ANNUAL REPORT
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ENRICHING EXCEPTIONAL LIVES
ANNUAL REPORT
Letter From The Chair
04
Accountin g/IT
25
Letter Fro m The CEO
06
H um a n Resources
27
Ab ilityOne
07
Complia n ce
29
Community Living Ser vices
14
Ma rketing
33
Employment Ser vices
16
Purpose
36
Commercial Ser vices
20
Fin a n cia l Sta tem ents
37
Payee Ser vices
22
Pa r ticipa nt Dem ogra ph ics
44
LETTER FROM THE CHAIR In his best-selling book “Start With Why,” Simon Sinek, one of my favorite leadership thinkers, attempts to unravel how great leaders inspire others to achievement, fulfillment, and greatness. From the Wright Brothers to Steve Jobs to Martin Luther King, Jr., Sinek argues that the true greatness of leadership is found not in how you do something, nor even in what you do, but in why you do it. Great leaders, Sinek states, start with “why.” They seek to change the status quo and, in doing so, pursue goals much loftier than innovation, financial success, or personal fulfillment – they seek to make their world a better and more meaningful place. At Skils’kin, our “why” is clear. We seek to change the conversation regarding individuals with disabilities and create opportunities that enrich and sustain their lives. We make it clear every day that we recognize the unique talent and dignity of adults with disabilities by advocating for employment choices and opportunities, providing them with support, and leveraging their unique gifts to make our communities and the businesses that employ them better.
and I have drawn strength from how clearly our people understand our “why.” The past year has seen significant changes in the organization. To provide new opportunities for growth, we have divested ourselves of a key business unit. However, we have also welcomed dozens of new employees, including key members of our leadership team who will provide us with countless new opportunities in the coming years. As a board, we have focused on reimagining our role as we seek to match the dynamic and missionforward nature of our organization. In my letter last year, I said that it was an exciting time to be a part of Skils’kin. A year later, little has changed. It is still a thrill to be part of an organization that is changing the conversation around people with disabilities. On behalf of the Board and myself, I would like to thank our employees, our management team, and all of our corporate and community partners for their incredible efforts. We are making a difference, and it is clear that our “why” is about changing minds - and changing lives - every day.
This year, as our employees and our leadership team have navigated yet another year of challenges, the Board of Directors
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“Leadership requires two things: a vision of the world that does not yet exist and the ability to communicate it.” –Simon Sinek
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LETTER FROM THE CEO
“Vision without action is merely a dream. Action without vision just passes the time. Vision coupled with action can change the world.” –Joel Barker
This letter and our annual report signifies that we have closed the books on another year – and excitedly look ahead. Skils’kin is full of purpose, vision and energy as we seek growth and opportunity for adults with disabilities. At times, the pathways to this success look different than envisioned or expected. We have created more space and verticals for expansion while simultaneously divesting our supported living area of business. I have complete confidence in our team as we work together to make the hard decisions for the benefit of our organization and those who benefit from our mission. In the following pages, you will learn of challenge and triumph as well as dedication and reward. We are determined to tell stories that illustrate the power of our values: accountability, collaboration, innovation, diversity and integrity.
and Commercial Services departments. Each of our departments provides valuable assistance or function to allow us to be empowered in our voice, actions and services delivered.
In this report, you will find, as has been the case since the late 1970s, Skils’kin embraces the AbilityOne Program and the opportunities it delivers to adults with disabilities. Nationwide, the AbilityOne Program accounts for over 40,000 employment opportunities for persons with significant disabilities. At Skils’kin, this number is over 150. You will also learn we have restructured our leadership and placed a renewed emphasis on our Employment
We are targeting our talent, leveraging our strengths, and focusing on purpose and momentum in 2018. Thank you to the stakeholders in our community who celebrate our mission and work in partnership with us to actualize our vision: to become the company most known for creating and implementing the model for delivery of collaborative services to adults with disabilities.
