SoFA forum 2008 presentations

Page 1

SoFA Social Firms Forum 2008 Presentations & Program

For more information: Social Firms Australia Suite 20/ 288 Brunswick St. Fitzroy 3065 info@socialfirms.org.au

P 03 9445 0373

F 03 9445 0375

www.socialfirms.org.au

SoFA would like to Acknowledge the Mental Health Council of Australia and the Department of Health and Ageing for their generous support of the SoFA Social Firms Forum 2008

SoFA Social Firms Forum 2008

Presentations & Program

www.socialfirms.org.au

Presentations and Program Table of Contents Presenter/Presentation

Page

Anne Williams
 
 The Experience Of Working In A Social Firm.......................................................... 3 - 5
 Carmen Morrison
 
 OT’s Providing Secondary Consultation .................................................................. 6 - 8
 Cleanable 
 
 Professional Cleaners With A Social Conscience................................................... 9 - 14 Eileen Scott 
 
 Employer And Employee Duties And Obligations Regarding Disclosure Of Personal Information ......................................................................................................... 15 - 18
 Kevin Robbie and John Bennett 
 
 Beyond Definitions: The Truth About Social Firms .............................................. 19 - 20
 Kevin Robbie 
 
 Social Return On Investment (SROI)................................................................... 21 - 27
 Leslie Wood
 
 The CEO And The Board: Governance And Management In Tune ..................... 28 - 31
 Libby Hynes
 
 Darebin Resource Recovery Centre (DRRC). Partnership Principles .................. 32 - 33
 Outlook Victoria 
 
 Outlook: A Social Enterprise................................................................................ 34 - 41
 Paul Morgan
 
 Good Mental Health = Good Business ................................................................ 42 - 45 Kirsten Moeller-Saxone Mental Health and Smoking…………………………………………………………………………………..46 - 47 Psychosocial Research Centre 
 
 An Evaluation Framework For Social Firms And Other Supportive Employment: Pilot Results ................................................................................................................ 48 - 52
 Roger Pitt 
 
 The Commercial Screen And Its Application ....................................................... 53 - 55
 Sharon Rose 
 
 Employment Assistance Programs for people With a disability and Mental Illness 56 - 59 Therese Fitzpatrick 
 
 Depression: It’s Our Problem? Managing The Most Common Mental Health Issues In The Workplace ................................................................................................... 60 - 65
 Vic Urban
 
 Practical Tips In The Delivery Of Service Contracts............................................. 66 - 68
 The SoFA Social Firms Forum Program

………………………………………………………
.69 - 70

THE EXPERIENCE OF WORKING IN A SOCIAL FIRM Facilitators of ongoing employment for people with psychiatric disabilities

Workers
stayed
in
their
job
in
a
social
firm
because
 factors
in
the

work
environment

Made having the job positive

Made the job enjoyable and easy

Supervisors: Ellie Fossey, School of Occupational Therapy, La Trobe University Dr Carol Harvey, Department of Psychiatry, University of Melbourne

Created a good team to work in

ANNE WILLIAMS

A
work
environment
is
 •  Social
 –  Interactions:
co‐workers,
supervisors,
clients
 –  The
nature
and
structure
of
occupations:
schedules,
work
conditions,
 task
demands

•  Physical
 –  Spaces
and
places:
worksites,
facilities
 –  Objects:
equipment
and
tools
 Each
person’s
experience
of
the
work
environment
is
unique.
 (Kielhofner,
2008)

PARTICIPANTS
 A
typical
worker
in
this
study:
   Aged
in
his
40’s
   Had
been
working
in
this
job
for
over
two
years
   Worked
on
average
10
hours
a
week
   Employed
in
a
permanent
position
   Received
the
disability
support
pension

   Would
prefer
more
hours
of
work
and/or
a
different
type
of
job
 in
the
future
   Had
been
in
contact
with
mental
health
services
for
more
than
 ten
years.

THIS STUDY

AIM •  What is it like to work in a social firm? •  What factors in this work environment help you to stay in this job? (Kirsh, 2000; Secker, Grove & Seebohm, 2006) SETTING •  A commercial cleaning service employing 18 workers PARTICIPANTS •  Seven workers, all cleaners, 5 men and 2 women METHODOLOGY •  Qualitative research to capture workers’ experiences using semi structured interview and four brief questionnaires.

OCCUPATION WHEN •  Weekly schedule of 2-3 shifts per week •  Worked alternate days, usually in the afternoon for 3-5 hrs WHERE •  Worked in 1 to 3 worksites in each shift DOING •  Duties included cleaning kitchens, bathrooms and offices WHO WITH •  Worked alone or alongside co-workers and supervisors •  Often cleaning when office workers were present •  Contact with other company employees was limited •  Face-to-face contact with manager for short times in week

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What
is
it
like
to
work
here?
 DOING THIS JOB

HOW I FEEL WORKING HERE

WORKING IN THIS TEAM

“It’s a good team to work in” “While he does the vacuuming, I’m doing the toilets and stuff and that, and by the time he’s finished I’m finished, oh, you know “I’m finished mate”. We work as a good team sort of thing you know.”

“I’ve got support from [manager], if I want to get something or ask him a question, that’s what he’s here for he reckons....I really count on him you know.”

It’s very supportive

WORKING IN THIS TEAM

We get along well

I get feedback

(What is satisfying?) “About the job? To make sure it all comes up well and you do get compliments from the clients, that’s, that’s the one good thing, that’s really good when you get that, cause its feedback.”

The job is regular and you are used to it You are experienced and capable It is enjoyable

WHY STAY?

DOING THIS JOB

WORKING IN THIS TEAM

The team, especially the manager, is supportive, you get feedback and the team gets along well

“You’re used to it and you know what to do” “I’ve been a cleaner much longer than he has, he hasn’t had the experience that I’ve had. And he hasn’t done the BEING course that I’ve EXPERIENCED done, the cleaning Opportunities course, so I knowfor: all the theory side of it, * Training like cleaning carpet * Responsibility stains and that sort * Autonomy of thing.”

I know I can do the job

It’s regular, I’m used to it

DOING THIS JOB

“My eyes tell me....Yeah, I’m a detail, I’ve got pretty good eyes. But not only that, I THINK, I think what’s got to be done.”

“It’s doing positive things in my life”

Hours “It’s perfect cause I get to have a break Duties the days, I between get to do what I Worksites want...”

It’s easy I like it “I like this job, cause it’s a lot easier andduties you know Achievable what to do, you know what you’ve got to do when you come to work”

I like the benefits

HOW I FEEL WORKING HERE It’s right for now “Full time work’s sort of out of the question at the moment, it’s just the medication I’m on, it knocks me out”.

“..if I’m sick or something, or something happens, they know about it, let them know about it, and they will, my job will be there when I come back, which is very good, good to know”.

I feel better “Not just the money, I enjoy it cause you get out and about and you’re doing something with your life, you’re not sitting down and thinking all day and that. You go to work, you feel good, you come home, you feel happy, you know.”

Workers
working
in
this
work
 environment

gained
an

 HOW I FEEL WORKING HERE

You feel better for working, the benefits are a bonus and after some difficult times in the past, this job is right for now.

occupational
identity:

 an
experienced
worker
in
a
job
that
 is
right
for
now

2 Page 4

Questionnaire
Results

Indiana
Job
Satisfaction
Scale
(Tsang
&

Wong,
2005)

This
work
environment
was
different
 SUPPORTIVE
FACTORS
WERE
SOCIAL

Median
=
3.3
(2.6‐4.0)

Moderate
satisfaction.

Friendship
Scale
(Hawthorne,
2006)
 Median
=
17
(10‐23)
Some
social
support

Range
includes
very
socially
isolated
to
very
socially
connected

WHO
QoL‐8
(Schmidt,
2005) 
 Median
=
23
(11‐28)

 Rated
QOL
highest,
conditions
of
living
place
lowest

Making
Decisions
Empowerment
Scale
(Rogers
et
al.,
1997)
 Median
=
2.8
(2.5‐3.4)
 Median
scores
similar
to
findings
from
PRC
evaluation
project

Secure work conditions

Regular hours and tasks

Fit with worker’s goals

Achievable tasks “I like it here…and I’ve proved it, been here three years. Now for me to be here three years, there’s something good. Normally a job, if I don’t like it, I wouldn’t last three years. I’d last about a month, two months, then I’m going... see the difference?”

Made having the job positive

Made the Job enjoyable and easy

Opportunities for training, responsibility & autonomy Accessible worksites

Created a good team to work in

Getting support Getting feedback Getting along

Anne Williams School of Occupational Therapy La Trobe University Melbourne, Australia Email: a.e.williams@latrobe.edu.au Supervisors: Ellie Fossey, School of Occupational Therapy, La Trobe University Dr Carol Harvey, Department of Psychiatry, University of Melbourne

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OT’s
Providing
Secondary
 Consultation.
 Mercy
Mental
Health
Program,
 Cleanable
(WCIG)
 
and
Social
Firms
Australia.

Background

Background

 •  Occupational
Therapists
from
the
Mercy
Mental
 Health
Program
(SWAMHS)
provide
secondary
 consultation
to
staff
from
Cleanable,
a
locally
 based
Social
Firm.
 •  Social
Firms
Australia
facilitated
the
partnership.
 •  The
consultation
process
is
currently
being
piloted
 and
commenced
in
May
2008.

The
Model

•  Why
the
need?
 –  Due
to
funding
arrangements
it
is
difficult
to
achieve
 integration
between
employment
services
and
mental
 health
services.

The
secondary
consultation
process
 can
support
better
integration
of
these
services

 –  Developing
partnerships
between
social
firms
and
local
 mental
health
services
can
play
a
key
role
in
supporting
 social
firm
employees/clients
to
stay
in
work.

The
Model
 •  Meetings
are
held
monthly
at
Saltwater
Clinic
in
 Footscray.
 •  Members
include:
Cleanable
manager
and
supervisors,
 WCIG
support
worker,
Mercy
Mental
Health
OT
team
and
 a
SoFA
representative.
 •  A
SoFA
representative
attends
the
meetings
and
has
been
 able
to
advise
on
legal/policy
perspectives
as
needed.
 •  The
consultation
is
scheduled
to
coincide
with
monthly
 OT
meetings
 •  The
duration
of
the
meeting
is
1
hr.

•  The
aim
of
the
secondary
consultation
is:

 
 To
provide
support
to
social
firm
staff
in
developing
a
 workplace
which
responds
to
the
needs
of
workers.

