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Easily download and save what you find. The Connexions Service in England was part of a government strategy to reduce social exclusion among young people. We explore its strange roots, the emergence of the personal adviser role, and the current state of development of the Service. We also highlight some fundamental questions and issues that were present from the start, and discuss the failure of the Connexions project. It was also outcome driven – and this was a particular worry. A further, significant, aspect of the Connexions Service was the extension of the surveillance of young people. A comprehensive record system that operates across area boundaries was instituted in order to track progress and assess outcomes.
It was supposed to be both a targeted and a universal service. The conventional and logical way to reconcile these dual aims is first to design the universal service and then extend it to ensure that the distinctive needs of the targeted group are satisfactorily addressed. In other words, universality was a second-order consideration. As a result, efforts were made to extrapolate to all young people measures designed to address the needs of the primary target-group. The only service brought into the Connexions Service as a whole was the Careers Service. Other services remained as entities, but were expected to take part in, and help fund, Connexions. These difficulties can be seen in the role of the personal advisor, the priority groups identified and the organizational structures that have emerged.
It was suggested that there was room for a new specialism or professional group. Work with, or as part of, schools, colleges or training providers. Provide one-to-one support and information, guidance and information. Access and contribute toward community support networks.