Worksteps in the right direction
The Workstep programme challenges training providers to widen opportunities for disabled people and where possible guide them into unsupported employment. Our Annual Report contains guarded praise of providers' performance in 2006/07.
Recognising the challenging targets Workstep participants face, and the good progress being made, the report highlights that the best providers offer experience in a wide range of occupations. But it also finds leadership and management no better than satisfactory overall, and recommends that for many providers, quality improvement processes need to be strengthened.
However, one organisation, Moorland Plastics in Barnsley, exemplifies what an enthusiasm for innovation and a 'can do' approach can achieve. It has undergone a transformation and was judged to offer outstanding leadership and management, capacity for improvement, and equality of opportunity at inspection earlier this year. It was also found to offer good services in all other areas.
The enterprise began in the mid-1960s as a Barnsley Council sheltered workshop, manufacturing plastic-moulded products. Four years ago when new manager Pat Farmer took the helm, she felt it was stuck in a rut. Although commercially successful with new products being developed, she identified that the progression and self-development needs of the staff, most of whom are disabled or have a learning difficulty, were being ignored. And since joining, she has focused relentlessly on creating an ethos of educational attainment.
Pat Farmer says, 'The Workstep programme should be a vehicle for learning. Every Workstep participant - that's 36 of the 43 staff - is involved in at least one training programme. Many have achieved NVQs, or certificates in areas like manual handling, or ICT qualifications. The introduction of job rotation has also enabled staff to acquire new workplace skills.'
We are about enabling people to move towards fulfilling their potentialPat Farmer, Factory Manager
While this has a positive impact on productivity she emphasises, that's not its purpose. She says, 'We are about enabling people to move towards fulfilling their potential. The factory is about individual progress, raising confidence and self-esteem.' And she insists training and learning commitments take priority, even when there are urgent production deadlines to meet and adds 'the orders still get fulfilled on time'.
One important aim of Workstep is to move people on to unsupported employment. And there have been several successes at Moorland Plastics.
Currently, three long-term employees are seconded to other departments within Barnsley Council, and Pat Farmer hopes they will soon be offered permanent posts. Another ex-employee is now working in a call centre after 20 years on the shop-floor.
Opportunities are also developing for employees who want to stay at the factory and a widening scope of training gives people greater expertise and involvement in their work. Placements are now provided for the 14 to 16 age range following the alternative curriculum in mainstream and special schools.
Pat Farmer comments, 'The youngsters enjoy getting out of school into a work environment and bring a sense of vibrancy with them. And our staff gain enormously from passing on their skills and helping the young people to develop a positive attitude to work. Acting as a mentor, especially when the students are experiencing their own difficulties with school or home, provides a real confidence boost.'
