly recommend holding an open house; with a little creativity, it's an excellent learning field trip for a group such as this, and the dividends are numerous.  While not everyone will sign to volunteer, the goodwill created, the message that goes out into the community, and the awareness generated, is immeasurable.

• Develop roles (of varying skill levels) tailored to this group; offer flexible, short-term assignments, and promote them as an opportunity to develop new language skills, meet new friends, learn more about Canadian and Alberta heritage, gain solid resume experience, and become immersed in a local organization.

• Initiate volunteer buddies. Many new immigrants are shy and lack confidence in a new culture and community. Overcome that barrier by letting them volunteer in pairs, and for extra support if needed, "buddy" them with one of your more senior volunteers. This creates new friendships, allows for mentoring opportunities for some of your youth, and lets the new Canadians blossom as they contribute in a supported environment. It also gives them a tangible way to succeed, which is critical for many new Canadians.

• Create roles to help develop English skills.  While it may not be appropriate to have volunteers with little English to handle public roles right away, think about developing some behind-the-scenes roles that let new Canadians work on their English, such as newsletter mail outs and material preparation bees.  If this is established in a social setting, and always with a volunteer who could translate and assist those with limited English, I guarantee it will be positively received.

• Maintain personal contact.  Often new immigrants are lonely, desperate to fit in and belong. Spending time listening and showing that you care goes a long way towards ensuring your new recruits are comfortable and feel included.

• Provide compensation, if possible, for transit and/or parking costs.

• Develop social activities designed to celebrate cultural differences.  A potluck lunch, where everyone can show off their favorite dishes in a relaxed setting is an excellent way to promote learning and sharing among a variety of cultures. What's more fun than Thai, Chinese, Vietnamese, Italian, Polish, Danish, Dutch, German and Japanese thrown together with good old Alberta Beef?

• Be sure to invite their volunteer participation - don't forget to ask – and keep asking!

It takes hard work and initiative to create an acceptance of diversity and develop a proactive recruitment partnership in your program, but it will pay big dividends. As Steve McCurley writes “…recruitment…translate(s) this acceptance of diversity to the community, thus making it more likely that others will be attracted to the agency now that they can see that it truly welcomes their involvement in a meaningful way.”²

We've been successful in spreading the word about our volunteer program at the Glenbow Museum, and receive frequent calls from new immigrants who wish to volunteer.  I believe it's a direct result of community outreach showing our acceptance of diversity and willingness to make our program inclusive – and we're much richer because of it.

¹  Skinner, Lillias et al. The Canadian World of Volunteer Management: A Practical Guide to Cultural Diversity in Volunteer Management. Association of Directors of Volunteer Resources, 1995.

²  McCurley, Steve and Lynch, Rick. Volunteer Management: Mobilizing All the Resources of the Community. Heritage Arts. June 1996.

Lynn McShane is the Managing Administrator of Volunteer Programs at the Glenbow Museum in Calgary.  She can be reached at lmcshane@glenbow.org

This fall the Voluntary Sector Management Program launched new Fund Development courses.  The courses have been designed with contemporary information and are offered in manageable time blocks allowing for flexible learning.  For the busy person, time slots of two days or several evenings are now offered.  It is not necessary to be enrolled as a full-time program student to take advantage of these courses.  They are also available through distance delivery.

Sign up for courses of your interest. 

For more information and to receive the program catalogue, contact:  

Pat Sonnenberg at 780-497-5268

e-mail: sonnenbergp@macewan.ca

www.business.macewan.ca/vsm
 

Applies marketing principles to charitable fundraising strategies and includes the exchange relationship between donors and the organization, development of a marketing plan, creating effective marketing communications and public relation strategies, and implementing the marketing process.

In this course, students will learn how to plan, develop, manage and evaluate effective fund development campaigns.  Emphasis will be placed on analysis of successful campaigns and application of implementation strategies.

Annual giving strategies related to charitable fundraising will be introduced with emphasis on direct mail, telemarketing, gaming, and entrepreneurial ventures.

Develop volunteers as partners and resources in fundraising. Volunteer motivation, recruitment, support, and retention will be examined. Emphasizes volunteer fundraising roles, including leadership and teams.

Major gift solicitation and planned giving are introduced as approaches to fund development.  Organizational readiness, related research, techniques, and implementation strategies are discussed.

