ANNUAL REPORT 2017 - waskahegen.com · 12 15 11 8 10 7 6 5 1 4 45 46 30 21 16 9 2 3 34 18 Mont-Joli...
Transcript of ANNUAL REPORT 2017 - waskahegen.com · 12 15 11 8 10 7 6 5 1 4 45 46 30 21 16 9 2 3 34 18 Mont-Joli...
ANNUAL REPORT 2017
Communities of Native Alliance of Quebec 3
Message from the Chief Executive Officer 4 - 5
Message from the Premier of Quebec 6
Message from Lac-Saint-Jean Member of Parliament 7
Message from the Building Operations Director 8 - 11
Message from the Building Operations Manager 12 - 13
Message from the Lawyer of the Legal Department 14 - 15
Message from the Buiding Maintenance Supervisor 16 - 17
Message from the Social and Community Intervention Supervisor 18
Pourvoirie du lac Husky 19
The Waskahegen Classic 19
Board 20
2
TABLE OF CONTENT
CORPORATION WASKAHEGEN 112, avenue de l’Église, suite 204
Dolbeau-Mistassini, QC G8L 4W4
Phone: 418 276-7551 | Fax: 418 276-8302
E-mail: [email protected]
Website: www.waskahegen.com
Copyright - Bibliothèque nationale du Québec and National Library of Canada, 2017
48
47
4443
42
41
40
39
3837
32
3127
2829
3336
35
2423
25
26
22
20
19
17
14
13
1215
11
108
7
6
5
1
4
45
46
30
21
16
9
2
3
34
18
Mont-Joli
Baie-Comeau
Sept-Îles
Dolbeau-Mistassini
Loretteville-Québec
Val d’Or
Maniwaki
Mansfield
Rouyn-Noranda
Hull
LEGEND
Region 01
Region 02
Region 03
Region 04
Region 05
Native Alliance of Quebec
Head Office
Waskahagen Corporation
Head Office
Branch
COMMUNITIES OF NATIVE ALLIANCE OF QUEBEC
48
47
4443
42
41
40
39
3837
32
3127
2829
3336
35
2423
25
26
22
20
19
17
14
13
1215
11
108
7
6
5
1
4
45
46
30
21
16
9
2
3
34
18
Mont-Joli
Baie-Comeau
Sept-Îles
Dolbeau-Mistassini
Loretteville-Québec
Val d’Or
Maniwaki
Mansfield
Rouyn-Noranda
Hull
LEGEND
Region 01
Region 02
Region 03
Region 04
Region 05
Native Alliance of Quebec
Head Office
Waskahagen Corporation
Head Office
Branch
1 Notre-Dame-du-Nord
2 Rouyn-Noranda
3 Val d’Or
4 Belleterre-Laforce
5 Kipawa-Témiscaming
6 Rapides-des-Joachims
7 Chapeau
8 Waltham
9 Mansfield
10 Fort-Coulonge
11 Île-du-Grand-Calumet
12 Bryson
13 Campbell’s Bay
14 Otter Lake
15 Quyron
16 Maniwaki
17 Grand-Remous
18 Hull
19 Ste-Véronique
20 Oka
21 Montréal
22 St-Jean
23 Yamachiche
24 Trois-Rivières-Métropolitain
25 Sherbrooke
26 Magog
27 Normandin
28 St-Félicien
29 Roberval
30 Dolbeau-Mistassini
31 St-Nazaire
32 Chicoutimi
33 La Tuque
34 Loretteville-Québec
35 Saint-Lazare-
de-Bellechasse
36 La Malbaie
37 Sacré-Coeur
38 Tadoussac
39 Les Escoumins
40 Sault-au-Mouton
41 Forestville
42 Ragueneau
43 Chute-aux-Outardes
44 Pointe-Lebel
45 Maria Bonaventure
46 Sept-Îles
47 Havre St-Pierre
48 St-Augustin
3
For the past few months,
a wave of consciousness
has been washing
across our Corporation.
Events in the forefront of
current developments
have brought about
an awakening of
consciousness and
highlighted realities, which,
even if they have existed
for a long time, have remained in the shadows. We are
going through a period of social upheaval affecting the
whole community from top to bottom and from right
to left.
Following the #metoo movement, there has been a
lot of discussion about the rights of our Aboriginal sisters
these past few months, particularly in the National
Inquiry into Missing and Murdered Indigenous Women
and Girls and the work of the Committee on Citizen
Relations with regard to Aboriginal women’s living
conditions.
In addition, the thirst for justice and equality in
our communities has also reached an unexpected but
necessary level in the aftermath of the Colten Boushie
affair. This year, we will remember that through the
mobilization of thousands across the country, our brothers
and sisters have asked people to open their eyes.
It was with all this in mind that we carried out our
actions this year among off-reserve Natives. We feel
moved to action by the current social climate because
we once again hear the echoes of the battles we
have been fighting for the past 46 years. I’m not only
thinking about access to housing, but also the ancestral
Aboriginal rights of Métis and non-status Indians
living off reserve, a subject which is close to our hearts
because we have been fighting relentlessly for decades.
In our organization, we are cultivating citizen
awareness, which puts the well-being of our fellow
citizens at the heart of our mission. Waskahegen is
working hard to provide off-reserve Natives a space
in which they can live and develop. Every day, across
Quebec, thousands of people are living under a roof
built by Corporation Waskahegen. It can never be
repeated often enough: access to quality housing is
a fundamental right and an essential ingredient for
every individual’s well-being. In addition, according to
article 25 of the United Nations’ Universal Declaration of
Human Rights, “Everyone has the right to a standard of
living adequate for the health and well-being of himself
and his family, including food, housing and medical care
and necessary social services”.
“As the prime minister has said many times, when it comes to renewing the relationship between Canada and Indigenous peoples, we have a responsibility to do better and to do more.”
Finance Minister Bill Morneau
in the House of Commons on February 27, 2018.
OPENYOUR EYES
BECOMECONSCIOUS
ACT
Gilles BérubéChief Executive Officer
4
TRIBUTE TO DWIGHT DOREYIn May 2018, the former national chief
of the Congress of Aboriginal Peoples,
Dwight Dorey, passed away. On behalf of
Corporation Waskahegen, I would like to
offer my sincerest condolences to Mr. Dorey’s
family and loved ones. Throughout his life,
Dwight Dorey worked to bring about a true
reconciliation between Indigenous peoples
and the Canadian government. He was also
a passionate defender of the rights of off-
reserve Natives and we worked with him on
many occasions. His death is a great loss for
our whole community and we would like to
pay homage to him.
Where public authorities are concerned, a few
advances need to be highlighted. Some government
actions indicate the political will to improve the quality
of life of Natives and respect the rights of First Nations.
The federal government announced in its February 2018
budget that it would allocate $4.7 billion over five years
for the well-being of indigenous families and children
and $613 million for the right to self-determination.
The Quebec government is also working to improve
Indigenous living conditions through different programs
and public inquiry commissions.
Measures in the federal budget specifically target
housing. It says that “Indigenous leaders have told
the Government that when it comes to housing in First
Nations, Inuit and Métis Nation communities, the best
approach is one that respects the distinct needs of
each Indigenous group. The Government agrees.
To address these issues, the Government is providing
new, distinctions-based support through Budget 2018
for a First Nations-led housing strategy, an Inuit-led
housing plan and the Métis Nation’s housing strategy.”
The government intends to work with Indigenous
communities to support housing on reserves and
support the Métis Housing Strategy in particular. As
we have been demanding for many years now, we
would like budgets associated with these measures to
be administered by indigenous organizations that are
entrenched in the environment. We have the same hope
for programs managed by the Quebec government.
It would be another step forward towards our quest
for autonomy.
On the off-reserve Native housing issue, as on many
important issues that affect all our communities, we call
on different parties to act. The call to action launched by
the Truth and Reconciliation Commission of Canada is
a good lead.
As Bill Morneau recognized himself when tabling the
budget, people who govern must do more and must do
better. There is still a lot of work to be done. Assisted by
our allies, we are ready to work to build a better world
for our brothers and sisters.
To conclude, I would like to sincerely thank all our
team members who how kindness and compassion in
looking after the well-being of our community. I would
also like to thank all our partners because it is with their
support that we have in hand the tools to build the
future.
Gilles Bérubé
Chief Executive Officer
Message from the Chief Executive Officer
5
Message from the Premier of Quebec
Philippe CouillardPremier of Quebec
As premier and Roberval MNA, I would like to highlight the commitment
of the entire team at Corporation Waskahegen, which has devoted 46
years to date to improve the quality of life of thousands of Indigenous
families.
This annual report, beyond the results presented, throws light
on the remarkable work of all the women and men who since the
beginnings of the Corporation have made more than 2,000 housing
units available to families in need and provide adapted support so that
these people can develop in an environment conducive to their well-
being and fulfilment.
In this landmark year, the actions of organizations such as
Corporation Waskahegen, combined with those of the Government
of Quebec, will contribute greatly to the improvement of the living
conditions of First Nations and Inuit in a variety of crucial fields such as
youth, health, education, status of women, housing and much more.
Together, we contribute to making Quebec a stronger and more
united society.
Congratulations to the whole Corporation Waskahegen team.
Carry on the good work!
6
Having continually supported Corporation Waskahegen as a Dolbeau-
Mistassini city councillor, and then as its mayor, I am very happy to be
now able to express my support as the federal member of parliament
for Lac-Saint-Jean.
Corporation Waskahegen, in fact, has for many years been a lever
for both economic and social development for off-reserve Natives.
Although Corporation Waskahegen’s action mainly revolves around
the administration of thousands of affordable housing units for people
from Indigenous communities, it also offers related services, such as job
market development programs and measures to promote economic
development.
By providing resources for Indigenous peoples, Corporation
Waskahgen also contributes to the economic and social development
of the entire Saguenay–Lac-Saint-Jean region.
Our government too acts in the same way as Corporation
Waskahegen, particularly with the National Housing Strategy, which,
by supporting the development of affordable housing for all
Canadians, will necessarily meet an obvious need and strengthen the
quality of life of our fellow citizens. So, I can only wish for a successful
collaboration between Corporation Waskahegen and the federal
government.
Finally, I ardently hope that Corporation Waskahegen, which just
celebrated its 45th anniversary, will maintain its socioeconomic impact
for the next 45 years!
Once again, congratulations to all those involved in this
organization for their work!
Message from Lac-Saint-Jean Member of Parliament
Richard HébertLac-Saint-Jean Member of Parliament
7
In November 2013, Corporation Waskahegen/Habitat
Métis du Nord was invited to submit a report to the
Ministère des Affaires municipales, des Régions et de
l’Occupation du territoire as part of a preparatory
consultation on the National Housing Policy.
In our report, we put forward some data published
by Statistics Canada. This data shows the significant
inequalities between off-reserve Natives and non-
Natives, particularly where the lack of public housing,
overcrowding, low incomes, unemployment, benefit
recipient rate, etc. are concerned. Unfortunately, these
inequalities continue to this day.
The theme this year, “OPEN YOUR EYES - BECOME
CONSCIOUS - ACT” is consistent with the will of the
federal government to take responsibility for doing
better and doing more. Politicians have opened their
eyes and become conscious of the reality of Indigenous
peoples’ lives. This consciousness must materialize into
action to offer off-reserve Natives a better quality of life.
Access to suitable off-reserve housing is basic
and remains an essential need and a recognized right.
Without urban or off-reserve housing, there will be no
post-secondary education or access to healthcare and
this will result in the weakening of future generations.
The Indigenous reality is different. The cultural
baggage, the high birth rate and social and
generational problems make Natives a special group
of clients. Poor and deprived, they are excluded from
private sector housing or fall outside existing public
housing programs. They often exclude themselves
because they do not have the resources to simply take
the steps to find housing.
Given that Corporation Waskahegen/Habitat Métis
du Nord has been working on housing for the past
46 years, it has collected data from its clients and
acquired an expertise which allows it to target the
problems experienced by off-reserve Natives.
Corporation Waskahegen/Habitat Métis du Nord
has put a lot of effort into improving housing conditions
and the socioeconomic reality of off-reserve Natives.
These interventions have led to some progress in living
conditions, but there is still a lot of work to do.
Martin VoisineBuilding Operations Director
OPEN YOUR EYES BECOME CONSCIOUS ACT
8
Message from the Building Operations Director
Since 2008, an important financial decision
coming from the provincial and federal governments
set off a process to renovate our buildings which were
in an advanced state of decay. We think we have
come a long way. We must continue to offer adequate
housing in sufficient numbers to the poorest in our
society.
For Indigenous peoples, having access
to housing suited to them, which respects
the reality of their family situation, is one
of the only ways to give them real hope.
It is also one of the only means they have
to reach for something better, define their
identity, take their place and assume their
responsibilities in the citizen equation for
an egalitarian and healthy Quebec.
Investing in public housing enables
our community members to aspire for
better education and better paid and
higher quality jobs. This is conducive to
the reduction of the unemployment rate
and the intergenerational transmission of
a whole culture to the Quebec job market. In addition,
this would necessarily lead to increasing the wealth
of Indigenous peoples and give some of them access
to the private housing market and some others, even
to home ownership.
TOGETHER, WE CAN DO IT!As for last year’s results, we are proud of the work
done by the whole team. Thoroughness and
dedication are the foundations of our organizational
culture and this allows us to maintain high standards
for performance indicators which make it possible for
our partners to see our efficiency.
ACCOUNTS RECEIVABLEBetween 1997 and 2005, rents receivable at the end
of the respective fiscal years fell substantially from
$425,744 to $89,408. Since 2008, results have been
levelling off. For 2017, we ended the year with a result
comparable to the last ten years with $78,894
(see table further down).
Apart from the regularity of our tenants, the main
reasons for maintaining accounts receivable at such
low levels can be explained by our staff’s conscientious
follow-up. We are now working on prevention with our
clients through our social and community department,
which systematically meets each new tenant upon
arrival. As for our rental operations representatives
(ROR), they quickly and frequently contact in writing
and by phone tenants who do not pay on time.
In addition, 70% of our tenants use our preauthorized
payment service. We strongly recommend this
payment mode to tenants because it minimizes
late payments. Finally, in certain special cases, we
offer tenants the option of entering into a payment
agreement spread out over several months.
450000
400000
350000
300000
250000
200000
150000
100000
50000
0
199
719
98
199
920
00
200
120
02
200
320
04
200
520
06
200
720
08
200
920
1020
1120
1220
1320
1420
1520
1620
17
425
,74
4 $
331,3
17 $
296
,98
5 $
278
,920
$
203,
597
$
144
,08
9 $
117,
48
0 $
93,
836
$
89,
40
8 $
117,1
19 $
129,
531 $
87,
365
$
69,
595
$
72,4
79 $
86
,78
1 $
61,0
00
$
64
,951
$
70,2
33 $
78,2
75 $
68
,189
$
78,8
94
$
250000
200000
150000
100000
50000
0
200
0
200
1
200
2
200
3
200
4
200
5
200
6
200
7
200
8
200
9
2010
2011
2012
2013
2014
2015
2016
2017
181,1
84
$
197,
313
$
203,
670
$
129,
268
$
107,
312
$
121,8
11 $
118
,94
0 $
125,
225
$
118
,121 $
102,
951
$
91,0
57 $
115,
96
3 $
115,
135
$
91,0
57 $
106
,26
0 $
78,4
24 $
104
,834
$
88
,459
$
100 %
95 %
90 %
85 %
80 %
75 %
70 %
2010
2011
2012
2013
2014
2015
2016
2017
86
%
91 % 9
3 %
85
% 88
%
93
%
89
%
88
%
9
BAD DEBTSBad debts stood at $88,459 for the whole of 2017.
This is the second best result of the past 18 years
(see the table below). Bad debts are closely related
to accounts receivable and this is why we are making
efforts to maintain accounts receivable at the lowest
levels possible, taking into consideration the special
situations encountered by our staff.
In addition, we pay careful attention to bad debts.
Our employees in outlying areas regularly work with
our legal department to track down former tenants or
applicants with an outstanding balance and thereby
recover some payment through agreements or salary
deductions.
INTRANETAfter a few years and several obstacles, we have
managed to make our Intranet available to all our
employees.
We were waiting for this addition because we work
in the context of participative management owing to
our organizational structure which has ten branches
across the province. Our employees contribute to the
management of more than 2,000 housing units in
117 Quebec municipalities. It was important for us to
maximize our communication and standardize the
message with all our team members. This valuable tool
greatly facilitates the work of our employees and lets us
save time.
ANNUAL VISITSIn 2017, we visited 88% of our housing units.
The purpose of these visits is to check the state of our
housing stock and the conditions in which our tenants
live. In this way, we can intervene in specific cases to
make changes and/or offer support adapted to needs.
The housing units which were not visited in 2017 (13%)
will be prioritized in 2018.
