ABOUT OUR COVER ...

CHRYSANTHIA – A LEADER IN THE MAKINGFrom the time she was 10 years old, Chrysanthia (Chryssy for short) looked after her three younger siblings while their single mom worked to support them. She often missed out on the fun of being a kid until her mom suggested she look into the after-school programs at the community centre in her neighbourhood. While her younger siblings attended homework club and other activities, Chryssy participated in the youth group. As she became more involved in the program, she took on more leadership roles. She was invited to become a leader-in-training at summer camp, which led to a summer job as a camp counsellor. Chryssy is now saving to go to university where she plans to study psychology or social work. She says: “The youth group was a big part of my life.” Chryssy knows the value of youth programs first-hand and she is keen to work with kids as an adult.

CONTENTSMessage from the Board – Be United 2-3

Make Change Happen 4

Growing Up Great 6-7

Belonging To Community 8-11

Turning Lives Around 12-15

Contributions and Investments | Thank You to our Volunteers 16-17

Financial Statements 18-22

1

OUR VISION OUR COMMUNITY IS MEASURABLY BETTER BECAUSE OF THE WORK OF UNITED WAY OTTAWA AND OTHERS

OUR MISSION TO BRING PEOPLE AND RESOURCES TOGETHER TO BUILD A STRONG, HEALTHY, SAFE COMMUNITY FOR ALL

OUR PROMISE TO INVEST RESOURCES WHERE THEY ARE NEEDED THE MOST AND WHERE THEY WILL HAVE THE GREATEST IMPACT

BE UNITED

RICK GIBBONS Board Chair Publisher and Chief Executive Officer The Ottawa Sun and 24 Hours Ottawa

MICHAEL ALLEN Secretary to the Board President and Chief Executive Officer United Way Ottawa

Ten years ago, 11 townships and cities came together to form the new City of Ottawa. This amalgamation was a hotly contested issue. There were dire predictions of chaos and disaster. But the sky did not fall. Instead our city changed, grew and prospered. Ottawa is now home to more than 150 communities, from rural villages to vibrant urban neighbourhoods. A multiplicity of more than 870,000 people live here – people from four distinct generations, people from a diversity of backgrounds and cultures, and people whose needs, expectations and aspirations for our community have changed and evolved.

During this growth and change in our city, United Way also evolved. Over the past decade, we spearheaded new research into the pressing issues facing the most vulnerable people in our community. We mobilized the resources and talents of social service agencies, governments, corporations, foundations, labour unions, neighbourhoods, volunteers and donors to find solutions to critical social challenges. We introduced new community services and worked with partners to advocate positive change. We examined research and evidence to gain a better understanding of what works and what does not. We learned that by deliberately targeting areas, we can make a greater impact. We found that contributors expect us and charities in general, to invest their donations in disciplined ways that generate results for our community. Most of all, we learned that when we bring more voices and hands to the task, we create meaningful, measurable change that endures.

Our caring and compassionate community took notice. More people gave, increasing donations to our annual community campaign by more than 65 percent over the past ten years. More people spoke up, telling us that they could see change happening, that our work with others was making a difference. And more people joined us in making change happen, volunteering their energy, talents and insights to make our community stronger.

To reflect United Way’s role in bringing our community together, we introduced a new brand in 2010 with the tagline “MAKE CHANGE HAPPEN. BE UNITED”. The brand frames the three central ways – GIVE – SPEAK UP – TAKE ACTION – that people and organizations can achieve their aspirations for a better community. It highlights that fundraising campaigns are only one part of United Way’s true business — and that business is engagement. Our new brand calls on people to be engaged, not only by donating, but by sharing their time, knowledge and influence to make change happen on issues that are important to them and to our community.

We are proud of the stories we hear about the impact of our work. Children and youth are growing up great because they are ready to start school and can enjoy sports, arts and crafts, and cultural activities outside of school hours. Immigrants and new Canadians are gaining meaningful employment. People with disabilities are making a full contribution to the community. Seniors are living longer in their own homes. Homeless people are finding permanent homes. Youth are no longer abusing drugs and alcohol. People are finding the help they need to deal with poverty, mental illness and violence.

United Way, driven as always by compassion and by our commitment to community, is listening as a bigger story continues to unfold. Focused investments in social services and programs are having a deep and enduring impact on our community. Numerous voices are speaking as one to governments and other decision-makers about the changes they would like to see in our community. People and groups are uniting their talents, resources and creative spirit to build a stronger, healthier and safer community for all.

This is the bigger story that we feel privileged to share with all the people who call Ottawa home.

