January 2024 issue 7
the table A Publication for Boards of Directors
In this Issue: Know Your SARC Board Valerie Budd-Pritchard
Your SARC Board at Work
In Focus: October - December 2023
Collective Voice Board Engagement: Creating a Culture of Involvement and Contribution Desiree Tirk
Join SARC and SARC’s Board of Directors as we provide updates on strategic initiatives, Board decisions, governance resources, and more.
Know Your SARC BOARD! Valerie Budd-Pritchard - President South Region Regular Representative Moose Jaw, SK I began working in the disability service sector in 1984 and since then I have only left the field for one year as I served as the Executive Director of the Moose Jaw Chamber of Commerce (2000-2001). In the sector I have worked in Manitoba, Alberta and Saskatchewan working for 6 different CBO’s. In 4 of those CBO’s, I have served as Executive Director. In Moose Jaw I have been privileged to serve as Executive Director for 2 great human service organizations. For almost 20 years I served at Citizens All Association and I am currently the Executive Director of Moose Jaw Diversified Services, which has provided my first opportunity to be directly involved with a SARCAN depot. When I graduated high school, I planned on completing a degree in computer science with the goal of being a programmer; however, I soon realized that that work did not involve enough conversations or people. I quickly changed my educational pursuits. I have a Diploma of Applied Arts in Administration, a Bachelor of Community Rehabilitation and a Masters of Disability and Community Studies. I am passionate about my work and pursued my Master’s because the people we serve deserve the very best. I love my work and work is play for me; sometimes hard play but good work. Our work is meaningful and when done well, it makes a positive difference to those we serve, their friends and families, and our communities. Our whole job is about making someone’s day better. I am very fortunate to serve on the SARC Board. The Board is comprised of good people who are committed to making a difference to all those experiencing disability. The Board and administration work hard and are serious about the business at hand. Despite the seriousness of our work, we have many positive experiences. Throughout our tenure, Board members are provided with many
learning and networking opportunities. We embark on team-building activities and laughter and adventures are had almost every time we gather. Words I would use to describe the Board of SARC/SARCAN: professional, collaborative, progressive, focused, productive, purposeful, innovative, welcoming, helpful, accommodating, caring, ethical. I serve because I am committed to our work; I want to see improvements in our field and in the work we do. I believe advocacy and a network of like-minded colleagues can accomplish great things, albeit one step at a time. I have been married to my husband, Kevin, for 40 years. We have three wonderful adult children, who have wonderful partners, and we have six grandkids. Five of our grandkids live in Moose Jaw or the surrounding area and one is in Toronto. So, we travel to Toronto as often as we can. Our grandkids are young but are beginning to be involved in activities and we spend time at hockey rinks, soccer fields, swimming pools, dance studios, and music recitals. There is really nothing better. I like a good road trip and am happy to drive (or be a passenger) anywhere, for hours on end. I also love a good hot vacation to places that are warm and have beautiful water, although I really love Disneyland and Disney World. I love libraries and try to visit the library in every community we visit. I read for pleasure every day. Kevin and I also love to spend summer weekends camping at Palliser Regional Park. I love to quilt and create. I have made well over 100 quilts and currently have nine projects on the go. I usually sew something every day, even if it is only for a few minutes. Sadly, I am not an athlete, but I do try and go for a walk every day, without headphones, because I love the sounds of silence and nature. Two years ago, I bought golf clubs and took golf lessons. It is fun, but for me it is totally about the social aspects of the game.
Your SARC BOARD at work Group Program Governance SARC offers a number of group programs to SARC Members, including a suite of insurance programs and a pension plan. Each of these programs have been developed with the guidance of SARC Members to meet the needs of SARC Members, and they are provided by third-party service agents/companies with which we have developed solid working relationships. SARC contracts these third-party organizations to deliver high quality programs and a high level of customer service to our Members. By sponsoring these group programs, SARC has a number of legal, fiduciary, administrative, and governance responsibilities. To assist us in the fulfilment of these responsibilities, SARC also contracts with two independent consultants who advise, analyse performance and usage of plans, and monitor industry and market trends. While the day-to-day administration and maintenance of programs is left to the program providers and specific SARC employees, the SARC Board has the overall responsibility to ensure that each of these programs are operating effectively and meeting all legal and fiduciary requirements. One of the things the SARC Board does is regularly meet with representatives and program leads from each of the companies and/or our consultants. These meetings are scheduled as per the SARC Board Workplan. This fall, the SARC Board and Senior Management Team met with Hernard Chan from Butler Byers to review SARC’s own insurance coverage as well as discuss insurance coverage available to Members under the SARC Group Plans. Areas reviewed included: • • • • • •
Property Equipment Breakdown Crime General Liability Director and Officer Liability Cyber
In December, the SARC Board met with Luis Ramirez, Consultant with Mercer with responsibilities regarding SARC’s Pension Plan with The Cooperators. Areas reviewed covered: •
Market Review and Outlook
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Investment Review − Structure − Value − Performance − Fees
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Plan Member Trends and Investment Behaviour (macro level)
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Legislative updates – reviewed relevant legislative changes (both adopted and pending) that may impact current administrative practices, member communication materials, or plan design.
