Organizational Initiatives

Inclusion Kamloops Society     

 (formerly Kamloops Society for Community Living)

2018 – 2021 Strategic Plan Development

 

Kamloops Society for Community Inclusion (KSCI)last created a Strategic Plan in 2008. The plan was continued past the original end date of 2011, however, several areas did not achieve the success and development the authors had envisioned.  Slowly the organization increased the number of people in segregated living situations and decreased the emphasis on inclusive opportunities.

We recognize that the Community Living movement of the 1980’s and 1990’s has lost the passion and the compassion that moved it forward. The determination to find, create or demand successful avenues for acceptance and inclusion for people with disabilities reached a plateau at the end of the 1990’s, and we now see an acceptance of things as they are, with no political or social pressure to continue positive change. Unfortunately Kamloops Society for Community Inclusion adopted this culture of acceptance; until recently.

Kamloops Society for Community Inclusion has become increasingly aware that there remains a strong interest from families to provide alternative services to group homes, home-share situations and day program services and is again pushing for change, pushing for something better. However, options other than these traditional and segregated choices are not being offered to families. The Board of Directors for Kamloops Society for Community Inclusion has long been advocating the need for individualized service development and has identified the need to support families in the creation of these options.

As a Community Living Society, we have a long history of moving forward and our belief that with determination and a clear sense of purpose we can continue to make the lives of the people we support not just better, but much better. In keeping with our tradition, the 2017 Board of Directors of Kamloops Society for Community Inclusion set a Strategic Direction that will re-confirm our determination to push forward the Community Living philosophy through our actions to attain truly inclusive lives for people with disabilities. We have and are continuing to redefine this organization.

 

 

The Community Living Philosophy and Kamloops Society for Community Inclusion Beliefs are as follows:

• All people have equal rights.
• No one’s life should be determined by their caregivers.
• Segregated services remove people from society.
• People can choose their home, their friends, their supports and their lifestyle.
• A service or support must not stand in the way of inclusion.
• Our responsibility is to the families and the people we support.

 

Our Mission Statement is:

“To provide opportunities for persons with a developmental disability to experience a full life in as many aspects as they so choose. We will do this by providing supports and services to the best of our ability, either alone or in partnership.”

 

Our History

The Kamloops Society for Community Inclusion (formerly Kamloops Society for Community Living and Inclusion Kamloops) was formed in 1956 by a group of concerned parents who wanted an alternative for their children at a time when kids with developmental disabilities were excluded from the regular school system. Since then, the Society has served the needs of people with disabilities and their families through a wide range of community activities, projects and services.

Residential services were added in the 1980’s, including subsidized housing and group homes for adults and children. Day programs provided paid and unpaid employment to people with disabilities in a variety of settings, including structured facility-based programs and individualized community support contracts. The Society has acquired a number of properties over the years, including several housing units and its current office space. As families identified a desire for alternatives to group settings, KSCI became a leader in education and training centred on family governed, flexible support and person-centred societies and cooperatives, while decreasing the number of segregated options managed by the Society.

Over the years, the services provided have changed and resources have been used to develop opportunities for individuals with developmental disabilities to experience growth, quality of life, integration and equality within the community to their fullest potential. In contrast to earlier forms of services that emphasized standardized service options, IKS has moved to a more “person-centered” model built around the unique values, priorities and preferences of each individual it serves.

External evaluations in 2004 and 2007 noted many major points of progress with the new person-centered initiatives facilitated by KSCI. Working closely with individuals and their families, the Society assisted people to design and shape supports that reflected their own sense of what was needed. While acting as a facilitator and even catalyst for the new arrangements, KSCL never imposed options upon individuals or their families. Rather, the approach was to empower both the person and their family to decide as much about what was being planned as possible and to remain in charge of the new arrangement well past the point where it was launched.

There have been innovations in terms of partnering with community resources, empowering individuals – particularly families – in becoming service designers and decision-makers, finding non-disabled roommates for individuals with disabilities, and constructing personalized support arrangements based on the recognition that no two individual situations were alike.

While much improvement has been made in the lives of people with disabilities and their families, challenges still remain. Despite efforts to encourage people to dream and “imagine better,” we still have a long way to go. These new arrangements have not significantly generated more socially inclusive choices for the individuals concerned.