Rick Gibbons* Board Chair Publisher and Chief Executive Officer The Ottawa Sun and 24 Hours Ottawa

Michael Allen* Secretary to the Board President and Chief Executive Officer United Way Ottawa

Dennis Jackson* Past Chair District Vice-President, Scotiabank

Cassie Doyle* 2010 Campaign Chair Senior Advisor Privy Council Office **

Eric Girard* Treasurer and Chair of Corporate Services Partner, Deloitte

Dave Seibel* Chair, Resource Development Chairman and President MXI Technologies

Wayne Wouters* Chair of Board Governance Committee Clerk of the Privy Council and Secretary to the Cabinet Office of the Privy Council

Lawrence Greenspon* Chair, Community Services Cabinet Lawyer Greenspon, Brown & Associates

Lynne Clark* Director of Marketing Ottawa Citizen

William Baker Deputy Minister Public Safety Canada

Thomas C. Barber Partner, Burke~Robertson LLP

Patricia Baxter Consultant

Dr. Nalin Bhargava Owner, Southgate Dental

Maria Fitzpatrick Regional Executive Vice-President of the National Capital Region, PSAC

Robert Gillett President and Chief Executive Officer Algonquin College

Karen Green General Counsel Justice Canada

Scott Hannant

Sal Iacono Senior Vice-President Enterprise Group Bell (Retired)

Steve Kanellakos Deputy City Manager City Operations, City of Ottawa

Zul Khoja Education & Mediation Consultant

Rosemarie Leclair, LL.B. President and Chief Executive Officer Hydro Ottawa Group of Companies **

James McCracken Director of Education and Secretary Treasurer Ottawa Catholic School Board (Retired)

Tuan Nguyen Partner www.ottawakiosk.com

Marc Quesnel President QMR Staffing Solutions Inc.

Elizabeth Roscoe Senior Vice President and Deputy Practice Leader Hill & Knowlton

Sheila Stanislawski Senior Director, Civic Institute of Professional Personnel

Nathalie Thirlwall Co-Chair, Interfaith Ottawa President of Capital Region Interfaith Council

Michelle Valberg Owner, Valberg Imaging

Karen Williams Vice-President Business Analytics Customer Success and Support IBM Canada

UNITED WAY OTTAWA 2010-2011 BOARD OF DIRECTORS

* Executive Committee Member ** Position held while serving with United Way Ottawa

3MESSAGE FROM THE BOARD

IMAGINE OTTAWA AS A CITY OF 100 PEOPLE

MAKE CHANGE HAPPENOver the past ten years, United Way evolved from our traditional role as a fundraising organization to become more of a collection of people dedicated to making life better for everyone who lives in our community. Together, we reached pivotal milestones in 2010.

After years of research and consultations with many stakeholders — agencies, donors, institutions, and others — we honed in on the three areas where we could make the biggest difference. These focus areas are:

GROWING UP GREAT Addressing the needs of children and youth, enabling them to reach their full potential.

BELONGING TO COMMUNITY Providing opportunities for vulnerable people, including seniors, people with disabilities, immigrants and new Canadians, to contribute fully to their communities.

TURNING LIVES AROUND Improving conditions for the chronically homeless, for youth facing addictions, and for people and families dealing with poverty, mental illness and violence.

This report outlines these focus areas and the important reasons why these areas are priorities in our community. It also highlights the partnerships where United Way is working with others to achieve positive, sustainable change.

In 2010, United Way also issued our first-ever open Call for Proposals, inviting social service agencies to submit proposals for programs in support of our Growing Up Great and Belonging to Community focus areas. In addition, we invited proposals from organizations and alliances whose core mission is to help build the capacity of other agencies in the social services sector.

More than 120 agencies, many of them new to United Way, submitted a total of 232 proposals in response to our call, many of which showed great promise. In 2011, United Way will fund 116 programs and initiatives as a result, including 23 programs that are new to us and five agencies new to United Way funding.

We also continue to play a critical role encouraging and enabling philanthropy in this city. In 2010, donors gave to more than 4,000 charities that are close to their hearts, through United Way.

5MAKE CHANGE HAPPEN

Innovation does not occur in a vacuum. It results from uniting the imaginations,

ideas and other resources of a vibrant mix of people, projects and organizations.

To help incubate social innovation in Ottawa and enhance the capacity of our

voluntary sector, the C3 Centre opened on September 15, 2010. The Centre has

three principal goals: connect, collaborate and create. It is now home to eight

agencies: Accessibility with Moxie, Leadership Ottawa, LiveWorkPlay, Ottawa

Chamber of Voluntary Organizations, ICAfrica, Social Planning Council of Ottawa,

United Way Ottawa and Volunteer Ottawa. United Way Ottawa spearheaded the

establishment of the C3 Centre with generous contributions from the Ontario

Trillium Foundation, United Way Ottawa, Ontario Ministry of Citizenship and

Immigration, Community Foundation of Ottawa and IBM. Chubb Security,

Keystone Group and Cohen & Cohen provided services in-kind.

C3 CENTRE – STIMULATING INNOVATIVE APPROACHES

STRENGTHENING OUR COMMUNITY

Representatives of several organizations who support the C3 Centre were on hand to cut the ribbon, officially opening the new Centre (from left to right): Thérèse Goneau from MPP (Ottawa-Vanier) Madeleine Meilleur’s office; Michael Allen, United Way Ottawa; Bob Wilson, Ontario Trillium Foundation; and W. Alan Whitten, Huntington Properties.

Photo: Volunteer Ottawa

IMAGINE OTTAWA AS A CITY OF 100 PEOPLE

LUJAIN’S STORY Lujain was 10 years old when she moved with her family to Canada from Saudi Arabia. She didn’t speak a word of English and although she attended English as a Second Language (ESL) classes at her school, she was struggling with math and science. Thanks to a multi-year investment from a family, Lujain has received tutoring at a homework club located in her neighbourhood. The homework club is equipped with a computer, printer and other supplies. Lujain was able to learn how to research, plan and complete her assignments. Lujain’s best marks are now in math and science and she has plans to become a doctor or scientist. “At school, my teachers only had one day in the week that they could help me, while here I was able to get help every day after school if I needed it,” says Lujain.

