Executive Summary

Opening Evaluation

Introduction

1.1 Opening is a not for profit organization which aims to provide an integrated service for disabled people who want to work, but who face barriers finding employment. The project is led by disabled people and is based in Glasgow.

1.2 Opening was initially established as a six month pilot project supported by Scottish Enterprise Glasgow and the Greater Glasgow Health Board. The pilot was co-financed by The European Social Fund Objective 3 Programme.

1.3 The project commissioned Eddy Adams Consultants to conduct an evaluation of the pilot and this was carried out between June and July 2000. The process involved consultation with project participants and stakeholders, including funders and partner organisations.

Project background

1.4 Research consistently shows that people in receipt of disability benefits find it hard to access labor market opportunities. Glasgow has a proportionately high number of disability benefits claimants, compared to other UK metropolitan cities, so widening opportunities for disabled people is an important issue for the city.

1.5 During autumn 1999 funders in Glasgow supported the development of a user-led employment access pilot which brought together a consortium of organisations led by disabled people across the city. Together they established their vision of a user-led project which had two aims:

(a) To provide an integrated service to disabled people who want work but who face barriers in getting into work or holding down a job

(b) To tackle the range of barriers experienced by the above by developing a series of practical targeted initiatives during the nine months, some of which will continue beyond the lifespan of the project

The Opening model

1.6 Opening has developed a model which reflects the needs of disabled people looking for work. It links personal development with practical initiatives designed to address the structural barriers facing disabled people in the labor market. Feedback from Opening participants suggests that much of the available training provision aimed at disabled people is unstimulating and unchallenging. It reflects the low expectations the system has of disabled people and often adopts a "one size fits all" approach.

1.7 The Opening model seeks to provide a balance between support and independent work.  It encourages participants to take their own decisions and, if necessary, make their own mistakes, as part of the learning process. The pilot project consisted of two targeted initiatives - a web development project, and a research project - which engaged participants in focused work as members of a team. These were supplemented with a programme of support which included:

1.8 Feedback from participants suggests that the model is appropriate, well-balanced and sufficiently flexible to meet their needs.

Recruitment and publicity

1.9 During the pilot phase Opening successfully recruited fourteen participants, ten of whom completed the initial programme. Recruitment has been more difficult than initially envisaged by the board. However, the organization has resisted the pressure to recruit participants unless entirely sure that it is in their best interests. In doing so Opening has remained consistent to its ethos of focusing on individual needs.

1.10 During the initial pilot phase, the recruitment issue was exacerbated by insecurities around funding. Unsure of financial support beyond this period, the project has had limited opportunity to publicize its activities.  Beyond the pilot stage, one of the key issues for the project will be more proactive marketing and publicity aimed at increasing recruitment and raising Opening's profile.

Participants' experience of the pilot

1.11 All of Opening's participants were in receipt of disability benefits prior to joining the project. None of them had been in paid employment during the previous twelve months and five of the ten had never had any paid employment experience. Of those who had, two had not worked for over five years.

1.12 The participants are disabled people who are keen to work and to develop their skills. Some are looking for full-time work, others part-time and some voluntary sector activity.  They all seek activity that is meaningful and satisfying, and in each case making the commitment to participate in Opening has been a significant step.

1.13 Overall, their previous experience of education and training has been quite negative. This includes their experience of compulsory education as well as post-school experience. The latter is characterized by a sequence of low level training courses which failed to stretch them or challenge their abilities. As one participant puts it, "I was sick of the same type of training and the same type of placement at every place."

1.14 The participants rate the Opening experience very differently. The user-led ethos of the organization is important to them, and they see the model as being responsive to their individual needs. The following table shows their feedback on the individual activities, with a score of 1 being "poor" and 5 being "Excellent".

3.1: Participant Feedback on Activities.

Scores 12345

Total 1 2 12 17 29

Source: Eddy Adams Consultants

Fieldwork

1.15 Participants were also clear about the benefits of being involved in the project. The qualitative changes experienced by them included:

Conclusions and recommendations

1.16 The progress achieved by Opening during the pilot period has been impressive. The vision, coherence and commitment of the board has underpinned this, combined with a strong staff team with highly developed and complementary skills.  The user-led principle, underpinned by the social model of disability, has been a strong feature of the positive relationship between board and staff.

1.17 Although still in continual development, the Opening model is appropriately pitched and sufficiently responsive to participants' needs. The exceptional caliber of several of Opening's contractors, and their shared commitment to Opening's ethos, has also been a factor in the pilot's success.

1.18 Our recommendations look at how the project can build upon the infrastructure it has effectively established within a very limited timescale. The key points include: