In the 1960′s, families across America yearned for better care for their children with developmental disabilities. In the wake of widely publicized social disasters, the institutions of that day did little more than create fear and remorse for families who were pressured into abandoning their little ones to hospital-like isolation, likely to be neglected or abused.

Our story of Shangri-La begins in 1963, when fifteen families joined efforts to establish a place that would nurture and educate their children with special needs. The families pooled their private resources and purchased a 30-acre rural property just east of Salem, Oregon. The existing farmhouse was converted into several classrooms, and a larger school building was completed in 1965. For the first 12 years of operation, Shangri-La was funded privately, and staffed by volunteers and a few direct-care workers.

Shangri-La was an innovative concept, and other families, some from other states across the nation, became involved. Personal attention and specialized instruction had proven successful for the children, and by 1974, enrollment at Shangri-La School reached 84 students.

As school enrollment requests grew, Shangri-La’s Board of Directors determined that public funding would enable them to better provide for their desire to increase services. Shangri-La became a state designated Intermediate Care Facility for The Mentally Retarded (ICF/MR) in the mid-seventies, receiving federal funding.

For the next 15 years, Shangri-La Corporation continued to deliver what was then considered state-of-the-art services. Three cottages, a large greenhouse, gardens and sheltered employment programs were added to the existing school program. Shangri-La’s founders and families received extensive public, private and local support as they set out to assure excellence in what was to be a life-long home of structural community. Children with developmental disabilities were provided safety, comfort, supports and services along with their families. Enrollment was sought by families across the nation. Shangri-La leaders and many in the newly forming national “disability community” believed that this new program piloting in Oregon was the model and hope for the future of developmentally disabled children and adults.

As the eighties progressed, Shangri-La leadership continued its focus on its original model; during this time the “disability community” began to explode with new concepts and insights, and the human-rights movement became relevant to people with disabilities. Individual rights, treatment, inclusion, community access, and choices became the order of the day. Individuals matured, interests changed, regulations became more demanding of individual funding.

The needs of young adults served at Shangri-La ICF / MR changed but their model did not. Their once glowing dream receded into the twilight as money, support and staffing slipped away. By 1987 the organization had lost money, credibility, support and hope. The organization way dying and in need of a new vision.

Threatened with closure of their facilities in 1987, Shangri-La’s Board of Directors hired Jan Kral as their new Director. Kral recruited several others and reorganized the management team. Swift and decisive action turned the organization around within a few months, thanks to the loyal families and dedicated staff.

Kral, Shangri-La’s Leadership Team and many of the original stakeholders launched a new vision that would build on the legacy of the founders and again bring Shangri-La to the cutting edge – helping shape the future of services for many groups of vulnerable Oregonians.

Plans were laid for a community-integrated lifestyle that would provide supports for the residential clients living in the campus dormitories. The organization purchased homes in community neighborhoods, and with a few modifications, the children who had grown up with Shangri-La and were now adults, now lived in 4-5 bedroom homes.

Leveraging the Legacy to address homes, jobs, supports and education for Oregonians with disabilities and other barriers to successful living, Shangri-La’s Leadership paved the way for expanded services and opportunities for thousands of people in need of employment, shelter and help.

Shangri-La has repeatedly demonstrated its ability to respond quickly and effectively to opportunities for new services and programs. In some instances, Shangri-La has been called upon by Oregon’s county agencies to assume operations of programs with dire issues. Examples include imminent program closures of Kingsmen Supported Living in Marion County, West Coast Winds in Lincoln County and Mid-Coast Enterprises in Lane County. Development of service programs such as the Connections Program and Employment Resources Northwest exemplify unique responses to community needs.