Salva Vita Foundation 9152020 1 Presentation Plan 1

Salva Vita Foundation 9/15/2020 1

Presentation Plan 1. 2. 3. 4. 5. 6. 9/15/2020 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 2

1. The most relevant laws that apply in Hungary Laws Ø Ø 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) 9/15/2020 3

1. Support available for employers Ø Ø Ø 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 9/15/2020 4

2. Employment possibilities for people with intellectual disabilities Ø Ø Ø 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%) 9/15/2020 5

2. Employment of people with intellectual disabilities q 7% unemployment rate within the adult population q 91, 5% unemployment rate of adults with intellectual disabilities Source: Inclusion Europe 2002 Country Report 9/15/2020 6

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. 9/15/2020 7

3. Ø Ø 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 9/15/2020 8

3. 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 9/15/2020 9

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. 9/15/2020 10

3. Our programmes – Supported Employment service Ø Ø 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”. 9/15/2020 11

3. Ø Ø Ø Ø 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 9/15/2020 12

3. Ø Ø Ø Ø 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) 9/15/2020 13

3. The structural build-up of Salva Vita Foundation Board of Trustees Managing Director Development Manager Marketing Manager 9/15/2020 Work Exp. Programme Manager Finance Manager SE Service Manager SE Network Manager Job coaches (4 ps) Job developers (2 ps) 14

3. Management of the Foundation Managing director (MBA) Ø Finance manager (finance degree) Ø Development manager (economist, welfare politician, social worker) Ø Marketing manager (movement therapist, marketing manager) Ø 9/15/2020 15

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 Ø 4 social workers (job coaches), Ø 2 teachers (job developers) „Complex” job Ø Process: knowledge of employment rehabilitation Ø Client: knowledge of special education Ø Family: knowledge of social work Ø Employer: knowledge of marketing 9/15/2020 16

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 9/15/2020 17

4. Ø Ø Ø 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) 9/15/2020 18

4. Funding of the Foundation State funding (via grant applications) Non-profit organisations (via grant applications) Business income (presentations, consultancy) Budapest Local Government (public service contract) Interest Other 9/15/2020 58. 70% 33, 10% 6. 15% 0. 93% 0. 88% 0. 24% 19

5. Inclusion of stakeholders Clients Ø Regular personal contact Ø Development of individual strategies Ø Feedback via questionnaires Ø Easy-to-read website and brochures Ø Conference of clients (planned for 2005) Parents Ø Regular personal contact Ø Feedback via questionnaires Ø Parents’ clubs (planned for 2005) 9/15/2020 20

5. Inclusion of stakeholders Employers Ø Ø 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 Ø Ø Ø 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) 9/15/2020 21

6. Ø Ø 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 9/15/2020 22

6. Ø Ø Ø Ø Ø Our strategy for 2004 -2006 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!) 9/15/2020 23

6. Challanges of the near future Sustainability Ø Insecure long term financing Ø SE – “expensive” programme Ø Lobbying Ø Finding long term strategic partners Operation Ø Increasing staff – team building Ø Financing from various sources – administration Ø Introduction of a new organisational culture 9/15/2020 24

6. Challenges of the near future Methodological developments Ø Preparing SE training materials (various initiatives, diverse quality, few potential partners) Ø Adapting our methods for new target groups (partners) Ø Quality management (time, commitment , funding) Ø Development of the documentation system (aims, needs, funding) Ø Joining international “club” of SE providers (fin ding reliable foreign partners) 9/15/2020 25

6. Challenges of the near future Positioning, communication, PR Ø Preserving/increasing our competitive edge Ø Creating marketing and PR strategy Ø Professional image (funding) HR strategy Ø Staff: service providing, distribution of the programme, training others, professional development (overstretching human resources) Ø Motivation of staff members 9/15/2020 26

6. Challenges of the future Long term strategic co-operations Ø Finding partners Development of the infrastructure Ø Office space, IT system (funding) Network building Ø Creating common platform Ø Enforcing minimum quality standards (sanctioning) 9/15/2020 27

Thank you for your attention! 9/15/2020 28