The
Model
 •  Structure:
 ‐  The
meetings
are
structured
around
two
‘case
studies’,
 based
on
social
firm
workers
that
have
difficulty
with
 some
aspect
of
their
work
tasks.
 ‐  1
week
prior
to
the
meeting
Cleanable
forwards
to
the
 OT
team,
a
written
description
of
the
clients
that
will
 be
discussed.
 ‐  The
description
includes
relevant
details
of
the
clients
 background,
current
work
role
and
the
issues
of
 concern.

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1/13/09

The
Model
 •  After
discussing
each
case
with
all
relevant
parties
 a
set
of
recommendations
are
generated.
 •  The
OT
team
are
responsible
for
writing
up
the
 recommendations
and
minutes
each
session.
 •  Cases
are
reviewed
after
2‐3months
to
establish
if
 progress
has
been
made
and
to
identify
outcomes.

The
Model
 •  Pre‐Consultation:

 •  Cleanable
to
identify
2
clients
and
provide
written
details
to
OT
team.

•  Consultation
Meeting:
 •  •  •  •  •

Intro
(5min)
 Discussion
of
Client
A
(20min)
 Discussion
of
Client
B
(20min)
 Review
of
previous
case
(10min)
 General
Questions
and
Close
(5
min)

•  Post
Consultation:
 •  OT
team
to
document
recommendations
and
forward
to
Cleanable
.

Evaluation

Value
for
the
Occupational
Therapy
Team

 •  Opportunity
to
utilise
OT
skills
and
knowledge
in
a
setting
 ‘outside’
the
clinic
and
our
current
roles.

 •  Provides
a
change
from
more
generic
case
management
 role
 •  Enhanced
relationships
with
employment
program
 directly
relevant
to
the
recovery
and
wellbeing
of
people
 with
severe
mental
illness
in
our
catchment.
 •  Fresh
perspective
on
the
recovery
journeys
of
clients
and
 the
role
of
employment.

Value
for
the
Social
Firm
‐
Cleanable


 •  Recognising
what
are
mental
illness
related
issues
 and
what
are
work
performance
issues.
 •  Boosts
confidence
and
equips
supervisors
with
 better
understanding
of
their
workers
and
how
to
 work
with
them.
 •  Able
to
see
results
when
recommendations
are
 acted
on
 •  Provides
support,
guidance
and
reassurance
that
 they’re
on
the
right
track

Value
for
the
Occupational
Therapy
Team.
 •  Broader
perspective
of
the
ability
of
people
with
mental
 illness
to
work,
even
with
a
high
level
of
impairment.

 •  Provides
unique
professional
development
opportunities,
 especially
given
the
team
approach
and
the
differing
 levels
of
experience
and
grades
of
OT’s
in
the
service.
 •  Seeing
a
social
firm
in
action
has
shown
that
despite
the
 challenge
of
clients
returning
to
work
it
can
be
done.

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1/13/09

Value
for
Mental
Health
Service.
 •  Involvement
in
something
new
a
innovative

 •  A
professional
development
opportunity
with
a
point
or
 focus
 •  Develops
relationships
with
local
employment
agency
and
 a
new
service
to
refer
clients

 •  Supporting
social
structures
that
support
our
clients.
 •  Advocating
for
and
enhancing
clients
access
to
 opportunities
which
contribute
to
recovery,
quality
of
life
 and
improved
mental,
social,
psychological
and
spiritual
 health.

Summary

 •  The
collaboration
benefits
all
partners:
 –  It
gives
us,
mental
health
services,
the
confidence
to
 refer
to
local
employment
services
and
knowledge
that
 employment
is
a
real
option
for
our
clients.
 –  It
ensures
that
the
social
firm
manager
and
supervisors
 feel
supported
in
their
delivery
of
worker
support.

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1/13/09

Cleanable would not be possible without the continued support from Westgate Community Initiatives Group

Property Maintenance Services

A special thank you to

174 Victoria St Seddon 3011 Vic

Mr Ron Miers CEO

Professional Cleaners with a Social Conscience

Cleanable is a not-for-profit business committed to improving the employment outcomes of Australians living with a disability, particularly people with a mental illness. We are a supportive work environment that: Employs between 25% and 50% of employees with a disability. Pays all workers at Award / productivity-based rates. Regardless of disability, provides the same work opportunities, rights and obligations to all employees. Generates all of its income through the commercial activity of the business

To date Cleanable has 22 employees.

Staff Profiles

Raj has grown during his time at Cleanable and now has a good understanding of supporting our employees and getting the job done.

Nerisa has been working at Cleanable for close to 3 years, she finds her work very rewarding and is now supervising at one of our largest sites

WCIG

Staff Profiles

Quote – Quote Every day has been a learning experience and we are growing together

I Believe anyone is capable of anything, as long as they are given enough encouragement and support

Quote – Great things are not done by impulse, but by a series of small things brought together”

Staff Profiles

Darren, Paul, Angela and Maria have been working at Cleanable since day one, they are a great asset to the company.

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1/13/09

Staff Profiles

Staff Profiles

All employees of Cleanable are supplied with a full uniform and photo identification. Staff are also trained in Asset Maintenance Certificate II

Cleanable offers its clients a laundry service and its usually the bosses job to collect it on the way to work

Denis is always ready to get started, he has a good routine worked out A shift can start as early as 6.30am. Staff can work at up 4 sites per shift Team work is very important !

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1/13/09

Cleanable ensures quality services are provided by regular site inspection.

Attention to detail Is never overlooked

Regular spot checks are also carried out to ensure nothing is over looked.

Peter is always early for work, he loves his job. “Working keeps me on track�

Cleanable has been cleaning at Orygen Youth Services Footscray for 3 years. This contract provides work for 5 cleaners

All staff work in teams of 2 or more and follow all site procedures

Nerisa supervises at Sunshine with Ben and Renza. Supervisors are responsible for Site inspections Staff assessments On the job support Renza and Ben work together covering 3 sites in Sunshine

And assisting with general cleaning duties.

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1/13/09

Working keeps me busy I love it, as well as work I play footy, boxing and I play drums with The Young Odd Bods

Darren works 14 hours per week, and he gets on very well with his Supervisor Raj.

Michele enforces a positive emphasise on work

Cleanable Services 5 sites for WRHC as well as providing a laundry service and car cleaning.

Christmas 2007 Cleanable also offers a casual cleaning service for any environment as well as our Home Cleaning Services

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1/13/09

The annual end of year party is organized by the Cleanable Social Club. The Social Club Committee are busy organizing this years party. All employees are encouraged to participate and friends and family are welcome. Thank you to

Help us make a difference to the lives of people living with Mental Illness In return we will provide you with a quality cleaning service at an affordable price.

Peter Gillies Renza Palermo Scott Lynch Sue Edmondstone

www.cleanable.com.au

Committee Members

5 Page 13

1/13/09

A big thank you to

Acknowledgments Ms Wendy Fromhold

Corporate Services Manager – Western Region Health

Mr Arnold Roxas

Contracts Manager – Mercy Health

Mrs Diane Arsic

Corporate Services Manager – WCIG

Mr Mark Henry

Contracts Manager – Melbourne Health

Clive Parsons

Manager – Djerriwarrh Employment Services

Mrs Peta Taylor

Manager – Foundation for Young Australians

Mr Michael Mulcahy

Service Manager – Le Mans Toyota

All the staff and site managers At WCIG WRHC Mercy Health Melbourne Health Orygen Youth Services Djerriwarrh Employment Services Braybrook – Maidstone Neighbourhood Association Melbourne Affordable Housing Royal Children's Hospital Le Mans Toyota Mind Australia Head Space Job Co And

Social Firms Australia

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1/13/09

This
presentation
 Employer
and
Employee
Duties
and
 Obligations
regarding
Disclosure
of
 Personal
Information
 25
November
2008
 Presentation
by
Eileen
Scott
 Consultant
 Garland
Hawthorn
Brahe
 Phone:

03
9629
5551
 Mobile:

0413
876
295
 Email:

escott@ghb.com.au
 Website:

www.ghb.com.au

Mutual
duties
and
obligations
  Employers
and
employees
have
mutual
duties
and
 obligations
to
one
another.
  Often
misunderstood
especially
in
relation
to
 disclosure
of
psychiatric
disability
of
employees.
  Employers
are
frequently
unaware
of
their
duty
in
 relation
to
the
prevention
of
disclosure
of
such
 information
to
other
employees.
  Causes
misunderstanding,
resentment
and
harm
to
 the
employment
relationship.

Back
to
Basics

This
presentation
:
  Will
discuss
the
duties
and
obligations
of
 employers
and
employees
to
each
other;
  The
source
of
the
duties
and
obligations;
  With
the
aim
of
clarifying
and
assisting
the
 ongoing
employment
relationship.

What
is
the
employment
relationship?
  A
contract
between
employer
and
employee;
  Can
take
a
number
of
different
forms;
 –  Oral;
 –  Written:
  eg.
Common
law
contract;
  Statutory
contract;
  Interim
Transitional
Employment
Agreement
(originally
AWA);
  Collective
agreements
or
certified
bargaining
agreements;
  Regulated
by
Awards
(important
because
Awards
usually
have
a
 dispute
resolution
process).

Duties
and
obligations
  Implied
Duties:

What
is
a
contract?:
  A
contract
is
a
legally
enforceable
agreement;
  Places
duties
and
obligations
on
both
parties.

–  Mutual
trust
and
confidence;
 –  Fidelity
(not
to
harm
the
employers
interests);
 –  Honesty
(in
relation
to
being
able
to
carry
out
the
 inherent
requirements
of
the
position).

 Express
Duties:
 –  To
pay
wages;
 –  To
provide
a
safe
workplace.

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1/13/09

Duties
and
obligations
(cont.)
  Inherent
requirements
of
the
position:
 –  Will
vary
from
job
to
job
and
will
depend
on
the
 duties
of
the
position
  Eg
bus
driver
will
need
a
drivers
licence
and
be
able
to
 drive
in
a
safe
manner;
  Eg
office
worker
not
necessarily
will
require
a
drivers
 licence
but
may
need
to
be
able
to
use
a
computer;
  Eg
transport
worker
may
need
to
be
able
to
lift
heavy
 items.