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Compliance Report and Certification – process completed by Mercer on an annual basis to verify that both Cooperators and SARC are in full legal and plan compliance. Certificate of compliance was issued.
Board Development One of the things that people most appreciate about being on the SARC Board is the amount of learning opportunities made available to them. Board Directors report that these opportunities not only support them in their role with SARC, but also help them fulfill their governance role related to the SARC Member Board on which they also serve. On October 25 and 26, SARC hosted its annual Fall Conference in Saskatoon. The Fall Conference is primarily geared towards the interests and development of boards of directors and senior leadership. The theme of this year’s conference was Risk. Seven SARC Board Directors were able to attend the full conference along with delegates from SARC Members throughout the province. The following sessions were offered: 1. Join Me On A Journey: Storytelling in Risk Management – Nonprofit Risk Management Center 2. Building Resilience Through Risk Management – Leadership Solutions, Inc. 3. How to Inspire and Support a Risk-Aware, Safety-First Culture – Nonprofit Risk Management Center 4. Strategic Risk Management for Nonprofits – Leadership Solutions, Inc. 5. How to Communicate Through Crisis for Nonprofits – Bluepoint Public Relations 6. A Person-Centred Approach to Risk – Helen Sanderson and Associates 7. Cyber Risk – Coalition 8. Workplace Violence Prevention – Service Hospitality 9. Business Continuity Planning for Nonprofits – MNP – Enterprise Risk Services Risk Stewardship is one of four main strategic priorities defined within the SARC Strategic Plan 2020-2025. Within this priority are 15 specific areas of focus, one of which being Enhance Risk Related Training. The Fall Conference was an excellent
opportunity to stimulate how boards think, talk, and respond to risk in their organization. In December, the SARC Board attended an annual training session hosted by Nick Quigley, SARC’s Risk Management Specialist. The SARC Board reviewed SARC’s Risk Management Framework and the processes we use to mitigate, monitor, and respond to risk. Nick also provided a progress and statistical update on the Central Incident Management System pilot project that was introduced to them in December 2022. Following this presentation, the SARC Board participated in Cyber Awareness training primarily focussed on protecting themselves and the organization from phishing and other scams.
Collective Voice In our latest issue of The Table, sent to Members in October, we shared our approach of SARC contacting all MLAs to attempt to coordinate meetings and engaging Members from those constituencies to join us and contribute their valuable insights and experiences to the discussions. These meetings were to focus on this year’s MLA Information Package, which raises awareness of SARC Members’ funding needs in support of employee recruitment/retention and sustainable operations (as per Member resolutions passed at the 2023 SARC AGM):
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Job duty and compensation comparison between the Disability Service sector’s Direct Support Professional position and the position of Group Activities Aide within homes directly operated by the Ministry of Social Services in addition to the Continuing Care Assistant position within Health
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A particular focus on the need for funding in the core operational areas of Transportation, Maintenance, and Technology
We have been coordinating these meetings since early summer and have now passed what we believe to reasonably be the final meetings that will be made available to us, given the timing of the provincial budget finalization, so we wanted to provide an update on how things went. Meetings held to date: •
August 9, 2023 – Alana Ross, Joe Hargrave, Delbert Kirsch, Prince Albert
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August 15 – Warren Kaeding, Melville
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August 22 – The Honourable Gene Makowsky, Minister of Social Services (virtual meeting)
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August 25 – Jeremy Cockrill, North Battleford
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September 18 – Sask Party Regina Caucus, Regina (of the four left to meet with after Minister Makowsky on August 22, Christine Tell and Muhammad Fiaz attended)
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September 21 – Sask Party Saskatoon Caucus, Saskatoon (of the eight, Lisa Lambert and David Buckingham attended)
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November 3 – Meara Conway, Official Opposition CBO Critic, Regina
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November 7 – NDP Caucus, Regina (of the 13 left to meet with after Meara Conway on November 3, Carla Beck, Erika Ritchie, Aleana Young, and Nathaniel Teed attended)
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November 20 – Economy Caucus Committee and Human Services Caucus Committee, Regina (Greg Ottenbreit, Todd Goudy, Doug Steele, Hugh Nerlein, Alana Ross, Warren Kaeding, and Marv Friesen attended)
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December 5 – Lori Carr, Daryl Harrison (virtual meeting)
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December 8 – Tim McLeod (virtual meeting)
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December 13 – Kimberly Kratzig, Deputy Minister of Social Services (had been postponed since earlier in the fall) (virtual meeting)
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January 9, 2024 – Follow-up meeting with Minister Makowsky (virtual meeting)
In total, we were able to meet with 41% of MLAs with 38% of SARC’s Regular and Associate Members participating, which is up from 33% of MLAs and 21% of Members last year.