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Now more than ever, our team is focused on advocacy and change at the local, state and federal levels for choice and opportunity for individuals with disabilities. It gives me a great sense of pride to discuss the issues with my employees and have them proactively reach out to their elected officials to make their voice and opinion heard. Our employees understand the power of employment and the problems it can solve. The team is actively pursuing dialogue in the community regarding the potential around a paycheck, especially when any barriers are faced.
ABILIT YONE
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ABILIT YONE
The AbilityOne Program is a federal government program that provides persons with significant disabilities with employment opportunities providing needed services to the federal government. Nationwide, the AbilityOne program employs over 40,000 persons with disabilities. Skils’kin’s AbilityOne operations account for approximately 250 of this 40,000 total. Skils’kin currently has ten AbilityOne operations, with two new operations starting during the 2018 fiscal year. In 2018, the department will begin contracts at Grand Forks Air Force Base and resume food services at Malmstrom Air Force Base.
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Skils’kin has a profession-leading AbilityOne administrative team that leverages their extensive experience to implement top-level operations and thoroughly negotiate contract renewals, modifications, and work order requests using proven processes and systems. Areas of expertise include food, grounds, and custodial service industries. Competing for new work is also a critical attribute of the team, and they maintain a library of technicals that enables them to respond quickly to new work opportunities. Once Skils’kin’s AbilityOne team secures a new project, their first-rate response team performs all new hires, trains managers, completes
all necessary administrative paperwork, and engages and builds relationships with the government customers. This first-response team, combined with the cross-functional skill set throughout AbilityOne, enables the department to then begin successful operations at all levels of government contracts. Undoubtedly, Skils’kin’s AbilityOne department is poised for growth and success, and, if the team’s record of accomplishment is any indication, great things are on the horizon for the department.
ABILIT YONE 10 O P E R AT I N G D E PA R T M E N T S S PA N N I N G F O U R S TAT E S
2 . 3 % TOTA L I N C R E A S E I N R E V E N U E T H E F. E . W A R R E N A I R F O R C E B A S E G R O U N D S T E A M S U C C E S S F U L LY C O M P L E T E D N E A R LY $ 1 5 0 , 0 0 0 I N I D I Q ( I N D E F I N I T E D E L I V E R Y / I N D E F I N I T E Q U A N T I T Y ) W O R K T H E FA I R C H I L D A I R F O R C E B A S E C U S TO D I A L T E A M R E C E I V E D N E A R - P E R F E C T R E S U LT S ON THEIR ANNUAL CONTRACTOR PERFORMANCE ASSESSMENT REPORT (CPAR), R E C E I V I N G “ E X C E P T I O N A L , ” T H E H I G H E S T R AT I N G , I N A L L B U T O N E E VA L U AT I O N A R E A
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S K I L S ’ K I N ’ S O P E R AT I O N S M A N A G E R AT FA I R C H I L D A I R F O R C E B A S E R E C E I V E D A S O U R C E A M E R I C A N C S E M A N A G E M E N T E X C E L L E N C E AW A R D F O R S I G N I F I C A N T LY ENHANCING EMPLOYMENT OPPORTUNITIES FOR INDIVIDUALS WITH DISABILITIES A M E M B E R O F S K I L S ’ K I N ’ S FA F B C U S TO D I A L T E A M PA R T I C I PAT E D I N A N I N V I TAT I O N - O N LY T R A I N I N G E V E N T AT T H E S O U R C E A M E R I C A G R A S S R O O T S ADVOCACY CONFERENCE IN WASHINGTON, D.C. T H E FA I R C H I L D A I R F O R C E B A S E C U S TO D I A L A N D G R O U N D S C R E W S C O L L A B O R AT E D WITH THE BASE TO PREPARE THE FACILITIES FOR FAIRCHILD’S ANNUAL AIR SHOW M U LT I P L E C R E W M E M B E R S W E R E R E C O G N I Z E D B Y T H E M I L I TA R Y F O R P R O V I D I N G EXCEPTIONAL SERVICE
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ABILIT YONE FOOD SERVICES LOCATION
FAIRCHILD AIR FORCE BASE
DISABILITY RATIO
STAFF MEMBERS
79.74%
36
81.87%
17
87.77%
29
80.86%
23
WA
F. E . W A R R E N AIR FORCE BASE
WY
A I R N AT I O N A L GUARD
MT
A LT U S AIR FORCE BASE
MEALS SERVED PER DAY
OK - 10 -
IN 2.5 HOURS M O N T H LY
A B I L I T Y O N E G E N E R A L S E R V I C E S A D M I N I S T R AT I O N LOCATION
DISABILITY RATIO
STAFF MEMBERS
