SARC Annual Report 2010-2011

Annual Report 2010-2011

Persons with disabilities enjoying full citizenship

Board of Directors 2010-2011

Al Love

Ward Willson

Executive Committee: Dawn Desautel, President; Darwyn Worsley, Vice President; Ward Willson, Secretary; Murray Baird, Treasurer; Al Love

Doug Macdiarmid

Finance/Pension & Benefits Committee: Murray Baird, Chair; Jim Frape, Terry Welch, Lynne Demeule

Murray Baird

Member Services Committee: John Denysek, Chair; Al Love, Glen Holmwood

Darwyn Worsley

SARCAN Operations Committee: Brian Haswell, Chair; Darwyn Worsley, Doug Macdiarmid, Ward Willson

Lynne Demeule

Glen Holmwood

Brian Haswell

Jim Frape John Denysek

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Saskatchewan Association of Rehabilitation Centres - Annual Report

Message from the SARC

President and Executive Director

Last year, we reported that the upcoming few years would be rich with change and transition.

Events like the retirement of long-term employees and board members or an adjustment of how business is done can create fear and apprehension. Stakeholders who have developed a comfort level with the current system may wonder how they will be affected in the future. Permanence or a slow changing environment is often the space that most people find comfort in. We had to step out of our comfort zone. We had to explore the swiftly changing environment we do business in. We recognized adjustments in best practices, the evolution of agency services and the retirement of multiple employees and board members, and this led us to plan proactively for the future.

All transitions start with an ending and finish with a beginning. Whether it is the end of an era, the discontinuation of products or services, the closing of a facility or the end of a career, the goal of transitions is a new beginning.

Dawn Desautel President

In order to successfully transition, it required us to realign our thinking. We had to focus less on the endings and more on the beginnings.

SARC and SARCAN have grown at a rapid pace. Good things have resulted because of that growth.

This organization was founded and has matured because of exceptional visionaries, and, while we say goodbye to some of these visionaries, we remain confident in those who remain and those who are yet to bloom into champions for the Association.

We were at a crossroads. We either had to renew, recapture and reincorporate values and systems that allow us to continue to grow effectively or we could remain stagnant and eventually operate in a system so stressed that it would be deemed ineffective. We chose to frame a future that allows for continued, Amy McNeil Executive Director but responsible advancement.

We looked to the changing needs of our Membership and reminded ourselves of our purpose. Throughout our reflection and planning, our objectives remained firm: ensuring SARC’s organizational health and making certain we are providing the highest quality of services and supports to our Members.

SARC is still in the midst of many transitions, as conscientious, new beginnings take time. We extend our most sincere gratitude to past visionaries who initially lit and continued to carry the torch during the last 42 years. The flame is still burning strong.

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Strategic Plan 2009-2011 In Progress

In May 2009, the SARC Board and Management Team embarked on a strategic planning process. The resulting plan focuses on the following strategic themes: 1.

2.

3.

4.

Governance Review and Alignment Membership Review Service Improvements Business Development

This past year was a busy one in terms of addressing the strategic themes of SARC’s current Strategic Plan.

Strategic Theme #1: Governance Review and Alignment Priority 1 – We will review current governance framework, bylaws, policies, and procedures and align with best practices.

The Member Services Committee undertook a governance review process to ensure the SARC Board’s governance documents and practices were aligned with currently accepted best practices for non-profit organizations. Areas reviewed included SARC’s Board of Directors Manual and SARC Board Policies. Another part of SARC’s governance review pertained to our governance as a Membership Association; as such, the committee undertook a thorough review of SARC’s bylaws and is recommending changes to the Membership at AGM 2011 to bring them in line with best practices for nonprofit associations.

Strategic Theme #2: Membership Review Priority 1 – We will review SARC Membership classifications, rights, access to service, and fees.

As part of the review of SARC’s bylaws, the committee reviewed SARC’s current Membership structure in terms of classifications and rights, and there are a few recommendations coming forward to AGM 2011 for consideration regarding classifications. The Member Services Division is also currently reviewing Membership access to service and fees as part of Strategic Theme #3 (see page 5); at this time, there are no recommendations coming forward regarding changes to fees.

Priority 2 – We will examine feasibility for Membership expansion.

Work on the Governance and Membership reviews took considerable time this past year; therefore, any work on examining the feasibility for Membership expansion has not yet occurred. The SARC Board decided it was best to take the time to review and make recommendations for improvement to SARC’s current structure before considering any type of expansion. With these reviews nearing completion, this may be looked at in Fall 2011. continued on page 5...

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...continued from page 4

Strategic Theme #3: Service Improvements Priority 1 – We will review current services and delivery methods. We will implement procedures to strengthen core services.

SARC’s succession planning and organizational realignment (see page 7 for more information) generated an extensive review of SARC’s current services to Member Agencies with a goal to streamline staff efforts and produce a more coordinated approach to service delivery. In December 2010, the Member Services Division reviewed its current services and delivery methods.

The division developed four core service areas which provide the framework for services and supports offered to Member Agencies:

Within these core service areas, the division is currently undergoing planning meetings for projects and improvements in service delivery.

