2013/14 Annual Report

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1 2013/14 Annual Report (April 1, 2013 to March 31, 2014)

2 TABLE OF CONTENTS Joint Message from AHMA s CEO and the Board of Directors President... 3 Message from BC Housing s Chief Executive Officer... 4 Our Strategic Framework... 5 AHMA s Vision, Mission, and Values... 5 History of AHMA... 6 Serving BC s Aboriginal Communities... 8 Report on Performance... 9 Financial Highlights Organizational Structure Corporate Governance: Board of Directors AHMA Organizational Chart AHMA Corporate & Honorary Members CBOs Under Operating Agreements Resources Contact Information Page 2 of 14

3 Joint Message from AHMA s CEO and the Board of Directors President The year was filled with a lot of excitement, change, collaboration, and above all, hard work. After completing devolution in February 2013, we are now finished the first five-year Transition Stage of devolving units, services, and programs from BC Housing and are now into our five-year Transformation Stage. We have hit the ground running, setting up processes, programs, and services to help our Aboriginal Community-Based Organizations (CBOs) across the province. First of all, we would like to extend thanks to our Board Members for their service throughout the year. Our two new Independent Directors, Adam Munnings and Michael Bonshor (Treasurer), as well as our two new General Directors, George Girouard and Josie Whitehead, worked cohesively with current Independent Directors Chief Dale Harry (President) and Rudy Small as well as with General Director Tina Larouche (Vice President) to help propel AHMA toward success in working through our Strategic Plan: 2013 to 2018 goals and directions. The Board has been instrumental in reviewing all projects, plans, and directions and assuring they follow the Strategic Plan set forth for AHMA. This year, we focussed a majority of our attention on the first strategic direction, Strengthen Operations. In order to serve the 41 CBOs we have operating agreements with and the communities they serve, we have been working to streamline processes, create new programs and services, improve communications and technology, ensure a seamless transition for the final devolution, and continue to adhere to the four-pillar approach to monitoring housing societies. The four-pillar approach includes Culture (being current, respectful, and responsive), Transparency (achieving equality through transparent work, consistency, and openness), Sustainability (promoting sustainability), and Leadership (excelling in leadership through innovation, accountability, and credibility). In our office we have a committed team of professionals in place who have a good understanding of the operational side of housing management, and who are dedicated to seeing that not only are the community based organizations successful, but that the staff, and of course the tenants, are treated with respect and understanding. The Spring Gathering was pivotal to AHMA s success this year. It acted as forum to engage with CBOs, engender a sense of ownership and inclusion, and develop a feedback mechanism. The Gathering also held a secondary research role, where we were able to gather information and survey industry members and partners about their cares, concerns, and ideas of how to solve industry problems. Over half of our CBOs were represented at the event, as well as 20 individuals from outside organizations (including local Page 3 of 14

4 and provincial government and non-profit, housing, financial, and Aboriginal sectors). The projects and programs that were either created out of the Gathering or furthered along included Ready to Rent BC s Train the Trainer program, Community Voice Mail (CVM), an Indigenous Housing Guide, alternative forms of home ownership services, asset management programs, and more. We have also been busy creating, strengthening, and building relationships with organizations in the social housing industry. Some of the organizations we have been working with include: BC Non-Profit Housing Association (BCNPHA), Canadian Housing and Renewal Association (CHRA), First Nations Health Authority, Aboriginal Directions, the University of British Columbia s School of Community and Regional Planning (SCARP), the Healthy Aboriginal Network, and more. In addition, AHMA has been working to advocate on behalf of Aboriginal housing and service organizations to local, provincial, and federal government bodies. Internally, we have grown as well. This year we added five new staff members and additional seconded staff from BC Housing, all with a focus on Aboriginal recruitment. Finally, we have been working with an external Human Resources group to create human resource policies, procedures, and template documents that we soon hope to roll out to all our CBOs as resources to be used. Overall, this year has been a great start to our Transition Stage and we are excited to see the next four years unfold. Hoy-chewx-a Siyam (Squamish for Thank you, respected one. ) Ray Gerow, Chief Executive Officer Chief Dale Harry, Board of Directors President Message from BC Housing s Chief Executive Officer The devolution of housing, programs, and services from BC Housing to the Aboriginal Housing Management Association (AHMA) and its community-based organizations has been completed. It is now a pleasure to see the growth in the sector and the support that AHMA is providing. Open and honest dialogue has been key to the success of this partnership. AHMA has proven to be innovative in both the way it approaches problems and how it approaches solutions with an Aboriginal focus and community-centred outlook. AHMA continues to grow and evolve, reaching out in its own self-governance model to create, support, and strengthen relationships with its Aboriginal organizations and others in the social housing industry at large. I look forward to the next four years in AHMA s Transition Stage, knowing that the Aboriginal housing community is thriving in British Columbia. Shayne Ramsay, CEO, BC Housing Page 4 of 14

