2016-2017 SARC Annual Report

ANNUAL REPORT

2016-2017

TABLE OF CONTENTS Message from the Executive Director and Board President

03

2016-2017 SARC Board of Directors

05

SARC Programs and Services

06

Provincial Partnership Highlights

07

SARCAN Recycling

19

Financial Highlights

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Left: Dawn Desautels, SARC Board President Right: Amy McNeil, Executive Director

Message from the board president and executive director As we welcomed the last year, we recognized the conclusion of a four-year strategic cycle. Our plan, The Next Chapter 2012-2016, was characterized by four supporting themes that provided the backbone and structure of strategic initiatives undertaken by SARC over those four years. During that time, we focused our energy towards enhancing performance, maximizing our public profile, expanding services and building on previous success. Being accountable, creating optimal value, ensuring the effective and efficient use of resources, being committed to continuous improvement, and striving for excellence were the guiding principles that led us to meet our goals. The Next Chapter 2012-2016 was a plan that stretched limits, challenged assumptions, encouraged and fostered leadership growth, and embraced creative thought. We are proud of what was accomplished.

As SARC rounded the corner towards our next strategic cycle, we acknowledged the energy that went into the previous four years. Our efforts would be futile if we did not implement evaluation processes to ensure our achievements remain relevant, effective and efficient well into the future.

Annual Report 2016-2017

As planning progressed, themes began to emerge. Societal and stakeholder expectations are changing at a rapid pace; as such, recharging our Association, evolving traditional service models, and inspiring creative thought are required to keep in step.

As you read the Annual Report, you will begin to see reference to SARC’s 2016-2020 Strategic Plan, 2020 Vision. The strategic initiatives in the new plan aim at keeping pace with shifting expectations. Over the next four years, we will apply focused investments of time, expertise and resources in our people, technology, and our culture and ensure the sustainability of our Association.

our people - the highlights

Over the last decade, there has been a significant shift in service delivery options available for people experiencing disability. As an Association, we have noted widespread realignment of philosophies and an expansion of disability service options. Members are furthering their programs and developing partnerships to enhance community-based opportunities available to the individuals they support. Seeking consistency and clarity, Members passed a resolution at the 2016 AGM. An ad-

hoc committee was established to further define “community” through the lens of person-centredness.

The definition was presented to the Ministry of Social Services to help inform work on the Day Program Funding Standard.

The health, safety and wellness of staff, employed by us and our Members, continues to be a major priority. Our efforts were celebrated last June when we were the recipient of the Safe Saskatchewan first place ‘Mission Zero’ award in the Medium Employer category.

SARC stands strong with the belief that training and education equips individuals with knowledge and skills to do the job safely, effectively and efficiently. It also increases morale and productivity as well as attracts and retains new talent.

Targeted knowledge acquisition is also a proven risk management tool. One way an organization can mitigate risk is to have a well-informed, skilled Board of Directors. April’s launch of ELEVATE, a comprehensive program of best practices for Boards of Directors in the non-profit sector, is quickly gaining attention and accolades for its robust content, relevance, price point and online platform.

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our technology - the highlights Individuals require the right tools to do their jobs. Maximizing and effectively using appropriate tools and processes increases job satisfaction, supplements results and better positions us for the future.

SARCAN’s reliance on antiquated technology, such as fax machines and paper-based processes, have proven themselves to be a less than effective means of communication over the last number of years. The year’s expansion of Point of Sale and Drop & Go technology has allowed us to retire out-of-date processes in the majority of our recycling depots.

Work continues to align all depots with current technology.

The use of video conferencing and online training platforms continues to streamline the way we communicate. In addition to the launch of ELEVATE, we launched Canned Wisdom for use within the SARCAN system. Canned Wisdom electronically links employees from across the province on a monthly basis to train on relevant topics.

Examples included Customer Satisfaction, Reducing Wait Times, and Injury Prevention.

our sustainability - the highlights

On June 1, we attended the 20162017 Provincial Budget Address. In light of the economic deficit, the Government called upon the people of Saskatchewan to work together to diversify the economy, make sound investments and keep the economy strong. They also announced the beginning of a “governmentwide exercise of transformational change.”

Community-Based Organizations that relied on Government of Saskatchewan funding were notified that they might see cuts in funding. SARC was not immune, and we experienced a reduction

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in Government funding related to Member Services. In addition, we saw a notable decline in training registrations, as a result of budget restrictions. Another trend worth noting is the increased demand for legal supports and other consultation services related to risk management. CommunityBased Organizations continue to be stretched, often to the brink or beyond their capacity.

