ONFC Annual Report

ANNUAL REPORT

2020/21

ODAWA

NATIVE

FRIENDSHIP

CENTRE

THANK YOU!

The Odawa Native Friendship Centre would like to thank our funders, contributors, donors

and to everyone who has supported us over the last year. This could not be possible without

your valued commitment to offer and support services to our Indigenous community.

2

TABLE OF

CONTENTS

Board of Directors...............................................................................................................5

Presidents Update..............................................................................................................6

Executive Directors Update..........................................................................................7

45th Annual General Meeting Minutes.................................................................8

PROGRAMS

Akwe:go Program...........................................................................................12

Urban Aboriginal Alternate High School Program....................14

Odawa Indigenous Bail Supervision Program..............................15

Community Reintegration Program...................................................16

Indigenous Criminal Courtwork Program.......................................18

Cultural Resource Program......................................................................19

Odawa EarlyON................................................................................................20

Odawa Family Support................................................................................21

ONFC Emergency Food Bank..................................................................22

Healing and Wellness Program..............................................................24

Odawa Indigenous Healthy Babies’ Healthy Children.............26

Urban Aboriginal Healthy Living Program......................................28

Kizhaay Anishinaabe Niin..........................................................................29

Life Long Care Program...............................................................................30

Reaching Home...............................................................................................32

Sweetgrass Home Child Care Agency................................................34

Wasa-Nabin.........................................................................................................36

AUDITED FINANCIAL STATEMENTS

Financial Satements......................................................................................38

Statement of Financial Position............................................................40

Statement of Changes in Net Assets..................................................41

Statement of Operations............................................................................42

Statement of Cash Flows...........................................................................43

Notes to the Financial Statements......................................................44

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4

Odawa Native Friendship Centre

Board of Directors

Amy Nahwegahbow

President

Vacant

Vice-President

Jacques Dalton

Treasurer

Vacant

Secretary

Claudia Meness

Marie-Celine Charron

5

Aanii, Greetings, Bonjour:

On behalf of the Odawa Native Friendship Centre (ONFC) Board of Directors, I would like to thank you all for joining us

for the 46th Annual General Meeting.

Over this past year, the Board of Directors and staff of the ONFC, have been working diligently to serve our

community, assist those in need, and continue to provide programming in every way possible during the global

COVID-19 pandemic.

Like most organizations, the period of impact from enduring the second year of COVID-19 has presented significant

challenges to the ONFC. In light of this, I want to take the time to reflect on the transformative work that the Board

of Directors and staff of the ONFC have tackled to continue our work on both growing and securing the organization,

and moving forward with a strong team/presence in the community. Some of this work has included Board and staff

turnover, solidifying new leadership in senior management positions, including the hiring of a new Executive Director,

and as always, a direct focus on both meeting and exceeding the goals set out in our strategic plan (2019/2023).

Additionally, the Board has passed new Personnel Policies and Procedures and is in the final stages of finalizing Finance

Policies as well.

Over this past year, we are proud to report that we were able to enhance food security for many of our most at-risk and

in need community members, we hired a new Executive Assistant who is working to provide assistance to the Board

and Executive Director, as well as increase ONFC’s social media presence. This past year, ONFC was able to transition

most of our programming to a fully virtual platform and in specific circumstances, to a COVID-19 safe environment.

Other highlights from this past year include: first time student bursary provided to four Indigenous students,

renovations to the Centre (including the completion of our Early Years space), and securing/distributing over $50,000

in pre-paid grocery cards to the community.

I am honoured to have once again served as your President, especially during these difficult and transitional times.

I would like to thank our Board of Directors for all their dedicated work, the sub committees who have worked long

hours on Policy, By-laws and procedures and of course, all of our incredible staff and volunteers, without you, Odawa

would not exist.

Lastly, gchi-miigwetch goes out to our amazing funders/supports at the Ontario Federation of Indigenous Friendship

Centres, City of Ottawa, Public Safety Canada, Public Health Agency of Canada, the Ministry of the Attorney General,

and all those organizations and individuals who graciously donated to our Centre.

In summary, although we have been faced with many challenges, changes and hurdles over this past year, I am proud

to report that we have successfully tackled each one and come out both a stronger organization and more equipped to

continue supporting our community.

We look forward to the exciting year ahead and fingers crossed for the day we can all meet in person soon.

Gchi-Miigwetch,

Amy J. Nahwegahbow

President, Odawa Native Friendship Centre

6

Executive Directors Update

Kwey/Hello all:

The Odawa Native Friendship Centre (ONFC) continued into another challenging

year with the COVID-19 pandemic, as did everyone across the country and the world.

Throughout this pandemic, the ONFC continued to provide outreach services and

programming to our community members who were severely impacted by social

distancing, job loss, reduced and loss of income, food challenges and more.

The integral role the Ontario Federation of Indigenous Friendship Centres (OFIFC)

and the City of Ottawa played in funding supports throughout the last year, cannot go

unacknowledged. These organizations, along with the Ottawa Aboriginal Coalition,

Ministry of Attorney General, Public Health Agency Canada and Kagita Mikam, have

been vital in not only financial supports, but also in providing personal protective

equipment (both for staff and the community), as well as supplying grocery cards,

technological equipment and home supplies for program participants to engage in virtual

programming.

The outpouring of support from our funders and increase in donations was paramount

to the success of the ONFC continuing our services. Due to these increases, we were

proudly able to maintain a full team throughout the entirety of the pandemic and with

the additional COVID-19 funding supports that were received, the ONFC made changes

to ensure the safety of our staff and community members, to prevent the spread of

COVID-19. The ONFC also created COVID-19 protocols to ensure social distancing,

wearing masks, new protocols for staff for creative ways on how to adjust their work

environment.

Relationships and teamwork are the cornerstone to the success of an organization

and although it has been an unprecedented year, the team here at the Odawa Native

Friendship Centre has not fallen short in their perseverance to help, support and provide

for our Community. 510 Rideau was able to fully tackle the many challenges of serving

our homeless and at risk of homelessness community members throughout the entirety

of COVID-19.

I would like to sincerely thank our Board of Directors. They have been both strong and

dedicated in their guidance and support during the many trials that have arisen over this

past year.

Although my time here has been short, one thing is clear to me, the staff, volunteers and

supporters of the ONFC are some of the most devoted individuals I have ever had the

opportunity to work with, and I am enthusiastic about what we will achieve together

moving forward. Truly, thank you to you all for everything you do.

Thank you.

Anita Armstrong

A/Executive Director

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11

AKWE:GO PROGRAM

Report Contributors: Terri-Lynn Hoskins

Program Description:

The Akwe:go program provides urban Indigenous children aged 7-12 with support, tools and healthy activities which will

build upon and foster their inherent ability to make healthy choices. The objectives of delivery in Akwe:go are as follows:

Provision of Social supports, Children in Care, Health, Physical and Mental Development, Institutional Interventions and

support for children with Fetal Alcohol Spectrum Disorders (FASD) or other disabilities.

How we adjusted our program to deal with COVID-19: Akwe:go had to go virtual. All participants had the equipment needed

to continue online programming and for virtual schooling. Akwe:go supports families in person with supply drop offs and

emergency food.

Partnerships:

• We are Champions!: They have offered 10 scholarships to the Akwe:go youth (Girls aged 8-12). The youth girls have

water polo lessons/practice once a week. This program is not only teaching the youth about the sport, but also building

confidence, positive mental health, and healthy living support.

• Kids up Front: They continue to have multiple online sessions for youth that provide them with different themed weeks,

different educational activities, contests, etc. They had animal knowledge week, science week, math theme, “Get

moving!” days, etc.

• Let’s Talk Science!: They provide 30 science experiment kits once every two weeks. They provide both a Zoom link and

supplies so youth can follow along. These kits also include written instructions in case youth can’t connect to Zoom.

• Ottawa Network for Education: They drop off 30 food boxes at the beginning of each month for workers to distribute to

clients. These boxes include a month’s supply of breakfast and healthy snack foods for each child.

