OCTOBER 2023 issue 6
the table A Publication for Boards of Directors
In this Issue: Know Your SARC Board Lloyd Montgomery
Your SARC Board at Work
In Focus: June - September 2023
Collective Voice
A New Approach to MLA Engagement
Person-centred Practice and Risk Management: What Board Directors Should Know Lori Morphy
Join SARC and SARC’s Board of Directors as we provide updates on strategic initiatives, Board decisions, governance resources, and more.
How Solid is Your Risk Management Strategy? Desiree Tirk
Know Your SARC BOARD! Lloyd Montgomery South Region Regular Board Representative Weyburn, SK I have lived most of my life in Weyburn. My work training was in construction: estimating and project management. I worked as an estimator for a major company and then as an estimator and manager of a home improvement centre. In the 10 years prior to retirement in 2022, I managed modular home companies. The knowledge of construction is what got me onto the Weyburn WorKin Shop Board in 2010, as they were about to build new buildings. It was a good fit for me and I have now been chair for more than 6 years. I joined the SARC Board in December 2022. At first, I was concerned with the meetings split over 2 days. I now realize this is a wonderful team-building process and I look forward to those weekends. This group is dedicated to the improvement of our participants’ lives. I can say that this organization is one of the very best to be associated with. As for other interests, I have been on the Resort Village of Mistusinne Council for 11 years, being Mayor for 7. I served as a participant on the SaskPower study on nuclear reactors in Saskatchewan. I enjoy the cottage life and have spent much time there since retirement. I am an avid sailor, sailing since 1976, with various types of boats. I also enjoy golf and would have thought, after decades, I would have gotten better at it. I have enjoyed traveling throughout my life and attending live music events. I have recently passed my mutual funds sales course. I will work with this as a retirement job. The motivation for joining the SARC Board is to be part of a group that works to provide a better life for all people. Everyone should have an opportunity to have the best life possible. This board has the side benefit of working together with genuine people who quickly become friends. We all have skills, and this is a good place to put those skills to work.
Your SARC BOARD at work ANNUAL GENERAL MEETING On June 23, SARC held its annual general meeting in Regina. The SARC Board of Directors said goodbye to Dawn Desautels, Jim Morrison, and Marnie Watkin-Pawelko; each had completed their terms on the board. Dawn brought a wealth of experience, wisdom, and an unwavering commitment and passion to her role. Jim shared his savvy business mind, witty sense of humour, and a calm steadiness with all around the board table. Marnie embraced her responsibilities on the board with bountiful energy, enthusiasm, and solid questioning. SARC thanks Dawn, Jim, and Marnie for their many contributions over their terms. SARC also welcomed Wilda Wallace to its Board of Directors. Wilda has many years of professional and personal experience that SARC will benefit from. At the first board meeting immediately after the AGM, the following executive positions on the board were elected for the 2023/24 year: •
President - Valerie Budd-Pritchard
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Vice President - Stefan Thomas
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Secretary - Rosa Smith
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Treasurer - Lionel Prefontaine
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Director at Large (in lieu of Past President) - Jenna Moore
On August 24, orientation for our newest board member was held. The SARC Board then spent the next day at Wanuskewin Heritage Park. The day began and kicked off the new board year with a very meaningful and inspiring blessing from Elder Mary Lee. Board members then spent the remainder of the day doing a bit of governance work, sprinkled in between an interpretive walk in the beautiful valley, a hoop dancing demonstration and lesson, amazing food, and enjoying each other’s company.