NOTES
PERFORM CUSTODIAL SERVICES ON 308,000 SQUARE FEET OF CLEANABLE SPACE
THOMAS S. FOLEY FEDERAL COURTHOUSE
79.59%
13
SPOKANE FEDERAL BUILDING
P E R F O R M G R O U N D S E R V I C E S AT A L L L O C AT I O N S S E R V E D
U . S . B O R D E R PAT R O L
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ABILIT YONE CUSTODIAL SERVICES LOCATION
DISABILITY RATIO
STAFF MEMBERS
NOTES
79.74%
CLEAN 235 RESTROOMS TWO DAY S / W E E K
FAIRCHILD AIR FORCE BASE
36
WA
C L E A N S AT E L L I T E P H A R M A C Y, TEEN CENTER, YOUTH CENTER, A N D GY M F I V E DAY S / W E E K CLEAN 24-HOUR FITNESS CENTER AND CHILD DEVELOPMENT CENTER FIVE DAY S / W E E K
86.83% MALMSTROM AIR FORCE BASE
42
MT
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PROVIDE RESTROOM CLEANING SERVICES FOR 56 BUILDINGS
ABILIT YONE GROUNDS SERVICES LOCATION
DISABILITY RATIO
STAFF MEMBERS
NOTES
35.41% FAIRCHILD AIR FORCE BASE
63
WA
PERFORM GROUNDS SERVICES FOR 1,327 ACRES
83.97% F. E . W A R R E N AIR FORCE BASE
19
WY
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PERFORM GROUNDS SERVICES FOR 555 ACRES
COMMUNITY LIVING SERVICES
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COMMUNITY LIVING SERVICES The 2017 fiscal year marked the final year of Skils’kin’s Community Living Services program. For nearly 25 years, Skils’kin provided high quality supported living services to many individuals in our community. Our supported living department greatly enhanced the lives of individuals with disabilities every day by providing considerate, person-centered, holistic supports. However, over the past several years, continuing to provide these high levels of service became increasingly challenging owing to a variety of economic factors, such as lean budgets, higher state minimum wages, and complex support needs. In response to this changing environment, we needed a long-term - 15 -
solution in the best interest of all the individuals we support. In October of 2017, Skils’kin combined its supported living program with those of another long time supported living entity in Spokane, with that entity having management of the ongoing services. We are confident that this decision is in the best interest of all the individuals we serve. Furthermore, as part of this transition, our entire team, including our director of supported living, joined that entity, which further assured continuity of quality care. Skils’kin is honored to have had the opportunity to serve individuals with
disabilities through its supported living program for almost 25 years. Community Living Services played an important role at Skils’kin and made meaningful impacts in our communities.
EMPLOYMENT SERVICES
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EMPLOYMENT SERVICES The Employment Services team fosters collaborative relationships with business partners and creatively seeks new opportunities for individuals with disabilities, and in doing so, the team is creating a niche that others simply cannot compete with. Integrated community inclusion is the goal for all programs under the Employment Services division: Community Employment, Community Inclusion (formerly known as Community Access), and Group Supported Employment. This goal aligns with state and national goals for full inclusion in the community for persons with disabilities. - 17 -
Highlights of the year include the hiring of a new director to lead the employment services programs, the formation of strong Division of Vocational Rehabilitation (DVR) and Developmental Disabilities Administration (DDA) teams, and staff additions including a coordinator and another staffing manager to create an even stronger collaborative team. Furthermore, the DDA team received overwhelmingly positive feedback from The Commission on the Accreditation of Rehabilitation Facilities (CARF) after Skils’kin’s recent re-accreditation audit, and the surveyors expressed that the team serves as “powerful advocates
for persons served in seeking integration.” In addition to the meaningful work accomplished by Employment Services’ DDA and DVR employment divisions, the Community Inclusion team has continued to thrive as well. The team is on the leading edge of community inclusion, creating opportunities for individuals with disabilities to not just get out into the community, but to integrate with the community and build connections in meaningful ways. With support from the Community Inclusion team, individuals with disabilities are forming meaningful relationships and networks throughout the community.
