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 Guidance Community Discussion Space :: helping build careers
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Weblog | 122 entries | 08-July-2008 | 36 authors |
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Wants & Needs?
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Blog Entry | 1 reply | 13-March-2006 | jenny bimrose |
What do people want from IAG services and what do people need?
Join the discussion about this question below, or make your own contribution to the consultation on the IAG Review website What do people want from IAG services and what do people need? The summary of responses (57 in total) from the IAG website in relation to 'Wants and Needs' as of the 30 June 2006 suggest that: Agreement exists regarding the need for one-to-one guidance support on an on-going basis that both responds to the particular circumstances of individual clients and is well marketed. Ideally, this would be face-to-face, though the role for e-guidance with some clients is acknowledged. Whatever the mode of delivery, guidance support should be available from competent practitioners who are both qualified and supported by a structured programme of continuing professional development. The need for flexible delivery is emphasised, with face-to-face services available outside normal office hours. Other key aspects of high quality service delivery that are identified include: labour market information (including local labour market information); financial assistance for education and training (including childcare); practical support for those wishing to start their own business; specialist support for those wishing to enter higher education; work placement schemes; and advisers who are representative of their local community. Related to this is the need for multi-lingual services to be available. The need for IAG to be better managed within Offender Learning and Skills Service (OLASS) provision is highlighted. A recurrent theme relates to the detrimental effect on service delivery of the current Level 2 eligibility criteria for services. |
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An overly bureaucratic system? | Discussion Topic | 0 replies | 14-July-2006 | Andrea Allgood |
nextstep services are managed through
a lengthy policy, funding and contracting chain
A decade or so Careers Services delivered guidance and guidance professionals had some local autonomy in developing services and allocating resources.
Now nextstep services are managed through
a lengthy policy, funding and contracting chain. This chain involves DfES, National, Local and now Regional LSC Offices, nextstep Managing Agents and their subcontractors.
The guidance expertise exists largely at the lower levels of this considerable infrastructure usaully with little opportunity to influence developments.
Is this the optimum management model for a professionally qualified service informed by a substantial body of research, the values and ethics of the ICG etc ?
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