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PRIORITY GOAL: DECREASE THE PROPORTION OF CHILDREN NOT READY FOR SCHOOL

Children who begin school ready to learn are much more likely to succeed and those not ready often cannot catch up with other children. In Ottawa, nearly 12 percent of children entering senior kindergarten scored low on two or more measures of school readiness in 2009. This could mean that these children were not living in safe and caring environments or that their basic needs were not being met. By working with others in our community, we intend to ensure that the proportion of children entering school not ready to learn will decrease by 20 percent by 2015.

SUCCESS BY 6 Success By 6, a collaborative community initiative committed to the success of every child in Ottawa, brings together partners from the public, private and non-profit sectors in Ottawa. In 2010, it released its Building Blocks of Change report, outlining the results of its most recent research and community consultations about how Ottawa’s children are doing overall and in different neighbourhoods.

GROWING UP GREAT HELPING CHILDREN AND YOUTH TO REACH THEIR FULL POTENTIAL

GROWING UP GREAT

PRIORITY GOAL: INCREASE OPPORTUNITIES FOR CHILDREN AND YOUTH TO BE ENGAGED OUTSIDE OF SCHOOL HOURS

More than 53,000 children and youth in Ottawa — or one in five — live in poverty. These children and youth are three times less likely to participate in organized sports and less likely to participate in arts and cultural activities. On average, only 73 percent of youth in Ottawa’s most vulnerable neighbourhoods complete high school, compared to 85 percent for most other neighbourhoods. It is estimated that students who drop out of high school lose $100,000 of income over their lifetimes, compared to those who complete high school. By 2015, our aim is to ensure that 85 percent of the children and youth living in Ottawa’s vulnerable neighbourhoods will complete high school.

Success By 6 found that more children in Ottawa are ready for school today than in 2006. But there are some Ottawa neighbourhoods where as many as 40 percent of children are not doing as well as the children in our city as a whole. Success By 6 continues to focus on neighbourhood-level research, planning and services to help these children become better prepared for the first grade. Its goal is to reduce the proportion of children not ready for school by 20 percent within five years.

United Way has actively participated in the Success By 6 initiative since its inception in 1999, embracing its work as a community priority. Through Success By 6, we continue to collaborate with front-line agencies and others to raise awareness of the critical importance of early childhood development and encourage investment in programs that support it. United Way, the City of Ottawa, Ottawa Public Health and the Ontario Ministry of Children and Youth Services also provide financial, staff and other supports to Success By 6.

IMAGINE OTTAWA AS A CITY OF 100 PEOPLE

YVETTE’S STORY Yvette was consumed by grief after the death of her son when he was 43. Yvette had raised her three children alone and her son, who lived across the street from her home, was her unofficial caretaker. Her youngest daughter was unable to console her and she cut herself off from the world, not answering the phone and refusing to go out with her friends or her daughter. Her daughter finally convinced her to return to a day program she once enjoyed. The program, funded by United Way Ottawa, serves francophone seniors and offers a range of activities including card games, bingo, art programs and massage therapy. “Since I came back to the program,” says Yvette, “my life has changed completely. Other than all the activities we do here, we talk a lot, so when I go home, I don’t feel alone.”

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BELONGING TO COMMUNITYIMPROVING OPPORTUNITIES FOR VULNERABLE PEOPLE — SENIORS, IMMIGRANTS AND PEOPLE WITH DISABILITIES — TO CONTRIBUTE FULLY TO THEIR COMMUNITY.

BELONGING TO COMMUNITY

PRIORITY GOAL: ENABLE VULNERABLE SENIORS TO REMAIN LIVING IN THEIR OWN HOMES AND ENGAGED IN THEIR COMMUNITY

Seniors make up 12 percent of Ottawa’s population, and their numbers will rise to between 20 and 25 percent by 2031. While most seniors lead happy and fulfilled lives, close to 30 percent live in low income situations, without the support they need to stay in their own homes, disconnecting them from their communities, and putting them at risk of institutionalization in hospitals or long-term care facilities. Up to 33 percent of those on the Champlain Community Care Access Centre long-term care wait list could remain in their own homes with affordable housing and supports such as transportation, light housekeeping and personal care assistance. Our target is to ensure that 93 percent of people over the age of 65 will be able to live in their own homes by 2015.

AFFORDABLE SUPPORTIVE HOUSING FRAMEWORK AND ACTION PLAN FOR SENIORS

In 2010, the Champlain Local Health Integration Network (LHIN) announced an investment of more than $8 million in supports for affordable housing and other forms of assistance for low to middle income seniors in our community. In part, this was in response to the Affordable Supportive Housing Framework for Seniors developed by United Way, City of Ottawa, CMHC, Ottawa Community Support Coalition, Ottawa Community Care Access Centre, Ontario Association of Not-for-Profit Homes and Services for Seniors, and other stakeholders.