EMPLOYMENT SERVICES
Group Supported Employment continued to thrive as well. On multiple occasions, crew members received special recognition from the military for their exceptional performance. Furthermore, at Fairchild Air Force Base, the custodial services team achieved near-perfect results on their latest Contractor Performance Assessment Report (CPAR), earning “Exceptional,” the highest rating, in all but one evaluation area. The strength of Group Supported Employment, combined with coordinated efforts amongst all Employment Services divisions, enables Skils’kin to leverage the strengths of the AbilityOne program and promote employment opportunity and choice at a progressive level.
integration and employment. Success abounds in Skils’kin’s Employment Services department, and all signs point to continued success for the department in the coming months and years.
Much of Employment Services’ success depends on a willingness for innovation, a willingness to think differently in order to change the conversation surrounding disability - 18 -
E M P L O Y M E N T S E R V I C E S 2 017 N OTA B L E E V E N T S
A N E M P L OY M E N T S E R V I C E S S TA F F I N G M A N A G E R R E C E I V E D T H E 2 017 D I R E C T S U P P O R T P R O F E S S I O N A L O F T H E Y E A R AW A R D AT T H E 2 5 T H A N N U A L W A S H I N GTO N S TAT E G O V E R N O R ’ S EMPLOYER AWARDS
T H E E M P L OY M E N T S E R V I C E S T E A M C O L L A B O R AT E D W I T H T H E C O U N T Y A N D OT H E R A G E N C I E S AT A N E M P L OY M E N T F I R S T W O R K S H O P TO H E L P T H E S TAT E O F W A S H I N GTO N C R E AT E A C T I O N PLANS
EMPLOYMENT THE EMPLOYMENT SERVICES TEAM PARTNERED WITH SKILS’KIN’S MARKETING TEAM TO P R O D U C E A V I D E O F O R A C O M M U N I T Y I N C L U S I O N P R E S E N TAT I O N S P O N S O R E D B Y S P O K A N E COUNTY
THE EMPLOYMENT SERVICES TEAM CONTINUED TO RECEIVE ADVANCED TRAINING, SUCH AS AUTISM SPECTRUM TRAINING FROM THE NORTHWEST AUTISM CENTER
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COMMERCIAL SERVICES
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COMMERCIAL SERVICES Skils’kin’s Commercial Services team aims to develop new business partnerships that will expand the production, commercial cleaning, grounds, and kit packing services that the department currently offers. In doing so, more jobs and available work hours are created for our employees with disabilities. For example, Skils’kin makes thermocouplers that are an integral piece to Kaiser Aluminum’s production process, and the team envisions the department growing in its ability to provide similar first-rate production services. Commercial Services can be a highlight of Skils’kin’s vision to lead the field in providing collaborative - 21 -
services for adults with disabilities because they’re in the community, and they’re doing the work with individuals with disabilities just as well as other companies that do not employ the workforce Skils’kin does. Commercial Services competes at the highest levels of business while preparing adults with disabilities for future careers that match their passions. Skils’kin is more than a nonprofit that supports individuals with disabilities: Skils’kin is a business that provides exceptional care to its customers and provides top-quality services, and the Commercial Services team embodies this concept. The team secures work
on price and service, but they keep services with customers, including those lifelong customers who want to keep doing business with us and keep referring us, because they make customers part of the Skils’kin team, the Skils’kin mission – and they are going to keep bringing customers into this mission.