• Ottawa Art Gallery (OAG): They offer free spots in their Art Camp both virtually and in-person, every March Break and

Summer Break.

• The Caring and Sharing Exchange: This agency provides the youth of Odawa with brand new school backpacks, lunch

bags, and school supplies each year.

Success

Stories:

Children from two

separate families have

successfully had their

CAS files closed as a

result of being supported,

advocated for, and

connected with Akwe:go

and the community.

Children from one other

family are still involved

with CAS, but have been

reunified with their

family under supervision

from Akwe:go Program

Coordinator.

12

Key Highlights of Program:

• Akwe:go was able to provide 25 youth with

an Apple iPad, a case, and their own Akwe:go

email, to help connect for programming and to

utilize for remote learning.

• School backpacks and supplies were provided

to 100+ youth at Odawa from one of our

partners. Akwe:go topped up the backpacks

with extra supplies and provided each youth

with a gift card to purchase a new school

outfit, shoes, and snacks for school.

• Craft kits/Holiday bags/Outdoor seasonal

toys/Treat bags: Deliveries to clients

happened bi-weekly with new craft kits to

do together virtually or they could choose

to do alone. Every holiday (Halloween,

Christmas, Easter, etc), each child received

a gift or a themed toy/treat bag. For each

changing season, Akwe:go provided outdoor

toys to encourage children to go outside and

be active. In the winter, we provided sleds,

snowshoes, etc., and in the summer, we

provided jumping ropes, bubbles, badminton

rackets, etc. Treat bags: Once a month

Akwe:go had treat day Friday. Akwe:go youth

received a large variety bag of treats/drinks.

In the summer, Akwe:go youth got to pick

ice cream out of an ice filled cooler that was

driven around all day - they really enjoyed this!

• Monthly Contests: Each month, the Akwe:go

youth can partake in contests to win prizes.

Some of these contests include: Snowman

building contests, what do we love about

yourselves (Valentine’s Day contest), get

moving and be active (make a work out video)

contest, etc.

Statistics:

Currently, Akwe:go has over 35 registered youth

in the program. Along with 15 participants, and 12

others on the waitlist for programming.

13

URBAN ABORIGINAL ALTERNATE

HIGH SCHOOL PROGRAM

Report Contributor: Robert Jerome


The program offers standard Ontario Secondary School curriculum to youth from 16 to 21 years of age such as; cultural

programming (cultural credits); promotes Indigenous student success; and provides an alternative learning environment for

Indigenous learners wishing to obtain their Ontario Secondary School Diploma (OSSD).

How we adjusted our Program to deal with COVID-19:

At the beginning of the pandemic our program was moved remotely. We as a group met on a daily basis through Google Meet.

Our program ensured that each student who required internet technology would have access to these items, from Chrome

Books, tablets and mobile hot spots. Weekly staff meetings with teachers, school social workers and myself occurred to

discuss student concerns and how best to support students.

Partnerships:

• Cultural Resource Coordinator from the Centre to share traditional teachings and resources to students.

• Our program continues to work with Carleton University and the mentorship program.

• Ontario Works Enhanced Youth Assistance Program (EYAP) Lead Case worker assists and supports students through the

Ontario Works process.

• Ottawa Carleton District School Board provides teachers, curriculum and other supports to students.

Success

Story:

Our students continued to thrive despite the shutdown. This was due in

part to continuous contact through texting, video, and in-person meetings,

that were socially distanced. We continued as a class throughout the

shutdown and also reached out to those students who dropped off the

scene and reengaged with them to continue in the program.


• Staff were supportive of the graduates and we met them in-person by providing a socially distanced drive-by graduation

ceremony to wish them congratulations on completing high-school.

• Delivering NDN taco kits to students on National Indigenous People’s Day.

• Each student received tools, such as tablets, to ensure the learning process continued.

Statistics:

• Our program had 12 students who graduated with their Ontario Secondary School Diploma.

• 68 credits were completed successfully.

• 2 students moving to post-secondary institutions and 3 moving to work place settings.

14

ODAWA INDIGENOUS BAIL

SUPERVISION PROGRAM

Report Contributor: Greg Meekis


The Odawa Indigenous Bail Supervision Program (OIBSP) offers Bail Supervision to Indigenous individuals whose interim

release from custody require supervision. Clients are identified in several ways through meetings with the Bail Crown each

morning, direct contact from defense counsel, notified by the Odawa Indigenous Courtworker and referrals from the John

Howard Society.


The numbers for OIBSP have decreased from last year. The COVID-19 pandemic and its numerous shutdowns and

restrictions reduced numbers to the OIBSP, as well as the mainstream bail programs. Referrals continue to come from duty

and defense counsel directly. Interviews with potential clients at the Ottawa Police station, the courthouse cells, or at the

Ottawa Carleton Detention Centre are conducted by phone.

As face-to-face meetings were highly discouraged and stay at home orders took effect, it was necessary for the OIBSP to go

mobile. The Bail Supervisor went out and arranged meetings with clients at designated times and locations for weekly checkins.

Those that had access to phones called or texted in.

Partnerships:

John Howard Society of Ottawa

Success Story:

As a result of the Pandemic and courts being closed to the public for the better part of the year, many matters before the

Courts were resolved by sentencing, and many of the lesser charges were stayed or dismissed.

One such case involved an Inuit male, visiting Ottawa for a medical appointment, incurred serious charges and needed

assistance. The client plead to the matter in order to transfer the matter up North so that a return to his community would

be possible. From the time of release, to the date of travel, the Crown insisted on supervision and support. The Bail Program

got involved, and on consent of the courts, the client was released to the OIBSP. The Bail Supervisor had to transport the

client from Ottawa Carleton Detention Centre to the isolation location for quarantine. The client remained in contact with

the program until departure. This was one matter the program was able to assist in achieving a meaningful outcome for a

potentially displaced individual.

Statistics:

From June 18, 2020, to May 14, 2021, the OIBSP has interviewed 46 individuals for Bail Supervision.

The breakdown is as follows:

MALE

FEMALE

38

8

24

17

5

Inuit

First Nation

Métis

15

COMMUNITY REINTEGRATION

PROGRAM

Report Contributors: Jennifer Valiquette; Denise Anne Boissoneau


The Community Reintegration & Peer Support Program is an offender reintegration project. It is funded as part of the

national Indigenous Community Corrections and Reintegration Programs project with Public Safety Canada. Odawa’s

Community Reintegration Program offers services in traditional and peer supports for Indigenous adults in discharge

planning and upon provincial or federal institutional release. The program works with the offender in the capacity of coach,

educator, advocate, and knowledge broker, and will facilitate access to a wide range of community-based and culturally

appropriate services in supporting successful and long-term reintegration. The program also supports, advocates and

coordinates the use of alternative justice measures.


The Coordinator and Traditional Helper continue to receive referrals and maintain working relationships with clientele in

virtual capacities; intakes, wellness planning, advocacy, program referrals, circles, individual traditional guidance, and urgent

supports. The program was able to purchase devices, headsets, books, and sacred medicines to support virtual programming

and wellness. The Traditional Helper also lends facilitation to Odawa’s Community Justice Program in virtual justice circles.

Once the COVID-19 lockdown is lifted, we are looking forward to renewing the peer support position.

Supports include; providing in-person accompaniments and advocacy in community supports; navigating barriers and

systemic “hoops” in tasks such as acquiring I.D.; Learning how to navigate the city independently; applying for supports; and

working with social service agencies or government services.

Partnerships:

• Probation & Parole Services Canada

• Indigenous Community Corrections and Reintegration

Programs (Public Safety Canada)

• Odawa internal programs

• WellBriety

• Treatment facilities

• Community Wellness Centers

• Kagita Mikam


• Wabano

• Tungasuvvingat Inuit

• Health facilities/services

• Outreach services

• 510 Drop- In

• Canadian Mental Health Association

• and many many others

• Client-centred support – instilling a sense of acceptance and community to those released from custody.