SARC is proud to be accredited by Over the last few editions of The Table, the SARC Board has reported that we were pursuing accreditation through Imagine Canada. We are very pleased to announce that SARC has achieved accreditation under Imagine Canada’s Standards Program! With this achievement, we join a distinguished community of more than 270 organizations across the country committed to accountability, governance, transparency, best practices, and operational excellence. The Standards Program is a Canada-wide set of shared standards for charities and non-profits designed to help organizations strengthen their operations in five fundamental areas: board governance; financial accountability and transparency; fundraising; staff management; and volunteer involvement. Canadian organizations of all sizes, from coast to coast to coast, have demonstrated excellence by achieving accreditation through Imagine Canada’s National Standards Program. The process, although lengthy, and somewhat resource intensive, was an incredibly worthwhile endeavour. SARC received commendation for the strength of our application and evidence package. The reviewing panel also reported being “particularly impressed by your (SARC’s) attention to fair and equitable practices, as well as by your efforts in developing systems and processes that provide consistency for your work and decision-making.” SARC is proud to display the Imagine Canada Standards Program Trustmark and proud to continue to support our Members in the important work they do.
For the complete list of accredited organizations, please visit imaginecanada.ca/en/ standards-program/accredited-organizations.
Collective Voice
A New Approach to MLA Engagement Another round of disability service sector advocacy is in full swing as SARC aims to raise awareness about our Members’ funding needs in support of employee recruitment/retention and sustainable operations. This year’s MLA Information Package provides more of a linkage to the impact of the sector’s issues on people experiencing disability and the delivery of person-centred services. Additionally, because of Member resolutions passed at SARC’s AGM on June 23, 2023, we have included: •
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Job duty and compensation comparison between the Disability Service sector’s Direct Support Professional position and the position of Group Activities Aide within homes directly operated by the Ministry of Social Services in addition to the Continuing Care Assistant position within Health A particular focus on the need for funding in the core operational areas of Transportation, Maintenance, and Technology
At April’s regional Member Update meetings, we heard from Members about the various barriers to holding meetings with MLAs – some of the most frequent responses were lack of time to coordinate, lack of time to prepare and execute, and discomfort due to not knowing what to say or how to respond to their MLA’s questions. SARC is hoping that this year’s approach will alleviate these concerns. Every year, SARC holds its own meetings with various Ministers and MLAs to advocate for our Membership’s needs. This year, we are expanding on these efforts and are attempting to coordinate meetings with all MLAs across the province (some of you already know this, as you have already participated in one of these meetings with us or are scheduled to at an upcoming date). While we may not have much flexibility with the dates (as they’ll be provided to us by the MLA offices), we will then contact the Members in that constituency to arrange for CBO representation. While SARC will also participate in these meetings, we feel CBO participation is vital to the impact of these discussions. Where possible, we are attempting to book group meetings (ex. communities with more than one MLA) and meetings with key committees, such as the Government of Saskatchewan’s Standing Committee on Human Services. Meetings booked and/or scheduled to date include:
• August 9 – Alana Ross (PA), Joe Hargrave (PA), Delbert Kirsch (Batoche), Prince Albert • August 15 – Warren Kaeding (Melville-Saltcoats), Melville • August 22 – The Honourable Gene Makowsky, Minister of Social Services
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(virtual meeting) August 25 – Jeremy Cockrill (The Battlefords), North Battleford September 18 – Sask Party Regina Caucus, Regina (Christine Tell and Muhammad Fiaz attended) September 21 – Sask Party Saskatoon Caucus, Saskatoon (Lisa Lambert and David Buckingham attended) October 20 – Tim McLeod (Moose Jaw), Greg Lawrence (Moose Jaw), Moose Jaw November 3 – Meara Conway, Official Opposition CBO Critic (virtual meeting) November 7 - NDP Caucus November TBD – Human Services Caucus Committee
Conversations have gone well so far and have been greatly enhanced by our Members’ participation and sharing of real-life examples, which have been impactful for MLAs. MLAs have posed thoughtful questions, and some have expressed a commitment to have follow-up conversations with their colleagues and/or connect us to other MLAs/committees. Of course, we will not see the results of our efforts until March 2024 when the next Provincial Budget is announced, but we have been pleased with the level of MLA engagement at these meetings thus far. There are many meetings that are in the process of being scheduled with MLA offices right now, and there are a lot of moving parts and scheduling considerations with multiple parties involved. Additionally, we have had meeting requests postponed due to Cabinet and Committee shuffles as well as Session resuming earlier than previously scheduled. If you haven’t heard from us yet, it means that we haven’t heard back from your MLA’s office yet with