HISTORY OF WESTLOCK INDEPENDENCE NETWORK

WIN was originally called WESTLOCK & DISTRICT ASSOCIATION of ADVOCATES for the DISABLED

Westlock Independence Network's goal was to develop services in Westlock to "serve the needs of people with disabilities." It was incorporated as a non-profit organization in January 1987. The founding group consisted of parents of children with disabilities, employees from Alberta Family and Social Services (AB.F.S.S.), employees from Blue Heron Association (Barrhead service agency), and others.

At this time, people with disabilities had few options if they wanted support services. They could (a) commute to Barrhead by Handibus, (b) move to another community where services were available, or c) move into a long-term care facility for seniors despite being quite young.

AB.F.S.S. staff helped to write the original proposal for services and they gave their expertise, meeting space, typing and resource material.
Residential and supported employment funding was put in place. A house was purchased and funding was identified. Office space was rented in the current Heritage Building and initial public relations were started.

In November 1988, the executive director was hired to put services in place.

The association opened its first home February 22, 1989. Services were originally formed around three people and slowly expanded over the years.

WIN took over responsibility for the Supported Employment contract in the 1990/91 fiscal year (Blue Heron was originally the holder of this contract for WIN).

The Regional Director of AB.F.S.S. arranged a Consultative Review of WIN, in 1991. A second, more comprehensive, Consultative Review in 1992 gave a more complete picture of WIN’s situation. This later review’s recommendations had a long term, positive impact.

WIN was involved with the hosting of a regional conference on empowerment, and offered a summer day program for children with disabilities.

In 1993/94 building a wheelchair-accessible home and the associated fund-raising helped the community become more aware of WIN’s services. This project raised WIN’s profile and we began having more referrals for services and more volunteers offering their time.

People WIN serves staffed the Recycle Depot for the Town of Westlock for its first year of operation.

In 1993, after a five-year search, a more suitable office location was found. This space was fully accessible both in structure of the building as well as the central downtown location.

At the October 1993 Annual General meeting the new name, Westlock Independence Network (WIN), was announced.

The organization began to concentrate on planning. Yearly organization-wide planning sessions were held, involving the board and employees.

The self-directed work team approach was set up in 1995. This approach of having Team Leaders work direct services too has become a core element in our culture. We continue to have a flat system of staff supervision and administration.

WIN helped start the Early Intervention Program Services for disabled children in the area.

An Anniversary Gala in 1995 (25th Anniversary of the Westlock Drama Society & the 10th Anniversary of the Westlock Community Singers) was a major event for WIN to take part in. Funds raised were used for: home start-up; home accessibility; a second vacation trip to William Watson Lodge; a portable display board; and a slide presentation.

WIN was active with many organizations including: National Access Awareness Week (NAAW); Alberta Association for Community Living (AACL); Alberta Association of Rehabilitation Centres (AARC); Easter Seals, Programs Associated with Social Services (PA/SS); Westlock Inter-agency and local Service Clubs.
WIN’s structure was revised in 1996. A New logo was developed. Essential documents were developed and/or revised including: client manual; personnel policies and procedures; board manual; and staff resource and training manual. In 1997 our Community Access program was formalized. This program gave structure to people engaging in a wide variety of community events.

As a growing organization, WIN moved to new larger offices in 1998, which were designed for WIN’s needs.

In 1999/2000, the need for expanded children’s services became apparent. Over the spring and summer of 2000, this grew from 4 to 15 children with various types of disabilities. A summer pilot project was approved to explore the viability of agencies providing services funded by Handicapped Children’s Services (HCS).

WIN was active in re-establishing the local Community Councils, which are intended to be a community voice on behalf of and concerning issues surrounding people with disabilities (both children and adults).

Expanding into the adjoining office space in 2001 gave an additional 900 square feet for improved service. This space was needed for a larger and more private meeting room and to reduce the number of people sharing offices. The Board of Directors revised their manual, which outlined the roles and expectations for new and existing members.

WIN developed a presence on the Internet at www.winab.org. At this site, people can learn about the services, philosophy, mission, vision, by-laws and upcoming events. Initially the website was built through volunteers at Saint Mary School and later refined through special funding.

A casino in 2001 provided a much needed cache of funds to supplement basic services like: buying a computer with Internet connection for clients’ use; travel and lodging to make it affordable for clients to visit the mountains, the badlands and other unique areas in Alberta; purchase of basic household and personal items; and buying recreation and sporting equipment to be shared.

Through an organizational review, the Vision, Mission and Philosophy statements were revised. Objects and By-Laws were updated and officially amended at the 2001/2002 Annual General Meeting.

In 2002, a new method of planning with clients was incorporated. PATH (Planning Activities Together with Hope) is a more positive approach, in that it focuses on where a person wants to be and the steps needed to get there. Generally, a PATH is done on large sheets posted on the wall and more easily understandable images are used instead of text.

Two dinner/dance - silent auction fund raising events were held. These were successful in many ways, except for being the best means to raise funds.
In 2003, WIN used the PATH method to map out the organization’s goals and objectives for the next three years.

This document is a work in progress and represents large parts of everyone’s daily efforts. Transportation, housing, community awareness, inclusion, and adequate income were some of these priorities.

At the 2002/2003 Annual General Meeting, a board member who has a developmental disability was duly elected to sit on WIN’s board. The principle of including consumers of services in overall decisions has continued on to this day.

Late winter and spring 2004 were exceptionally busy and productive. WIN coordinated and hosted FISH! Philosophy training for all the staff and WIN partnered with five local organizations that joined in. FISH! is only four simple rules but their application has the potential to change how people at WIN work. Including the FISH! partners helped in keeping the philosophy alive.

WIN also coordinated training for the local community and the Northeast PDD (People with Developmental Disabilities) region on Inclusive Boards: How to meaningfully include consumers on boards. Brush Strokes for WIN was a very successful fund raising campaign. Large terra cotta pots were hand painted by talented local artists and auctioned off. This campaign involved many local businesses who displayed the pots while helping to highlight the Best Blooming Town in the West theme for the Communities in Bloom organization. Brush Strokes continued for five consecutive years until 2008. Funds raised went towards individual needs and to Westlock’s Affordable Housing project in which WIN has been very actively involved.

WIN took on the responsibility of organizing the Snow Sculpture Competition as part of Westlock’s first ever Winterfest in February 2005 until 2007 when this event ended.

In the spring of 2005 Risk Management became an important part of how we operate. We believe the least costly accident, in terms of time, money and morale is the one that does not occur. The safety and security of the people we serve and the people we employ have always been a very high priority. Planning and preparing for reasonably predictable risks is now ingrained as a part of our culture.

Individuals we serve continue to make positive impacts on their community through working, volunteering and participating in a wide variety of choices. Some examples include volunteering with the Westlock Lions Club to sell Christmas trees, contracting with the Town of Westlock to read all the water meters in town and countless full and part time jobs all over the community.

WIN partnered with Healthy Families Healthy Futures and WJS Alberta to offer a Financial Literacy program called Learn and Save. Learn and Save combines sound financial training with the added incentive of matched savings while people we serve are successfully taking this program. Learn and Save has expanded to other communities and is offered to the public through the Adult Learning Centre.

Throughout the years we have stayed below the employee turnover rates for this sector not only compared to the provincial average but also for similar agencies in our area. Lower turnover rates helps in consistent service delivery, fewer scheduling gaps and less time retraining newer employees. This success can be attributed to many things like; good morale, positive working environment and comprehensive benefits.

When the government of Alberta was reviewing AISH (Assured Income for the Severely Handicapped), we hosted a public forum to gather feedback and let the government know people’s responses.

In 2008 Westlock was the site for the Institute for Applied Behavioural Analysis (IABA) training. Eleven of our employees attended and three of those have gone on to more advanced training. The skills and information learned through this training have been applied in every sector of WIN and have upgraded the quality of services. A lot of importance is placed on staff training and ongoing development.

We have grown considerably over the years with the mindset that a strong organizations must be built on a solid foundation.