More progress needs to be made in addressing the employment potential of people with disabilities. Supportive housing options need to continue to be developed, allowing possible ownership and increased stability.  An ongoing effort will be needed to raise consciousness, both within KSCI and the community, about the benefits of person-centred options for both the individuals concerned and the community at large.

 

Looking ahead to the next four years, five strategic directions have been identified in planning for the future of the Inclusion Kamloops Society:

Connecting People in Community

Providing Meaningful Employment

Developing Affordable Housing

Community Awareness and Education

 Family Support and Advocacy

These strategic directions are consistent with KSCI mission and are grounded firmly in the Society’s core values.

Kamloops Society for Community Inclusion recognizes that it is difficult to be a strong advocate for families seeking individualized funding from CLBC while providing traditional services funded by CLBC. However, we are working to connect families together, offer volunteer support and provide information that will assist families. Over the three years of this Strategic Plan, KSCI will continue to explore innovative non-segregated supports and services, providing much needed advocacy directly on behalf of families and individuals.

 

It is important that we define two distinct areas in which we will function.

Contracted Services will include those programs and services receiving funding from CLBC. Currently these comprise the Community Support Worker Program, Outreach Program, Employment Program and two group homes.

Organizational Initiatives include family support, education and housing assistance. These efforts are funded through Simply the Best Thrift Store, donations and other fund-raising.

 

Strategic Directions   2018-2021

 

STRATEGIC DIRECTION 1 – Connecting people in community

At KSCI, we believe that the core of “person-centred support” is connecting people in community. People with disabilities have the right and the capability to be full citizens – that is, to fully participate in their communities. Yet few belong to any group other than disability-specific programs, which actually keep people segregated and prevent them from integrating into the larger community.

Since most organizations still operate on a service/program model, many people – including KSCI staff, individuals and families – are unfamiliar with leading practices in social inclusion. Generating the kind of change that is needed will require a fundamental shift in the culture and a conscious change of direction.

Goal:

KSCI will work to educate staff, families and community about the pitfalls of segregated services by exploring and developing more socially inclusive personal lifestyle options, and connecting people in community one person at a time.

 

Objectives/Actions

1. To identify what segregated activities are currently happening with each individual within KSCI and to develop new opportunities for community inclusion.

Responsibility: Community Inclusion Manager

 

2. To discontinue operation of the segregated day program.

Responsibility: Executive Director/Community Inclusion Manager

 

3. To use success stories as a key message in raising awareness, within KSCI and the community, about progress in developing person-centered options, particularly those that challenge negative perceptions of people with disabilities.

Responsibility: Executive Director/Community Inclusion Manager

 

4. To partner with individuals and families who are dissatisfied with their current support options and are willing to join with KSCI in exploring other options.

Responsibility: Executive Director/Community Inclusion Manager

 

STRATEGIC DIRECTION 2 – Providing Meaningful Employment

Many individuals have expressed the desire for a job. While KSCI has created some jobs for individuals it supports, the Society has not experienced the success we had hoped for. The situation is further hampered by the generally low levels of employment of people with disabilities in BC due to misconceptions about their ability to perform on the job.

Goal:

KSCI will assist 20 individuals in finding meaningful employment by 2021. By “meaningful employment,” we refer to any full-time and/or part-time paid work that integrates people fully into their community through connection with co-workers in typical employment environments and is consistent with their skills, talents and interests.

 

Objectives/Actions:

1. To re-focus the KSCI Employment Service to assist 20 individuals in finding real employment options in the community.

Responsibility: Community Inclusion Manager

 

2. To partner with 20 employers who will provide active support in job creation, training and employment for people with disabilities.

Responsibility: Community Inclusion Manager

 

3. Ensure that employment situations become a vehicle for connection with un-paid support and typical relationships

Responsibility: Community Inclusion Manager

 

4. To actively pursue learning from other jurisdictions and organizations regarding successful employment initiatives.

Responsibility: Executive Director

 

5. To increase the number of job skills for individuals through educational upgrading opportunities in non-segregated learning environments

Responsibility: Community Inclusion Manager

 

STRATEGIC DIRECTION 3 – Developing Affordable Housing

With an increased focus on individualized support and greater social inclusion, our goal is to devote more effort to finding affordable housing in the community for the people we serve.