• Empowering self-determination, life skills and cultural pride.

• Mitigating risk factors in strength-based approach.

• Individualized wellness and action planning to support endeavors in employment, therapy, cultural/spiritual needs,

mental health and substance use programming.

16

Statistics:

The Community Reintegration Program supported 42 individuals

directly and referred by parole, probation or the community/self.

Community Reintegration:

Self-referred - Male

17%

Self-referred - Female

19%

Probation - Male

19%

Probation - Female

12%

Parole - Male

31%

2%

Parole - Female

17

INDIGENOUS CRIMINAL COURTWORK

PROGRAM

Report Contributor: Jennifer Valiquette


The Indigenous Courtwork Program assists Indigenous youth and adults involved in the criminal justice system to obtain fair,

just, equitable, and culturally relevant supports. The program ensures that Gladue Rights are understood and applied, and

assists in navigating the systems and phases of the criminal process, as well as community supports.

The Indigenous Criminal Courtwork Program works supports community members in acquiring legal information; support

in remand, bail, pre-sentence, and sentencing phases; as well as some probation supports. The Courtworker program is also

actively involved in the Indigenous People’s Court, and works in collaboration with the Odawa justice-related programs:

Bail Supervision, Community Reintegration, Community Justice (diversion), Traditional Helper, Healing & Wellness, Kizhaay

Anishinaabe Niin, 510 Drop-in, and Cultural Resource Program.


• Sadly we lost many clients/community members and loved ones this year. We are keeping them all in our hearts and

minds.

• While all in-person remand and sentencing courts have been moved to virtual operations this year, we continue to

support individuals as possible - periodically outreaching safely to the community with posters and information on the

court changes.

• We maintain regular contact with clients, defense counsel and Crown Attorneys for client advocacy and supports, attend

virtual courts, keep up-to-date on community program changes for referral purposes and court updates, daily review of

criminal court dockets, communications with the Ottawa-Carleton Detention Centre Native Inmate Liaison and many

other Indigenous and community supports as needed.

• Staff participated in various workshops, presentations and conferences, on various topics virtually, rather than inperson.


• In partnership with the Ottawa Public Library, we provided devices and hotspots (wifi) for client access to court and

other urgent virtual meetings (bail, probation) to 510 Drop-in, and to a staff outreach capacity.

• Periodic socially-distanced outreach with bail supervisor, providing court-related updates and information to reduce

instances of unnecessary bench warrants.

• Launch of Odawa partnership with Pro-Bono Students Canada (PBSC) and Ontario Federation of Indigenous Friendship

Centres (OFIFC) program: Indigenous Human Rights Clinic (available virtually).

Statistics:

• 151 individuals with new and outstanding criminal matters.

• Victim, witness, family member supports: 23 individuals.

• Non-criminal matters supported and referred concerning:

• Civil / small claims matter

• Family matters

• Human Rights (eg. police excessive force)

• Ontario Review Board.

18

CULTURAL RESOURCE PROGRAM

Report Contributor: Vince Kicknosway


To provide awareness to eliminate family violence and any forms of violence directed towards women and children.

To provide sensitive cultural training for families, men and youth with a safe content. To work with community Elders/

Traditional Helpers, Children’s Aid Society of Ottawa, Odawa programs and the Ottawa Police Services


In order to accommodate interaction with our community, we have utilized using MS Teams, Zoom and telephone meetings.

Continue to assist and make safe referrals for clients having challenges with COVID-19.

Partnerships:

• Kizhaay Anishinaabe Niin

• Moosehide Campaign Development Society

• Canadian Nurses Association

• Canadian Indigenous Nurses Association

• Assembly of the Seventh Generation

• Indigenous Services Canada

• Centre for Christian Studies with the United Church

• Ottawa Police Race Relations and Diversity

• Children’s Aid Society of Ottawa (Circle of Care)

• Canadian Society of Hospital Pharmacists

• Crown-Indigenous Relations and Northern Affairs

• Circle of Support and Accountability

• Indigenous Peoples Justice Circle

• City of Ottawa-O.C. Transpo Facilities Maintenance

• Multicultural Association of Wood Buffalo

• Rideau Valley Conservation Authority

• University of Ottawa

• The Canadian Association for Graduate Studies and Pro

Bono Students of Canada

• Canadian Association of Social Workers

• Ontario Federation of Indigenous Friendship Centre’s

(Provincial CRC program workers)


To have a successful referral system for Elder/

Traditional Helpers for Indigenous Organizations,

Municipal, Provincial and Federal Government

Department requests.

Statistics:

The Cultural Resource program is expected to

have a minimum of fifteen (15) clients per year.

Our program sees ten (10) clients per quarter.

Success Story:

A youth circle of Zoom High School students

(10 – 12 students) have made a tremendous

improvement in public speaking. The high

school teacher, Education Counsellor, and

myself, created a program where all students

had an opportunity to share their knowledge

on weekly topics. We created small break out

groups where each week a different student

would have the responsibility to record, report,

and time manage. This has been successful and

will help their ability to voice their concerns in

their education future.

19

ODAWA EARLYON


Report Contributors: Colleen Sauve, Teiotsistokwahte McComber,

Krystal Snowboy, Zowie Commanda, Becca Gjos

The EarlyON Child and Family Centre offers free, high-quality programs for families and children from birth to 6 years of

age. You can learn and play with your child, meet people, and get advice from early childhood professionals. Odawa EarlyON

programs meet the needs of the family with a cultural lense.


The EarlyON staff responded immediately to changes needed for coping during the pandemic. Since the onset of the

pandemic, EarlyON went virtual and all staff expanded their roles to include food support, resource delivery, transportation,

and on-line programming. EarlyON supported families by providing home delivered materials so families could craft along

with on-line programming, as well as cooking ingredients for group cooking.

Partnerships:

• National Arts Centre

• Ottawa Public Library

• Children’s Aid Society

• Story Tellers of Canada

• Indigenous Story Telling Network

• Public Health Agency of Canada

• International Early Years Curriculum

Success

Story:

Our construction is finished in the Early

Years centre and our beautiful room is ready

for occupancy, families and children. We look

forward to welcoming the community into

our new space and launching our playgroup

bus when it is safe for us to do so.


• Our beautiful workspace is finally

completed. We are ready to go as

soon as we receive the word that it

is safe to open again.

• Our on-line audience grows daily.

We now have Indigenous viewers

and non-Indigenous viewers from

around the world enjoying our

programming.

• Our mobile playgroup bus is

completed and also ready for

action. We are very excited to start

sharing this new resource with the

community.

Statistics:

• 287 Families received food support during the Christmas holidays

• 28 Mother’s Day baskets were delivered to program participants

• 41 clients received food cards

• 87 craft kits have been distributed to families

20

ODAWA FAMILY SUPPORT

Report Contributor: Jennifer Jerome


Family Support offers support to children (ages 0-6) and their families through high quality culturally appropriate, holistic

program services and special events.


The Family Support staff responded immediately to the changes needed to cope during the pandemic. Since the onset of the

pandemic, EarlyON went virtual and all staff expanded their roles to include food support, resource delivery, transportation

and online programming.

Partnerships:

• Indigenous Early Years Circle



• Ottawa Planned Parenthood

• Indigenous Storytelling Network

• Ottawa Public Health


• Assembly and distribution of monthly activity

or self-care bags to families.

• Assembly and distribution of produce bags to

families.

• Our on-line audience grows daily.

• Family support offers cooking videos, virtual

activities and virtual coffee and tea on

Wednesday mornings.

• Family Support Program received an

abundance of Anishinabemowin learning

materials from the Kitigan Zibi Education

Sector.

Statistics:

Success Story:

Family Support received a wonderful letter of

thanks from a family they were supporting over

the holidays.

Programming and adaptability of clients.

Their willingness to participate in virtual

programming being offered as well as rely on

our services.

