Skills Society 2023 Annual Report

NOW WHAT?

Carrying Our Learning Forward, Imagining Better Futures tatawâw

Welcome to our 2023 Skills Society AGM Report

Our theme this year is both a call to action and a time to look forward and imagine the future we want to build together. While looking forward we also want to honor and remember shared learning so that the future we shape doesn’t repeat past mistakes. To help us imagine better, we are using three lenses that are often referred to in change making as the 3 Horizons of Innovation1. The 3 Horizons are a helpful way of sorting the types of strategic thinking and futures we can make.

• The 1st Horizon is about making change within existing systems and rules. Often this entails questioning assumptions of a system, and advocating for an immediate change within it. For the report we’re going to call this Horizon 1 lens and mindset “The Actioner”

• The 2nd Horizon is about innovating new futures within existing systems. Often this means looking at how rules, policies, services could be adapted, innovated and made better. For the report we’re going to call this Horizon 2 lens and mindset “The Innovator”

• The 3rd Horizon is about re-imagining new futures and whole new systems. This transformative change often inspires and takes a long time to come to life. Most of us will not see horizon 3 changes we imagine within our generation, but we can still help shape the future with our actions in the here and now to leave a better world for future generations. For the report we’re going to call this Horizon 3 lens and mindset “The Dreamer”

1. McKinsey & Company. 2009. “The Three Horizons Framework.” McKinsey Quarterly.

ᑕᑕᐊᐧᐤ

Welcome! There is room here for who you are, where you are from, and who you are becoming.

All three horizons are different but all are important. It can be helpful to recognize that when we dream of Horizon 3 futures, Horizon 1 thinking and budgets will not get us there. Conversely, if we only dream and focus on Horizon 3, we can let down people who need support right now and can’t wait for a Horizon 3 future to manifest.

At Skills Society we have a long history of balancing the complexity of making change that’s needed now and stewarding a future that leads to our collective vision - a community where all individuals are valued citizens, deserving respect, dignity and rights.

Join us in learning, and imagining better futures. With Actioning, Innovating and Dreaming we can point to a world we all want to live in.

Impact

Horizon 3 Dreaming

Different game, different rules

Horizon 2 Innovating

Same game, different rules

Horizon 1 Actioning

Same game, same rules

Time

Horizon 1 - Actioner

“Same game, same rules”

Making immediate and often urgent change within existing systems and rules

Modest impact - Quicker and easier to implement

Horizon 2 - Innovator

“Same game, different rules”

Bending structures and shifting rules within existing systems to make them better for people

Substantive impact - Can be challenging to get buy in to systems change

Horizon 3 - Dreamer

“Different game, different rules”

Re-imagining whole new systems and ways of being

Transformative impactOften takes generations and collective effort

WE ARE SKILLS SOCIETY WHO WE SERVE

We are one of the largest disability service organizations in the Edmonton area. For 40 years we have provided individualized support services to people with developmental disabilities and survivors of brain injury, their families, and the communities in which they live. Our work is complex but our goal is simple: help people with disabilities live safe, dignified and meaningful lives.

Our organization was started in the 1980s by parents who wanted more for their children - to reduce their sense of isolation by removing them from institutions and placing them back into the arms of society. Today, we remain connected to those roots by keeping our services person-centred and focused on the unique needs of every individual. In doing so, we reduce their isolation and improve their mental health, reduce healthcare and justice costs, and help them set and achieve personal goals they (and their families) never thought possible.

We provide support services to children and adults with developmental disabilities, survivors of brain injuries, and their families. Support varies depending on the level of need and qualifications for government funding. For some, we may provide a few hours of outreach support each week. For others, it involves 24/7 supported community living. We also work with those who are defined by PDD as having complex service needs.

VISION

MISSION

We support individuals with disabilities and their families in their right to learn and grow in the community. Our services strengthen belonging and encourage and support individual choice and opportunity.

CITIZENSHIP IS AT THE HEART OF WHAT WE DO

For many of us, citizenship is something we take for granted. It can be defined in many ways, but at its core citizenship is our sense of value and belonging. This sense of citizenship doesn’t always extend to people with disabilities. That’s why Skills Society was formed - to provide people with disabilities with the same opportunities and choices, the same ability to share their gifts and talents, and the same sense of belonging that we all enjoy. Citizenship is what we strive for every day - and it encompasses the following:

A community where all individuals are valued citizens deserving respect, dignity and rights.

Relationships

Surrounded by people who love and care for them, sharing their lives with others

CITIZENSHIP

Rights

Equal access to opportunities, freedom to choose, independence

Participation

Meaningful things to do and places to go, the opportunity to share gifts and talents with others

Belonging

Feeling valued, respected, and an important part of society

OUR CORE VALUES

PRACTICE IN PERSON-CENTRED WAYS

We never forget to keep the voices of those we serve at the centre of our planning and practices.

Why it Matters

In the past, people with disabilities were left out of important conversations that affected their lives. We believe that our planning, policies, procedures, and pathways are more effective when they are informed by and responsive to the needs of the people whose lives they impact.

Operating Principles

• We focus our services around the lived experiences of the people we support

• We plan our services in creative and engaging ways in order to make them meaningful and relevant

• We ensure our solutions are the most empowering, least intrusive and safest for the people affected

• We build and strengthen healthy relationships in everything we do

• We work equally to solve big picture problems and on-the-ground needs

SEEK CREATIVE COLLABORATIONS

By working with others, we build a stronger community of neighbours, leaders and advocates.

Why it Matters

We believe that real social change comes from collective effort. By sharing resources and working closely with other like-minded organizations, we raise the voice of the disability community and take a leading role in building more inclusive communities.

Operating Principles

• We treat invitations to collaborate as opportunities to help achieve our vision and mission

• We use the Action Lab and other initiatives to open up relationships and spur innovative ideas

• We look beyond our organization for new and different ways to achieve our vision

• We place trust at the centre of any relationshipbecause that’s what enables collaboration

• We embrace the sometimes slower nature of collaborative work when it is necessary

BUILD AND SHARE KNOWLEDGE

In order to continually improve the support we provide, we’re not afraid to learn from others and try new ideas.

Why it Matters

In order to become better problem solvers, we work hard to learn through our actions and study excellence in others. We are committed to trying new ideas, seeking input on our work, and building a learning organization each and every day.

Operating Principles

• We actively seek out new knowledge and view continuous learning as essential to our role as leaders

• We learn through reflecting on our actions and studying the work of others

• We strive to mix solutions that are old, new and sometimes surprising

• We generously share what we build and learn with others

People we serve shared their experiences and insights related to accessibility and urban parks in a focus group with the City of Edmonton

EMBRACE COMPLEXITY ADAPT & EVOLVE

We know that supporting people’s citizenship is complex. Through creativity, determination and collaboration we can tackle any challenge.

Why it Matters

Helping people with disabilities live fulfilling lives is not an easy, straightforward road. It is complex work - from the needs of the people we serve to the interconnected policies that shape their world. Rather than shy away from these challenges, we meet them head-on with creativity, determination and collective effort.

Operating Principles

• We experiment with multiple ways to address tough issues in order to improve the chances we find a solution

• We embrace ambiguity, difficulty and tension as opportunities for creative thinking and innovative responses

• We are comfortable knowing that measuring success in our work is not an exact science with clear answers

• We are relentless but patient in our efforts to navigate and make progress on tough issues

We build our supports to adapt to the unique needs of each person. At the same time, we strive to shift our services and priorities to meet changing times.

Why it Matters

Life is full of change. We know that if our strategies and systems are too rigid and static, we risk our services becoming less useful or relevant. Instead, we are stronger when we are more agile in responding to changing contexts and uncertain times.

Operating Principles

• We stay razor focused on our vision and mission yet flexible in how we pursue them

• We constantly scan our world - inside and out - to identify opportunities and barriers for our work

• We boldly seek out new insights - even failures - and adapt our work to reflect our learning

• We promote clear and constant communication to enable us to pivot quickly if required

• We adjust and revisit decisions when new information is presented or as political, social, and environmental contexts shift

• We remain open to new solutions in the face of changing times

• We listen deeply to understand what is really going on and what is needed

CITIZENSHIP HIGHLIGHT PARTICIPATION

Scott’s Story

Having opportunities to share one’s unique gifts and talents with others is an important part of citizenship. Scott is a talented artist who has spent decades honing his craft and engaging in art activism. As an artist Scott is inspired by new and imaginative ideas and ways of being: “Most of the time it is out of my own head, it’s imaginary but I make it come out like a real thing…I bring them to life”.

This past year Skills Society commissioned Scott, through the Nina Haggerty Centre for the Arts, to develop and paint a mural in our main office. Scott shared that the main theme is community - people being together, everyone having something to contribute and being valued for that.

“It’s all partners working together on the same thing. There’s no right or wrong, everybody can do their own style. It’s all about friendship, getting along with your neighbours, doing things together”.

This was Scott’s first time developing a mural and with support from the Edmonton Arts Council he had the opportunity to be mentored by artist Emily Chu. Scott loved the process, sharing that he enjoyed working collaboratively on the concept and that it allowed for people to witness his creative process in action, often stopping by to ask questions or watch as the mural came to life.

As a citizen making positive change in the world, Scott identifies as a Dreamer, imagining and illuminating new ways of being in the world through art.

Scott painting the mural at the Skills Office

SKILLS HELPS PEOPLE THRIVE IN FIVE PILLARS OF EVERYDAY LIFE

We build each of our services to help people with disabilities thrive in five pillars of everyday life.

What this looks like:

• Making a house feel like a home

• Building and strengthening connections with roommates, neighbours, friends and family

• Establishing healthy and meaningful routines together

• Completing day-to-day tasks like budgeting and grocery shopping

What this looks like:

• Making and sustaining friendships along with healthy, romantic relationships

• Establishing social networks with friends, neighbors and colleagues

• Nurturing family relationships

What this looks like:

• Finding and maintaining paid employment

• Developing new skills through volunteering

• Pursuing education or jobrelated training

What this looks like:

• Setting and attending medical appointments

• Establishing healthy eating habits and exercise routines

• Assisting with personal hygiene

• Supporting medication management

• Supporting mental and emotional wellbeing

What this looks like:

• Participating in neighbourhood activities

• Sharing talents with the community

• Discovering fun and meaningful things to do

Brittany signing copies of Mythical Forest at her book launch at The Nina Haggerty Centre for the Arts

WEAVING IT TOGETHER, A JOURNEY METAPHOR

There is quite a bit of detail in our vision, mission, and values and a metaphor might help with remembering the purpose of each element, and how it contributes to our core purpose of supporting people with disabilities to lead good lives - lives that are vibrant, filled with opportunities for learning and doing, rich with relationships, and anchored in a sense of belonging.

Imagine we’re on a metaphorical journey alongside people with disabilities and families we serve.

Our Vision is the destination we want to reach together.

Our Mission is like a boat we’ve built to get us to our destination.