Priority 2 – We will strengthen advocacy and lobbying process.

In the summer and fall of 2010, SARC solicited the participation of its Membership to update data from SARC’s 2004 Human Resources Plan. The strength of any lobbying process is grounded in factual data and strong stakeholder support. In the coming months, SARC will be calling upon its Membership to come together to engage the provincial government on increasing funding for staff compensation and foundational training required in the disability services sector.

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...continued from page 5

Strategic Theme # 4: Business Development Priority 1 – We will conduct a feasibility study and develop a business case for a new retail store(s) featuring green/environmental products.

In September 2009, SARC began the process of reviewing the functions of SARC Marketing and the SARC Distribution Centre. Since SARC’s inception and more formally in 1984, the marketing and distribution of wood products produced by agencies has been a role for SARC. Just as services, philosophies, perceptions and needs have evolved over the years, so has the marketplace.

Agencies have diversified into other products and services, and participants are aging.

In March 2010, Members were surveyed in an effort to gauge capacity and commitment to the production of wood products. In May 2010, SARC hired a summer student from Edwards School of Business to conduct a feasibility study. He examined ways to enhance retailing of SARC Member produced products as well as merchandise diversification to include environmental products. A report was presented to the SARC Board in Fall 2010.

SARC has recently restructured our Marketing department. The team has committed to rolling out a new sales strategy in Fall 2011 that includes a strong focus on re-branding, product-line enhancements and increased performance measures.

Priority 2 – We will conduct a feasibility study and develop a business case for producing and marketing Multi-Material Flatteners.

In 2009, SARC produced three Multi-Material Flatteners (MMFs) to be available for sale as part of a “pilot” marketing endeavour. SARC developed a training video and marketing package and in December 2009 installed a MMF in a depot in Alberta on a trial basis. We have since sold two of the three MMFs in Alberta and hope to distribute more into Alberta in the upcoming year.

A design improvement was the development of a sound containment device that is available for all units sold as well as those being utilized within our system.

Priority 3 – We will explore our potential role in a Multi-Material Stewardship Program.

Shortly after establishing SARC’s Strategic Plan for 2009-2011, it appeared that a Multi-Material Stewardship Program in Saskatchewan was just around the corner. However, there have been some delays in its progress, and SARC continues to assist its Members involved in recycling in a consultant capacity and make itself available for discussion with government and industry regarding the potential role of SARC and its Member Agencies.

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Saskatchewan Association of Rehabilitation Centres - Annual Report

Succession and Realignment In Fall 2010, SARC began its implementation of an Organizational Realignment Plan. The Plan, to be applied in the organizational realignment, was the combined results of multiple assessments and exercises that took place in the 18 months leading up to its implementation.

While initially, pending retirements of senior executives spurred our organizational review, numerous factors were considered when conducting our assessment.

Our goal was always to develop a plan that reflects the evolution of the systems we work in, is more clearly aligned with the needs of our Membership and allows for future growth. SARC is operating in an environment characterized by rapidly-changing technology, market volatility and the continual development of new products, processes and system demands.

To continue to advance successfully in our environment, we had to adapt a new, more proficient way of providing service to accommodate the growing and expanding needs of our Membership and the SARCAN System. Through the consolidation of positions, we strove to reduce fragmentation and eliminate any identified role gaps and overlaps that have been a result of rapid growth. We believe that the Plan allows for us to further enhance our commitment to providing the highest level of services.

When the Plan was developed, we strove to implement a staged approach to minimize disruption and accommodate retirement dates. We also wanted to recognize the strength and talent of our existing human capital.

Succession and transition plans began in Fall 2010 with adjustments being made to our Member Services Division (Formerly Member Services Department). These changes also included modifications to our Marketing Department and saw the retirement of Ralph Morgan, SARC’s long-time Marketing Coordinator. Change implementation to the SARCAN Division is slated to begin in the Spring 2011. SARC’s Finance Division will begin its transition in the Fall 2011.

Member Fall Services 2 2010

SARCAN Recycling

Spring 2011

Finance

Fall 2011

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Member Services Division Professional Development

Staff training is crucial to building CBO capacity and staff competency to deliver quality services for people with disabilities. SARC endeavours to provide numerous opportunities for professional development each year. Recently, SARC established an annual training calendar to better coordinate events throughout the year; Members can also view set training events on SARC’s online event calendar, which provides direct links to brochures as they become available.

Conferences Spring Conference 2010 On April 20-21, SARC hosted “Knowledge is Power”, a conference specifically designed for the needs of front-line direct support professionals. This event was held at the Travelodge Hotel in Regina and had exceptional attendance at over 150 attendees.

The conference provided three full-group presentations including an opening session by Val Carter on taking time for yourself amongst the everyday stressors of work, a statistical presentation by Dr. Shashin Shooshtari on the aging population of people with disabilities, and a very heartwarming closing address by John Baumann on “Caring for the Caregiver”.

The conference also allowed attendees to attend three out of six concurrent sessions: Effective Communication, Autism, Overview of North View Home’s Crisis Support Program, FASD, Living with Cerebral Palsy, and Dual Diagnosis.