5 Our Strategic Framework AHMA s Vision, Mission, and Values Our Vision To facilitate and develop Aboriginal homes that are the best response to the Aboriginal Community s needs. Our Mission To lead a holistic, accountable, transparent, innovative housing authority that supports, inspires, and responds to the needs of the BC Indigenous community, through partnerships, relationship building, and preserving our culture. Our Values 1. Responsive: service-oriented, relationship-centred, collaborative We value a responsive working culture, which is relationship-centred and collaborative in approach. 2. Capacity-Building: empower, self-sufficient, visionary We strengthen capacity by empowering our stakeholders with self-sufficiency and visionary practices. 3. Holistic: diversity, partnership, growth We deliver holistic leadership by honouring diversity, partnership, and growth. 4. Innovative: flexible, entrepreneurial We strive for innovation through flexibility, entrepreneurship, and creativity (while honouring our experience). 5. Respect: trust, reliable, integrity, accountability We earn the respect of our stakeholders through trust, reliability, and accountability. 6. Advocacy: supportive, relationship-centred We advance the quality of housing for the collective interests of our communities. Page 5 of 14

6 History of AHMA The Aboriginal Housing Management Association (AHMA) began as a member-driven society in the 1990s. It is the first and only Aboriginal social housing management agency in Canada. It is a non-profit, community-based organization (CBO) that is committed to the self management of quality affordable housing for urban and rural Aboriginal people living in British Columbia. AHMA is uniquely placed to deliver operational support, guidance, and funding management to its 40 Aboriginal CBOs across the province. As an Aboriginal organization, we understand the importance of telling our story, in order to honour, remember, and respect the history of our people and those who helped build the organization. As such, we have included below a lengthier description of the key milestones that helped make AHMA the organization it is today In this period, Canada Mortgage and Housing Corporation (CMHC) announced it would stop building new urban Native housing units and devolved social housing to the provinces. An informal collective of Aboriginal housing societies formed in response to this, called the Urban Native Housing Societies of BC (1994). This organization then evolved into what is now the unified umbrella organization, the Aboriginal Housing Management Association (1995) The BC Urban Native Organizations gathered in North Vancouver to develop a resolution under which the self-management model would be developed On July 1, 2004, AHMA was authorized to subsidize Aboriginal Housing CBOs (a Provincial portfolio of 400 units of housing). There was an initial transfer of 189 units from to the Province to AHMA for administration. On October 12, 2004, BC Housing and the Minister of Community, Aboriginal, and Women s Services, Murray Coell signed an interim self-management agreement the first of its kind in Canada for the transfer of the provincial non-reserve Aboriginal housing portfolio to AHMA, and at the transfer ceremony said that safe, affordable housing for Aboriginal people should be managed by Aboriginal people BC Housing transferred an additional 565 units to AHMA. This marked the beginning of the 10- year Devolution Period: five years of transition, followed by five years of transformation. Page 6 of 14