10
450000
400000
350000
300000
250000
200000
150000
100000
50000
0
199
719
98
199
920
00
200
120
02
200
320
04
200
520
06
200
720
08
200
920
1020
1120
1220
1320
1420
1520
1620
17
425
,74
4 $
331,3
17 $
296
,98
5 $
278
,920
$
203,
597
$
144
,08
9 $
117,
48
0 $
93,
836
$
89,
40
8 $
117,1
19 $
129,
531 $
87,
365
$
69,
595
$
72,4
79 $
86
,78
1 $
61,0
00
$
64
,951
$
70,2
33 $
78,2
75 $
68
,189
$
78,8
94
$
250000
200000
150000
100000
50000
0
200
0
200
1
200
2
200
3
200
4
200
5
200
6
200
7
200
8
200
9
2010
2011
2012
2013
2014
2015
2016
2017
181,1
84
$
197,
313
$
203,
670
$
129,
268
$
107,
312
$
121,8
11 $
118
,94
0 $
125,
225
$
118
,121 $
102,
951
$
91,0
57 $
115,
96
3 $
115,
135
$
91,0
57 $
106
,26
0 $
78,4
24 $
104
,834
$
88
,459
$
100 %
95 %
90 %
85 %
80 %
75 %
70 %
2010
2011
2012
2013
2014
2015
2016
2017
86
%
91 % 9
3 %
85
% 88
%
93
%
89
%
88
%
450000
400000
350000
300000
250000
200000
150000
100000
50000
0
199
719
98
199
920
00
200
120
02
200
320
04
200
520
06
200
720
08
200
920
1020
1120
1220
1320
1420
1520
1620
17
425
,74
4 $
331,3
17 $
296
,98
5 $
278
,920
$
203,
597
$
144
,08
9 $
117,
48
0 $
93,
836
$
89,
40
8 $
117,1
19 $
129,
531 $
87,
365
$
69,
595
$
72,4
79 $
86
,78
1 $
61,0
00
$
64
,951
$
70,2
33 $
78,2
75 $
68
,189
$
78,8
94
$
250000
200000
150000
100000
50000
0
200
0
200
1
200
2
200
3
200
4
200
5
200
6
200
7
200
8
200
9
2010
2011
2012
2013
2014
2015
2016
2017
181,1
84
$
197,
313
$
203,
670
$
129,
268
$
107,
312
$
121,8
11 $
118
,94
0 $
125,
225
$
118
,121 $
102,
951
$
91,0
57 $
115,
96
3 $
115,
135
$
91,0
57 $
106
,26
0 $
78,4
24 $
104
,834
$
88
,459
$
100 %
95 %
90 %
85 %
80 %
75 %
70 %
2010
2011
2012
2013
2014
2015
2016
2017
86
%
91 % 9
3 %
85
% 88
%
93
%
89
%
88
%
Message from the Building Operations Director
11
NEW HOUSING UNITSIn 2011, we started a project with the Société
d’Habitation du Québec (SHQ) through the Accès Logis
program to construct two 4-unit buildings in Maniwaki.
After seven years, the project has now been completed
and will receive its first tenants in September 2018.
At the same time, we are continuing to make progress
with our plan to construct two semi-detached units
in Rouyn-Noranda. These fall into the “family” housing
category. Other large scale projects will be considered
soon.
CONCLUSION AND ACKNOWLEDGEMENTS We are proud of last year’s results. These are due
to excellent team work. I would like to thank our
administrators, executives, employees, all our volunteers
from the Native Alliance of Quebec (NAQ) and our
financial backers and partners, which are the Société
d’Habitation du Québec (SHQ) and the Canada
Mortgage and Housing Corporation (CMHC). Thanks
to all these important actors, we succeed in offering
a good quality of life to off-reserve Natives.
Despite these positive results, there is still so much
to do. We must continue to mobilize to be in action mode
for the welfare of our clients and this requires
the political will to do more and better.
To conclude, I would like to thank the SHQ’s Serge
Bouchard, who acted as our management consultant
these past few years. I would like to take advantage
of this opportunity to wish a warm welcome to his
replacement, Stéphanie Gagné, with whom we have
already built a good relationship based on cooperation.
GOALS FOR 2018For this year, we would like to move forward
with our project to construct two semi-
detached buildings in Rouyn-Noranda. We
are also planning to make an important
change where the administration of all
our accounting operations is concerned
because we will install the new LOGIK.
NET software with the collaboration of
COGIWEB. In addition, we want to enhance
the Intranet to make it friendlier. Finally,
we will offer all our employees targeted
training to improve the services offered to
our clients.
I am very proud of our work team. Our vision of the
entire Indigenous community enables Corporation
Waskahegen to be proactive and anticipate the needs
of its clients.
The Société d’habitation du Québec gave us its
confidence some years ago by naming us the agents
of housing improvement programs. We are happy to
offer a new program in 2018 called Petits établissements
accessibles (PEA)/Small Accessible Enterprises (SAE).
Its purpose is to improve access to small neighbourhood
shops and businesses to promote the economic
development of the community.
The PEA/SAE program allows small enterprise
owners and tenants (shop, beauty salon, community hall
and others) to obtain a subsidy of up to $15,000 to make
their establishments accessible to people with disabilities
or reduced mobility.
In 2017, we granted 13 subsidies to Rénorégion
applicants for a total of $136,168.80. This program was
created to allow low-income owner-occupants in rural
areas to correct major defects in their homes.
For instance, thanks to the program, the elderly were
able to remain in their homes for a longer time.