Attendees left with a CD of resource materials and handouts from the individual sessions.

AGM & Conference 2010 SARC’s AGM & Conference, held at the Saskatoon Travelodge Hotel on June18-19, focused on Government Relations.

Leonard Domino and Rory Demitrioff of Leonard Domino and Associates from Toronto provided the SARC Membership with an informative session on Lobbying and Government Relations which included developing working relationships, interacting with government representatives, and best practices for collaborative discussions.

Fall Conference 2010 On November 2-3, SARCs Fall Conference, “Recruitment & Retention – How Do You Manage?” brought over 90 managers and senior employees to the Travelodge Hotel in Regina.

Keynote speaker Barbara Mills presented on how to attract, motivate, and retain employees. SARC, collaborating with the Recruitment & Retention Committee, launched the “Realistic Job Preview” DVD and toolkit to use in the staff selection process to give candidates a realistic picture of what it is like to provide direct supports to people with disabilities, enabling them to make an informed decision prior to accepting a job offer, which can essentially reduce early stage employment turnover. continued on page 9...

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Saskatchewan Association of Rehabilitation Centres - Annual Report

...continued from page 8 Supported Employment Conference To celebrate the Ministry of Advanced Education, Employment and Immigration proclaiming March 2011 as Supported Employment month in Saskatchewan, SARC hosted a Supported Employment Conference on March 8 at the Regina Travelodge Hotel.

The Employer of Excellence Awards were presented by Executive Director Amy McNeil and Minister Rob Norris to three employers that have championed Supported Employment in the province. Keynote presenter Sandra Benavidez helped attendees learn the basics of Motivational Interviewing techniques. This conference also served as the official launch for a new DVD called “Supported Employment, Making it Work”, which agencies will be able to use in their communities to strengthen supported employment programs for people with disabilities. To close the conference, supported employment practitioners held concurrent sessions.

Training Sessions Great Supervision Level 1 With funding through the Ministry of Social Services’ Waitlist Initiative, SARC and the Recruitment and Retention Committee (refer to Human Resources Supports on page 13) provided five regional training sessions, free of charge, in the spring and fall for CLSD-funded CBOs to take Great Supervision Level 1 through Naslund Consulting Group. This program has three levels, and SARC and the Ministry would like to see this training continue to enhance leadership and supervision capacity in our sector.

Employee and Labour Relations Training Through SARC’s Labour Relations Advisor, SARC is able to offer a series of workshops and seminars throughout the year to enhance management skills in the area of employee and labour relations. The following were offered in the last fiscal year: • •

Discipline Workshops, May 2010 – Saskatoon and Regina: background information and basic procedural/ legal requirements to conduct an effective disciplinary meeting Intermediate Employee/Labour Relations Seminars for Supervisors and Managers, September 2010 – Saskatoon and Regina: theory and background on absenteeism management, duty to accommodate, criminal records checks, hours of work, and more

continued on page 10...

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...continued from page 9 Pension & Benefits Annual Review Session On October 5-6, 2010, the Pension & Benefits Annual Review Session was held with 120 people attending between the Saskatoon and Regina sessions. The sessions focused exclusively on a Benefits Review, specifically, how to properly and effectively administer the Group Benefit Plan. Ryan Duesing, SARC’s Benefit Consultant from Mercer, presented information on the possibility of switching benefit plan carriers. Further discussion took place along with a survey that was distributed to all attendees for their feedback and satisfaction with the current plan carrier. All information was gathered and presented to SARC’s Finance/Pension and Benefits Committee, which was then presented to the SARC Board; the final decision was being that SARC would change carriers and transition to Great-West Life from the current plan carrier effective May 1, 2011.

Basic Skills Training (BST) for Direct Support Professionals Basic Skills Training

SARC’s Basic Skills Training (BST) continues to grow throughout the disability services sector and has earned a solid reputation for providing key portions of what is considered foundational training requirements to support people with disabilities. Its in-house structure, whereby SARC trains agency tutors who then go back to their agencies to deliver the training, makes it a convenient choice for quality professional development.

Another factor that makes BST attractive is its low cost and the fact that bursaries are available through the Partnership and Provincial Training Committee (refer to Government Relations/Sector Advancement on page 16) to help cover costs of tuition/registration fees for Learners and Tutors. In the last year, eight new Tutors were trained, and 102 new Learners enrolled in the program.

SARC administers the program, which includes learner registrations and progress tracking, and provides ongoing support to BST Tutors. Support was enhanced in the last year through the development of a “Tutors Only” section on SARC’s website, which provides resources that Tutors can use in their training.

Bursaries With funding provided through the Partnership and Provincial Training Committee, SARC administers bursaries to help cover costs of tuition for Member Agency employees looking to enhance their skills and education through courses relevant to the disability services sector. In 2010-2011, 100 bursaries were awarded throughout the province: • • •

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Basic Skills Training Learner Registrations – 70 • Basic Skills Training Tutor Training – 8 • Disability Support Worker Program (SIAST) – 12

Mandt Training – 8 Job Coach (SIAST) – 2

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...continued from page 10

Bridging the Gap Pre-Employment Training Program The ability to recruit employees has been a long-standing concern in the disability services sector, and more pressure has been created in this area with the need to properly staff expanded services to meet community needs.

