ANNUAL REPORT: MARCH 2020 - FEBRUARY 2021

SERVICE OVERVIEW

The Cancer Support Community prides itself on being an evidence-based and community-driven organization. This practice is integrated into all professionally facilitated services and programs offered. In keeping with the community-oriented nature of the organization, the CSC conducts an annual satisfaction survey. Results from this survey indicate that the CSC continues to fulfill its mission of providing support, education, and hope to all those who participate. In March of 2020, in response to the COVID-19 Pandemic, the Cancer Support Community transitioned all programs to an online platform for the safety of our members and staff. In our 2021 program satisfaction survey, 97% of all respondents rated the quality of CSC programs as good or excellent, and 67% indicated  that they plan to continue virtual programs even after in-person programs are offered again. This clearly demonstrated the important gap virtual programs fill.

The Cancer Support Community served nearly 700 individuals people from March 2020 to February 2021. Although CSC served slightly fewer people than past years, the number of visits increased significantly.

OVER THE PAST YEAR CSC PROVIDED: 

4,679

HOURS OF GROUP AND

INDIVIDUAL SUPPORT

2,236

HOURS OF HEALTHY LIFESTYLE AND

STRESS MANAGEMENT PROGRAMS

598

HOURS OF LIVE AND ON DEMAND

EDUCATIONAL WORKSHOPS

1,032

HOURS OF

SOCIAL ACTIVITIES

SPROUT LOVE

The Sprout Love Initiative at the Cancer Support Community raises funds for the Sprout Love Financial Assistance Program that launched in the Fall of 2018.  The fund covers basic living expenses for individuals who are experiencing financial hardship as a result of cancer and its treatment.

SPROUT LOVE BY THE NUMBERS 2020 – 2021

$75,000

GRANTED TO FAMILIES

IMPACTED BY CANCER

39

FAMILIES RECIEVED

GRANTS

FINANCIAL OVERVIEW

As a result of proper financial oversight, and in accordance with best practices, the Cancer Support Community of Greater Ann Arbor has maintained cash reserves for general operating expenses. Additionally, the CSC has developed a board-advised long-term opportunity fund for potential unforeseen needs. These funds have been imperative in sustaining programs during the loss of income associated with the COVID-19 crisis.

REVENUE

  • THE BRIDES PROJECT
  • DONATIONS & GRANTS
  • PROGRAM PARTNERSHIPS
  • EVENTS
  • SPROUT LOVE
  • INVESTMENT INCOME

EXPENSES

  • PROGRAM
  • THE BRIDES PROJECT
  • FUNDRAISING
  • MANAGEMENT

ASSESTS

  • CASH & CASH EQUIVALENTS
  • THE BRIDES PROJECT INVENTORY
  • LONG-TERM OPPORTUNITY FUND
  • OTHER CURRENT ASSETS

The Brides Project

Although occupying a significant portion of the CSC’s assets, this sum is comprised of donated wedding dresses to be sold at The Brides Project.

 

Long Term Opportunity Fund

This fund gives the Cancer Support Community the ability to adapt in real time to the growing needs of our community. Under the guidance of the Board of Directors, the CSC is able to add additional programming that responds to current community needs.

THE BRIDES PROJECT

The Brides Project is the Cancer Support Community’s social enterprise. Wedding dresses are donated to The Brides Project from all across the country. Some are “pre-loved” – donated by brides who want to see them dance another day, but most are donated directly from bridal salons, so they are brand new! All funds raised by the sales of these gowns support the free programs offered at the Cancer Support Community of Greater Ann Arbor.

TBP BY THE NUMBERS 2020 – 2021

787

VISITS FROM

BRIDES

186

DRESSES DONATED

BY BRIDES

75

VOLUNTEERS DONATED 1,000+

HOURS OF THEIR TIME

$318,995.00 RAISED FOR THE CANCER SUPPORT COMMUNITY 

STRATEGIC PLAN 2O18 - 2021

The CSC strives to provide high-quality services to the community and set goals consistent with community need. The plan, which was approved by the Board of Directors for 2018-2021, defines five specific priority areas:

 

1. Provide high-quality services to meet the needs of cancer survivors and loved ones throughout the defined geographic region.
2. Become the psychosocial service provider of choice for the defined geographic region.
3. Expand diversity within the organization to reflect the community served.
4. Ensure that the CSC has the financial resources necessary to provide and sustain high-quality services.
5. Ensure that the CSC has the organizational capacity to provide and sustain high-quality services.