SOCIAL ENTERPRISE PROJECT:

100% PWD-RUN F&B OUTLET CONCEPT

BACKGROUND

“…Employers often resist employing a person with disabilities believing they will be
unable to perform their roles and/or that it would be too expensive. This attitude is
rooted in fear and stereotyping, focusing more on the disability than on the abilities of
the individual. Empirical evidence, however, shows that persons with disabilities have
high performance ratings and retention rates, as well as better attendance records
than their colleagues without disabilities. In addition, the cost of accommodating
workers with disabilities can be minimal, with most requiring no special
accommodation at all. Studies have shown that there are other benefits to employers
of persons with disabilities, such as improved workforce morale and increased
customer goodwill.”

(Extracted from “Decent Work for Persons with Disabilities”, 3 Dec 2007, UN International Day of
Disabled Persons.)

OBJECTIVE

1. The objectives of this project are (i) to demonstrate that a 100% PWD-Run1
F&B Social Enterprise2 can be commercially viable3 and sustainable4, (2) with the end-
goal of proposing a sound employment model5 that can be replicated in the F&B
industry, thus offers the potential to engage PWDs in Singapore widely6.

2. The objective of this proposal is to (i) define the “Human Capital Value Chain”
that forms the core strength and competency of the employment model, and (2)
discuss related issues to achieve viability of project.

ALIGNMENT WITH MCYS’S ENABLING MASTERPLAN

3. The Enabling Masterplan drawn up by Ministry for Community, Youth and

Sports (MCYS) in Feb 2007 advocates the “Guiding Principles of a Market-Driven
approach to employment”, as listed:

1
Refers to any F&B outlet that has its daily operations – and including management functions wherever
possible, run full-time by a ‘cross-spectrum’ of PWD . PWD refers to Person with Disabilities. They
include people with hearing impairment (PHI), intellectual disability (PID), visually handicap (PVH) and
physically handicap (PPH), and people with Autistics Spectrum Disorder and other learning disorder.
2
Refers to businesses that fulfill a social cause. They use business principles and methods to drive a
social change.
3
Refers to the conduct of a business that is not charitable in nature, can be profitable and offers market
competitiveness.
4
Refers to the business being self-funded from positive balance sheet and not from funding or grants.
5
Refers to a new but proven F&B business model that other investors/business-owners can replicate
into new initiatives.
6
Refers to employment of the PWD by hundreds, even thousands, once the proposed employment
model is latched on and proliferated.
 a. Work is the best form of self-reliance for any individual, and it facilitates
integration into mainstream society, and provides a sense of selfworth.

b. Employers should give PWDs equal opportunities at a chance in

employment.

c. Employment for PWDs should be made on a business case. It should

not be because of compassion, or corporate social responsibility. This can
devalue the contribution of PWDs and do not ensure their employability in a
sustainable manner.

d. Employers should recognise the merits and abilities of PWDs, and how
they can effectively contribute to the company as productively as possible.

4. The recommended Industries highlighted by the Employment Committee are in

the food-manufacturing sector, hospitality sector, food and beverage sector, retail
sector, logistics sector, information technology (IT) sector, and financial services
sector. These sectors all meet one or more of the three following factors that ensure
long-term prospects for employment:

a. Showing the most growth potential in the coming five years; or

b. Being the most stable regardless of economic highs or lows; or

c. Being most suitable for specific types of disabilities.

5. The F&B sector was selected for this project for it’s the more viable business to
be 100% PWD-run, providing a spectrum of job scope that can tap into the different
capabilities from of different groups of PWDs. Besides, it is in a service industry and
thus has the greatest reach to connect the PWDs to society, achieving a truly all-
inclusive society where no one is left behind.

IMPETUS FOR SOCIAL ENTERPRISE RUN BY 100% PWD

6. Disability-friendly environment. According to feedbacks7 from Bizlink, the

employment agency for PWDs, more than 50% of unsuccessful job placements for
PWDs result from not skill-related issues but attitude-related issues. There are enough
evidence that the single biggest obstacle towards wide-scale PWD employment in
Singapore lies with expectation mismatch between employers and PWD employees.
Tackling this issue requires effective public education effort and counseling on PWDs’
parts and these are easily said than done. Social enterprises can thus provide a
conducive business environment to smoothen out the issue of expectation mismatch.
From a morale viewpoint, ‘attitude problems’ and inter-personnel conflicts common in
7
Conversation with the Employment Placement Division, Bizlink
an “able-disable” mixed workforce may be less prevalent, as each PWD will quickly
realize that they are inter-dependent within a collaborative employment structure and
can be more motivated.

