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Independence through Senseability

If 95% of what we learn comes from our eyes and ears, imagine what it must be like to be deafblind.

Beyond Boundaries … Yesterday, Today and Tomorrow

Our Vision to 2010

After a three-month process of collaborating with residents, parents, guardians, staff and stakeholders, we have defined a clear vision that will help us achieve our goal of enabling individuals who are deafblind to live beyond boundaries.

This vision is brought to life by following five strategic principles:

  1. Maintain a flexible, quality service delivery model that responds to the unique needs of our residents.

To do this, we will continually challenge ourselves to ensure all of our policies and practices, including admissions criteria, support services and programming, reflect the true requirements of our residents. Leveraging our person-centred approach, and programs such as our TOUCH™ training model and Total Communication Curriculum, our services will meet the specific needs of adults who are deafblind and their support team.

  1. Set a foundation that continues to meet and exceed the expectations of our residents — both in the present and in future.

By continuing to evaluate our processes and always exploring new opportunities, DeafBlind Ontario Services will create and maintain an infrastructure that enables us to anticipate and respond to the changing needs of our residents, their families, and the province. In particular, we will focus on ensuring our programs continue to meet the needs of our aging residents.

  1. Create an environment that encourages the passion, expertise and commitment of our staff.

Our goal is to be recognized as an organization committed to life-long learning, with the broader community recognizing our knowledge and expertise. Our organization will reflect the diverse cultural mosaic of our community.

We are committed to supporting a professional recognition process for Intervenors and will implement a recruitment strategy that is consistent, responsive and ensures the high quality of service expected by our residents and our community. We will create an environment where our staff can grow and thrive — both personally and professionally.

  1. Ensure individuals who are deafblind have a strong voice that resonates throughout our communities.

By advocating on behalf of the broader deafblind community, we will ensure that the needs of our residents are well-recognized, well-understood and well-served.

We will continue to engage and maintain relationships with key stakeholders by championing our unique brand story.

  1. Become a central point of access for our residents and stakeholders.

We will evaluate the feasibility of becoming a central point of access under the Ontario Government’s Ministry of Community and Social Service’s Transformation Agenda in a way that has a positive impact on our residents, stakeholders and organization.

 

Approved by Board of Directors March 4, 2008