Breaking Down the

Barriers

Strategies for Independent Living!

Welcome!

Training Founders

Agenda Highlights

Welcome and IntroductionsIndependent LivingSystemic Barriers

Know ThyselfUnderstanding the Barrier

LUNCHRole Playing

Evaluation & Conclusion

Introductions &Objectives for the Day

what we hope to achieve

What do you hope to learn today?

Have you ever done facilitation in the past?

Advocacy in Action Video

a message from

Bill Adair Executive Director, CPA Ontario

http://www.youtube.com/watch?v=IJ2C5NV8hTo

What is Self-Advocacy?An individual’s ability to effectively communicate, convey, negotiate or assert his or her own interests, desires, needs, and rights.

Tips for Self-Advocacy• Know and understand your rights and responsibilities• Learn all you can about your disability, needs, strengths and

weaknesses• Know what accommodations you need as well as why you

need them• Know how to effectively/assertively communicate your needs

and preferences• Find out who the key people are and how to contact them if

necessary• Be willing to ask questions when something is unclear or you

need clarification

A wide range of strategies are available in addressing systemic barriers. Choose the approaches YOU want to take from the tools we introduce today. A public “media” strategy may work, or media may not see it as valuable – be careful not to burn bridges! Rome wasn't built in a day!  With perseverance, building and preserving relationships with service providers and others will help achieve mutually acceptable results.

Independent Living

What does it mean to you?

What are they?

What are some examples?

Systemic Barriers

Why do they happen?

Know Thyself

Emotions & empowerment

When you were faced with a systemic barrier, how did it make you feel?

What is happens if we consistently say, “Oh, that’s okay, I understand” when faced with systemic barriers?

What are some strategies for coping with the emotional impact of facing systemic barriers?

Take some distance – Put your emotions on the “back burner” and return to them later; get some perspective.

Relax – Have a coffee or a glass of wine; read the paper; go to a gallery.

Talk it out – Connect with family and friends; rant if you need to.

Use humor – Laugh at the situation; release frustration.

Strategize – Plan a way forward; sound out your plan with others.

Possible Partners

"Individually, we are one drop.

Together, we are an ocean.”

- Ryunosuke Satoro

None of us should have to address systemic barriers alone.

When considering what approach to take, consider asking possible partners: 

CPA Ontario staff

Other disability organizations (Citizen Advocacy, Ottawa Community Support Coalition, Citizens with Disabilities Ontario, March of Dimes, MS Society, etc.)

Legal supports

Family members

Friends

Government Partners (we will discuss meetings with decision makers later today)

Understanding the Barrier

the value of research

When researching a topic, we need to find out what the CORE ISSUES are, including

the Five Ws:

WHO

WHAT

WHERE

WHEN

WHY

… and the HOW of the situation

Pick an incident where you faced a systemic barrier.

How would you define the five Ws and the How of the issue chosen?

Once the core issue is established, we need to find

out what possible solutions are out there:

1) What have others done in similar situations?

2) What proof might be offered against the provider (person or organization) you are dealing with? How might this proof be contradicted?

3) What does this research show by way of possible solutions?

With the core issue and possible solutions identified, what partners or resources are required? 1) What resources does the provider have? 2) What opportunities exist for linkages with other providers?

Considering the partners or resources available, what is an outcome that is feasible and satisfactory? 1) Where can we find a “win-win”? 2 )If no optimum solution is available, what is the next best one?

Engaging the Right People

Or, What is Their Perspective?

Whom should I speak to about this?

Personal Support Worker, other service providers

Case manager, Executive Director?

Store manager, Corporate Executive Officer?

What is the perspective of service providers when considering where they are coming from?

Where are they coming from?

Is it a lack of knowledge?

A lack of resources?

Role Playing – Verbal Language

Role play example:

http://www.youtube.com/watch?v=QFOvbIpE1Ms

When we use the term “You do this” or “You’re like that” this may be perceived by the other person as accusatory. When we use the term “I feel like this is what happens”, this creates some distance – and the other person is less defensive.

SCENARIO 1: Mall

PERSON 1 is using a mobility aid (walker, wheelchair, etc.) is in the mall and can’t get into a store.

She asks a store clerk if he/she can get something, only to be asked, “Don’t you have a nurse to do this for you?”

SCENARIO 2: Crowded public transit bus

PERSON 1 in a wheelchair overhears PERSON 2 that people with disabilities should use designated wheelchair bus, not the able-bodied public bus.

SCENARIO 3: Crowded public transit bus

PERSON 1 in a wheelchair motions to PERSON 2 to give up his seat so he/she can get on the bus.

PERSON 2 does not comply.

