2023-24 YWCA Banff Impact Report

YWCA Banff Annual
Impact Report
2023/24
Living Our Values

2
Supporting a thriving
Bow Valley Community.

Photo: Baxter Kawula (he/
him) and his mom.
Baxter’s Y: My Mom
“My mom is a survivor of domestic violence and was precariously housed
when my sister and I were very young. She was fortunate enough to have
access to housing through various women’s shelters during that period.
The access to safe housing and childcare allowed her to start a career,
save for a down payment, and eventually purchase a home for the three
of us. Organizations like YWCA Banff gave my mom shelter, community,
hope, and confidence to start again.”
Baxter Kawula (he/him)
YWCA Banff Volunteer
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Table of
Contents
Introduction
6: Land Acknowledgement from our
Board President
9: Message from our CEO
10: Meet the Team
6
Inclusion
28: Offering Connection
29: IDEA Committee
30: Baby on Board
26
Integrity
52: The Importance of Data
54: Our Impact in Numbers
Photo: YWCA Banff staff
on the National Day of
Truth and Reconciliation
(Sept 30, 2023).
50
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Women-Centred
14: Women’s Circle
16: The Transformative Power of Trust
Autonomy
21: Connie’s Y
23: Goal-Setting
24: Housing & Shelter
12
18
Collaboration
34: James’ Y
35: Ridgeview Medical Centre
36: Harmony Project
38: Filling Systems Gaps Together
Adaptability
42: 416 Days
45: Leslie’s Y
46: Higher Ground: A Renewed Vision
48: More Than a Hotel
32
40
Donors & Funders
58: Wim’s Y
60: Hope for the Holidays
62: Thank you, Pauw Foundation
64: List of Donors & Funders
67: Donate Now
Financials
70: Revenues
71: Expenses
56 68
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Land Acknowledgement
From our Board President
I grew up on the lands of the Anishinabe and Kanien Keha ka peoples of
Ontario, where I was lucky to explore the wonders of the lands at Y camps
– canoeing and swimming in warm waters, exploring the wild lands and
sleeping under the stars. My connection and appreciation to the lands
continued when I moved to the beautiful Rocky Mountains - the traditional
lands and home to the Siksika, Piikuni, Kainai Nations of the Blackfoot Confederacy,
the Tsuut’ina peoples, the First Nations of Chiniki, Bearspaw, and
Goodstoney of the Îyârhe [ee-YAH-hhay) Nakoda of Treaty Seven, as well as
the Rocky View Metis of District 4 of the Battle River Territory. It is an honour
to live and work in the Bow Valley, to be able to explore and immerse myself
among the trees and on the waters here, and to share space with the many
animals and wondrous natural fauna of the area.
Photo: Kate Boyd (she/her). YWCA
Banff Board President.
I recently read a passage, that resonated with me as it compared a road vs. a
path. When I consider the journey towards reconciliation I have been on, as
well as that of my fellow Board members and the entire YWCA Banff team, I
believe that it is a path, not a road that we should follow. The author explains,
“A road is linear and aims to get you from here to there with as much haste
and as little effort as possible. A road resists the landscape, instead of working
with its environment, it ploughs over whatever is in its way. When you are
travelling on a road, you know your destination... Interesting opportunities
may be calling you from the sides, but when you are on a road, the goal is to
stay on the road, to get to where you are going as fast as you can.
A path, on the other hand, is quite different. It works in harmony with its surroundings.
When you are travelling on a path you may have a general sense
of where you are going, but you are open to navigating, perhaps even making
use of, whatever detours arise. A path is not separate from its environment
but rather part of it... A road resists time and the elements, building up tension
until eventually it cracks and crumbles. A path embraces change and
is constantly rerouting itself accordingly. Though at first, a road may seem
stronger, a path is far more robust, durable, and persistent.” (Brad Stulberg,
Master of Change).
I recognize and honour the path the first people have travelled and continue
to travel. YWCA Banff has been following a path in our understanding and
learning of truth and reconciliation. We have been embracing the detours
along the way and are thankful for our friends from Stoney Nakoda, Eagle’s
Nest Stoney Family Shelter, and others who have shared so much with us,
including taking board and staff through a blanket exercise, teachings about
intergenerational trauma, and cultural experiences such as medicine walks
and ribbon skirt-making workshops. We continue to challenge one another
to understand the impacts of colonization and how we can take action
towards truth and reconciliation. Last year, through YWCA Canada, we
participated in a sweat lodge ceremony at our annual member meeting and
learned about the importance of ceremony, how nations support their members
through the impacts of colonization that are still felt acutely today, and
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the programs other YWCA member associations are undertaking to support
their communities. These teachings have helped us to better learn and understand
our responsibility to our community and the greater Bow Valley*.
As a non-Indigenous organization committed to ensuring our programs are
inclusive for Indigenous families, we recognize our responsibility to contribute
to the well-being and empowerment of Indigenous individuals across
the Bow Valley and beyond. We strive to be a true partner and are proud to
share that we are working towards better aligning our work with the calls to
action of the Truth and Reconciliation Commission of Canada and the calls
for justice from The National Inquiry into Missing and Murdered Indigenous
Women and Girls.
Photo: YWCA Banff staff on
the National Day of Truth and
Reconciliation (Sept 30, 2023).
*While we are based in Banff, we
serve the whole Bow Valley. This
includes Lake Louise, Banff, Harvie
Heights, Canmore, Dead Man’s Flats,
and Kananaskis.
We are committed to continuing along the path with you, our family, friends,
neighbours, and partners in a meaningful and positive way.
Isniyés
Kate Boyd (she/her)
YWCA Banff Board President
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Photo: Dr. Priscilla Wilson’s Place
(YWCA Banff Affordable Housing)
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Photo: Ebony Rempel (she/her)
CEO, YWCA Banff
Message from
our CEO
Welcome to the YWCA Banff Annual Impact Report
for 2023-2024. This year, we have meticulously structured
our report around our core values, as they form
the foundation of all our efforts and achievements.
Our values—Women-Centered, Autonomy, Inclusion,
Collaboration, Adaptability, and Integrity—are not just
principles we uphold; they are the driving force behind
every program and initiative we undertake.
Living our values means putting our beliefs into action
daily, striving to create a supportive and inclusive
community where everyone has the opportunity to
thrive. By centering our report around these values, we
aim to demonstrate our unwavering commitment to
these principles and how they guide our decision-making
and operations. At YWCA Banff, we are dedicated
to creating a space where everyone is respected and
empowered, where inclusivity and collaboration are
essential to our organizational identity.
I’d like to share a personal story that underscores the
importance of these values. When I first joined YWCA
Banff more than three years ago, I was inspired by the
incredible resilience and strength of the women who
we serve and those who have come before me in the
organization. I was new to the Bow Valley and feeling
intimidated by the experience and skill set of those
around me. I had big shoes to fill and an organization
with a strong reputation to uphold. I reached out to the
previous CEO whose job I was taking to have a conversation
about the transition. Connie MacDonald not only
supported me in those early days but continues to take
my calls to this day. This organization and the people
who work here don’t just preach values; we live them.
The trust, autonomy, and collaboration I experienced
firsthand reaffirmed my belief in the transformative
power of our work. It’s these interactions that remind
me why we do what we do and the profound impact we
can have when we stay true to our values.
As you navigate through this report, you will witness
how these values translate into tangible impacts and
meaningful changes in the lives of the individuals and
families we serve. Our commitment to these values
is a testament to our belief that through integrity and
adaptability, and by working collaboratively with our
partners, we can foster a community built on trust,
support, and continuous improvement.
This year we asked our co-workers, partners, community
members, and volunteers to share their ‘Y’.
Whether it’s a personal experience, a powerful story,
an observation, a deeply held value, or an inspiring idea
- it’s what drives us to support YWCA Banff. Your ‘Y’ fuels
your donations, ignites your volunteerism, fosters
partnerships, and changes lives in your community.
Keep your eye out for some of the Y’s we’ve collected
throughout the report.
Thank you for your continued support and partnership.
Together, we are making a profound difference in the
Bow Valley and beyond.
Sincerely,
Ebony Rempel (she/her)
Chief Executive Officer, YWCA Banff
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Meet the Team
Board of Directors
Kate Boyd
(she/her)
President
Salina McNamara
(she/her)
Past President
Ella Schatzmann
(she/her)
VP Governance
Danielle Roussy
(she/her)
VP Operations
Melanie Kwong
(she/her)
Secretary
Karen Shelton
(she/her)
Treasurer
Dominique
Lagloire-Galipeau
(she/her)
Director
Yvonne Machuk
(she/her)
Director
Heather Sturm
(she/her)
Director
Jessica Wheatley
(she/her)
Director
Aarti Rattan
(she/her)
Director
Cate White
(she/her)
Director
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Leadership Team
Ebony Rempel
(she/her)
CEO
Tim Binks
(he/him)
Director of Finance
Rae Roberts
(she/her)
Director of Residential
Programs
Reave MacLeod
(she/her)
Director of Advocacy &
Community Programs
Neil Atkinson
(he/him)
Advocacy & Community
Programs Manager
Jin Kang
(she/her)
Accounting & Payroll
Manager
Emily Sweeney
(she/her)
Marketing &
Communications Manager
Susann Buchanan
(she/her)
Facility Manager
Lannah Guyon
(she/her)
Residential Programs
Manager
Stephen Crotty
(he/him)
Special Projects Officer
Visit our website to learn more about our team.
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Women-Centred
We root our work in the knowledge
that gender equity is a basic human
right and adopt a women-centred
approach to achieve healthier and
more prosperous communities.
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14: Women’s Circle
16: The Transformative Power of Trust
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14