Last year, SARC started looking at the labour market conditions in Saskatchewan and the need to connect more citizens to employment opportunities. Knowing the specific need that exists in our sector to recruit front-line workers, SARC explored ways to tap in to the underemployed demographics to fill Direct Support Professional positions in our Member Agencies.

SARC obtained funding from the Ministry of Advanced Education, Employment and Immigration and Human Resources and Skills Development Canada for 14 individuals to go through a pilot pre-employment training program in Saskatoon called Bridging the Gap. These individuals would receive minimum wage for this 12-week program, and the ultimate goal is to obtain employment in our sector.

The first eight weeks is classroom training on curriculum developed and led by SARC employees; the training covers attitude and professionalism, essential workplace skills (oral and written communication, document use, numeracy, and computer skills), safety training (Food Safe, CPR/First Aid, WHMIS, and Health and Safety issues in our sector), skills specific to a Direct Support Professional, workplace culture, and job search skills. The remaining four weeks is a practicum at a SARC Member Agency in the area.

The training began on March 21 and is going very well; the students are very enthusiastic about the opportunity for a new career in our sector, and interest from the Saskatoon and area SARC Members has been strong.

Successful completion of the course will combine performance in both the classroom and practicum. Pending evaluation of the pilot, SARC is hopeful that this concept can extend to other parts of the province in the future.

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Member Services Division Human Resources Supports

Human resource management and maintaining a stable workforce are key components to operational success, and these areas continue to be a serious concern for SARC Member Agencies. Through a number of avenues, SARC is committed to assisting its Members with issues related to recruitment, retention, and general personnel matters on an ongoing basis.

Employee and Labour Relations Through SARC’s Labour Relations Advisor, SARC is able to offer day-to-day employee/labour relations advice and support to both unionized and non-unionized Member Agencies. Areas of work included: • • • • •

Performance management; Interpretation and application of collective agreements and legislative provisions; Assisting with employee correspondence and/or the union by reviewing and providing advice on draft documents; Attending meetings to support agencies when dealing with complex issues with unions or legislative bodies; and Expanding online resources available in Members Only Section of SARC’s website

The Labour Relations Advisor also provides: • • • •

Regional seminars and workshops throughout the year (refer to Professional Development on page 9); Collective bargaining services including acting as spokesperson; Arbitration advocacy services in the grievance/arbitration process; and Occupational health and safety advice.

While certain issues call for agencies contacting a lawyer for a legal opinion, SARC is pleased to provide these day-to-day supports to our Members as a very cost-effective approach to building employee and labour relations capacity in our sector.

As of fiscal year 2011-2012, funding for this position is considered annualized, and we are now able to offer this service to our Members on a permanent basis.

continued on page 13...

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Recruitment and Retention Initiatives Through the Ministry of Social Services’ Waitlist Initiative, a Recruitment and Retention Committee of representatives from the Ministry, SARC, and SARC Member Agencies receives funding to continue work on initiatives and tools to assist community-based organizations with recruitment and retention strategies. (The Waitlist Initiative also temporarily funds SARC to employ a Facilitator of Human Resources to work with agencies expanding services – refer to Organizational Supports on page 14).

The committee has set its priorities for project development according to the chronology of the staffing process. The first major project, which was completed in Fall 2010, was the Realistic Job Preview DVD and toolkit, which was launched at last year’s SARC Fall Conference (refer to Professional Development – Fall Conference 2010 on page 8).

SARC received funding from the Ministry toward the end of the 2010-2011 fiscal year to begin work on the committee’s next project, the Structured Interview Process. This toolkit will align interview questions with the competencies and skill sets required to do the job well. The scope of the project will be on the Direct Support Professional and Program Coordinator positions.

Aside from these projects, the committee was also able to provide supervision training free of charge to CLSD funded agencies (refer to Professional Development – Great Supervision Level 1 on page 9).

In the next fiscal year, the committee is hoping to work on a number of projects, including an employee orientation/ onboarding program, pending continuation of funding.

Pension and Benefits Administration SARC is the Administrator of a multi-employer Pension Plan, providing a pension plan option to community-based organizations throughout the province for both SARC Member Agencies and other Social Services funded agencies.

Presently, the SARC Pension Plan has 112 divisions, encompassing almost 3,100 individual participants.

The SARC Pension Plan has investments currently valued at just under $42 million. For the calendar year ending December 31, 2010, the Balanced Fund, which holds the majority of participants funds, had an 11.45% return.

SARC also administers two Group Benefit plans on behalf of approximately 86 Social Services funded agencies in Saskatchewan, as well a third Benefit Plan in respect of SARCAN Recycling employees throughout the province.

Effective May 1, 2011, the benefit plans have moved to a new provider, Great West Life. With this change in benefit plans, Plan G684 now becomes Plan #164084 with an overall premium decrease of 9.1%. Plan G884 now becomes Plan #164088 with an overall premium decrease of 12.8%.

