Heritage Language Schools : Organizational Fitness after 2016 SOHL Conference Oct. 29, 2016

1. Heritage Language Schools : Organizational Fitness after 2016 SOHL Conference Oct. 29, 2016

2. Agenda • SaskCulture overview – the importance of reporting and paperwork • Common problems with SOHL forms • Governance and Operations • Grant – Writing • Potential Funders • Shifting perspectives

3. Saskatchewan Lotteries Trust Fund for Sport, Culture and Recreation SaskSport Saskatchewan Parks and Recreation Association SaskCulture (TRI-GLOBALS)

4. Revenues from Lottery Sales Where does the money go? • 52% - Winners!!! • 5% - Government Payments • 6% - Commissions to retailers • 8% - Saskatchewan’s share of the WCLC’s expenses (ticket printing, advertising, game development) • 2% - Provincial Administration to operate the Lottery System • 27% - to sport, culture and recreation groups

5. SaskCulture Inc.is Trustee for the Culture Section of the Saskatchewan Lotteries Trust Fund for Sport, Culture and Recreation.

6. Saskatchewan Lotteries Trust Fund for Sport Culture and Recreation: GeneralTrust Fund Principles • Quality of life of Saskatchewan residents • Strengthening Communities • Equity and fairness for all • Volunteer involvement and sector capacity are the cornerstones of sustainability • The Tri-Globals are accountable through their fiduciary responsibilities

7. SaskCulture – Four Pillars • Heritage • Arts • Multiculturalism • Creative Industries

8. Lottery Agreement – Public Interest Priorities • Engaging diverse populations in community-based activities • Contributing to quality programs and safe, well run facilities • Supporting organizational capacity of the sport, culture and recreation sector • Address barriers to participation • Fostering pride through excellence in sport, culture and recreation • Encouraging healthy lifestyles • Promoting community capacity and leadership engagement

9. Reporting to Government • Agreement on indicators with every 5 year Lottery Agreement • Annual report submitted by 3 Tri-Globals • SaskCulture’s section of this report is composed of annual reports from the 30 Eligible Cultural Organizations (ECO’s), such as SOHL, as well as other project evaluation reports • This is why SOHL needs to collect solid data from the schools, so as to paint as accurate a picture as possible.

10. IMPLICATIONS • Keep good records and report in timely fashion • Ensure SOHL, SaskCulture, Saskatchewan Lotteries are recognized whenever possible – website, Facebook, printed materials, newsletters. • Encourage the purchase of Lottery tickets (in addition to supporting your own school!)

11. Diversity and Inclusion Strategy • Inclusive of ethno-cultural and indigenous communities • Looks to change how cultural organizations change the way they operate to be more inclusive and to take advantage of diversity • 17 Eligible Cultural Organizations have been supported on developing their own diversity plans

12. Age of the Saskatchewan Population in 2013

13. Projected Age of the Saskatchewan Population in 2023

14. Projected Diversity in 2023 by Age Group • Diversity will be most pronounced among those in the family formation age group (15 to 34) and among their children. • Notwithstanding the increases, non-Aboriginal people born in Canada are still dominant in each age group.

15. Common errors in sohl forms 1 2 3 1 – Number of classrooms that you rent from a city school 2 – How many students you have within this age category 3 – This should be 70 hours, as that is the requirement

16. Common errors in sohl forms 1 2 3 4 5 8 6 8 7 1 – What you pay the teachers 2 – Often technology: laptops, projectors 3 – Items for lessons: paper, markers, scissors 4 – Photocopying, having posters professionally printed 5 – Could be paying for a year end party celebration for the language school only 6 – Could be holding a professional development workshop 7 – The SUM of all numbers above 8 – You must explain what the Special Event and the Other expense are

17. Common errors in sohl forms 1 2 3 4 5 6 6 7 8 1 – Originally calculated $500 + $15/student 2 – A parent organization that funds you 3 – Any business or personal donations 4 – Student Fee (very good!) 5 – Bingos, PaintNite, Bake Sales 6 – Anything that does not fit in the other categories, explain what it is 7 – The SUM of all numbers above 8 – The difference between Total Expense and Total Income (surplus is a positive number, deficit is a negative number)

18. Common errors in sohl forms For the application, you MUST include: • A Calendar of Classes • A list of when classes will be cancelled • A Student List • Must include names and ages These items cannot be handed in after the deadline of the application! Hold student registration before you have your first class.

