Over the past year, Community Living BC (CLBC) has been planning an internal reorganization of its regional offices aimed at improving responsiveness to individuals and families. The project addresses internal barriers to increase efficiency, build capacity and improve CLBC’s ability to make timely decisions.

The decision to move forward with this project was based on past input from individuals, families, service providers and CLBC staff about the challenges of CLBC’s current structure. The fundamental reason for this change is for CLBC to deliver on our core responsibility to respond in a timely way to individuals and families to help them live good lives in welcoming communities.

The project focuses only on CLBC’s internal organizational structure and is managed from within its administrative budget; no budget for service delivery to individuals and families is being used. There are 12 principles, listed below, that are guiding our work.

In 2016, as part of this work, CLBC will be moving to integrated teams of facilitators and analysts reporting to a single local or regional manager. This will better empower managers to make timely decisions, provide more effective support to CLBC staff and improve service to individuals and families.

Individuals and families will not experience any major changes. They will continue to have an area office and staff team dedicated to serving their region. They will continue to work with a facilitator. As we prepare to implement the new organizational model throughout 2016, we have developed a factsheet for individuals and families to provide an overview of the project and the new model so you know what to expect. Click here to read the factsheet.

If you have further questions, you can talk to the manager at your local office. Contact numbers can be found here.

The 12 principles for CLBC’s Regional Re-Organization project are:

  1. Promote responsiveness to people served
  2. Support efficient work flows and practices
  3. Support CLBC vision, mission and strategic plan
  4. Incorporate capacity and staff capacity for growth in people served
  5. Recognize varying geography and demographics and provides for tailored response to local circumstances
  6. Build resiliency and flexibility
  7. Support consistent quality improvements across the province, which drives quality outcomes
  8. Shared accountability between CPD and QS staff for results
  9. Ensure continuity of service and contact for individuals and families
  10. Wherever possible one manager involved in making decisions
  11. Provide opportunity for reasonable workload for managers
  12. Support talent development by recognizing professional excellence, competency and resilience and fosters career growth
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