Women’s Circle
In November 2023, we reintroduced our Women’s Circle program in a
new way. Historically, Women’s Circle had been available sporadically, as
one-time sessions or at most, as part of a four-week program. This year,
we expanded its impact on the community and piloted biweekly sessions
spanning six months. These sessions included a blend of activities rooted
in nature, practical life skills development, and opportunities for creative
expression.
When we initiated the Women’s Circle program, we carefully considered our
approach. Instead of solely focusing on a support group, we aimed to build a
space that encourages community building. Given the challenges of running
a support group in a small community and knowing that many people may
face forms of violence without recognizing it as such, we wanted to ensure
that our program was accessible to everyone. By fostering healthy connections,
we strive to prevent and address domestic or gender-based violence,
making our community stronger and safer. These key factors guided the
development of the Women’s Circle program.
Session Topics:
• Gentle Yoga
• Ribbon Skirt Making
• Flower Art
• Paint Night
• Mindfulness
• Craft Night
• Nutrition on a Budget
• Film Screening:
Keepers of the Land
• Macrame Art
• Ceramic Art
• DIY Micro Garden
We held 11 sessions with a total of 75 participants. The Women’s Circle
gatherings brought together past and current clients, along with community
members, fostering a supportive environment. During the sessions, attendees
formed friendships and discussed the challenges they were facing in
their lives. Many participants expressed their gratitude during each session,
and positive feedback was consistently gathered from the surveys. We are
deeply thankful for the opportunity to bring the community together and
look forward to expanding Women’s Circle to make an even greater impact
moving forward.
15

The Transformative
Power of Trust
Words // Rae Roberts (she/her)
Director of Residential Programs
YWCA Banff
*A 5th class Power
Engineer is authorized to
supervise power plants
and heating plants.
** STEM is a common
abbreviation for four
closely connected areas
of study: science, technology,
engineering and
mathematics. The fields
are often associated due
to the similarities that
they share both in theory
and practice.
When I arrived in Banff as a 20-something woman, I
came with the age-old intention to stay in the mountains
for one season. Truthfully, I was lost. I didn’t feel
like I belonged anywhere. I didn’t come to Banff in 2014
looking for my forever, but it turns out that a small
organization doing very big things would become my
North Star.
I started my work in an entry-level position at the front
desk of the Y’s social enterprise hotel. This was a perfect
short-term position for a season in the mountains.
However, it didn’t take long to fall in love with the Bow
Valley. For most, it’s the scenery, the recreation, the
diversity, or the small-town feel, but for me, it was
the YWCA where I felt the greatest connection to
this place.
I was grateful to be working in an organization that
was fiercely dedicated to young women’s leadership.
A feminist organization that unapologetically lives its
values. A workplace elevating women’s voices and
creating space for intergenerational relationships and
mentorship. I was all in.
...
When I was asked to share examples of how the YWCA
invested in my leadership journey and supported my
professional development over the last 10 years, I
wasn’t sure how I would summarize so many examples
of the intentional investment and mentorship opportunities
that were given to me.
Each example or story of investment describes how
important it is to push women to the front (e.g. through
funding professional development, conferences, and
other learning opportunities), but when I really think
about the turning point in my journey, ultimately, it’s
rooted in trust and belief. When we believe in
women’s voices and ideas, when we value their styles,
their strengths, and their contributions - we see the
transformative power of trust.
Over the years, my role with the organization continued
to expand and shift. The Y trusted me to take
on new accountabilities and lead new and expanding
teams. In time, my work included leadership in all
aspects of our operations.
I was grateful for the continued
growth and investment
and often wondered what the
YWCA saw in me. Something I
still didn’t fully see in myself.
As my position evolved to include the oversight of our
90,000 square foot campus, I knew I had my work cut
out for me. Learning the ins and outs of a 100-year-old
building, the facilities, the preventative maintenance,
meant I had to push myself in new ways.
On our grounds, we operate an extensive mechanical
operation. We have a robust steam plant that requires
rigorous checks, certifications, and controls. The scope
of our work required having a 5th class power engineer*
on our team. As a non-profit, we were stretched
to pay the costs to manage our plant. The hourly rates
for the engineer were high and the operation was complex.
This was my greatest tension, and I wasn’t sure if
I was up to the task of leading this team or this work. It
was after yet another power engineer left our organization
for a higher paying job up North, that I presented a
potential solution to the senior team…
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Photo: Susann Buchanan (she/her) working in
the YWCA Banff boiler room.
Photo: Rae Roberts (she/her). Director of
Residential Programs, YWCA Banff.
What if I become a 5th class power engineer?
Although this plan to enroll in the power engineering
program felt like a real departure from my degree in
women’s studies and my professional experience to
date, I was empowered by the many years of investment
and belief from the YWCA. They always created
space for me to learn, to get it wrong, and even in my
failures, trusted me to lead in MY way.
So I learned about our fire tube boilers, mechanical systems,
and I became fascinated with our steam plant.
I was energized. Doing this work not only meant saving
our organization more than $50K a year in labour, but
our Facility Manager, Susann, also enrolled in the program,
helping us to build skills across the organization
and bring more women into the STEM** work.
It became a priority to enhance our systems, complete
environmental audits, and reduce our carbon footprint
as an organization. We secured a quarter million
dollars in grant funding to bring a brand-new boiler to
our site, and improved our energy efficiencies by more
than 40%. All of this was sparked by trust. Through the
YWCA’s trust in me, I learned to trust myself.
...
Today I am proud to hold the title of Director of Residential
Programs. I have the privilege of supporting
our counselling team who deliver our on-site programming
– from our emergency shelter, our homelessness
response work, through to our affordable
housing programming. My responsibilities still include
the oversight of our 90,000 square foot campus and
our daily operations. Through hard work, I’ve secured
a role ‘tailor-made’ for me and a role that lends me the
opportunity to invest in and be part of supporting the
future change makers of the YWCA Banff team.
We can’t always measure
social return on investment or
quantify what the investment
in women’s leadership looks
like, but we can feel it.
Today, I feel strong. I feel confident in my ideas. I feel
like I’ve found my path, and that I belong in this work
and in the community I call home.
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17

Autonomy
We value the lived experience of each
person and respect their right to selfdetermination.
We believe that the
folks we serve are the experts in their
own lives and can make their own
decisions when it comes to their care.
18

