Independence through

Proud Past. Dynamic Future.

Our Vision to 2014

We worked closely with clients, parents, guardians, stakeholders and staff to create the strategic plan that defines our vision to 2014.  "Proud Past … Dynamic Future" signals that we will build on the solid foundation that has been created since 1989 as we continue to find new ways to support Ontarians who are deafblind, providing individuals choice and helping them engage their communities.

Four strategic principles will guide our way forward.

1.  Alternative Delivery Models

Continue to be a leader in service delivery to individuals who are deafblind by exploring alternative models to ensure that individuals who are deafblind have choices.

We will continue to search for new and more effective ways to provide service and support to our clients. Our first step will be to evaluate the services we currently offer to measure their effectiveness and our efficiency in delivering them.  We'll investigate innovative approaches to service delivery and consider new types of services that will benefit our clients. We'll explore partnerships to achieve economies of scale. Most importantly, though, DeafBlind Ontario Services will make certain that the high quality and integrity of services we provide is maintained.

2.  Social Enterprise

Explore opportunities for social enterprise/proprietary initiatives.

Our organization, and therefore our clients, have always been very reliant on funding support from the provincial government.  We plan to temper that dependence by investigating the potential to generate revenue from other activities to help us serve and support our clients.  For example, there may be opportunities to market our highly-valued TOUCH training to others. The reputation of our REACH program is growing, creating opportunities to support individuals who are deafblind in settings outside of our residences.

3. Communications

Continue to build on the progress of the communication strategy.

The Communication Strategy we developed and implemented in response to our last strategic plan has clearly benefitted our clients.  We will expand our efforts to increase knowledge and understanding of deafblindness and raise the profile of DeafBlind Ontario Services among our key stakeholders and the general public.  It is imperative that we purposefully engage clients, families, management, our staff and stakeholders through our various communication initiatives. An important objective of our strategy will be to educate clients, families and staff about the challenges of our diversifying population.

4.  Advocacy

Continue to build on the progress of the advocacy strategy.

Our last strategic plan placed much greater emphasis on advocacy on behalf of our clients and their families.  We plan to continue to maintain the critically-important relationships we have put in place with government and other agencies, and to create new ones. In particular, DeafBlind Ontario Services will continue to take a leadership role as the provincial government implements improvements to the Intervenor services system in Ontario.