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Member Services Division Organizational Supports

SARC’s Member Services Division exists to support Member Agency capacity to delivery services, including fielding general questions and providing resources to Member Agencies. SARC also provides support to Members with specific programs.

Waitlist Initiative The Ministry of Social Services’ Waitlist Initiative was announced in October 2008 to eliminate the waitlists for residential housing, day, and specialized programs for people with intellectual disabilities. 2010-2011 marked the second year of operation for SARC’s New Initiatives Team, which was put in place, with funding from the Ministry through to March 31, 2012, to support agencies choosing to expand services. The areas of support available through the New Initiatives Team include: Policy Support: • Reviewing policies and assisting in policy development and implementation • Coordinating the resolution of policy-related issues • Educating and supporting agencies to fulfill their responsibility of administering policies Facility Planning: • Assisting CBOs in facility development planning related to new initiatives • Inspecting existing space to evaluate suitability for occupancy/renovation • Assisting in planning the effective utilization of space and facilities (draft design layout) • Advising on building codes and government agency building requirements • Assisting CBOs in their “contractor” role Community and Organizational Development: • Facilitating strategic planning and offering community consultation processes • Evaluating community capacity and existing program/support • Facilitating the development of partnership at the community level that supports waitlist initiatives Human Resources: • Assisting CBOs to identify HR needs/issues and recruitment and retention strategies associated with new initiatives • Working on sector specific initiatives and special projects as part of the Recruitment and Retention Committee It has been a busy year of capital projects, strategic planning, community consultations, and resource development, with 27 Member Agencies receiving supports from the New Initiatives Team. A theme from the year is service expansion to individuals with more complex needs than those currently served, which has resulted in the need to assist our Members to ensure all areas of supporting the individual are addressed and in place prior to transitioning into the agency. Moving into the last year of funding for the Waitlist, the government reports that services for 316 people have been initiated or are under development.

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Supported Employment Many SARC Members operate supported employment programs to assist individuals with disabilities to prepare for, obtain, and maintain integrated community based paid employment (including self employment). SARC’s Supported Employment Transition Initiative (SETI), which is made possible through an annual grant from the Ministry of Advanced Education, Employment and Immigration (AEEI), provides funding support to projects to enhance supported employment services throughout the province. Since 2000, 88 projects in Saskatchewan have received nearly three million dollars for their supported employment programs through SETI. In the 2010-2011 fiscal year, seven projects received funding from the SETI grant; they focused on: • • •

Working with local and surrounding communities to expand employment opportunities Establishing new supported employment programs Transitioning students from high school to the work world

Aside from providing ongoing support to these projects, the SETI Steering Committee (consisting of 11 stakeholders from across the province) and SARC’s SETI Coordinator had a very busy year. Below are some highlights: •

In recognition that job developers had limited tools to assist them in learning the necessary skills to be effective in their positions, a training DVD called “Supported Employment, Making it Work” was created to show successful employer/employee relationships and how job developers could assist in facilitating these successes.

•

SARC purchased a supported employment training program and tailored it to meet specific needs in Saskatchewan with the aim of training supported employment professionals on what it is and how to make it work in the community. SARC’s Training Coordinator was formally trained on the program, which consists of two two-day seminars and a case study, and will now deliver this training to all SETI-funded projects.

•

Integral to expanding the program in the province is creating awareness amongst employers and the public. SARC was pleased to have the Ministry of AEEI proclaim March 2011 as Supported Employment Month in Saskatchewan.

To celebrate, SARC took on a number of initiatives, including a Supported Employment Conference and inaugural Saskatchewan Employer of Excellence Award Luncheon, production of a 30-second commercial which aired on CTV for the month, and supporting community events throughout the province. Feedback from SARC Members and the community was excellent, and planning is underway for next year’s activities.

In the past year, a total of 116 individuals were able to obtain or maintain employment. As a result of this, 37 people were able to reduce their reliance on Social Assistance. Successes like this can be attributed to hard work and dedication of the individuals and the agencies supporting them. However, the framework for this success is the Supported Employment Transition Initiative, which raises awareness across the province and provides the network for professional development and capacity-building through funding at the community level.

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Member Services Division

Government Relations/Sector Advancement As referenced throughout this report, much of SARC’s work involves partnership with various levels of government to address global needs of the Membership and advance the disability services sector.

The Partnership – Ministry of Social Services The Partnership Committee, with representatives from Income Assistance and Disability Services (IADS), Community Living Service Delivery (CLSD), and SARC, met throughout the year to discuss areas of mutual concern, including SARC Member resolutions, funding of salary and non-salary items, the Waitlist Initiative, and complex needs.

One of the Partnership’s main objectives was to establish a work plan to frame the group’s focus over the coming year(s). While the work plan has not yet been completed, areas of focus will include a review of the Basic Standards Review that the Ministry makes mandatory for its funded CBOs, complex needs supports, leadership, and recruitment and retention.

The Partnership’s sub-committees include the Quality Assurance Committee, Comprehensive Personal Planning & Support Policy (CPP&SP) Committee, Abuse Policy Review Committee, and Provincial Training Committee (PTC).