7. Enterprise-oriented, not training-oriented. Presently, there are several SE

8
projects hiring PWDs with the objective to provide some sort of on-the-job-training,
supportive employment to the clients to prepare them for open employment
opportunities. They do not cater for long-term employment and PWDs are given
training allowances, without the typical work benefits. In all of these ventures, the
business hires just one group of PWD (PID, PHI, psychiatric disabled), numbered from
around four to tenths, often supplemented by staff without disability, hired or in-house,
many times more in numbers. This project aims to be the next higher enterprise up the
“employment value chain” capitalizing on successes of the various training SE. Unlike
the training SE, the business philosophy here is long term employment for the PWDs,
enterprise-oriented and profitability rather than training takes center-stage.

8. Offers a sustained and stable demand. With the potential to replicate the
success of this employment model, a more assured demand for PWD in the open
market can be realized, as opposed to the rather disparate and fluctuating job
openings in the current F&B industry. This also benefits the training SE and institutes
to stay relevant and focus on their training regime. In an economic downturn, the SE
offers a more stable employment opportunity than commercial F&B where PWD staff
are usually the first to go.

9. Complementary skills. People with different disability have different talents

required for the different role in a F&B business. Individual handicap is made up for by
complimentary skill sets in a team. Lower productivity and versatility is made up for by
more headcounts. The central idea here is a deep understanding of the capability and
limitations of each PWD staff, and business KPI and work process can be designed to
work around the PWD.

“HUMAN CAPITAL VALUE CHAIN” - ASSESSMENT, TRAINING, SUPPORT

10. There are increasingly more Singaporeans taking up volunteer work in the past
decade, but the vast majority of them only volunteer with one group of VWO/PWD.
Cross-spectrum understanding of disabilities is lacking in the volunteer corp. Similarly,
there are many employers who are receptive to hiring PWD but lack the understanding
how they can tap this resource efficiently and effectively. This project therefore offers
the bridging expertise to bring employers and PWDs together, and providing the
“human capital value chain” to the job market forms our unique strength and
competency in this undertaking.

11. The “human capital value chain” comprises of:

8
These setups range from sheltered workshops that open their door for commerce (e.g. MINDS Thrift
shops and MINDS Catering, MVS’s Café Bon Appetit) to “transition-to-open-employment”-type
operations (e.g. Metta Association’s Happy Arts Deli, IMH’s Barista Express Café).
 a. Assessment. This function refers to the vocational and psychological
assessment of suitable PWD candidates to be employed in the D’Connection.
As mentioned, attitude-related issues and expectation management are touchy
issues to be dealt with and pose considerable strains to Bizlink today, which is
currently the only setup tasked to handle open employment for PWDs. We
believe the respective VWOs can be roped in to play a bigger role in this
aspect. The VWOs are in the best position to undertake vocational
assessments for PWD candidates because they understand the functional
ability of their clients best and most of them have the support of in-house
occupational/physiological therapists/psychologists. Working with VWOs and
gaining their support is therefore key to the success of the project.

b. Training. Training for PWD staff is especially critical to adequately

prepare them for the job. Upon successful application, a period of incubation, or
pre-employment, training should be conducted by VWOs to prepare the PWD
for actual employment. Mock-up training facilities should be set-up as closely
as possible to the actual workplace environment. Depending on the exact F&B,
arrangements can be worked out to share existing facilities such as the “kitchen
training centre” in Metta Welfare Association, MINDS or “service training
centre” in Café Bon Appetit in MVS for such trainings. Training should not be
restricted to equipment and work-flow training, but should include the soft-skills
like customer’s interaction, anger/frustration control and management,
grooming, inculcating positive work attitudes, etc. Shared training resources
and training by qualified training officers within the VWOs can reduce the
training cost bore by the business owner while ensuring training effectiveness.

c. On-Job Support. During employment, there is the critical phase of

adjustment to the working environment. PWDs, their colleagues and employers
will also have to be provided with adequate support at the workplace. Relevant
training, job coaching, expectation management, briefing to colleagues and
consultancy to supervisors and employers should be provided.

12. Another desirable talent pool to tap the human capital from is the graduate from
other SE projects who offers OJT training in the F&B business. In this way, the 100%-
PWD F&B outlet creates a synergistic consolidation of this talent pool in Singapore
into a profitable enterprise.

POSSIBLE JOB-MATCH

13. According to Enabling Masterplan, the three groups of PWDs are sensory
disabled, intellectually disabled, and learning disabled. As this project belongs to the
service industry, it is easier to start with the sensory disabled and intellectually
disabled groups as springboards for more widespread PWD employment.
14. The suggested roles of PWDs in a typical restaurant operation are as follows.

PWD Limitations Suitable Roles Modifications Models

Required
VH Restricted - Counter staff Braille Register Touch Arts
Visual - Phone orders Nil Café @ SAVH
Coordination
ID Restricted - Cleaner Nil MINDS
Cognition - Food preparation Task break-down Kitchen
- Customer Service Nil
HI Restricted - Food preparation Visual alarms Café Bon
Communicatio - Counter staff Nil Appetit; KFC-
ns Braddell
PH Restricted - Counter staff Access space,
mobility - Customer Service handrails
* Other good models include Barista Express Café at Clifford Centre, set up by IMH
and Dignity Links Ltd, a SE company.