· Fathers engaged in program: 7

· Mothers engaged in Program: 15

· Children 0-6 engaged in program: 31

21

ONFC EMERGENCY FOOD BANK


The Odawa Native Friendship Centre (ONFC) has operated an emergency food bank for Ottawa’s Indigenous community and

the surrounding area since the early 80’s. The food bank typically operates twice a month, providing families and individuals

with emergency provisions for three days.


With the onset of COVID-19, the ONFC transitioned all programs to a virtual platform whilst continuing to provide

emergency food, cleaning supplies and Personal Protective Equipment (PPE) on a daily basis to hundreds of households each

month.

Partnerships:

Report Contributors: Anita Armstrong & Sherilyn Duff

• Ottawa Food Bank – Twice monthly, the ONFC receives a shipment of fresh and non-perishable items.

• ONFC Programs – in addition to their individual program commitments, ONFC program coordinators participate in the

packing and distribution of the emergency food boxes each week.

Success

Story:

Despite Provincial lockdowns and stay at

home regulations the ONFC continued

its’ essential operations and provided

emergency food to hundreds of Ottawa’s

Indigenous Community members, as well as

providing ongoing virtual support programs.


• December Food Bank – ONFC operated its’ emergency food bank delivery program every day from December

1 – December 18, 2021, and served 270 households.

• Pre-paid Grocery Cards – Thanks to generous funding from the Ontario Federation of Indigenous Friendship

Centre, the ONFC was able to distribute $50,000 worth of pre-paid grocery cards to program participants and

food bank recipients to supplement their household grocery bill.

Statistics:

Over the past year, ONFC’s emergency

food bank has supported over

1,000 households.

22

23

HEALING AND WELLNESS


The Healing and Wellness Program focuses on the improving Indigenous health and reduction of family violence, which is

achieved through the provision of services for those most at risk, notably women and children.


Land-based programs continue to be delivered at the Davalon Healing Centre. A maximum of four people plus the driver in the

van at all times. Many programs are being delivered by Zoom such as Wellbriety, and socially distanced one-on-one meetings.

Partnerships:

Report Contributor: Jennifer Kohoko

• Mental Health and Addictions Services of Ottawa

• Davalon Healing Centre

• Toronto Writers Collective

• Wellbriety

• Correctional Service of Canada – Section 84s

• The City of Ottawa

• Jumpstart Canadian Tire

• National Coalition for Mental Health Recovery

• Somerset West Community Health Centre

• Wabano

• White Bison Inc.

• The Children’s Aid Society of Ottawa

Success Story:

• Aided a Wellbriety client in registering for treatment at the Gwekwaadziwin Miikan Youth Mental Health & Addiction

Program. She completed the three-month program between January – April 2021, and continues her journey on the Red

Road. While there, she was able to connect to her cultural practices and beliefs by receiving her name, a hand drum and

participate in various ceremonies such as sweat lodge.

• Equine Therapy/Psychotherapy sessions continue to run at the Davalon Healing Centre as it was deemed an essential

service by the Ontario government. The Healing and Wellness Program purchased a new tipi that will be set up at

the Davalon Healing Centre where therapy sessions and cultural teachings will be held. We are still able to provide

transportation with the essential driver letter provided by Odawa in January 2021.

• The Healing and Wellness Program was able to purchase a drum to use for community use once we are able to open up

again. The traditional birthing ceremony will be done by Wayne Mackenzie of Temiskaming First Nation with his drum

group. While at Odawa, he will provide a painting workshop for clients as well.

• Helped Elder Thomas Louttit build new sweat lodge. Teachings were provided as well as the technical aspect. This lodge

is used for teaching culture to people who may not have previous knowledge, beginners welcome.

24


• Mental Health

• Addictions

• Housing advocacy

• Cultural

• Human Trafficking and Exploitation

• Children’s Hoop Dancing Class

Statistics:

• Number of direct-service users 105

• Number of one-time services 262

• Number of direct-service users who received Peer Counselling 117

• Number of peer counselling sessions 369

• Number of direct-service users who received crisis intervention supports 26

• Number of crisis intervention supports provided 40

• Number of direct-service users who received advocacy supports and/or referrals (In/Out). 155

• Number of advocacy supports/referrals conducted (In/Out) 164

• Number of Participant-based activities 20

• Number of Participants attending Participant-based Activities 892

• Number of direct-service users assisted in accessing services related to reducing Family Violence 43

• Number of Community Relationships (Partnerships, Engagements, and Networking) 153

25

ODAWA INDIGENOUS HEALTHY

BABIES’ HEALTHY CHILDREN

Report Contributor: Mary Gunner


The Indigenous Healthy Babies’ Healthy Children (IHBHC) program helps all Indigenous children in Ottawa have the best

start in life. The program is designed to ensure that all Indigenous families and their children (prenatal to age six) who need

assistance with physical, mental, emotional, and social issues, have access to effective, consistent early intervention services.

To provide the best opportunities for healthy child development through home visiting, service coordination, parenting

groups, cultural teachings and traditions and referrals. We also address children at risk, to ensure that they have access to

services and support that will address their needs. The IHBHC program is voluntary and open to any Indigenous family that

requests the service.


The EarlyON staff responded immediately to the changes needed to cope during the pandemic. Since the onset of the

pandemic, IHBHC and EarlyON went virtual and all staff expanded their roles to include food support, resource delivery,

transportation and on-line programming.

Partnerships:

• National Art Centre



• Story Tellers of Canada

• Indigenous Story Telling Network

• Public Health

Success Story:

I was able to help a grandmother who suddenly had to

take in her 4 grandchildren because of the unhealthy

situation the children and daughter were in. We were

able to provide emergency help with winter wear,

clothes as well as the food bank. We also provided

her with craft supplies to help keep her grandchildren

entertained. The mother is now in a women’s shelter

and seeking help for her issues. The grandmother was

very happy and grateful for all the help we gave and

wrote us a letter thanking us. We are continuing to

support her and her family.

We helped a family that was experiencing a variety

of judicial issues, as well the mother having prenatal

health concerns. We were able to come up with an

action plan and the family agreed. We also wrote a

letter of support regarding the fathers’ judicial issues

which were resolved in the best interest of the family.

The family was kept together, the mother gave birth to

a premature baby on January 1, 2021. She and the baby

are doing well and the father was at home taking care

of the other children. We are continuing with ongoing

support such as; home visits; program night; and

providing referrals to other programs and resources.

The family is very happy with the ongoing support and

help we are providing.

26


• Our beautiful workspace is finally completed. We are ready to go as soon as we receive the word that it is safe to open

again.

• Our on-line audience grows daily. We now have Indigenous viewers from around the world enjoying our programming.

• Made 3 waspisons (moss bag) for new parents. I gave a waspison to a new parent she was very happy for the traditional

baby item.

• Purchase of infant kits for new parents. I have already had a few kits delivered to parents.

• Starting an online craft group May 20, 2021, for parents and or caregivers. These group activities will be geared toward

culture and overall health and wellness

Statistics:

• Families: 29

• Single parent families:14

• New births: 2

• Children 0-6yrs old: 45

• Active families: 25

• New families: 6

• Food/babies supplies: 30

• Cultural/art supplies: 34

• Phone/emails support: 56

• Referrals:2

27

URBAN ABORIGINAL HEALTHY

LIVING PROGRAM

Report Contributor: Sheridon Baptiste


Urban Aboriginal Healthy Living Program (UAHLP) is designed to serve the community at large, providing programming

for all age groups. We focus on smoking cessation, youth leadership, physical fitness, sports, recreation, and nutrition.

Empowering individuals to make quality choices is our goal.


Needless to say, COVID-19 has thrown everyone a curve ball. We’ve all been doing the majority of our work from home

and going online to reconnect with our participants. We have established workouts and stretching classes online. In coming

weeks, we will have nutrition information and socials online.