Occupational
health
and
safety
(cont.)
  While
at
work,
an
employee
must
not
intentionally
or
 recklessly
interfere
with
or
misuse
anything
provided
at
the
 workplace
in
the
interests
of
health,
safety
or
welfare.
 Penalty:
1800
penalty
units.
  In
determining
for
the
purposes
of
sub‐section
(1)(a)
or
(b)
 whether
an
employee
failed
to
take
reasonable
care,
regard
 must
be
had
to
what
the
employee
knew
about
the
relevant
 circumstances.
  An
offence
against
sub‐section
(1)
or
(2)
is
an
indictable
 offence.
  Note:
However,
the
offence
may
be
heard
and
determined
 summarily
(see
section
53
of,
and
Schedule
4
to,
the
 Magistrates'
Court
Act
1989).
 Note
1800
penalty
points
adds
up
to
$204,156.00

Clashing
obligations
of
an
 employer
 Occupational
Health
and
Safety
  As
far
as
is
practicable
an
employer
has
duty
to:
 –  Provide
a
“working
environment
that
is
safe
and
without
risk
to
 health”;
  Penalty:
1800
–
natural
person
 


























9000
–
body
corporate

–  Monitor
the
health
of
employees
  Penalty:240
–
natural
person

1200
–
body
corporate

–  Keep
information
and
records
relating
to
the
health
and
safety
of
its
 employees;
and
 –  Employ
or
engage
persons
who
are
suitably
qualified
to
provide
advice
 re
health
or
safety.

Occupational
health
and
safety
  Duties
of
employees:
  While
at
work,
an
employee
must:
 –  take
reasonable
care
for
his
or
her
own
health
and
 safety;

 –  take
reasonable
care
for
the
health
and
safety
of
 persons
who
may
be
affected
by
the
employee's
acts
 or
omissions
at
a
workplace;
and
 –  co‐operate
with
his
or
her
employer
with
respect
to
 any
action
taken
by
the
employer
to
comply
with
a
 requirement
imposed
by
or
under
this
Act
or
the
 regulations.
 Penalty:
1800
penalty
units.

What
does
this
mean
for
employees?
 Disclosure:
 If
there
is
an
issue
about
being
able
to
carry
out
the
 inherent
requirements
of
the
position
an
employee
 may
be
obliged
to
disclosure
to
an
employer
the
fact
 that
he
or
she
is
on
medication
which
could
cause
 drowsiness
if
driving
is
an
inherent
requirement
of
the
 position.

 IF
IN
DOUBT
CHECK
WITH
YOUR
DOCTOR

An
employer
is
prohibited
from:
  Directly or indirectly discriminating against a person with a disability.  Discrimination is less favourable treatment of a person with an attribute (disability) in comparison to someone without.  A discrimination is prohibited before, during or in terminating the employment.

2 Page 16

1/13/09

Prohibition
on
requesting
 discriminatory
information
  An
employer
must
not
request
or
require
another
 person
to
supply
information
that
could
be
used
to
 form
the
basis
of
discrimination.
  Exception
if
the
information
is
reasonably
requested
 or
would
not
involve
a
contravention
of
the
 legislation.
  Balancing
act:
 –  Employers
must
balance
these
obligations
in
 circumstances
that
can
appear
to
be
conflicting.

Vicarious
liability
  Employers
should
be
aware
that
they
will
be
 vicariously
liable
for
their
employees
discrimination
 unless
the
employer
took
all
reasonable
steps
to
 prevent
the
discrimination
taking
place.
  Practical
effect:
 –  employers
should
ensure
that
any
information
about
a
 persons
psychiatric
disability
remains
confidential
and
 does
not
form
the
basis
of
fellow
employees
discriminating
 against
the
employee
with
the
disability.

What
should
an
employee
do
in
the
event
 that
their
condition
becomes
known?
 Act
promptly:
  Do
not
let
the
relationship
deteriorate;
  Involve
an
advocate
to
assist
if
possible;
  Access
the
dispute
resolution
process
if
an
Award;
  Better
to
try
and
fix
than
having
to
start
again
 elsewhere;
  Consider
remedy
for
discrimination
if
applicable,
 bearing
in
mind
litigation
rarely
delivers
justice.

Prohibition
on
requesting
 discriminatory
information
 (cont.)
   Open
questions:
 –  One
way
to
discharge
the
obligation
is
to
ask
reasonable
and
 open
questions
such
as:
  Is
there
anything
that
could
prevent
you
from
carrying
out
 the
inherent
requirements
of
the
position
as
set
out
in
the
 job
description?
   If
an
employee
fails
to
disclose
a
matter
which
would
prevent
him
 or
her
fulfilling
the
adherent
requirements
of
the
position
then
he
 or
she
may
breach
a
duty
to
disclose
such
information
and
this
 could
be
considered
to
be
serious
misconduct
as
sufficient
to
justify
 summary
dismissal.
   Much
will
depend
on
the
circumstances
but
if
the
employee’s
 behaviour
puts
his
or
her
/
other
employees’
health
at
risk
then
 there
will
be
a
breach
of
the
employees
obligations
under
the
OHS
 legislation.

Reasonable
steps
  Having
policies
in
place
to
prevent
 discrimination;
  Training
the
employees
in
their
duties
and
 obligations
to
each
other;
  Enforcing
the
policies;
and
  Prompt
investigation
in
the
event
of
a
 complaint.

What
should
an
employer
be
aware
 of?
 We
all
have
information
which
we
would
prefer
remains
private
and
is
 not
disclosed
in
the
workplace.
   Be
alert
for
any
signs
of
gossip
or
conjecture
about
a
persons
 psychiatric
disability;
   Give
firm
instructions
that
employee’s
confidential
information
is
 not
to
be
disclosed
inappropriately;
   Ensure
if
difficulties
arise
with
an
employee
then
the
employee
is
 accorded
the
same
rights
and
benefits
as
the
person
without
the
 disability
is
accorded.
 –  A
fair
and
transparent
process;
and
 –  The
opportunity
to
respond
to
any
alleged
defects
and
 performance;

   Make
no
assumptions
about
the
best
course
of
action
for
the
 employee.

3 Page 17

1/13/09

Useful Websites  www.eoc.vic.gov.au www.hreoc.gov.au www.workcover.vic.gov.au

DISCLAIMER This paper does not apply to specific facts and must not be relied upon as legal advice. The author and Garland Hawthorn Brahe disclaim any liability that might arise by acting in reliance upon the information contained in this paper.

4 Page 18

WARNING – there are at least 36 other definitions!!!

Kevin Robbie

John Bennett

Social Ventures Australia

Pack It Group

A social enterprise is a business with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit for shareholders and owners.

Beyond definitions: The truth about social firms…..

Department of Trade & Industry now across uk govt, via

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

Office of Third Sector This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

1

Evolution of social firm definition

2

Evolution of social firm definition

  1960s – social co-operatives for people with mental health problems developed in Italy.

Social Firms are market-led businesses that are set up specifically to create good quality jobs for people severely disadvantaged in the labour market. Social Firms UK

  1998 – social firms in UK start networking. Businesses that created employment for people with a disability with criteria of > 50% trade and >25% of staffing   Mid 2000s – Social Firms has to have capitals!!!   Roughly 2003/4 – values are more important than the definition. Core values of ‘employment, enterprise and empowerment’

A social firm is a business created for the employment of people with a disability or other disadvantage in the labour market. CEFEC/Social Firms Europe A social firm is a not-for-profit business enterprise whose purpose is to create employment for people with a disability. Modifications required for employees in need of support are built into the design of the workplace. SoFA

  Late 2006 – expanded to include ‘serious disadvantage’   Early 2007 – integrated, intermediate, inclusive v ‘pure’   2008 – A ‘star’ is born www.socialfirms.co.uk for details This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

3

4

Forth Sector

Pack It Group

Central Support Unit Finance/Admin Business Development

Marketing Training & Support

FSD This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

5

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

6

1

Contrasts

Issues

  Biggest issue was the negative

  £2.3 million turnover

  £1.4 million turnover

Biggest issues are:

  65% commercial

  99% commercial

  Finding the right markets

  57 Employees – 21 integrated

  15 Employees – 10 integrated

  Finding the right managers

  85 ‘trainees’

  no ‘trainees’

  approx 1% profit (loss)

  between 4-7% profit

  SROI – £5.87: £1

  SROI – £1.90: £1

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

  Proving the social return

7

stance of some of the support workers involved in the early days of what was a “project” (“it’ll never work, don’t know why you bother”!!) and establishing credibility as a bona fide business capable of doing as good a job as any other business. Still prevails within the procurement divisions of central and local govt. This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

8

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

10

The team

What have we learned?   It is hard work!!!!!

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

9

What have we learned?   It is hard work!!!!!   Focus on the market

Questions

  Be clear about your motivation   Build the right staff team - values   Froth Sector This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

11

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

12

2

Kevin Robbie Social Ventures Australia

Apology

Social Return on Investment (SROI)

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

1

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

2

3

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

4

Social Added Value Term to describe the benefits a business or organisation provides in terms of its social and environmental impact.

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

Put these four terms into the correct order of outcome, indicator, input, output

Output - Outputs are the direct products of an activity. They are usually quantifiable (e.g. numbers of people, number of things sold). Outcome - Outcomes are the changes that happen because of an activity. They usually refer to movement of some kind (e.g. increase, improvement, reduction).

a. ÂŁ200k of resources to be spent b. Increase the number of people in sustainable employment

Outcome Indicator - Outcome indicators are ways of knowing whether the desired change has taken place. They refer to the things you can observe which help to show this change has happened

c. 31 jobs created

Financial proxy - Financial proxies are ways of placing a financial value on outcomes. They enable us to provide an estimate of the equivalent financial value of outcomes that are sometimes hard to measure in straightforward financial terms.

d. Number of sustainable jobs, target 25 This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

5

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

6

1

In pairs: Briefly discuss what factors you think are causing organisations to think more about measuring their social added value?

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

7

Have I got ‘SROI’ news for you?

8

Purpose of SROI Social Return on Investment is an approach that compares the social benefits generated to the investment required to generate it.

$$$ OUT

$$$ IN

SROI Index = $ Out : $ In This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

Specific Metropolitan Urban Grants

9

Specific Metropolitan Operational Grants

10

Specific Metropolitan Urban Grants   We have a large amount of money, are

overwhelmed with applications for cash, everyone likes our criteria and we are very, very busy.

  How do you know you are making a difference?   What role does impact measurement play in your

  None, nada, zip, zero!

decision making? This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

11

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

12

2

What is Social Return on Investment? Specific Metropolitan Original Grant   We issue all our applicants with 99 page forms that

require them to provide monitoring information quarterly against 7 core aims, 18 overarching impacts, 32 outcomes, 48 outputs, 12 cross-cutting Key Performance Indicators and 20 horizontal objectives.   None, nada, zip, zero! This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

13

Managed SROI project:

Making the Case Social Added Value Guide

  Six Mary’s Place   £5.87 : £1 invested

  Special Advisor - UK Government Office of Third Sector

  Investment was through ‘fee for service’ arrangement

  www.sroi-uk.org

  Social return in reduced health care costs, reduced welfare expenditure, increased taxation, etc. This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

14

15

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

16

What are the principles of SROI?

