Salva Vita Foundation 2018.12.29..

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1 Salva Vita Foundation

2 Presentation Plan Brief background of Hungarian law
Employment possibilities for people with intellectual disabilities in Hungary Introduction to Salva Vita Foundation Salva Vita’s connection with state/local government offices Inclusion of stakeholders Plans and future challenges

3 1. The most relevant laws that apply in Hungary
1998 Act on the rights and equal opportunities for people with intellectual disabilities 2003 Act on equal treatment and the promotion of equal opportunities 1999 – National Disability Programme (provision of equal opportunities) Disability Council (Salva Vita Foundation)

4 1. Support available for employers
Exemption from paying rehabilitation contribution Subsidy Wage support for the extension of rehabilitation employment Support for investments aimed at creating workplaces Support for obtaining work experiences Wage support for extension of employment subsidy - employment of more than 5% disabled staff wage support for the extension of rehabilitation employment - (wage+extras) Support for investments aimed at creating workplaces investments, renovation, purchase of equipment, extension) Support for obtaining work experiences (employment of unemployed young carreer starters Wage support for extension of employment (employment of long term unemployed)

5 2. Employment possibilities for people with intellectual disabilities
Day Care Centre for people with intellectual disabilities (supervision, care, food, leasure time - activities) Sheltered workplaces ( work for people with reduced work abilities, rehabilitation of people with intellectual disabilities) Open labour market (quota system: over 20 people 5%)

6 2. Employment of people with intellectual disabilities
7% unemployment rate within the adult population 91,5% unemployment rate of adults with intellectual disabilities Source: Inclusion Europe 2002 Country Report

7 3. Introduction to Salva Vita
Our mission … is to help the social integration of people with intellectual disabilities and encourage an independent life through integrated employment and other services.

8 3. Brief history 1993 – founding Salva Vita Foundation
1996 – starting he Work Experience Programme Innovation: work trial 1996 – first SE placement + „Life Style Exercises” 1998 – employment of the first full time staff Challenges: new service, ignored by state lack of social acceptance definition of the target group lack of staff + fluctuation definition of the service lack of finances/infrastructure

9 Our Programmes – The Work Experience Programme
Work Trial – Salva Vita „product”, basic feature of the Work Experience Programme and the Supported Employment service Target group: pupils of special secondary schools Aim: to bridge the gap between segregated school system and the open labour market

10 3. Work Experience Programme
The essence of the programme: Pupils work in different environments once a week as part of the education programme. While pupils prepare for work, employers recognise the employment potential of employing people with intellectual disabilities.

11 3. Our programmes – Supported Employment service
Various definitions in Europe The Salva Vita definition „Supported Employment is a special labour market service providing extensive support for both the disabled client and the employer in order to achieve long term, succesful employment”.

12 3. The basic elements of Supported Employment
Integrated employment in open labour market Regular, paid work Individual support Support without time constraints Preparation, training, placement, job retention Support for people with all kinds of disabilities Assuring to have a choice Promotion of self-determination

13 3. The steps of Supported Employment service
First contact First personal interview Assessment (skills, family and work history) Individual strategy/development plan Preparation for employment Family care Job development On-site training Follow-up (individual and in groups)

14 3. The structural build-up of Salva Vita Foundation
Board of Trustees Managing Director SE Service Manager Development Manager Work Exp. Programme Manager SE Network Manager Job coaches (4ps) Job developers (2 ps) Marketing Manager Finance Manager

15 3. Management of the Foundation
Managing director (MBA) Finance manager (finance degree) Development manager (economist, welfare politician, social worker) Marketing manager (movement therapist, marketing manager)

16 3. Qualifications of the Salva Vita Staff members
WEP programme manager – special needs teacher SE network manager – teacher, researcher SE Service programme manager – special needs teacher Service staff – higher education degrees 4 social workers (job coaches), 2 teachers (job developers) „Complex” job Process: knowledge of employment rehabilitation Client: knowledge of special education Family: knowledge of social work Employer: knowledge of marketing A szociális munkások helyett tulajdonképpen rehabilitációs foglalkoztatási szakember kéne, de ilyen képzés és szakma ma még nincs Magyarországon. Jövőre valószínűleg több helyszínen is indul kísérleti szinten FMM, Bárczi, + Equal pályázók – hogy milyen lesz a színvonaluk az kérdés

17 3. Outside experts Special teacher – complex assesment of special needs and job aptitude Senior social worker – service development, consultancy Psychiatrist – regular supervision of staff Trainer – regular staff development Information systems manager – maintenance and operation of the IT system Software engineer – maintenance and improvement of the documentation system Bookkeper Igény szerint egyéb külső szakemberek: pszichológus, pszichiáter