Partnerships:

• We regularly partner with programs within the Odawa family such as:

• Life Long Care,

• Healing & Wellness,

• Wasa-Nabin,

• Akwe:Go,

• Food bank,

• Alternative High School, and

• Community Justice.

• Canadian Tire Jumpstart Programs (I Love To Programs)

• Wabano Centre

• C.A.N.I Athleticsv

• Dominion Chalmers

Success Story:

Because of our online presence we have been given the opportunity to influence and reach participants who

otherwise would have been forgotten. When we started on Facebook we received 197 views on our very first

post. This was a very surprising and encouraging start. Going forward we easily averaged 110 views each post.

We have received direct feedback from participants who were very motivated by these workouts. We were able

to go a step further and have community members lead out in workouts, the idea being to have folks encourage

each other, especially in these times of COVID-19. Jennifer Kohoko, Justin Penasse and Maria Jacko were kind

enough to participate in these online sessions which were very well received. We look forward to doing more of

these in the future.


• A very positive online presence has been established.

• Live real time response / feedback has been awesome.

• All age groups have been participating. Our biggest

surprise is how much our seniors enjoy the workouts.

Statistics:

• We have had 431 direct service users

• Our email contact list is at 537 active and interested

participants

• The OFIFC is in the process of revamping the UAHLP

method of statistics gathering. As a result, we’re in the

process of reaching out to our participants to classify

and breakdown the numbers mentioned above.

28

KIZHAAY ANISHINAABE NIIN

Report Contributor: Tina Ohlman


The overall purpose of the Kizhaay Anishinaabe Niin program is to end all forms of violence towards Indigenous women. It

is a culturally relevant program based on the 7-grandfather teachings that supports healthy relationships and Indigenous

identities through one-to-one support, group-based services, peer counselling, participant-based activities, public awareness

activities, networking, and partnership building.

The target clients are: Indigenous men and male youth (ages 13+) who are proactively seeking cultural resources and

supportive services in the movement to end violence against women, & Indigenous men and male youth who were or are

currently involved with the justice system.


During COVID-19, Kizhaay has managed to run our 12-week program virtually as well as holding one-on-one virtual

meetings. 2 virtual graduation ceremonies were held for men who have completed the 12-week program. At our last

graduation ceremony there were 12 graduates.

The Kizhaay program continued to support clients through: one-on-one virtual meetings; virtual sessions with Elders to help

some complete missed group sessions; providing referral and resources; providing emergency food; and issuing letters to the

courts and weekly check-ins through emails, texts and phone calls. Kizhaay continues to take new referrals and support the

clients on following COVID-19 protocols

Partnerships:

• The Kizhaay program works in close partnership with the

following Odawa resources:

• Cultural Resource Coordinator

• Criminal Court worker

• Bail Supervisor

• Healing & Wellness Worker

• Community Justice Coordinator

• Kizhaay also strives to build stronger partnerships in the

community.


• Tackle and resolve issues of violence against women

• Renew traditional responsibilities

• Encourage men and boys to engage other men to get involved

and stop the abuse

• Ignite a positive Indigenous identity

29

LIFE LONG CARE PROGRAM

Report Contributors: Melissa Campbell and Shauna Jerome


The Life Long Care Program (LLC) is a culture-based wholistic program that services urban Indigenous community members

who are living with chronic illness (mental/physical), disabilities, cognitive impairments, and/or are frail/Elderly. Program

workers engage and support participants one-on-one and within a group setting to promote and foster independence,

healthy living, Indigenous spirituality, way of life, and healing.


Throughout the pandemic the LLC continued to provide a variety of services that complied with public health guidelines.

Services ranged from meal delivery programs, pre-paid food card programs, medical transportation, vouchers for medical

transportation, remote support via email or phone, and we pivoted congregate programs to virtual platforms during total

shut downs. The LLC staff completed face-to-face wellness check-in with clients and community members. The LLC provided

meals, snack bags, care packages, Personal Protective Equipment, recreation activities, cultural crafts, medicines, and much

more. This outreach service was a direct action that the LLC took to inform, connect, and maintain communication with our

participants. During times with less restrictions, we were able to resume in-person activities at the Friendship Centre with

COVID-19 safety protocols in place. The LLC provided a variety of congregate dining opportunities, which is intended to limit

the isolation that seniors and adults living with disabilities may at times be feeling, and brings them together to eat, while we

incorporate black ash basket weaving, moccasin making, porcupine quill design with beading, elder abuse/financial education

and many traditional teachings.

Partnerships:

• City of Ottawa’s Community Arts Program

• Meals on Wheels Ottawa

• Local Indigenous Artists:

• The Beading Drum

• Kathleen Cayer

• Catherine Cayer

• The Ottawa Food Bank

Success Story:

A participant who was residing in an assisted living

shelter has received an offer to move into a subsidized

housing unit within an Indigenous cooperative housing.

They are due to begin taking classes at our local college

in the Indigenous Studies Program. These are two

personal goals the individual set for themselves the last

year at their case conference.

Life Long Care workers were provided with

technological upgrades that enabled workers to work

from home in a productive and accessible manner.

30


• The Life Long Care was fully operational

throughout a global pandemic and

successfully quickly implemented

services to meet the needs of our

community members and participants..

• The Life Long Care pivoted program to

virtual programming during Ontario’s

stay at home orders. The program

facilitated several craft, bingo’s, and

traditional medicine workshops, all

delivered through online platforms.

Statistics:

• The Life Long Care Program provided

services to an average of 61 participants

per quarter. (The participant minimum

set out by OFIFC is 30 participants per

quarter.)

• The Life Long Care Program provided a

total of 2,219 security check units.

• The Life Long Care Program provided

over 402 hours of direct Indigenous

Support to participants..

31

REACHING HOME

Report Contributor: Carrie Diabo


Reaching Home provides Non-Housing First Support Services to the Indigenous homeless or at risk of homelessness.


Program services were limited to ensure vulnerable clients had food security, stayed healthy, had PPE supplies, clothing,

basic services, COVID-19 information and resources, and support in times of crisis. The Centre closed 2 days only at the start

of COVID-19 while awaiting further instructions.

All meetings and staff training attended through Zoom webinars.

Partnerships:

• Rights Relations Network

• St. Margaret’s Church

• Parkdale United Church

• Rotary Club of Ottawa West

• Hospice Care Ottawa

• Kinnon Consulting

• Tzu Chi Foundation

• Parishioners of Russell

• Women’s International St James

Glebe

• Church of the Ascension

• Jane and Jon Linuask

• Atrium Knitters

• Wabano Youth Employment

• Salvation Army

• Turtle Lodge Trading Post

• Minwaashin

Special acknowledgment for William Brant and Donnell Taylor who both passed away in 2020.

• And many more.

Success Story:

• A homeless client was interested in employment,

but was nervous about the interview process

because he had been out of the workforce for

so long and became homeless at the same time.

Temporary accommodations were obtained and

after participating in some of the Office Assistant

Courses and several mock interviews, he felt he

had enough confidence to succeed. He completed

a 3-month Office Administration course and

was hired on contract at 510 for 3 months. He

then found full-time employment at another

organization.

• One of our clients completed the Construction

Health and Safety Awareness skills training, was

hired on contract during covid-19 with a company

that repairs glass windows. He is still working.

• Another client completed an Office Administration

course through another organization, completed

his placement at 510 and was then hired on a

3-month contract but decided construction was his

main interest.

• Bannock Bus becomes more noticeable with

signage on van.

32

Key Highlights of Program: 2041 contacts through both outreach programs

• The Bannock Bus Outreach increased services to 2 times per day from 7:30 to 9:30 am and 11:00 to 2:30 pm – Monday

to Friday.

• The City of Ottawa funded a 6-month Outreach program and 2 workers to engage Indigenous people experiencing

homelessness living on the streets or encampments. This program ran from 12 pm to 7 pm, Wednesday to Sunday from

October 2020 to March 31, 2021.

• The City of Ottawa’s Social Service Relief Fund-SSRF also provided funding to hire extra works during covid-19.