Work effectively within a board governed, nonprofit organization. Consider the roles and relationships between board, staff, service volunteers, and committees. Board functions and responsibilities, methods of organizing board work, policy development, and board-member recruitment will be discussed.

Ensuring an Effective Paid Workforce for Your Nonprofit Organization

Edmonton, January 27, 2004
9 a.m. - noon

St. Albert, TBA

Red Deer, TBA

Calgary, TBA

Lethbridge, TBA

(All workshops are 3 hours in length)

Join board members and senior staff of voluntary sector organizations to examine critical issues in workforce development and retention in the future. 

Boards of Directors are the employers of their organization’s paid staff.  As competition grows for talent, they want to be sure that their organizations are able to attract, support and keep competent and committed workers now and into the future.

While it is true that employees in the voluntary sector are strongly motivated by the mission of their organization, they also care about job quality, pay and benefits, working conditions and terms of employment.

What is the quality of jobs in your organization?  Do you have the policies, procedures, resources, and practices in place to ensure that you have the best possible staff to achieve your organization’s mission and objectives?

There is no fee to participate, however, pre-registration is required.  For information call: 780-497-5616 or visit

www.rcvo.org

Sponsored by: Grant MacEwan College (Voluntary Sector Management Program and the Resource Centre for Voluntary Organizations), and the Wild Rose Foundation in cooperation with HRVS: Human Resources in the Voluntary Sector (a project of Community Foundations Canada, United Way).

Building Human Resource Capacity in Your Nonprofit Organization

Two-Day Workshop

• Are you an executive director or board volunteer in a small to medium-sized nonprofit organization?

• Are you facing human resource challenges and issues related to paid staff?

• Are you looking for easily accessible human resource tools and best practices?

Building Human Resource Capacity is a two-day workshop designed to strengthen and enhance the capacity of your organization with a focus on paid employees.

The skill needs of the voluntary sector have been changing as a result of the shifting economic and political environment.  Strong human resource practices are essential to attracting and retaining employees to achieve your organization’s mission and priorities.

If you want information and tools for:

• developing human resource policies;

• recruiting and hiring the right people for the right jobs;

• training and development opportunities for employees;

• effective management practices

Then you won’t want to miss this opportunity!

There is no fee for this workshop, however, pre-registration is required.  Watch for February workshop dates in Red Deer and Edmonton.  For more information call: Resource Centre for Voluntary Organizations, 780-497-5616.

This training is supported by the Wild Rose Foundation and Human Resources in the Voluntary Sector (HRVS).

Government Relations

A Course in the Public Relations Program at Grant MacEwan College

Tues. evenings, Jan. 13 - Apr. 20, 2004, 6 - 9 pm, Room 5-207, City Centre Campus

Explore the many roles in the public policy development process and learn the “do’s and don’ts” in forging strategic relationships with government from Jim Rivait, an experienced government relations practitioner, who is currently VP (Prairies, NWT & Nunavut) for the Insurance Bureau of Canada.  Jim will call on his experience working in government as both bureaucratic and political staff, as well as his experience in advancing some major policy initiatives in the private sector. 

Cost: $477 plus $15 material fees

This is a three-credit course in the Public Relations Career Diploma Program. To register, call

780-497-5000 and ask for PREL 235 (550) or in person at the Registrar’s Office at City Centre Campus, Visa and Mastercard accepted.

For more information, contact Maureen Wagner at wagnerm@macewan.ca

Alberta Fundraising Conference 2004

Inspiring Philanthropy: Strategies to Build, Invest and Connect

February 7 to 10, 2004

Capri Centre, Red Deer, Alberta

(Hosted by AAFRE, AFP Calgary, and AFP Edmonton)

Energize your thoughts and ideas into action!  Take your organization to the next level by attending the 2004 Alberta Fundraising Conference.

With 36 inspiring sessions to choose from in three tracks - Inspiring Philanthropy, Professional Development, and Fundraising Techniques - the 2004 Conference offers something for every fundraising professional from the very beginner to the seasoned professional.

An addition to this year’s conference is the Pre-Conference Fundraising Workshop for those new to development.  This one-day overview from some of Alberta’s leading fundraising professionals costs only $75 and offers an excellent opportunity for newcomers to fundraising to increase their knowledge in this exciting field.  The registration flyer is included with the newsletter.