Our Values and Thrive in Five approach are what each crew member on the ship needs to know and practice in order to be able to lead, set the sails properly and keep everyone on course towards our destination.

OUR VISION

It takes everyone working together with Vision, Mission, Values and Thrive in Five approach to help us reach our destination.

You might wonder with this metaphorical ship, “Who is the captain?” or “Who decides who does what on the ship?”. On this ship, everyone is a servant leader(a steward) and able to step in to help. People we serve and families are often navigators-pointing out where the destination goal is and what it looks like. Some leaders are guiding the wheel of the ship and sometimes they step away while others step in and help keep the ship moving. We can switch in and out of these roles because ideally each crew member embodies what it is to be a good leader. Being good leaders together enables continued progress even through tough waters we might face.

Throughout the journey we all need to be checking incheck the various navigation instruments and compass - and ask ourselves “Are we on course?” or even, “Is there a scenic detour showing up that we want to take that will add some adventure to the journey?”. As leaders on this journey alongside people with disabilities we serve, we need to be continuously reflecting about when we need to step in to lead more, or when we need to step back and let others lead.

OUR STRATEGIC PRIORITIES 2020-2023

EMERGENT PRIORITIES 2020-2023

We focus on these emerging priorities to ensure that we continue to effectively navigate, respond to, and thrive in current policy and funding contexts.

ONGOING PRIORITIES

In addition to the emerging priorities outlined previously, we continue to focus on the ongoing priorities that ensure our organization remains strong, healthy and able to fulfill our mission in the most effective way possible.

Strategically Manage Our Work with People Labelled with Complex Service Needs

Strengthen our Capacity to Support Citizenship & Deep Belonging in the Lives of the People we Serve.

Increase Financial Management & Resiliency

Be Ready to Adapt Our Organizational Models

Advance Sector Priorities

Get to the Next Level in Data & Evaluation

Reinforce Innovation Culture & Capacity

Continuous Improvement of Internal organizational processes

Strive to Maintain a ‘Family Feel’

UPDATE ON OUR STRATEGIC PRIORITIES

In the section that follows, we’re sharing a few highlights and activities undertaken within our strategic priorities as we plan for their review and re-imagining this fall. As we look ahead to imagining better futures, we also reflect on the past three years to help inform what comes next - what have we learned, what promising signals do we want to amplify, and what progress has been made towards our vision?

EMERGENT PRIORITIES

Strategically Manage Our Work with People Labelled with Complex Service Needs

Balancing our commitment to serving people with complex needs with the safety and needs of staff and the people we currently serve.

2020-2023 Highlights

Our work to serve, support and advocate for people labeled with complex service needs continues to be an ongoing focus. Over the past three years we have advanced this work through activities that include:

• Being part of and sharing learning with groups of service providers that are trying to improve ways of safely serving this community.

• Adopting a new app to support the safety of staff who serve people with complex service needs.

• Applying our holistic and person-centered approach to supporting people and advancing their place as full citizens in our community.

• Advocating for a social innovation lab that would, together with key stakeholders, build systemic capacity to support people labeled with complex service needs to live inclusively in their communities in a way that is empowering, rights-based, and balances safety. Learn more on page 50.

Increase

Financial Management & Resiliency

Anticipate, monitor and adapt to changes in funding models while continuing to develop new revenue streams.

2020-2023 Highlights

• Continuing to maintain and build relationships with local community funders.

• Developing new policies to lay the foundation to support safe, longer term sustainable growth of endowment and unrestricted funds.

• Implementing a new growth strategy for our Action Lab social enterprise to increase rentals and hiring of Action Lab for workshops and social innovation explorations.

• Developing a sustainable, multi-year fund development plan and creating a new Senior Manager of Fund Development and Engagement position to help grow the fund development program. Learn more on page 29.

Get to the Next Level in Data & Evaluation

Strengthen our organizational and measurement systems to respond to needs, help improve performance and demonstrate our value.

2020-2023 Highlights

Evaluating our success in supporting engaged citizenship is a key priority for Skills so that we can learn, adapt and better serve people. We continue to test and iterate in this space through new data and evaluation processes, including:

• Surveys, focus groups and learning conversations with the people we support, their families and guardians, and our employees. This feedback allows us to understand lived experience stories and gather meaningful data.

• Evaluating our social innovation labs and monitoring progress on our strategic priorities to get real time feedback in order to be responsive to emergent and changing contexts.

• Launching the Surveys and Stories feature on our MyCompass Planning tool for the people we serve to reflect and share feedback with leaders at Skills. Learn more on page 47.

Advance Sector Priorities

Be sector leaders, spearheading and participating in system level change processes that show promise of enhancing the lives of people with disabilities.

2020-2023 Highlights

• Through relationship building with people with disabilities, sector leaders, and government, we continue to seek creative collaborations to engage more allies in systems change.

• Our Executive Director and Board Chair sit on a number of sector-focused and provincial committees, including as active participants in the Alberta Council of Disability Services Government Relations Committee and the Edmonton Service Provider Council.

• Throughout the pandemic, engaging in sector-level advocacy efforts to centre the voices of those we serve. In doing so, we were able to shed light on the frailties in our system that can further isolate or marginalize people.

• We updated the vision, mission and theory of change for MyCompass Planning to tackle larger social service systems change. This means humanizing disability service interactions and centering the voices of those we serve.

• In collaboration with members of the original 1995 Rights We Want! group, allies, and self-advocates from within Skills Society developed a mini-documentary to capture and share the history of the document and disability rights.

• Amplifying Alberta Disability Workers Association (ADWA) campaigns and collaborating with Government and colleagues in Disability Services around addressing challenges faced by our sector and ensuring proper funding to sustain essential, safe and dignified services.

Be Ready to Adapt Our Organizational Models

Develop an understanding of the different organizational models available and develop the relationships and capacity to move quickly to adopt new models if the situation requires it.

2020-2023 Highlights

• Elevating our understanding of different organizational models and our interconnected relationships by further engaging with the sector and through ongoing research into new social innovation models.

• Navigating the pandemic demonstrated our ability and capacity to move quickly to adopt new models if the situation requires it.

• In partnership with a local developer, piloting an innovative housing and support model that emerged from our Future of Home: Inclusive Housing Solutions Lab. Learn more on page 49.

ONGOING PRIORITIES

Strengthen Our Capacity to Support Citizenship & Deep Belonging in the Lives of the People we Serve. Supporting people to not just be “in” community but to be “of” community with a sense of reciprocal participation and belonging.

2020-2023 Highlights

Strengthening our capacity to support citizenship and deep belonging in the lives of the people we serve is at the heart of our work, and therefore work undertaken by the organization in all our strategic priorities is centred around this value.

• Keeping the voices and wishes of those we serve at the centre of our COVID-19 planning and practices, and pivoting social innovation initiatives and gatherings online, such as CommuniTEA Infusion and the inclusive art program offered at Melcor, to help keep people connected.

• Actively engaging in research that explores the patterns of belonging and dominant support practices we are noticing in our work. The Belonging Project, an inclusive research project and partnership between Skills Society and researchers at the University of Alberta and Dalhousie University is yielding important insights around supporting belonging. Read more on page 50.

• Launching the MyCompass Missions Module for the people we serve to explore and reflect on new experiences, discover more about themselves, and deepen their connections at home, with others and the community. Read more on page 46.

Reinforce Innovation Culture & Capacity

Continue to foster a culture of creativity and innovation that values learning and experimentation

2020-2023 Highlights

• Continuing to prioritize building a creative, curious culture by soliciting ideas from our stakeholders, learning from others, and encouraging creative thinking to support inclusion and connection during the pandemic.

• The Skills leadership team participated in several learning workshops and training focused on embracing complexity, approaches to problem solving, and creativity and innovation.

• We continued to steward and participate in social innovation labs, including Edmonton Shift Lab and the Future of Home: Inclusive Housing Solutions Lab.

• Co-creating projects aimed at providing resources, tools and learning around supporting a healthy organizational culture (one that includes creativity and innovation), what our values look like in practice, and how we might bring that to life with the people we support and in teams. One project in particular is the forthcoming Leadership Workbook, you can learn more about it on page 47.

• Worked with Naheyawin to further our learning journey around reconciliation and the creation of symbols, processes, and narratives that Skills Society can ethically utilize to foster healthy, everyday treaty relationships. This led to the creation of a unique ceremony and Treaty Renewal Reflection Space in the Action Lab. Several artifacts and symbols have also been added to the Skills Society Office and Action Lab spaces and communications.

Continuous Improvement of Internal Organizational Processes

Continue to streamline internal processes to make them more effective, efficient, and user friendly

2020-2023 Highlights

We continuously ask ourselves: Are we learning? Responding to feedback? Finding efficiencies?

• Continuously improving our communication has been a significant area of focus for our team. Clear and ongoing dialogue with the people we serve, their families and Guardians, and our employees and stakeholders was critical over the pandemic.

• Adapted several of our resources, forms, and training to be accessible and available online. We have new, user-friendly human resources software that allows for tracking and completion of forms and training, and supports with hiring of new staff.

• Co-creating projects that put to paper leadership and management practices and learning (what we all feel are the qualities and behaviours of stellar leadership at Skills) and a new organizational meeting framework. These create built in time and resources for learning, reflection and development of team members around Skills mission, vision and values and how to bring these to life in the lives of the people we serve.

Strive to Maintain a ‘Family Feel’

Maintain the ‘family feel’ amongst staff amidst growth and change

2020-2023 Highlights

• During COVID-19 it was challenging to maintain a sense of connectedness amongst staff across a large organization like Skills, compounded with the closure of the office and strict physical distancing guidelines. This drove us to focus on supporting our employees’ mental wellbeing and morale in a variety of ways, including mental wellbeing coaching and hosting virtual employee gatherings, to name a few.

• Our Skills Society community is quite diverse. Something that is important to us is continuously working to recognize and celebrate this diversity as well as our collective journey towards reconciliation. In 2022, building off the work started back in 2010, we created an Equity Diversity and Inclusion committee made up of diverse perspectives within Skills Society to steward learning throughout the organization, including the development of an organizational anti-discrimination statement that our whole Skills community - people we serve, families, Guardians and employees - reflects on and recommits to annually.

• Events and recognition moments throughout the year that strengthen our community including the annual general meeting, long term employee appreciation, Black History month, National Day for Truth and Reconciliation, Team Leader gatherings, and Skills Society picnic.

SKILLS SOCIETY BOARD OF DIRECTORS 2022-2023

Strive to Maintain a ‘Family Feel’ Maintain the ‘family feel’ amongst staff amidst growth and change

2020-2023 Highlights

Officers of the Board

• Debbie Royer, Chair

• Kate Gunn, Vice Chair

• Carmen Norris, Secretary

• Rochelle Mitchell, Treasurer

Returning as Directors

• Darcy McDonald

• Dianne McConnell

• During COVID-19 it was challenging to maintain a sense of connectedness amongst staff across a large organization like Skills, compounded with the closure of the office and strict physical distancing guidelines. This drove us to focus on supporting our employees’ mental wellbeing and morale in a variety of ways, including mental wellbeing coaching and hosting virtual employee gatherings, to name a few.