7 On July 25, 2007, AHMA and the Province of B.C. announced $50.9 million (via the Off-Reserve Aboriginal Housing Trust) in funding to create 292 housing units in 10 communities across the province. The one-time Aboriginal Housing Initiative was administered by AHMA to 13 Aboriginal Housing Providers and the communities they served. In addition, AHMA closed up the Victoria, BC, office and in September moved operations to its current home in West Vancouver. AHMA created a new governance model and Board of Directors structure to increase transparency and accountability; in addition, it focused on building capacity to manage the devolution of properties. As part of AHMA s effort to learn and share with other Aboriginal CBOs worldwide, AHMA held the 2012 World Indigenous Housing Conference: Sharing Our Stories; Sharing Our Successes in Vancouver, BC, from June 11-15, This conference had over 700 people in attendance and included speakers, dancers, and artists from around the world, including New Zealand, Australia, United States, and Canada. All three Aboriginal groups from across Canada were represented: First Nations, Métis, and Inuit. The Rural Native Housing Program (RNH), begun by the federal government in 1974 and transferred to BC Housing by the Canada Mortgage and Housing Corporation in 2007, included 520 single-detached houses scattered across 112 small communities throughout B.C. On July 5, 2012, BC Housing announced it would be transferring all of its RNH housing stock to the Aboriginal housing sector. The first transfer was of 75 RNH properties on Vancouver Island to M akola Housing Society. AHMA and BC Housing signed the BC Aboriginal Social Housing Management Agreement (ASHMA) to devolve all provincial Aboriginal housing programs to AHMA and its CBOs. BC Housing sent seconded staff to AHMA to aid the transition. This ends the Transition Period. By April 10, 2013, the entire RNH portfolio completed its transfer to AHMA and its CBOs with a final move of 428 properties to M akola Housing Society, Kamloops Native Housing Society, and Mamele awt Qweesome Housing Society. The Minister of Aboriginal Relations and Reconciliation Ida Chong said, The final transfer of the ownership and management of the Rural Native Housing from government to Aboriginal housing providers is another demonstration of our commitment to safe, affordable, and culturally appropriate social housing for Aboriginal Peoples. This Aboriginal self-management model is the first of its kind in Canada and better serves the needs of Aboriginal Peoples in British Columbia. Page 7 of 14

8 On February 22, 2013, the B.C. government announced that its complete Aboriginal Housing portfolio had been devolved to AHMA for administration. The Province transferred approximately 2,500 Aboriginal housing units to AHMA s administration. With the addition of the RNH properties, the total portfolio of devolved units to AHMA since 2004 was around 4,200. In the Transformation Stage, AHMA began work to fulfill its AHMA Strategic Plan: 2013 to 2018 directions of Strengthening Operations, Ensuring Capital Asset Management and Development, Analyzing and Developing Programs, Ensuring Sustainability: Research and Advocacy, and Strengthening Governance As of October 1, 2014, AHMA itself owned and operated 48 units of Aboriginal housing under the Rural Native Housing (RNH) program. In addition to Aboriginal housing stock, AHMA administers 40 Aboriginal CBO operating agreements and continues to provide operational support and services, having impact on thousands of units and individuals province-wide. Beyond 2014 Today and going forward, AHMA continues to operate and approach Aboriginal housing in British Columbia based on the rights and principles described in Article 23 of the United Nations Declaration on the Rights of Indigenous People (as declared in UN General Assembly on September 13, 2007): Indigenous peoples have the right to determine and develop priorities and strategies for exercising their right to developments. In particular, Indigenous peoples have the right to be actively involved in developing and determining health, housing, and other economic and social programmes affecting them, and as far as possible, to administer such programmes through their own institutions. Serving BC s Aboriginal Communities AHMA s mandate is to serve BC s Aboriginal communities and to provide leadership, support, and collaboration on the full spectrum of housing issues, from homelessness to subsidized housing to homeownership. Housing units are important assets for the Aboriginal community and, more importantly, for those families and individuals that reside there. The units are located in the community, provide safe, affordable housing to local citizens, and constitute a social investment that improves the lives of local families. AHMA aims to create a collective impact within the Aboriginal housing sector through a three-pronged approach: working with CBOs to create stronger Aboriginal organizations, working with tenants to create a better understanding of tenants rights and obligations, and working with the communities to create an understanding of the communities role in addressing the housing needs of our people. Page 8 of 14