The first three were relatively inactive this past year. The PTC continued to meet to approve funding proposals for individual training events, and it also undertook a review of its practices and effectiveness over the last several years and recently presented a recommendations report to the Partnership for consideration. The establishment of the Partnership work plan and annual mandate letters will provide direction to the sub-committees, and SARC is looking forward to a busy year with renewed focus.

Other Committee Representation and Involvement As a Membership association, SARC does its best to stay in tune with trends and issues facing our Members. Whether it is participating on committees such as the Disability Income Support Coalition or forming our own ad-hoc working groups as necessary, SARC sees its role as acting as a liaison between government and CBOs, representing the global interests of our Members, and bringing solutions to government to effect positive change for the disability services sector. Two such newly established working groups are focusing on issues regarding supports for agencies providing services to individuals with complex needs and issues surrounding the administration of medication. SARC hopes to create reports on these issues and recommendations for moving forward in the near future.

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Saskatchewan Association of Rehabilitation Centres - Annual Report

SARCAN Recycling Division Statistics: Returns Rates

After five consecutive years of increased container returns, the 2010-2011 container returns declined 2.68%.

However, due to the cool, wet summer, beverage sales increased by only 0.8%.

Containers Returned:

Container

2009-2010 2010-2011 % Change

Aluminum

190,355,419

187,060,369

(1.73%)

PET Plastic

108,722,728

104,015,512

(4.33%)

29,532,922

28,568,738

(3.26%)

Tin/Bi-Metal

876,460

718,563

(18.01%)

Mixed Plastic

1,862,173

1,826,923

(1.89%)

19,644,970

18,979,134

(3.39%)

1,078,960

965,209

(10.54%)

10,723,481

9,856,160

(8.09%)

Milk Jugs

6,963,740

7,050,090

1.24%

Milk Cartons

5,652,500

5,226,301

(7.54%)

374,335,462

364,266,999

(2.68%)

Used Paint

225,718 litres

252,460

9.47%

Used Electronics

4,813,954 lbs

6,039,078

25.45%

Glass

Juice Boxes Non Leg. Cans Beer Bottles

Total

Return Percentages:

Return Rates

2008-2009

2009-2010

2010-2011

Metal Cans Plastic Containers Glass Juice Boxes Milk Jugs

91.15 % 82.18% 88.87% 55.17% 41.24%

92.13% 82.87% 95.27% 56.09% 44.31%

89.27% 80.19% 86.37% 54.44% 43.79%

Milk Cartons

23.19%

24.37%

23.29%

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SARCAN Recycling Division Statistics: Salvage

Although SARCAN’s container returns declined in 2010-2011, we have seen record high salvage pricing.

Aluminum 2009 January February March April May June July August September October November December

PET

HDPE

2010

2011

2009

2010 2011 2009

.8182 .8400

.3979

.7323 .6490 .7174 .7119

.098 .106 .1225 .1225

.1475 .1790 .2025 .2025

.4365 .4546 .4850

.6736 .6251 .6410

.1225 .1225 .1225

.6643 .5804 .5983 .6156

.7177 .6890 .7513 .7881

.7576

.7603

.4381 .4116 .3943

.8613 .8892

.2540 .2940

2010

2011 .193 .227 .225

.3440

.057 .116 .116

.3540

.116

.179 .179 .202 .202

.2325 .2240 .2140

.184 .161 .161

.202 .202 .193

.1225 .1325 .1325 .1325

.2140 .2140 .2140 .2440

.179 .179 .179 .179

.193 .193 .193 .193

.1325

.2540

.179

.193

.254

The prices for PET and HDPE plastic are at record high prices, and aluminum is close to record high prices. These prices have resulted in salvage revenues being $478,818 over budget and over $1.2 million higher than last year.

Unfortunately, the stronger Canadian dollar has reduced the full effect of these above average prices. SARCAN continues to ship all of its aluminum to Evermore Recycling, the purchasing agent for Alcan, and all of our plastics are sent to Merlin Plastics. Glass and tin prices have not shown any significant growth this year and continue to be a small portion of our salvage revenue. The markets for juice boxes and milk cartons has improved significantly and our average pricing for 2010-2011 was improved by $39/ton.

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Saskatchewan Association of Rehabilitation Centres - Annual Report

SARCAN Recycling Division Program Updates

Overview of SARCAN’s four non-legislated programs: Beer Bottles, Milk Containers, Used Paint and Obsolete Electronics.

Unified Dairy Recycling System The Unified Dairy Recycling System showed only modest growth in returns this year. The growth in milk jug returns was only 1.24% and the returns of milk cartons declined 7.54% from last year. This program was able to raise over $90,000 for charities this year.

Used Paint Program The used paint program enjoyed the fifth consecutive year of growth in returns. This year’s returns were up 9.47%. SARCAN is currently close to renewing its contract for used paint for another five-year term.

