Prepared by Monique Nelson

In February 1997, Rosie Burns filed an article about Bill Marion’s 16 years of service in the agency’s newsletter “The Connector.” Bill has now provided 28 years of service and is embracing retirement. In celebration of Bill’s achievements, we are pleased to reprint the original article and to add a second piece, capturing Bill’s perspectives and experiences from the past 12 years.  Monique Nelson had the privilege of sitting down with Bill on his last shift and discussing his views on service philosophy, globalization and how these two forces have impacted our industry, employees and our Persons Served. In this article Bill also shares his view of the organization today and some advice for those who will follow him. —

Part 1. “Bill Marion Celebrates 16 years with Mainstream”
Reported by Rosie Burns, for “The Connector”

In February 1997, Bill Marion celebrated his sixteenth year with Mainstream. Our reporter Rosie Burns did a one to one interview with Bill to find out more about the person who has the longest service history at Mainstream.

Prior to joining Mainstream’s team, Bill got his degree in Sociology in Montreal then went on to do post graduate work at U.B.C. towards certification as a R.S.W. (Registered Social Worker). Bill began his Social Services Work in Vancouver and moved to the Island where he began to work with the mentally challenged. In 1981 Bill submitted a proposal, for operation and set up of a group home to Mainstream. Dumfries became the second house Mainstream opened. Bill remained the Supervisor of Dumfries for 14 ½ years before moving to Rupert House.

When Rosie asked Bill how Mainstream has changed in 16 years, he replied by saying:
“The world has changed a lot in that time, and so has Mainstream. It was a different organization back then, it was a very small group oriented type of set-up. Because it was smaller, everyone knew each other a lot more. I really appreciated Mainstream because it was at that point the most innovative society dealing with the mentally challenged in Vancouver that I saw. Dan Clarke was an inspiration to me because of his whole philosophy of empowering people and where it came from.”

A philosophy that Dan Clarke had developed as a result of his travel through Europe and his association with Jean Vanier. “ Mainstream has changed dramatically.”

Bill is right, Mainstream has changed dramatically over 16 years. When Mainstream was founded in 1977, it existed with only one house, Osler. Mainstream’s Home Office and Lifeskills Program were run out of two rooms in Osler. Mainstream has grown into a strong association of residences and programs, while maintaining ingenuity and versatility in the services they provide.

Besides working for Mainstream, Bill owns a small business which takes small groups of people to India to sightsee the Himalayas. Aahhh so this is where Bill can be found for those few months every year.  Bill views his Himalayan, India type of experiences a compliment to working in a group home in Vancouver, despite it being so different. Bill feels it’s a compliment, because he gets renewed energy by being able to do something totally different. This is also part of Bill’s secret to not burning out in 16 years. Bill also feels because of his philosophical orientation and life style, he has been able to achieve a balance, so he doesn’t get burnt out., Bill views his work as a type of Karma Yoga, service without being attached to the results.

Bill shares his secret to success with Mainstream;
“I try to provide the best quality of service; with compassion, clarity and discrimination without being attached to the results; without letting your ego get in the way. I think it’s really important that people try to empower people as much as possible. I do believe that I incorporate this in my life and that’s what felt so much in synch with being in Mainstream, because of that philosophy.”

In closing, Bill wanted to pass this along:
“Even though at times, our work may seem difficult it is valuable. It does have it’s rewards that are more of an  inner type of nature!”

Italics are quotes from Bill Marion.

Part 2. “Bill Marion Embraces Retirement after 28 years with Mainstream”

Reported by Monique Nelson, for “MAPCL News, Summer 2009”
Since the first article was written, Mainstream has grown significantly, becoming one of the largest social service agencies in the Lower Mainland, serving over 700 individuals per year. The world has also changed: the impact of globalization and popular use of technological tools like the internet, cell phones and iPods.  People have the opportunity to be easily and quickly connected with others around the globe. Our communications tools are faster and less expensive than ever before in our history. But are we more connected? And what has the digital revolution meant to our Persons Served and the quality of care we provide? In this article, Bill shares his philosophy of service and perspectives on the impacts of globalization and how he has managed change throughout his career.

MN: You have spoken about the importance of Karma Yoga, or providing service without being attached to the outcomes to your work. Do you still practice this philosophy today?

BM: Yes, my philosophy and values have not changed over time. The problem is that yoga has been commercialized, and some people don’t know what I mean by this. It is an attitude, an expression of my core values which are compassion and service.  Serving without being attached to outcomes is not about apathy. It is about empowering the people we serve to make their own choices, even when those choices carry risks.