9 Report on Performance In keeping with our philosophy of reflecting Aboriginal values, we seek to identify opportunities that improve the lives of our people, their families, and the communities they choose to live in and ensure participation in decisions that affect their lives and that benefit the community as a whole. AHMA s way of doing business continues to be refined and deepened by insights generated by our interventions and contacts with our community-based organizations and community partners. In the year, AHMA staff members have spent the majority of their time since devolution working on strengthening AHMA s operations. The Aboriginal Housing Advisors (APAs) are in the process of visiting all of their portfolio s Community-Based Organizations (CBOs) on an informal basis. With each visit, the APAs are gaining better understanding of the organizations, viewing the CBOs units/properties, and expanding conversations to ask and answer questions. This year, AHMA began work on our policies and procedures framework. Also, AHMA has created an Integrated Marketing and Communications Plan that aims to better share our information and that of our CBOs with other industry partners, the government, each other, and the public. As part of this plan, AHMA has started updating its connectivity and technology to improve communications with our CBOs across the province, especially in remote or hard-to-reach areas. AHMA has made significant strides in developing our Asset Management Services with the primary focus of enhancing CBOs capacity to create plans and strategies that will increase the sustainability and growth of their housing portfolios, which correlates directly with the long-term sustainability of the CBOs and their services to the community. AHMA has continued to provide and improve the Project Management Services we have been providing for the last two years, which includes procurement tools and project oversight on capital projects. AHMA has seen great growth in advocacy and research this year. At the Spring Gathering, over 12 topics were researched and additional data collected from the Aboriginal CBOs, government officials, and other industry participants in attendance. These research and discussion topics were then written into short stories and shared out both in print and online across the province in our AHMA Gathering magazine. We have also partnered with three of our CBOs, Fraser Valley Health, and the First Nations Health Authority to seek out funding for a research project on diabetes and obesity in Aboriginal populations and have joined a new research project with the University of British Columbia s School of Community and Regional Planning (SCARP) to look into the similarities and differences facing Aboriginal housing both on- and off-reserve. Finally, in the year, AHMA underwent some changes as an organization, growing, forging partnerships, and expanding services. AHMA conducted a reorganization to increase capacity in-house, including hiring five new people, adding the positions of Administrative Assistant, Business Manager, and Communications Manager. AHMA sought out employees in an Aboriginal-first manner, even seeking out additional Aboriginal seconded staff from BC Housing. Page 9 of 14

10 Financial Highlights The following are brief highlights from AHMA s financial statements, audited by Reid Hurst Nagy Inc. The full statements are available on AHMA s website or upon request ASSETS Cash $5,159,605 $2,031,304 Capital Assets $7,507,809 $1,213 Other $56,176 $159,356 $12,723,590 $2,191,973 LIABILITIES $3,657,837 $995,977 FUND BALANCES Operating $1,557,944 $1,194,683 Capital Assets $7,505,809 $1,213 $9,065,753 $1,195,896 CHANGES IN CASH Revenue $182,266 $899,306 Changes in Non-Cash Working Capital Account $2,765,040 ($268,920) Cash from Financing and Investing Activities $180,995 $244 Net Increase in Cash $3,128,301 $630,630 Notables: AHMA s First Honorary Member, Margaret Pfoh In December 2013, AHMA recognized Margaret Pfoh s 16 years of dedicated service by offering her AHMA s first Honorary Member status as well as the gift of a Talking Stick, designed by a local Aboriginal artist. Margaret has been an instrumental part of AHMA s successes, as she has been with the organization in an executive position since She began her time on AHMA s Board of Directors as a General Director, elected to Vice President of the Board in 1998, and moved on to President in 2003, where she stayed until her step into the Interim CEO shoes in early AHMA s Board Members consist of both General Members and Independent Members and serve on a unpaid basis, devoting their time, knowledge, and expertise in order to help AHMA to best serve the Aboriginal community in British Columbia. Supplied Photo Page 10 of 14