The sustainability of CommunityBased Organizations is critical to the health and well-being of our province. SARC and our Members remain steadfast in our work related to the CBO Sustainability Project, but it goes further than this initiative.

SARC and our Members are changemakers. SARC provides services to Community-Based Organizations, aimed at supporting them in their role of providing essential services and dream-fulfilling options to thousands of people.

In regards to SARCAN, we signed a new four-year agreement with the Ministry of Environment made effective April 1, 2016.

Subsequently, we entered into one-year contract extension agreements with all SARC Members with a stake in SARCAN. A contract advisory committee began contract discussions in the fall of 2016. Members signed three-year contracts early in the New Year.

With a goal to diversify and strengthen the Association as a whole, SARC continued to explore and nurture mutually beneficial partnerships. Discussions with a number of Manitoba Disability Service Sector organizations have proven to be positive. Further awareness and collaboration with other non-profit organizations also received our attention.

and beliefs, which governs how people behave in organizations.

These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs.

(McLaughlin, n.d.)”

SARC is an organization that employs, engages, supports and provides opportunities to many vibrant, diverse and outstanding individuals. We strive to be a welcoming organization where everyone is treated with respect and dignity, and everyone feels valued. We endeavor to be the best, be totally committed and achieve the highest standards. We are committed to recognizing and embracing the talents, perspectives and experiences of all people. We understand that when employees feel valued, respected, well– equipped to do their job and enjoy coming to work, they will provide exceptional customer, client and member service. Being trustworthy, respectful, competent, empathetic, courteous, dependable, cooperative and acting with integrity are cultural values we embrace and strive to model in everything we do. The 2020 Vision Strategic Plan has many strategic priorities designed to strengthen and enhance our culture as we continue to grow into the future as a unified Association.

The last year has been a year of transition. We set out to blend the work, learnings and accomplishments of our previous strategic plan into our new guiding documents. This year, as we entered our 49th year of operations, we re-committed to applying the lessons we have learned along the way. We also readjusted our lens of thinking to make certain we keep the focus on our path and purpose for years to come.

our culture - the highlights

“Organizational culture is a system of shared assumptions, values,

Annual Report 2016-2017

sarc board of directors 2016-2017

DAWN Desautels

murray Baird

president

South West Representative Cypress Hills Ability Centres Inc.

brian haswell

Lionel prefontaine

vice president

past president

treasurer

North East Representative Pine Industries/Community Service Centre

South East Representative Cosmopolitan Learning Centre

External appointment

SArc board committees: executive committee

yvonne nyholt secretary

North Associate Representative Battlefords Residential Services, Inc.

bill powalinsky

joe macleod

North Manager Representative Pine Industries/Community Service Centre

North West Representative Columbian Industries

Brian Haswell Dawn Desautels Murray Baird Lionel Prefontaine Yvonne Nyholt

SArcan committee Brian Haswell Murray Baird Joe MacLeod Bill Powalinsky

member services committee Kim Edmunds Yvonne Nyholt Marnie Watkin-Pawelko

finance/pension & benefits committee

marnie watkin-pawelko cheryl zander South Associate Representative Regina Residential Resource Centre

South East Representative Redvers Activity Centre

Annual Report 2016-2017

kim edmunds

Lionel Prefontaine Cheryl Zander Dawn Desautels

South Manager Representative West Central Abilities, Inc.

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programs & services

6

Annual Report 2016-2017

provincial partnership highlights The Provincial Partnership between SARC and the Ministry of Social Services was formed 20 years ago to discuss mutual areas of concern and identify solutions/initiatives for the betterment of the disability services sector. SARC representatives include the SARC Board Executive and management; Ministry representation includes the Assistant Deputy Minister for Disability Programs as well as management from Community Living Service Delivery and Program & Service Design. Issues of importance to SARC Member Agencies, often reflected through Member resolutions, guide much of the Partnership’s work.

In the 2016-2017 year, the Partnership discussed and provided guidance/oversight for the following initiatives:

01

inclusion & community involvement

02

restrictive procedures policy

A 2016 SARC AGM Member resolution

This new policy, which will be established as a

generated a lot of discussion about what

requirement within CBO Contracts for Service

“community” means and how CBOs can be

effective the 2018-2019 year, was reviewed

better supported to provide their clients with

by the Partnership in line with the Ministry’s

opportunities for inclusion and involvement

CBO consultation process that occurred in

within their communities. As a result of this,

2016-2017.

the Partnership decided to add the Ministry’s Day Program Task Team as a sub-committee of the Partnership so that it could oversee this group’s work on evaluating how the Day

03

residential capital inventory project See page 18 for more details.