• Nancy Spencer

• Robert Philp

The Slate of Directors to be Ratified for a Second Term

• Dianne McConnell

• Kate Gunn

• Our Skills Society community is quite diverse. Something that is important to us is continuously working to recognize and celebrate this diversity as well as our collective journey towards reconciliation. In 2022, building off the work started back in 2010, we created an Equity Diversity and Inclusion committee made up of diverse perspectives within Skills Society to steward learning throughout the organization, including the development of an organizational anti-discrimination statement that our whole Skills community - people we serve, families, Guardians and employees - reflects on and recommits to yearly.

• Events and recognition moments throughout the year that strengthen our community including the annual general meeting, long term employee appreciation, Black History month, National Day for Truth and Reconciliation, Team Leader gatherings, and Skills Society picnic.

In June 2022 we hosted a gathering for Team Leaders - an opportunity for shared learning and to build connections

BOARD CHAIR REPORT

Board Chair Report

Welcome to the Skills Society 2022-2023 AGM Report. It has been a pleasure to serve in the position of Board Chair this past year. I have a long history with Skills that spans 30 years, and I am very fond of this organization, its people, and the work they do. Over the years I have been privileged to be involved in projects with Skills staff when I worked for Persons with Developmental Disabilities (PDD). We learned together about person-centred practices that listen and are responsive to the voices of the people we support so they can live their best lives. Skills was an innovative organization back then and I’m happy to see, under the leadership of Ben Weinlick and his team, that has not changed. As the mother of a young man who has a disability, I am hopeful for the future as I continue to see this organization creatively and thoughtfully lead the way in broadening the horizons of what is possible for all people with developmental disabilities.

Here are a few highlights from this past year:

Pandemic to Endemic

In our third year of dealing with COVID, we saw an end to public health restrictions in June with COVID losing its “pandemic” status as it transitioned to an endemic stage. Though COVID cases have not disappeared, the widespread use of vaccines and lessons learned in managing any new cases resulted in the Skills family being able to return to some level of normalcy. Skills staff and the people they support are gaining a sense of freedom and connection as they begin to resume their lives out in the world. I would also like to mention this will be our first in-person AGM after 3 years of Zoom!

Skills Society Picnic

In June 2022, Skills held its first in-person gathering at Laurier Park for a picnic. It was a much-needed opportunity for the Skills Society Community – the people they serve, staff, board members, volunteers, and their families to reconnect with each other over games, food, and music. The next annual picnic is scheduled for August 8.

Community Concierge Pilot in the new Edgemont Development

Earlier this year, Skills was involved in imagining different and inclusive housing possibilities for people with disabilities as part of their Future of Home: Inclusive Housing Solutions Lab. A prototype that emerged from this work developed into an innovative “Community Concierge” role. Skills entered months of negotiations with Leston Holdings (a local for-profit developer) to pilot this Concierge role in their Edgemont development. This new development will house people with and without disabilities in an inclusive apartment-style living arrangement. The Concierge will be a contractor of Skills and work 8 hours/week doing thorough asset-based community development in the building. We see many possibilities for rich learning around how to nurture belonging and meaningful relationships amongst all the tenants of this building.

The pilot will be 18 months in length and will run from August 2023 - January 2025 (6-month planning phase and 12-month active pilot in the building). I would like to acknowledge and thank two of Skills’ staff - Paige Reeves and Rebecca Rubuliak, who were instrumental in the negotiations that led to this agreement with Leston Holdings.

Report continues on page 24

CITIZENSHIP HIGHLIGHT BELONGING

Brian, Evan, and Mathew’s Story

Belonging, feeling valued and an important part of society, is an important part of citizenship. Brian, Evan, and Mathew are engaged citizens who experience belonging to their community. Friends and roommates, this past spring they have been growing seedlings to sell to fellow eager gardeners in their community. In April, perched on their front lawn, they had their inaugural seedling sale selling an assortment of vegetables and herbs. Friends, family, community members and neighbours (including their furry companions) came out and purchased plants. This is just one example of how Brian, Evan and Mathew creatively build connections and contribute to their community. For Brian, Evan, and Mathew being a good neighbour is about helping others and being friendly and welcoming – helping others to feel they belong to the neighbourhood. Mathew helps neighbours by shoveling their walks in the winter, Evan connects with neighbours at the park, and Brian is a long-time volunteer with the City of Edmonton Green Shack program: “I like helping out and doing things in the community”. Plans are in the works to host a harvest party at the end of the growing season, where they’ll sell vegetables and invite the CommuniTEA Van to set up a pop-up block party!

As citizens making positive change in the world,

• Evan identifies as an Actioner making real world action happen now,

• Mathew an Innovator, being a trailblazer and pushing systems to be better, and

• Brian a Dreamer, reimagining new ways of being in the world

Brian, Mathew, and Evan

Evan watering the seedlings

Brian and Mathew selling seedlings

Government Sustainable Wage Enhancements

Staff in the disability sector have worked without a wage increase since 2014. In mid-March, the Government of Alberta announced a sustainable wage increase starting April 1, 2023. This amounts to an increase of 8% for direct service employees (not including sleep-night positions) and a 6.5% increase for all administrative and management employees. While Skills Society is grateful for the government’s commitment to increasing these wages, rising inflation and years without wage increases will require more investment to ensure a sustainable and qualified workforce.

KPMG Project Blueprint

Alberta Council of Service Providers received funding from the Government of Alberta in the spring of 2022 to lead the development of a sector-driven workforce strategy for the Community Disability Services sector. KPMG was engaged to support the work that resulted in an external report (Project Blueprint) which looks at what is required to sustain a qualified workforce in the PDD sector. The report examines the current state of workforce challenges and identifies a comprehensive strategy that includes 18 recommendations, an implementation plan, and a timeline of priorities for action. We remain hopeful that the government will use this workforce strategy to work collaboratively to fix systemic issues in the PDD sector as the recent wage increase is just a first step.

Fund Development Strategy

As part of the strategic priority to work on fund development, Skills contracted the services of the ViTreo Consulting Inc. to provide a fund development assessment and plan. The goal for Skills is to have a sustainable plan with a focus on increasing and diversifying revenue streams and expanding the organization’s fundraising capabilities. One of the outcomes of this work was the recent hiring of Amanda Bell as Senior Manager of Fund Development and Engagement. She brings a wealth of experience in the non-profit community and fund development. We are excited to work with her as she guides this important work. Many thanks also to the Skills Society Fund Development committee which spearheaded this work – board members Carmen Norris, Darcy McDonald, Kate Gunn, Nancy Spencer, and staff Ben Weinlick and Rebecca Rubuliak.

Board Intern

This year, we welcomed Megan Posyluzny, a student at the University of Alberta, as our Board Intern. During her time with the board, her project “Friend Development Open House at the Action Lab” provided a useful tool that can be used for fund development to create an event in the fall. We enjoyed our time with Megan and wish her well in the future. A big thanks to board member Kate Gunn for her excellent mentorship of Megan.

Re-imagining Skills’ Future

This is the final year of our strategic priorities. In preparation for the development of new and continuing priorities that will guide our next years, the Board and Skills Senior Team participated in a full-day strategic retreat in November. We reviewed our current and discussed emergent organizational priorities. While Skills Society will continue to face the challenges that come with working in the disability sector, there are exciting possibilities on the horizon. I am confident that under the skilled guidance of Ben and his Senior Team, Skills will continue to be an innovative leader in the disability sector.

Special Thanks

Skills Society has an exceptional group of staff, starting at the top with Ben Weinlick as the Executive Director, his Senior Team, office staff, and all the front-line staff (some of whom I’ve had the opportunity to meet) who support the amazing people within the Skills community. The work they do has kept Skills moving forward throughout the challenges we have all faced during the past three years. I would like to thank each of them for their work and commitment to the organization. I don’t think we could find a better group of people than those who make up the Skills community. In February, we said goodbye to longtime Senior Manager Bev Hills as she retired. We thank her for her many years of service to Skills Society. As we said goodbye to Bev, we welcomed Heather Richards, the new Senior Manager of Operations.

I would also like to thank my fellow board members for the hours they give to the Skills community, often beyond the time spent in board meetings. We all bring different experiences and skills to the board and together make up the best board I have worked with.

I look forward to seeing what is next for Skills.

Debbie Royer, Board Chair

TREASURER REPORT

As Skills Society comes out of the global pandemic we are returning to a more consistent operating model. I am pleased to report that finances remain in good shape.

The agency recorded just over $22.53 million in operating revenue for the current year which was $682,000 higher than the original budget. Total operating expenses for the year were $22.58 million, or about $669,000 higher than budget.

The difference between budgets and actuals is due to a government funding increase for wages for the final quarter.

Skills Society has a small operating deficit of just over $47,000 in the current year, compared to a surplus of just under $114,000 reported in 2022. Including amortization, Casino and unrealized ATB Investment losses, Skills recorded a loss of just over $137,000 in the current year compared to a surplus of just over $119,000 in the prior year. These amounts are what Management anticipated.

The amounts in this report are accurate as of May 18, 2023. The final results presented at the Annual Meeting might differ slightly due to last minute adjustments.

Looking to the 2023/2024 year, I am very pleased to report that the government funding increase is permanent. Skills Society is budgeting an operating surplus for the first time in several years which will assist the agency to provide stable support and expense management.

Rochelle Mitchell, CPA, CA Treasurer

SKILLS SOCIETY CITIZENSHIP AWARDS

2022 AWARD WINNERS

At Skills Society supporting people to be valued citizens is at the heart of what we do, and we want to recognize and celebrate the efforts of individuals and organizations in our community who are working towards our shared vision of a community where everyone is valued and belongs. This past year we launched the Skills Society Citizenship Awards, a new award that recognizes individuals and organizations who are contributing to fostering a vibrant and inclusive community.

ENGAGED CITIZENSHIP AWARD

The Engaged Citizenship Award is given to an individual supported by Skills Society whose actions demonstrate active participation in their community and efforts towards contributing to and fostering a vibrant community.

Winner - Michelle Arklie

Michelle was nominated for her contributions and efforts towards making her community a safe and welcoming place. Michelle is an engaged citizen who takes great pride in her community - participating in community clean ups and connecting with community members and local businesses. Michelle is always willing to give back to others by helping her neighbours or donating food and clothes to those in need. In addition, Michelle is a strong self-advocate, advocating for not only herself, but others as well; voicing her concerns and advocating for rights, access, and inclusion of people with disabilities.

Honorable Mention - Barbara Lagrelle

LEADERSHIP AWARD

The Leadership Award is given to a Skills Society employee or volunteer who demonstrates leadership in the pursuit of our shared vision of a community where all individuals are valued citizens deserving respect, dignity and rights.