Owners with limited incomes who do not have the
means to execute certain urgent repairs on their
homes have seen their concerns allayed.
We also offer the Home Adaptation Program in
collaboration with occupational therapists in the region
to adapt the homes of people with disabilities. Although
it enables us to considerably increase the quality of life
of these people and is very important to us, we received
no applications in 2017. So, I invite you to keep your eyes
open and spread the word around you so that all those
who need it can benefit from it.
HOUSING IMPROVEMENT PROGRAMS
Patricia LebeufBuilding Operations Manager
12
Message from the Building Operations Manager
COMMUNITY PROJECTSEach year, we have a budget that allows us to
complete several community projects. Social
and community workers from each branch
use their imagination to develop projects
that will resonate with their clients. Whether
it is to revitalize green spaces, support the
integration of new residents or break the
isolation of the single or elderly, they invest
all the energy necessary to make their efforts
successful. When it is possible, they invite
their colleagues from work to participate.
This allows them to get to know each other,
understand each other and forge strong
bonds with tenants.
To conclude, I would like to use this
opportunity to thank our employees who
gladly do their part to make people happy.
This year, they made it possible for 12
community projects to come to life.
MAWANDOSEG HALL AND LA TUQUE COMMUNITY CENTREOur tenants can enjoy two distinct gathering
places.
Mawandoseg Hall, located at Pincourt
Street in Quebec City, has been offering its
services to more than 100 households in the
area for more than 12 years. It encourages
volunteer action through its flea market and
many other activities carried out by our new
coordinator, Dorothée Rousselot.
As for the young La Tuque Community
Centre, it has been active for the past three
years on Des Rondiers Street. It dynamizes the
neighbourhood and benefits from the work
of a coordinator named Mélissa Lauzon,
who is as dynamic.
These are congenial places for our
tenants to visit, help each other and share,
which strengthens their sense of belonging.
They are as valuable for the vulnerable
elderly as for supporting parents and
families.
13
What makes an organization such as Corporation
Waskahegen/Habitat Métis du Nord grow, endure and
stand out is notably its capacity to identify its clients’
needs and offer them adequate and high-quality
services. For this, we must constantly listen to the
Indigenous families that we serve, keep our eyes open
to understand what they are experiencing, be aware
of their daily reality and find the best means to provide
solutions that contribute to the enhancement of their
quality of life.
This may seem obvious at first glance. However, one
of the greatest challenges of an organization is to see
reality as it is today and know how to adapt to changes
and grow while pursuing its principal mission.
A YEAR OF CHANGE AND DEVELOPMENTFor a few years now, we have noticed an increase in
the need for legal services. We are in particular facing
an increase in the number of cases at the Régie du
logement that require the expertise of a lawyer, both
during hearings as well as in the preliminary stages.
In the same way, on the ground, we notice that our
employees must increasingly deal with cases which are
beyond their legal scope. They are commonly asked to
take decisions that can have important repercussions
both for the organization and its clients. So, they must
be able to count on the continued support of qualified
legal experts to guide them to the right measures and
support them in the steps they take. Add to this the vast
territory to be covered, the speed with which information
travels, the labour shortage in many regions, the high
cost of consultations with external legal resources and
the constant concern of the legal department to remain
effective and offer excellent service at low cost. So, we
had to take decisions and make some changes.
Josée BérubéLawyer, Legal Department
LEGAL SERVICES
14
Legal services are now centralized in Quebec City.
We are still in the same building, but in two independent
offices. Moving was essential to have the space
necessary for the offices, ensure the confidentiality of
our interventions and respect the ethical standards that
apply to members of the Barreau du Québec and their
employees.
In the context of this restructuring, we have hired
a second lawyer, Maude Boissinot, who joined us in
June. The team is completed by a legal assistant who is
responsible for all the secretarial aspects.
The centralization of legal services has enabled us to
update all our legal files and digitize them. Considering
that we work with people across the province, online
research and quick access to documents was necessary.
With the digitization of files and computerization
of many procedures, we can now have access to
all documents in Quebec City, transfer the relevant
information to outlying areas in a few minutes and send
documents to the Court and Régie du logement using
the Internet.
All these changes required a lot of work, time and
additional effort, but we can already see the soundness
and benefits of this development. The reorganization of
the department allows tasks to be better distributed and
increases efficiency.
WHAT NEXT?In the current social context of the Indigenous people
characterized by awareness and a thirst for equality
and justice, we all have a role to play. Corporation
Waskahegen/Habitat Métis du Nord, due to its proximity
with off-reserve Natives, is a privileged witness to their
reality and constantly feels called on to act.