Program Funding Standard is working to support CBOs in this regard.

Annual Report 2016-2017

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04

cpp & sp The Comprehensive Personal Planning & Support

centred culture framework that was approved by the

Policy (CPP&SP) Committee is a sub-committee of

Partnership for distribution in the 2017-2018 year.

the Partnership whose focus in the last year was on

This framework shows the connectivity between and

how to improve awareness and understanding of the

roles of the individual supported, the support network,

policy by individuals, families, and service providers

leadership, and the family support network to ensure

in order to enhance implementation. The Person-

that all people have choice and control, meaningful

Centred Thinking Task Team (a sub-committee of

relationships, and a full community life where their gifts

the CPP&SP Committee) established a draft person-

and contributions are welcomed and celebrated.

05 cbo sustainability project Work continued on this multi-year, multi-pronged strategy to support the long-term sustainability of CBOs funded by Community Living Service Delivery and Child & Family Programs. Task Team highlights from 2016-2017 include:

Creation of draft outcomes framework in preparation for pilot in 2017-2018. outcomes: assurance: Creation of draft standards framework in preparation for pilot in 2017-2018. quality

Finalization of Governance Road Map resource for Boards (distribution to occur in 2017governance: 2018).

attraction, retention & compensation: Conducted Staffing Needs Questionnaire and began work to identify CBO foundational training needs. shared services: Developed list of potential opportunities for CBO savings through “group buying� arrangements and started work to explore a group insurance program for CFP funded CBOs.

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Annual Report 2016-2017

In the boardroom Much of SARC’s training and consultation supports are directed to a CBO’s Executive Director and staff, but we are also here to support Boards of Directors – case in point, the increasing number of inquiries coming from Boards to Leanne Zacharias, Human Resources Consultant; Marrion Wolff, Labour Relations Consultant; and Corinne Sonntag, Facilitator of Leadership Development.

Topics of interest to Boards in the 2016-2017 year included: • The Board’s role of governance versus the Executive Director’s role of operations • The Board’s role as employer of the Executive Director, specifically:

o The recruitment process

o Conducting regular

performance evaluations

Upon request, SARC staff members were able to provide information and resources for consideration, including a new Executive Director Performance Evaluation Guide, Sample Policy, and Sample Evaluation Form that were added to SARC’s online resource area. SARC’s online ELEVATE program for Boards (see page 12 for more details) discusses these topics and more to support Boards with their governance role.

SARC Member Agency Boards are committed to their communities and the sustainability of their organization’s services. With employer liability issues and associated risks being ever-present for non-profit organizations, SARC Members view our consultation services as a valuable part of their overall risk management strategy.

LEARNING CENTRAL: PROFESSIONAL DEVELOPMENT FOR NONPROFIT EXCELLENCE In April 2016, SARC moved all information on our various training initiatives to a new website: www.sarclearningcentral.ca.

With our training and program offerings continually expanding and evolving, establishing a central online hub to access all of this information was essential.

The new SARC Learning Central website highlights all of the training opportunities and events that SARC offers. SARC Learning Central is also accessible through our main website at www.sarcsarcan.ca.

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Annual Report 2016-2017

A key element of SARC’s

Online programs offer flexibility

overall training strategy was

to organizations, as they can

to develop a new platform for

access programs at any time

our online program offerings

and take the program at their

for an improved, more user-

own pace. Of course, Learning

friendly learning experience.

Central is more than just online

The platform was introduced

programs; visit our website to

in April 2016 with the launch

learn more about and register

of the ELEVATE program (the

for other great programs

newly updated Med Assist

like PART, TLR, and the Leap

program became available on

management skills program.

In addition to Leap, SARC supported the learning needs of CBO management with additional leadership sessions through the Leadership Foundations Program and a session on Business Continuity Planning and Crisis Leadership.

this platform in May 2017).

Learning Central aims to be responsive to the learning needs of the nonprofit sector. If you have a suggestion for a training program or event, please let us know by contacting Mindy Bonderoff, Facilitator of Training & Education, at mbonderoff@sarcan.sk.ca or 933-0616 ext. 224.

training stats 2016-2017

87

CBOs that accessed Learning Central training opportunities

Annual Report 2016-2017

437

Learning central program registrations

43%

increase in sarc’s basic skills training registrations

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ELEVATE’s first year of supporting governance excellence in saskatchewan ELEVATE, SARC’s comprehensive Board

for a high level of performance.

development program, was launched in

The ELEVATE program provides

April 2016 and has had 21 Boards across

organizations with the ability to adapt

the province take the program in support

their learning experience to suit their own

of their commitment to governance

Board’s needs by having the flexibility to

excellence in its first year.

take the program either individually, as a

This flexible online program provides any

group, or a combination of both. ELEVATE

nonprofit Board with the opportunity to

aims to strengthen the organization’s

Boards of Directors

increase its knowledge on governance

governance role by providing the tools

in the first year

best practices as well as the platform from

and information that support the Board

which to discuss possible adjustments to

and management to be on the same page

Board policies and processes as it strives

and work together as a team.