Statistics:

Statistics for number of clients served:

• Meals served – 13, 816

• Clothing/hygiene provided – 1,330

• 1on1/peer support – 1,268

• 1 starts and completes job training

• No employment to employment - 1

• New employment - 2

• Advocacy – 217

• Laundry - 272

• Shower - 384

• Washroom - 2,291

• Mail - 255

• Bus Vouchers - 192

• Medical transportation – 17

• Harm Reduction – 1,692

• Bags of cigarettes – 5

• Flu shot receival – 12

• I.D assistance - 43

33

SWEETGRASS HOME CHILD CARE

AGENCY

Report Contributors: Rhonda Hoskins & Pamela Sevigny


Sweetgrass contracts Childcare Providers to give care in their own homes. Infant to school aged children are provided with

food, play, developmentally appropriate learning and of course wonderfully wholesome care.


COVID-19 procedures have been created, and updated as needed, in accordance with both the Ministry of Education and

Ottawa Public Health. We implemented the use of PPE and daily screenings in every home, and our visits have gone virtual.

With the lack of interaction, we have been gifting different types of goodie bags for children helping to keep them active and

entertained.

Partnerships:

• We are partnered with Indigenous Early Years Circle, meeting monthly, we work together to support Ottawa’s 0-6

Indigenous children. Though this year has been more about basic supports such as food, daily activities through online

programming, e-courses etc. We hope to have large events in the future together.

• Sweetgrass Home Childcare is a member In good standing of the Home Childcare Association of Ontario.

• Sweetgrass attends and contributes to managers meetings of all City Funded Home Childcare programs.

Success Story:

With the current pandemic we have been able to maintain a constant number of children, even with being

closed for several months in early 2020 by keeping in touch with parents and providing additional support to

them with at home activities for their children, and also maintaining contact with the Childcare Providers on a

weekly basis.

In order to continue the high standard of service we strive to offer, we also supported our Caregivers by

providing seasonal social distance food support. As we recognize the difficulty shopping for food during the

pandemic, we provided fruit and vegetable boxes, individual children activities, support in home setup to

maximize safety and PPE equipment as well as cleaning materials. We are thrilled to be able to say that to-date,

not one of our homes became COVID-19 infected.

We are proud of our Caregivers ability to continue to work and adapt to new rules and policies, we thank both

the parents who trust us with their children and our Caregivers who work so hard to keep our children safe.

34


• Sweetgrass has been operating during the pandemic since reopening after lockdown in August 2020, serving our

communities child care needs.

• We have been able to support our Childcare Providers with Odawa Food Gift Cards, PPE, and Cleaning supplies to

maintain a Healthy, clean and COVID-19 safe environment.

Statistics:

Due to COVID-19, our intake of new children is few and far between, as parents are keeping their children home during the

pandemic; but we are at stable levels.

35

WASA-NABIN

Report Contributor: Nim’keehns Wemigwans


The Wasa-Nabin program is grounded in cultural traditions providing a sense of belonging for urban Indigenous children

and youth ages 13 – 18. The program offers a variety of strategies such as one-on-one activities, group activities, leadership

opportunities and family circles to encourage positive behaviours and well-being. The program provides individualized

goals to enhance the child or youth’s area of need; supporting social skills, educational intervention, individuals with

disabilities, violence prevention, justice supports, children in care or at risk of being in the care of the Children’s Aid Society,

2SLGBTQQIA+ supports, and positive nutrition and physical activity practices. The Wasa-Nabin program provides a space

where urban Indigenous children and youth can feel safe to be themselves and accepted.


Moving programming to an online format utilizing Zoom and Google Meet to bring group and one-on-one programming to

the youth. Wasa-Nabin created an Instagram social media account to engage youth on a platform that they are accustomed

to and familiar with. Youth can also reach out and talk with the Wasa-Nabin program worker through the messages on

Instagram.

Partnerships:

• Boys and Girls Club of Ottawa

• Wabano Centre for Aboriginal Health

• Ottawa-Carleton District School Board

• Urban Aboriginal Alternative High School

• William E. Hay Centre

Success Story:

With COVID-19 protocols in place, creating programming has been a challenge, but the Wasa-

Nabin program has had many participants join in different activities online. One being the Cultural

Photography contest that was done throughout the winter/spring of 2021. Near the end of the contest

the Program Coordinator had added two additional “challenges” to the contest, and all of the youth had

great enthusiasm in continuing on with the contest saying that it “gave them a reason to go outside on

the land and get creative. Rather than be inside on a computer all day.”

36


• Weekly Youth Wellbeing check ins

• Selfcare package drop-offs

• “Stay Cool” package

• “Summer Fun” package drop off

• Medicine Walk field trip to Kitigan Zibi, QC

• Jingle Dress workshop

• Moccasin making workshop

Statistics:

• Male Ages 13-15: 6

• Female Ages 13-15: 6

• Cultural teaching 1 on 1 visits

• I created a Wasa-Nabin Instagram page that youth can

follow and reach the worker

• Cultural Photography contest

• Purchased Sony digital cameras, zoom voice recorders,

mics and lighting kits for future digital media making

workshops

• Male Ages 16-18: 5

• Female Ages 16-18: 7

37

38

FINANCIAL STATEMENTS For

ODAWA NATIVE FRIENDSHIP CENTRE For year ended

MARCH 31, 2021

INDEPENDENT AUDITOR’S REPORT

Auditor’s Responsibilities for the Audit of the Financial Statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from

material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable

assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian

generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements

can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be

expected to influence the economic decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgment

and maintain professional skepticism throughout the audit. We also:

• Identify and assess the risks of material misstatement of the financial statements, whether due to

fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence

that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a

material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve

collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures

that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the

effectiveness of the Organization’s internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates

and related disclosures made by management.

• Conclude on the appropriateness of management’s use of the going concern basis of accounting and,

based on the audit evidence obtained, whether a material uncertainty exists related to events or

conditions that may cast significant doubt on the Organization’s ability to continue as a going concern.

If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s

report to the related disclosures in the financial statements or, if such disclosures are inadequate, to

modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our

auditor’s report. However, future events or conditions may cause the Organization to cease to continue

as a going concern.

• Evaluate the overall presentation, structure and content of the financial statements, including the

disclosures, and whether the financial statements represent the underlying transactions and events in

a manner that achieves fair presentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing

of the audit and significant audit findings, including any significant deficiencies in internal control that we identify

during our audit.

Chartered Professional Accountants

Licensed Public Accountants

Ottawa, Ontario

Date to be determined.

39

ODAWA NATIVE FRIENDSHIP CENTRE

STATEMENT OF FINANCIAL POSITION

March 31, 2021


STATEMENT OF FINANCIAL POSITION

MARCH 31, 2021

ASSETS

2021 2020

CURRENT ASSETS

Cash $ 567,568 $ 467,149

Accounts receivable 515,869 292,032

Government rebates receivable 63,784 114,717

Prepaid expenses 17,535 26,796

1,164,756 900,694

CAPITAL ASSETS - note 3 2,088,961 1,658,362

SCHOLARSHIP FUND - note 4 734 2,734

LIABILITIES AND NET ASSETS

$ 3,254,451 $ 2,561,790

CURRENT LIABILITIES

Accounts payable and accrued liabilities $ 877,951 $ 346,268

Deferred revenue - note 6 329,539 899,899

Loan payable - 7,500

1,207,490 1,253,667

DEFERRED CONTRIBUTIONS RELATED TO CAPITAL ASSETS - note 7 1,841,514 1,377,336

SCHOLARSHIP FUND - DEFERRED CONTRIBUTIONS - note 4 734 2,734

3,049,738 2,633,737

NET ASSETS

Invested in capital assets - note 8 247,447 281,026

Unrestricted (42,734) (352,973)

204,713 (71,947)

Approved on behalf of the Board of Directors:

$ 3,254,451 $ 2,561,790

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Director

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Director

40

(See accompanying notes)