Some of the highlights of the Alberta Fundraising Conference include:

• Great central location: Capri Centre, Red Deer

• Pre-Conference Fundraising Primer

• More sessions than every before

• Something for every level of experience

• Entertaining Plenaries including a new format debate on Monday night

• Great Exhibitors/Sponsors’ tradeshow in the coffee break/meals area

• Great entertainment - good food, good conversation and great culture

The Pre-Conference is sponsored by the Voluntary Sector Management Program at Grant MacEwan College with support from TransCanada.

Board Leadership 2004

Sat. & Sun., Mar. 13 & 14, 2004

City Centre Campus, Grant MacEwan College, Edmonton, AB

Join board members from Alberta’s nonprofit/voluntary sector organizations to share experiences to discuss challenges, celebrate successes and develop additional skills to support their board roles.

Explore emerging and current issues for all boards, as well as considering the unique issues faced by boards of “all volunteer” groups and those specific to boards who govern staffed nonprofit organizations.

Consider topics including planning processes, organizational teamwork, recruitment and retention of effective boards, risk management, and governance issues.

For more information and to receive detailed conference program go to www.rcvo.org, or call 780-497-5616.

Sponsored by: Grant MacEwan College, (Voluntary Sector Management Program, Resource Centre for Voluntary Organizations) in cooperation with Alberta Community Development and with support from TransCanada.

The “SO WHAT?” Series:

Linking Research and Practice in the Voluntary Sector

Be sure to watch this spring for the launch of our new "So What?" series of half day presentations and facilitated discussions.  This exciting new series will help you absorb the practical results and implications of the latest and most important Canadian applied research that impacts the voluntary sector.   

The intent of this series is to assist you to easily digest the results and practical tips emerging from important applied research in the nonprofit sector.  For example, we anticipate that the series will present research results and suggestions that will help you meet the significant challenges posed by the looming 'baby boomer retirement wave'.  Questions such as what this may mean in your human resource area and what this may mean for the future of volunteerism in various sectors and populations will be examined.  The issues of motivation and engagement of both your paid staff and your pool of volunteers will be explored.

So, watch for more on "So What?" in the early spring.  You won't want to miss any of it!

For further information contact Colleen Mead, Resource Centre for Voluntary Organizations, Information and Referral Consultant at 780-497-5616 or meadc@macewan.ca.

The “So What” Series is made possible through the support of TransCanada.

So how do you take $1 and make it $3?  How do you get past the nagging issues of bank balances that do not allow for a rainy day or growth?  And, how do you move a good cause and a good team forward when everyone is already fully tasked to capacity?

What many organizations are seeking is change from a survival position, positive change that is effective and ongoing.  Moving from survive to thrive isn’t about miracles and instant solutions, rather it is a series of steps that offer a reprieve from an often all too repetitive and familiar situation.

But where do you begin, what do you need to consider, how do you create the time, energy and resources necessary to enact change?  While there are many different opinions on how to approach this situation, a logical progression of steps that add value both in the short and long term are important.  The first, and perhaps most important move is to be able to answer the following:

• What is the corporate culture – the personality of your organization?

• What are the written and unwritten values and rules that govern and set the standards for acceptable behaviour both within and outside of the organization?

• Is your organization healthy or dysfunctional – what type of environment do the written and unwritten values and rules create?

• Who sets these values and rules?

• Who influences them?

• Where are you positioned in relation to these players?

• How are the written and unwritten values and rules conveyed both internally and externally?
   

• Donor types – who is it that you are working with, prospecting and cultivating?  Do their values influence the organization and thus the climate in which you and your team work?

• Like organizations – who else is providing your organization’s services?  Does their existence and how they operate affect your organization’s climate and ability to differentiate and thus the climate in which you and your team work?

• Political climate – Federal, Provincial, Municipal – as funders, as influencers on funders, as catalysts for group action.  What impact does the political climate have on your organization and thus on the work of you and your team?

Step 1:  You need to know where your organization is at right now.  What business are you in?  Is your business growing, or are you slowly going out of business?  What are your organizational values?  What are you currently doing to raise funds?  These and many other questions form the basis of an Organizational Audit.