SVA carried out 12 SROIs, 3 have focused on social firms:   Outlook – $1.90: $1   Bonsai – $2.20: $1   Cleanable – $1.40: $1

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

17

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

18

3

Stakeholders

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

Materiality

19

Materiality

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

20

Understand Change

  Stakeholders – what do they think is important?   Public policy – what is important to prove?   Proportionality – is cost disproportionate to result?   Useful – what are we able to measure? This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

21

Comparative

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

22

Transparency

23

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

24

4

Verification

Value

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

25

26

7 principles   Understand the way in which the organisation creates change through a dialogue with stakeholders

  Demonstrate the basis on which the findings may be considered accurate and honest; and showing that they will be reported to and discussed with stakeholders

  Acknowledge and articulate all the values, objectives and stakeholders of the organisation before agreeing which aspects of the organisation are to be included in the scope; and determine what must be included in the account in order that stakeholders can make reasonable decisions

  Use financial proxies for indicators to place a value on benefits derived from activities

  Articulate clearly how activities create change and evaluate this through the evidence gathered

  Ensure appropriate independent verification of the account

  Make comparisons of performance and impact using appropriate benchmarks, targets and external standards This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

27

Aim

Components of a strategic plan

 Why do you exist?

Aim

Purpose

 What will you achieve?

Objectives (goals)

Values

 How will you do this? Strategies

Context

28

Stakeholders

  Who are you, what you believe and what you do?   What are the cultural or group bonds?  Who are your key stakeholders?

 What will you need to do it? Outcomes Outputs

Outputs

Outputs

Activities

Resources

 What are the direct results?

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

29

 What change do you want to see (in society)?

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

30

5

Theory of Change (Program logic)

Strategic planning & Impact Measurement

Issue in society

Theory of Change Aim

Input

Output/s

Outcome/s

Impact on society

Objectives (goals) Output/s

Outcome/s

Impact on society

Strategies

Long and short term

Resources

Activities

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

Outputs

Input

Outputs

Theory of Change

Outputs

Issue in society

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

31

32

Developing a strategic plan: an iterative process

I = (O-DO) – (A+DW+DP) Plan

Deliver

Evaluate

Impact - Impact is the change that happens because of an activity (an outcome), adjusted for the proportion of the outcome that is not sustained (drop off), the proportion that is shared with others (attribution), what would have happened anyway (deadweight) and any negative effects from the activity (displacement). This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

33

SROI Ratio

34

Group task Divide into groups of 5 to 6 people: Group 1 - You are to imagine that you are public servants. Discuss the potential for SROI to assist you in developing policy or evaluating tenders. What issues need to be addressed to ensure that SROI can support this?

(O-DO) – (A+DW+DP) $$$ in

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

Group 2 - You are philanthropic investors. Discuss the potential for SROI to assist you in making investment decisions around the grant funding that you provide to non profit organisations. Group 3 - You are a non-profit organisation. You are considering using SROI during your business planning process to help you to articulate better the outcomes you achieve. What are the issues in doing this? 35

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

36

6

Using Social Return on Investment

SROI does…

Feedback

SROI does not…

•  Give a metric that can be used to measure the efficacy of dollars invested in a social venture

•  Enable meaningful comparisons between companies, or even projects, unless they are very similar

•  Enable comparisons to be made over time for an enterprise, venture or project

•  Comprehensively monetise all social benefits, or give a measure of the total return

•  Provide evidence to build a case for funding

•  Fully describe the benefits of a program in the metrics alone

•  Assist in describing the social benefit delivered by a venture

•  Give a single figure measure: the full report is critical

•  Provide a method to communicate Theory of Change

•  Justify a program

•  Include details of benefits that have NOT been monetised This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

37

•  Currently provide qualitative evidence of outcome, impact or customer satisfaction

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

38

SROI Development

  Process being revised in UK with new principles

and methodology   SVA linked into this process and continuing to pioneer

Questions

work in Australia   SVA also working on integration of SROI into broader

approach to ‘social reporting’ This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

39

This information is confidential and was prepared by SVA Consulting solely for the use of our client; it is not to be relied on by any third party without prior written consent.

40

7

1/13/09

photo
 The
CEO
and
the
Board
 governance
and
management
in
tune

Lwood 2008

architecture

photo

Purchase,
partner
or
start
up
 Prepare
to
transition
a
commercial
entity
into
a

 not
for
profit
business
structure
 Undertake
due
diligence
 You
are
now
a
small
business
owner
 What
will
your
governance
structure
look
like?
 Lwood 2008

Lwood 2008

the
idea

in
action

Good
Governance

Governance

Government
 Not
for
profit
governance
 Corporate
governance

‘running
the
place’

Governance
in
a
social
firm

the
right
people

 
 making
the
right
decisions
at
the
right
time
 
 setting
up
the
structures,
policy,
processes
 
 managing
compliance
and
performance
 
 to
achieve
your
results

Lwood 2008

Lwood 2008

1

1/13/09

the
idea

in
action

Management

the
CEO/Manager

The
art
of
getting
things
done
through
people
 
 The
process
of
achieving
organisational
goals
by
 engaging
in
the
four
major
functions
of
planning,
 organising,
leading
and
controlling.
 
 
Bartol,
K.,
Tein,
M,.
Matthews,
G.
and
Sharma,
B.
2008,
Management:
a
Pacific
Rim
focus,
5 
ed,

Responsible
for
the
day
to
day
management
of
 the
organisation
in
the
implementation
of
 strategic
objectives
endorsed
by
the
Board

th

McGraw‐Hill
Australia
Pty
Ltd,
North
Ryde.

Lwood 2008

ASX
principles
of
good
governance

 1:
Lay
solid
foundations
for
management
and
oversight
 2:
Structure
the
board
to
add
value
 3:
Promote
ethical
and
responsible
decision‐making
 4:
Safeguard
integrity
in
financial
reporting
 5:
Make
timely
and
balanced
disclosure
 6:
Respect
the
rights
of
shareholders
 7:
Recognise
and
manage
risk
 8:
Remunerate
fairly
and
responsibly
 Corporate
Governance
Principles
and
Recommendations
 
2nd
Edition
ASX
Corporate
Governance
Council

2007
 Lwood 2008

the
people
 Your
stakeholders:

 •  customers
 •  staff
members/clients

 •  management
 •  funding
partners
 •  host
organisations
 •  the
Board

 Lwood 2008

Lwood 2008

governance
structure
 customers
 staff/clients 
 partners
 



















 
 membership? 
 representation
 skills
profile

Stakeholders

assess
performance

strategic
direction
 
 
 
 







leadership



 
Board
 




















policy
 
 
 
 
 
accountability
 
 
 
 
 



delegation
 
 
 
 
 



resources

areas
of
delegation? 
 
 Management
 
 
 
 







implement
Board
 autonomy? 
 
 
 
 
 
 
 
 
direction
 
 
 
 
 
 
 
 
 
 
 
 
 



ensure
compliance
 
 
 
 
 
 
 
 
 
 
 
 
 



accountability
 Lwood 2008

Management
 delegation
 autonomy
in
the
operation
of
the
business
 shared
vision
and
commitment
to
outcomes
 clear
direction
and
targets

 clear
lines
of
reporting

Lwood 2008

2

1/13/09

The
Board
 Legal
entity

Duties
of
Directors
 
 To
act
at
all
times
in
the
best
interests
of
the
 organisation
for
a
proper
purpose

‐
Public
Company
limited
by
guarantee
 ‐
Incorporation
 ‐
Cooperative

Vision/purpose
of
the
company
 (S)election
of
Directors
 Employment
of
the
CEO
 Key
business
policy
 Duties
of
the
Board
of
Directors

To
act
ethically
‐
fairly
and
honestly
 To
inform
yourself

 avoid
misuse
of
information
 To
act
independently
 To
manage
your
performance

Lwood 2008

Lwood 2008

Principal
duties
of
the
Board
of
Directors

 Google
Inc.

approach?

To
Oversee
Management
and
Evaluate
Strategy
 To
Select
the
Chair
and
Chief
Executive
Officer
 To
Evaluate
Management
Performance
and

 
 
Compensation
 To
Review
Management
Succession
Planning
 To
Monitor
and
Manage
Potential
Conflicts
of
Interest
 To
Ensure
the
Integrity
of
Financial
Information

strategic
and
operational?

To
Monitor
the
Effectiveness
of
Board
Governance

 
 
Practices

managing
compliance
and
performance

integrating
culture
and
values
 managing
change
 degree
of
delegation

Lwood 2008

Lwood 2008

Good
Governance

What
are
the
signs?

Recognising
Good
Governance
 Results

Targets
and
objectives
are
managed
and
achieved

People

Board

Board
members
inform
themselves
and
participate
actively
in
decision
making

Power

Delegations
are
clear
and
understood
 Management

Stakeholders
 ‐
Customers
 ‐
Staff


 ‐
Host
organisations
 ‐
Partners

Lwood 2008

Relationships

Quality
of
the
relationships
‐
Board
2
CEO
 

 
 
 
 
 
 
 


‐
within
the
Board

Decisions
are
timely
 Resources
 
 ‐adequate
to
sustain
operations

Lwood 2008

3

1/13/09

Information
 AICD
(Australian
Institute
of
Company
Directors)
 www.companydirectors.com.au
 ASIC
(Australian
Investment
&
Securities
Commission)
 www.asic.gov.au
 ASX
(Australian
Securities
Exchange)
Corporate
Governance
Guidelines
 www.asx.com.au
 Google
Inc.
Corporate
Governance
Guidelines
 investor.google.com/guidelines
 OECD
(Organisation
for
Economic
Cooperation
and
Development)
Principles
of

 Corporate
Governance
(1999
revised
2004)
 PILCH
(Public
Interest
Law
Clearing
House)
‐
PilchConnect
 www.pilch.org.au
 St
James
Ethics
Centre
 www.ethics.org.au
 Lwood 2008

4

Partnership Principles

    

Waste transfer station operating since 1983 30,000 customers per annum Processes 25,000 tonnes waste per annum Open 8am to 3.30pm, 7 days a week (except Christmas Day,

Boxing Day, New Year's Day, Good Friday and Anzac Day)

Review Jan 2004 EOI and Tender 2005   Contract with Outlook finalised March 2006

Probity, Probity and Probity Services > $150,000 are required to be publicly tendered   Different councils will place different weighting values   Grant funding from other bodies may add requirements

To meet and exceed current operational and environmental standards;

Meet all OH&S standards

Increase materials handling efficiencies and expand the range of materials that can be recovered for reuse, recycling or reprocessing.

Reduce capital and operational costs and risks to Council per the management and operation of the facility.