STATEMENT OF CHANGES IN NET ASSETS

March 31, 2021


STATEMENT OF CHANGES IN NET ASSETS

YEAR ENDED MARCH 31, 2021

Invested

in

capital Total Total

assets Unrestricted 2021 2020

Balance at beginning of year $ 281,026 $ (352,973) $ (71,947) $ 24,718

Net revenue (expense) (33,579) 310,239 276,660 (96,665)

Balance at end of year $ 247,447 $ (42,734) $ 204,713 $ (71,947)

41


Page 5 of 12

ODAWA NATIVE ODAWA FRIENDSHIP NATIVE CENTRE FRIENDSHIP CENTRE

STATEMENT OF OPERATIONS

STATEMENT OF OPERATIONS

YEAR ENDED - March 31, 2021


2021 2020

REVENUES

Ontario Federation of Indigenous Friendship Centres (OFIFC) $ 1,614,535 $ 1,361,497

City of Ottawa 1,353,530 1,182,418

Donations 189,457 82,624

Public Safety Canada 103,547 139,364

Public Health Agency of Canada 81,396 81,397

Ministry of the Attorney General of Ontario 71,895 78,364

Ottawa Aboriginal Council 49,790 -

Rental 33,472 15,572

Wage subsidies 29,188 34,963

Fees 21,927 14,041

Other 7,576 1,786

Interest 4,749 42,000

Fundraising 3,000 29,184

Employment and Social Development Canada - 192,852

Pow Wow - 36,390

3,564,062 3,292,452

EXPENSES

Salaries and benefits 2,112,710 1,975,443

Program supplies 602,757 425,798

Childcare providers 202,044 367,860

Rent 138,707 210,686

Insurance 37,966 37,564

Professional fees 35,622 39,338

Repairs and maintenance 33,585 40,410

Transportation 32,582 64,058

Telephone and internet 30,758 30,413

Office and administration 13,722 113,745

Contracted services 6,201 21,076

Utilities 4,360 5,051

Honorariums 2,809 19,415

3,253,823 3,350,857

NET REVENUE (EXPENSE) FROM OPERATIONS 310,239 (58,405)

Amortization of capital assets (258,527) (108,124)

Amortization of deferred contributions related to capital assets 224,948 69,864

NET REVENUE (EXPENSE) $ 276,660 $ (96,665)

42


Page 6 of 12

ODAWA NATIVE ODAWA FRIENDSHIP NATIVE CENTRE FRIENDSHIP CENTRE

STATEMENT OF CASH FLOWS

STATEMENT OF CASH FLOWS



2021 2020

CASH FLOWS FROM (USED IN)

OPERATING ACTIVITIES

Net revenue (expense) $ 276,660 $ (96,665)

Adjustments for:

Amortization of capital assets 258,527 108,124

Amortization of deferred contributions related to capital assets (224,948) (69,864)

310,239 (58,405)

Changes in non-cash operating working capital balances:

Accounts receivable (223,837) (91,248)

Government rebates receivable 50,933 (49,360)

Prepaid expenses 9,261 (7,133)

Accounts payable and accrued liabilities 531,683 (739,453)

Deferred revenue (570,360) (711,102)

107,919 (1,656,701)

INVESTING ACTIVITIES

Additions to capital assets (689,126) (1,097,518)

Contributions related to capital assets 689,126 991,668

- (105,850)

FINANCING ACTIVITIES

Loan repayment (7,500) (10,000)

INCREASE (DECREASE) IN CASH 100,419 (1,772,551)

CASH AT BEGINNING OF YEAR 467,149 2,239,700

CASH AT END OF YEAR $ 567,568 $ 467,149


43

FINANCIAL STATEMENTS For

NOTES TO THE FINANCIAL STATEMENTS



NOTES TO THE FINANCIAL STATEMENTS


1. NATURE OF ORGANIZATION

Odawa Native Friendship Centre is incorporated, without share capital by Letters Patent, under the

Corporations Act of Ontario as a not-for-profit organization. The Organization is a registered charity

under the Income Tax Act (Canada) and is exempt from income taxes.

The purpose of the Organization is to act as a cultural and resource centre, serving the Aboriginal

community in the Ottawa-Carleton Region of Eastern Ontario and surrounding communities.

The Organization is a member of the Ontario Federation of Indigenous Friendship Centres (OFIFC), a

provincial Aboriginal organization representing the collective interests of member Friendship Centres

located in towns and cities across the province. A significant portion of the Organization's funding is

received from OFIFC.

2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

Basis of accounting

The financial statements have been prepared in accordance with Canadian accounting standards for

not-for-profit organizations.

Use of estimates

The preparation of financial statements in conformity with Canadian accounting standards for not-forprofit

organizations requires management to make estimates and assumptions that affect the reported

amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the

financial statements and the reported amounts of revenues and expenses during the reporting period.

Actual results could differ from those estimates. These estimates are reviewed periodically and as

adjustments become necessary, they are recognized in the financial statements in the period they

become known.

Management makes accounting estimates in determining collectability of accounts receivable, in

establishing the useful lives and related amortization of capital assets as well as the related

amortization of deferred contributions related to capital assets, in estimating provisions for accrued

liabilities, and in estimating the portion of government grants and subsidies earned. By their nature,

these estimates are subject to uncertainty and the impact on the financial statements in the current

and future periods could be material.

Financial instruments

The Organization initially measures its financial assets and financial liabilities at fair value.

Subsequently the Organization measures its cash at fair value and all other financial assets and

financial liabilities at amortized cost at the date of the Statement of Financial Position.

44


2. SIGNIFICANT ACCOUNTING POLICIES - Cont'd.

Capital assets

Capital asset purchases are recorded at cost. Contributed capital assets are recorded at fair value at

the date of contribution. Amortization is provided over the assets' estimated useful lives at the

following methods and annual rates:

Method

Rates

Building Declining balance 4%

Vehicle Declining balance 30%

Furniture and equipment Declining balance 20%

Computer equipment Declining balance 30%

Leasehold improvements Straight-line 5 years

Additions in the year are amortized at one-half of the annual rates.

Contributed goods and services

Volunteers contribute a significant amount of time each year to assist the Organization in carrying out

its service delivery activities. Contributed goods and services which are used in the normal course of

the Organization's operations and would otherwise have been purchased are recorded at their fair

value at the date of contribution if fair value can be reasonably estimated.

Revenue recognition

The Organization follows the deferral method of accounting for contributions. Restricted contributions

are recognized as revenue in the year in which the related expenses are incurred. Unrestricted

contributions are recognized as revenue when they are received or receivable if the amount

receivable can be reasonably estimated and its collection is reasonably assured.

Certain program contributions are subject to agreed terms and conditions regarding their expenditure,

and are also subject to funding agency, or department, audit examination. Accordingly, adjustments

may be made to amounts originally received, with consequent effect on net revenues, or expenses, in

a year in which such examination is completed.

Fees for services are recognized in operations as revenue when the related service is provided to the

extent that collection is reasonably assured.

Rental revenues are recognized in accordance with the dates and terms of the respective

agreements.

Sponsorship and fundraising for specific events are recognized as revenue when the event takes

place. Other sponsorships and fundraising which are unrestricted are recognized as revenue on the

same basis as previously described for unrestricted contributions.

Deferred contributions related to capital assets

Contributed capital assets and restricted contributions for the purchase of capital assets that are

amortized, are deferred and recognized as revenue on the same basis as the amortization expense

related to the acquired capital assets. Contributed capital assets and restricted contributions for the

purchase of capital assets that are not amortized, such as land, are recognized as direct increases in

net assets.

Net assets invested in capital assets

Net assets invested in capital assets represents amounts internally restricted by the Organization and

comprises the net book value of the Organization's capital assets less the unamortized balance, if

any, of capital grants used to acquire capital assets, being the balance of deferred contributions

related to capital assets that are subject to amortization.