PAY E E SERVICES
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PAY E E SERVICES Our vision for our Payee Services department emphasizes growth – growth, not just for the sake of it, but growth to expand and improve the services that we are able to provide in meaningful ways. Skils’kin Payee is actively building towards a future where Payee functions more as a conduit that looks beyond financial assistance and connects our clients to any additional services or supports they may need. The team recognizes that our Payee Services is in the unique position where they can see individuals through the financial lens of their life, and this unique perspective positions us well to be advocates and resources for our
clients not just from a financial perspective, but from the standpoint of overall well being.
changes are on the way that will keep Skils’kin Payee Services and its clients moving ever upwards.
Skils’kin’s Payee Services has the opportunity and resources to meet clients’ needs in holistic ways, whether it is by connecting clients to Skils’kin’s other verticals or by connecting clients to resources within the community. Success, as the Payee team sees it, is when we keep moving individuals upward. By emphasizing compassionate services, fostering collaboration and connections with the community, building the team, and gathering resources, Payee Services has already set plans in motion that are accomplishing just that. Big - 23 -
PAY E E S E R V I C E S 2 017 F I S C A L Y E A R S TAT I S T I C S
2
8
NEW OUTSOURCING PARTNERSHIPS WITH RESIDENTIAL SERVICE PROVIDERS
NEW LABELS FOR E-FILING DOCUMENTS
1,100
488
ACTIVE CASH CARD HOLDERS
CLIENTS
85%
85%
CLIENTS WOULD REFER US TO OTHERS
CLIENT S AT I S FA C T I O N R AT E
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ACCOUNTING & IT
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ACCOUNTING & IT Skils’kin’s Accounting and IT departments leverage processes, software, and partnerships to execute efficient operations, ensure accurate financial reporting, and participate in the job creation process. In early 2017, Skils’kin’s IT department launched an internship program as a means to help individuals gain valuable IT work experience while meeting the unique needs of Skils’kin. As explained by Skils’kin’s CFO, the IT internship program began after Skils’kin had an opening for an IT Support Specialist. The department realized that an internship would best fit their needs, as well as - 26 -
Skils’kin’s mission, because it would enable us to be a conduit for individuals in the IT field. An internship format would enable us to create a platform for people, with and without disabilities, to expand their customer service and IT skillset through meaningful work. Adding to this internship, and the meaningful opportunities it creates, our external IT provider has offered to provide additional mentoring and job shadow opportunities for Skils’kin’s IT interns, which will further help the interns transition into competitive, meaningful work environments. Skils’kin’s Accounting and IT departments are always finding new ways to further improve
efficiency, and the 2017 fiscal year was no exception. Looking forward, the department will continue to leverage systems, processes, and technologies to keep the company running at peak performance.
HUMAN RESOURCES
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HUMAN RESOURCES The 2017 fiscal year was a year of continued growth and innovation for Skils’kin’s Human Resources (HR) department. The team restructured the department to better meet the needs of internal and external customers and to better fulfill their vision of serving as supportive consultants throughout the company. At Skils’kin, we accept the reality that human resources happens in operations. Our Human Resources team serves as a bridge for our internal customers, connecting them with the support and resources necessary to build strong teams, meet the needs of their employees and achieve their - 28 -
business objectives. They fulfill an integral role that enables the various departments throughout Skils’kin to make decisions with HR in support or by their side. Furthermore, HR assigns members of its team to each department to serve as a business partner and liaison between the department and HR, further enabling the company as a whole to work with efficiency and flexibility. Skils’kin’s Human Resources team continually leverages technologies, processes, and a first-rate team to build the efficiencies that make them a strong business partner. The team is driven to make an impact and continually finds new ways to
meet the needs of not just those we serve, but the entire Skils’kin community.
