Solo Life Opportunities

A Message from Lord Pickles and Lord Blunkett, followed by Solo Life Opportunities's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Solo Life Opportunities is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Rt Hon The Lord David Blunkett

Rt Hon The Lord Eric Pickles

www.solihullsolo.org

BEST PRACTICE SPONSOR 2020

THE PARLIAMENTARY REVIEW

Highlighting best practice

34 | SHINE GROUP

would often leave. To address this

issue, we have tried to improve our

offering with specialist services that

the government would not typically

provide in supported living provisions.

This includes bolt-on additional in-

house services such as occupational

therapy, dance movement therapy

and substance misuse services, all of

which have allowed us to retain staff

and to provide the government and

our funders with much better value

formoney.

By offering such a wide range of

specialist in-house services, our

employees can practise what they

trained for. Alongside making our

workforce happier, we aim to make

working for our organisation more

fulfilling and rewarding.

Tackling double stigma

We have also established new

processes to promote the employment

of those we work with, attempting

to tackle the massive double stigma

associated with employing those with

mental health issues and criminal

backgrounds. Many of those we

have worked with have had their

future avenues blocked because of

widespread perceptions about mental

health, especially those with a criminal

background. We try and tackle this

issue head on, bridging the gap and

finding internal opportunities for our

individuals to build their CV.

We have also set up a peer support

network which can help them to re-

build their lives. We would welcome

further support in this area and so

we are hoping to set up a charity

designed to support this effort. Many

individuals we work with are looking

for opportunities to get back into the

world of work, and we are going to

try and promote this entrepreneurship.

If efforts like these were encouraged,

money would be saved by the

government and our individuals would

benefit enormously as well as become

able to give back to society.

Crisis intervention

Another key challenge our industry

faces, and one we work to solve, is

the effectiveness of crisis services in

their ability to provide a coordinated

response to mental health crises.

Without the support of specialist

mental health professionals, these

challenges can become even more

complex. An efficient reactive and

joined-up service is needed.

For us as an organisation, our attitude

and our innovative approaches have

made a significant difference in the

level of demand for our services. Our

priority going forward is to continue

our growth while still ensuring we

retain our quality.

At the end of the day, we are dealing

with human beings, and so if we are to

grow, we need good-quality staff and

managers to grow with us, to ensure

our society is a safer place tolive. Our

priority going forward is to continue

our growth while always ensuring we

retain our focus – the individuals we

care for.

Our attitude

and our

innovative

approaches

have made a

significant

difference in

the level of

demand for

our services

“

Staff and residents at

Moss Hall Crescent

35SOLO LIFE OPPORTUNITIES |

HEALTH & SOCIAL WORK

CEO Karon Swinburn

Embracing disability,

empowering lives

SoLO Life Opportunities is a Solihull-based charity which

enables and empowers children, young people and

adults with learning disabilities to enjoy the activities and

experiences that many of us take for granted. By providing

these opportunities, SoLO makes a difference for over 1,000

people with learning disabilities, approximately a quarter of the

total number, in the Solihull borough. Parents and carers also

value the respite services that this activity provides. CEO Karon

Swinburn tells

The Parliamentary Review

that it continues to be

driven by providing outstanding opportunities for life, enabling

people with learning disabilities to move towards independence

with the appropriate support.

SoLO Life Opportunities was established 19 years ago and has achieved rapid

growth since: we began with only £500 in the bank and have now reached an

annual turnover of £2 million plus; we began with only one project and now have

30. We focus on supporting a variety of age groups comprised of people with

learning disabilities and various other disabilities.

We aim to encourage them to embrace their disability and empower their lives

through social and leisure opportunities, grounding our approach on learning and

independence. The main way we do this is through the provision of opportunities

or support for them, their families and their carers – and it is growing. We have

over 250 staff and volunteers and this number continues to grow.

FACTS ABOUT

SOLO LIFE OPPORTUNITIES

»CEO: Karon Swinburn

»Established in 2000

»Based in Chelmsley Wood,

Solihull

»Services: Disability support

»No. of employees: 250

»www.solihullsolo.org

SoLO Life

Opportunities

THE PARLIAMENTARY REVIEW

Highlighting best practice

THE PARLIAMENTARY REVIEW

Highlighting best practice

36 | SOLO LIFE OPPORTUNITIES

All of our projects are currently based

in Birmingham and Solihull, but we are

looking to expand into surrounding

areas. Our business is strong and

we want to extend the benefits we

provide to other areas of the country.