a date. We are also currently working on a plan to follow up with MLAs that we were not able to reach in this round of meetings, as we would like to ensure that, at a minimum, they have our package and know how to contact us with questions. This approach is not meant to stand in the way of Members holding their own meetings with MLAs, and some may choose to do so, but for those who don’t have the time to coordinate or are not comfortable going it alone, this approach is an option. SARC’s Advocacy Committee (made up of SARC Board and Member representatives) is also looking at opportunities throughout the fall to engage the Membership in other Calls to Action as well as ways that people supported and their families could become involved. The committee will be making decisions on these other initiatives after we have assessed MLA responsiveness to the messaging we relayed at the meetings. Thank you for your support. If you have any questions, please do not hesitate to contact Amy McNeil, Executive Director, at (306) 933-0616, ext. 229 or amcneil@sarcan.sk.ca, or Melanie Weiss, Director of Member Services/AED, at (306) 933-0616, ext. 245 or mweiss@sarcan.sk.ca.
Person-centred Practice and Risk Management: What Board Directors Should Know by Lori Morphy Person-centred practice is a term you • hear all the time in the disability service sector. It is essential to all support and services provided. At its core, personcentred practice means that each person supported is at the centre of planning • and making decisions in their life. They are in the director’s chair, holding the megaphone, communicating what they want, and are in charge of how they live. Those providing support believe that each • person can, and must, have control of their own life. Historically, opportunities for people experiencing disability to make decisions for themselves were limited, often in the name of safety or protection. While the intent was well-meaning and people supported were indeed ‘safe’, it also restricted people from exercising their right to be in charge of their own lives. Over the years, supports have evolved and person-centred practice is now considered best practice. While it makes intuitive sense, it also raises questions related to risk for the organization, its employees, and leadership. Some common concerns or questions that may come to mind include:
What happens when employees support someone to make choices and be in charge of their own life and something bad happens? Who is responsible if something goes wrong or someone gets hurt as a result of their choice? Is the organization liable? How do employees ensure that the people supported understand the risks and responsibilities that go along with their choices?
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How do employees know what people want if they have difficulty communicating or can’t use words to say what they want?
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How can an organization with limited resources realistically support several people with varied interests and preferences?
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If employees restrict people from choosing for themselves, is the organization at risk? Is that considered abuse?
These are crucial questions for leaders to consider. While board directors are
not responsible for directly supporting people in the organization and should not be involved in day-to-day operations and decision-making, there are still elements of responsibility and risk that leadership needs to be aware of and manage when it comes to personcentred practice. Obviously, nobody wants to see someone hurt or experience negative consequences; however, it is not the responsibility of the staff or the organization to protect people from every possible risk. An important step in managing risk in a person-centred organization is understanding it. First, board directors must understand what person-centred practice is and what it is not, and they should be familiar with how people are supported in person-centred ways. This will help leadership to know that people are being supported well and risk is being managed appropriately. There is a common misconception that being person-centred means that people get or do whatever they want. The reality is that everyone must take responsibility for their choices, and people experiencing disability are no exception. They still must have the resources and support necessary to do the things they want, just as anyone would. Another common misconception is that the organization simply cannot support people to make choices that put them at risk. While organizations are indeed responsible for the health and safety of the people they support, this must be balanced with the right to make choices for oneself. Of course, it is not about putting people at serious risk of harm; it is about supporting people to experience typical risks that exist in all our daily lives. When people make decisions for themselves,