19. Common errors in sohl forms • Needs more explanation than just ‘language school’ or ‘language learning’ • Should be placed on forms (written), thanked at events (verbal) • This is optional, but it is your chance to ask for any specific help

20. Common errors in sohl forms Follow-Up Form Budget, Expenses: • These numbers must be as accurate as possible! • Keep your receipts for school purchases • Important for the school and for any possible audit • Remember to explain the Special Events/Other

21. Common errors in sohl forms Follow-Up Form Budget, Income: • These numbers must be as accurate as possible! • For the SOHL grant, check your letter or ask • Important for the school and for any possible audit • Remember to explain the Other • Start collecting Class Tuition!

22. Common errors in sohl forms ATTENDANCE SHEETS A single sheet template is provided to you (accessible via SOHL website). Please put a legend at the bottom of your attendance sheets to explain what is Present and what is Absent. ie: X in the box = Present and a blank box = Absent

23. GOVERNANCE ISSUES 1) Independent Schools Incorporated as own not-for-profit organization 2) Schools Under a Parent or Sponsoring Organization

24. Independent schools • Information Services Corporation (ISC) – annual returns, submission of annual financial statements, list of board of directors, changes in by-laws, registered address • Financial statements – if income <$25k, then review or audit can be waived, otherwise should have a review or an audit completed by qualified person

25. Governance is a shared responsibility – everyone on the board should be aware of key responsibilities - e.g. ISC annual return, Charity return to Canada Revenue Agency Ensure you know when you are in your governance role and when you are in your programming role

26. Authority & Accountability • Governance is required in any situation where the decision making authority and accountability for a particular enterprise is shared or delegated. These include: • Governments • Agencies; Commissions; etc. • For-profit Corporations with shareholder boards • Not-for-profit Corporations • Partnerships

27. Good Governance = Best Board Practises • Include time to learn your role as a board (orientation & ongoing education) • Know your legal responsibilities (fiduciary duty; duty of care; statutory liability) • Prepare for, and attend meetings & follow through on commitments

28. Good Governance = Best Board Practises Fiduciary Duty • Fiduciary duty is a requirement that, when exercising the powers of a director, you will “act honestly and in good faith with a view to the best interest of the Corporation.” • As a director you would be breaching your fiduciary duty (your duty to act honestly and in good faith) if you agreed to redirect funds donated for one purpose to another. For example, the board voted to use money donated to a building fund to pay general operating expenses.

29. Good Governance = Best Board Practises Duty of Care The duty of care is a requirement that the “directors exercise the care, diligence and skill that a reasonably prudent person would exercise in comparable circumstances.” This means that: • As a director, you are not obligated to take all possible care but you must use reasonable care. ( ergo records) • As a director you may delegate appropriate responsibilities to committees, officers and managers and have the right to rely on auditors, lawyers and other experts. • As a director, you must pay attention to the activities and affairs of the Corporation.

30. Good Governance = Best Board Practises Statutory Liability There are some instances where, as a director of a non-corporation, you can be held directly and personally responsible for failure of the corporation to perform a particular obligation. • The Saskatchewan Employment Act and the Income Tax Act • The Non-profit Corporations Act • Criminal Code • Insurance and Indemnities

31. Conflict of Interest A director must give undivided loyalty to the non-profit corporation he or she serves. Directors should not put themselves in a position that would create a conflict between their duty to act in the best interests of the Corporation and their own personal interest. • A director should not have any personal interest in any proposed contracts with the corporation and should not take personal advantage of opportunities that arise because of association with the non-profit corporation While a conflict of interest can result from many circumstances, there are two general ways as a director of a non-profit corporation you can find yourself in a conflict of interest. • Personal conflict & Conflict in duties owed to another

32. Conflict of Interest Personal conflict • There can be a personal conflict between your duty as a director to act in the best interests of the non-profit corporation and your own self-interest. Conflict in Duties Owed to Another • There can also be a conflict where your duties to the corporation as a director conflict with the duties you owe to another person or corporation. This can happen when you are a director of two corporations, or you are the director of one corporation and you serve another corporation in another capacity, and the two corporations are involved in one or more transactions. This can arise where you cannot honour your obligations to one without acting against the interests of the other.