21: Connie’s Y
23: Goal-Setting
24: Housing & Shelter
19

20
Photo: 2024 VINEart Gala and Auction

Connie’s Y*:
Kindness & Attention
“When I see the kindness and attention that YWCA
staff share with every single person who walks
through the door, it makes me incredibly proud to be
affiliated with this organization. The team creates a
safe environment, that helps people navigate through
challenges, with a sense of trust and hope. This is
humanity at its best.”
*This year we asked our co-workers,
partners, community members, and
volunteers to share their “Y”.
Whether it’s a personal experience,
a powerful story, an observation, a
deeply held value, or an inspiring idea
- it’s what drives us to support YWCA
Banff. Your ‘Y’ fuels your donations,
ignites your volunteerism, fosters
partnerships, and changes lives in
your community.
Photo: Connie MacDonald (she/
her) at the 2024 VINEart Gala and
Auction. Connie is the former CEO
of YWCA Banff.
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“I feel a sense of value in myself as
well as value I can give to others.
I feel I can belong anywhere I go.
There’s now purpose and fulfillment
in my life.” Another client said,
“I’m in therapy; I have a job and a
place to live. I’m reconnecting with
friends; I’ve made new friends. I
started volunteering again. I’m still
not there yet emotionally, but I am
on my way.”
// YWCA Banff Client
22

Goal-Setting
Our programs are client-led, empowering individuals to take ownership of their journeys.
Our team believes that the clients know themselves best. While goals often revolve
around securing housing, employment, and self-care improvement, we support
a client’s unique aspirations. Even when goals seem challenging, the team fosters
client agency by providing relevant information and respecting clients’ choices. This
includes situations where clients consider returning to unhealthy relationships or
living conditions. This approach can be complex at times, especially when goals appear
unrealistic or potentially harmful, but the team navigates these situations with
patience and expertise.
From Apr 1, 2023 - Mar 31, 2024, clients collectively set 282 goals. Of these 282
goals, 57% were either completed or achieved good progress in their time in our
programs. We are closely analyzing the data from this period to identify the factors
that contributed to the success of the 57% and the challenges faced by the remaining
43%. By understanding these patterns, we are refining our strategies to provide more
tailored support and resources. Moving forward, we are committed to implementing
these insights to ensure that all individuals who set goals receive enhanced guidance
and assistance in the coming year.
23

Housing & Shelter
YWCA Banff continues providing critical housing services to the Bow Valley
community. Our housing program continuum includes emergency accommodation
access for folks experiencing houselessness, through to folks
living in our long-term affordable housing program. We deliver our housing
program using a retention model* and this year, we expanded our residential
support programs for people living in our affordable housing units.
Supportive programming works with individuals across the housing continuum
through case management, referrals and individualized support aligned
to self-identified goals. We are fortunate to be able to provide space on site
across the full continuum and in many cases support individuals to move
from a place of precarious housing or an experience of houselessness into
our on-site affordable housing inventory.
This year, our programs made a real difference, enabling 40 people to
move from precarious housing into stable homes.
YWCA Banff’s housing programs not only provide housing navigation support,
but also emotional support, food access, and referrals to community
partners including Family and Community Support Services (FCSS), Ti’nu
affordable housing, Settlement Services, and Urgent Mental Health Care at
the hospital. While this process requires flexibility and solutions-oriented
navigation, we understand how intersecting factors can affect one’s living
situation, and it is powerful to see the impacts of preserving someone’s
right to housing.
In the 2023-2024 fiscal year, YWCA Banff provided food support services
to 76 people, and transportation support to 59 people through our Project
Home program for folks experiencing housing insecurity.
Rental subsidy programs have proven to be a lifeline for individuals and families
navigating crises. Thanks to an anonymous donor, we received some
funding to support folks with temporary rent subsidies. By providing tailored
assistance on a case-by-case basis, these programs empower clients to
recover and maintain stable housing.
This year our rent subsidy program helped nine individuals – eight adults
and one child from a family – maintain their housing, reducing housing
insecurity in the Bow Valley.
*A retention model is a person-first
practice that works to
keep residents stable, housed,
and prevent evictions by providing
wrap-around support including,
but not limited to, housing
navigation, emotional support,
food access, and referrals to
community partners.
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FUN FACT:
This year our team noticed that a
lack of access to, and knowledge
of, technology creates significant
barriers for many clients. As a
result, we set up a shared computer
workstation for clients to use to
help them apply for jobs, benefits,
and housing, and to stay in touch
with their support system and keep
them from feeling isolated.
25

Inclusion
We embrace people across varying
identities and aim to provide equal access
to opportunities for those who might
otherwise be excluded or marginalized.
26

28: Offering Connection
29: IDEA Committee
30: Baby on Board
27

Offering
Connection
Our commitment to cultural inclusion
means offering connection with
an Îyârhe Nakoda Elder to Indigenous
clients. Elders may incorporate
practices such as smudging, prayer,
and emotional support based on
the client’s wishes. This approach
allows referrals to culturally relevant
healing practices, helping
our organization move towards a
decolonial framework. Participation
is entirely voluntary, and we respect
each client’s unique healing journey,
walking alongside them wherever
they are in the process.
28

IDEA Committee
YWCA Banff has an Inclusion, Diversity, Equity and Anti-Oppression (IDEA)
committee with representation across the organization. This committee
oversees the organization’s commitments to the annual Bow Valley Workplace
Inclusion Charter and drives training initiatives for all staff. For the
2023 calendar year, YWCA Banff was a ‘Silver Champion’ of the Workplace
Inclusion Charter (WIC), completing commitments including: ensuring all
employees (regardless of tenure) have access to the Employee Assistance
Program, ensuring our statutory holiday policy is flexible and inclusive of
employees from all cultural/religious backgrounds, and having a manager
complete Vecova Institute’s disability awareness training.
Learn more about the WIC: inclusioncharter.ca/bowvalley
Photo: YWCA Staff members at the
annual Workplace Inclusion Charter
Forum. Photo by Kristy Wolfe.
Staff-wide trainings/activities
completed in 2023 included:
• Board of Directors & staff
Medicine Walk with
Mahikan Trails
• Sharing circle following the
National Day for Truth &
Reconciliation
• Bow Valley DEI training
• Staff-led Diwali celebration
• Unconscious bias training
29

Baby on
Board
Words // Mich Lam (they/them)
Interviewee // Salina McNamara (she/her)
Kirra McNamara, age three, already has three years of
board experience under her belt. She’s been joining
her mom, Salina McNamara, at board meetings ever
since she was a newborn. It might not be the norm to
bring your child to board meetings, but at YWCA Banff,
it is. YWCA Banff board members are always encouraged
to show up as their whole selves—and that
includes being a mom.
Salina McNamara, our former Board Chair and current
board member, shares her experience with the intersections
between her role as a board member and
mother of two kids, Kirra and Jai.
Many birthing people have shared similar experiences
when it comes to having a child. They’re seen as less
competent, distracted, and often face their employer’s
misconceptions of what it is like to become a parent.
Perhaps they don’t get the promotion or raise they
were promised or aren’t considered for a position due
to needing to take parental leave. As a result, workplaces
can miss out on the value that birthing people—including
mothers—can bring to a board or workplace.
When Salina first joined the board in 2016, she was
unsure whether she should step up as the Board Chair,
having recently moved to the Bow Valley and with limited
board experience. However, fellow board member
Yvonne Machuk encouraged her to take on the new
role in 2019 when the position opened. “If you can’t
learn on this board, where can you learn?” Salina says,
quoting Yvonne.
And then Salina became a mom.
She was hesitant to stay on the board with an impending
maternity leave, worried that the others would prefer
someone else to step up. Instead, Yvonne encouraged
her to stay in her position if Salina felt like she
had the capacity to continue in her role. “If we—as a
women-centered organization—can’t support women
navigating one of the biggest life challenges that they
face, who can?” says Salina, reflecting on a conversation
with Yvonne.
And so, Salina stayed on the board.
Sometimes, that meant turning off the camera on a
zoom meeting to breastfeed or to change a diaper.
Other times, that meant bringing her babies into board
meetings. “I’m surrounded by women who understand,
women who care, women who see the person, women
who see the mother—the maiden,” explains Salina.
She adds “Being a part of the board was one of the
only continuations of normalcy in my life at that time.
To hold on to that and to have that consistency while
birthing and raising children is a big deal. The board
supported me in a multitude of ways throughout this
journey.”
Unlike other boards, YWCA Banff’s board members
are all women, many of whom are mothers too. It’s a
space of support, care, and growth. “I found my village
through the Y,” says Salina.
“There needs to be an understanding of what people
are going through. Motherhood has taught me to give
grace—not just to other people, but to myself too,”
says Salina. Creating an environment of encouragement
and support has ripple effects on the community,
30