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“The Board has taken multiple training programs and found ELEVATE to be one of the easiest to follow. Directors could engage in discussion because all were able to understand the content. We looked at the content through the lens of ‘how does this affect our organization?’ Information is easily adaptable” – Saskatchewan Approved Private Homes

ELEVATE consists of six comprehensive modules on:

governance • governance vs operations • Board models • Bylaws & policies

board’s role as employer of the executive director • recruiting • orientating & onboarding • performance management

roles & responsibilities • board role descriptions • committees • how to be a productive & responsible director

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financial responsibilities • best practices in financial governance • financial risks • financial reporting

legal responsibilities • Sources of Directors’ Obligations • general duties of directors • liability of directors

characteristics of high performing boards • strategic planning • conflict management • board recruitment

Annual Report 2016-2017

organizations across the province are leading the way in achieving governance excellence:

Nipawin Spiritwood Battleford

Rosthern

Saskatoon Rosetown

Ituna Langenburg Moose Jaw Swift Current Shaunavon

Regina Pilot Butte Kronau Moosomin Kipling

Weyburn Redvers Estevan

”Taking ELEVATE has caused us all to be a better team, to respect each other more, we’re a stronger Board because of it” – Redvers Activity Centre

Annual Report 2016-2017

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DEAM gaining momentum Disability Employment Awareness Month (DEAM) has been gaining momentum as both a provincial and national initiative that highlights the benefits of supported employment and celebrates inclusive employers everywhere.

The Province of Saskatchewan has proclaimed October DEAM for the past three years. The Canadian Association for Supported Employment (CASE) has also been working towards having DEAM proclaimed nationally, and many other provinces are showing support through their continuous efforts in celebrating DEAM provincially as well.

In 2016, SARC celebrated DEAM by hosting an EmployLink event for employers. This luncheon, co-hosted by the Saskatoon Chamber of Commerce, featured Mark Wafer, Inclusive Employer

and owner of six Tim Horton’s Franchises, who discussed the topic of The Economic Case for Inclusive Employment. Wafer is an excellent advocate for inclusive employment, and he uses a business-tobusiness approach to reach out to employers, as he explains the facts and the figures from an employer’s perspective.

SARC also held a Social Media Takeover that focused on sharing supported employment initiatives, news, and stories from SARC Members and beyond throughout the entire month. There continues to be an increasing number of organizations that are participating in DEAM. With more and more organizations embracing the month to celebrate inclusive employment in their communities, there were a variety of creative events held across the province.

For example, Humboldt & District Community Services (HDCS) held a “work mob” at the local Sobeys, a valuable inclusive employer in their community. The staff at HDCS put on Sobeys uniforms and worked in various areas of the store while talking to customers about DEAM. “HDCS chooses to celebrate DEAM as a way to say thank you to those employers that have committed to a diverse work force and as a way to create increased awareness about hiring people experiencing disability. We visited Sobeys for an afternoon, took over some of the jobs and talked to customers about our organization and the reasons why we celebrate DEAM. It allowed us to use Sobeys as an example of how being diverse in our hiring works and makes good business sense,” Juanine Korte, Executive Director, HDCS, said.

Mark Wafer presenting at the Employer Luncheon on October 20, 2016.

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Annual Report 2016-2017

“All of the work we have done with DEAM has helped us to create increased awareness to employers in our area as well as the community as a whole. We are looking forward to DEAM 2017, we already have some amazing events planned!” Korte said.

Job seeker Christian, part of ARC’s Employment program, job shadowed at the office of Alanna Koch, Deputy Minister to the Premier.

Staff from HDCS at Sobeys during their “work mob”.

Autism Resource Centre (ARC) worked with the Government of Saskatchewan to set up a day of job shadowing at the office of Alanna Koch, Deputy Minister to the Premier. Christian, who is a part of ARC’s employment program, spent the day at the provincial legislative building learning the ropes of the government, including how to conduct a meeting, taking notes and giving advice, and how to manage a large group of people. It was great for Christian to learn some practical skills to put to use in a future workplace.