This group came together in 2007 to develop strategies to influence a significant investment of resources. The group consulted with experts in supportive housing, held a symposium to identify best practices, and reviewed research into cost-effective models of supportive housing. They found that seniors on low or modest incomes are most at risk of losing their independence and being inappropriately admitted to long-term care. The group also found that even the most basic services such as help with housekeeping improved the quality of life for seniors and saved money for the health care system.

The framework is designed to make sure that these seniors have appropriate housing and access to a range of community support services in both official languages with flexible delivery options. It also links seniors to the right doctors, nurses and other health care workers and ensures that their homes are safe and secure. In addition, the framework takes into account the elements of a senior-friendly supportive community, including public transportation and recreational, social and educational activities.

IMAGINE OTTAWA AS A CITY OF 100 PEOPLE

PRIORITY GOAL: INCREASE THE NUMBER OF RESIDENTS IN PRIORITY NEIGHBOURHOODS LEADING THEIR OWN COMMUNITY DEVELOPMENT INITIATIVES

When people come together to improve their neighbourhoods, the results are often profound and lasting. United Way has long concentrated on assisting neighbours to help themselves and others in their community. This approach recognizes the wide disparities among different neighbourhoods in our city. For example, in some neighbourhoods average incomes vary between $17,304 and $34,869, high-school completion rates range from 68 percent to 93 percent, and unemployment rates range from 2 percent to 11 percent. Overall, 78 percent of the city’s low-income population is concentrated in marginalized neighbourhoods, where the average income is less than half of the city’s average. By 2015, our aim is to increase the number of physical and social assets in priority neighbourhoods by 20 percent from the 2010 baseline.

OTTAWA NEIGHBOURHOOD STUDY The Ottawa Neighbourhood Study is an ongoing research project led by the University of Ottawa and supported by the City of Ottawa, local Community Health and Resource Centres, the Champlain Local Health Integration Network and United Way Ottawa. Initially funded by a grant from the Canadian Institutes of Health Research, the study maps the relationships among income, resources and health outcomes to profile the different neighbourhoods in Ottawa. These evidence-based profiles help determine what is working well and not so well in neighbourhoods across our community – research that is invaluable to many organizations. In 2010, this partnership earned a Community Builder Award for its contributions to social service planning and community development.

The City of Ottawa, Ottawa Community Housing, the Champlain Local Health Integration Network (LHIN) and many others leverage the data from the study’s profiles for strategic planning, community engagement, and resource development. For example, the Community Health and Resource Centres adopted a community action strategy, No Community Left Behind, to mobilize neighbours in developing innovative solutions to the issues identified by the Ottawa Neighbourhood Study. The City built its Community Development Framework on this research, setting strategic priorities for healthier communities in target neighbourhoods. The study also informs the community development work and investments of United Way Ottawa and Success By 6.

The Ottawa Neighbourhood Study has proved so successful, its methods now serve as a model for other communities across Ontario.

11BELONGING TO COMMUNITY

PRIORITY GOAL: INCREASE OPPORTUNITIES FOR MEANINGFUL EMPLOYMENT FOR PEOPLE WITH DISABILITIES

About 150,000 people in Ottawa live with disabilities and one in six lives in poverty. Many feel isolated and less than half (43 percent) participate in the workforce. Many employers want to hire people with disabilities but are not familiar with the best practices for recruitment, placement and retention. Recognizing that people with disabilities have valuable skills and talents that remain untapped, our aim is to increase their labour market participation to 51 percent by 2015.

EARN OTTAWAIn 2010, United Way together with the Canadian Hearing Society, Algonquin College, Partners for Jobs and the City of Ottawa, coordinated a Stakeholder Forum, Discovering Talent: The Business Case for Hiring People with Disabilities. Sponsored by the Ministry of Community and Social Services (MCSS), the Forum brought together more than 150 employers, employment service providers, funders and government stakeholders to develop an action plan. This plan focuses on developing the best practices to help employers fill labour gaps using the talents and skills of people with disabilities.

Based on this plan and the two years of research and community consultations that preceded it, the Employment Accessibility Resource Network or EARN Ottawa was born. EARN Ottawa continues to engage a broad scope of stakeholders to help more people with disabilities find rewarding work and to enable more employers to benefit from their skills and talents. A “Council of Champions”, comprised of employers, service providers, and community leaders, oversees this work.

PRIORITY GOAL: DECREASE THE UNEMPLOYMENT AND UNDEREMPLOYMENT RATES FOR IMMIGRANTS AND NEW CANADIANS

More than 83 percent of adult new Canadians and immigrants in Ottawa have a post-secondary degree or diploma, yet 58 percent indicate they are working in jobs that do not take advantage of their skills or education. Generally, immigrants earn less than their Canadian-born counterparts and two in five (40 percent) live in low income situations. Our target is to increase the number of employers participating in workplace initiatives that integrate immigrants and new Canadians into the workforce.

HIRE IMMIGRANTS OTTAWA Employers, immigrant agencies and community stakeholders work together through Hire Immigrants Ottawa to enable employers to harness the competitive value that skilled immigrants bring to our local workforce. Hire Immigrants Ottawa also helps employers to build the inclusive workplace cultures that attract and retain immigrant talent.