and it’s quite clear that YWCA Banff’s board does just
that. “It doesn’t end when the meeting ends. We are
all part of each other’s lives.” Salina highlights Yvonne
Machuk as a treasured elder figure in her life who provides
her with mentorship, both inside and outside the
boardroom. “For many mothers, it’s common to hear
them say, ‘my village never showed up’... I’m so incredibly
grateful to have Yvonne in my life.”
Yvonne has fostered Salina’s growth in the organization
since the beginning. She encouraged Salina to see
the board as her community, where there is always
space to learn and make mistakes. “When you’re well
supported, you’re able to support other people,” Salina
goes on to explain. Outside of the boardroom, it’s not
unusual for board members to invite each other into
their homes to share a meal or a cup of tea. Yvonne
also attends Kirra’s weekly gymnastics class, being
alongside Salina and her family as they grow. “Auntie
Yvonne is my family,” says Kirra.
The boardroom is an influential space. For Kirra, she’s
surrounded by women who are powerful. “She sees
first-hand that women belong in the boardroom. That
their skills and expertise are valuable, and that their
voices are impactful,” says Salina. “She is growing up
knowing that there is a seat at the table for her too if
that’s what she desires in the future.” And for the boys,
Salina’s son Jai included, they witness the resilience,
capacity and impact that women provide both within
and outside the home.
Yvonne shared that 14 babies have been born to board
members over the past 7 years and explained, “The
YWCA Banff Board is a family. A family where you are
still taken seriously with a baby on your lap, where you
show up for one another, and where you are encouraged
to grow and make mistakes.”
Board Member and new mom, Jessica Wheatley, gave
birth to her son in March 2024. “It didn’t even occur to
me to take a leave of absence until Ebony asked if I’d
be staying on. It’s been wonderful to be able to introduce
my baby to the board as I continue to participate
in board meetings and activities with a tiny sidekick
in tow.” She added, “During my time with the YWCA,
I’ve seen fellow board members and staff always be
incredibly supportive of mothers on the board. When
I was pregnant and after my baby was born I felt that
same support.”
At YWCA Banff, we hope to inspire other organizations
and workplaces to see mothers, and all caregivers, as
their whole selves.
Photo (left page): Yvonne Machuk (she/her) with
Salina’s kids, Kirra and Jai, at gymnastics class.
Photo (below): Salina McNamara (she/her)
and her family hiking.
“I’m surrounded
by women who
understand, women
who care, women
who see the person,
women who see the
mother—the maiden.”
31

Collaboration
We connect with a diverse network of
community partners to advance our
mission and create greater impact.
32

34: James’ Y
35: Ridgeview Medical Centre
36: Harmony Project
38: Filling Systems Gaps Together
33

Photo: James Overall (he/him) at the 2024 VINEart Gala
and Auction. James is a community partner and the
Dean of the School of Hospitality and Tourism at SAIT.
James’ Y: The Team
“My ‘Y’ story started a few years ago, when I first met
Ebony, and over time was introduced to more of the
YWCA Banff team. I didn’t know much about the YWCA
before that. What I know now is that this team and
organization is a vital part of the community, and the
work they do truly matters and truly makes a difference
in people’s lives.”
34

Ridgeview Medical Centre
By working together with local organizations and
businesses, we can expand the reach and impact of
our programs and services while learning from those
around us. Over the past year, our Outreach & Advocacy
Counsellors, Jenesa and Sachi, have focused on
building connections with medical clinics in the Bow
Valley to better understand and support the needs of
healthcare providers.
Ridgeview Medical Centre provides comprehensive
care to individuals and families in the Bow Valley.
Jenesa and Sachi met with Ridgeview’s administrative
staff and nurses to talk about how to recognize signs
of domestic and sexual violence. Their team expressed
a desire to learn how to better support patients who
disclose domestic and/or sexual violence.
During these discussions, a common concern
emerged—the staff were hesitant to ask patients
sensitive questions around experiences of domestic
or sexual violence, fearing they might say the wrong
thing. Our team helped to address these fears, emphasizing
the importance of starting by believing and
being comfortable with discomfort, and encouraged
the use of tools such as mirroring language of those
you are in conversation with.
This collaboration informed the establishment of
Ridgeview’s Sexual Health Clinic, which operates every
Tuesday evening. The clinic offers essential services,
including STI testing and pregnancy tests, and is the
only one of its kind in the Bow Valley. Ridgeview now
serves as a bridge, connecting patients to YWCA
Banff’s services, including supportive counselling and
transportation assistance to medical centers like the
Sheldon M. Chumir Health Centre in Calgary.
By working together, we are building a stronger, more
supportive community for everyone in the Bow Valley.
35

76
in-person presentations
1681
in-person presentations
participants
75%
of respondents reported an increase in
their knowledge or awareness of sexual
violence and related topics
2888
approximate number of individuals
reached through education and public
awareness activities
36

Photo: Donuts and Conversation
workshop with
Frankie D’s Donuts and
the Harmony Project.
Harmony Project
*An Upstander is
someone who recognizes
actions, attitudes,
and beliefs that
normalize violence and
stands up or speaks out
against them.
Collaboration with new and existing partners has
always been a hallmark of the Harmony Project. This
year, the Harmony Project worked closely with local organizations
and community members to create safer
spaces, new opportunities for learning and educational
content. This elevated partnership approach allowed
for a broader reach and a more comprehensive support
network, enhancing the program’s effectiveness.
The theme for 2023’s Sexual Violence Awareness
Month (SVAM) campaign was “Everyday Upstander*”.
An Everyday Upstander is someone who speaks up and
stands up for those experiencing violence. In collaboration
with Frankie D’s Donuts, we hosted a Donuts and
Conversation Session focused on how we can all be upstanders
to create safer, more inclusive environments.
Additionally, we offered a 5-week art therapy circle to
support Bow Valley locals impacted by sexual violence.
The group was facilitated by The Harmony Project, a
YWCA Residential Program Counsellor, and Kristin
Slagorsky, a local art therapy student (MSW, RSW), as
part of her practicum with the Vancouver Art Therapy
Institute. The circle explored themes such as voice,
boundaries, power, embodiment, and choice.
In 2023, the Harmony Project also collaborated closely
with the Bow Valley Immigration Partnership (BVIP).
BVIP is a regional community partnership dedicated to
creating a more welcoming and inclusive Bow Valley
for all, including immigrants and newcomers. One of
BVIP’s key initiatives is the Workplace Inclusion Charter
(WIC), a voluntary, no-cost employer toolkit and
recognition program aimed at fostering more inclusive
workplaces in the Bow Valley.
Together, BVIP and the Harmony Project developed a
commitment related to workplace safety: for participating
organizations to enroll one or more leaders in
Upstander Training. Our Upstander Training focuses on
sexual violence, providing intervention tools, an overview
of sexual violence culture and ways participants
can take action to shift cultural norms.
This collaboration with BVIP enabled us to reach new
audiences for our Upstander Training and engage in
meaningful discussions about sexual violence with
local business leaders. One Upstander Training session
was offered for WIC signatories, with 25 attendees.
Businesses provided positive feedback on both the
collaboration and the training, highlighting its impact
and importance in creating safer, more inclusive workplaces.
Feedback included:
• “The content is amazing and so great for our community!”
• “Really thought provoking presentation and topics
were respectfully covered including creating a safe
space to discuss different topics.”
• “I learned to recognize signs and act when appropriate
and necessary. And that someone might not
seem affected at first, so to check in later.”
• “I feel empowered with the slides shown and how
can I set my own boundaries.”
Training Outcomes:
• 88% of participants reported an increased
understanding of consent
• 86% of participants reported an increased
understanding of violence prevention/how to
be an upstander in our community
These collaborative initiatives aimed to raise awareness,
provide support, and empower individuals and
communities to take action against sexual violence.
37