Another great way that organizations celebrate DEAM is by presenting inclusive employers in their community with a Certificate of Recognition. This is a simple way for organizations to show their appreciation for employers, while also providing them with something they can display at their business to highlight their inclusive hiring practices. Pictured on the right are photos of organizations that presented 9 Mile Legacy Brewery and Happy Camber RV with a Certificate of Recognition.

As DEAM continues to grow each year, we look forward to seeing what new initiatives will come from more organizations in 2017!

Crocus Co-op presenting 9 Mile Legacy Brewing Company with a Certificate of Recognition for their contributions to supported employment.

Tim Merkosky, a member of Eagles Nest Youth Ranch/ Wesmor High School’s “Odd Job Squad” presenting a Certificate of Recognition to Dan Christakos, General Manager of Happy Camper RV.

pension & benefits programs SARC administers 2 Group Benefit plans on behalf of 69 community-based organizations in Saskatchewan which includes 47 SARC Members and 22 non-members; as well as a third Benefit Plan in respect of SARCAN Recycling employees throughout the Province. In total, these benefit plans cover more than 2,000 employees.

SARC is also the Administrator of a multiemployer defined contribution Pension Plan, providing a pension plan option to community-based organizations throughout the Province for both SARC Member Agencies and other Social Services funded organizations.

4200

25

$82 million

10%

individual

Participating

Assets

annual

plan members

non-member agencies

in excess

return

Presently the SARC Pension Plan has 109 divisions encompassing more than 4,200 individual plan members.

Of these 109 divisions, 25 are non-member agencies.

On March 31st, the pension plan had assets in excess of $82 million.

For the year ending March 31, 2017 the Balanced Fund, which holds the majority of the participant funds, had an annual return of 10.0%, with a 8.9% return over 5 years.

SARC’s Pension & Benefit Plans benefit SARC, its Members, and many other community-based organizations across the province.

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Annual Report 2016-2017

insurance programs SARC maintains an insurance program for the benefit of SARC Members. The program was developed to meet the unique and diversified needs of the community-based organizations in the Disability Services Sector and includes a variety of coverages that could otherwise be difficult to obtain as an independent organization. There is also a Directors and Officers Liability insurance program with 83 organizations participating.

Coverages include (but are not limited to) Abuse Liability Coverage, Dispensing of Medication Coverage, Residential HealthCare Facility Coverage (which covers food, beverages, medication, medical supplies and medical appliances), and Property and General Liability.

42

83

participating organizations

participating organizations

property & Liability insurance

directors & officers liability insurance

SARC has 42 organizations participating in the property & liability insurance program.

Annual Report 2016-2017

There is also a Directors and Officers Liability insurance program with 83 organizations participating.

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on the road again (and again...and again...)

Travelling for his job is nothing new for Don Epp, SARC’s Facility Planner, but this past year was certainly one for the books thanks to the Residential Capital Inventory Project. Similar to the Day Program Capital Needs Assessment from a couple years back, this project was undertaken to assist SARC Member Agencies and the Ministry of Social Services with long-term capital planning.

Starting in June 2016, Don set out to visit the first of the 236 houses in the scope of the project [group homes and group living homes that are owned by the CBO, receive capital funding from Community Living Service Delivery (CLSD), and built prior to 2011].

Between June and November (when the project stopped due to winter weather/snow impeding inspection of home exteriors), Don visited 35 SARC Member Agencies in 28 communities. The

2017-2018 year will see the completion of the project, with 15 Members in 13 communities left.

The output from this project will be a database from which each CBO can generate a five-year capital plan (tracking the general condition of the home and specific items such as furnaces, fire sprinklers, ceiling tracks, etc.) in order to be prepared for future financial investments.

Collectively, this database will inform CLSD related to a five-year capital replacement budget for the province. The intent is for this database to serve as a baseline and be updated through another round of inspections in five years’ time.

In addition to this provincial project, Don continued to support SARC Member Agencies with their individual capital projects. With

Converted bedroom to bathroom in Saskatoon

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Combined en-suite and main bathroom in Waldheim

limited dollars in the budget for capital projects, the trends this year were CBOs using their reserve funds for renovations to increase accessibility and CBOs opting to purchase and renovate existing properties rather than build new.

L’Arche, for example, renovated a house to accommodate individuals transitioning from Valley View Centre and converted the garage to accessible bedrooms and a bathroom. Other accessible bathroom projects were made possible by combining and/ or repurposing existing space – Christian Horizons combined the ensuite and main bathroom into one; Elmwood Residences converted a bedroom into a bathroom.