Step 2:  You need to identify what it is that needs to be changed?  Sometimes this is a very difficult question to answer and expert help is needed.  What may appear to be an obvious challenge may be a symptom of an organizational problem in another area.

Step 3:  How do you find the funds to support you during a time of change?  Not only how do you find these, but who is going to find these funds is important.

Step 4:  Do you need expert advice and assistance in this process?  Do you need specific expertise, a coach, someone who has been through the process before to assist you in this transition and change?

Step 5:  How do you find expert advice and assistance and how do we know what to look for, what makes for an expert?

Over the next several RCVO newsletters, the questions above will be addressed in detail.  In addition, should you have a question that you would like addressed that fits with the theme of moving your organization from Survive to Thrive, please share it with me.  I will do my best to incorporate your questions into subsequent articles.

 Dree Thomson-Diamond is a Certified Fund Raising Executive specializing in organization growth through effective, experienced and creative fund development, management and communications counsel.  Please direct your comments and questions to her directly at dree.thomson@telusplanet.net or by phone: 780-438-1093.

A positive environment for learning is always critical for success, whether it is in a classroom or your organization.  The learning environment provided by an organization is a function of the organizational culture.  Organizational culture means the values, attitudes and beliefs reflected in the mission and goals, and practices of the organization.

The Board of Directors and senior staff of your organization set the tone for the organization’s culture.  Do their decisions and actions view learning as a positive way to improve individual performance and the performance of the organization?  Are these positive outlooks reflected in the value statements, policies, and structures that guide the operation of the organization?  Do they include both paid and volunteer team members?  Are the beliefs supported by appropriate resources and support?

Here are some ways organizations, that value learning, provide a supporting learning environment:

Recognize that Learning is Part of Everything the Organization Does

Opportunities to learn happen all the time.  Organizational cultures that support learning recognize learning as an ongoing process, not an event.  A new piece of legislation may be used as a learning tool for all staff.  A proposed special event may become a learning opportunity for an employee or volunteer who has expressed an interest in event management.

Support the Expectation of Learning with Financial Resources for Learning

An organization shows that it values learning by including employee and volunteer (including
the Board) training and development in the annual budgeting and planning process.  Items included in the annual budget reflect the priorities of the organization.

Encourage Learning of All Levels

Opportunities to learn are made available for everyone in the organization from the Board of Directors to the most junior staff.  Senior leaders model and discuss their own learning initiatives.  They are seen as lifelong learners.

Recognize that Mistakes are Learning Opportunities

One way an organization shows that it values learning is in its approach to mistakes. 

“Failure is critical to the learning process and must be considered in the context of the individual’s role, potential, and future success.  When we fail, we might react in one of three ways: learn from the mistake, continue to fail, become reluctant to try again.  In today’s workplace environment, leaders must develop a culture that removes the punishing effects of failure to help people to take risks, be creative, and to grow.” Laurie Hillis

It is important to encourage people to learn from mistakes rather than being afraid to admit their mistakes for fear of disciplinary action.

Have a Policy on Employee/Volunteer Training and Development

A policy on employee training and development shows that the organization values learning.  Professional development policies usually include guidance on:

} how often employees or volunteers are expected to take formal training;

} the types of development programs that are acceptable;

} when and how individuals will be reimbursed for off-the-job programs.

Provide Time for Learning

Time for learning in the workplace is important for the success of an employee or volunteer development program.  This means giving people time, support and resources to learn without the interruptions of every-day activity.

Allow for Practice of New Skills On-the-Job

Learning does not end when the activity is over.  Opportunities to use the knowledge and skills learned on-the-job will ensure that people retain what they have learned.

Development is a shared responsibility of the organization and the individual volunteer or employee.  The responsibility of organizational leaders is to provide the right resources and an environment that supports the growth and development needs of the individual employee.

For employee/volunteer development to be successful, leaders should:

}  Develop a good understanding of the knowledge, skills, and abilities that the organization  needs now and will need in the future.  What are the long-term goals of the organization and what are the implications of these goals for employee/volunteer development?  Share this knowledge.

}  Provide an account and well-crafted role description – it is the foundation upon which volunteer/employee training and development activities are built.

}  Actively support training required by employees and volunteers to meet the basic competencies for the role.

}  Look for learning opportunities in every-day activity.  Was there an incident with a client that everyone could learn from?  Is there a new research report with implications for the organization?