Filling Systems
Gaps Together
In our unique community, YWCA Banff’s programs are
a constant dance between offering a safe space and
recognizing our limitations. We understand that no one
organization can do this work alone.
In partnership with The Homelessness Society of the Bow Valley (HSBV),
we collaboratively interviewed thirteen community partners to understand
where partner mandates intersect with housing insecurity, whether partners
are being stretched outside of their mandate due to issues of housing
insecurity, and what YWCA Banff and HSBV may be able to do to support.
These interviews lead to a jointly created report that identified 8 themes and
3 areas for possible actions.
Photo: Exterior of YWCA
Banff building.
YWCA Banff and HSBV also collaborated on grant applications to the Rural
Development Network resulting in two years of funding for each organization
to continue offering support for folks experiencing housing insecurity.
Rather than competing for the same dollars, both organizations supported
the other’s application, including co-developing a table detailing each organization’s
unique program design. This table clearly outlines the synergistic
nature of the two organizations and shows that each works better when
complimented by the other.
“HSBV and YWCA Banff play crucial roles as service providers offering distinct
and complementary shelter and outreach programs that fill gaps within
the local system of care.
Through an ongoing and blossoming partnership, HSBV and the YWCA have
demonstrated the impact of collaboration; in sharing ideas and resources
we have and continue to maximize our strengths, enhance program efficiency,
and streamline program referrals, ensuring unhoused and housing
insecure individuals receive the most appropriate support that meets their
unique needs.”
// Jessica Klaric (she/her)
Executive Director
Homelessness Society of the Bow Valley
38

This year we worked together with
Eagle’s Nest Stoney Family Shelter
to offer ribbon skirt-making workshops.
On separate occasions, this
cultural practice was offered to
Women’s Circle participants as a
healing activity, and to our Board of
Directors as a cultural knowledge
exchange. We recently worked
together on a grant application that
would allow our organizations to
jointly host sharing circles for clients
of both our organizations.
Photo: Salina McNamara (she/her)
and Danielle Roussy (she/her) participating
in a ribbon skirt-making
workshop with the board.
We are honoured to collaborate with
our partners and friends from HSBV
and Eagle’s Nest to bridge program
gaps and build a stronger, more
comprehensive support system and
network for the Bow Valley Community.
...
“The collaborative work between
Eagle’s Nest Stoney Family Shelter
and YWCA Banff has been important
in providing a sense of belonging
and empowerment as women come
together in a safe and supportive
environment that fosters healing
and connection.
Our collaborative efforts have
included the participation of Stoney
Nakoda women and Elders, who
have been vital in creating a space
where knowledge keepers can share
and teach their traditional practices
in an inclusive space. The impact
of this work has been profound on
all the women who participated.
For First Nation women who have
experienced domestic and family
violence, knowing that there are
spaces for them to engage in and
connect with other women in similar
situations becomes an opportunity
to feel empowered to start making
positive changes in their lives.”
// Laurie Patino (she/her)
Executive Director
Eagle’s Nest Stoney Family Shelter
39

Adaptability
We lead a stable organization in
an ever-changing landscape. We
understand and accept that change
is inevitable. We push boundaries,
challenge conventions, and shift to
better support our community.
40

42: 416 Days
45: Leslie’s Y
46: Higher Ground: A Renewed Vision
48: More Than a Hotel
41

416 Days
Words // Elia Marina Lopez (she/her)
Past YWCA Banff Client
Programs, Operations and Communications Coordinator, artsPlace
42 42

I checked in at YWCA Banff on a June afternoon in 2019.
Outside, the town was bursting with summer colours
and tourists roamed the streets in a sunny promenade.
Inside the front doors of the YWCA, I stood at the front
desk. For me, what felt like a long winter had begun.
Born and raised in Guadalajara, Mexico, I emigrated to
Canada in 2014 and in 2016 I settled in Banff to work in
the hospitality industry. After four years of hard work
in pursuit of permanent residency, my application was
submitted, and the Canadian dream seemed closer.
For many immigrants, the pathway to permanent residency
may involve the need to endure workplaces that
indulge in some forms of abuse, discrimination, or bullying.
I was one of those immigrants. Like many of us,
I tried my best to dodge the daily tortuous workplace
interactions in an environment that, after months of
unresolved stress, eventually led me to check into
the local hospital with severe episodes of anxiety and
panic attacks. Doctor’s orders sent me back to my staff
house on sick leave.
warmth and security would surround me, holding me
tight, for the duration of my stay at YWCA Banff.
I moved from program to program at the Y in order to
access the housing and support I required to resolve
my immigration challenges and manage my deteriorated
mental and physical health. With no one to go back
to in Mexico and nothing more to lose, I chose to walk
through my trial with nothing more than the grit that I
inherited from my deceased parents. The loss of all my
family members in Mexico, compounding in my mind
with the desperate situation in Canada after years of
hard work, and my uncertain future in the country, took
a toll on my physical and mental health. During the day,
my walks in nature, some volunteering work, and the
support of my counsellors and staff at the Y were a
source of comfort. At night, sudden episodes of angst
woke me up and kept me awake. In time, the tune of the
worst-case scenario lullaby started to whisper in my
ear: I was suicidal.
...
“During my sick leave, my
employer evicted me from the
staff house.“
This left me in a position of homelessness with no income
due to my sickness, and my permanent residency
process disrupted. Scared, heartbroken, and all alone, I
reached out to the Community Engagement Specialist
for the Foreign Workers Support Services at the Town
of Banff. He understood the complexity of my scenario
and guided me to the Community Wellness Coordinator
to solve my most urgent need: a roof over my head. I
was referred to YWCA Banff.
The YWCA staff took immediate action: they made
accommodation available and assigned a counsellor
to assess my overall situation and support my mental
health. At check-in, I was warmly greeted by the front
desk clerk. Warmth had been a rare commodity and
wasn’t something I had experienced for a long time.
In that moment, I couldn’t begin to know how that
I remember the day my advisor at Foreign Workers
Support Services mentioned that mine had been one of
the most complicated scenarios they’ve had. I would
not have made it without the support of YWCA Banff.
Even through the great complexity, the YWCA was able
to adapt to my needs. Their ability to adjust was instrumental
in my journey and here’s why:
The team at YWCA Banff changed to meet the needs of
my mental and physical health through their counselling
services. I never felt alone. My voice was validated
with a compassionate disposition. The team took time
to understand my needs and offered possible solutions
and resources in the community and in Calgary. When
I got suicidal, they doubled their vigilance with close
check-ups and more frequent counselling sessions.
When I had a bad day, they cared enough to hand me
a bag of groceries or thoughtful goodie bags with donated
cosmetics and items they knew would make me
smile. When my status in Canada changed to visitor,
with no access to AHS, and I urgently needed medical
attention, they supported me with funds to resolve
ambulance expenses. →
43