whatever those decisions are, employees are then tasked with supporting them to navigate the outcomes of those choices and learn from them so they can make more informed choices next time. Sometimes there are questions or concerns about a person’s capacity to make choices and understand risk; however, according to the Institute for Research and Development on Inclusion and Society, research and experience shows that with the right support, people are very capable of understanding and making decisions. The right support is often achieved through the process of ‘supported decision-making’, where information is shared and discussed with people in ways that they can understand and process. Each person’s ability and experience with making choices is balanced with the potential risk involved. Like anyone else, the more experience people have with making choices, and the more knowledge they gain, the easier it becomes to make informed decisions. When we think about risk management, this does not mean restricting people from making decisions that might result in a negative outcome. From a personcentred perspective at the leadership level, risk management means that there are policies and processes in place to support people to make decisions for themselves, while minimizing serious risks where possible. Clearly outlining the role of employees in supporting people with decision-making will help them understand what their responsibility is when it comes to supporting choice and autonomy, and what to do when risks are involved. Consider the example of technology use by people supported by an organization:
All people have the right to own and be in charge of their own personal belongings. This might include owning and accessing technology such as a cell phone, tablet, computer, and so on. While using technology can assist with communication, support relationships and social connections, and provide a wealth of information and entertainment, using technology can also present several risks. For example, the risk of victimization, access to illegal content or activities, interpersonal challenges, and difficulty with managing time spent using technology to name a few. While employees and leaders must be concerned about these potential risks, they cannot restrict technology use because of what ‘might happen’. In fact, restricting access to a person’s belongings could even result in an abuse claim against the organization. So, how does the organization balance the rights of people to own and access technology with the responsibility to keep people healthy and safe? Having clear policies that respect the rights of people to be in charge of their own lives while addressing and mitigating the risks that may come with those choices is the key. In this example, the organization may create a specific service delivery policy related to client technology use. Such a policy would outline how the staff will support technology use, and may include: •
Acceptable use when using organization-owned technology or when using technology in shared spaces. For example, expectations around viewing content that is offensive or illegal, respecting others by limiting volume or content, or viewing certain content in privacy.
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The responsibility for employees to identify and meet needs for education related to safe use of technology, such as education related to protecting the person’s identity, respectful communication, and interpersonal safety.
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Expectations and processes for employees to document concerns related to technology use such as changes in behaviour or safety concerns they may observe.
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Processes for reporting and addressing concerns related to technology use, including the response of the staff and management.
At the end of the day, the choice to own and use technology will be that of the person supported, and the person has a responsibility that goes along with this choice. Policies then provide employees the guidance on how to support the person in a way that helps them choose for themselves, while staying as safe as possible. Clear documentation of how the policy is implemented will help to protect the staff and the organization in the case where the choice of the person leads to a potentially negative outcome. Of course, an organization cannot have a policy specific to every single risk that may arise or there would be hundreds, or even thousands, of policies! Just think of how many choices you make every single day and the inherent risks involved. To address this, the organization may have a broad ‘informed consent’, ‘person-centred support’, or ‘supported decision-making’ policy that could be applied broadly any time the staff are supporting someone with a decision or potentially risky situation.
These broad policies address the responsibility of the staff to: •
Provide information and support that is relevant to the needs and abilities of each person when making decisions.
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Ensure employees do not let their personal opinions or biases influence the choices made by the person they support.
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Document the support and information provided, as well as any outcomes of the decisions made, particularly when the risk related to the decision is of concern.
Clear policies support employees to understand what their responsibility is when it comes to supporting choice and autonomy, and how to balance the rights of people to be in charge of their lives with the responsibility to minimize risk. Policies should also give employees some freedom to use creativity and flexibility within their roles – an important element of being person-centred! Are you familiar with the policies that exist in the organization you are part of that mitigate risk associated with person-centred practice? Although board directors are not responsible for writing these policies, or being involved in directly supporting people, directors must be confident that the necessary policies are in place and that employees are following them. Boards will be assured of this through their partnership with the Executive Director who works with senior leadership to establish these policies, monitor employee compliance, and report to the board at a high level related to quality assurance and risk mitigation within service delivery.