Winner - Priyanka Priyanka

Priyanka was nominated for her demonstrated leadership in supporting rights, participation, relationships and belonging in the lives of the people she supports. Priyanka is a compassionate person who cares deeply and centres relationships in her approach - both with the people she serves and her colleagues. Engaging a rights-based approach Priyanka works to ensure that the people she supports have equal access to opportunities, their wishes and hopes. She demonstrates leadership through her creativity in supporting people’s participation, having opportunities to share their gifts and talents and meaningful things to do.

COMMUNITY BELONGING AWARD

The Community Belonging Award is given to a business, community organization, or group whose actions support the inclusion and belonging of people with developmental disabilities.

Winner - David Mitton, Leston Holdings

David was nominated for his exemplary efforts in striving to make housing more affordable, accessible and inclusive of people with disabilities receiving support from PDD. Of particular note, this past year David has worked on making 12 suites accessible and affordable to the people we serve in a forthcoming development in Edmonton and is partnering with Skills Society to pilot a new community connecting role, the “Community Concierge” within the building. This innovative service will help people with disabilities we serve to be connected with others in their community and lead to a deeper sense of belonging over time.

Honorable Mention - Rising Sun Theater

CITIZENSHIP HIGHLIGHT RIGHTS

Barbara’s Story

“tân’si!”

– Barbara (tân’si is Cree for hello)

SKILLS SOCIETY EMPLOYEE EDUCATION AWARDS

People with disabilities, like all citizens, have the right to choose and be rooted in their culture and spiritual traditions. Barbara is a kind and gentle soul who deeply values relationships, spending time talking with people and listening to their stories. For Barbara it is important that she be connected to her culture and participate in ceremony: “This is part of honoring my ancestors and remembering them”.

Barbara has been working for several years as an Action Lab host, and recently took on a new role supporting the Action Lab in keeping the spirit of Treaty alive in the space. With the change of each season, Barbara leads a smudge to cleanse and thank the Indigenous artifacts in the space. As part of the smudge ceremony, she teaches our community about Indigenous culture, often sharing her own experiences, stories and family traditions. Barbara is a valued member of the Action Lab team, and we are grateful for her leadership in supporting Action Lab in being a welcoming and inclusive space. As a self-advocate, Barbara also collaborated with Skills Society on a mini-documentary around rights. You can hear more from Barbara about her experiences and culture by watching The Rights We Want! video available on our website.

As a citizen making positive change in the world, Barbara identifies as a Dreamer, reimagining new ways of being in the world.

This past year we launched the Skills Society Employee Education Awards with the purpose of fostering leadership development by supporting employees in participating in formal postsecondary education programs that further their learning and growth in the field of disability studies and/or leadership. With an aim of equity, half of all Employee Education Awards are reserved for employees who identify as Black, Indigenous, or a Person of Color (BIPOC). Skills Society values diversity, equity and social justice. As part of this value we strive to boost and support BIPOC leaders within our community, continue to learn and work together on anti-racist allyship, and actively participate in systems change initiatives.

2022 AWARD WINNERS

Jade Asangbe-Atawah

Award supports their pursuit of a Master of Social Work, University of Calgary

Stephen Dufe

Award supports their pursuit of a Bachelor of Social Work, University of Manitoba

Barbara leading a smudge in the Action Lab

FUND DEVELOPMENT AT SKILLS SOCIETY

With the plan in place, our next critical step was to find a dynamic and experienced professional to bring this vision to life. It is with great pleasure and excitement that I joined Skills Society as the new Senior Manager of Fund Development and Engagement.

Bringing over a decade of dedication to the nonprofit sector, I bring a wealth of expertise and a proven track record in fundraising. My passion for and understanding of the challenges faced by individuals with developmental disabilities makes me a valuable asset to the team. Prior to joining Skills Society, I held key leadership positions in local nonprofit organizations, where I honed my skills in strategic planning, donor stewardship, and community engagement. My commitment to the sector and continuous professional development has earned me the internationally recognized Certified Fund Raising Executive (CFRE) designation, which sets the standard for ethical, competent fund development.

Since Skills Society was founded, the organization has diligently worked to supplement the funding provided by the Government of Alberta so that we don’t have to settle for ‘good enough’ for the people we support. This has been accomplished through various means, such as engaging in casino events, organizing raffles, and receiving generous contributions from compassionate individuals and corporations. However, in 2021, Skills Society recognized the need to strengthen its financial resiliency further and embarked on a mission to enhance its capacity for community fundraising.

To achieve this goal, the Skills Society Leadership Team collaborated closely with our Board of Directors, and engaged the renowned consulting firm, ViTreo Group Consulting, to assist us in charting a path forward.

Through an inclusive and comprehensive process, the Board and Vitreo Group worked to develop a Fund Development plan. This plan serves as the blueprint for our organization’s growth and sustainability, aiming to identify key opportunities, address challenges, and outline strategic objectives to enhance our fundraising efforts.

I am incredibly grateful for the tremendous amount of work put in by the Skills Society Board of Directors, particularly the Fund Development Committee, the Leadership Team, and ViTreo Group, in preparing Skills Society for my arrival. Their dedication and hard work have facilitated a seamless integration into my role, enabling us to dive straight into implementing the foundation for a robust fund development department. As the Senior Manager of Fund Development and Engagement, I am fully prepared to lead our fundraising initiatives, nurture meaningful partnerships, and oversee the implementation of our comprehensive Fund Development plan.

With the passion and drive of our Skills Society community, we are well-positioned to make a significant impact in empowering individuals with disabilities. I invite you to join us on this transformative journey as we work together to create a more inclusive and compassionate world for all.

Looking ahead, we aim to go beyond the present constraints and envision a world where individuals with disabilities can experience meaningful lives as valued citizens in our community. This ambitious vision requires us to step outside the boundaries of traditional approaches and embrace innovative fund development ideas.

This piece was written by Amanda Bell, Senior Manager of Fund Development and Engagement

As we design what fund development looks like at Skills Society, we are looking to engage visionary individuals and organizations who share our dream of a more inclusive society. We invite funders and donors who are willing to support ground-breaking initiatives and invest in long-term, sustainable solutions for now and for future generations to come.

Our fund development efforts will focus on seeking out innovative funding sources, exploring grant opportunities that align with our vision, and cultivating relationships with philanthropic individuals and organizations passionate about systemic change. We understand that traditional funding streams may not be sufficient to realize the transformative shifts we envision. Therefore, we are committed to thinking outside the box and seeking unconventional funding avenues.

Additionally, we recognize the significant role storytelling and narrative play in fund development. By sharing the stories and experiences of individuals whose lives have been positively impacted by our programs and services, we can inspire donors to invest in our vision. The power of storytelling allows us to connect on an emotional level, enabling funders to see the potential of our dreams and the profound impact their contributions can make.

We will actively seek partners who share our dreams of a more inclusive future and explore innovative funding sources to bring about lasting systemic change. By incorporating the aspirations of dreaming into our fund development efforts, we can move closer to realizing our vision of a society where individuals with disabilities thrive and flourish.

I want to express my deep gratitude for your time and commitment to Skills Society. Together, we have started on a journey of transformation, guided by our collective hopes and dreams of a more inclusive and compassionate world. I encourage each of you to take an active role in shaping the future of Skills Society and the lives of individuals with developmental disabilities. Connect with me at giving@ skillssociety.ca to learn more about our initiatives and how you can contribute to our cause. Whether you are interested in making a donation or exploring partnership opportunities, your involvement is invaluable.

Furthermore, I encourage you to share your personal reasons for supporting Skills Society with our local community. Your story has the ability to inspire others and raise awareness about the importance of Skills Society in Edmonton. By sharing your stories, experiences, and the impact you have been a part of, you can help us amplify our message and create change.

Let us unite in our commitment to building a society where individuals with disabilities are fully embraced, respected, and empowered to lead fulfilling lives. Together, we can break down barriers, challenge misconceptions, and create lasting systemic change.

Thank you once again for your unwavering support and dedication. I look forward to connecting with each of you, hearing why you are a part of the Skills Society community, and working together to make our vision a reality. Together, we can build a brighter and more inclusive future for all.

“Giving is not just about making a donation. It is about making a difference.”

- Kathy Calvin

“Great things are done by a series of small things brought together.”

- Vincent Van Gogh

DONOR RECOGNITION

We are grateful to our Skills Community, greater community members and committed partners for joining us in our vision to foster a community where all individuals are valued citizens deserving respect, dignity and rights. We give our heartfelt thanks for your generous support!

• Peter Ashdown

• Anne-Marie Kallal

• Ben Weinlick

• Brenda Kinloch

• Carmen Norris

• Carol Ewanowich in honor of Graeme Szelewicki

• Catherine de Frece

• Dale & Shirley Parranto

• Daniel Zazula

• Darcy McDonald

• Debbie Reid & Shelley Engstrom

• Debbie Royer

• Dianne McConnell

• Elizabeth Huzar

• Frances Urtasun

• Jerome Klein

• John Zurbrigg

• Karen Huta

• Kate Gunn

• Lasha Robert

• Linda Hook

• Lynda & Gordon Hauca

• Margo & Randy Cable

• Matt & Kristine Ashdown

• Megan Poslyuzny

• Nancy Spencer

• Pat Conrad

• Penny Brown

• Robert Herring

• Rebecca Rubuliak

• Rob Rubuliak

• Robert Philp

• Rochelle Mitchell

• Tim Doran

• W David Sharp

• Walter Pavlic on behalf of MLT Aikins

Residents of Chartwell Heritage Valley

In support of Skills Society’s children’s respite program

Rotary Club of Edmonton Whyte Avenue

Christmas stockings for people supported by Skills Society’s Outreach program

GRANTS & ENDOWMENTS

Edmonton Community Foundation

CommuniTEA Infusion Project 2022: $10,000

RBC Foundation

CommuniTEA Infusion Project 2022: $10,000

Skills Society Cable Family Endowment Fund at Edmonton Community Foundation

Interest earned in 2022: $9,191

Skills Society Endowment Fund at Edmonton Community Foundation

Interest earned in 2022: $9,573

CITIZENSHIP HIGHLIGHT RIGHTS

Neighbors at Jewell Manor Apartments

This spring Jewell Manor was closed for redevelopment. Jewell Manor holds a special place in Skills Society history, as it is where the organization began and in 1980’s, housed the Skills’ main office. The first Skills employees supported the tenants living at Jewell Manor, all of whom had recently moved there due to the closure of the Hillside pilot-project, which had helped move people from institutions back into community.

For many of its most recent tenants, Jewell Manor Apartments has been a long-time home and community. As neighbours they have built strong relationships with each other, other community members, and local businesses through a variety of creative community building approaches. For example, during the pandemic they ‘filled the walls with love’ by writing messages of gratitude for their neighbours on paper hearts and posting them throughout the building. Caring for their community annually this group showed up as engaged citizens

to participate in a community clean up and built a shared garden outside their building. Through various events like door decorating contests, summer BBQs, and holiday parties, where neighbours, friends and family were invited to join, they nurtured a sense of community. Elizabeth shared fond memories of spending time with neighbours who have become friends, having coffee and sharing important moments, such as birthdays, together - “I really enjoyed living at Jewell Manor. Going for picnics in the park with my neighbours was a highlight”.

