Society for Disability StudiesPrinciples
The Social Model of Disability.
This principle shifts the focus from my own disability as a Deaf person to the barriers created by an inaccessible society. It highlights for me the importance of identifying and removing the systemic obstacles that prevent full participation. I see that disability is often the result of environments that lack visual accessibility or attitudes that exclude the Deaf community. As a future leader, this viewpoint is vital because it allows me to frame accessibility as a basic human right and a core part of community design.
Intersectionality and Multiplicity
I know that being Deaf is only one part of who I am. Many different factors shape my experience, and the same is true for everyone I work with. This perspective helps me see that there is no "one size fits all" version of disability. By understanding this, I can help develop community services that are flexible and actually fit the person. It ensures the support I provide meets the specific needs of each individual, instead of trying to use 1 solution for everyone.
As a Deaf individual, my work with the Flint Association of the Deaf (FAD) and the Michigan School for the Deaf (MSD) has deepened my belief in the Social Model of Disability. Working in a leadership role at FAD showed me how vital it is for communities to have control over their own language and to advocate for themselves. It made me realize that what we often think of as a 'disability' is not just a personal shortcoming, but rather a reflection of a society that often overlooks the needs of American Sign Language users and fails to promote fairness for diverse cultures.
These 143 hours of service have shifted my focus from simple participation to high-level systemic change. Observing the difficulties individuals encounter while trying to access services has motivated me to ensure that our laws and policies foster equal access for all. I aspire to assume leadership positions within organizations that advocate for this cause, making certain that those of us who face these obstacles directly have a say in influencing the regulations that affect our lives. My goal is to create a more inclusive environment where everyone can participate fully without obstacles.
Date
Spring 2025
Strategic Organizational Leadership: Flint Association of the Deaf
Membership Growth: Exceeded the original goal by successfully recruiting 11 new DDBHH members and 7 new hearing associate members.
Financial Modernization: Successfully advocated for the organization to adopt a modern financial strategy, including using a credit card for an urgent storm drainage repair (estimated at over $10,000) to protect the long-term building fund.
Increased Sales & Events: January 2025 bar sales totaled $3,215, a significant increase from $1,412 in January 2024. Maintained a goal to achieve a 5% increase in event profitability year-over-year.
Cultural & Structural Change: Successfully advocated for and facilitated the merger of the men's and women's boards in 2025, a historic shift toward inclusive governance. Also completed the long-term rewrite of the club's full bylaws (over 20 pages).
Total Hours Completed
113 Hours
Title of Event
Description of Activities
Spring 2025
Inclusive Instructional Design:
Michigan School for the Deaf
Three-Stage Instructional Framework (CVA): Designed and implemented the Concrete, Visual, Abstract (CVA) model for teaching core math concepts (Addition, Subtraction, Multiplication, Division).
Educational Equity: Integrated American Sign Language (ASL) and visual aids seamlessly into instruction to minimize reliance on written English language proficiency.
Assessment Shift: Shifted assessment methods to prioritize visual demonstration of understanding through drawings and manipulative use.
30 Hours
143 Total Hours