No matter whether it is a new build or a renovation, capital projects are significant undertakings and financial investments. SARC Members continue to express their appreciation for the support of SARC’s Facility Planner position to guide them through the process and help them make decisions to best utilize and protect their investment.

Annual Report 2016-2017

sarcan recycling In May 2016, SARCAN launched a five-year Leadership Training Program for supervisory staff at all 72 depots across the province. Read all about it on page 23.

Annual Report 2016-2017

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DROP & GO The 2016-2017 year predominantly focused on the installation and promotion of SARCAN’s new Drop & Go system as it continues to expand across the province.

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Annual Report 2016-2017

01

NEw installations

There were 24 depots that received Drop & Go in the 2016-2017 year, and 18 the year before. In the 2017-2018 year, the remaining 30 depots will receive the installation. You can now find Drop & Go at the following locations: • Assiniboia • Nipawin • Buffalow Narrows • North Battleford • Canora • Prince Albert • Esterhazy • Redvers • Estevan • Regina (5) • Humboldt • Rosetown • Indian Head • Rosthern • Kamsack • Saskatoon (4) • Kindersley • Spiritwood • La Ronge • Swift Current • Maple Creek • Tisdale • Martensville • Turtleford • Meadow Lake • Unity • Melfort • Wadena • Melville • Watrous • Moose Jaw • Weyburn • Moosomin • Yorkton • Outlook

02

03

extended hours

As a strategic priority for 2016-2020, SARCAN will continue to look at the effectiveness of current hours of operations and will continue to explore new solutions. In October 2016, the Martensville depot started offering Saturday service for Drop & Go only.

In March 2017, four depots began a pilot for extended hours in Saskatoon and Regina, for Drop & Go only. At the Saskatoon East and North depots, as well as Regina Rochdale and Victoria East, extended hours now include Thursdays and Fridays until 9:00 p.m. and Saturdays until 6:00 p.m. Usage rates will continue to be monitored throughout the duration of the pilot.

promotions & advertising

In February 2017, SARCAN introduced new Drop & Go logos and branding elements designed to bring an eye-catching, appealing look to Drop & Go in the depots. Additionally, an advertising campaign was launched in March 2017 that included: • a 30 second commercial for broadcast • a 60 second commercial for video display advertising, web and social media • a new website • new signage in depot • tradeshow booth and festival tent • handouts and brochures • promotional apparel and giveaways Uptake on the new system was solid throughout the year. Advertising and promotions continue into the 2017-2018 year.

Annual Report 2016-2017

Top Photo: The new Drop & Go logo and colour palette is bright and bold, designed to be eye-catching and memorable in the depot, at events and in advertising.

Bottom Photo: A screenshot of the new Drop & Go commercial - see the whole thing online at www.sarcandropandgo.ca.

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research & metrics One of the critical values and guiding principles in SARC’s 2016-2020 Strategic Plan is to Define, Measure, Evaluate, Learn and Adjust, which is now being incorporated into SARCAN’s research and measurement. In the 2016-2017 year, baseline metrics were established for general awareness about SARCAN Recycling and about Drop & Go specifically. Additionally, two studies were commissioned that established and shaped the future direction for research, communications and advertising.

missing 18% SARCAN contracted Unite Marketing Co-op to conduct a study on the beverage containers that were sold in Saskatchewan but not returned to our depots. The purpose of the study was to gain insight into the barriers that could prevent people from going to SARCAN depots, and choosing instead to throw their beverage containers in the landfill. Based on the return rate of 82% in the 2015-2016 year, Unite endavoured to find the missing 18% of containers returned. The research presented several barriers to returning beverage containers, including transportation to the depot in communities with depots, as well as people who live outside of Saskatchewan communities with depots.

Insightrix SARCAN contracted local firm Insightrix Research, Inc. to do an awareness survey with 1,000 Saskatchewan residents. Those who responded were asked about their knowledge and usage of SARCAN Recycling generally, as well as awareness, recall and intended messaging of our 2016 “So much more than recycling” advertising campaign.

The survey also established a baseline metric for awareness about the new Drop & Go service so we could continue to plan advertising roll-outs in new communities accordingly.

The awareness levels were high, and one commercial in particular from the “So much more than recycling” campaign stood out for people more than others. As such, the favourable commercial was used in the rotation for the 2017-2018 advertising buy.