While Jewell Manor residents have had to move out, this group of stellar citizens have hopes to bring their creative community building approaches to their new neighbours and communities! As citizens making positive change in the world, this group of neighbours are an example of Actioners, making real world action happen now - highlighting the intention and care that goes into fostering relationships and building community.

Neighbours Gabby, Richard, Michelle, Sheila, Elizabeth, Jodie, and Cory in front of Jewell Manor Apartments

DONOR CONTRIBUTIONS IN ACTION

COMMUNITEA INFUSION

The CommuniTEA Infusion project is a fun social innovation initiative of Skills Society that builds community and supports the inclusion and citizenship of individuals with disabilities. It does so by using a funky, quirky, refurbished 1973 Volkswagen Van as its hub! The Tea Van’s sole purpose is to create an atmosphere where anyone and everyone is welcome to gather, play games, drink tea, and socialize. In doing so, it builds connections between individuals that have been otherwise lost in today’s busy, fast-paced, technology driven society.

The Tea Van builds community all around the City of Edmonton through its lively, colorful energy! We attend a wide range of events from varying sized block parties, to markets, to large City events. This season from May-October was the Tea Van’s first in-person season since the onset of the COVID-19 pandemic. We had a busy, successful season attending a total of 23 events! We attended several block parties hosted by people that Skills Society serves that brought the community surrounding them together. In addition, this was the first season attending public markets, including Al-Fresco on 104, a market and block party downtown, and the Ritchie Public Market, a completely community-based market. We made several new connections and partnerships this season to reconnect with and continue to pursue next year.

We had several hard working and community minded individuals work and volunteer their time to make the CommuniTEA Infusion project happen. All of the drivers and community builders brought their own energy to each Tea Van event and made the season a success. Over the summer, it was wonderful to see the connections and friendships blooming between volunteers, community builders, event hosts, and attendees of the events. Our Lead Community Builder, Jennie, dedicated her time this season pouring her heart and soul into the CommuniTEA Infusion project! Upon talking to Jennie personally, she expressed making pins and buttons, as well as gathering together and meeting new people, as highlights of the season. Jennie worked incredibly hard this season, and the Tea Van would not have been the same without her!

The CommuniTEA Infusion project was generously financially supported in 2022 by the RBC Foundation and Edmonton Community Foundation. The RBC Foundation has been a devoted longstanding financial partner, enabling the continued viability of this innovative project.

This piece was written by Brittany Wichers, the 2022 CommuniTEA Infusion Project Coordinator

Jennie, lead community builder for 2022

EXECUTIVE DIRECTOR REPORT

Now What? Carrying our Learning Forward, Imagining Better Futures

In brief, when we imagine better futures…

Horizon 1 is about addressing urgently needed tweaks to current systems, services and ways of being. We’re calling this mode of imagining - The Actioners. The sustainable increase in April 2023 from government to PDD services around wages is an example of Horizon 1 change.

On behalf of the Skills Society staff team, I’m pleased to share our 42nd Annual AGM Report with you. I’m relieved and pleased that after 3 virtual AGMs, we are safely together again in person to connect, learn, share some laughs and honor our Skills Society community. The AGM themes of the past few years have been about finding resiliency through each other, strengthening our collective purpose to protect our Skills Society community members as best we can, and developing the deep conviction that everyone deserves to have a good life no matter what.

So, Now What?

Well, we think it’s time for some new imagining. We’ve all been through a lot the last few years, and with our nervous systems on high alert for so long, it might be hard to shift into imagining better futures. Which is part of why we think we need to make it a focus - to get our minds into balance with tackling both real challenges of the present and imagining bright possibilities of the future. Imagining possibilities is also timely as our 2020-2023 strategic priorities will be reviewed and re-imagined in the fall of 2023. To support us all with imagining better, we’ve brought in the 3 Horizons Framework2 outlined in detail at the start of this report. The 3 horizons are a useful tool to help us imagine actions that are needed now, innovations that could improve systems, and big picture dreaming of whole new ways of being in the world into the future.

Horizon 2 is about bending, stretching and innovating systems without completely throwing out everything if it’s not feasible to start anew. We’re calling this mode of imagining - The Innovators. Our MyCompass Planning App is an example of Horizon 2 innovation where we helped build a tool that humanizes case management and centres the person served in shaping the kind of support they receive. www.mycompassplanning.com

Horizon 3 is about a total reimagining of new systems, services and ways of being that make old systems obsolete. This is often generational change. We’re calling this mode of imagining -The Dreamers. An example of Horizon 3 might be a new social contract of society where people with and without disabilities live together in interdependent ways that doesn’t even require service providers to intervene.

What’s valuable with the 3 Horizons Framework is recognizing that we need all three horizons for creating good futures. And, it’s also about recognizing that each horizon has a unique purpose. So, if you tend to be a very practical thinker looking more at the present and then you hear a big visionary dream idea that may not be feasible right now, try to recognize both are needed and valuable. Why? because if we only grapple with the current systems and fail to value imagining better, this can diminish meaning, purpose and hope that there can

2. McKinsey & Company. 2009. “The Three Horizons Framework.” McKinsey Quarterly.

be positive change. Human beings need that hope of better futures and our human ability to imagine and dream is one of our unique qualities and has produced amazing advances for humanity throughout history. Consider for example that a publicly supported, large system of community living that helps people with developmental disabilities be part of society, has never existed in human history until about 50 years ago. It’s quite amazing. Before 50 years ago, the only option would be for a family to take care of someone their whole life, or industrial age, cold institutional living where freedoms didn’t exist and people were far too often treated in de-humanizing ways. We are in many ways part of a community living system for 15,000 Albertans with developmental disabilities that was once only a dream. Not a perfect system and probably there is no such thing as a perfect system, but still amazing this system can exist. So, we need the dreamers that see what’s possible against all odds! But, we also need the practical Actioners working on challenges of the now. And, we need the Innovators who are tweaking and bending systems to make them better until new futures are realized. So, this also means that if you tend to be a person that focuses more on dreaming, then remember that there are a whole lot of people that need supports and help right now and can’t afford to wait for a whole new system that may not come about for a generation. Over the last 50 years there have been so many practical Actioners and Innovators that have advocated, protected and ensured people with disability’s rights are upheld in policy, service, and community. As we co-create together, remember that navigating and shaping good futures requires collective imagining and a “both-and” mindset that is careful about thinking one’s preference for a particular horizon is better than the other ones. As we navigate future building together, let’s all try saying “Yes-and…” more than “Yeah-but…”. This will help people feel valued and signals that we recognize our own perspectives are not the only ones that need to be considered.

START NOW

Imagining begins now with all of us through the AGM interactive activities we have designed (see the last page in the report). Later this year there will also be a world cafe story sharing event for folks we serve, surveys and other ways for our community to share ideas to help shape collective imagining. As we reflect and imagine, please also draw on the insights, quotes and stories throughout the report from people we serve. These stories help anchor the lived experience perspective of disability and should help inform the future we build together.

Yes, and… we need to carry our collective learning forward into desired futures

In 2019, before the pandemic and as my first AGM as Executive Director of Skills Society, our AGM theme was “Onward: Getting the right mix of the old, the new and a dash of surprise”. In many ways we’re picking up from the 2019 theme and have fresh learning and wisdom in each of us to bring forward. The 2019 theme came from listening to our community, and from an idea from long time social innovator in the disability sector, Al Etmanski, who recognized that good Innovation, change making, and future building doesn’t only focus on the new, but blends learning from the past and present into future possibilities. This means we need to also be carrying our history, our stories, our experiences, our learning and wisdom from our community into the new futures we shape together. If we did not, we would repeat unnecessary mistakes, and be disrespectful to our elder selfadvocates, families and disability services sector leaders who pioneered important knowledge and practices that are part of all of our work today.

Below are a few things I have consistently heard and learned over 20 plus years in the disability sector that need to be kept top of mind. This is core stuff I don’t think we can forget as we shape new futures.

Practice in person-centered ways. We have to ensure support services center the needs and aspirations of those served. Disability advocates have called this being personcentred or person-directed and it’s one of our core values at Skills we have to bring with us.

We can’t go back to institutional thinking or practices

We have to remember that the Community Living movement that started over 50 years ago by families who wanted their children to be part of society, was not about establishing new institutions in community. It was about helping people with disabilities have the same rights, choices, and access to opportunities every citizen of Alberta enjoys. We need to remember these roots and can’t regress back to reinstitutionalizing people in large congregate care settings. This is especially tricky in times when resources shrink and large institutional models of care get presented as the only affordable option. There will be times as a society when we really will have to assess and reaffirm our values and our conviction that everyone deserves dignity, safety and opportunities for a good life. For an example of what this danger can look like, go watch the movie, Peanut Butter Falcon. A film about a young man with down syndrome who’s only support system resource in his state is to place him in a large seniors facility with no freedoms and no one his age. This is a man with a full life ahead of him, with dreams and wishes like any other young man in his twenties. The heartwarming story is about the man breaking out of the seniors home, being at risk, but living his best life after he makes some good connections in his community and can be proud of who he is. In the future we shape together, we need to ensure our systems support and liberate potential, more than close, block and devalue it.

We must strive to cultivate healthy relationships with everyone connected in a system. Leading through building healthy relationships is fundamental to our Mandt systems crisis intervention training and recognizes that if we treat everyone with dignity and respect, lives get better for everyone. This is true in disability service delivery, and Indigenous leaders have spoken of this and led this way for millennia. Indigenous leaders we have learned from like Jodi Calahoo-Stonehouse, Diane Roussin, Elder Lewis, Hunter and Jacquelyn Cardinal all say that ancient indigenous wisdom strives to center good relationship building when problem solving and creating good futures together. At Skills, we’ve committed to learning about reconciliation and part of putting this into action is working on being better Treaty relatives. We’ve learned this means we need to remember and act on being in good interdependent relationship with each other. It means we should ask not just what are my rights and freedoms, but what are my obligations to my fellow citizens I share this land and community with? We all need good relationships in our lives. Our long-standing Skills Society vision points to this good relationship building when we talk about our vision of a world where everyone is treated with dignity and respect. We should carry this notion of building healthy relationships with everyone forward with us. It begins with simply being kind, respectful, and generous of spirit. I’ve learned through plenty of mistakes and wrong ‘us against them’ thinking that it never creates a solid foundation for good things to happen. Create healthy boundaries, because we don’t have to be friends with everyone, but remember not to underestimate how important cultivating good relationships are.

Carry forward the conviction that the good life is for everyone. At the core it seems to be true that when we have a deep conviction that everyone deserves the good life and that we can’t settle for good enough, then there is an energy that figures out a way to help people thrive and not just survive. People with disabilities we serve whether asking us consciously or not, by virtue of being supported by our services, are asking all of us to not settle. We’re being called to keep the conviction that we will help people find and create their good life, on their terms. I’ve learned that where you find people that have this conviction deep in their bones, good things happen, answers get figured out, dreams get realized. Keep the conviction alive that the good life is for everyone.