COMPLIANCE
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COMPLIANCE
Compliance achieved several noteworthy accomplishments in the 2017 fiscal year. Of particular significance is its implementation of PowerDMS, a cloud based document management system. The department also distributed and analyzed five separate employee and stakeholder surveys. Perhaps most notably, however, the department successfully led Skils’kin through its re-accreditation audit with The Commission on the Accreditation of Rehabilitation Facilities (CARF).
three-year accreditation points to Skils’kin’s steadfast commitment to improving services, meeting the unique needs of those we serve, and assessing the work we do – all of which are not possible without the supportive hand of our Compliance team, who implements the processes and procedures necessary to achieve company-wide success.
As a result of its CARF audit in September, Skils’kin successfully renewed its CARF accreditation for three more years. Reception of this
“Skils’kin provides excellent services to persons served and is very committed to quality.”
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The following statements are just a few of the many praises contained in the accreditation decision:
“Employment staff members are extremely mission focused and truly dedicated to improving the lives of persons served and assisting them with leading happy, successful and full lives.” “The staff members are motivated, professional, well qualified for their positions, and caring; approach mission accomplishment as a team.” “Staff members have developed an organizational culture of accountability, transparency, and mutual trust. The organization is commended for its use of purpose to strengthen its organizational culture.”
COMPLIANCE
“Staff members are recognized for their genuine caring attitude for the persons served, are knowledgeable about the persons served, and clearly demonstrate an individualized understanding of each person served to include his/ her unique strengths and needs.” “The organization is well respected in the community, and the persons served, families, funding sources, and community partners voiced high degrees of satisfaction with the services provided.”
the lives of persons served.” These commendations point not only to Skils’kin’s commitment to quality services, but to robust quality assurance processes as well. Skils’kin’s Compliance Department continually provides the innovation, oversight, and supports needed to help ensure that the services we provide, at all times, are of the utmost quality.
“Staff members show great dedication to their work and act as powerful advocates for persons served in seeking integration.” “The organization has a comprehensive strategic planning process that builds upon specific goals from the program departments to achieve far-reaching strategic initiatives that, once achieved, will significantly impact - 31 -
C O M P L I A N C E 2 017 F I S C A L Y E A R S TAT I S T I C S
R E C O R D E D M O R E T H A N 7 , 5 0 0 I N S P E C T I O N S I N C L E A N T E L L I G E N T, OUR QUALIT Y ASSURANCE PROGRAM S U R V E Y E D S TA K E H O L D E R S TO M E A S U R E S TA K E H O L D E R S AT I S FA C T I O N
S U R V E Y E D E M P L OY E E S TO M E A S U R E E M P L OY E E S AT I S FA C T I O N
COMPLIANCE
DEVELOPED 9 CORRECTIVE ACTION PLANS C O O R D I N AT E D T H E S U C C E S S F U L C O M P L E T I O N O F 5 O U T S I D E A U D I T S R E S U LT I N G I N T H E R E - A C C R E D I TAT I O N I N A L L A R E A S R E V I E W E D . R E V I E W E D 2 2 8 C A S E M A N A G E M E N T I N F O R M AT I O N S Y S T E M S ( C M I S ) ENTRIES FOR EMPLOYMENT SERVICES
DRAFTED, REVIEWED, REVISED, AND RELEASED 120 CONTROLLED DOCUMENTS
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MARKETING
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MARKETING
Businesses are looking for businessdriven, not charity-based, solutions to work needs, and Skils’kin’s marketing team has the skill set to show businesses how people with disabilities are able to meet these business needs. The team brings a business-centered, solutionsdriven professional approach to disability employment, and through innovation, the team substantially enhances employment opportunities by changing the conversation surrounding the employment of individuals with disabilities. The marketing team helps secure competitive individual placements outside of Skils’kin by implementing solutions-driven approaches that - 34 -