Photo: Elia Marina Lopez (she/
her) shares her story at the 2024
VINEart Gala and Auction.
→ In my pilgrimage to resolve my immigration status, I
needed to travel to Calgary to meet pro-bono lawyers
and the Y absorbed the costs of the multiple round-trip
shuttle services. When I needed more time due to the
long waiting times at IRCC, they accommodated; when
my savings were running low, they were flexible with
housing payments, when COVID hit and the lucky strike
I had by finding an employer under the LMIA stream in
Banff was cancelled, they waited for me. When finally,
the hiring process resumed, but I had to wait 5 more
months to receive my work permit, they kept adapting.
They kept supporting.
416 days passed between the
day I checked in and the day I
received my work permit.
I was free!
The joy and congratulations, the hugs and smiles of the
staff and my counsellors are vivid in my memory. We
made it! Every one of those 416 days was an opportunity
and an invitation to support me, and my people at
the Y took them all with great skill, compassion, and
generosity. Sometimes, I had access to programs and
services in place; but it was those special considerations
and accommodations teamed up with Community
Wellness and Foreign Workers Support Services
and their generous adaptability that changed the
course of events, kept me suspended, preventing me
from hitting the ground.
My first day at work as a housekeeper with my renewed
status as a worker is a day I’ll always remember. I felt
so fortunate, and I was finally able to resume my PR
process. I became a permanent resident of Canada in
September of 2021. I bounced back to a meaningful life
with a robust spirit. Since then, I have collaborated as
a board member and co-chair at the Bow Valley Immigration
Partnership and I became the Local Coordinator
for the Shoe Project, a beautiful program for
immigrant women with leadership potential who are
enabled by a writing and public speaking program, to
tell their stories of arrival in Canada through a pair of
shoes. I work now as the Programs, Operations and
Communications Coordinator at artsPlace Canmore.
Looking back, I realize that I cannot hate the hell I had
to walk through, the story I’ve just told, because inside
of it I found a diamond. Never in those dark days did I
imagine there would be such light at the end. My fortune
was to fall in the caring net that the YWCA Banff
held tight for so long. Thank you for every “welcome
home, Elia” at the end of the day, thank you for matching
my parents’ grit, even at times when I was giving
up, thank you for your skill, but also for your personal,
generous choices, thank you for holding me up for as
long as it took. I moved out of the Y in 2022, but for me,
it will always be home.
44

Leslie’s Y:
Banff Newcomers
“Every year we welcome
thousands of young
people from around the
world to live and work
in our communities. It
is reassuring to know
the YWCA is here as a
resource to support their
transition and to be a safe
and welcoming respite
when needed.”
// Leslie Bruce (she/her)
Community Partner
President & CEO, Lake Louise Tourism
45

Higher Ground:
A Renewed Vision
At YWCA Banff we are proud to be a nimble organization and are forever modifying
our work to ensure that everyone in the Bow Valley has a safe space. With the
pressure of the COVID-19 pandemic behind us, the YWCA Banff faces a new normal.
Those years brought intensified demand for our programs and services. After
taking a meaningful pause to re-evaluate our resources and priorities, in 2023, we
were able to refocus on the Higher Ground project.
...
Higher Ground is our plan to bring a new, purpose-built facility to Canmore, so that we
can enhance the way we are providing programs and services and broaden our reach
to prevent and address housing insecurity and domestic and sexual violence in the
Bow Valley.
We’ve come back to this project with many learnings from the last four years, and a
deepened understanding of what our community needs most to thrive.
This new knowledge has helped re-shape our vision for Higher Ground,
which includes:
• A community hub where essential services like housing, shelter, and counselling
coexist with commercial activities such as cafes, markets, and recreation to create
a true sense of place.
• A safe and empowering space that provides inclusive services, where all members
of the Bow Valley community can access the support they need, when they
need it.
• A purpose-built facility that allows people to feel secure in one unit without having
to move as they access changing levels of service or programs.
• A constant evaluation of programming that can be adapted to the needs of our
community to ensure our programming remains relevant and effective.
• A model that destigmatizes the act of seeking assistance by offering many services
in one location.
We have identified the Palliser Land Site 7 area as a potential location to bring this
vision to life. Our team has engaged in discussions with the Town of Canmore and
other partners to demonstrate our strong alignment with community objectives and
the goals outlined in the draft Palliser Trail Area Structure Plan (ASP). We look forward
to working with the Town throughout 2024 to move this forward.
Once complete, Higher Ground will help accelerate the Town of Canmore’s goals to
increase affordable housing. Beyond that, it will provide comprehensive services
to empower women and families, enhance community well-being, and fill a system-wide
gap of ongoing need for transitional housing programs in the Bow Valley.
46

Photo: Excerpt of the approved Palliser
Trail Area Structure Plan (2023).
“While circumstance required us to momentarily pause
our progress, that time allowed us to reflect on and integrate
some key organizational learnings. I am grateful
for this and confident that we are envisioning a facility
that will meet the future needs of the Bow Valley. ”
// Reave MacLeod (she/her)
Director of Advocacy and Community Programs, YWCA Banff
47

More Than
a Hotel
Words // Emily Sweeney (she/they)
Support from // Sam Welnac (she/her)
DID YOU KNOW?
The hotel allows us to provide
affordable short-term housing
to folks just moving to Banff and
searching for employment and
long-term housing. This fiscal
year, guests who were seeking
employment stayed with us for
an average of 4 months while
they searched.
The Social Enterprise Hotel is more than just a hotel,
our team of Guest Services Agents (GSA) work with
a variety of short-term guests, long-term residents,
and program clients. Our Guest Services Agents are
the face of our organization, they are the first and last
people you see when you walk in or out of our building,
and they go above and beyond when lending a helping
hand or offering a compassionate ear.
One of our past residents, Casey, had a routine that included
stopping by the lobby every afternoon to check
in and catch up. These small chats eventually blossomed
into a meaningful relationship and the GSAs
realized that Casey needed more support. They needed
someone they could trust to read their mail to them
and fill out various forms of paperwork. Casey let the
GSAs in, which facilitated a conversation about other
supports Casey needed, including unemployment and
AISH benefits, as well as mobility aid to improve their
ability to live independently.
Sometimes asking for help can be hard, but the team
recognized the signs that extra help was needed
because of their relationship with Casey. The Guest
Service Agents experience shifting requirements in
their roles every day and they rise to each opportunity,
impacting everyone who walks through our doors.
“I stayed at YWCA Banff hotel as a
solo traveler for 4 nights, the room
that I booked was double with private
bathroom. The whole experience was
amazing, I felt safe all the time, staff
is extremely friendly and helpful, the
hotel is based central, very well looked
after building, surroundings and
bedrooms. The hotel also supports local
shelter, so staying at YWCA Banff hotel
helps the community which I find the
idea lovely.”
// Google Review
48

Turning tourist dollars
into community change.
49

Integrity
We maintain an accountable, professional
presence in the Bow Valley and ensure the
credibility of our organization through
sound internal practices and transparent
communication about our values, goals,
practices, and outcomes.
50

52: The Importance of Data
54: Our Impact in Numbers
51

The Importance
of Data
Words // Mich Lam (they/them)
Support from // Neil Atkinson (he/him)
Neil is one of the resident ‘logical thinkers’ of our team, also known as the Manager
of Advocacy and Outreach at YWCA Banff. When I was first tasked to chat with Neil
about the topic of “the importance of data” for our Impact Report I admit, I had a little
giggle and said something along the lines of, “how fitting, Neil!”. As the graphic designer
on the team, my mind thinks a little differently; I’m focused on communicating
through storytelling and imagery—not numbers. But as I spoke to Neil, I learnt more
about the importance of numbers and how they too, can tell a story.
“The point of our data and outcomes is to know
how we are impacting our clients’ lives and
know how we can do better.”
1
1/
Neil has this quote—handwritten on a scrap piece of paper—taped to his wall. He
shares that he heard this from a staff member from another YWCA organization, and
it’s stuck with him ever since.
Every quarter, the Residential Programs and Outreach teams get together to look at
data. “Data is FUN!”, says Neil while I jokingly roll my eyes. At their last meeting, they
focused on the topic of referrals. It started by looking at the data gathered from past
years and making observations as a team. What are possible stories that this data
could tell? Which of these stories do we want to analyze?
Jumping into the data, they looked at areas in which we make the most referrals. One
area stood out: financial referrals. This helped the team identify a service area that
our clients were requiring support with and better understand factors contributing
to that need. Shortly after this review, our team learned of a new government benefit;
The Canada Benefit for Survivors of Gender-Based Violence. This support allows people
to access up to $7,200 for housing cost assistance, which can be used and transferred
anywhere within the province. Unlike other supports, these funds move with
you, allowing survivors to move houses without the fear of losing financial support.
Having recently analyzed clients’ needs related to financial support, we knew that
this new initiative was immediately relevant to clients. Since that time, our Outreach
& Advocacy Counsellor, Jenesa, has shared the resource with clients and helped them
in submitting applications, which we are now waiting to hear back on. Without exploring
the data, we may not have adopted this new benefit so quickly, which has now
become a key resource for our team.
“On its own, data doesn’t inherently mean anything. You can have data with no information,
but good information has good data.”, says Neil. Turning data into information
is a collective group process. Even I’ll admit, data is kind of fun.
52