‘Management’ Roles Suitable PWD

Supervisory PH, HI
Accounts PH, HI
P&A PH, HI
Marketing VH, PH, HI

COMMERCIAL VIABILITY

15. Commercial Viability is the key to the successful takeoff of the Project.
Employers should recognize that the PWDs pool can offer cost-effective human
resource and be as productive as person without disabilities, if they are matched to
the correct job scope. To make them even more versatile workers, minimal workplace
adaptation or job-scope tailoring is necessary. For example, in a F&B business, a PPD
on wheelchair can be assigned to the counter staff, but if ample access spaces in-
between the dining tables are catered, he can double up as a server. Similarly, a PID
need not only work as a cleaner, but assist in food preparation if the preparation
process is broken down into smaller and simpler tasks. The cost that goes into
workplace adaptation and job redesign can reap positive ROI as increased staff
versatility translate to reduced manning level and improved per-capita productivity.

16. Remuneration-wise, PWD staff should be paid competitively to help them

achieve financial independence, and not a “token sum” in some sheltered workshops
presently. However, the higher operating cost that goes into workplace modification,
and reduced versatility/productivity of the PWDs should justify their discounted wages,
and should in no way be passed to customers. Pricing strategy should be competitive
and market-driven, and not charity-driven.
17. Vocational and psychological assessment and pre-employment training should
be taken up by the occupational therapists/psychologists from the respective VWOs,
or Bizlink. This will drive down staff training cost to the minimal for business owners.

FUNDING

18. Social enterprise is gaining grounds in Singapore, spearheaded by MCYS and

IE Singapore, MTI. For this Concept exploration, it is proposed that the ComCare
Enterprise Fund (CEF) disbursed by MCYS funding for 80% of the total project cost
(capital plus first year operating cost) up to $300k. This seeding fund is essential to
entice private business owner to fund the balance 20%.

19. CEF differs from other government funding such as Open-Door Fund
(disbursed by IE Singapore, MTI) or ADVANTAGE scheme (disbursed by WDA) in
that it is a seeding fund for new social enterprise, and is not a incentive scheme for
existing business which hires PWD jobseeker.

BUSINESS PLAN DEVELOPMENT

20. A credible business plan has to be drawn up to offer a viable business

proposition. The business planning can come from either volunteers with related
business experience or professional business development consultants.

21. In this Project, the “human capital value chain” consisting of functional
assessment, job matching, workplace modification or job tailoring should form an
integral part of the business plan development stage, with consultation from qualified
specialists and facilitated by the project team.

TIMELINE

22. This is a long-haul project that involves untested principles and many
stakeholders. Key project milestones as follows.

- Source for biz - Work out biz - Establish - Commence

owner plan, including training and operation
- Bring in VWO design of work support structure - Follow-on
sponsors process and - Identify PWD support
- Work out biz/ workplace staff, incubation - Progress Report
ownership adaptation training at and fine-tuning
structure - Apply CEF training facilities
- Sign MOU

6M 3M 12M 12M
MOVING ON…

1. Speak to Cooperative Society for the Disabled (Mdm Karim) to understand their
objectives and if this project can be pursued under their business ownership.
2. Speak to and learn from people who had similar SE experiences, e.g. Happy
Arts Deli in Metta School, MVS Food & Catering,
3. Source for experienced business team, or interested business owners.
4. What is the key success factor or main selling point of D’Connection? Health-
food, unique customer’s dining experience?

RESOURCES

1. MCYS Enabling Masterplan: Equalising Opportunities for Employment Report.

http://www.mcys.gov.sg/enablingmasterplan/report/EM_Chapter4.pdf
2. MCYS’s Media Release on Social Enterprise Committee –
http://www.ips.org.sg/events/Roundtable/Roundtable_Venture_Philanthropy_30
0307/MCYS%20PR.pdf
3. ComCare Enterprise Funds’s FactSheet and Business Plan Template
a. http://www.mcys.gov.sg/MCDSFiles/download/CEF%20Factsheet.pdf
b. http://www.mcys.gov.sg/MCDSFiles/download/Business%20plan%20te
mplate.doc
4. SE Companies –
a. Social Innovation Park - http://www.socialinnovationpark.org/
b. Dignity Links Ltd – Barista Express Café

APPENDIXES

1. Metta happy Arts Deli

2. MINDS SE & Kitchen
3. Bizlink
4. Barista Express Café
5. KFC Braddell
6. Society for Physical Disability
Metta Happy Arts Deli Visit

The Deli in Simei employs 4 person with Mild Intellectually Disabled (MID) at the
time of visit, and about 10 staff. We spoke to Mr Nandana Koh, the Assistant
Director for Enterprise.