connect business needs with individuals who can meet those needs. To accomplish this, the team works closely with Skils’kin staffing managers and individuals seeking employment to develop a strong sense of the talent pool at Skils’kin, including their desired workplaces, environments, and work cultures. Then, the team markets those individuals through various media, including Skils’kin’s Ready for Hire Campaign, and while the team is out in the community building partnerships and discovering work needs, they are able to recommend individuals for positions on the spot and set up working interviews. By coordinating these working interviews, the team
creates opportunities for individuals with disabilities to showcase their skill set and demonstrate how they meet the needs of the organization. Furthermore, once an individual successfully meets the needs of the business, the team celebrates that success via social media to raise awareness, show the benefits of hiring people with disabilities, and promote new opportunities. Advocacy efforts are also an integral component of the work Skils’kin’s marketing team does, and through this emphasis on advocacy, the team significantly advances employment opportunities for individuals with disabilities. The department strongly believes
MARKETING
in the power of stories, and they collaborate with businesses and agencies to tell the stories surrounding the employment of individuals with disabilities. In doing so, the team breaks down prejudices and addresses the fears businesses have about hiring people with disabilities, which creates further employment opportunities through a rippling effect. For example, the marketing team featured a story on an individual who found inclusive employment at a local restaurant. A tile company in Spokane saw the post, recognized the talent in this workforce, and hired ten individuals from Skils’kin, creating yet another success story in the process, which the team subsequently featured. By telling the stories surrounding the employment of individuals with disabilities, the marketing team builds awareness, advocates, and opens doors to employment. Skils’kin’s marketing department
also directly creates jobs. In the 2017 fiscal year, the department pioneered an innovative new marketing internship at Skils’kin that invites talented, promising media designers to compete for a job opportunity where they can gain valuable skills that will help them launch their career. The internship challenges individuals to expand their graphic design and marketing skill set while helping the team build the Skils’kin brand. At the same time, the team uses these internships as an opportunity to draw upon the lived experiences of individuals with disabilities in order to drive Marketing’s advocacy and decision-making. Through these internships, individuals with disabilities are making meaningful impacts while preparing for greater success beyond Skils’kin.
members, including interns, the team creates videos that tell the stories surrounding the employment of individuals with disabilities. The video production team is now creating videos through contracts for local businesses and nonprofits, which helps build the department and create meaningful employment opportunities. By emphasizing business-centered, solution-driven approaches to disability employment, and telling the stories that matter, Skils’kin’s marketing team breaks down barriers to employment for individuals with disabilities and helps the company as a whole create better lives for individuals served.
Launching a video production service is another example of the team’s innovative practice. With contribution from all team - 35 -
PURPOSE
“We all have a purpose, and when we own that purpose in our work every day, we are unstoppable.� - Aaron Hurst, Imperative Founder
leaders through Imperative, and in September, the entire management team participated in purpose leader training. Studies show that individuals who work with purpose are: - 50% more likely to become leaders
Skils’kin believes that cuttingedge strategy is integral to strong organizational cultures. In our workplace, we have made significant investments centered on purpose by partnering with Imperative, a Washington Benefit Corporation based in Seattle. Last year, six members of our team became certified purpose - 36 -
- 51% more likely to have stronger relationships with co-workers, customers and clients - 64% more likely to find fulfillment at work - 125% more productive at work. Through an emphasis on purpose, we have initiated a large culture shift, which is facilitating deeper conversations among staff and
co-workers and is blossoming into profound feelings of fulfillment, a pervasive positive energy, and increased wellbeing amongst our staff and those we serve.