}  Explain the development process and encourage individuals to develop individual development plans.

}  Support staff and volunteers when they identify learning activities that make them an asset to your organization both now and in the future.

Adapted from: “Employee Development” module by Pat Harvey developed for the HRVS Good HR Tool Kit of the Human Resources in the Voluntary Sector project, http://www.hrvs.ca

The Resource Centre for Voluntary Organizations has just completed its fourth year of RCVO On the Road. It was conceived as an opportunity to expose the communities of rural Alberta to our many print resources.  The success of this project has far exceeded our expectations and many requests have come from other urban centres within the province in addition to rural centres. 

The plan for our Spring trips are in place. Watch for details of RCVO On the Road programs on our website (www.rcvo.org) in the following communities: Red Deer at the Alberta Fundraising Conference, Castor in partnership with Paintearth Adult Learning, High River in partnership with FCSS High River, Forestburg as part of the ATCO Symposium, Millet & Wetaskiwin in partnership with Volunteer Week, Edmonton at the Victim Services training, Athabasca with the Association of Community Adult Learning, and finally at Vitalize in the Shaw Conference Centre.

If your community is interested in hosting RCVO On the Road, contact Laura Berezan toll free in Alberta at 1-877-897-5616 or e-mail berezanl@macewan.ca
 

Learning Opportunities at the RCVO

There are many opportunities to expand your knowledge through the services of the Resource Centre for Voluntary Organizations.  We invite you to take advantage of these services, some of which may be new to you.

Phone us – for quick answers or brief consultations (780-497-5616 or toll free in Alberta at 1-877-897-5616).

E-mail:
berezanl@macewan.ca
meadc@macewan.ca
robertsonl@macewan.ca

Fax us your questions 780-497-5634.
 

Order books – for a complete listing of titles visit www.rcvo.org or call us.

Spend time in the resource centre – where there are a wide variety of short articles organized into easily accessed subject files.  For in-depth research there are books and applied research materials.

Book time at the RCVO to meet with staff and/or colleagues for cost-free professional development. Contact us for ideas for your training agenda.

Book time on our computer and visit databases of funding sources.  RCVO has access to the Canadian Centre for Philanthropy’s Guide to Foundations and Grants Online and Prospect Research Online.

Visit our website - new information is frequently added.

Explore the interesting links on our site.

Attend one of our workshops – these events are listed in our newsletter and on our website.

Access the Grant MacEwan College’s library collection relating to the voluntary sector.  Use The Alberta Library card (TAL) or contact us for access.

Attend an RCVO on the Road in your neighbourhood – for a schedule e-mail Laura at berezanl@macewan.ca.

Our staff looks forward to meeting you and will be happy to help you with your questions.

The Season of Hope: A Risk Management Guide for Youth-Serving Nonprofits

by John C. Patterson and Barbara B. Oliver

 The Season of Hope addresses an array of questions from youth-serving organizations about protecting children in a nonprofit’s charge from harm, whether they are program participants, employees or volunteers.

Learn which risks are inherent in your program due to the developmental stage (infancy through adolescence) of the participants.  Build your own plan from examples of risk management strategies for violence, health, injuries and accidents, and Internet access.  Its broad focus approach speaks to youth development professionals, executive directors, board members, directors of volunteers and human resource managers.  Adults in general can no longer ensure the safety of young people as they grow and develop, but they can mitigate the risks inherent in their youth-serving programs with help from The Season of Hope.

To borrow this book from Grant MacEwan’s Learning Resources Centre, contact Michelle Bezenar, Interlibrary Loans, phone 780-497-5857,

Fax: 780-497-4566

E-mail: bezenarm@macewan.ca

RCVO CONNECTIONS

Published 4 times/year free of charge.  To receive this newsletter, contact:

Lynda Robertson, Editor
5-132, 10700 – 104 Avenue
Edmonton, Alberta  T5J 4S2

Phone 780-497-5617 or toll free in Alberta at
1-877-897-5616. 

Fax 780-497-5634. 

E-mail: RobertsonL@macewan.ca

RCVO Contributors

Wendy MacDonald
Lynn McShane
Dree Thomson-Diamond

Editor:  Lynda Robertson

Production:  Wendy Kuzio