In 2010, this initiative grew to include 32 leading employers through its Employer Council of Champions, supporting more than 200 companies in the Ottawa area. Hire Immigrants Ottawa also earned the Arthur Kroeger College Award in 2010 for its work in enhancing employers’ capacity to access the talents of skilled immigrants. Today, Hire Immigrants Ottawa is funded by both the provincial and federal governments.

United Way, the City of Ottawa, Local Agencies Serving Immigrants (LASI) World Skills Inc., le Regroupement des Gens d’Affaires de la Capitale Nationale (RGA), Ottawa Centre for Research and Innovation (OCRI) and the Ottawa Chamber of Commerce were the founding partners of Hire Immigrants Ottawa in 2006.

IMAGINE OTTAWA AS A CITY OF 100 PEOPLE

LYNNE’S STORY Lynne has a learning disability, which hindered her ability to finish high school or keep a job. She also suffers from depression and has battled other mental disorders most of her life. She dropped out of school at 16 and over the next few years, she faced a lot of challenges. She had two sons and after escaping from an abusive relationship, she was hospitalized and her youngest son was put in foster care. After release from hospital, she lived in a group home for people with mental illness, in shelters or on the streets, taking odd jobs when she could find them. But they didn’t last. After the death of her common-law husband, she found herself in another abusive relationship. But her life turned around when she found her way to Krackers Katering, a unique catering service that creates meaningful employment opportunities for people living with mental illness and other disabilities. Not only is Lynne earning a wage, she is gaining valuable life and work skills at Krackers Katering. “I had some basic baking skills before I came here, but I have learned so much, including budgeting and good nutrition,” says Lynne. “It took me a while to get it together. Now I’m more outgoing. I help other people come out of their shell. Look what I’ve accomplished.”

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TURNING LIVES AROUND IMPROVE CONDITIONS FOR THE CHRONICALLY HOMELESS, FOR YOUTH FACING ADDICTIONS, AND FOR PEOPLE AND FAMILIES DEALING WITH POVERTY, MENTAL ILLNESS AND VIOLENCE.

PRIORITY GOAL: ASSIST PEOPLE AND FAMILIES IN CRISIS SITUATIONS RESULTING FROM POVERTY, VIOLENCE, MENTAL HEALTH AND FAMILY FUNCTIONING ISSUES

While most people in Ottawa enjoy a high standard of living, many people in our city live in crisis because they are poor, they are the victims of violence or they have mental health issues. For example, 12 percent of Ottawa’s population and 25 percent of single-mother families live below the poverty line. For every woman housed in a shelter for victims of abuse, six are turned away due to lack of space. One person in five will experience a mental illness in their lifetime. Suicide is the number one killer of 18-to 24-year-olds.

211 – UNTANGLING LIFE’S CHALLENGESMaking your way through the maze of available social services in Ottawa was often a frustrating experience for many people in our community looking for help. But today with 211, that experience is whole lot better. 211 is an easy-to-remember, non-emergency telephone number that connects callers to information on more than 56,000 agencies and services in Ottawa and across the province. Trained information and referral specialists guide 211 callers in navigating the complex system of social services so they can find the help they need quickly. The service is available 24 hours a day, every day of the year, and in more than 150 languages.

A community needs survey conducted in the fall of 2010, showed that more than 90 percent of the citizens of Ottawa felt that 211 information and referral services are meeting our community’s needs. Community and social service agencies also reported that 211 is an effective and efficient referral service for their clients. Moreover, the service provides a rich source of new data for community development, enabling its funders, the City of Ottawa and other service providers to identify which services are needed most, where these services are needed most and other trends in the demand for services.

United Way worked closely with the City of Ottawa, the Government of Ontario and others for several years to launch 211 in 2008. Today, the Community Information Centre of Ottawa (CICO) manages 211 calls in Ottawa and other communities in Eastern Ontario. To date, the Centre has received more than 60,000 calls. By the end of 2011, it is expected that every community in our province will have 211 service.

TURNING LIVES AROUND

IMAGINE OTTAWA AS A CITY OF 100 PEOPLE

MARIE-JOSÉE’S STORY Marie-Josée is in college, studying for a career as a justice services worker — not a surprising choice after you hear her story. It’s not a pretty one. But as Marie-Josée says, “I want to help other women by telling my story because I want them to know there is light at the end of the tunnel. You just have to take little steps and eventually those steps will lead to bigger steps.”

Marie-Josée took a lot of little steps to get where she is today. She grew up in the country with an abusive father who eventually sexually abused her when she was 12. As the abuse worsened, her grades suffered, she began to use drugs and was suspended from school a few times. At 16, Marie-Josée finally told her mother, who packed up her and her two siblings and moved them into their grandparents’ home in Ottawa.

But with so much bottled-up anger, Marie-Josée headed for the streets of Ottawa, using hard drugs to help her forget her problems. “I almost got lost in the drugs,” she says, “but the staff at the shelter gave me so much… I wouldn’t be where I am today if it weren’t for this help.” One of the goals of United Way Ottawa is to help people who find themselves in a crisis, like Marie-Josée, to turn their lives around.

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PRIORITY GOAL: INCREASE THE ACCESSIBILITY AND AVAILABILITY OF SUPPORT FOR YOUTH EXPERIENCING PROBLEMATIC USE OF DRUGS AND ALCOHOL

About 9,000 teens in Ottawa use drugs, half of them on a regular basis. Given that 85 percent of adults with addictions started their habit before the age of 18, helping youth struggling with addictions and educating them about the dangers of drug and alcohol abuse are crucial to setting them on the right path for life.