Report continues on page 38

Spotlight on Our Acquired Brain Injury Supports

Did you know that in addition to providing support to adults and children with developmental disabilities Skills Society also supports adults with acquired brain injury?

Our acquired brain injury program has been running for over 20 years and is one of only two programs in Edmonton to offer community based support to citizens with acquired brain injury. In collaboration with the referring Alberta Brain Injury Network, three employees of Skills Society support approximately 30 survivors of acquired brain injury. Programs include rehabilitation, accessing resources and services, relationship building, and establishing connections in the community. These flexible supports are available to people who are over the age of 18.

Our Skills Society community is diverse - with the individuals we serve having a range of disability experiences and accessing funding from a variety of provincial sources (e.g. Program for Persons with Developmental Disabilities, Family Supports for Children with Disabilities, and the Alberta Brain Injury Initiative). Amongst our diversity, we are united by our

Vision - a community where all individuals are valued citizens deserving respect, dignity, and rights. Here we shine a spotlight on our community’s diversity, sharing a story from Harley, a citizen we serve who has an acquired brain injury.

Harley’s Story

Harley acquired a brain injury through surgery to remove a brain tumor. This started a challenging time in his life - losing his wife to breast cancer, navigating being a single father to his three children while adjusting to his newly acquired brain injury, and facing the return of his brain tumor. Despite these immense barriers, Harley, together with his family and supports, persevered and has found joy and stability again. Thankfully his tumor has been removed with no additional side effects. Today, Harley has remarried, and regularly enjoys bicycling, fishing, camping, hunting, and socializing with his family. Harley is a member of the Leduc Brain Injury Rebuilding Club, passed the Government of Canada new Meteorological Regulations exam required to obtain a drone pilot’s license, and has recently returned to work as a journeyman auto tech.

Harley fishing and enjoying the outdoors

Harley at his place of work

ARE YOU A DREAMER, INNOVATOR, OR ACTIONER?

In this report and at the Annual General Meeting everyone in the Skills Community will be invited to reflect on their own preferences and gifts and the type of change maker they most identify with. Here I share some of my own reflections on the type of change making I’m most drawn to and I look forward to hearing from others in our Skills Community where their preferences and strengths lie.

For those that know me, it’s probably not a surprise that I mostly lean towards the Dreaming Horizon of the future but with a strong tendency for bending systems so they innovate sooner. Alongside amazing colleagues - you all, and community - I’ve been trying to bend systems to be more humanized and equitable for most of my career. I could always see the value of dreaming, but I didn’t always see the value of this system bending quality to innovation until a few years ago when an Indigenous Elder helped me recognize it in change work. While stewarding some collective work in helping remove system barriers to employment for Indigenous youth in Treaty 7 area I was gifted a name from Blackfoot Elder Reg Crowshoe. The name he gifted was - Immmick. I was told by Elder Reg that the name means something along the lines of “To bend things towards a good way, and also relates to the bend in a bow before an arrow is shot”. If anything, the honor of the name sticks in my mind as a reminder to regularly think and act in ways where I can bend my mind and systems to be better and do better so that people have the chance for good lives. So, you’ll see me mostly wanting to lead from the Dreamer and Innovator horizons to try to bend things into better futures. However, I’ve also learned to really appreciate and respect the Actioners who are not afraid to jump in, question and fix the struggles of the now. We really do need all 3 for good future building!

A FEW FUTURE IMAGININGS FROM THE PRESENT

I’m often torn as to whether to share some ideas on the future or just steward good ideas from our Skills community to emerge. But, I think once again a “both-and” approach is probably the right way forward. There is a paradox I’ve learned with being an Executive Director: people tend to want you to listen and steward key ideas from stakeholders and at the same time they want to hear your unique vision and ideas. It seems to be one of those things to balance and being transparent about the tension is how I lead. Rest assured there will be lots of ways to hear ideas over the coming months and we will do our best to steward them and have them inform strategic priorities, projects, collective learning and future building.

Horizon 3 - Dreamer Ideas

• What if including people with disabilities in everyday life, in our friend groups, in work, our organizations and community was just a given and part of how society acted?

• What if some of the new Artificial Intelligence advances could be tools of the future that help support good lives of people with disabilities? What if these tools could be ethically bent towards good and help support more autonomy, freedom, connection, and empowerment of people? What if these tools helped remove barriers to inclusion and helped people with disabilities be more valued for who they are and how they want to contribute in society?

Horizon 2 - Innovator Ideas

• Our CMHC funded Future of Home Lab co-created some promising inclusive models of living that aim to support deeper belonging and community connection of people with disabilities. With our partner and 2023 Community Belonging Award winner Leston Holdings we are actually bringing one of the prototypes from the lab to life in 2024. 12 people supported with PDD funding will move into a new 325 unit apartment building on the west side of the city. The 12 folks with PDD funding will receive support from Skills Society and there will be a community connecting amenity called “The Community Concierge”. The concierge role will map gifts of everyone in the building and help people with and without disabilities to connect and build good relationships. This is exciting and I dream that what we learn together from this pilot, we will share, build toolkits and make it easier for ourselves and others to scale models like this for more people in the PDD system. If we can figure out how to properly scale this more inclusive model, we can help offer a viable alternative to institutional living and support more people to thrive.

• We figure out better access for more orgs to use MyCompass Planning? MyCompass is our case management social innovation that is the only case management software that enables people served to be at the helm - centering their voice alongside supports. There is amazing potential with this software to help redesign and humanize social service interactions, and make it easier for administrators and staff to adopt person-centered values and practices.

Horizon 1 - Actioner Ideas

• We keep collaborating with our Government partner and colleagues in the Disability Sector to help ensure there is a sustainable, qualified, well compensated workforce in order to be able to keep providing dignified and quality support to those we serve. The government funded 2022 KPMG report3 highlights a robust strategy to accomplish this for the sector. See the Alberta Council of Disability Service Providers (ACDS) website for more info4

These are just a few ideas and in due course I’m really looking forward to hearing from you what your Dreamer, Innovator and Actioner ideas are as we build more inclusive futures together.

Big thanks and gratitude to you all. Thank you to the families and individuals we serve, staff, community allies and donors for your continued passion, advocacy, and creativity to make opportunities for citizens with disabilities the best possible.

Sincerely,

Ben Weinlick, Executive Director

3. See the full report here: https://acds.ca/files/Workforce/ BlueprintCDS_FINAL_Comprehensive_Workforce_Strategy.pdf

4. Visit the ACDS Webpage on Project Blueprint here: https://acds. ca/workforce/blueprint-cds.html

LEARNINGS FROM PAST SENIOR MANAGER, BEV HILLS

As we work together to imagine and build a better future together, we honor and remember shared learning of the past. Bev Hills is a longtime advocate and ally, having worked with Skills Society for over 38 years in various roles. Bev was a senior manager from 2002 until her recent retirement in January of 2023. In honor of her retirement we had a chance to sit down with Bev to learn from her and explore:

• What she thinks are some important moments in our Skills history;

• What to keep in mind in supporting people to thrive; and

• Some key learnings we can’t forget moving into the future.

Reflecting on 38 years with Skills Society, what were some important moments or highlights in our history?

Something Bev has always loved and valued about Skills Society is our commitment to evolving and changingadapting processes and practices in response to what we’re learning and changing contexts. For Bev what’s led to important moments in our history as a disability service organization, has been our approach.

Skills has a long history of a culture of innovation and engaging in learning by doing. As a fearless leader for change, Bev was instrumental in building innovative approaches to supporting people with disabilities to lead safe, meaningful and inclusive lives in community. One example is her shared stewardship of the Melcor Housing Collaboration, an innovative collaboration with the YMCA Welcome Village that provides safe and inclusive housing for marginalized people labeled as having complex service needs in the inner city of Edmonton. Creative collaborations often play an important role in finding opportunities to try new things and new approaches to our work. So much so, that it’s one of Skills Society’s core values; looking beyond the disability sector for new and different ways to help us achieve our vision.

This piece was written by Rebecca Rubuliak, Senior Leader of Continuous Improvement and Innovation and Paige Reeves, Senior Leader of Research and Social Innovation

“Lean towards action - we need to try and then see what happens and learn from it”

- Bev Hills, Past Senior Manager

In our history, what has often spurred the development of innovative approaches has been deep reflection and a mindset - like the Actioner - uncovering the assumptions within our current systems, where there are gaps, challenges, and opportunities. An example is our partnership with Greater Edmonton Foundation (GEF) Seniors Housing to support seniors with developmental disabilities. Historically, and even to this day, our healthcare and PDD systems have not been well set up to support the unique support needs of seniors with developmental disabilities. Seniors with developmental disabilities have often been denied access to ‘traditional’ health run senior services available to Albertans. While at the same time, the PDD system is not built to adequately support the unique and often complex medical needs of this group. This leaves aging citizens with developmental disabilities falling through the cracks. Back in 2001, recognizing this need, Bev, and other leaders from Skills took it upon themselves to find a solution: “We realized we’ve got to figure out a better way to do this”. They worked diligently to broker a partnership between Skills Society and GEF to make a small subset of units in a seniors housing complex available to seniors with developmental disabilities. There were several tensions to navigate in bringing this partnership to life, including how to approach inter-ministerial work between Health and PDD systems and continue to support the inclusion and belonging of the residents. This innovative Horizon 1 partnership continues today and meets the imminent needs of seniors with developmental disabilities whose care would otherwise be falling through the cracks. Bev reminded us that looking to the future, further advocacy, innovation, and imagining is needed to create long term sustainable solutions that systemically meet the needs of aging citizens with developmental disabilities.

“We need to challenge what we are doing, what we’re thinking, what are the current guiding principlesnot to say things are right or wrong but to say ‘could they be better?”

- Bev Hills, Past Senior Manager

What is a significant learning that Skills should keep in mind to support people to have the best lives possible?

“Osmosis isn’t always the best teacher” - Bev Hills

In our conversation, Bev discussed the importance of being intentional about sharing and transferring knowledge of what supporting the good life looks like in our work from one generation of changemakers to the next. This helps build a common language and understanding around What does supporting people to thrive look like? What do we mean when we say belonging? How are we accountable to people’s wishes and dreams? And ensures really important learning is not forgotten. At Skills Society we feel strongly that to be allies, who are working alongside people with disabilities, we can’t forget our history and understanding of past disability rights movements. We continue to explore creative ways we can help ensure this history and knowledge isn’t lost, and that staff have opportunities to explore how they can continue to build off of the work of those who came before us and support people to thrive. Our Skills Illustrated Course and forthcoming Leadership Workbook are two examples.