432
3
87%
“On its own, data doesn’t
902
inherently mean anything.
34
You can have data with
no information, but good
information has good data.”
// Neil Atkinson (he/him)
Manager of Advocacy & Community Programs
YWCA Banff
53

Our Impact in
Numbers
Crisis Calls
Over the past four years, our crisis calls increased by 218%. Last fiscal year, our
staff responded to 914 calls on our 24-hour crisis line. Of these calls, 311 callers
identified sexual violence, domestic violence, or both as their primary concern.
439 callers identified housing insecurity as their primary concern. While many of our
shelter and housing programs have remained at capacity over the years, the significant
increase in crisis line calls signals an increased need in support from
our community.
Shelter &
Transitional
Housing
With the support of donors and funders, last year we provided 2,966 safe nights to
community members experiencing sexual or domestic violence, housing insecurity,
or both through our emergency shelter and transitional housing programs.
• 62 service users identified as experiencing domestic or sexualized violence
• 108 service users identified as experiencing housing insecurity in
our community
Affordable
Housing
183 people accessed our affordable housing program. More than just a roof
over your head, our housing program includes access to wrap-around supports
including housing navigation and emotional support, food access, and referrals
to community partners.
Outreach &
Counselling
Services
63 people accessed YWCA Banff’s outreach services including supportive
counselling. YWCA staff provided approx. 1,215 counselling hours last year
across our programs.
54

Total # of People Who Accessed YWCA
Banff Residential & Outreach Programs:
1330
55

Donors & Funders
Thank you to all of our donors and
funders who help make YWCA
Banff’s programs and services
accessible to our community.
56

58: Wim’s Y
60: Hope for the Holidays
62: Thank you, Pauw Foundation
64: List of Donors & Funders
67: Donate Now
57

58

Wim’s Y: A Place to Stay
“When I came to Banff in the early 70’s, I hitchhiked
to Banff, came to town, and spent 14 days camping at
Tunnel Mountain Campground, until mid-September. It
was really cold at that time, and they shut camp down
in mid-September in those days, so I needed a place
to stay. I went to the Y on Muskrat Street and got a
room. Room 6. I still remember it. The size of the bed.
There was no room to dress, nothing fancy at all. Then I
needed a job, so I got a job at the Y. I worked as a front
desk clerk. I still remember those early days. And from
there on my life kind of evolved in Banff. That was my
early experience with the Y. I am sure lots of people
come to town and have the same kind of experience. It’s
their first start in Banff.
Over the years I’ve seen the Y growing and getting more
involved in the community. Our goal in the Foundation is
definitely to make Banff a better community, and the Y
can do a lot about that.”
Photo: Stacey Bailey-Pauw (she/
her) and Wim Pauw (he/him) at the
2024 VINEart Gala and Auction. Wim
Pauw is a YWCA Banff donor and
community partner.
59

Hope for
the Holidays
Words // Emily Sweeney (she/they)
Interviewees // Ashley Dewji (she/her), Tyler Smith (he/him)
60

After visiting Banff National Park from Naples, Florida, Ashley and Tyler conceived
a simple yet profound idea: to replace traditional holiday gift-giving
with donations to meaningful causes that make a difference to their communities.
“Our desire to help came from my asking, ‘What do you get an 89-year old
who’s lived a full life and has everything?” said Ashley. “We decided the best
birthday gift we could give my grandmother was a donation to a charity she
cared about deeply. She loved it, and rather than run around finding presents
for everyone, Tyler and I were inspired to do something similar for Christmas gifts.”
While walking through downtown Banff on New Year’s Eve, a poster for
YWCA Banff’s Hope for the Holidays Campaign caught their eye. Both Ashley
and Tyler had a history of supporting women’s causes, inspired by their own
families’ experiences. Moved by the YWCA’s mission to support women and
their communities, they decided to take action.
Back at their hotel, they researched YWCA Banff online. “We were so impressed
by the impactful work being done in the community!” says Ashley.
Determined to contribute, they decided to make a donation. They went to a
local bank, obtained a check, and instead of mailing it, they personally delivered
it to YWCA Banff.
Ashley recalls the interaction they had with the bank teller. “It was so funny,
we went to the bank to get a check to make the donation and the teller said,
‘Well if you want, you can actually just walk to their office, it’s right over the
bridge.’ So, that’s what we ended up doing.”
...
Ashley and Tyler’s decision to give while travelling in Banff was not just
a one-time act of kindness. It marked the beginning of a new tradition for
them. Each holiday season, they now plan to select a different charity to support,
inspired by their travels and personal connections to various causes.
“Naples, like Banff, is a tourist destination. Sometimes people visit areas like
Banff and forget that this is people’s home, you know?” says Ashley. She is
reminded of families back home who are also struggling. “And even though
it’s one of the most beautiful places in the world, many people here and back
home are going through difficult times.”
Ashley and Tyler’s experience embodies the spirit of the Hope for the Holidays
campaign, demonstrating the impact that thoughtful, deliberate acts
of kindness can have.
“Big or small, it’s all about giving back to
somebody else for everything that we’ve
been given in our lives.” says Tyler.
As they build on their new tradition, Ashley and Tyler hope to inspire others
to think differently about gift-giving, making the world a better place, one
charitable act at a time.
61

62

Thank You,
Pauw Foundation!
A $1.25 million donation from the
Wim and Nancy Pauw Foundation
to YWCA Banff highlights a new
five-year partnership designed to
enhance community well-being and
provide vital social programs for the
Bow Valley.
The gift adds to the $850,000 in funds the Foundation has donated to YWCA
Banff since 2021.
“We are thrilled to be able to support the vital work of the YWCA in Banff,”
said Cathy Geisler, Executive Director of the Wim and Nancy Pauw Foundation.
“Our diverse labour force, young population, and seasonal economy are
just a few factors that make the Bow Valley a unique and often challenging
place to work and live. Fostering the ongoing and long-term well-being of all
community members is essential and we see the YWCA as a cornerstone of
this effort.”
“By investing in YWCA Banff, we are investing in the betterment of our
community.” - Cathy Geisler
The support from the Wim and Nancy Pauw Foundation comes at a critical
time for our organization and the community we serve. This financial
commitment and partnership will enable us to continue providing an array
of programs and higher services that promote safety, empowerment, and
inclusivity for all members of our community.
The significance of this partnership lies in the link between the Wim and
Nancy Pauw Foundation’s donation and its direct investment into the
community. Supported by profits derived from Banff Caribou Properties Ltd.
and Banff Lodging Company, this funding creates a circular flow of support
by channelling financial resources into YWCA programs and services that
support the entire community, including tourism industry workers.
This partnership allows the Foundation and YWCA Banff to work together to
turn tourist dollars into community change. With reliable financial support
for the next five years, our organization can continue to generate momentum
as it builds a more inclusive, resilient, and empowered community.
63