regarding MLA response and availability. We heard from numerous MLA offices that the Cabinet shuffle/committee shuffles (and the need to be brought up to speed as to new responsibilities) and Legislative Assembly being called back early were hindering availability. We attempted to shift gears by offering to meet with MLAs in groups in Regina or virtually if that would be easier for them, but there were still several that we were not able to get meetings with. There were also situations where actual attendance was much smaller than what had been confirmed for us (such as the Sask Party Saskatoon Caucus and the NDP Caucus meeting in Regina). Coordinating multiple MLAs’ schedules for group meetings was not always an easy task, and there were times where we did not receive advance confirmation of exactly which MLAs would be in attendance as well as times where MLAs who we were not expecting surprisingly joined in on a group meeting. So, if you see your MLA in the list above and you were not contacted by us to participate in a meeting, those are the reasons why. Please feel free to follow up with your MLA if you would like to have your own discussion. While we have been given the impression that our MLA Information Package has been circulated by both the Sask Party and NDP Caucuses to their members, we have also sent it out to every MLA to ensure that everyone is given an opportunity to read it and follow up with SARC should they wish.
Of course, we would have liked to have seen those numbers higher, but after building some momentum moving into the fall season, things stalled out
Overall, the meetings went fairly well. We received compliments on the package in terms of how clearly the issues/ comparisons were laid out; one thing
that stood out to us was that we did not receive as many comments/questions as what we have in other years that seemed to ‘counter’ our points or express doubts regarding our sector’s stated issues, and perhaps it is because the numbers are hard to argue with. Some MLAs were more engaged in the discussion than others, asking questions or making comments in order to get a deeper understanding. We also heard from a few MLAs that they intended to discuss the issues with Minister Makowsky and the Honourable Donna Harpauer, Minister of Finance. However, there were also questions or comments from some MLAs that seemed to indicate that perhaps the Disability Service sector was not their top priority. It is hard to say what, if any, additional investment will be made as part of Provincial Budget 2024-2025. The Government of Saskatchewan has pointed to the level of investment made into the Disability Service sector more than once recently, including during Session Debates and Proceedings as part of CBO Appreciation Day on November 6. These same sentiments were expressed in the Ministry’s response letter to SARC as part of our annual process to share relevant AGM resolutions with them. During our meetings, we acknowledged and expressed gratitude for the investments that have been made, but we have also pointed to two
things: first, there were some rather significant initiatives included in those dollar figures (ex. Waitlist Initiative, Valley View Centre Transition) that were about service expansion more so than funding increases, and second, that it speaks to how significantly behind this sector has been if the funding increases provided to date still have not caught us up to where our Members can be competitive in the recruitment landscape and enjoy stability in terms of overall operations. The Advocacy Committee has continued to discuss other initiatives to bring attention to the sector. From these discussions, a Family Advocacy Group has recently established with the intent of raising awareness about the lack of government funding in support of CBO services for their loved ones experiencing disability. As this group is in its very early stages, its strategizing will most likely focus on post-Provincial Budget and into the provincial election cycle. SARC’s PR campaign, Start With Hello, continues with its paid advertising through to August 2024, and the Advocacy Committee has been involved with brainstorming how to generate organic social media activity around the campaign, including new quarterly Start With Hello weeks that started the week of December 11 with Members in the south east of the province.