PROJECT S.T.E.P. Project s.t.e.p., a comprehensive response to the need for support, treatment, education and prevention of addictions among teens in our community, achieved significant progress in 2010. A temporary 10-bed residential addiction treatment centre facility was opened in August and the project’s school-based education and prevention program was adopted by more schools in our community.

Supported by United Way, the Champlain Local Health Integration Network, the City of Ottawa and Ottawa Police Service, project s.t.e.p’s first major goal is to support the building of two permanent residential treatment centres for youth struggling with addictions, one in the west end for English-speaking youth and one in the east end for French-speaking youth. With these centres, youth in our community will no longer have to go to northern Ontario, other provinces or the United States for support and treatment.

Recognizing that prevention is just as important as treatment in supporting teens, project s.t.e.p.’s second major goal is to bring its education and prevention program to all schools across our community. By the end of 2010, 55 schools were on board and saw dramatic results. For example, almost three-quarters of the students who were once at high risk of dropping out completed their school year. And nearly 60 percent of the students who reported using cannabis or ecstasy ended or reduced usage.

PRIORITY GOAL: DECREASE CHRONIC HOMELESSNESS THROUGH PREVENTION AND SUPPORTIVE HOUSING

About 1,400 people in Ottawa are chronically homeless, which means they spend more than 60 cumulative nights on the street or in shelter beds. But while Ottawa’s 1,400 chronically homeless people represent only 20 percent of the 7,000 homeless people in our city, they consume 80 percent of the resources. Dealing with the chronically homeless in the way we do today can cost up to $100,000 per person per year. Implementing a Housing First approach — offering someone a home with the necessary supports to stay housed — brings far better results for as little as $18,000 per person per year. Our aim is to end chronic homelessness in Ottawa by 2020.

TURNING LIVES AROUND

IMAGINE OTTAWA AS A CITY OF 100 PEOPLE VOLUNTEER CONTRIBUTIONS

Hundreds of volunteers contribute their time and expertise to serve on our governance, resource development and investment committees. Thousands more volunteer to raise funds and be advocates for United Way in their workplaces. All these contributions are invested in the community to produce meaningful and measurable change.

2010 COMMUNITY SERVICES CABINET Thank you to our 2010 Community Services volunteers, who brought a richness of experience, a depth of knowledge and a range of skills and talents to their work. We are grateful to have benefitted from their expertise and counsel.

Lawrence Greenspon Chair Lawyer, Greenspon, Brown & Associates

The Very Reverend Shane Parker Vice-Chair Dean of the Anglican Diocese of Ottawa Rector of Christ Church Cathedral

Catherine Lane Past Chair Community Volunteer

Jeffrey Dale Chair, Investment Committee Corporate Director and Founder Odawa Group Inc.

Gerry A. Barker Vice President Human Resources Algonquin College

Jim Durrell President Capital Dodge Chrysler Jeep Ltd.

John Jarvis General Manager and Chief Experience Officer The Westin Ottawa

Max Keeping Community Ambassador CTV Ottawa

Erin Kelly Executive Director The Ottawa Chamber of Commerce

Louise Martin Executive Director Maison Accueil Sagesse

Sean McKenny President Ottawa & District Labour Council

Jo-Anne Poirier Chief Executive Officer Ottawa Community Housing Corporation

Meena Roberts Management Consultant

Danielle Robinson President Sens Foundation

Bhagwant Sandhu Director General, Human Resources Fisheries and Oceans Canada

Ryan Steeves Law Student University of Ottawa

Arnie Vered, P. Eng. President, Arnon Corporation

George Weber President and Chief Executive Officer Royal Ottawa Health Care Group

Jeff Westeinde, P. Eng. Chief Executive Officer Quantum Murray LP

Dan Wiseman Dan Wiseman & Associates Children and Youth Services Consulting

Carole Gagnon Vice-President Community Services United Way Ottawa

Michael Allen President and Chief Executive Officer United Way Ottawa

CONTRIBUTIONS FROM THE COMMUNITY

CAMPAIGN CONTRIBUTIONS$33,252,454 raised in total

$13,594,046 raised from the community campaign

$1,229,074 raised through the direct response program

18,429,334 raised in Ottawa from the Government of Canada Workplace Charitable Campaign

CONTRIBUTING TO THIS TOTAL WERE LEADERSHIP AND MAJOR DONORS$14,610,058 from the 9,316 leadership donors, who each gave $1,000 or more (a growth of 11.4 percent over 2009)

$2,728,423 from the 412 major donors, who each gave $5,000 or more

** Position held while serving with United Way Ottawa17

SPONSORSHIP 217 companies sponsored events and printed materials, and provided gifts or services in kind, for a total value of $3 million.

INVESTMENTS IN PROGRAMS From the 2009 campaign contributions, we invested a total of $28.6 million in 2010. This represents an increase of $1.8 million over United Way’s 2009 community investment.

Almost $18 million of this total supported programs, services and initiatives in the impact areas that framed United Way Ottawa’s work over the last six years. This funding includes support for 191 agency programs and services for children and youth, for seniors, for people with disabilities, for people and families in crisis, for immigrants and new Canadians, and for neighbourhood and agency development.