If you would like to learn more about the role of leadership in person-centred practice, watch for the launch of SARC’s new online training, Inspired: Leading Person-centred Support – coming soon!
COMING SOON!
About Lori Lori Morphy has more than 15 years of experience in the disability service sector in a variety of roles, including involvement in disability sports and adapted physical activity programs, work as a Direct Support Professional, assistant coordinator with Disability Support Services at the University of Alberta, and coordinator for mentorship and employment programs for youth experiencing disability. To connect with Lori Morphy and learn more about training opportunites, and person-centred practice, email her at lmorphy@ sarcan.sk.ca
How solid is your Risk Management Strategy? by Desiree Tirk
All organizations, regardless of size, face risks. Risks can range from those that have severe outcomes and could jeopardize an organization’s legal, financial, or reputational status, to other risks that are tolerable and can lead to opportunities. While risk is a necessary and normal part of business, how the board prepares for risk and monitors the organization’s risk management strategies is a key aspect of a highperforming board.
KEY AREAS OF RISK FOR A NONPROFIT BOARD TO CONSIDER ENSURE THERE ARE POLICIES AND PROCESSES IN PLACE IN THE AREAS OF:
FINANCES
OPERATIONS
Safegaurding the organization’s grants, investments, and finances.
Addressing issues of business continuity, disaster preparedness, cyber security, etc.
HR (EMPLOYEES & VOLUNTEERS) Relating to areas of safety, diversity, discrimination, etc.
PEOPLE SUPPORTED BY THE ORGANIZATION
Regarding areas of health and safety, personcenteredness, abuse, etc.
REPUTATION Protecting the organization’s name and good standing by use of social media, communications, code of ethics and conduct, etc.
Although it is considered best practice to have a formal risk management framework, most organizations are already practicing some form of risk management inherently. Organizations that have policies such as Conflict of Interest, Confidentiality, and a Code of Conduct are already practicing risk management. Generally, the safety of employees and the people the organization supports, prevention of accidents, reducing the impact of fire and natural disaster, and protection from theft and fraud are common risk considerations that boards already plan for. But is that enough?
Nonprofit organizations that do not have a solid risk management plan or strategy may be leaving themselves vulnerable to potential liabilities, left scrambling during a crisis, or missing possible opportunities. Aside from legal and financial requirements that may determine some of the risks an organization faces, there are other risks that organizations can be vulnerable to that boards may not have considered. Labour shortages, rising costs, cyber and privacy threats, forest fires, floods, Artificial Intelligence (AI), and technology are risk trends that we have seen in 2023. Imagine Canada suggests that the upcoming federal election and the possibility of a change in government could also have significant implications for an organization’s risk strategy. Other trends to consider are the increasing costs of insurance and decreasing availability, the increased demand for flexible work arrangements, and the increase in immigration that currently makes up 47% of the nonprofit’s workforce. The board of directors plays a crucial role in risk management of leadership and oversight. This governance role ensures that the organization has a risk management process in place that identifies key areas of risk, assesses and manages those risks, and seizes opportunities related to achieving the organization’s mission. As the board is not directly involved in managing the organization’s risks, they ensure there are policies in place that outline expectations around risk analysis, risk planning, and risk management and monitor policy compliance by following up with the executive director to ensure policies are implemented and followed. The board must also ensure the organization complies with all applicable legislation and contract obligations in addition to ensuring appropriate types and levels of insurance are in place, as part of the organization’s risk management plan (i.e., General Liability Insurance, Directors’ and Officers’ Liability Insurance , Property & Liability Insurance, and Cyber Liability Insurance. If you are not sure what questions to ask about cyber security, consider downloading CPA Canada’s resource: 20 questions directors should ask about cybersecurity. One of the best tools a director has to help them fulfill their oversight role is asking questions. Directors need to be well informed, curious, and confident to ask questions so that they can identify, analyze, and mitigate risks. According to Joan Garry, the Founder of Nonprofit Leadership Lab, “a board that asks challenging and