IGHL

Source: Healthcare Digital

Date :5/8/2008 7:14:00 AM

Developmentally disabled people are faced with difficult challenges on a daily basis. IGHL has programs and services designed to help

Written by Megan Santosus and Produced by Susan Dancewicz

In the early 1970s, a series of investigative television reports exposed the horrendous conditions at Willowbrook Hospital, a state-supported facility for developmentally disabled people on Staten Island, NY. In 1978, motivated by the reports, Walter Stockton and other concerned community leaders established the Independent Group Home Living Program, Inc. (IGHL), a non-profit organization that welcomed eight people from Willowbrook to IGHL’s first residential facility on Long Island.

Today, Stockton is CEO of IGHL, which is based in Manorville, N.Y. and has expanded over the years to include a diverse residential program comprised of 50 homes; a day habilitation program with 14 locations; a nursing intensive facility designed for the care of elderly or infirm residents; a 60,000 square foot Opportunity Center that houses 14 classrooms, a large multi-purpose room, IGHL’s administration offices and a family-support network of services for people of all ages who have developmental and physical disabilities. IGHL also owns and operates a fleet of buses to transport people to various programs and community activities.

In addition, IGHL is closely affiliated with two organizations: Angela’s House, a provider of residential and family support services for medically-frail disabled children and the New Interdisciplinary School (NIS), an early intervention preschool for children with and without developmental disabilities. IGHL employs 1,500 people and has an annual budget of approximately $65 million.

Currently, IGHL serves 350 people in its program located throughout Suffolk County on Long Island. Another 3,000 people participate in the organization’s numerous recreational day and education programs.

Even though IGHL has seen enormous growth, Stockton says the original mission that inspired him 30 years ago remains intact: “We strive to serve people with multiple disabilities by providing residential day and recreational programs,” he says, adding that maintaining a family atmosphere in an ever-growing organization has remained paramount.

Concept of community

One of IGHL’s central beliefs is in the concept of community. Stockton says the organization strives to be involved in the towns and neighborhoods where its facilities are located. The organization also operates a greenhouse and gardening center where 28 people work. IGHL program participants also maintain a memorial for Flight 800, the TWA jet that exploded off the coast of Long Island in 1996 killing all 230 people on board. In addition, IGHL operates Renewals, a shop that sells used and refurbished items and is involved in a camp for disabled children. “The people involved with these efforts are both productive and contributing to the community,” Stockton says.

The people who use IGHL’s services have a diverse set of needs, according to Stockton. “Some of the people we serve are within the spectrum of autism. Some present behavior challenges and we also serve geriatric people with developmental disabilities,” he says. In addition, IGHL provides families with disabled relatives support services such as respite homes where disabled people can stay overnight or longer while their family members take a break from the sometimes overwhelming care-giving responsibilites.

Each of IGHL’s facilities is entirely computerized, easing communications among the programs. As a recipient of government funding, IGHL depends on a sophisticated computer-based financial system.

The color of money

Despite the wide array of people IGHL serves and the variety of programs it provides, the biggest hurdle the organization faces is typical of many non-profits. “Our biggest challenge is money,” Stockton says. “Our programs are very expensive to run.”

IGHL gets funding from state and federal sources, and also raises money through fundraising efforts. The IGHL Foundation undertakes traditional fundraising initiatives such as golf tournaments, cocktail receptions and raffles. An organization of involved parents called The IGHL Advocates is also involved in fundraising activities. Stockton says that IGHL is constantly pursuing grants to gain additional funding.

The New York state budget was recently approved, and for the fiscal year ending on March 31, 2009, IGHL has received adequate funding to maintain existing programs. “For the past ten years, we’ve got what we needed in terms of funding,” Stockton says.

However, like many non-profit leaders, the current economic climate gives Stockton some pause. “While we’ve been very fortunate in New York, our budget is very tight,” he says. “We can operate our current programs but our ability to offer new programs is an issue.”

Upwardly mobile

There’s certainly no shortage of interest in IGHL’s various services. Currently, about 400 people are on IGHL’s waiting list for programs. “People who really need our services get them,” Stockton says, though he admits that it’s frustrating to be unable to provide services to everyone who wants them.

Another challenge that Stockton confronts is the “Not-in-my-backyard” or NIMBY sentiment in which local residents don’t want one of IGHL’s residential homes in their neighborhood. Fortunately for IGHL, New York has legislation that clears the way to operate residential facilities.

Stockton says that IGHL faces constant and significant employee turnover due to the relatively young age of most employees as well as the nature of the work they do. To find employees, IGHL recruits at high schools and colleges and advertises on Internet job sites and in professional journals. Still, it’s an ongoing challenge to find qualified staff. “Recruiting is one of the biggest items in our budget,” Stockton says.

“It’s particularly hard to hire on Long Island because there’s been full employment around here for a while.” Prospective employees have to have the right personality and attitude as well as undergo background checks and pass drug tests. One strategy that IGHL uses to attract employees is a good benefits package.

Despite the challenges of running a non-profit, Stockton’s 30-year tenure at IGHL has been rewarding both professionally and personally. “Our philosophy has been to focus on the individual person,” he says. “We are committed to provide services that enhance each man, woman and child’s opportunities to lead more independent lives.”

Stockton is proud that the organization he helped found as a result of the conditions at Willowbrook stands in stark contrast to it. “People with developmental disabilities are human beings and it has been our mission to treat them that way.”