The lack of affordable housing along with a focus on Home-Share or group living has left people with disabilities few options to secure a place of their own. Families have indicated that they want to explore other options in living arrangements and support. KSCI has developed opportunities for people to achieve a home of their own and allowed individuals and families the peace of mind that only control over their housing can provide.

 

Goal:

KSCI will increase the number of affordable housing units for individuals living in unsuitable accommodation or housing that is beyond their financial means.

KSCI will ensure that alternative housing and support options are offered to the current residents of our group homes and their families.

 

Objectives/Actions

1. To develop and implement a capital investment strategy by analyzing all the Society’s assets, identifying partners, and examining the impacts of various options such as buying, renting, co-ops and life lease.

Responsibility: Executive Director

2.   To develop an action plan to increase the number of affordable housing     units by considering the following options:

• Partnering with BC Housing to build mixed housing units
• Considering micro loans to assist individuals with their mortgages
• Implementing a process of encouraging Legacy Donations to provide for future housing funds
• Increase housing funds through increased fundraising initiatives

Responsibility: Executive Director

 

Strategic Direction 4 – Community Awareness and Education

KSCI has identified that over the past several years we have been ineffective in maintaining our community identity. Once a well-known and respected community non-profit, KSCI has suffered a decrease in interest and support through eroded membership and a lack of consistent effort to be active and engaged in Kamloops.

One of the avenues that provided this recognition and involvement in the community was through the educational opportunities for families, other non-profits, university students, other interested citizens and people with disabilities that we were able to arrange.

 

Goals:

To develop a community awareness initiative that will provide clear information about KSCI, our services and philosophy, using all avenues including social media, print, event promotion, community connections and face to face opportunities.

To arrange educational opportunities that will engage the community and are in line with our philosophy.

 

Objectives/Actions:

1. KSCI will explore options for a new organization name, that can connect us to our past successful identity.

Responsibility: Board of Directors/Executive Director

 

2. KSCI will develop a website and use other social media to promote the organization and provide information about services, education, employment opportunities and links to supported organizations.

Responsibility: Executive Director

3. KSCI will address the organizational culture to ensure an engaged workforce that takes part in the positive promotion of our philosophy.

Responsibility: Executive Director/Community Inclusion Manager/Residential Managers

 

4. KSCI will increase membership by at least 25 members.

Responsibility: Board of Directors

 

5. KSCI will partner with community organizations and our sister agencies to provide educational opportunities that meet the needs of families, people served, employees, students and the greater community and are consistent with our philosophy.

Responsibility: Executive Director

 

Strategic Direction Five – Family Support and Advocacy

 

Families often feel that their choices for support are limited.  Over many years, KSCI has been able to assist families in creating individualized options, and negotiating funding for such initiatives. Families must have the assistance of knowledgeable, experienced supporters in their quest to create individualized options for their family member.

Much of the success in developing other service options has been achieved by connecting families with each other for support and guidance.  KSCI can act in an advisory capacity, while working with like-minded agencies to create a network of shared knowledge.

 

Goals:

To create a Family Support Network in which people can assist each other to acquire the information and support needed to take an active roll in ensuring they receive funded individualized services.

To increase opportunities to share success stories.

To provide information about the funding options, alternatives to segregated services and successful initiatives locally and internationally.

Objectives:

1. Increase membership base that includes family members who believe that other options are achievable.

Responsibility: Board of Directors/Executive Director

 

2. Begin connecting families seeking alternatives with those that have had success in individualized service creation.

Responsibility: Executive Director/Community Inclusion Manager

 

3. Support families to address funders through connection with advocates and provision of information.

Responsibility: Board of Directors/Executive Director

 

4. Share success stories with the community, through events, social media and networking opportunities.

Responsibility: Executive Director/Community Inclusion Manager

 

5. Connect with agencies to collectively lobby for changes to policies/initiatives that restrict options or segregate individuals.

Responsibility: Executive Director