MN: What about MAPCL has kept you with the organization throughout your career?

BM: My values have always been in sync with that of MAPCL and its founder Dan Clarke who was a very committed and caring individual. Inspired by Jean Vanier, Dan helped expand the Community Living movement. He brought to the field a new, more secular approach that appealed to a broader range of groups within society.

MN: Can you tell me about how your approach to service has made a difference in the lives of our Persons Served?

I view people as equally deserving of our respect and being treated with dignity. We work with people who have vastly different abilities, and approach them from the place where they are at. I think that intuitively, the people we support pick up on this, and know that I am not approaching them from a position of power.   

MN: How have the changes to MAPCL over time affected your career?

BM: One of the biggest changes that I have noticed in the way that we work, is the amount of time that we spend on paperwork and on the computer. This is something that our Persons Served do not necessarily understand. They just see us becoming more and more busy and spending less direct time with them. One question one can ask is, “how is this paperwork contributing to the quality of care that we provide?” 

I would argue that the paperwork we have in place now has not contributed directly to an improvement in our service. That is not to say that I don’t agree with or understand the reasons why we have created it, or moved to a more bureaucratic system. The changes are simply a reflection of what is happening globally, systemically and so on. We had to grow the organization to stay in this business and that brought about a certain amount of bureaucracy. We need to prove what we are doing. We cannot simply operate by “trust,” we need a paper trail for licensing, accreditation, contractual commitments and so on.  Yet the quality of service is expected to be the same or better, regardless of the additional duties.

I am not trying to be negative, but I do think that we need to get to a place of balance. We need a paradigm shift. In addition to its impact on the time employees spend with individuals, the increased paperwork can cause employee stress. Employees have to balance doing their best for Persons Served, the families who care for them and administrative responsibilities. Burn out can easily follow.  Employees also experience all of the other effects and stresses of globalization when they are off duty. For example, financial stress and insecurity often leads to employees holding two or three jobs to make ends meet.

I am not saying that we can turn back the clock, or that that advancements do not have their positive aspects. But I do think we need to recognize the impacts of all of the stresses that employees deal with, both on and off the job and find ways to improve overall employee wellness. This will lead to reduced staff turnover and improved quality of care for Persons Served. I would ask that each time we set out to create a new form, we begin with the question “How will this form improve the quality of service we provide?”

MN: What do you think is the biggest challenge facing the Community Living movement in BC today?

BM: The effects of globalization on our political and economic climate. To survive, you have to be one of the biggest fish in the pond. You have to compete against other agencies for access to government funding, which is dependent on the strength of the provincial economy. MAPCL will have to continue to reinvent itself to stay in business.

I commend MAPCL for maintaining its original integrity and philosophy and the leadership of people like Fernando Coelho, Jan Wood and Gord Tulloch. They have consistently buffered our Persons Served from the bureaucratic imperatives as much as possible.  

MN: What do you think that we as individuals can do to face this challenge?

BM: I would advise employees to stay focused on the real reason that we here and to consistently think about how we can support the empowerment of our Persons Served. If we do this, I think that we will continue to be successful.  Our challenge is to sustain our quality of service in light of ongoing financial and other operational constraints.

My job today is a completely different one than it was even just 5 years ago. Each change and challenge has raised the bar for my performance, and I have been fortunate to be able to meet these challenges and to develop my career. I have grown up with MAPCL.

I think that we need to remember that Persons Served tend to be on the outside of the digital divide, removed from the benefits of technology yet greatly impacted by it.

MN: Do you think that given its size and rapid growth, MAPCL is as innovative as it was 12 years ago?

BM: Yes, I think that the agency has continued to be innovative over time.  My concern is that we not lose sight of that. As we grow, we need to continue to be mindful of quality of care and commitment to service.  This includes support of our employees. Personally, I would rather see employees offered “wellness days” over “sick days.”

MN: Why did you choose to move away from the Lower Mainland?

BM: Ah, the “Lower Madland” (ha ha J) as I call it.  My wife and I are moving to Half Moon Bay on the lower Sunshine Coast, a place we have visited often over the years. I may organize a few treks with others, or do some work in the community living field part-time. At this point in my life, I am looking forward to getting more exercise and living closer to the land, in tune with nature.

MN: Bill, do you have any final words?

BM: I would like to send a Vulcan blessing to all of my friends at MAPCL,
“Live long, and prosper.” It’s a Star Trek thing.
Sincerely yours, “Mr. 60K.” Think seniority list. :)