Lynn Eakin

The Sarnia-Lambton Rebound Program was hailed by Jason Clemens of the Fraser Institute as a model of  “business practices” in a Globe and Mail article, October 2000, in which he exhorted other social service organizations to follow suit. The article implies that was business methods that tipped the balance and made this little agency so successful.

A closer look reveals there is little business-like about the centre. Instead it is a good example of the resiliency, creativity and tenacious commitment to mission that so characterizes the voluntary sector.

The centre had a budget of $300,000,over 100 active volunteers and 6.5 staff positions providing a variety of programs to youth at risk. Nine of ten youth in the counseling program showed improved grades, improved behaviour at home and greater ability to resist peer pressure. They are proven effective, yet this agency, of seventeen years has only $45,000 of its budget that it can count on from year to year. The rest is in “soft dollars” (the voluntary sector term for funding that is non-reoccurring and short term). The Program remains precarious despite its success. Indeed its very success is a handicap in seeking funds, as many donors want to make their mark by funding “new” programs not existing ones, however successful. The program’s cost effectiveness is based, in large measure, on dedicated individuals who volunteer their time or work for low wages out of a commitment to the program and the youth. Chronically unstable funding and loyal individuals who stick with the program despite the difficulties are hardly business like traits.