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Annual Report 2016-2017

employee education & engagement

leadership training SARCAN has traditionally hosted an annual two-day training review and refresher for supervisory staff called Supervisor Training. In May 2016, a new Leadership Training program was launched and replaced the former Supervisor Training. The new training falls in line with SARC’s strategic goal of establishing a leadership development strategy. The new Leadership Training is a five-year program that focuses on developing strong leaders with well-rounded skill-sets. The 2016-2017 year focused on Effective Communication. The 2017-2018 session was on Recruitment and Retention. Years to come will include topics such as fostering an effective team and employee accountability. The program was developed in-house and makes use of some existing resources from areas such as Leap, SARC’s management skills development program.

canned wisdom Thanks to the new POS and Drop & Go systems, the depots and processing plants are now equipped with computers and internet connections. Depots now have access to email and video conferencing which allows for more regularly scheduled updates and trainings on a variety of topics. This allowed SARCAN to launch Canned Wisdom, a new monthly, regularly-scheduled video conference training. Depots can tune in live for the video conference, or they can watch the video after the fact at a more convenient time, or refer to it if staff are needing training or a refresher.

Training topics so far have included: • • • •

Customer Satisfaction and Wait Times Preventing Injuries Social Media Messaging and Martketing Approved Beverage Containers.

Canned Wisdom happens monthly in fall, winter and spring and breaks for the busy summer months.

Annual Report 2016-2017

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depot renovations & Highlights

Making improvements to better serve the people of Saskatchewan.

Estevan

Langenburg

The Estevan depot decided to stay in the same iconic location it has operated in for many years and do some significant updating to the depot instead. This included new lighting, two new washrooms, a new staff room and a new NexGen crusher.

In Langenburg, an office was built for staff, as well as a conveyor belt added to access the Prodeva crushing equipment. This makes it significantly easier for depot staff to operate the machinery; previously, they were loading by hand.

Lanigan

Watrous

The depot received a facelift by moving the stairs and installing new windows in the customer area. The depot is now bright and cheery for both customers and staff alike.

The Watrous depot remained in its very visible location, right on Main Street in town. The depot renvations included receiving a new staff room and office layout in the back area.

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Annual Report 2016-2017

The 2016-2017 year saw the introduction of metal and plastic cap recycling at all 72 depots province-wide.

Several depots received new crushing equipment, such as a new Prodeva at the Watson depot (pictured).

Many depots received electric forklifts in 2016-2017, which helps reduce our greenhouse gas emissions.

The Saskatoon East and North depots were invited to a meet and greet with Saskatoon Blades in March 2016.

The Grade 3-4 class at Saskatoon’s Westmount School won a 2016 SARCAN-sponsored “25 Acts of Conservation” prize.

SARCAN depot staff across the province raised the recordbreaking amount of $54,018.15 for Telemiracle 41.

SARCAN 2016-2017 Overview SARCAN's return rate continues to be one of the highest in Canada. To date, SARCAN has recycled over 7 BILLION containers!

Beverage Container Return Rates:

86.2% Return Rate

Plastic

83%

Glass

84%

Aluminum

405,050,345

94%

Juice Boxes

50%

Beverage Containers Recycled (excluding refillable beer bottles)

In addition to deposit beverage containers, SARCAN also recycles re llable beer bottles, end-of-life electronics, and used household paint.

4,908,973 lbs of Electronics 1,140,588 lbs of Paint

6,368,709 Beer Bottles

SARCAN in your Community 600+ 72

There are 72 depots in 67 communities across Saskatchewan. Of these 72 depots, 42 are operated by SARC Member Agencies.

SARCAN employs over 600 people of all abilities in communities across Saskatchewan. Employees earn competitive wages, bene ts, and pension.

SARCAN is part of your community. Every year, SARCAN raises money for Telemiracle and other local charities.

SARCAN and the Environment

Recycling through SARCAN diverts 44,839,454 lbs of waste 26from Saskatchewan land lls.

SARCAN Recycling saves 52,083 metric tonnes of greenhouse gases from being emitted. That's the equivalent of taking 10,995 cars off the road!

The energy saved by SARCAN each year is enough to power Annual Report 2016-2017 7,273 homes!

FINANCIAL HIGHLIGHTS SARC and SARCAN Recycling’s 2016-2017 financial report and statements.

27 Annual Report 2016-2017

Annual Report 2016 - 2017

27

sarc financial highlights SARC saw a decrease in grant funding for both operation and project grants and had to manage accordingly.