11 Organizational Structure Corporate Governance: Board of Directors Chief Dale Harry President Independent Director Elected 2008 Tina Larouche Vice President General Director Elected 2013 (also served on the Board as Secretary from 2006 to 2008) Michael Bonshor Treasurer Independent Director Elected 2013 Finance and Audit Committee Adam Munnings Independent Director Elected 2013 George Girouard General Director Elected 2013 Josie Whitehead General Director Elected 2013 Nominating and Good Governance Committee Rudy Small Independent Director Elected 2008 Nominating and Good Governance Committee Photos by: Rachel Humenny Page 11 of 14

12 AHMA Organizational Chart As of March 31, 2014, the following organizational chart is an update to the AHMA Strategic Plan: 2013 to 2018 s Objective 5.4 Executive Committee of Senior Management AHMA Organizational Chart. *Seconded Staff from BC Housing, term end October 2015 Page 12 of 14

13 AHMA Corporate & Honorary Members As of March 31, 2014, the following Aboriginal Community-Based Organizations are AHMA Members: Corporate Members Aqanttanam Housing Society Cariboo Friendship Society Conayt Friendship Society Dakelh & Quesnel Community Housing Society Dawson Creek Native Housing Society Fort St. John Native Housing Society Lu'ma Native Housing Society* M'akola Group of Societies Mamele'awt Qweesome Housing Society/To'o Housing Society Prince George Métis Housing Society Prince George Native Friendship Centre Vernon Native Housing Society *New member in the year Honorary Member Margaret Pfoh* *New member in the year CBOs Under Operating Agreements As of March 31, 2014, the following is a list of all Community-Based Organizations under operating agreements with AHMA: Aqanttanam Housing Society Cariboo Friendship Society Circle of Eagles Lodge Society Conayt Friendship Society Cwenengital Aboriginal Society Dakelh & Quesnel Community Housing Society Dawson Creek Native Housing Society First Nations Friendship Centre Fort Nelson Aboriginal Friendship Society Fort St. John Friendship Society Fort St. John Native Housing Society Healing Our Spirit BC Aboriginal HIV/AIDS Society Helping Spirit Lodge Society Hiiye'yu Lelum House of Friendship Society Kackaamin Family Development Centre Kamloops Native Housing Society Kekinow Native Housing Society Ki-Low-Na Friendship Society Kla-How-Eya Aboriginal Centre Lillooet Friendship Centre Society Lu'ma Native Housing Society M'akola Group of Societies Mamele'awt Qweesome Housing Society/To'o Housing Society Okanagan Métis & Aboriginal Housing Society Okanagan Nation Transition Emergency House Prince George Métis Housing Society Prince George Native Friendship Centre Stó:lō Nation Tahltan Health & Social Services Authority Westcoast Native Health Care Society Tillicum Lelum Aboriginal Society Vancouver Aboriginal Friendship Centre Society Vancouver Aboriginal Transformative Justice Vancouver Native Friendship Centre Vancouver Native Health Society Vancouver Native Housing Society Vernon Native Housing Society Victoria Native Friend Centre Xolhemet Society ** CBO closed in year: Spirit Bear Centre Society is no longer in existence. Page 13 of 14

14 Resources AHMA Strategic Plan: ; accessed at: AHMA Gathering Magazine, Spring 2014; accessed at: United Nations Declaration on the Rights of Indigenous Peoples; accessed at: Contact Information For general inquiries, please use the following contact information: Aboriginal Housing Management Association (AHMA) Suite Park Royal South West Vancouver, BC V7T 1A2 Phone: (Local) (Toll-free) Fax: Page 14 of 14

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