ࡱ>  bjbj ?  83,_^{{{{{F^H^H^H^H^H^H^_adjH^|"H^{{]^{{F^F^&V[{H,^WB2^s^0^8XLkdkdh[[Zkd\TH^H^`^kd :  Private Members Debate: Supporting Scotlands Supported Workplaces January 28 2010 Background The issue of supported work environments is complex. People who are disadvantaged, for example, through disability or offending behaviour will find it very difficult to secure meaningful employment. If they do find a job it is likely to be for a short period and menial. That there are lots of employers out there willing to employ people from this group is a convenient myth and not the practical experience of people in this group. Supported work environments such as Glencraft and Remploy offer jobs to people who would simply not get a job elsewhere. They also offer a much higher level of meaningful employment than the kinds of jobs offered to this group in the conventional jobs market. People working in these types of enterprise feel safe, are able to benefit from peer-group association and of course, receive ongoing support. These are all critical factors in ensuring social inclusion, and particularly in the case of mental health problems. Issue The challenges with operations such as Glencraft and Remploy are that they invariably create employment ghettos where people are understandably reluctant to move on into unsupported employment, and they are inherently unprofitable because the additional support provided is expensive and their level of commerciality is below the market level. The effect of this is that statutory funders are not only funding support services, but also underwriting trading losses; these are invariably fluid and can be substantial. The Coalition recognises Individual Placement and Support as a means of helping people to move on into mainstream jobs. Coalition members such as Forth Sector (a social firm which provides supported employment) trains individuals and allows them to gain essential work experience to enable them to move on. Despite the aim and pressure for people to move on, the Coalition also recognises that some people, by virtue of their condition will not move on; this we accept. We also recognise that for some people the journey of recovery can be a very long one; in some cases many years; the challenge is creating a sustainable business around these needs. Solution Our view is fairly simple. The aim should always be to try to move people on into mainstream employment, but this is not realistic for some. For this reason, social firms providing supported working environments should, with some exceptions aim to create a mixed economy, where individuals recover or develop skills and experience at a time and pace appropriate to them. We must never go back to creating expensive ghettos, but we must recognise the importance of supported workplaces. Agencies working in this field must understand that the gap between having a disability and having little work experience (which is the case for so many people) and securing meaningful, steady employment in the mainstream employment market is too great to be bridged with a bit or training and some confidence building. What is needed is to develop transitional employment in challenging but supportive workplaces. Many social firms have adopted the principle that each of its social firms has two markets and two income streams. The first is from trading activity. The goods and services that it sells must be in demand and the business must compete commercially. The second stream is from providing professional training and support to the service users working in the business. Here, the local authority or other body commissions them to provide support to service users. This is also done competitively. The effect is to create the two streams of income, each on sound commercial lines. From this organisations take off the costs to sell and overhead, leaving a profit or a loss; if it is a loss the challenge for the management team is to establish if the social value of the business justifies the loss, then it has to commercially raise the money from elsewhere. The sea-change required is to create a new, highly commercial model of social firms which offer a supported work environment but expect the outcome wherever possible to be people moving on. If they are not commercially successful they cannot deliver on their social aims. Secondly just as consumers are increasingly aware that they can achieve more for their money by investing ethically or purchasing fair trade products, so public bodies must engage in strategic procurement to add value for the communities they serve. By examining value for people rather than just value for money, they can achieve added value through purchasing decisions. By changing existing public spending practices and shifting the onus onto locally focussed businesses with wider social and environmental aims, longer term financial gains can be achieved. Examples The Breadmaker in Aberdeen is an artisan bakery and coffee house which provides meaningful work and training for adults with learning disability. Open 6 days per week from Monday to Saturday, 8.30am to 5.00pm with apprentices working and training within these times. The Breadmaker won the recent Social Enterprise Scotland Award for best new Social Enterprise. Haven Products in Glasgow is part of Momentum's social enterprise arm and operates as a commercially viable and efficient business, providing employment opportunities for disabled people. Around 80% of its employees are disabled. Haven Products offers high quality services and solutions to companies looking to outsource their production processes including packaging to component assembly to print finishing. The Engine Shed in Edinburgh was established in 1989 as an innovative training project for people with learning disabilities to help them improve their confidence, learn transferable skills in a real work environment and move into paid employment within mainstream workplaces. A social firm delivering training for adults with learning disabilities. Sells tofu, oatcakes, cakes and bread to shops around the Lothians.     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