Education & Training revenue and expenses can vary from year to year due to registration numbers and timing of events. In 2016, there were a high number of Leap registrations due to the availability of the CanSask Job Grant and in 2017, registrations were down from the year before. Education & Training expenses for the year included costs for updating the Med Assist content and online platform. Member Association Activity, the work SARC does on behalf of the Members, primarily with provincial government, and expenses can vary from year to year. The increase over 2016 was due to work done with the Partnership Committee, the CBO Sustainability Project and the CPP & SP Committee, as well as increased legal costs related to global Membership concerns. The increase in Administration expenses was largely due to required building repairs and an increase in property taxes. Other revenues decreased, as we were no longer receiving administration fees for the operation of The Unified Dairy Recycling System (UDRS). SARC Bark was wound down September 30, 2015 and therefore there was no activity during the current year.

Josie McGuire, Hon. Tina Beaudry-Mellor and Amy McNeil with the four 2016 Al McGuire Award recipients: Greg Sommerfeldt, Aaron Magnus, Ryan Bender, and Trudy Linka.

28

Annual Report 2016-2017

sarcan financial highlights SARCAN Recycling had the second highest year of returns on record with 411.4 million containers returned.

Throughout the year, there were three record-setting months where record high container volumes were collected by our depots. Our revenue in the year was down $1.3 million due to a decline in our grant revenue which had a significant impact on our net income. Salvage revenue was only down $67,000 as the decreased volumes were offset by higher prices realized in the salvage markets. Our expenses increased $1.7 million - $186K of the increase was due to a full year of operations for our Buffalo Narrows depot which opened in February 2016. The remaining increase was due to increases in property tax, rent and utilities, as well as cost of living adjustments to wages. Out of our net income of $373,000, there is $0.8 million paid out to the system stakeholders which resulted in an overall deficit for the year. In the non-legislated program, the decrease in revenue and expenses was due to declining volumes of paint and electronics returned. Operation of UDRS ceased June 30, 2016; no revenue was received and only closing costs were incurred. The balance of UDRS net assets was distributed.

Telemiracle on-air talent and officials from the Kinsmen Foundation visit the Victoria East SARCAN depot in Regina in advance of the big show to say thank you for selling so many Helping Hands.

Annual Report 2016-2017

29

sarc financial statements SARC’s operations encompass a variety of services and activities in support of the disability services sector. These include Member Association Activity, Education & Training, Consultants (Human Resource Consultant, Labour Relations Consultant, and Facility Planner), Administration and Projects [Supported Employment Transition Initiative (SETI) and Provincial Training Committee (PTC)].

Year ended March 31 (in $000s):

2017

2016

% change

$1,945

$2,227

-12.6%

Grants - Operation

749

779

-3.9%

Grants - Projects

591

664

-11.0%

Education and Training

318

449

-29.2%

Other

287

335

-14.3%

$2,184

$2,217

-1.5%

Member Association Activity

253

230

+10.0%

Education and Training

498

462

+7.8%

Consulting (Facility Planner, Human Resources and Labour Relations

413

417

-1.0%

Projects (SETI and PTC)

591

664

-11.0%

Administration

327

294

+11.2%

Amortization

102

99

+3.0%

-

51

-100.0%

($239)

$10

Revenues

Expenses

SARC Bark (net of gross profit) Net Profit (loss)

30

Annual Report 2016-2017

sarcan financial statements SARCAN Recycling is the recycling division of SARC. SARCAN’s operations are divided into three main programs – legislated, which is the collection and recycling of used beverage containers and is legislated by the Ministry of Environment, non-legislated which includes used paint and end-of-life electronics, and Unified Dairy Recycling System (UDRS) which includes milk containers (jugs and cartons). The UDRS contract terminated December 31, 2015 and operations ceased June 30, 2016; therefore, there are only final wind down costs for the year ended March 31, 2017.

Legislated program (beverage containers) Year ended March 31 (in $000s): Revenues Expenses Net Income # of Containers Returned

2017

2016

% change

$32,519

$33,788

-3.8%

$32,146

$30,452

+5.6%

$373

$3,336

-88.8%

411.4 million

420.8 million

-2.2%

2017

2016

% change

$1,187

$1,388

-18.8%

$911

$986

-38.9%

$276

$402

+323.2%

6,158,575

7,030,814

-12.4%

2017

2016

% change

$-

$404

-100.0%

$22

$281

-92.2%

($22)

$123

-117.9%

Non-legislated program (used paint, end-of-life electronics) Year ended March 31 (in $000s): Revenues Expenses Net Income Lbs of Material Collected

Unified Dairy Recycling System (milk containers) Year ended March 31 (in $000s): Revenues Expenses Net Income

Annual Report 2016-2017

31

Thank you!

111 Cardinal Crescent, Saskatoon, SK. S7L 6H5 Telephone: 306-933-0616 Fax: 306-653-3932 E-mail: info@sarcsarcan.sk.ca