Currently, we make a difference to

over 1,000 children and adults with

a learning disability as well as to over

1,500 parents and carers. If we increase

the geographical area we cover, we can

raise this figure even higher.

Our core values

Our business is based on our core values

and the core attributes of the business:

safety, trust, adaptability, resilience and

quality. Choice and independence are

key. As a member-led organisation,

we respond to the requirements of our

members, shaping our provision around

their needs. For our activity-based

projects, we host regular meetings

with those members to discuss the

programme and its format and content.

Although we may organise the projects,

the projects truly belong to them.

We have a flat structure within the

organisation, overseen by a board

of trustees who are all volunteers.

We organise a variety of training

programmes including both face-

to-face training and e-learning to

ensure all our staff and volunteers can

meet the requirements set by CQC

and Ofsted. Since I first came to the

organisation, we have expanded and

diversified our training programmes

and have focused on training our

staff in different ways. We want to

be confident that all of our staff are

trained to an exceptional level, and so

we must ensure the training reflects

this. As many of our users have

complex needs, these diverse training

programmes are essential.

Adapting to expansion

One of the biggest challenges we face

is adapting to our rate of growth.

Over the last five years, we have

expanded rapidly, and this has meant

we have had to adapt accordingly,

both in terms of our internal structure

and of recruiting staff to support our

new size. One of the key issues we

had to address was changing internal

attitudes. People can be anxious about

change and development, and we

Another memory made

Choice and

independence

are key; as a

member-led

organisation,

we respond to

the

requirements

of our

members and

shape our

provision

around their

needs

“

Climbers – aiming high

BEST PRACTICE SPONSOR 2020

THE PARLIAMENTARY REVIEW

Highlighting best practice

36 | SOLO LIFE OPPORTUNITIES

All of our projects are currently based

in Birmingham and Solihull, but we are

looking to expand into surrounding

areas. Our business is strong and

we want to extend the benefits we

provide to other areas of the country.

Currently, we make a difference to

over 1,000 children and adults with

a learning disability as well as to over

1,500 parents and carers. If we increase

the geographical area we cover, we can

raise this figure even higher.

Our core values

Our business is based on our core values

and the core attributes of the business:

safety, trust, adaptability, resilience and

quality. Choice and independence are

key. As a member-led organisation,

we respond to the requirements of our

members, shaping our provision around

their needs. For our activity-based

projects, we host regular meetings

with those members to discuss the

programme and its format and content.

Although we may organise the projects,

the projects truly belong to them.

We have a flat structure within the

organisation, overseen by a board

of trustees who are all volunteers.

We organise a variety of training

programmes including both face-

to-face training and e-learning to

ensure all our staff and volunteers can

meet the requirements set by CQC

and Ofsted. Since I first came to the

organisation, we have expanded and

diversified our training programmes

and have focused on training our

staff in different ways. We want to

be confident that all of our staff are

trained to an exceptional level, and so

we must ensure the training reflects

this. As many of our users have

complex needs, these diverse training

programmes are essential.

Adapting to expansion

One of the biggest challenges we face

is adapting to our rate of growth.

Over the last five years, we have

expanded rapidly, and this has meant

we have had to adapt accordingly,

both in terms of our internal structure

and of recruiting staff to support our

new size. One of the key issues we

had to address was changing internal

attitudes. People can be anxious about

change and development, and we

Another memory made

Choice and

independence

are key; as a

member-led

organisation,

we respond to

the

requirements

of our

members and

shape our

provision

around their

needs

“

Climbers – aiming high

37SOLO LIFE OPPORTUNITIES |

HEALTH & SOCIAL WORK

worked hard to support them through

this. Our answer to this change in

culture was predominantly solution

based, and this is something we are

looking to continue.

Now that we have expanded, it is time

to review our flat internal structure. It is

essential as a business to respond to our

markets, both current and potential,

and we therefore need to ensure that

we retain and attract the best. We need

to invest in our staff to ensure SoLO is

fit for purpose and our staff feel able

to commit to the organisation going

forward. The social care sector is not

very highly valued in the marketplace,

despite the essential work we do, and

this can lead to a high turnover of staff.