SCENARIO 4: Home

PERSON 1 who has a disability is on the phone with PERSON 2, the attendant services case manager. The attendant has not shown up for the scheduled shift.

ACT THE SCENE

Part 1: PERSON 1 uses “You do” language.

ACT THE SCENE

Part 2: PERSON 1 uses “I feel” language

ACT THE SCENE

What are the likely responses of each scenario?

The impact of assertive communication:

http://www.youtube.com/watch?v=mjFuyZydvhg

Role Playing – Body Language

Role play example:

http://www.youtube.com/watch?v=hCEUDAMuNg0

Body language is conveyed through signals that we send with our facial expressions, eye contact, posture and tone of voice. While less obvious than verbal language, body language is important. It gives an impression with respect to how you feel and how open you are to working with others to resolve systemic barriers.

With respect to BODY LANGUAGE, consider: SPACE

Is there enough space between you and the person? 

Do you feel comfortable? If the person is too close, consider moving back.

EYE CONTACTIf possible , are you looking at the person whilespeaking to him or her?

TONE OF VOICEIf possible, are you speaking audibly and clearly?

SCENARIO : Employer’s office

PERSON 1 with a physical disability is late for work because of the accessible transit bus being late that morning.

PERSON 2 is the employer that does not understand why this happens.

ACT THE SCENE

Part 1: PERSON 1 uses body language that is not engaging when explaining the situation.

ACT THE SCENE

Part 2: PERSON 1 uses body language that is engaging.

ACT THE SCENE

What are the likely responses of each scenario?

When interacting with someone in a more confrontational context, be aware, if you use a wheelchair, that the person talking to you may be “towering” above you. Remind yourself that this does not mean that the person is “towering” above you in terms of the points you make. Consider asking the person to sit down at eye level with you.

Meeting with Decision Makers

What is a decision maker? A decision maker is a person who is vested with authority and resources to help bring about change.

Examples of decision makers are: 

SupervisorsPlannersExecutive Directors

City CouncilorsMembers of Provincial ParliamentMembers of Parliament

Any others?

Different types of meetings

There are two main types of meetings that you will have:

1. Brief “elevator” meetingsa. These occur informally and require you to be ready to give a

quick 30 second summary of what you are advocating forb. These usually take place when you happen to run into

someone, like in an elevator, or on the street2. Formal meetings

a. These are longer, scheduled meetings where the majority of your information will be presented. If you’re meeting with an MP, these are usually a maximum of 10 minutes.

Whether planning for an informal, or a formal meeting, it is important to plan out what you want to say.

When developing talking points, based on the research, make three core points: 

What the issue is 

How it affects you personally and others 

How you feel the person may help

Listen for key words and opportunities: 

“If you can provide more information to show that…”

 “If you can find a partner able to

provide X amounts of service, I can find an organization that will…”

What if you can’t meet with your decision maker?

Writing to your decision maker is sometimes the only option. Keep in mind:

• State why you are writing, how it affects you/why you are concerned

• Tell them how you feel, and what you want them to do.

• Tell them you expect to hear back about what they are going to do about the issue

• Be courteous• Always include the date, your name and the address

at which you can be contacted.• ALWAYS keep a copy of the letter

Role Playing – MPP / Constituent Scenario

What kind of issues can you bring to your Member of Provincial Parliament?

SCENARIO 1: MPP’s office

PERSON 1 with a physical disability wants to have more affordable, accessible housing options.

He/she is speaking to PERSON 2, his/her Member of Provincial Parliament.

ACT THE SCENE

Part 1: PERSON 1 uses positive VERBAL and BODY LANGUAGE. He/she PRESENTS THE ISSUES CLEARLY.

ACT THE SCENE

Part 2: PERSON 1 is DISTRACTED and VAGUE.

ACT THE SCENE

What are the likely responses of each scenario?

“We’re Not Done Yet!” –Where to Go from Here

After meeting with the decision maker, do the following: Assess the meeting

• Did it meet expectations?

• How did the person respond?

Follow up

What are the next steps?  Another meeting with the decision maker?  Possibly a follow-up e-mail or letter thanking them for their time? A meeting with another partner?

Next steps

Is there anything else we need to do to move this issue forward?

Conclusion and Evaluation

Please don’t forget to fill out the evaluation form you leave today!

We look forward to working with you to improve this training – share your skills and keep us posted!

Please note that a “post-training” evaluation will be sent to you three months from now.

In the meantime, many thanks! Check out the Blooper Reel!

BEST OF LUCK…BREAKING DOWN THE BARRIERS!

Contact Information

Nathan Hauch

Champlain SCI Solutions Alliance Coordinator

613.723.1033 Ext. 227nathan.hauch@cpaont.org