FINANCIAL STATEMENT S
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REVENUE
2017 (unaudited)
$3,503
$4,066
G RO U N D S SE RV I C E S
$3,308
$3,470
CU STOD IAL SERV ICES
$2,703
$2,199
FO O D SERVICES
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$544
$506
CO MMERCIAL SERVICES
$3,449
$4,720
C OM M U NI T Y L I VI NG S ERVI C ES
$ IN THOU SAN DS 2016 2017
REVENUE
2017 (unaudited)
$328
$327
COMMUNIT Y I N C LU SI O N A N D G RO U P - S U P P O RT E D E M P LOY M E N T
$1,038
$988
COM M U N IT Y EM PLOY M EN T
$483
$503
$5
PAY EE SERVICES
OT H ER REVENUE
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$17
$15,361 $16,796
TOTAL REVEN U E $ IN THOU SAN DS 2016 2017
EXPENSE
2017 (unaudited)
$2,544
$2,960
G RO U N D S SE RV I C E S
$2,799
$3,039
CU STOD IAL SERV ICES
$2,534
$2,106
FO O D SERVICES
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$528
$518
CO MMERCIAL SERVICES
$3,170
$4,273
C OM M U NI T Y L I VI NG S ERVI C ES
$ IN THOU SAN DS 2016 2017
EXPENSE
2017 (unaudited)
$283
$216
COMMUNIT Y I N C LU SI O N A N D G RO U P - S U P P O RT E D E M P LOY M E N T
$633
$689
COM M U N IT Y EM PLOY M EN T
$470
$1,975
$479
PAY EE SERVICES
$2,247
GENERAL AND ADMINIST RAT IVE
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$14,946 $16,527
TOTAL EX P EN SE
$ IN THOU SAN DS 2016 2017
REVENUE SOURCES
NET PROFIT
2016 2017 (unaudited)
CO MMUNIT Y LIVING SERVICES
G ROU ND S S ERVI C ES
OT H ER C U STOD I A L S ERVI C ES
$415
$269
EMPLOYMEN T OT H E R A B I L I T YONE
- 42 -
$ IN THOU SAN DS 2016 2017
CASH AND DEBT
REVENUE
$ 24 0 0
$16000
$2200 $14000
$2000 $ 18 0 0
$12000
$ 16 0 0 $ 14 0 0
$10000
$ 13 0 0 $1200
$8000
$ 10 0 0 $6000
$800 $600
$4000
$400 $200
$2000
$
$
2 01 2
2 013
C A SH
2 014
2 015
2 016
2 017
2 01 2
D EBT
D I S ABI L I T Y S ERV I C ES
2017 U N AU D ITED
2 013
2 014
2 015
ABI L I T YO NE
2 016
2 017
TOTAL
2 017 UNAUDIT ED
- 43 -
$ IN THOU SAN DS 2016 2017
PAR TICIPANT DEMOGRAPHICS
- 44 -
PARTICIPANT DEMOGRAPHICS PARTICIPANTS - TOTAL - BLIND
PRIMARY DIAGNOSIS
- BRAIN INJURY - CHEMICAL ADDICTION - OTHER ADDICTIONS - AUTISM SPECTRUM DISORDER - DEMENTIA - DEVELOPMENTAL DISABILITIES - DUAL DIAGNOSIS - AOD/DD - DUAL DIAGNOSIS - AOD/MH - DUAL DIAGNOSIS - MH/DD - HEARING IMPAIRMENTS - MENTAL DISORDERS - PHYSICAL DISABILITIES - VISUAL IMPAIRMENTS - OTHER CHARACTERISTICS - UNKNOWN CHARACTERISTIC - UNDISCLOSED
GENDER
- MALE - FEMALE - OTHER - UNDISCLOSED
AGE
- 18-40 - 41-65 - 66-85 - 86+ - UNKNOWN - UNDISCLOSED
AOD - ALCOHOL AND OTHER DRUGS DD - DEVELOPMENTAL DISABILITY MH - MENTAL HEALTH
CLS
ISE
GSE
CA
PAYEE SERVICES
TOTALS
2 0 0 10 2 28 0 0 0 2 15 7 2 0 0 0
2 0 0 13 0 40 0 0 14 1 12 7 7 34 24 0
0 0 0 0 0 5 0 0 3 0 0 0 0 3 0 0
0 0 0 1 0 19 0 0 9 0 1 1 0 15 0 0
N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 43 183
4 0 0 24 2 92 0 0 26 3 28 15 9 52 67 183
19 14 0 0
110 50 4 0
10 1 0 0
16 19 0 0
314 205 2 0
469 289 6 0
14 12 6 0 0 0
103 51 2 0 0 0
9 2 0 0 0 0
9 25 12 0 0 0
117 172 53 6 1 0
252 262 73 6 1 0
32 2
163 1
11 0
- 45 -
35 0
1,045 N/A
1,286 3
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