An additional $10.6 million went to donor-directed investments, including other United Ways.

2010 CAMPAIGN CABINET Thank you to our 2010 Campaign Cabinet, which oversaw another record-breaking campaign.

Cassie Doyle Senior Advisor Privy Council Office ** 2010 Campaign Chair

Joan Highet Vice-President Campaigns United Way Ottawa

Rick Gibbons Publisher and CEO The Ottawa Sun & 24 Hours Ottawa Chair, Board of Directors

Michael Allen President and Chief Executive Officer United Way Ottawa

Will Akkermans General Manager Eastern Region & Gazifère Inc. Enbridge Gas Distribution Inc. Construction, Manufacturing and Services

Bruce H. Wolfgram Vice-President Office Leasing Primecorp Commercial Realty Inc. Real Estate

Jean-Marc Duguay Director Pepsi Direct Pepsi Beverages Company Communications, Hospitality and Retail

Veronica Engelberts President Vector Media Campaign Communications

Louise Martin Executive Director Maison Accueil Sagesse Community Services

Marie-France Ricard Superintendant of Education Conseil des écoles Catholiques de langue française du Centre-Est Education

Doug Feasby Vice-President National Capital Region TD Commercial Banking Finance

Chief Vernon White Chief of Police Ottawa Police Service Government & Institutions

Robert Fonberg Deputy Minister National Defence GCWCC

John Gordon National President, PSAC GCWCC

Gary Corbett President, The Professional Institute of the Public Service of Canada GCWCC

Scott Lawrence Vice-President, Consulting CGI High Technology

E. A. Clarke Partner, StoneWood Group Business Development

Kerry Patterson-Baker Business Development

Sean McKenny President, Ottawa & District Labour Council Labour

John B. Kelly Partner Enable Business Advisors Leadership Giving

Jane Bachynski LL.B. Barrister & Solicitor Borden Ladner Gervais LLP Leadership Giving

Jane McVeigh Vice-President Human Resources General Dynamics Canada Loaned Representatives

Dave Seibel Chairman and President MXI Technologies Major Donors

Joel Marchildon Partner Accenture Next Generation

Lynne Clark Director of Marketing Ottawa Citizen Partnership Development

Jim Durrell President, Capital Dodge Chrysler Jeep Ltd. Partnership Development

Serge Desrochers, CA Partner, Deloitte Professionals

Robert A. Morin Secretary General Canadian Radio-Television and Telecommunications Commission Retirees

Michael O’Byrne Anchor/Producer CTV News @ Noon CTV Television Inc. Volunteer Recognition

Karen Soloman Reporter CTV Television Inc. Volunteer Recognition

For a complete list of agencies and organizations that received funding in 2010, please see www.unitedwayottawa.ca

YOUTH ACTION PANEL Through our Youth Action Panel. 18 grants totalling $43,530 were distributed to youth groups to help them organize programs or activities in three areas: awareness, education and development; cultural sharing; and sports and recreation. These grants provided youth with the necessary resources to make a difference in the lives of other youths.

REPORT OF THE INDEPENDENT AUDITOR ON THE SUMMARY FINANCIAL STATEMENTS To the members of the Board of Directors

The accompanying summary financial statements, which comprise the summary statement of financial position as at March 31, 2011 with comparative figures for March 31, 2010 and December 31, 2009, the summary statement of operations and summary supplementary schedule for programs for the years then ended, are derived from the audited financial statements of United Way Ottawa for the year ended March 31, 2011. We expressed an unmodified audit opinion on those financial statements in our report dated May 17, 2011.

The summary financial statements do not contain all the disclosures required by Canadian generally accepted accounting principles. Reading the summary financial statements, therefore, is not a substitute for reading the audited financial statements of United Way Ottawa.

MANAGEMENT’S RESPONSIBILITY FOR THE SUMMARY FINANCIAL STATEMENTSManagement is responsible for the preparation of the summary financial statements in accordance with the audited financial statements for the year ended March 31, 2011.

AUDITOR’S RESPONSIBILITYOur responsibility is to express an opinion on the summary financial statements based on our procedures, which were conducted in accordance with Canadian Auditing Standard (CAS) 810, “Engagements to Report on Summary Financial Statements.”

OPINIONIn our opinion, the summary financial statements of United Way Ottawa for the year ended March 31, 2011 are a fair summary of those financial statements, in accordance with the audited financial statements for the year ended March 31, 2011.

Chartered Accountants, Licensed Public Accountants Ottawa, Ontario May 17, 2011

BDO Canada LLP, a Canadian limited liability partnership, is a member of BDO International Limited, a UK company limited by guarantee, and forms part of the international BDO network of independent member firms.

SUMMARIZED FINANCIAL STATEMENTS AUDITORS’ REPORT

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MANAGEMENT REPORTThe accompanying financial statements have been prepared by management in accordance with Canadian generally accepted accounting principles. The integrity and fairness of the data presented are the responsibility of management.

In discharging its responsibility for the financial statements and for the accounting systems from which they are derived, management maintains the necessary system of internal controls designed to provide assurance that transactions are authorized, assets are safeguarded, and proper records are maintained.