The third sector, and its vital role in

supporting both the public and private

sector, is extremely undervalued, and

this must change so our contribution,

and that of all other charitable

organisations, is recognised.

This type of consolidation and internal

review will be key to harnessing the

potential of our recent success. As

we look ahead, there are a myriad of

opportunities to take advantage of.

In 2022, the Commonwealth Games

will be held in Birmingham, and with

my background in the sports sector as

secretary-general of an international

sporting organisation, this will enable

the organisation to build links into these

sporting streams and take advantage of

any opportunities that may arise.

Although our primary focus is

consolidation in the immediate future,

we must also consider our continued

growth and are therefore looking to

replicate our services in other boroughs

and beyond. This will help to maximise

the community benefit we can offer as

well as ensuring we are able to access

a variety of funding streams, protecting

the future of the organisation. One of

our strategic plans focuses on this issue,

specifically targeting the diversification

of our funding streams. Over seven

years ago, the board recognised that

the organisation was mainly reliant

on the income of just one contract.

Since then our strategic plan has

been to diversify our income sources

to ensure future sustainability for the

organisation, and therefore additional

business streams were developed which

have successfully addressed this issue.

It remains an essential element of our

strategic direction to maintain that

diversity which also enables SoLO to

offer a greater choice of activities.

To support the expansion of our

services, and because of the importance

of infrastructure, our website and brand

both need to work hard to increase

our reach, and we have plans set up

to achieve this. The financial stability

of the organisation is a priority, and

with robust systems and infrastructure

in place, the future is something to be

excited about.

The future is

something to

be excited

about

“

Providing truly

rewarding experiences

www.solihullsolo.org

This article was sponsored by Solo Life Opportunities. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Elizabeth Truss.

Rt Hon Elizabeth Truss's Foreword For The Parliamentary Review

By Rt Hon Elizabeth Truss

Even by the standards of the day –this has been one of the most exciting and unpredictable years in British politics.

The leadership election we’ve just seen marks a huge moment in our country’s history. This government is taking a decisive new direction, embracing the opportunities of Brexit and preparing our country to flourish outside the EU.

As international trade secretary, I’ll be driving forward work on the free trade agreements that are going to be a priority for the government. Free trade isn’t just an abstract concept bandied around by technocrats. It is crucial for a strong economy and for the ability of families to make ends meet. Free trade benefits people in every part of our country, as British firms export to new markets and people doing the weekly shop have access to a wider choice of goods at lower prices.

The essence of free trade is in the title: freedom. It’s about giving people the power to exchange their goods without heavy government taxation or interference. Commerce and free exchange are the engine room of prosperity and social mobility. I’m determined to tackle the forces who want to hold that back.

One of my priorities is agreeing an exciting new free trade deal with the US, building on the great relationship between our two countries and the Prime Minister and US President. But I’ll also be talking to other partners including New Zealand, Australia and fast-growing Asian markets.

And with the EU too, we want a friendly and constructive relationship, as constitutional equals, and as friends and partners in facing the challenges that lie ahead – a relationship based on a deep free trade agreement. Our country produces some of the world’s most successful exports, and the opportunity to bring these to the rest of the world should make us all excited about the future. It is this excitement, optimism and ambition which I believe will come to define this government.

For too long now, we have been told Britain isn’t big or important enough to survive outside the EU – that we have to accept a deal that reflects our reduced circumstances. I say that’s rubbish. With the right policies in place, we can be the most competitive, free-thinking, prosperous nation on Earth exporting to the world and leading in new developments like AI. To do that, we’ll give the brilliant next generation of entrepreneurs the tools they need to succeed. Since 2015, there has been a staggering 85 per cent rise in the number of businesses set up by 18 to 24 year olds – twice the level set up by the same age group in France and Germany. We’ll help them flourish by championing enterprise, cutting taxes and making regulation flexible and responsive to their needs.

As we do that, we’ll level up and unite all parts of the UK with great transport links, fibre broadband in every home and proper school funding, so everyone shares in our country’s success.

2019 has been the year of brewing economic and political revolution. 2020 will be the year when a revitalised Conservative government turbo charges the economy, boosts prospects for people across the country, and catapults Britain back to the forefront of the world stage.

Rt Hon Elizabeth Truss
Secretary of State for International Development