It is obvious that access to quality housing is a
fundamental need and a starting point to build a better
life. But the needs are great and we must do much more,
offer more, help more. We must ACT!
For my part, the changes made over the past year
in the legal department will allow me to devote a little
time to developing our service offering and exploring
new avenues for even greater participation in building a
better future for off-reserve Natives.
To conclude, I would like to thank all Board
members for their empathy, trust and support and staff
and management for their hard work and cooperation.
Then, a very special thank you to my sons Élie and
Zachari. I draw my strength from your love. Thank you
for letting me believe that in my absence, you only
remember my determination.
Message from the Lawyerof the Legal Department
15
Corporation Waskahegen/Habitat Métis du Nord
celebrates 46 years of existence this year. With eyes
wide open to see the needs of its tenants clearly, it takes
into account the daily reality of its clients and acts as a
father would with his children. In fact, the actions of our
employees on the ground show the dedication of our
organization to the indigenous community. Thanks to its
capacity for listening and recognizing important issues,
Corporation Waskahegen/Habitat Métis du Nord stands
out proudly from other organizations. By providing more
than 2,000 housing units for off-reserve Natives across
Quebec, it supports the fulfilment of its peers.
Concerned about offering our clients optimal
quality housing, our team tries to maintain our housing
stock in the best condition possible through concrete
actions. Thanks to our preventive and corrective
maintenance, we have carried out approximately
$1,000,000 worth of regular maintenance work, which
represents around 5,000 minor interventions in our
buildings and housing units. The proper management
of our maintenance system enables us to look
critically at our work and continually fix gaps. All this
would be impossible without the dedication of the
employees at our branches and the collaboration of our
subcontractors in the field.
Being aware of the importance of protecting the
state of our housing stock, we continue to work for the
improvement of our preventive maintenance system.
This verification consists of conducting various visual
inspections in our buildings at strategic spots.
The goal is to prevent disasters and preserve the
integrity of our housing stock. This proactive measure
reflects our concern for our tenants and our careful
consideration of the longevity of our buildings.
Once again this year, thanks to the generous
contribution of our two levels of government, we
received nearly $6 million for major works. We have
invested this sum in keeping our buildings intact. With
the security of our tenants in mind, a complete upgrade
of our fire protection systems was carried out in our
buildings which were already equipped with a fire alarm
system. This was an investment of nearly $450,000.
Corporation Waskahegen/Habitat Métis du Nord acts
in its environment by stimulating and encouraging
Indigenous entrepreneurship and entrepreneurs who
hire Indigenous workers. In this way, it takes concrete
action for the well-being of the community.
ANNUAL REPORT 2017
Sébastien DesrosiersBuilding Maintenance Supervisor
16
In addition, we relaunched the SHQ’s “Accès-
Logis” program this year. So, the construction of two
4-unit buildings in Maniwaki started in the fall. This new
building can lodge eight additional families. Two of
these eight housing units will be adapted for people with
disabilities. This construction represents an investment
of nearly $1,300,000. Other projects are to be expected
over the next few years.
We are very grateful for our governments’
contributions. We hope that that their collaboration will
be to the same degree for many more years to come.
As there is a great need, it is crucial to maintain our
housing stock in good condition for the well-being of
our clients. Our technical department has our building
management in its sights to ensure that our employees
are well equipped to accomplish their daily tasks. It is
with this awareness that our technical department staff
and branch coordinators, in spite of their workload,
enable us to make use of these significant financial
contributions to prioritize the most important work.
This is a huge challenge. We have to carry out priority
work at the best prices on the market. We are proud of
being able to do it through the efficient management
of our budget.
The key to our success in planning an optimal RAM
budget of this scale lies in the use of the building health
check report. Each building and its units are visited by
our certified inspector from our service centre every five
years. This represents the inspection of around
400 housing units and their buildings per year. The
building health check report contains observations of
various priority levels that reveal the state of the building
and its units and shows their depreciation. Using each
region’s depreciation index, the date the building was
constructed as well as the priority of observations in
the building health check report and by mobilizing
our employees, we manage to create well-structured
budgets.
The building maintenance department employees
are keen on serving our Indigenous community through
the optimal coordination of preventive and corrective
maintenance work. Unfortunately, there are events
outside of our control, such as disasters in our housing
units, which affect our tenants’ lives. Last year, we dealt
with one major disaster, 56 medium and 124 minor
disasters for a total of $361,391 in damages.
To deal with these events which are beyond our
control, we count on the professionalism of our staff to
always find solutions so that we can reach our goals.