Donors & Funders
$100-$499
Aarti Rattan
Alison Brewster
Alison Gerrits
Alison Nagel
Anastasia Hendryanto
Andre Quenneville
Anne Goulet
April Albrecht
Ashley Smith
Barry Gurevitch
Beairsto & Associates Engineering Ltd.
Beth Vandervoort
Bill Robb
Black & Liberty Clothing
Bow Valley Basics
Bow-Cor Custom Welding
Brian Clark
Bruce Marpole
Canmore Dance Corps
Carolin & Malcolm Crofts
Cate White
Christine Bartolomie
Christine McCourt-Reid
Christopher Vincent
Dale Swanson
Darcie Gellner
Darlene Treutler
David Lush
David Matys
David Morrison
David Rodney
Debbie Harksen
Delnor Construction Ltd
Distinctive Homes Inc
Donna Sorestad
Ed & Tammy Howell
Ed Charleton
Ed Waddell
Edward Kerwin
Elise Findlay
Ella Schatzmann
Emmy Coumans
Erich Mayr
Evelyn Matthews
Fairmont Banff Springs Hotel
Fiona Jones
Georg R McKay
Gloria Enns
Grant Omichinski
Heather Bodnarchuk
Heather Bolt
Heather Elizabeth Seybold
Heather Henley
Heather Walter
Howard Gorman
Isabelle Daigneault
Jack & Judy Shanck
Jamie Darroch
Janet Alteveer
Janice Townsend
Jason Thompson
Jennifer & Douglas Macaulay
Jennifer Heim
Jessica Dotsie
Jessica Wheatley
Jim & Beth Millard
Jim Baker
John Greer
Karen Keech
Karl Wilberg
Kathy & Paul Arney
Kathy McNeil
Kim & Cindy Ansley
Kim Morton
Kurt Fonseca
Larissa Barlow
Larry Lehr
Laurie Edward
Lawrence Hill
Les Skingle
Leslie Pasloski
Linda & Dwaine Korsbrek
Lindsey Vivers
Lisa Grover
Lori Bayne
Louise Fontaine
Makaylah Rogers
Marika Pelham
Mark Ens
Mark Schmidt
Marsha Laub
Marshall Henley
Matthew & Susan Page
Meredith Haluschak
Michelle Gurney
Milton Woodard
Mona Seguin
Monique Schmaltz
Nancy Lewis
Nigel Richardson
Patricia & Tom Hjorleifson
Patricia McHugh
Patrinos Steakhouse & Lounge
Paul & Susan Young
Penney Gaul
Peter Duck
Philip & Marilyn S Wilson
Pro Act Consulting Inc
ProStar Cleaning & Restoration
Rachel Gurney
Reave Macleod
Rob Murray
Ron & Norma Westcott
Ron Remple
Rundle Rock Quarry Kamenka Quarry
Salina McNamara
Sharon Phillips
Sheepdog Brewing Ltd
Shelley Kuipers
Skin RNI
St. Michael’s Anglican Church Women
Strattons Jewellery Ltd.
Susan Baker
T1W Engineering
Ted Chepil
Timbertown Building Centre Ltd.
Tina Maier
Tineke Van Der Merwe
Tracy Little
Valerie Kriston
Wendy Edge
West River Industrial Inc.
WSP
64

The list below is not exhaustive, in addition to all those
listed in this report, we are grateful for the significant
contributions of those who wish to be anonymous. Your
support, whether anonymous or not, is instrumental
in helping us create a thriving, equitable future for
everyone in the Bow Valley.
$500-$999 $1,000-$2,499
Alison Jeffrey
ATB Banff
Beth-Ann Simpson
Bow Valley Credit Union Canmore
Brian McLaren
Charlene Trepanier
Colleen Catley
Compass Design Co. Inc.
CUPE Alberta Division
CUPE Local 3911
CUPE Local 40
Dominique Lagloire-Galipeau
Eleanor Benham
Flying Pigs Environmental Services
Greg & Dotti Andrew
Heather Sturm
HSS Design Build
Janyce McLaren
Joe Anne D’avignon
John Southworth
Kate Boyd
Keith Reynolds
Kristine Eidsvik
Lan & Scott Davis
Lynn Calvert
Marilyn Bell
McElhanney Ltd.
Michelle Rhode
Patricia Johnston
Rae Roberts
RE/MAX Alpine Realty
Samantha Ramsay
Scott Lambert
Stella Thompson
Steve Patten
Sunshine Village Ski Resort
Suzanne Toal
Wendy Johnson
Alberta Society for the Promotion of
Sexual Health
Ashton Construction Services
Banff & Lake Louise Tourism
Banff Plastic Surgery
Benefaction Foundation
Bobby Richardson
Carole Orr
Cathy Geisler
Cellar Door
Christina Carrick
Clique Hotels & Resorts
CMH Heli-Skiing
Columbia Energy Inc.
Connie Macdonald
Cornerstone Weddings
DAAS Architecture
Edward Lazdowski
Erin Hutchinson
Exshaw Mountain Gateway Inc.
FRANK Architecture Inc.
George Paris
Hans & Carla Helder
Hillary & Co Hair Salon Inc.
ISL Engineering & Land Services Inc.
Jeffrey Bellinger
Joan Taylor
Judith Larson
Julia Kilpatrick
Karen & Scott Shelton
Ken Hughes & Denise
Savage-Hughes
Mary Robbins
Melanie Kwong
METAFOR
Michael Hannan
Natali Schindler
Peter Graul
Peter Hopkins
Peter Tertzakian
Pursuit Banff Jasper Collection
QuantumPlace Developments Ltd.
Randy Kuzyk
SAIT
Shamir & Sonal Patel
Silvia Stettler
Songs for Shelter
Spring Creek Mountain Village
Stacey Bailey Pauw
Terrance & Barbara O’Neill
The Stone Creek Charitable
Foundation
Three Sisters Mountain Village
Properties Ltd.
Yvonne Machuk
$2,500-$4,999
Baker Tilly Rockies LLP
Black Diamond Group
Bow Valley SUP and Surf Inc.
Calgarians for a Progressive Future
Calgary & District Labour Council
Cathy Harris
Charles & Jennifer Teare
Helena Perkins
Maurice Bundon & Michelle Carr
McArdle & Kamenka - Canmore
Home Sales
Nan & Peter Poole
Robert Bear
Rockwood Custom Homes
Royal LePage Shelter Foundation
Sue Lee & Leslie LeQuelenec
The Avens Gallery
The Mactaggart Third Fund
Three Bears Brewery and Restaurant
TriSummit Utilities Inc.
65

Photo on right: Emily
Rourke (she/her) and
Emily Sweeney (she/they)
recieving a donation from
Home Hardware Canmore.
$5,000-$9,999
Elizabeth Hall-Findlay
Mawer Investment
Management Ltd.
Nancy & Dave Foreman
Rotary Club of Banff
Royal Canadian Legion Banff
Colonel Moore Branch No. 26
Shoppers Drug Mart
The Wagemakers Foundation
$10,000-$19,999
Alberta Health Services
Banff Canmore Foundation
Banff Marathon
Grant McGrath
Michael Mezei & Andrea Hopps
Richard Gummer
The Staheli Family Foundation
Tim & Marianne Walsh
$20,000-$49,999
$50,000-$99,999
Government of Canada’s
Community Services
Recovery Fund
Jamie Perkins Memorial
Golf Tournament
Rural Development Network
The Green Municipal Fund,
a Fund financed by the
Government of Canada and
administered by the Federation
of Canadian Municipalities
$100,000+
Government of Alberta
The Calgary Foundation
The Wim & Nancy Pauw Foundation
Andrew Stephens
Clint Cawsey
Crossway Community Church &
Thrift Store
66

With your support, we know our vision for a
thriving equitable future for everyone in the
Bow Valley is possible.
Donate now.
Photo: Stewart Creek Golf and Country Club, where the annual
Jamie Perkins Memorial Golf Tournament and Culinary
Experience take place. Photo provided by Stewart Creek.
67

Financials
68

70: Revenues
71: Expenses
69

Revenues
Fiscal Year: April 1, 2023 - March 31, 2024
Grants (23%): $1,131,885
Affordable Housing Rents (23%): $1,099,587
Donations (8%): $385,919
Social Enterprise (32%): $1,554,551
General Donations (9%): $425,204
Other (5%): $239,260
Total: $4,836,406
70

Expenses
Fiscal Year: April 1, 2023 - March 31, 2024
Advocacy & Community Programs (14%): $655,483
Affordable Housing Programs (22%): $ 1,024,925
Homelessness Programs (7%): $326,950
Priscilla’s Place (22%): $ 1,024,468
Shelter & Transitional Housing (12%): $561,438
Social Enterprise & Building Expenses (23%):
$1,086,238
Investment in Fundraising
Opportunities (5%): $249,558
Total: $4,679,503
71

ywcabanff.ca
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