Obsolete Electronics The obsolete electronics program launched Phase 2 of the program this year, which expanded the program to recycle all audio and video equipment and electronic games. We are pleased to report that returns for this program were up 25.45%. Although we still have one year left in our contract, the electronics industry wants to start contract negotiations by June 2011 because of several changes that will be coming to this program.

Beer Bottles The beer bottle program had a return volume decrease of 8.09% and we have had indications that the decline in sales of bottled beer was greater than this percentage.

SARCAN continues to dialogue with the Saskatchewan Liquor and Gaming Authority on possibilities to have SARCAN handle a greater portion of the beer bottle returns.

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SARCAN Recycling Division Operations

Operating revenues, milestones achieved, looking to the future.

On March 31, 2011, SARCAN reached another recycling milestone: Recycling our five billionth beverage container. We expect to be celebrating the recycling of our one millionth litre of used paint early in the next fiscal year. Our recycling milestones are now happening much more frequently.

SARCAN will be renegotiating our used paint contract and our obsolete electronics contract over the next year. SARCAN also expects to be starting negotiations again with the Ministry of Environment to conclude a long-term sustainable contract for operating the beverage container recycling system.

Although the operating expenses for SARCAN were up 4.8%, SARCAN was still under budget by $885,500. This was partly because of the decline in container returns requiring less collection, transport and processing costs and also because of reduced beverage system costs as more costs were applied to the increasing returns of electronics and paint.

The total operating revenues were down $1.296 million, but the increased material sales helped offset the reduction in our operating grant. Total revenues were over budget by $501,640. The result in net income was $1.450 million, which was $1.488 million over budget.

During this year, our special projects team was kept busy with the relocation of three depots and major expansions and renovations at six additional depots. The capital budget of $685,000 was fully committed.

In the upcoming year, SARCAN is budgeting for a capital investment of $1.5 million with at least a third of this being committed to the move of the Saskatoon processing plant and the additional equipment being acquired.

SARCAN is appreciative of the Go Green funding for the $4 million grant and the additional grant of $600,000 that was provided to help support the cost of the new Saskatoon processing plant. The current status of this project is that after a long cold winter of limited progress, we now have the structural steel and sheeting done and the concrete slab has been completed. Work continues on the interior construction and the yard preparation. Barring any unforeseen delays, we expect to start moving into this facility by the end of July and to be up and fully functional by mid August 2011.

Moving into the operating year of 2011-2012, we are pleased to report that the SARCAN operating grant has been increased by $3 million. SARCAN has also received a commitment for an additional $1.8 million in Go Green funding for capital projects. SARCAN is also looking forward to beginning negotiations for a long-term and sustainable contract with the Ministry of Environment.

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Saskatchewan Association of Rehabilitation Centres - Annual Report

Finance Division

SARC/SARCAN Financial Report Revenues and expenses for the fiscal year ending March 31, 2011.

SARC: The financial results for the year ending March 31, 2011 exhibit a significant change from the prior year. SARC was able to provide additional services which results in increased funding and sources of income. SARCAN’s contract funding from Environment was reduced, for the one year, which resulted in a significant decrease in the bottom line.

Revenues:

SARC REVENUES 1%

16%

Government grant revenues increased slightly over the prior year as a result of additional projects being undertaken by SARC. Some of the new projects this year are the Recruitment & Retention project as well as the Bridging the Gap pre-employment training project. Total SARC revenues increased over revenues of the prior year by 12.7%.

Expenditures: The Member Services category includes several departments such as Waitlist, HR/LR, Marketing, Education & Communication, SETI, and the Provincial Training Committee (PTC) as well as the new departments of Recruitment & Retention and Bridging the Gap. Member Services costs increased over the prior year as a result of new projects being undertaken. Administration costs also increased over the prior year, with these increases being offset by revenue. Total SARC expenditures increased over the expenditures of the prior year by 9.7%.

6%

Product Sales Grants Interest Other

77%

SARC EXPENSES 4% 17%

79%

Product Purchases Administration Member Services

SARCAN: SARCAN Recycling had its Contract Grant Revenue from government reduced from the previous year by 14%. However, an amount similar to the reduction was provided to SARCAN for the purpose of constructing a new processing plant in Saskatoon. Also, for the first time in several years, both sales of legislated containers and return rates of legislated containers in all categories had a decrease in volumes compared to the prior year. Non-legislated material volumes, primarily electronics, continued to increase.

continued on page 22...

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...continued from page 21 Revenues: While contract revenues for the year reduced and volumes of legislated container returns were less than the prior year, there was a significant and sustained increase in prices for legislated salvage, which resulted in an increase in legislated materials sales revenues. Legislated containers distributed in the province to March 31, 2011 were 0.8% more than the prior year, while legislated containers returned to March 31, 2011 were 2.68% less than the prior year. Return rates, as of March 31, 2011, when compared to the current year’s distributions, were 89.27% for metal, 80.19% for plastics, 86.37% for glass and 54.44% for tetra. Containers returned, when compared to the prior year, show a 1.73% decrease for aluminum and a 4.33% decrease for PET. Beer bottle returns SARCAN REVENUES decreased by 8.09% compared to the prior year. SARCAN also recycles several 4% non-legislated materials, some of which are contractual in nature while others are ancillary to the SARCAN operations. Non-legislated materials include nonNon-legislated 24% sales legislated containers, cardboard, beer bottles, milk containers, oil recycling, paint Contract and electronics. In the current year, a decision was made to separately present the financial results of the materials for which a contract has been established Legislated sales 72% with third parties. These contracts include milk (contracted with participants in the dairy industry), oil (contracted with Saskatchewan Association for Resource Recovery Corporation), paint (contracted with Product Care) and electronics (contracted with Saskatchewan Waste Electronic Equipment Program).