These employees who are devoted to their community
are among the exceptional people who constitute
Corporation Waskahegen’s greatest wealth.
Message from theBuiding Maintenance Supervisor
17
TOTAL INVESTMENT 2017
Regions Total real estate
Budget invested
Val-d’Or 111-112 341 048,35 $
Rouyn-Noranda 211-212 562 742,37 $
Mansfield 121-122 1 073 698,38 $
Maniwaki 221-222 550 969,32 $
Québec 131-132 703 108,95 $
Montreal 231-232 268 051,87 $
Dolbeau-Mistassini 141-142 999 409,48 $
Baie-Comeau 151-152 332 188,75 $
Sept-Îles 251-252 618 701,02 $
Mont-Joli 161-162 482 966,52 $
Total 5 932 885,01 $
18
Message from the Social and Community Intervention Supervisor
Over the past few years, several problems affecting Indigenous peoples
were brought to light slowly and these revelations opened the eyes and
raised the consciousness of many. Fortunately, Natives are more than
ever represented by positive leaders with the right values who wish for
change so that our people can continue to advance and grow. Our
people, who have been sidelined for so long, are now speaking up more
and more. It is a discourse filled with hope, which we must listen to both
as individuals and as a society. We can’t ignore it because we all have
a job to do.
Corporation Waskahegen/Habitat Métis du Nord has six social
workers spread out across the province. Our primary mission is to help
off-reserve Natives, but our work goes much beyond that. We want to
close the gap between Natives and the society today so that they can
have better access to resources and services and feel empowered to
use these confidently without fear. We must show openness, highlight
the positive and focus on the goodwill of each side while keeping
in mind the injuries from the past. Let us all raise our awareness
and be optimistic so that we can continue to advance things and
thereby create a better future and establish an easier path for future
generations.
I am happy and proud to be part of the Corporation Waskahegen/
Habitat Métis du Nord team, which works constantly to improve
Indigenous living conditions so that we leave behind the image
of a solid and upright people.
Véronique BérubéSocial and Community Intervention Supervisor
19
Located about 200 km north of Dolbeau-Mistassini, the
Pourvoirie du lac Husky is an absolute treasure. This
vast territory where nature reigns includes hundreds
of square kilometres of wild and luxuriant forest with
countless lakes and abundant fauna. Ideal for a hunting
or fishing trip and perfect for a family vacation, the
magical landscape of the Pourvoirie du lac Husky will
surely enchant you.
With us, you can have peace of mind because
we think of everything! Our services include
accommodation, meals and equipment rentals (boats,
snowmobiles, etc.). Several American and European plan
packages are available. Whatever the type of stay you’re
dreaming of, we’ll be able to find a package that more
than meets your expectations.
ACTIVITIES IN ALL SEASONS FOR EVERYONE:
Accessible by vehicle, Husky Lake is situated above the
50th parallel. This headwater lake is the source of the
Mistassibi River and stretches over a distances of 8 km,
which is a lot of fresh water for fabulous fishing!
Get off the beaten track by exploring the vast
spaces of the Pourvoirie du lac Husky!
Pourvoirie du lac Husky
112, avenue de l’Église, suite 204
Dolbeau-Mistassini, QC G8L 4W4
Phone: 418 276-7551
Email: [email protected]
Website: www.lac-husky.com
The 10th edition of the Waskahegen Classic took place
on August 17, 2017 at the Dolbeau-Mistassini golf club.
As is tradition, Corporation Waskahegen handed
all the proceeds from the tournament, which came
up to $22,700, to the Fernand Chalifoux Foundation.
This amount brings the total raised by Corporation
Waskahegen and its financial partners for the Fernand
Chalifoux Foundation since the inception of the
tournament to $230,000.
Corporation Waskahegen would like
to thank everyone who contributed to the success
of the Classic.
POURVOIRIE DU LAC HUSKY: THE BEST OF WHAT NATURE HAS TO OFFER
THE WASKAHEGEN CLASSIC: $22,700 RAISED FOR THE FERNAND CHALIFOUX FOUNDATION
• fishing
• hunting
• walking
• canoeing
• quad biking
• snowmobile rides
• snowshoeing
• etc.
19
SYLVAIN SASSEVILLE
Director
GILLES BÉRUBÉ
President-Chief Executive Officer
ROLAND NORMANDEAU
Director
FERNAND CHALIFOUX
Vice-president
RAYMOND BOUCHARD
Director
JEAN JOLICOEUR
Clerk-treasurer
DENIS LARCHE
Director
BOARD CORPORATION WASKAHEGEN