We have to create a strength within ourselves…

We are going to be sustainable. We have and are still being affected today by the welfare system. Our strength is why we are here today…

It was not by chance, it was because one individual said, ‘enough’.
Click here to read or download the full report

It starts with us

The approved national settlement for Sixties Scoop survivors provided an initial $50 million to establish a Sixties Scoop Healing Foundation. This Foundation is fully independent of the government, and it is for everyone impacted by the Sixties Scoop: the survivors across the country—Inuit, First Nations, Métis, non-status—everyone.
The Interim Board of the Healing Foundation came together to guide its development. As part of that, the Interim Board decided to undertake a national engagement process and those first steps started with you: Sixties Scoop Survivors.


Between September 22, 2019 and February 15, 2020, the appointed Engagement team hosted a series of 10 in-person engagement sessions and an online engagement survey.

We are honoured that thousands of survivors joined us to share their voices in person and online. It is our principle that all survivor voices are heard, valued and respected and we stayed true to that by engaging self-identifying survivors who lived on and off reserves, status, non-status, Inuit, First Nations and Métis from across Canada and elsewhere.

There were 525 participants that attended the in-person engagement sessions.


The following areas of focus and key priorities represent a high-level thematic summary of what we heard from survivors. It was remarkable to see the degree of consensus on these recommendations. To learn more about any one or all the recommendations listed below,
click here to read or download the full report.

For the purpose of these recommendations, we define “Sixties Scoop Survivors” as individuals who self-identify as being impacted by the 60s Scoop – including adoptees, crown wards, and their children, siblings, and parents.

Recommendation 1:

Areas of Focus and Key Priorities

The Foundation’s mission and mandate should be inclusive of seven key areas of focus, aimed at serving Sixties Scoop Survivors and defining and exploring avenues for healing and reconciliation:

  1. Cultural Reclamation
  2. Mental Health
  3. Reunification and Supports
  4. Advocacy and Collaboration
  5. Education
  6. Commemoration
  7. Connection and Community Building
The Foundation should foster innovation and capacity at the local, regional, and national levels to advance efforts that benefit survivors.

Recommendation 2:

Organizational Values

The Foundation’s vision, mission, and approach should be underpinned by the following values:

  1. Accountability and Transparency
  2. Honesty and Integrity
  3. Kindness, Compassion and Empathy
  4. Culture-based
  5. Inclusivity and Acceptance
  6. Accessibility and Equity
  7. Safety
  8. Holistic Multigenerational Perspective
  9. Survivor-centered
These values should guide decision-making, collaborations, and communications with those who the Foundation serves.

Recommendation 3:

Board Composition and Core Qualities

The Foundation’s board should be comprised of a minimum of 8 to a maximum of 12 individuals, the majority of whom are persons affected by the Sixties Scoop. The core qualities that should define board members include:

  1. Good Character
  2. Cultural Humility
  3. Strong Relationship Skills
  4. Strong Thinking Skills
The Foundation’s board should aspire to the wisest practices in organizational management and operations, including continued learning for board members—specifically cultural and trauma-informed training.

Recommendation 4:

Board Diversity and Skills

The Foundation’s board should aim to represent the vast diversity of survivors, specifically in terms of geography, language, culture, identity, age, and experience. The following elements of diversity should be considered:

  1. Inuit and Métis Representation
  2. Francophone Representation
  3. Youth Representation
  4. Gender
  5. 2SLGBTQ+
  6. Urban, Rural, Remote, and On-Reserve Representation
The Foundation’s board should aim to include individuals with the following skillsets:
  1. Policy
  2. Finance / Accounting
  3. Advocacy / Government Relations
  4. Governance
  5. Management / Human Resources
  6. Legal
  7. Fundraising
  8. Communication / Marketing
  9. Culture-based Program Delivery
In addition, the Foundations’ board should encapsulate a diversity of knowledge and skillsets, in particular, it should be ground in the reclamation of Indigenous and Culture knowledge.

Recommendation 5:

Board Recruitment Process

The Foundation’s board recruitment process can and should play an important role in building a relationship of trust between theFoundation and survivors. We believe a successful Recruitment Process must:

  1. Reflect the feedback from survivors
  2. Run in an open, inclusive, and transparent way
  3. Engage a broad range of potential candidates
  4. Demonstrate credibility by mitigating risk of personal orpolitical bias
To conduct the process, we recommend that the FoundationInterim Board appoint an ad-hoc “selection committee” of 5 individuals with no interest in assuming board positions themselves and assembled for the sole purpose of supporting the board selection process.

Recommendation 6:

Long-term Sustainability

The Foundation should seek to operate “in perpetuity” rather than taking a spend-down approach. In order to achieve long-term sustainability, the Foundation should consider the following practices:

  1. Create a long-term strategic and operational plan with identified measurable goals
  2. Develop a mid-term business plan outlining key milestones and funding / revenue required
  3. Engage in annual fundraising efforts to achieve short- and long-term goals
Strong financial management, fundraising, and long-term investing (including considering an endowment model) should be key aspects of the Foundation’s operational planning.

Recommendation 7:

Naming and Branding

The Foundation’s board, once established, should undertake a branding process to define its visual identity and name. This process should include the development of a “Request for Proposals” (RFP) specifically targeting professional Indigenous designers, artists, and/or branding experts.

In developing the RFP, the Foundation’s board should acknowledge the recurring themes and concepts contributed by survivors through the Engagement process, as inspiration for the brand:

  1. Reconnection
  2. Homecoming
  3. Resilience
  4. Renewal and Rebirth
  5. Duality
Visuals / Symbols
  1. Trees, Tree Roots
  2. Eagles, Eagle Feathers, Eagle Nest
  3. Medicine Wheel
  4. Children, The Child Within
  5. Fire, Flames
  6. Hands

Application Period Now CLOSED

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