Expenditures: Collection costs for depot operations increased by 6% over the prior year. The majority of the overall increase came as a result of increasing wage and benefit costs. The wages and benefits for all depots amount to approximately 82% of total collection costs after allocating costs to non-legislated materials. The depot collection costs on a per legislated container basis are 4.524 cents per container, a slight increase from 4.127 cents per container of the prior year.

SARCAN EXPENSES 3% 6% 4% 16% Collection 7%

Transportation 64%

Total processing costs increased from the prior year by $210,840. The equipment repair and maintenance categories were approximately $15,000 less than the prior year while the various supplies categories which include banding wire/wrap and garbage bags decreased by approximately $19,000 from the prior year. Wages and benefits increased by $3,200 over the prior year and once again account for 80% of total processing costs. These financially positive results were largely as a result of the decrease in the volume of containers.

Transport costs increased by 3%. The price of fuel and fuel surcharges which were rising were offset by the reduction in the volume of containers. Trailer repairs were equivalent to last year. Administration costs have been reduced by 4%, after allocations to non-legislated materials. Consultant costs include “secret shopper� and costs for support of the accounting system as well as the network infrastructure. Substantial reductions in consultant costs were achieved as a result of the employment of an IT Administrator, which in turn results in higher wages and benefits costs.

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Saskatchewan Association of Rehabilitation Centres - Annual Report

Non-legislated sales Amortization

Processing Administration

Finance Division Financial Statements

Combined Statement of Financial Position As at March 31, 2011 Assets Cash Short Term Investments Accounts Receivable Inventories, Prepaids, Other Long Term Investments Net Fixed Assets Liabilities & Equity Deferred Grant

Accounts Payable Equity

2011

2010

$ 1,278,776 8,672,497 4,576,657 703,494 450,000 7,289,330 $22,970,754 2011 $ 4,600,000 1,515,522 16,855,232 $22,970,754

$ 2,397,821 5,867,364 4,742,680 459,174 225,000 4,189,414 $17,881,453 2010 $ --1,867,037 16,014,416 $17,881,453

SARCAN Statements of Operations

Year ended March 31, 2011

SARC Statement of Operations

Year ended March 31, 2011

Saskatchewan Association of Rehabilitation Centres Revenue Government Grants Interest Other Gross Profit on Sale of Member Products Expenses Administration Member Services Net Loss

SARCAN: Legislated

2011 $2,436,913 17,266 522,770 53,716

2010 $2,211,348 17,088 394,645 52,395

$3,030,665

$2,675,476

$ 561,789 2,632,244 $3,194,033

$ 519,314 2,381,612 $2,900,926

$(163,368)

$ (225,450)

SARCAN: Non-Legislated

Revenue 2011 Contract Revenue $17,721,000 Legislated Salvage Sales 6,400,094 Other Revenue 86,762 1,076,902 Non-Legislated Salvage Sales $25,284,758 Expenses Collection Costs $18,020,028 Processing Costs 2,972,281 Administration 1,478,225 Amortization 752,265 Non-Legislated Expenses 1,067,724 24,307 Foreign Exchange Loss $24,314,830 $ 969,928 Net Income

2010 $20,675,843 5,267,543 58,187 1,140,122 $27,141,695 $17,055,237 2,981,306 1,538,534 696,029 1,148,043 89,029 $23,508,178 $ 3,633,517

Revenue Contract Revenue Legislated Salvage Sales Other Revenue Expenses Collection Costs Processing Costs Administration Amortization Transport Net Income

Unified Dairy Recycling System Statement of Operations Year ended March 31, 2011 Revenue 2011 2010 Expenses Recycling Fees $440,154 $437,549 Administration Costs 216,366 190,406 Transportation and Processing Salvage Sales $656,520 $627,955 Advertising/Incentives Purchasing of Salvage Materials Profit

2011 $54,962 35,981 315,025 185,643 $591,611 $ 64,909

2011 $2,502,496 459,836 6,349

2010 $1,917,500 485,055 5,319

$2,968,681

$2,407,874

$ 657,648 1,172,173 202,076 53,642 402,927

$ 523,619 952,308 159,322 55,770 367,645

$2,488,466 $ 480,215

$2,058,664 $ 349,210

2010 $ 51,607 57,329 213,075 157,224 $479,235 $148,720

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111 Cardinal Crescent Saskatoon, SK S7L 6H5 Phone: (306) 933-0616 Fax: (306) 653-3932

www.sarcsarcan.ca

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Saskatchewan Association of Rehabilitation Centres - Annual Report