33. UNDER A SPONSORING ORGANIZATION • Sponsor should have a clear / separate line / schedule for the language school • Sponsor will probably have liability insurance but will have expectations from the school on limiting risk, e.g. criminal record checks

34. Liability– directors can be held for actions that happen under the school – important to maintain incorporation ISC status AND maintain liability insurance • May want to consider having an annual risk assessment done every year – then able to demonstrate due diligence – e.g. safety procedures, criminal record checks

35. Remember the person behind you !

36. FUNDING And GRANT WRITING

37. How to Find the Right Funding Program? • Many funders have websites on the Internet providing guidelines and application information including deadlines. • Check the Eligibility Criteria to see if you meet the requirements (i.e. non-profit organizations, good standing with ISC.) • As you identify potential funders, ask yourself the following questions, Does the funder’s mission match our needs.

38. Key Elements of a Proposal Organizational Background Information • You should have readily available the following documentation about your organization: • Mission Statement • List of past accomplishments • List of previous funder’s and programs funded • Resumes of key staff / board members / project leads • Financial statements.

39. Key Elements of a Proposal • Are there people in your community that offer the activity that you want to offer? If not, where can you find someone who can? • What resources will you need to put on the activity? • What type of facility will be required to host the activity? • How many volunteers will you need and how many hours? • How will you promote or get participants? What is the Activity?

40. TIPS Many things may be replicated exactly the same every year e.g. SOHL application and report ISC Annual return Try wherever possible to keep electronic records – much easier for next person (s) to follow and amend subsequently – keep files in one folder that can be copied to a USB to pass onto next person

41. Do’s & Don’ts… Do’s • Ensure a proper fit • Be well prepared & professional • Be complete • Give adequate time • Be compelling and concise • Be realistic • Be clear on the need • Respond quickly if questions • Deliver on what you promised • Follow up & keep in touch • Say THANK YOU

42. Do’s & Don’ts… Don’ts • Don’t ask for the moon • Don’t be late • Don’t overwhelm with support materials • Don’t be discouraged if you get a NO (be persistent) • Don’t be vague or inaccurate • Don’t send out a mass of generic proposals

43. Potential Funders Community Initiatives Fund Summer program – deadline Feb. 1 for summer camps only Information Services Corporation (ISC)

44. Community Foundations (CF) • South Saskatchewan CF – for Regina and southern half of province e.g.Canada 150 • Saskatoon e.g. Capacity building grants • Prince Albert • Battlefords

45. Lorne & Evelyn Johnson Foundation Guidelines • Purpose • Grants are made to promote social, cultural, religious and other activities deemed beneficial to the city of Regina, and to other communities in the Province of Saskatchewan. Grants often focus on supporting outreach to those in need, providing educational opportunities and supporting the arts. • Deadline for applications September 1 and March 1

46. Guidelines • Grants are made to Canadian registered charities. A receipt is required. • Priority is given to projects that are innovative or show collaboration across multiple organizations. • Grants requests may include both program-based funding, capital or equipment funding or operating funding. • Requests are not normally considered on a continuing or multi-year basis. • Grants are not normally made to charities which operate primarily as grant-making organizations. • Please complete online application on sscf.ca website providing a summary of your grant request no later than March 1st and September 1st. Apply Online

47. Applying for Grants Read the criteria carefully - make sure you fit before you spend your precious time and the time of the funder Do not chase the money – often easy for funders to spot and easy to eliminate At times there may be a fund where you can tailor what you are doing to fit a program e.g Canada 150 Have someone not familiar with the proposal or organization proof-read

48. Other possibilities In-Kind donations Expense Donations -for organizations that are charitable (CRA) whereby volunteers donate their costs of travel ( mileage ) or other expense in return for a tax receipts – must keep very good records and be verifiable

49. Shifting the discussion Response to Angus Reid poll - “Canadians” perceptions of newcomers “fitting in” Huffpost series of articles “Born and Raised” I Regret 'Doing More' To Fit In As A Minority In Canada “I made a choice to turn my back on part of my identity. In return, I got to fit in.”

50. Finding a “graduate” / participant in a Heritage Language school / program ( not necessarily in Saskatchewan) who is now engaged using their language – preferably trade related but other possibilities e.g. teachers