Minimise the social (and environmental) impacts of goods pricing structure

Improve the amenity of the area and

Add value to the community through its operation through social programs

Located at Kurnai Avenue (off Henty Street), Reservoir Melway Map Reference: 18 C6

Large established waste collection and processing companies   Small established waste collection and processing companies   Council staff   Other Councils 

Page 32

1

Risk !!!   OHS management   Inability of partner to finance and absorb unexpected costs   Failure of infrastructure Losing control of a Council service

  Relationships   Shared

values & benefits   Outlook has met key requirements & contract terms   Public face is recognised as important by both partners   & Relationships

Understand each other’s requirements Get it all down in writing   Meet regularly   Transparency – financial and operational   Relationships are important   Joint problem solving   Clear resolution processes   

  Do

some more work with internal Council arrangements & recognise the value of working on these relationships at the start.

Page 33

2

1/13/09

BACKGROUND

OUTLOOK: A SOCIAL ENTERPRISE

BACKGROUND SO WHAT IS A “SOCIAL ENTERPRISE”? •  “A social enterprise is run in a socially responsible manner and the business itself often provides an unmet service to the community.” Brotherhood of St Laurence

SO WHAT IS A “SOCIAL ENTERPRISE”? •  “A social enterprise is a business. But it’s a business with a difference. All profits made by a social enterprise are reinvested back into the community to develop much needed services and resources…”

BACKGROUND SO WHAT IS A “SOCIAL ENTERPRISE”? •  Outlook shares the Brotherhood’s view and is now recognised as one of Australia’s leading social enterprises •  How was this achieved?

INTRODUCTION

INTRODUCTION

A SOCIAL ENTERPRISE: CREATING POSITIVE CHANGE •  Traditional methods of service delivery are fast becoming redundant

A SOCIAL ENTERPRISE: CREATING POSITIVE CHANGE •  In response, Outlook pioneered a social enterprise based on strong commercial, government and community partnerships

•  Governments are not prepared to fully fund community organisations

•  Outlook is underpinned by an absolute commitment to quality, good governance, professionalism and a spirit of invention

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INTRODUCTION A SOCIAL ENTERPRISE: CREATING POSITIVE CHANGE •  All Outlook’s activities are designed to achieve a social return in:       

Employment Environment Training Social inclusion, people’s rights and citizenship

OUTLOOK TODAY Outlook Environmental •  A business division of Outlook comprising six Resource Recovery Centres, five shops and a Nursery – Outlook Greenery •  Provides positive environmental outcomes, jobs for 170 people and low-cost goods to the community

OUTLOOK TODAY

OUTLOOK TODAY

Outlook Environmental

Outlook Environmental: Mornington

•  All profit generated by the business is fed back into Outlook’s Community Services division

OUTLOOK TODAY

OUTLOOK TODAY

Outlook Environmental: Reservoir

Outlook Environmental: Knox

2 Page 35

1/13/09

OUTLOOK TODAY

OUTLOOK TODAY

Outlook Environmental: Hampton Park

Outlook Environmental: Shops

OUTLOOK TODAY

OUTLOOK TODAY

Outlook Environmental: People

Outlook Environmental: Nursery

OUTLOOK TODAY

OUTLOOK TODAY

Outlook Environmental

Outlook Environmental

ACHIEVEMENTS •  Enormous growth in materials diverted from landfill

ACHIEVEMENTS (Cont.) •  50% of workforce from disadvantaged backgrounds •  First organisation in Australia to provide full award wages for people with a disability (1995)

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1/13/09

OUTLOOK TODAY

OUTLOOK TODAY

Outlook Environmental

Outlook Environmental

ACHIEVEMENTS (Cont.) •  Orchestrated mutually beneficial partnerships with councils, multinationals and small business to achieve social outcomes •  Outlook’s partners: SITA, City of Darebin, Mornington Peninsula Shire, TPI, City of Knox, WM Waste Management, City of Hume

OUTLOOK TODAY

OUTLOOK TODAY

Outlook Environmental

Outlook Environmental

ACHIEVEMENTS (Cont.) •  Independent research by Social Ventures Australia and Social Firms Australia found:   Every dollar invested by government and philanthropic groups in OE will return $1.90   Funds raised create jobs, reduce welfare payments, raise additional tax, reduce waste to landfill and provide low-cost recycled goods to the community   Report concludes OE is creating a real economic and social return

PLANS FOR THE FUTURE •  With the support of Social Firms Australia, replicate Outlook Environmental throughout Australia and New Zealand •  Create further employment opportunities within Outlook Greenery through large-scale partnerships

OUTLOOK TODAY

OUTLOOK TODAY

Community Services

Community Services

•  The heart of Outlook, whose central role is to build inclusive communities by:       

ACHIEVEMENTS (Cont.) •  The last four major council waste management and resource recovery tenders in Victoria have been won by Outlook and its partners, apart from Darebin, which Outlook won in its own right

Creating training and employment opportunities Developing skills Broadening relationships Supporting people to feel valued as citizens and connected to their community

•  Outlook’s commitment to the spirit of social enterprise is enhanced by its Community Services Division •  Outlook values the rights, citizenship and inclusion of disadvantaged people, and prides itself on its unique response to their needs

4 Page 37

1/13/09

OUTLOOK TODAY

OUTLOOK TODAY

Community Services

Community Services

•  The Community Services Division of Outlook is comprised of:         

Momentum Personnel Community Centre Outlook One Respite & Leisure Volunteering

MOMENTUM PERSONNEL •  Outlook’s employment placement service assisting 110 people with a disability find and retain paid work •  Has acquired a 4.5-star rating, in recognition of performance on job placements and retention in open employment

OUTLOOK TODAY

OUTLOOK TODAY

Community Services

Community Services

MOMENTUM PERSONNEL •  This star rating puts Momentum in the top 9% of employment agencies in terms of achieving outcomes for disadvantaged people •  Accredited under ISO 9001 and Commonwealth Disability Employment Quality Assurance

MOMENTUM PERSONNEL – REAL OUTCOMES •  “I came to Momentum in 2006. I was being medicated for a mental health issue and had recently become unemployed. They helped me get a work trial. I was offered a full time position. I feel like a new man. I have purpose in my life and I look forward to getting up and going to work.” – Ivan

OUTLOOK TODAY

OUTLOOK TODAY

Community Services

Community Services

MOMENTUM PERSONNEL – REAL OUTCOMES

MOMENTUM PERSONNEL – REAL OUTCOMES •  “I moved to Australia from Afghanistan 19 years ago. I had not worked in this country. My qualification of Kindergarten Teacher isn’t recognised here. Momentum assisted me to re-skill as a Child Carer and I have been working for 4 months. It has made a huge difference to my life and my family.” – Aziza

5 Page 38

1/13/09

OUTLOOK TODAY

OUTLOOK TODAY

Community Services

Community Services

MOMENTUM PERSONNEL – STAFF

MOMENTUM PERSONNEL – ACHIEVEMENTS •  Outstanding long-term placement record

OUTLOOK TODAY

OUTLOOK TODAY

Community Services

Community Services

OUTLOOK COMMUNITY CENTRE •  Offers accredited training, facilitates numerous support groups, develops skills and broadens relationships

OUTLOOK COMMUNITY CENTRE

•  Over 90 accredited and non-accredited courses •  All services respond to a community need

OUTLOOK TODAY

OUTLOOK TODAY

Community Services

Community Services

OUTLOOK ONE •  Connects disadvantaged people to their community

OUTLOOK ONE

•  Provides a range of support, education, training and employment based on individual needs and goals

6 Page 39

1/13/09

OUTLOOK TODAY

OUTLOOK TODAY

Community Services

Community Services

OUTLOOK RESPITE & LEISURE SERVICE •  Offers an out-of-hours respite service to support disadvantaged people and their parents and carers

OUTLOOK RESPITE & LEISURE SERVICE

•  Provides a range of leisure activities based on individual choice

OUTLOOK TODAY

OUTLOOK TODAY

Community Services

Community Services

OUTLOOK VOLUNTEERING •  Outlook has nearly 50 volunteers including a number of disadvantaged people who find personal value in contributing to the community through volunteering

OUTLOOK VOLUNTEERING

•  Outlook provides involvement, interaction and a host of opportunities for members of the community wishing to volunteer

OUTLOOK TODAY

OUTLOOK TODAY

Partnerships

Partnerships

•  For partnerships to succeed, there must be mutual respect, trust and good faith

•  Outlook partnerships underpin its status as a social enterprise

•  Outlook’s partnerships demonstrate the power of what can be achieved when government, business and community work together

7 Page 40

1/13/09

OUTLOOK TODAY

OUTLOOK TODAY

Partnerships

Partnerships

•  The Outlook model has been validated with the winning of four prominent awards in 2008:

•  The Outlook model has been validated with the winning of four prominent awards in 2008:

  “Business Services Excellence” award presented by the Hon. Bill Shorten, MP   National Disability Services (Victoria) “Contribution to the Employment of Disadvantaged Workers” by Outlook’s partner, SITA

  NDS “President’s Award” in recognition of Outlook’s Outstanding Honorary Service to NDS   NDS “Distinguished Service Award” for Outstanding Contribution in a Voluntary Role

OUTLOOK TODAY

OUTLOOK TODAY

Partnerships

Partnerships

HOW PARTNERSHIPS WORK FOR PEOPLE Through its partnerships, Outlook is continually creating a variety of employment and social inclusion opportunities that would not otherwise be available to people

OUTLOOK TODAY Partnerships TESTIMONIALS “SITA is a world leader in the provision of environmental services. Our unique partnership with Outlook, which provides award-wage employment for disadvantaged workers, minimises waste to landfill and offers low cost, recycled goods to the community, is something SITA is very proud to be associated with.” – Daniel Fyfe, SITA

TESTIMONIALS “Outlook’s commitment to the citizenship and rights of disadvantaged people, and the unique manner in which it forms partnerships with business, government and the broader community to achieve employment and integration outcomes, is something I fully endorse.” – Russell Broadbent, MP

ONE LAST THOUGHT… •  “Whenever society (has the chance to) seize a new opportunity, it needs an entrepreneur to see the opportunity then to turn that vision into a realistic idea and then a reality and then, indeed, the new pattern all across society.” – Bill Drayton, social entrepreneur named as one of America’s top 25 leaders in 2005

8 Page 41

1/13/09

Good mental health = Good business

SANE Australia

Dr Paul Morgan Deputy Director, SANE Australia

A national charity working for a better life for Australians affected by mental illness

Social Firms Forum 2009

SANE Australia

Mental health literacy

Community education Campaigning Research

Why the workplace matters . . . •  Employment reforms make mental illness an

issue employers cannot ignore Improving community understanding of mental illness - ‘mental health literacy’ is at the core of our mission . . .

