Thank you to everyone for the teamwork that has resulted in continued growth at Infant Welfare. When we look at the period July - December 2006, we had 8,150 more medical and dental visits and welcomed 444 more new patients to the agency than the same period in 2005. Many of the new patients were former patients and are now returning to us because we are located near where they live.

The Quality Management Program is analyzing data being collected on the measurements identified several months ago by each unit of service. The data is helping us make adjustments in programs and providing benchmarks for the next six months. For instance, now that we know the average time between the delivery of an Infant Welfare women’s baby and the beginning of her next pregnancy, we can assure healthier babies and families by working to increase the interval before the next pregnancy begins.

We have recently completed some major administrative functions: our Audited Financial Statements were published; the 2006 Annual Report has gone to the printer; the 2007 – 2011 Strategic Plan for the agency was completed; we have signed a contract to replace our old billing and appointment software (Mega West) with a G.E. Windows-based system (implementation in July); and most significantly, we have just gone above the $10 million mark in our investment account and hopefully will reach $15 million by our Centennial. The investment account is what will secure the long-term future of Infant Welfare. The fact that we have not had to borrow from the account over the past 19 months has allowed it to grow. By doing what each of you do well — staff, Board, and Auxiliary —- you have all contributed to this success. Thank you.

Did you know that the menu of services that we offer at Infant Welfare is unique in the city of Chicago? Did you know that our model of care may be something that we can market to other cities? During the next couple of years, the Quality Management Program and I will try to demonstrate that our uniqueness makes a difference in the health outcomes of our patients. If this is clearly true, we will consider marketing the Infant Welfare “model of care” and gain additional name recognition.

For this fiscal year, I committed to the Board of Directors that I would build a more robust Development Unit. Since July, a lot has already happened. Among the accomplishments are: our moving to a new development software package that allowed us to “clean-up” our lists of donors; the hiring of a development director and grants manager; writing a Development Plan; exceeding the $30,000 matching gift of Ted Wolff, a Board member , by $15,000; reconnecting with Advisory and Honorary Board members individually and at a December 4 luncheon at Infant Welfare; completing a year-end appeal to our individual donor base; exploring with Board and Auxiliary members the matching gift programs of their employers; the drafting of a Planned Giving Program; and the contracting of JoEllen Zacks, an Advisory Board member, to launch our public relations and communication activities.

Finally, I am pleased that we have reached the point where staff turnover is quite low. I am told that this is unusual for a community-based clinic. I hope it means that we are all enjoying ourselves and our work at Infant Welfare.