The Board of Directors is responsible for ensuring that management fulfils its responsibilities for financial reporting and internal control. It exercises this responsibility through the Audit Committee, which is composed of directors who are not employees of the organization.

BDO Canada LLP, the independent auditors, examine the financial statements in accordance with Canadian generally accepted auditing standards and express their opinion on the fairness of the statements. The auditors have full and unrestricted access to the Audit Committee and the Board of Directors to discuss their audit and related findings as to the integrity of the organization’s financial reporting and the adequacy of the system of internal controls.

Michael Allen President and Chief Executive Officer United Way Ottawa

UNITED WAY OTTAWAStatement of Financial PositionMarch 31, 2011, with comparative figures for March 31, 2010 and December 31, 2009

March 31 March 31 December 31 2011 2010 2009 AssetsCurrent assets:

Cash $3,077,972 $3,162,252 $997,169Pledges receivable 20,529,217 18,330,628 26,007,643Accounts receivable 1,844,087 1,673,567 2,304,510Prepaid expenses 42,292 76,112 76,781 25,493,568 23,242,559 29,386,103

Land and building held for sale 2,062,227 2,062,227 2,062,227

Long-term assets:Investments:

Endowment 2,496,209 2,458,801 2,537,642Unrestricted 688,882 537,922 448,159

3,185,091 2,996,723 2,985,801Capital assets 1,358,095 949,673 896,170 4,543,186 3,946,396 3,881,971

$32,098,981 $29,251,182 $35,330,301

Liabilities and Fund BalancesCurrent liabilities:

Accounts payable and accrued liabilities $2,954,972 $2,162,458 $2,042,388Deferred revenue 1,620,629 1,245,172 961,208Deferred designated campaign revenue 12,666,409 12,003,270 13,687,968Mortgage payable – current 100,000 100,000 100,000 17,342,015 15,510,900 16,791,564

Long-term liabilities:Deferred lease inducement 29,430 32,449 33,203Mortgage payable – long-term 1,272,290 1,372,298 1,397,300Other long-term liabilities 750,000 750,000 750,000 2,051,720 2,154,747 2,180,503

Net assets:Unrestricted 10,034,154 8,876,851 13,655,709Internally restricted for community services 174,883 249,883 164,883Endowment 2,496,209 2,458,801 2,537,642 12,705,246 11,585,535 16,358,234

$32,098,981 $29,251,182 $35,330,301

On behalf of the Board:

Director Director

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UNITED WAY OTTAWA Statement of OperationsYear ended March 31, 2011, with comparative figures for the three month period ended March 31, 2010 and the year ended December 31, 2009.

April 1, 2010 to January 1, 2010 to January 1, 2009 to March 31, 2011 March 31, 2010 December 31, 2009

Revenue:

Donations $30,559,506 $1,783,924 $29,673,371 Funds transferred from other United Ways 1,610,236 20,348 1,312,204 Gross campaign revenue 32,169,742 1,804,272 30,985,575Less: provision for uncollectible pledges (1,220,948) - (1,564,673)Recovery of provisioned pledges from prior year campaigns 1,287,628 - 863,744Net campaign revenue 32,236,422 1,804,272 30,284,646Other revenue 2,291,106 759,415 2,715,221 34,527,528 2,563,687 32,999,867

Fundraising Expenses:Community Campaign 3,357,627 791,780 3,363,679GCWCC 1,323,991 392,178 1,314,128Resource development 525,149 174,294 704,057Recovery of fundraising costs from designated charities (1,475,333) - (939,874) 3,731,434 1,358,252 4,441,990

Net revenue available for programs 30,796,094 1,205,435 28,557,877

Programs:Allocations and designations 24,625,812 4,450,135 23,595,752United Way Ottawa programs 5,087,979 1,533,158 5,288,351 29,713,791 5,983,293 28,884,103

Excess (Deficiency) of revenue over expenses $1,082,303 $(4,777,858) $(326,226)

UNITED WAY OTTAWASupplementary Schedule - Programs (Unaudited)Year ended March 31, 2011, with comparative figures for the three months ended March 31 2010 and the year ended December 31, 2009.

April 1, 2010 to January 1, 2010 to January 1, 2009 to March 31, 2011 March 31, 2010 December 31, 2009

United Way Ottawa program expenses:Community Investment $266,766 - -Capacity Building 1,061,802 142,845 384,945Community Initiatives 127,743 - -Inclusion 901,980 533,686 1,296,286Successful Aging 101,222 32,871 75,037Children and Youth 432,299 282,010 1,442,550People in crisis 249,606 65,742 150,075 3,141,418 1,057,154 3,348,893

Allocation of general administration expenses 1,946,561 476,004 1,939,458

$5,087,979 $1,533,158 $5,288,351

Allocations and designations:Allocations and designations to funded agencies $12,694,015 $2,982,435 $12,482,725Donor directed designations to 5,555,060 - 4,877,627

other charitable organizations Donor directed designations to 1,482,968 59,087 1,512,868

other United Ways Donor directed designations – Health Partners 4,757,868 1,352,085 4,489,970Support of United Way of Canada 135,901 56,528 232,562

$24,625,812 $4,450,135 $23,595,752

The complete audited statements, including explanatory notes are available at www.unitedwayottawa.ca