•  Mental illness is made a ‘public’ not private issue •  The workplace is the locus of social inclusion

From this will flow earlier diagnosis and treatment, improved social attitudes, media coverage and funding for services.

The spectrum

Mental illness

Mental health and mental illness

How many are really affected . . ?’ Every year . . .

•  Everyone has ‘mental health’

•  45% have mental illness at some time in life

•  Anxiety disorders

14%

•  Depression

6%

•  Substance use disorders

5%

•  Psychotic disorders

2%

ABS, 2008

1 Page 42

1/13/09

Mental illness at work 1

Mental illness at work 2

Psychosis: schizophrenia, schizoaffective disorder

Depression

•  Low prevalence disorders: approx 2%

•  High prevalence: approx. 6% of population

•  A range of severity, often in disabling form

•  A range of type and severity

•  Less likely to be in full-time employment

•  More likely to be in employment

•  Symptoms partly controlled by medication

•  Symptoms partly controlled by treatment

•  Hallucinations, delusions, disorganised thoughts

•  Extreme prolonged sadness/ negative thoughts,

affecting ability to function and experience pleasure

Mental illness at work 3

Managerial response

Anxiety disorders

‘Fear, uncertainty and doubt’

•  Highest prevalence: approx. 14% of population

•  Symptoms are behavioural not physical

•  A range of type and severity

•  Response likely to be emotional/ behavioural

•  More likely to be in employment

•  No obvious response, leading to frustration

•  Symptoms partly controlled by treatment

•  Rapid move to buck-passing/ dismissal procedures

•  Extreme worry without real cause, panic,

obsessions, compulsions, phobias

SANE response

SANE response

Pre-emptive education + training

SANE Work Guides

•  Flexible to company needs •  Complements EAP, Wellness and other strategies •  In-house sessions for supervisors and other staff •  Use of SANE Speakers’ personal experience •  Encourages planning + help-seeking •  Supply/ customisation of SANE Work Guides

2 Page 43

1/13/09

USA

1

USA

2

Understanding

Support

•  A form of preparation, not making a diagnosis

•  Attitude matters at all times (eg, inclusion)

•  De-mystifies symptoms – easier to ‘get a handle on’

•  Respect for privacy

•  Promotes empathy + trust with manager

•  A little flexibility goes a long way

•  Disclosure encouraged if relevant,

•  Promotes loyalty

though needs trust on both sides

USA

•  Ensure fairness to other employees

3

USA

Case study

Action

Helping Tracy

•  Agree list of ‘warning signs’ beforehand

•  Works well in customer service

•  Adjustment of days/ hours/ environment if needed

•  Has confided to manager of depression in past

•  Discuss any possible OHS issues

•  Starts arriving late frequently/ dressed untidily

•  Discuss helpful tips (eg, written instructions)

•  Engagement with customers changed

•  Agree on plan of action if person becomes unwell

•  Found weeping in toilets more than once

(for person’s health and to maintain operations)

USA

Case study

USA

Case study

Helping Tracy: Understanding

Helping Tracy: Support

•  Make time to discuss performance privately

•  Reassure re confidentiality/ treat as medical issue

•  Explain concern directly about work performance

•  Discuss use of sick or other leave

•  Ask if there’s a reason

•  Discuss possible work modifications (eg, shifts)

•  If depression is issue, express understanding

•  Ensure no reason for resentment re ‘favouritism’ or

and ask if they are getting help

‘creating work for others’

3 Page 44

1/13/09

USA

Case study

SANE at Work

Helping Tracy: Action

Benefits

•  Encourage treatment for symptoms

•  Gives a workplace structure for managing

•  Explore part-time/ home work while under stress •  Check wishes re disclosure to colleagues •  If OK, organise education + training •  Be frank about need to address work performance

mental illness-related issues •  Reduces misplaced fear and misunderstanding •  Promotes preventative help-seeking and action •  Promotes staff retention and loyalty

issues in this context. Consider back-fill.

and . . .

SANE at Work

Information

Benefits

Website www.sane.org

•  Component for wider Wellness Programs •  Contributes to company CSR commitment •  Contributes to wider social acceptance and

integration of people with a mental illness

Helpline 1800 18 SANE Enquiries 03 9682 5933

4 Page 45

1/13/09

Smoking
rates
and
definitions
 •  General
population
smoking
rate
17.7%
(OECD
 Health
Data,
2007)

mental
illness
and
smoking
 Kristen
Moeller‐Saxone
 University
of
Melbourne

Why
is
this
a
problem?
 •  Leading
cause
of
death
among
people
with
a
 mental
illness
is
CHD
 •  Morbidity
–
living
with
the
illnesses
and
 disability
caused
by
smoking
 ‐
diabetes
rates
increasing
 ‐
respiratory
illness
 •  Loss
of
fitness,
energy
associated
with
 negative
symptoms
 •  Cost
vs
illegal
tobacco

Psychological
factors

•  People
with
a
mental
illness
–
 
smoking
rate
60%
 •  Mental
illness
 ‐
high
prevalence
disorders,
eg.
anxiety,
 depression
(not
included)
 •  Low
prevalence
eg,
psychotic
 disorders

Biological
factors
 •  
Nicotine
and
neurotransmitters

Smoking
culture
in
clinical
sector

•  Grief,
despair
and
smoking

(Lawn,Pols
&
Barber,
2002.
Soc
Sci
Med,
54(1),
93‐104.)

‐
alleviate
stigma,
sense
of
 freedom
 ‐
contrast
with
psychiatric
 treatment
 •  Link
with
‘role
engulfment’
(Roe
&
 Lachman,
2005.
The
Israel
Journal
of
Psychiatry
and
 Related
Sciences,
42(4),
223‐230.)

•  Smoking
symptomatic
of
sick
 role?

•  Nurses
try
to
help

 •  Smoking
bans
 ‘infringe
patient’s
 rights’
 •  Clinicians
don’t
 recognise
and
treat
 smoking

1 Page 46

1/13/09

Tobacco
control
interventions
 •  Increase
stigma
 •  Low
socio‐economic
 status
(SES)
absorb
 stigma

 •  High
SES
deflect
it
 •  Increased
taxes,
no
help

Interest
in
quitting
 •  59%
interested
in
quitting
 27%
next
30
days
 32%
next
6
months
 41%
other
 (at
a
particular
birthday,
“when
my
shrink
says
 I’m
ready”,
“when
I
feel
confident”,
“when
I
 can
cope
with
withdrawal”)
 •  74%
interested
in
cutting
down

Neami
 •  National
PDRSS
with
sites
in
Victoria,
NSW,
SA
 and
WA.
 •  Identified
that
smoking
was
an
important
 issue
for
consumers
(health
and
finances)
and
 staff
(OHS)

How
to
help
 •  Do
you
know
how
many
clients
smoke?
 •  Do
you
know
if
they
are
interested
in
cutting
 down
or
quitting?
 ‐
in
the
next
30
days,
6
months,
other?
 •  Explore
implications
of
smoking
on
work
 ‐
cost
 ‐
fitness
and
health
 ‐
hygiene

How
to
help
 •  Tip
decisional
balance
 •  Resources
–
SANE
Smokefree
resources
 ‐
NDARC
CBT
manual
 ‐
Nicotine
Replacement
Therapy
 ‐
?medications
 ‐
medicare
psychologist
rebate

2 Page 47

An evaluation framework for social firms and other supportive employment: pilot results Carol Harvey, Tamar Paluch, Ellie Fossey and David Juriansz SoFA Forum Monday 24th November 2008

What is the Vocational Evaluation framework? •  Developed in partnership with SoFA •  Reference group: –  representatives of community organisations involved in the establishment of social firms (a disability employment agency and SoFA) –  consumer advocates (people with experience of MH problems) –  mental health researchers

•  Consists of reliable, valid and evidence-based tools to measure client-centred employment outcomes (vocational and non-vocational)

Evaluation tools •  Sense of empowerment –  Making Decisions Empowerment Scale (Rogers et al., 1997) 28-item consumer-constructed scale covering self-esteem/efficacy, power/powerlessness, community activism and autonomy, optimism and control over future, and righteous anger

•  Social relationships –  Friendship Scale (Hawthorne, 2006) 6-item scale measuring perceived social isolation and social connectedness

Why evaluate? •  Develop an evidence base for social firms (and other employment services) •  Improve service delivery •  Improve outcomes for employees with mental health problems •  Provide rationale for service planning and funding •  Need more sophisticated outcome measures for vocational services (ACE, 2008) and, systems that encourage and facilitate evaluation of service delivery and performance (MHCA, 2007)

Vocational Evaluation Framework •  Vocational outcomes – type of job, hours worked, rate of pay, welfare status and duration of employment •  Non-vocational outcomes impact of supportive employment on sense of empowerment, social isolation, job satisfaction, quality of life •  Open-ended questions

Sense of empowerment

Social relationships

PERSONAL & WORKRELATED DATA Quality of life

Job satisfaction

Evaluation tools •  Job satisfaction –  Indiana Job Satisfaction Scale-CJ (Tsang and Wong, 2005) 28-item scale covering general satisfaction, pay, advancement and security, supervision, co-workers, how I feel on the job

•  Quality of life –  WHO QoL-8 (Power, 2003; Schmidt et al, 2008) 8-item scale derived from the longer WHO-QoL Bréf (The WHOQoL Group, 1998)

Page 48

1

Aims of the pilot

Recruitment of pilot participants

•  Examine the acceptability of the Vocational Evaluation (VE) framework to people with a psychiatric disability and service providers •  Test the feasibility of the recruitment and testing procedures •  Establish the usefulness of the VE framework for evaluating the job satisfaction, functioning and quality of life of employees with a psychiatric disability over 6 months of employment

Referrals to project

Agency 1

Agency 2

Agency 3

TOTAL

Total number referred

9

9

3

21

Beyond three month criteria

2

-

-

2

Other incorrect referrals

-

3

-

3

1

1

1

3

Referred but did not meet study criteria:

Failure to attend interview

-

1

-

1

Changed mind about involvement when called

2

-

-

2

Had fallen out of work by initial contact

-

1

-

1

Had fallen out of work by first interview

-

1

-

1

Eligible (recruited)

4

2

2

8

- full 6 months - other outcome

3 1

2

1* 1

4 4

Profile of pilot participants •  •  •  •  •  •  •

Aged 36 to 62 years Most female (6) Most single (6) 2 lived alone, 6 with family or friends 5 had completed some TAFE study; 2 had not completed high school 3 commenced further education during pilot, discontinuing work Most participants had experienced a mood (or affective) disorder: –  –  –  –

depression, 3 bipolar disorder, 2 schizoaffective disorder, 1 schizophrenia, 2

•  Mean duration of illness 9 years •  6 were currently taking medication

–  Newly, or recently (within 3 months) employed through DEN service with post-placement support or in a social firm –  Moderate-severe psychiatric disability –  English language skills