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3. CAPITAL ASSETS

Capital assets consist of the following:

2021 2020

Accumulated

Accumulated

Cost amortization Cost amortization

Land $ 70,392 $ - $ 70,392 $ -

Building 637,441 226,046 512,573 211,506

Vehicle 349,369 163,219 291,420 95,858

Furniture and equipment 296,187 168,719 248,238 142,845

Computer equipment 96,736 74,612 96,736 65,130

Leasehold improvements 1,412,702 141,270 954,342 -

2,862,827 $ 773,866 2,173,701 $ 515,339

Less: accumulated amortization (773,866) (515,339)

$ 2,088,961 $ 1,658,362

4. SCHOLARSHIP FUND

The Scholarship Fund is an externally restricted fund to be used for scholarships. During the year there

were scholarships awarded of $2,000 (2020 - $nil). There were no additional restricted funds received

for the purpose of scholarships.

5. BANK CREDIT FACILITIES

The Organization has a line of credit with a Canadian chartered bank in the amount of $125,000. This

line of credit bears an interest rate of bank prime + 1.9%. It is due on demand and is secured by a

general security agreement. At March 31, 2021, no amount was drawn on this credit facility (2020 - $nil).

Included within accounts payable, the Organization has three corporate credit cards with a total

combined credit limit of $10,000 and an interest rate of 19.99%. At year-end, there was a balance

payable of $8,228 (2020 - balance refundable of $3,468) which is included on the Statement of Financial

Position within accounts payable and accrued liabilities. The Organization pays off its credit card

balances prior to the due date each month.

6. DEFERRED REVENUE

Deferred revenue is comprised of the following amounts related to the funding received for designated

programs:

2021 2020

Balance at beginning of year $ 899,899 $ 1,611,001

Contributions received in the year 3,332,247 2,324,943

Less amounts recognized as revenue, transferred to deferred

contributions and repayable to funders (3,902,607) (3,036,045)

$ 329,539 $ 899,899

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46

NOTES TO THE FINANCIAL STATEMENTS - Cont'd.


7. DEFERRED CONTRIBUTIONS RELATED TO CAPITAL ASSETS

Deferred contributions related to capital assets represents contributed capital assets and contributions

that were used to acquire capital assets which are or have been amortized. The changes in the

deferred contributions related to capital assets are as follows:

2021 2020

Balance at beginning of year $ 1,377,336 $ 455,532

Plus: additions during the year 689,126 991,668

Less: amounts amortized to operations for the year (224,948) (69,864)

Balance at end of year $ 1,841,514 $ 1,377,336

The balance of these contributions are related to the following capital assets:

Leasehold improvements $ 1,271,430 $ 954,342

Building 362,262 260,292

Vehicle 152,517 147,514

Furniture and equipment 55,305 15,188

$ 1,841,514 $ 1,377,336

8. NET ASSETS INVESTED IN CAPITAL ASSETS

Net assets invested in capital assets represent amounts internally restricted by the Organization and

comprises the net book value of the Organization's capital assets less the unamortized balance of

contributions used to acquire capital assets that are subject to amortization.

2021 2020

Capital assets - net book value - note 3 $ 2,088,961 $ 1,658,362

Less: Deferred contributions related to capital assets -

subject to amortization - note 7 (1,841,514) (1,377,336)

$ 247,447 $ 281,026

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9. FINANCIAL INSTRUMENTS

The Organization is exposed to various risks through its financial instruments. The following analysis

provides a measure of the Organization's risk exposure and concentrations as at March 31, 2021.

Credit risk

Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other party by

failing to discharge an obligation. The Organization's maximum exposure to credit risk is represented by

the sum of the carrying value of its cash and accounts receivable.

The Organization's cash is on deposit with a Canadian chartered bank and therefore management believes

the risk of loss is remote.

The Organization's exposure to credit risk on its accounts receivable is reduced by the fact that most of its

accounts receivable are supported by signed agreements. Management believes that all accounts

receivable at year-end will be collected and has not deemed it necessary to establish an allowance for

doubtful accounts.

Liquidity risk

Liquidity risk is the risk that the Organization will not be able to meet its financial obligations as they fall

due. The Organization is exposed to this risk mainly in respect of the timing of receipt of the accounts

receivable and the required timing of payment of accounts payable and accrued liabilities. The

Organization is exposed to liquidity risk and it manages this risk by preparing and monitoring forecasts of

cash flow from operations.

Market risk

Market risk is the risk that the fair or future cash flows of a financial instrument will fluctuate because of

changes in market prices. Market risk is comprised of currency risk, interest rate risk and other price risk.

i) Currency risk

Currency risk is the risk that the fair value of financial instruments or future cash flows associated with the

instruments will fluctuate relative to the Canadian dollar due to changes in foreign exchange rates.

Substantially all of the Organization's transactions are in Canadian dollars and as a result the Organization

is not subject to significant currency risk.

ii) Interest rate risk

Interest rate risk is the risk that the fair value of financial instruments or future cash flows associated with

the instruments will fluctuate due to changes in market interest rates.

The Organization has an operating line of credit, as set out in Note 5 to these financial statements.

Consequently, the Organization is exposed to interest rate fluctuations on this financial instrument.

iii) Other price risk

Other price risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate

because of changes in market prices (other than those arising from interest rate risk or currency risk),

whether those changes are caused by factors specific to the individual financial instrument or its issuer, or

factors affecting all similar financial instruments traded in the market.

The Organization is not exposed to other price risk.

Changes in risk

There have been no significant changes in the Organization's risk exposures from the prior year.

48

Page 11 of 12



10. COMMITMENTS

The Organization has a single year lease agreement for its office and program facilities, with an initial

term that ends in September 2021. The agreement also includes two single year renewal options,

granting the Organization the ability to extend the term up until September 2023. Upon completion of

this agreement, the Organization intends to enter into negotiations with the Ottawa-Carleton District

School Board to sign a long-term extension of the lease agreement at its current premises.

The Organization has also committed an additional $186,417 towards building improvements for its

property at 510 Rideau Street to expand service offerings and building accessibility.

11. CONTINGENCIES

The organization is subject to a legal claim that management believes will conclude during the next

fiscal year. An amount of $56,000 has been accrued and expensed in the current year relating to this

claim. The likelihood and amount of any potential liability in excess of what has been recorded is

undeterminable at this time.

12. SUBSEQUENT EVENTS

Subsequent to year-end, a legal claim was brought against the Organization. The claim has been

settled in the amount of $15,772 and has been accrued for within these financial statements.

13. ECONOMIC DEPENDENCE

The Organization receives 45% (2020 - 41%) of its revenues from the Ontario Federation of

Indigenous Friendship Centres and 42% (2020 - 38%) of its revenues from the City of Ottawa. The

Organization is dependent upon these funding arrangements remaining in effect.

14. ECONOMIC UNCERTAINTY

In mid-March of 2020, the province of Ontario declared a state of emergency in response to the public

health concerns originating from the spread of COVID-19. Those measures included travel restrictions

and social distancing requirements which included a call to avoid crowded places and non-essential

gatherings. As a result of these events, the Organization's operations, were impacted.

After a lifting of the state of emergency in the second half of the year, the province of Ontario reinstated

the state of emergency at the end of December 2020. A high degree of uncertainty persists

surrounding the full economic impact of the situation. The unpredictable nature of the spread of the

disease makes it difficult to determine the length of time that the Organizations operations will be

impacted. Consequently, at the time of issuance of these financial statements, the full effect that the

abrupt decline in economic activity will have on the Organization's operations, assets, liabilities,

revenues and expenses for the coming year are not yet known.

15. COMPARATIVE FIGURES

Certain accounts in the prior year financial statements have been reclassified for comparative

purposes to conform with the presentation in the current year's financial statements.

Page 12 of 12

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Odawa Native Friendship Centre

815 St Laurent Blvd

Ottawa, ON K1K 3A7

613-722-3811

www.odawa.on.ca

ONFC Annual Report

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