In addition to this, we continue to build partners and initiatives through SARC’s Workforce Development Coordinator since this position’s hiring in June 2023. From a listing of 60+ potential partner groups across Saskatchewan, Bobbi Janzen is focusing her efforts right now on people who may be underrepresented in the workforce, equity groups, students, and talent pools where applicants are looking for real meaning in their work. Using the Start With Hello brand, key activities have included attending a number of career fairs (high school, postsecondary, and general population), participating in Employer Showcases, recording presentations to be shared by various partners with their stakeholders, and building relationships with certain groups’ work readiness programs. Bobbi has also recently established a Workforce Development Network for interested Members to participate in discussions through a virtual meeting format. Discussions have informed our early stages of development of a Disability
Service Sector online job board, which is being supported by a grant through the Canadian Red Cross Society’s Community Services Recovery Fund. SARC thanks all Members who were able to attend an MLA meeting this fall. There were a number of individuals who had never previously attended a meeting with their MLA and it was reported that the group meetings were appreciated. The factual accounts of how workforce and operational instability, due to underfunding, negatively impacts the people being supported was very powerful. Thank you for your support of our advocacy and workforce development initiatives. If you have any questions, please contact Amy McNeil, Executive Director, at (306) 933-0616, ext. 229 or amcneil@sarcan.sk.ca, or Melanie Weiss, Director of Member Services/AED, at (306) 933-0616, ext. 245 or mweiss@sarcan.sk.ca.
Board engagement:
Creating a Culture of Involvement and Contribution by Desiree Tirk
Starting off the New Year with a high-performing and engaged board can really drive your organization’s mission forward. A board that is committed to understanding what challenges and opportunities lie ahead can influence change, allow your organization to maintain a high level of efficiency, and contribute to a mission they care about. So, what is board engagement? As defined by Boardable, “Board engagement is the degree to which individuals on a nonprofit board prepare for meetings, participate actively in meetings, complete tasks between meetings, advocate for the nonprofit in the community, further development goals, and bring ideas and solutions to the larger board.” Creating a culture of involvement and contribution can take time, intention, and inspiration. According to the Board Engagement Playbook, having an engaged board can be a real balancing act. Directors must balance personal and professional demands to be able to provide oversight, set direction, be ambassadors, and ensure the organization has the resources it needs to achieve its mission. Engaging board directors goes beyond the onboarding phase and requires deliberate planning and nurturing throughout their term. Yet, from time to time, your board may have experienced directors who withdraw, participate less, or let tasks go unfinished. So, if your board is not as engaged as it could be, how can you re-energize and reignite it? Consider adjusting your approach to create a culture of involvement and contribution by including these strategies: 1.
Review the mission and vision – according to the National Council of Nonprofits, “Board members feel more engaged when they are confident, they know both the mission and what it takes to advance it.” Pay close attention to your organization’s culture, mission, and values to provide more clarity about the work and goals of the organization.
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Review your board director recruitment process – identify individuals who share your organization’s values, have the time to commit, and are willing to contribute and collaborate with the board. Look for diverse skillsets, experience, and connections that can add value to the organization and ensure that candidates know expectations up front rather than waiting until they join the board. Boards that are purposeful with recruiting can help avoid engagement issues later. Check out Elevate for tools and templates that can help guide your recruitment process.
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Provide an exceptional onboarding experience – directors who receive direction or training are more connected and confident in their role. According to the Canadian Nonprofit Academy, “most Canadian nonprofit board members don’t feel that they are adequately prepared to take on their roles as directors.” Some ideas to consider: •
Embed the ‘Board Roles and Responsibilities’ module of Elevate into your onboarding experience. Not only will it provide a ton of resources to assist directors in their role, but it reinforces a culture of continuous learning, involvement, and contribution.
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Assign new board members a ‘board buddy’ or mentor that can serve as a coach during meetings, provide follow-up between meetings, and support new directors in their committee assignments. Mentorship ensures new board directors are engaged and paired with experienced directors to build up their leadership capacity and increase the overall effectiveness of the board.
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Use name tags or screen names during meetings to help create connections.
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Include a bio of board directors in orientation packages to showcase talents, skillsets, and community insight. Or,
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Meet with new directors to ‘recap’ the prior year rather than just providing a link to previous board minutes. Not only can this get them up to speed but will engage them off the start and build a more personal relationship.