Recruitment barriers •  Recruitment of participants –  reliance on employment agency staff as recruiters –  ineligibility of social firm employees –  ‘client reluctance’ to be involved in research

•  Potential bias due to recruitment issues

Referred but did not participate: Unable to participate due to work commitments

•  Recruitment via employment consultants (ECs) •  Eligibility criteria:

–  ECs likely to have been selective in choosing potential participants –  characteristics of clients who choose to be involved versus clients who don’t want to be involved

Employment of pilot participants •  5 were in part-time work, 3 in casual work •  Customer service, administration, personal care work and hospitality •  Hours worked ranged between 8-34 hours per week (mean = 15 hrs (SD=8, median=12) •  Mean hourly wage of $18.81 (SD=$3.24, range $15.00-25.00) •  6 had disclosed their mental illness to their employer •  Workplace support needs: 4 low; 3 medium; 1 high •  Benefits: 4 on Disability Support Pension (DSP); 2 on Newstart; 2 were not receiving any pension benefits •  3 relied predominantly on benefits, others counted work as their main source of income

Page 49

2

Participant feedback •  Positive experience of involvement •  Motivators: improvements in service delivery & helping others in long term •  Reflective process  appraisal of work situation “Employment-wise, a job doesn’t necessarily make you happy but being involved in this project gave me a framework in which to think about this” •  Participation in the project was valuable “It gives an opportunity to reflect over time to say “I’ve actually come this far…” – in a way it’s an affirmation, reflecting a journey over time… There is something quite powerful about declaring it on paper” •  Questionnaires relevant & useful to frame experiences

Job satisfaction over first 6 months of employment •  Indiana Job Satisfaction Scale-CJ

–  Higher scores (range 0-4) reflect greater job satisfaction –  Median scores •  •  •  •

Baseline, 3.3 (2.0-3.6, n=8) 1 month, 3.0 (2.2-3.5, n=8) 3 months, 2.9 (2.0-3.6, n=7) 6 months, 3.2 (2.0-3.5, n=4)

–  Lower end of “moderate satisfaction” –  Slight decline in job satisfaction across first 3 months, with some recovery by 6 months –  Higher scores at baseline (when participants still within three months of having commenced work) may be reflective of the initial ‘high’ of finding and starting work, consistent with literature re: ‘honeymoon period’

Quality of life over first 6 months of employment •  WHO QoL-8 –  Higher scores (range 0-32) indicate better quality of life –  Median scores •  •  •  •

Baseline, 16.5 (11-28, n=8) 1 month, 18.5 (10-25, n=8) 3 months, 21 (12-30, n=8) 6 months, 26 (15-27, n=4)

–  Improvement in quality of life over 6 months of employment –  Satisfaction with self shows a particular improvement and there are also steady improvements in health, energy and everyday activity

Some participant feedback about doing the evaluation “You can look at it , rate yourself and say – yeah, you've come a long way… you're doing well!” “It was good thinking of things from the perspective of the questionnaires; some of my responses probably came from somewhere deep inside and it was good to get them out; but it can be a bit hard depending what space you are in “Gives an opportunity to unpack a bit like a 'therapy' session” work situation. Often we do this on ‘autopilot', gives support to evaluate it all”

Relationships over first 6 months of employment •  Friendship Scale –  Higher scores (range 0-24) indicate greater social connectedness –  Median scores •  •  •  •

Baseline, 17 (7-23, n=8) 1 month, 16.5 (11-20, n=8) 3 months, 19 (16-24, n=8) 6 months, 19.5 (16-23, n=4)

–  At baseline and one month, participants could be classified as experiencing “some social isolation” and at three and six months, as “socially connected”

Empowerment over first 6 months of employment •  Making Decisions Empowerment Scale –  Higher scores (range 1-4) indicate greater empowerment –  Median scores •  •  •  •

Baseline, 2.8 (2.5-3.4, n=8) 1 month, 2.9 (2.6-3.4, n=8) 3 months, 2.4 (2.0-3.0, n=8) 6 months, 3.1 (2.9-3.3, n=4)

–  Scores reflect a moderate sense of empowerment –  Hard to discern a clear and meaningful pattern of change

Page 50

3

Participant feedback on individual scales •  Job Satisfaction scale a comprehensive and useful questionnaire, providing a good “snapshot of the workplace” •  Friendship Scale easiest scale to fill out, although potentially confronting because it makes people think about the availability of a social network around them •  Quality of Life Scale more confronting questionnaire of the four, but in such a way that promoted reflection; this could be difficult if you were feeling particularly unhappy with yourself and your life circumstances that week •  Empowerment Scale quite a philosophical, abstract questionnaire; no ‘neutral’ choice on the scale; however many of the participants enjoyed filling this one out

Staff feedback – value of this approach to evaluation •  Overall support: –  Good opportunity for clients –  Useful for informing service delivery; guiding post-placement support outcomes & interventions; providing insight into client work experiences

•  Perceived barriers: –  –  –  –  –

Heavy workload Research is not a high priority for some ECs Variability of support provided to, and contact with, clients once job has started Clients not interested in participating in research Early stages of employment are often stressful, so difficult to participate in research at this stage

•  Uncertainty about: –  existing research & evaluation policies in the organisation –  whether evaluation could be easily integrated into service delivery

Value of Vocational Evaluation framework •  Acceptability and relevance of Vocational Evaluation framework confirmed –  substitute self-efficacy scale for empowerment scale

•  Inclusion of qualitative questions provides a deeper understanding of the employment experience •  Questionnaire responses can be used to inform discussion re: employment experiences between clients and ECs as well as to capture outcomes

Evaluation of Employment Outcomes •  Promising preliminary indications of improvements in quality of life and social connectedness - may be associated with early stages of employment •  A number of participants left work between 1 and 3 months –  Challenge of job tenure and associated milestones –  Not all jobs are ‘good jobs’ and good outcomes are not simply about job tenure

Implications of Vocational Evaluation pilot Implications for DEN: •  Need protocols and ‘ownership’ to further develop evaluation in DEN agencies •  Future evaluations should seek to directly recruit employees •  Where does client-centred evaluation fit in DEN? Implications for social firms: •  Potential to lead development of social firm evidence base •  Start collecting evaluation data at establishment of social firm •  Potential to embed evaluation into social firm administration

Page 51

4

Acknowledgements & thanks •  Reference group members: Caroline Crosse (Executive Director) and Jeff Galvin (Consumer Advocacy worker) – Social Firms Australia & Ron Miers (CEO) – Westgate Community Initiatives Group (WCIG), Inc. •  Affiliated agencies, their staff and participating clients: Westgate Community Initiatives Group, Inc., Eastern Access Community Health, Crosslink Employment •  The Danks Trust and the Ian Potter Foundation for their generous support in funding this pilot

Page 52

5

1/13/09

SoFA.

SoFA.

Social Firms Australia

Social Firms Australia

What is a commercial screen?

The commercial screen & it’s application Roger Pitt, BE Monash MBA UC Berkeley, SoFA Business Advisor

SoFA.

Business Assessment Checklist

Social Firms Australia

•  The business and its management •  Business Assessment Checklist

Business Assessment Checklist •  The business and its management •  Product Information

Business Assessment Checklist •  The business and its management •  Product Information •  The Market

1 Page 53

1/13/09

Business Assessment Checklist •  •  •  •

The business and its management Product Information The Market Marketing

Business Assessment Checklist •  •  •  •  •

Business Assessment Checklist •  •  •  •  •  •

The business and its management Product Information The Market Marketing Manufacturing Strategy/Objectives

Business Assessment Checklist

The business and its management Product Information The Market Marketing Manufacturing

Business Assessment Checklist •  •  •  •  •  •  •

The business and its management Product Information The Market Marketing Manufacturing Strategy/Objectives Investment Proposal

SoFA. Social Firms Australia

•  •  •  •  •  •  •  •

The business and its management Product Information The Market Marketing Manufacturing Strategy/Objectives Investment Proposal Financials

How do you apply the commercial screen?

2 Page 54

1/13/09

SoFA.

SoFA.

Social Firms Australia

Social Firms Australia

Supermarket •

•  $18million turnover EBIT (earnings before interest & tax): average over 3 yr: $270K •  Asking price $2.2 million + stock and equipment

Supermarket •

•  $18million turnover EBIT (earnings before interest & tax): average over 3 yr: $270K •  Asking price $2.2 million + stock and equipment •  Realistic valuation: 3 x EBIT + stock and equipment = $810,000 + stock and equipment

SoFA. Social Firms Australia

www.socialfirms.org.au

3 Page 55

Social
Firms
Forum
2008

Employment
assistance
programs
for
 people
with
disability
and
mental
illness

Sharon Rose Branch Manager Participation Policy—Disability and Disadvantaged 24-25 November 2008

Employment
programs
and
services
 •  Employment
assistance
programs
assist
job
seekers
to
 prepare,
find
and
maintain
employment:
 –  Job
Network
 –  Disability
Employment
Network
 –  Vocational
Rehabilitation
Services
 –  Personal
Support
Program
 –  Job
Placement,
Employment
and
Training

Review
of
general
employment
and
 disability
employment
services

•  JobAccess
(www.jobaccess.gov.au
or
1800
464
800)

Review
of
mainstream
employment
services

Review
of
disability
employment
services

•  Government
commitment
to
review
mainstream
 employment
services

•  disability
employment
services
to
remain
separate
and
 distinct
and
have
their
own
review

•  will
provide
opportunities
for
job
seekers
to
train
in
 areas
of
skill
shortage

•  better,
more
tailored
assistance
for
disadvantaged
job
 seekers

•  greater
emphasis
on
helping
employers
find
work
ready
 job
seekers.