18 4. Salva Vita’s connection with state/local government bodies
Ministry of Labour – financial and professional partner Ministry of Education – financial support Budapest Labour Office – information link, professional and financial partner Budapest Local Government – financial partner District Government – no connections, unexplored potential support National Disability Council – legal initiatives, advisory body (SV is a member) Esélyegyenlőségi törvény: 15.§ (1) „A fogyatékos személy lehetőség szerint integrált, ennek hiányában védett foglalkoztatásra jogosult”. = tulajdonképpen állami feladat → fmm finanszírozza közalapítványán keresztül (ofa) 2005 végéig, aztán más formában lesz a finanszírozás, de még nem tudjuk hogyan, nagy a bizonytalanság. FMM-hez nagyon jók a személyes kapcsolatok Miért nem akar finanszírozni az OM? MHGY program: oktatáshoz vagy foglalkoztatáshoz tartozik? Eddig elsősorban az OM közalapítványa finanszírozta (FGYK), de szeretne kivonulni belőle. Két szaktárcához tartozás hátrányai. Egymásra mutogatnak FMK – évek óta finanszíroz és szakmai partner is, nagyon jó a kapcsolat, ezt is az FMM finanszírozza. Egyik lehetséges jövőbeni finanszírozási forma: ellátási szerződés az FMK-val A Fővárosi Önkormányzat ismeri és elismeri munkánkat, díjat is kapott tőlük Dávid Andrea , Van Rehabilitációs Ügyosztály (1 fő), minimális pénzügyi lehetőségekkel (2 millió Ft/év), amelyhez pályázati úton lehet hozzájutni. Többször kaptunk belőle. Támogattak úgy is, hogy támogató levelet írtak a fővárosi fenntartású nagy intézményeknek, cégeknek (pl. kórházak, BKV stb.), amikor munkapróbás helyet és munkahelyet mentünk keresni. Ez nagyon hasznos volt. Kerületi önkormányzat: nincsenek foglalkoztatással kapcsolatos feladatai, ezért nem is finanszíroz. Más típusú támogatást (ingatlan, támogató levél stb.) lehetne kérni tőlük, ez a lehetőség még nincs kihasználva Országos Fogyatékosügyi Tanács: nekünk is küldenek anyagokat véleményezésre, meg más civileknek is, de igazán nagy befolyása nincs

19 4. Funding of the Foundation
State funding (via grant applications) 58.70% Non-profit organisations (via grant applications) 33,10% Business income (presentations, consultancy) 6.15% Budapest Local Government (public service contract) % Interest % Other % FMM, OM, OFA, FGYK, FEK, FMK = állam Ez egy kivételes év volt, most már rosszabbak az arányok Fővárosi Önkormányzat – 1 fő Rehabilitációs Ügyosztály, minimális pénz (2 millió Ft évente) pályázati úton elosztva – többször kaptunk belőle. Kerületi Önkormányzatnak nincs foglalkoztatási ill. rehabilitációs foglalkoztatási kötelezettsége, ezért nem is finanszíroz. Ráadásul, hárít a Fővárosi Önkormányzat felé, mivel nemcsak a kerületben élőket látjuk el.

20 5. Inclusion of stakeholders
Clients Regular personal contact Development of individual strategies Feedback via questionnaires Easy-to-read website and brochures Conference of clients (planned for 2005) Parents Parents’ clubs (planned for 2005)

21 5. Inclusion of stakeholders
Employers Regular personal contact Feedback via questionnaires Human Resources strategy development- changing the attitudes of employers (planned for 2005) Award for Integrated Employment (annually since 2001) Potential donors Long term co-operation with multinational and Hungarian companies Unexploited grant applications in the social field Search for additional donors and supporters (planned in 2004)

22 6. Current situation Increased interest in our programmes
Our programmes are of a high quality – eligible to be distributed Professional reputation, favourable position Changing environment  new challenges  new tasks  new actions Szakmai módszertani nehézségek és szervezeti fejlődés: Jejó anyaga a történetiségről Finanszírozás: Esélyegyenlőségi törvény: 1998

23 6. Our strategy for Sustainability of our programmes and the foundation Operation of our programmes Methodological development Positioning, communication, PR HR strategy Long term strategic co-operations Development of the infrastructure Networking Changing public attitudes (employers!)

24 6. Challanges of the near future
Sustainability Insecure long term financing SE – “expensive” programme Lobbying Finding long term strategic partners Operation Increasing staff – team building Financing from various sources – administration Introduction of a new organisational culture

25 6. Challenges of the near future
Methodological developments Preparing SE training materials (various initiatives, diverse quality, few potential partners) Adapting our methods for new target groups (partners) Quality management (time, commitment, funding) Development of the documentation system (aims, needs,funding) Joining international “club” of SE providers (finding reliable foreign partners)

26 6. Challenges of the near future
Positioning, communication, PR Preserving/increasing our competitive edge Creating marketing and PR strategy Professional image (funding) HR strategy Staff: service providing, distribution of the programme, training others, professional development (overstretching human resources) Motivation of staff members

27 6. Challenges of the future
Long term strategic co-operations Finding partners Development of the infrastructure Office space, IT system (funding) Network building Creating common platform Enforcing minimum quality standards (sanctioning)

28 Thank you for your attention!