Building belonging in the lives of people with disabilities

Bev also spoke to the need to reflect on how we’re bringing community members along with us as we work towards a better future, and the ongoing challenge of how just being in community doesn’t always lead to people being of community. We have to continue to dig deep when looking to support belonging in the lives of people with disabilities, because as Bev shared: “just hoping [community members] change their minds and accept people often doesn’t work.” Later in this report we share how Skills Society is taking a creative approach to this complex challenge, what we’re learning, and what it might mean for supports and service providers.

What can’t we forget moving into the future?

“Stay humble and by that I mean listen to the people you serve. We’re not the experts and we need to remember this always.” - Bev Hills

There is no one single understanding of what the ‘good life’ is. Bev highlighted the importance of not adopting one single way of viewing or thinking about supporting people to live the good life. At Skills Society we look to many diverse perspectives, including the people we serve. Every person’s life is unique, and while we have some promising patterns and principles to look to and help guide us, we cannot forget to come alongside and deeply listen to those we serve; recognizing that inclusion and belonging are best understood by the person experiencing them. Practicing in person-centred ways has been at the heart of our collective work since our beginnings. Bev’s call to action as we move into the future is to always keep the voices of those we serve at the centre of our practices.

Our Sincere Gratitude

We are so grateful to Bev for her dedication, advocacy and commitment to supporting the rights and citizenship of people with disabilities. We wish her all the best in her retirement!

ACTIONING, INNOVATING, AND DREAMING ABOUT BELONGING

Supporting people with disabilities to feel and build belonging in their lives is a complex challenge Skills Society, and many others, including people with disabilities themselves, family members, allies, and advocates, have been working on for decades. Although we’ve made lots of progress on this front since times of institutionalization, there is still much work to be done in supporting people to live good lives rich with authentic social connections, meaning, and diverse experiences. This is why getting better at supporting deep belonging is named as a strategic priority of Skills Society - so we ensure we are always thinking about and exploring this challenge. What follows are some reflections on how Skills Society has, and continues to, action, innovate, and dream about belonging in hopes of improving the life experiences of people with disabilities.

What Do We Mean When We Say Belonging?

Belonging is different for each person but there are also some similarities across people’s experiences of belonging that can help us know what it looks and feels like. People with disabilities have shared through participatory research5 that belonging is about:

• feeling valued, respected, and an important part of something,

• having friends with similar experiences, including experiences of having a disability, and

• having places that are safe, comfortable, and friendly to be a part of.

We can feel belonging to all kinds of people and places including friends, family, groups, our neighborhood, city, country, or most broadly, humanity. We can also feel belonging on different levels. For example sometimes we might just simply feel ‘in place’’ while other times we might feel really deeply connected to and emotionally moved by a person or place. Belonging is foundational to citizenship which is why we recognize belonging as one of four pillars in our Skills Society Citizenship Model (see page 7).

This piece was written by Paige Reeves, Senior Leader of Research and Social Innovation; Rebecca Rubuliak, Senior Leader of Continuous Improvement and Innovation; and Anthony Bourque Incoming Senior Leader of Research and Social Innovation.

5. Nind, M., & Strnadová, I. (2020). Belonging for people with profound intellectual and multiple disabilities: Pushing the boundaries of inclusion. Routledge.

Belonging is sometimes talked about as the same as inclusion but at Skills Society we like to think of them as a bit different. Inclusion is more about helping people have the same rights and opportunities - access to the same spaces and activities - as everyone else. Whereas belonging is more about the feeling or experience we have when we are included. Do we really feel like we are a part of what is happening? Are we and our contributions valued by others? Do others really know us for who we are? Can we be our authentic selves? When we think of inclusion and belonging as related but different it reminds us that you can be included but still feel like you don’t belong. When we are supporting people with disabilities we need to always be thinking about both - are they included and accessing the same rights and opportunities as others and do they feel valued, connected, and known?

THE PROMISE OF SOCIAL INNOVATION FOR SUPPORTING DEEP BELONGING

Supporting belonging in the lives of people with disabilities is complex work. This means there are no ‘silver bullet’ or ‘one size fits all’ solutions, there is little agreement on how best to do it, and it requires the cooperation of multiple different people and groups to make it happen. With complex challenges like this it rarely works to sit idle and say things like “if people would just…include people with disabilities in their lives” or “if people would just…be more accepting of disability”. Recognizing this, at Skills Society, we intentionally incorporate social innovation approaches into our work. Instead of wishing or hoping or asking people to change their behavior towards people with disabilities, social innovation brings people together to co-create solutions they want to be a part of. We also like that innovation approaches centre learning alongside people with lived experience of a challenge and strive to get the “right mix of the old, the new, and a dash of surprise”6, recognizing the importance of learning from those that came before us. In the next section we share some of our current innovation projects aimed at supporting belonging in the lives of people with disabilities.

8.

6. Al Etmanski, Famous Canadian Innovator

7. McKinsey & Company. 2009. “The Three Horizons Framework.” McKinsey Quarterly.

For a closer look at the Three Horizon Framework see the introduction to this report

“The words “if people would just…” are rarely part of an effective social innovation”

- Ben Weinlick, Executive Director

OUR WORK ON BELONGING SPANS THREE HORIZONS OF INNOVATION

As we think about future building and this year’s AGM theme, we’ve imagined how we might support deeper belonging through the Three Horizons of Innovation7. Horizon 1 and 2 innovations support people in the here and now by evolving and bending existing systems, while Horizon 3 innovations help ensure we don’t lose sight of our collective vision and keep us dreaming and imagining about what could be 8 Organizing our change projects in this way can help us:

• See and be explicit about the different types of change each project is contributing to (e.g. change in the here and now versus transformative change)

• Ensure all types of change efforts are valued

• Keep our expectations in check - ensuring we are using the right approach, have access to the necessary resources, and have the appropriate expectations for the type of change we are seeking to produce

In order to produce meaningful change and make progress towards a better future where every individual is valued and belongs, we believe it is important that our work span all three horizons of innovation.

• MyCompass Missions

• Leadership

• MyCompass Surveys and Stories

• MyCompass Planning Labs

• CommuniTEA Infusion

• Future of Home Inclusive Housing Solutions Lab and Edgemont Pilot

• MyCompass Planning App

• Supporting People with Complex Service Needs: A Capacity Building Strategy

• The Belonging Project

• Project Citizenship, a past project of Skills Society (www.projectcitizenship. com/)

• Action Lab

• Action Lab

• Action Lab

Horizon 1 Innovations at Skills Society

Workbook

Horizon 2 Innovations at Skills Society

Horizon 3 Innovations at Skills Society

Action Lab is a social enterprise of Skills Society. Profits from renting the space and stewarding various social innovation explorations come back to support our work at Skills Society. Did you know that Action Lab is also a think tank space for our work at Skills Society? It is the incubator for many of the social innovation projects shared here. You can learn more about and stay up to date on these projects on our website and social media.

actionlab.ca

@actionlabYEG

HORIZON ONE BELONGING INNOVATIONS AT SKILLS SOCIETY

Supporting belonging through incremental changes that nudge people and systems

MyCompass Missions

The MyCompass Missions feature provides guided “choose your own adventures” for the people we serve to try new things as an engaged community member. Helping people to learn by doing, the Missions feature takes people stepby-step through different experiences to try new things, and reflect on whether they would like to explore something similar or incorporate that activity into their routine. The Horizon 2 challenge that the Missions feature is trying to innovate around, is that often if people have been supported in services for a long time, it can be really challenging to know oneself, and imagine new hobbies, connections and possibilities. The Missions feature makes it easier to try things, reflect, learn and then make new connections that could lead to things like a felt sense of belonging.

How it supports belonging and systems change

• Belonging is different than fitting in - belonging is being accepted for who you are. The Missions feature helps people to discover themselves, their gifts, their wishes - what makes them uniquely them! Creating space for self-discovery and exploration can be a launching point for creating opportunities for them to share their gifts with the community.

• By listening to people with disabilities, we know that relationships play an important role in experiences of belonging. The Missions feature is rooted in fostering relationships, intentionally designed to spark moments of connection and support people in reflecting on how they might connect with others in different spaces.

• Drawing on principles from behavior change science, MyCompass Missions can help support workers shake up assumptions (for example that people with disabilities can only go bowling or to the mall) and see different possibilities for the people they serve.

The Leadership Workbook helps staff grow their leadership practice and purpose, gain tools, and ultimately enhance their skills as allies to serve the people we support better. Currently in its pilot phase, the Workbook is soon to be rolled out to all Skills Society staff along with team meeting activities.

How it supports belonging and systems change

• People can’t simply be told to hold values of belonging or a collective vision and expect that it becomes action overnight. People have to take time to listen, probe assumptions, and think of their own ways of how to put values and vision into everyday practice. By offering tools and resources, and creating space for personal reflection and learning, the workbook strengthens staff skills to support deep belonging and helps us come up with tangible ways we might support people in building belonging in their lives.

The MyCompass Surveys and Stories are short surveys for the people we support to reflect on the past year and share feedback with leaders at Skills Society using words, stories, and photos.

How it supports belonging and systems change

• Belonging is a subjective experience, and is therefore best understood by the person experiencing it. As supports and allies, it is important that we truly listen to the people we serve in diverse and meaningful ways. Centering the voices of people served, these stories and insights help influence positive change towards supporting belonging, by helping Skills leaders to get a sense of what people really care about and what belonging looks like in their lives.

Skills Society Leadership Workbook

MyCompass Surveys and Stories

MyCompass Planning Lab is our 1.5 hour think tank process that helps supports, families, and allies break open creative thinking and generate creative ideas and action, alongside people served, to connect with all the things that make life great.

How it supports belonging and systems change

• Helps unlock creativity within supports, families and allies so they can strengthen their approach to supporting belonging.

HORIZON TWO BELONGING INNOVATIONS AT SKILLS SOCIETY

Creating space for belonging to flourish by innovating within existing systems

CommuniTEA is a mobile tea house, run by people with disabilities, that travels to neighbourhoods around our city creating “pop-up” town squares for people to come together, get to know each other and strengthen connections.

How it supports belonging and systems change

• In order to move from inclusion (physically present but socially distant) to belonging, it is important that people with disabilities play an active role in shaping spaces. This helps to create spaces where peoples’ authentic selves are welcome and celebrated, versus feeling they have to ‘fit the space’. The people with disabilities who run Tea Van take the lead in shaping the initiative and the social space at each event. People with disabilities, like every citizen, have an important role to play in shaping our communities, making them more welcoming and inclusive.

• Through positive encounters with people with disabilities as engaged and contributing citizens, CommuniTEA helps shift attitudes community members hold about people with disabilities

MyCompass Planning Labs

CommuniTEA Infusion

The Future of Home: Inclusive Housing

Skills Society, in partnership with a local developer, is excited to be piloting a ‘Community Concierge’ service within a new apartment building in Edmonton in February next year. The Community Concierge is a promising prototype that emerged from the Future of Home Lab, an 18 month social innovation lab that co-created with people with disabilities, funders, developers, and service providers, inclusive, accessible, and affordable housing and support models for people with disabilities. What’s also exciting about this partnership, is that the developer has made 12 suites within the building available to people supported by Skills at a deeply reduced rate. With a particular eye towards supporting the belonging of the residents that experience disability, the Community Concierge will use asset based community development principles to build a sense of community amongst all residents living in the building.

