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Business Track Record Highlights (Strategies of Past Business Plans Fulfilled)

1) The Sionito Group has been contributing to Canadian civil society by quietly serving the impoverished for 35 years.
 

2) Using professional preventative maintenance practices the Charities have retained the functionality of their buildings updating all systems as needed.
 

3) In the past:
a) one program had global implications with a focus on settling Chilean refugees,
b) one program focused on the developmentally delayed
c) one program focused on unwed mothers
d) one program was one of the first integrated housing projects, blending delayed & mental health clients within a family apt. complex.
 

4) Presently our program focuses on:
a) marginalized seniors with mental health and addiction challenges, some with a history of living on the street,
b) "hard living" adults
c) impoverished families.
 

5) We now serve 104 marginalized high maintenance tenants as well as 73 families.
 

6) In 1992-95 we went through all the development stages involving the design, zoning, site plan application and received all confirmed building contracts for an 80 unit apt. building in Brampton; however, a newly elected provincial government cancelled all contracts.
 

7) In 1996 after positive negotiations with the Federal Government (CMHC) assumed ownership of a failed 84 unit social housing project and returned it to economical viability within 2 years.
 

8) In 2000 argued our business case and prevailed against a major ($100,000) ODSP based revenue reduction crisis (MCSS) by successfully renegotiating an increased Rent Supplement Agreement with the Provincial Ministry of Housing.
 

9) In 2004 argued our business case and prevailed over Municipal government subsidy cutbacks of -12% to -33% by renegotiating retro-active benchmark increase for the later project.
 

10) In 2007 developed a business case in response to an RFP resulting in new funding partner agreements with Habitat Services at Bill McMurray and Sionito. The new funding is based on competitive market costs, not arbitrary City administrative decisions. Habitat revenue at Sionito increased 46%, at BM 21% over the City RGI levels.
 

11) In 2006-08 met with 5 potential development corporations in order to find a development partner to purchase two of our projects in high equity neighbourhoods and transfer our present units, adding new units to lower priced land areas. Presently, in the final stages of working with one proposal towards furthering this business plan.
 

12) In 2009 developing a unique life-ability coaching program based on a least cost, least profession support model of supportive housing that increases the life-ability of residents using a low cost mutual support community development model.