provocative questions sees things you miss, sees around corners and helps you avoid trouble, and their questions lead to a discussion of what is possible rather than simply what ‘is’.” Business continuity planning and scenario planning are specific tools within an overall risk management strategy that include asking questions to proactively mitigate risks. Business continuity planning involves creating a ‘what if’ plan that can help guide the organization through a particular crisis to ensure it is able to continue to operate. Organizations that have a business continuity plan can ensure the organization’s business is uninterrupted during unexpected circumstances. Scenario planning means planning through various scenarios to identify ‘best-case’
and ‘worst-case’ potential outcomes and predicting what their impact may be. This is a proactive approach to outline multiple options and determine what to do in case of a crisis, if an opportunity presents itself, or when a decision needs to be made on short notice. It prevents ‘scrambling’ when the time comes because a plan is already in place. Scenario planning can also help organizations spot warning signs to future challenges and test the business continuity plan by asking, “If this scenario occurs, and we follow the business continuity plan, how would it work? Are we missing anything?” Organizations determine strategies for the scenario on how they will deal with that situation. For example, in succession planning, a board may ask, “What would happen if our executive director left unexpectedly? Or what if the board chairperson is unable to fulfill their term?” Succession planning is not just ‘making a plan’. It is a risk management strategy to ensure the sustainability of the organization. Although no organization can plan for every possible scenario, plans must be reviewed and developed continuously as our environment and technology is constantly changing. Be sure to check out SARC Learning Central for additional resources. So, what should your risk management plan or strategy include? According to the National Council of Nonprofits, a risk management plan should include: •
A risk management statement, philosophy, or policy.
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Risk management goals or objectives.
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A commitment from all levels of the organization outlining roles, responsibilities, and accountability.
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Policies and procedures that are clearly defined. And,
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Ongoing training, testing, and monitoring of the risk management plan.
Risk management and good governance go hand in hand. Boards are responsible for the oversight of the organization and should ensure a thorough risk assessment is conducted regularly and re-evaluated annually. This ensures the organization is protected against threats and can be well positioned to proactively to seize opportunities.
About Desiree Spending the past 25 years working in community development in the nonprofit and government sectors, Desiree brings a variety of experience with developing and facilitating workshops and has held positions as Program Manager, Facilitator, and Trainer. Desiree has over 20 years’ experience as co-owner of a business and holds a Bachelor of Indian Social Work and Bachelor of Arts in Native Studies. To connect with Desiree Tirk and learn more about how strategic planning can help your organization, email her at dtirk@sarcan.sk.ca
LOOKING FOR MORE WAYS TO LEARN ABOUT AND ENGAGE WITH OTHERS ON RISK MANAGEMENT?
Join SARC as we host the SARC Fall Conference on October 25-26, 2023 at the beautiful Saskatoon Inn. This two-day conference is a professional development and networking opportunity for executive directors, senior leaders, and boards of directors in the nonprofit sector and has various topics on Risk Management.
Board Bits Coffee Chat is a bi-monthly, 30-minute virtual discussion that is exclusively available to SARC Member executive directors and the organization’s board of directors. This interactive discussion will focus on different governance topics that will support you in your leadership role.
COMING SOON! Inspired is intended to provide you with the knowledge and tools to strengthen your understanding of person-centred practice, excel as a leader in supporting people to live person-centred lives, and work with other organizational leaders to embed person-centred practice throughout your organization. Whether you are a board director, executive director, or senior leader, this is your opportunity to reflect on and assess where your organization currently is in its person-centred philosophy and approach and identify areas or ways in which person-centred practice can be built on and improved, as it continues to evolve and progress.
INSPIRED IS AVAILABLE AT NO COST TO COMPASS ELIGIBLE ORGANIZATIONS.
CLICK HERE TO LEARN MORE