How it supports belonging and systems change

• Feeling you belong in your home is an important foundation for an inclusive home life.

• We often think that if we bring people together, relationships will form and experiences of belonging will just happen, but this is not always the case. The Community Concierge helps to create belonging by connecting people with similar interests and passions, curating community gatherings and shared experiences, and finding creative ways for residents to offer reciprocal supports to one another.

• We hope to also create a renter welcome package and agreement that incorporates a piece around residents supporting and cultivating a spirit of community and inclusion in the building. We see this as a promising way to build the foundation for experiences of belonging and helps to signal to all residents the role they play in building community.

The MyCompass Planning App re-designed case management to make disability services more humanized and centre the people we serve - helping them take the lead in planning and shaping their supports.

How it supports belonging and systems change

• Empowers the people we serve to take the lead in shaping and building what a good life is to them.

• Belonging is not static or something to be ‘achieved’, it’s ongoing and continually evolving. MyCompass incorporates principles of behavior change science and helps shape the way staff approach their work, being alongside people served, reflecting on and envisioning the good life not once a year, but continuously and being accountable to the wishes of the people we serve.

MyCompass Planning App

Solutions Lab & Edgemont Pilot

People labeled with complex service needs are a small subset of Albertans with developmental disabilities who face additional unique challenges such as mental health challenges, violent or destructive behavior, and chronic substance abuse. Services have not historically been designed with people labeled with complex service needs and do not adequately meet their needs; as a result this group often unfairly ends up involved in the criminal justice system, houseless, or relying on hospitals and other health systems. People with complex needs require unique support. We at Skills Society have been advocating to explore an innovation lab that will involve many community stakeholders to create training resources, toolkits, and policy recommendations around how to safely serve people with complex service needs, in a way that is empowering, rights-based, and supports community inclusion.

How it supports belonging and systems change

• Alongside people with complex needs and their allies, this project seeks to develop innovative support models that are not only coordinated (meaning involving several sectors and agencies in a cohesive way) but also inclusive, community based, and supports people to live their lives as anyone else would - alongside neighbors; connected to friends, family, and allies; with rich, varied, and meaningful, opportunities to contribute and participate in community life.

HORIZON 3 BELONGING INNOVATIONS AT SKILLS SOCIETY

Imagining new and different ways of living together in community

The Belonging Project is an inclusive research project and partnership between Skills Society and researchers at the University of Alberta and Dalhousie University. The project explores: (1) how belonging is experienced by citizens with intellectual disabilities, and (2) the conditions, processes, and actions that help and get in the way of the belonging of citizens with intellectual disabilities. As part of the project five people with intellectual disabilities:

• Invited researchers into their home to show them around, share their routines, and show different photos and objects that are important to them,

• Together with researchers, mapped belonging spaces and relationships,

• Took researchers out to different places and spaces where they felt a sense of belonging to show them what happens there,

• Introduced researchers to important friends, family, and support workers, and

• Created art that represented belonging to them.

Supporting People with Complex Service Needs: A Capacity Building Strategy

The Belonging Project: An Inclusive Research Project

How it supports belonging and systems change

• Using participatory methods and anchored in principles of equity and justice, the project helps us understand how belonging and exclusion is experienced from the perspective of people with disabilities themselves (a perspective that is often missing in academic research because it has been assumed people with disabilities cannot share their own perspectives).

• The project also helps us understand the complex conditions, processes, and actions that help and get in the way of belonging and will help identify possible areas for innovation and further exploration and imagination.

• Researchers are working with leaders at Skills Society to build and share knowledge from the project producing academic publications, presenting at conferences, and developing a tangible and interactive ‘toolkit’ of prompts that support workers can use to learn about, explore, and get better at supporting belonging in the lives of the people they serve.

Marla who receives supports from Skills and employees Tricia, Abby, Janvier, Edna, Ron and Yodit sharing artifacts that represent their cultural roots. As part of our work to continuously cultivate a sense of community and belonging within our Skills community, we launched a cultural awareness activity that all teams within the organization did. The activity was co-created by staff who sit on our equity, diversity, and inclusion committee and its purpose was to create space for staff to get to know their team members in maybe different ways, learn about one another’s cultural backgrounds, and build empathy and understanding amongst each other.

WHAT WE’RE LEARNING ABOUT BELONGING

Learning #1: Belonging is something that is felt - it is an experience

This means belonging is not something that can be ‘made to happen’ for people. It also means others can’t tell someone when they belong or not. Someone gets to decide for themselves if they feel belonging.

What this means for support workers

It is important to ask people we serve in different ways how they felt after an experience or encounter. If we can’t ask using verbal language we can use our observation skills to reflect on this. We cannot assume someone felt belonging just because they were included in the activity or space.

What this means for service providers and policy makers

Need to find creative ways to measure and understand belonging from the perspective of people with disabilities. Rigid, quantitative measures like how many relationships someone has or how many commitments outside the house are not sufficient in painting a picture of someone’s belonging. Photos, stories, and arts based methods are examples of how a belonging experience might be better captured. MyCompass Surveys and Stories is an example of how Skills Society is exploring this.

Learning #2: Belonging is created through relationship with others

Belonging is co-constructed - meaning it does not just happen by itself. It is something that requires input from the person seeking belonging and others accepting them. Belonging is created it doesn’t just always happen on its own. Often it needs to be supported and facilitated.

What this means for supports workers

Because belonging is created support workers cannot assume belonging will happen just because someone they support is physically present in a space. Belonging needs to be actively supported and facilitated by support workers for it to happen - things like identifying others in the activity that the person you support might build a relationship with and helping make that happen.

What this means for service providers and policy makers

Need to keep looking at ways of educating broader community members to shift unhelpful and harmful attitudes and stereotypes around disability so they are more willing to be partners in belonging.

Learning #3: Belonging often requires learning and renegotiation of norms

Creating belonging often involves learning and sometimes renegotiating norms in a space and people with disabilities need help with this sometimes. For example, when you try a new activity for the first time or enter a new space you likely, without even thinking about it, scan the space to understand what is happening - how are people speaking and relating to one another? What are people doing? You might be silently negotiating your place in the group or space - where do I fit? Who do I know? Where will I sit? Supporting belonging is a delicate balance of recognizing and acknowledging people’s uniqueness (not assuming everyone needs the same thing or can do things in the same ways), whilst simultaneously recognizing people’s common humanity (we are all people deserving of respect, dignity, and rights).

What this means for supports workers

Support workers can scan a space or activity on behalf of the people they are supporting and start to make decisions around how to help that person ‘find their fit’ in the spacecreatively generating ideas for ways the person can contribute to the space, helping them introduce themselves to others, making others in the group aware of what the person supported needs to communicate (e.g. This is Johnny, he uses sign language to communicate you can talk directly to him and I’ll translate). Support workers can also help find opportunities for the people they support to contribute to shaping the norms in the space - helping others in the space understand and become comfortable with different ways of moving or communicating and standing up for the people they support when discrimination or bias are present.

What this means for service providers and policy makers

We all need to keep thinking carefully about finding the balance between asking people with disabilities to change themselves to ‘fit in’ and requiring community spaces and community members to adjust their norms to be more inclusive of different ways of moving, communicating, and being. We need continued advocacy for community spaces to be more accessible and inclusive - and for others to be aware of the needs of people with intellectual disabilities.

NOW WHAT? FUTURE DIRECTIONS FOR BELONGING

Because Horizon 1 and 2 innovations work within current systems and address challenges happening today, they face less resistance, are easier to implement, and are often prioritized. Though Horizon 1 and 2 innovations are equally important, we need to remember to not lose sight of our vision - to dream alongside the people we serve, families and allies, of a community where every individual is valued and belongs. Visions of a Horizon 3 future are at the heart of all our work, and Horizon 1 and 2 innovations lay important groundwork for transformative change.

To conclude, we wanted to share a few imaginings of what a future where all citizens experience belonging could look like, drawing on what we’ve heard from diverse perspectivesincluding people with disabilities themselves. This is not to say that this vision does not exist today - we see demonstrations of it within family units and communities here and around the world. But there is still much work to be done to ensure this vision is a reality for all citizens. We include these imaginings as a starting place and provocation. We hope you’ll join us in exploring what our imagined future could look like. On the last page of this booklet you’ll find a tear away worksheet where you can write (or draw) your ideas and share them with us!

WHAT MIGHT A HORIZON 3 FUTURE LOOK LIKE?

All people have opportunities to contribute their unique gifts and talents

Disability is valued, and seen as part of the beautiful variation of being human, opening up generative ways of being and thinking in the world.

All people have a variety of freely given and meaningful relationships in their life

Communities are built around values of interdependence, community and care

• People don’t just live side by side but share their lives with one another

• People are seen - truly seenand celebrated for the unique and varied contributions they make to our communities

• Community members support one another in reciprocal ways

• Relationship is valued over productivity and efficiency

Community spaces are coconstructed by diverse people and continuously changing based on what people need and bring to the space

• People feel like they can come ‘as they are’ and show up as their full selves

• People feel ‘access intimacy’ - a phrase coined by disability advocate Mia Mingus.

All people have access to a place to call home and a living wage

• Access intimacy is not just the action of access or ‘helping’ someone but refers to being alongside people and a genuine desire to know who they are and ensure they are heard. By being in relationship people are empowered to share their access needs and people remember them and consider them beforehand, not after the fact.

“Access is more than something to check off a list. Access is an opportunity to gift the best of ourselves to each other. Access for the sake of access is not necessarily revolutionary, but access for the sake of connection, justice, solidarity, and love has the power to transform.”

- Mia Mingus, Self-Advocate, 2019

LEAVE YOUR MARK ON OUR IMAGINED FUTURE

Hello Actioner, Innovator, Dreamer,

We’re excited to have you here to explore with us what our imagined future could look like. All are welcome to participate in this activity - whether you’re someone we serve, a family member, guardian, ally, or Skills Society staff.

1. Choose one of the questions below.

2. Draw or write your idea next to the What if… below

3. Write or draw as many as you’d like!

4. Share this page with us by scanning/taking a picture and sending it to info@skillssociety.ca OR mail/deliver to Skills Society at #203, 10408 124 Street Edmonton, AB T5N 1R5

What does supporting people with disabilities to thrive look like?

What does the good life look like?

What does a vibrant and inclusive community where everyone belongs look like?

My Role in the Skills Society Community is (please circle one):

Someone Skills Society Serves

Family Member or Ally to someone Skills Society Serves

Legal Guardian to someone Skills Society Serves

Front Line Support Worker (TL, CSW, Casual)

Senior Manager, Manager, or Office Administration Staff

Tomorrow, a year from now, in five years…

What if....

Now let’s dream bigger, what could it look like in the distant future...

What if....