•  create
more
streamlined
service
delivery
and
 administration
processes

•  to
be
introduced
on
1
July
2009

•  will
inform
disability
employment
service
arrangements
 from
March
2010

1 Page 56

Purpose
of
the
Strategy

National
Mental
Health
and

 Disability
Employment
Strategy

•  aims
to
address
the
barriers
that
make
it
harder
for

 people
with
disability
to
gain
and
maintain
 employment
 •  guides
the
design
and
implementation
of
measures

to
 increase
employment
opportunities
for
people
with
 disability
 •  coordinated
and
collaborative
approach
to
disability
 employment
issues
and
increase
the
workforce
 participation
of
people
with
disability

Consultation
process
and
outcomes
 •  over
700
individuals,
covering
some
380
organisations,
attended
 consultations
 •  over
300
written
submissions
received
 •  people
with
disability
want
to
work
and
participate
in
an
inclusive
 society
 •  key
issues
emerging:
 –  better
access
to
education
and
training
 –  supporting
and
encouraging
employers
 –  engaging
people
with
disability
 –  improving
the
disability
employment
services
system

Research
into
mental
health
and
 employment

•  the
Government
is
currently
considering
the
outcomes
from
the
 consultation
process

COAG
research
projects
 •  ten
research
projects
now
complete
including:
 –  ‘Employer
attitudes’
project
 –  ‘Communication
with
General
Practitioners’
 project
 –  ‘Employer
initiatives’
project

JobAccess

•  ‘Evaluation
of
best
practice
employment
assistance
for
 people
with
mental
illness’
continues
through
to
2011

2 Page 57

Website
content
 Information
covering:
 •  getting
assistance












































 •  training
and
development
 •  recruiting
new
staff
 •  supporting
and
retaining
staff
 •  managing
a
return
to
work
 •  being
a
disability
friendly
organisation
 •  case
studies
and
success
stories

jobaccess.gov.au

JobAccess
Advisers

Employer
incentives

•  JobAccess
Advisers
help
you
find
the
assistance
you
 need
to
recruit
a
person
with
disability
and
link
you
to
 a
range
of
workplace
supports.

Incentives
include:
 •  Workplace
Modifications
Scheme
 •  Job
in
jeopardy
 •  Auslan
For
Employment
programme
 •  Work
Experience
Programme

 •  Supported
Wages
System
 •  Wage
Subsidy
Scheme

•  Provide
expert
individualised
service

 •  Free
call/TTY:

1800
464
800

Workplace
Modifications
Scheme

Job
in
jeopardy
assistance

•  Pays
for
the
costs
involved
in
making
the
workplace
 more
accessible

•  immediate
support

•  Examples
of
modifications
include:
 –  –

building
a
wheelchair
ramp
 partitions
for
quiet
space

•  Apply
using
the
online
application
form
on
the
 JobAccess
website

•  risk
of
employee
losing
their
job
as
a
result
of
their
 disability,
illness
or
injury
 •  provides
funding
for
assistance
with
job
design,
job
 restructure
and
workplace
adjustment
 •  available
through
the
Disability
Employment
Network
 and
Vocational
Rehabilitation
Services

3 Page 58

www.deewr.gov.au
 General
enquiries:
1300
363
079

4 Page 59

Depression: It’s our problem? Managing the most common mental health issues in the workplace

Session Overview 1.  Background to this problem 2.  How does this impact in the workplace? 3.  How can organisations tackle this issue?

Therese Fitzpatrick National Workplace Program Manager

Session Overview 1.  Background to this problem? 2.  How does this impact in the workplace?

What is depression? (and what isn’t it?)

3.  How can organisations tackle this issue?

© beyondblue National Workplace Program 2008

The diagnosis of depression Depression… is not just feeling sad or down…   is more than being stressed at work…   is a clinical illness…   causes significant distress…   impairs a person’s ability to cope with their life… 

responds to treatment! © beyondblue National Workplace Program 2008

 More than 2 weeks of persistent low mood and/or loss of interest or pleasure plus

 Symptoms across these categories… © beyondblue National Workplace Program 2008

1

Physical • Tiredness •  Appetite and weight change •  Sick and run down •  Disturbed sleep

Behavioural

Feeling

•  Social withdrawal •  Alcohol & drug use •  Reduced productivity •  Poor concentration

•  Overwhelmed •  Indecisive •  Lack of confidence •  Irritability

How common are depression & related disorders? (from Australian National Household Survey 1999)

Thinking •  Negative thinking pattern •  Hopeless, helpless & worthless •  Suicidal thoughts © beyondblue National Workplace Program 2008

These disorders are very prevalent Twelve-month prevalence of mental disorders in Australian adults (n= 10,600)

MALES

Any depressive disorder Any anxiety disorder

% % Population estimate 4.2 275,300 7.1 829,600

470,400

Any substance use disorder

11.1 734,300 4.5 307,500

Any mental disorder

17.4 1,151,600 18.0

•

7.4

1 in 4 people with •

estimate 503,300

•

12.0

•

1,231,500

© beyondblue National Workplace Program 2008

These disorders often occur together…

FEMALES

Population

Source: Andrews G, Hall W, Teesson M, Henderson S. The mental health of Australians. Mental Health Branch, Commonwealth Department of Health and Aged Care, 1999.

© beyondblue National Workplace Program 2008

•

Depression Anxiety Substance use disorder

had TWO of these disorders existing at the same time © beyondblue National Workplace Program 2008

Over 1,000,000 Australians each year experience depression

What causes depression?

Depression affects 1 in 5 people in their adult lifetime: 1 in 4 women 1 in 6 men

1 in 5 in your community and your organisation © beyondblue National Workplace Program 2008

© beyondblue National Workplace Program 2008

2

Not Causes but Risk and Protective factors for depression...

Do we need to isolate the cause for each person? •

Not always a specific incident

•

Often a combination of factors

•

Can’t identify, control or change causes

•

Solution focused treatment

EXTERNAL factors

PERSONAL factors

Genetic makeup © beyondblue National Workplace Program 2008

External Risk factors...

© beyondblue National Workplace Program 2008

Internal Risk factors... •  Personality

•  Family conflict

•  Chemical changes

•  Workplace bullying

•  Poor coping strategies

•  Chronic illness

PERSONAL " factors

EXTERNAL factors

Genetic " makeup

Genetic " makeup © beyondblue National Workplace Program 2008

© beyondblue National Workplace Program 2008

Protective factors… help us keep the balance...

What effective treatments are available?

From Jorm, et al (2001)

PERSONAL" factors

EXTERNAL factors •  Social " Connectedness •  Design of healthy " work environments

Genetic " makeup

•  Diet & physical activity

"

“My mother once said to me regarding an episode of depression ‘just put some lippy on love’…that will make you feel better”

•  Psychological " strategies © beyondblue National Workplace Program 2008

© beyondblue National Workplace Program 2008

3

Treatment for depression

62% of people in Australia with depression do not seek any professional help

PSYCHOLOGICAL MEDICAL

LIFESTYLE

The most important thing is to find a treatment that works for the individual! © beyondblue National Workplace Program 2008

© beyondblue National Workplace Program 2008

Why don’t people seek help?

Stigma   Lack of knowledge and understanding   Difficulty accessing treatment   Treatment unavailable   Discrimination in the workplace 

Session Overview 1.  Background to this problem in Australian organisations 2.  How does this impact in the workplace? 3.  How can organisations tackle this issue?

From Highet et al 2002 © beyondblue National Workplace Program 2008

Depression results in: 1. Absenteeism:

Financial cost

Workplace culture

Legislative

– half a million full working days lost every month

2. Presenteeism: –  more than 12

compliance

million days of

reduced productivity in a year (Andrews, G et al 1999)

© beyondblue National Workplace Program 2008

© beyondblue National Workplace Program 2008

4

Depression is costing your organisation…

Absenteeism + lost productivity

= $9,660 per full-time employee with

Raise awareness in your organisation so that employees:   comply with legislation

untreated depression p.a.

  intervene early to get help or to assist others

($650,000 p.a per 1,000 employees) (Caleo & Hilton, Queensland Centre for Mental Health Research, 2004)

© beyondblue National Workplace Program 2008

© beyondblue National Workplace Program 2008

What helps? Effective management & RTW strategies

Session Overview 1.  Background to this problem in Australian organisations

1.  2.

2.  How does this impact in the workplace?

3.

3.  How can organisations tackle this problem?

5.

4.

Engage early Keep at work where possible Keep connected during absence Discuss with employee what to tell others Encourage & support use of effective treatments

What would you do if it was a physical illness?

beyondblue resources:

Pathways for help

Website   www.beyondblue.org.au GP (BOIMH) Medicare Benefits Schedule

Organisational resources eg EAP

HELP beyondblue information, referral line and other helplines (SANE, Kidsline)

beyondblue Information & Referral Line   1300 22 4636 (cost of local call) Fact sheets   Available from beyondblue website or via information and referral line beyondblue National Workplace Program   Manager/Staff workshops   Facilitated by accredited mental health professionals   Customised to the organisational environment

5

Contact:

Therese Fitzpatrick Program Manager beyondblue National Workplace Program workplace@beyondblue.org.au Phone: (03) 9810 6100

Š beyondblue National Workplace Program 2008

Š beyondblue National Workplace Program 2008

6

Today’s session

Practical Tips on Delivery of Service Contracts 24th November 2008

Who is VicUrban?

•

Introduction to VicUrban

•

Exploring social enterprise opportunities

•

Procurement

•

Discussion and Tips

Who is VicUrban?

Who is VicUrban? VicUrban is the State Govt.’s sustainable land development agency.

Melbourne Docklands

We are an organisation of 200+ employees. We operate in Victoria and are one of Victoria’s largest land developers. 8 Urban growth projects 7 Urban renewal projects

Who is VicUrban?

Who is VicUrban - Provincial Projects

Regional
Victoria

Site office / Wangaratta

Well-being Objectives •

Environmental Leadership

•

Community Well Being

•

Urban Design Excellence

•

Affordability

•

Commerciality

Site office / Ballarat

Urban growth projects Urban renewal projects

Who is VicUrban?

Page 66

1

Alignment of social enterprises • •  • • • •

Service contracts VicUrban is exploring

Community strengthening Capacity building Social Inclusion Project Delivery Engagement Creating sustainable employment & training opportunities

Who is VicUrban?

How a service model could work?

• • • •

Landscaping plant growing installation Cleaning Recycling Packaging

Who is VicUrban?

Procurement at VicUrban •

Ministerial Direction No: 1 (Construction)

•

Bid Management Objectives

•

Probity principles

•

Bid models - Pre-qualification - Sole Select

Who is VicUrban?

Who is VicUrban?

Question??

VicUrban’s Expectations

What are the most important things that you need to provide as a contractor of VicUrban services?

Who is VicUrban?

•  •  •  •  •  •

You are working in a commercial environment Deliver on Time Deliver on Budget Deliver Quality (longevity) Capability ie) Additional social and/or economic outcomes

Who is VicUrban?

Page 67

2

Page 68

SoFA would like to acknowledge the Mental Health Council of Australia and the Department of Health and Ageing for their generous support of the SoFA Social Firms Forum 2008 Page 69

For more information: Social Firms Australia Suite 20, 288 Brunswick St. Fitzroy 3065 P 03 9445 0373 info@socialfirms.org.au

F 03 9445 0375 www.socialfirms.org.au

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