Client needs for coherent information, advice and guidance services ...

increase awareness of one another’s services. Regular communications meetings,
joint marketing activities and co-ordinated bidding for funding bring providers
together with a shared agenda and help to develop mutual trust. This lays the
groundwork for taking advantage of opportunities for joint working and co-location
of services.
658 A number of the providers visited during the research are partnership-based in an
immediate, structural sense, with staff seconded from a range of other
organisations. For example, one project is managed by a secondee from what was
the local careers company and is now a main supplier of Connexions services;
Jobcentre advisers work from the project’s premises and an IAG development worker
operates on set days each week, also. Through involvement in the project,
information updates are received from a variety of sources and the project provides
an opportunity for staff from different backgrounds to develop a good understanding
of each other’s approaches.
659 Outreach work is an important part of the marketing and delivery strategies of many
IAG providers. Links with a wide range of organisations - including libraries,
community groups, ethnic minority organisations, schools, and voluntary
organisations - are constantly being developed and extended.
Links with other services
Basic skills provision
660 The links between IAG and basic skills provision was specifically identified as an
issue for exploration through the research. It was encouraging that the relatively
few clients with basic skills needs to whom we were able to speak were positive
about the provision and the support they had received in accessing it.
661 One difficulty raised by Jobcentre clients on basic skills training was that they were
not able to continue their training beyond the allocated six months; advisers
commented that this could lead to a further deterioration of skills before the client
next became eligible for training. 33 Alternative provision was not always felt to offer
the level of support required by many of these clients.
662 Several advisers had received training on basic skills awareness. However, some
were resistant to using (what they felt to be) somewhat crude methods of basic skills
assessment with clients. 34 Advisers commented that they frequently became aware
of clients’ basic skills needs anyway, and would take opportunities to explore these
with the client. However, few were willing to pursue the issue, if the client was
unwilling to discuss it.
663 Advisers noted that clients would themselves raise basic skills needs – for example,
by commenting that they needed help with spelling, or were dyslexic; other signs
were when clients were enthusiastic when offered help with completing application
forms or drafting letters. Advisers were quick to pick up on these points and to
encourage clients to take advantage of local provision.
664 All advisers were aware of local basic skills providers. Similarly, all were clear as to
where they would refer a client who was interested in taking up provision.
665 One Connexions provider reported that the recent introduction of on-site basic skills
provision was proving successful. Based in a one-stop-shop, it enabled clients to
33 We were told that this could be up to 18 months.
34 For example, one adviser stated that it was insulting and patronising to clients to ask them to complete a checklist
designed to identify basic skills. S/he refused to use it.
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