Be clear on expectations for board participation – the success of an organization is dependent on directors knowing their role and carrying out their role effectively. According to Boardsource, “to improve engagement, clarify and enforce your organization’s needs and expectations.” Clearly outline role descriptions, expectations, and guidelines to ensure that each director is well informed and knowledgeable of the commitment, duties, and responsibilities. As part of the recruitment process, and similar to hiring an employee, if expectations of the role are not communicated from the start, the person may sign on with an inaccurate picture of what the role entails, only to disengage quickly once they realize what’s actually involved with the role. Be sure to regularly review and analyze expectations and term lengths. Are they too demanding to fit the ability of busy volunteers? Consider dividing responsibilities, shortening term lengths, limiting the number of committees, or reviewing board meeting practices. Blue Avocado suggests having surveys or board discussions to find out what makes it difficult for people to participate fully by asking questions such as, “Are there things we can change about the frequency, day, time, or length of board meetings
that would make it easier for you to attend? Are there things about the way that board meetings are conducted that would make it easier for you to attend or that would give you more reason to want to attend?” 5.
Have effective meetings – when an individual’s time is well utilized and valued, they are more likely to attend meetings consistently, be prepared to participate, and continue to contribute to the organization’s goals. Having effective meetings is dependent on clear, wellorganized agendas that are prepared and distributed in advance, ensuring directors understand meeting expectations, having an efficient board chairperson to facilitate the meeting, and having an effective meeting process. Be sure to assign action items and deadlines to keep the momentum between meetings. If your board meets virtually, find ways to incorporate virtual meeting tools that encourage directors to share their perspectives, ask questions, and participate in discussions and decision-making (using break out rooms for discussions or using the poll feature of the app you’re using to make meetings more engaging and to gain deeper understanding). Check out the ‘Effective Meetings’ module in Elevate for checklists and templates that can help your meetings run smoother and more efficiently.
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Look for ways to improve communication – whether it’s during or in-between meetings, open and regular communication is crucial to board engagement. Keep directors engaged between meetings by: •
Sharing success stories, impact, or experiences that keep enthusiasm for being part of a cause. Keela suggests: “Creating an emotional connection to positive real-world impact is your best chance at re-engaging your board. It’s this personal connection to your mission that will keep board members engaged for the long term.”
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Seeking feedback on director’s experiences, challenges, and suggestions for improvement.
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Hosting informal gatherings or events that build connections or provide opportunities to learn more about the people supported by the organization. This can motivate directors to remain engaged and actively involved.
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Housing board documents and information in an online format for easier access.
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Evaluate board performance (self or as a whole) – board evaluation can help improve effectiveness and contribute to deeper board engagement by identifying where a board is and where they need and want to go. According to BoardSource, “assessing performance is the most effective way to ensure your board members understand their duties and utilize effective good governance practices” and it recommends that boards assess their performance at least every two years. Check your board’s vital signs with this self-assessment or visit the board resource section in SARC Learning Central to access more board assessment templates and resources.
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Look for board development opportunities – for many nonprofits, board development is a luxury instead of an ongoing activity. According to Association Magazine, board development, or professional training of board members, is a core value and essential to creating a forward-thinking nonprofit and a positive culture for continuous learning, involvement, and contribution: “A culture that supports core values and expectations and that keeps an eye on the impact that your nonprofit wants to make. Without it, board members can attend board meetings unprepared or informed to make critical organizational decisions.” For board development ideas, visit the ‘Taking your Board to the Next Level’ module of Elevate to learn more.
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Committee involvement – committees allow board directors to delve deeper into specific issues and contribute their expertise, utilize skillsets, and feel purpose and fulfillment. Committees generally meet in-between board meetings and are an effective way to fully engage all board directors and increase director satisfaction. Find more information in the ‘Board Committee Roles and Responsibilities’ module of Elevate.
10. Create a comfortable and inclusive environment – board directors need to feel valued, respected, and included. Have ground rules or policies for recruitment and meetings, and incorporate practices that promote diversity, equity, and inclusion. Board directors who are engaged tend to collaborate more and create a sense of camaraderie and teamwork. By implementing these strategies, nonprofit organizations can effectively engage and involve their volunteer board directors, ensuring that they contribute effectively to the organization’s mission and goals as we dive into the year ahead.
About Desiree Spending the past 25 years working in community development in the nonprofit and government sectors, Desiree brings a variety of experience with developing and facilitating workshops and has held positions as Program Manager, Facilitator, and Trainer. Desiree has over 20 years’ experience as co-owner of a business and holds a Bachelor of Indian Social Work and Bachelor of Arts in Native Studies. To connect with Desiree Tirk and learn more about how strategic planning can help your organization, email her at dtirk@sarcan.sk.ca
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