About Us

A core value of our employment model is the adoption of internationally recognised social value principles which have been incorporated into business, employment and human service practice. These principles not only underlie the types of enterprises developed but also the training and support offered to create meaningful employment for people with disability.

Dot pointElectronic Recycling Australia - Adelaide's leading electronic recycling facility and computer refurbisher, formally known as Aspitech 
Dot pointInprint Design - Graphic design, promotion, print and website design.
Dot pointLink Disability Magazine - Australia's largest disability issues and lifestyle magazines.
Dot pointWire Ware - Manufacturers and designers of Point of Sale Display Stands.
Dot pointWorklink Enclave - Achieving valued supported employment within the community
Dot pointYour Employment Success - Finding valued work for the Deaf and hearing impaired.

Governance and executive management

Governance and executive management of the association is represented by a sub-committee of the board and CEO of Minda Incorporated.

SA Group Enterprises and Minda

See our newsletter dated the Tue, 04/11/2014 - 3:30pm


Organisation Purpose, Mission and Vision

Vision Statement
"Professional work places, real jobs, valued people"

Mission Statement
“To provide valued employment and training opportunities for people with disability.”

Valued employment is defined as work which:

•    Is valued by the community, not a recipient of charity
          i.e. a workplace many people would consider as a workplace of status or job of choice

•    Provides award based wages and conditions of employment

•    Develops skills and abilities

•    Promotes independence

•    Provides opportunities for integration and social inclusion 

•    Provides choice and opportunities with access to more challenging and varied work,

•    Provides training designed to suit the individual’s needs and abilities, and

•    Reflects or cultivates an individual’s personal career aspirations, interests or passion

Operating Principles
The operating principles of the organisation are based on the principles and practices of Social Role Valorisation (SRV). In a work environment these principles translate into choice, opportunity, valued training and employment with award based wages and conditions.

Individuals are valued for their participation, skills and abilities. It is not charity. Training, support and workplace modifications are designed to enhance competencies and independence, increasing wages through improved productivity and multi-skilling. Integration and social inclusion are also key components of any service provided by SA Group Enterprises.

Social Role Valorisation (SRV)

A core value of SA Group Enterprises is the adoption of internationally recognised Social Role Valorisation (SRV) principles which have been incorporated into our business, employment and human service practice. These principles not only underlie the types of businesses developed but also the training and support offered to create meaningful employment opportunities and environments for people with disability.

As part of this process SA Group Enterprise offer access to students involved in passing workshops run by Peter Millier Training and Evaluation for Change (TEC). This provides valuable feedback on ways our organisation and staff can improve SRV practice in our organisation.

Social Role Valorization (SRV) is the name given by Dr Wolf Wolfensberger, PhD (1934-2011) who defines SRV as "The application of what science can tell us about the enablement, establishment, enhancement, maintenance, and/or defense of valued social roles for people"

In an overview of Social Role Valorisation theory. Joe Osburn quotes “The major goal of SRV is to create or support socially valued roles for people in their society, because if a person holds valued social roles, that person is highly likely to receive from society those good things in life that are available to that society, and that can be conveyed by it, or at least the opportunities for obtaining these.”

Dr Wolf Wolfensberger, PhD

Some simple guidelines for creating value

To help a person gain a valued social role, one task is to change the way the community sees the person. Being devalued is not something inherent in the person; it is the view that the community has, and it can be changed.

The community’s view of a person can be changed by applying several guidelines. These guidelines have been summarised from the core themes of SRV theory.

Expectations Most people live up or down to the expectations others have of them. People who care about people at risk of being devalued must have high expectations.

Growth Regardless of disability or disadvantage all people can learn, change and grow. To do this often means taking some risks.

Imitation Imitation is a powerful way to learn. People at risk of being devalued need good role models and need to be able to identify closely with them.

Extra Effort People who care about people at risk of being devalued must bend over backwards to make up for the past hurt.

Community Life People best learn to do anything by doing it in the place where it really happens and with the people who usually do it. For prejudices against people who are being devalued to fade, the broader community need to have positive experiences with those people.

Good Images Images of people at risk of being devalued must be positive. Especially avoiding images that do not match the person’s age and images that show people grouped together and set apart from the broader community.


Concepts of SRV

Social Role Valorisation (SRV) is the enablement, establishment, enhancement, maintenance and defence of valued social roles for people (particularly for those at value risk) by using as much as possible culturally valued means.

Social Role Valorisation concepts are an important tool to both understand why people and communities devalue others, and offers practical ways to reverse these.

Less Value Unfortunately people with a disability, the aged, people of other cultures, countries or beliefs are often seen as being different in a negative way; consequently thought of as having less value. They become devalued people. We often deny this because it happens unconsciously, but it is real. We need to move this into the conscious, deal with it and strive to change these ideas in ourselves and others.

Low Status A devalued person is likely to be considered by other people as having a low status. Again this happens unconsciously.

Fewer Opportunities As a result of low status, devalued people are more likely to be denied opportunities and gain respected roles. They may even be rejected or persecuted.

Respected Role Helping a devalued person to find and keep a valued role is therefore the most important goal of SRV and for anyone who cares about changing this.

For more information about theory of Social Role Valorisation (SRV) visit socialrolevalorization.com

What is a Social Enterprise?

The text books call a Social Enterprise "a profit-making venture set-up to tackle a social need". Many commercial businesses might consider themselves to have a social objective, but a Social Enterprise is unique because their social purpose is central to what they are. Rather than maximising shareholder value, their aim is to generate profit to further their social purpose.

Some commentators describe this as "not-for-profit" as their profits are not distributed to financial investors, this is a little misleading as it implies they are unbusiness-like. It is better said that profits of the business is used to support its social aim or that the business itself accomplishes the social aim through its operation.

However, there are some misleading interpretations of the term "Social Enterprise" particularly new businesses who try to ride a wave of popular support for Social Enterprises in the community. However, despite the owners best motives and goals to establish a business based on meeting social outcome they can't truly be called a Social Enterprises as there is no binding or legal structures to ensure their profits continue to support that social purpose long-term and so it is best to discriminate between what is a "socially responsible business" and a Social Enterprise.

Consequently, Social Enterprises must have a legal structure that ensures the long-term support of its social purpose. For example: a collective where the owners are a disadvantaged group; an "Incorporated Association" or "Limited by guarantee" company where the social purpose is enshrined in their constitution disallowing profits to be syphoned away for other purposes.

SA Group Enterprises as a specialist supported employment service for people with disability our social enterprise model also combines the principles of social role valorisation. Our aim is to create viable businesses in mainstream commercial sectors that operate and promote themselves as highly competent businesses, which employ skilled personnel. This not only ensures the business develops and has the expertise to offer quality products and services, but also provides valued employment for people with disabilities who work with and alongside others in an integrate workplace.

Deductible Gift Recipient (DGR)

SA Group Enterprises are endorsed by the ATO as a Deductible Gift Recipient (DGR) and we will gratefully accept any donation to our organisation or its divisions.  To donate please visit http://www.givenow.com.au/sage

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Relevent Documents Size
Incorporated Organisation.pdf 300.52 KB
Deductible gift recipient DGR status.pdf 499.84 KB
49138_Collections for Charitable Purposes Section 6 Licence.pdf 58.8 KB