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1. Background

The Department for Work and Pensions (DWP) aims to improve employment opportunities for people with disabilities and support their in-work progression. While the standard Access to Work (AtW) scheme provides financial assistance for workplace adjustments beyond legal requirements, some individuals require more extensive support. To address this, DWP developed and trialled Access to Work Plus (AtW+), which was launched in May 2022. AtW+ provides enhanced financial support for employees needing significant adjustments and their employers who adapt the workplace or job roles – an element not included in the standard AtW ²õ³¦³ó±ð³¾±ð.Ìý

DWP commissioned The Policy Institute at King’s College London to conduct qualitative research on the impact, feasibility and delivery of AtW+ for wider implementation. The study explored how AtW+ was implemented, its effects on employees and employers, and its potential integration into standard AtW »å±ð±ô¾±±¹±ð°ù²â.Ìý

2. ²Ñ±ð³Ù³ó´Ç»å´Ç±ô´Ç²µ²âÌý

This study used a qualitative approach, including 32 semi-structured interviews and focus groups with employees and employers in receipt of AtW+ as well as DWP case managers involved in AtW+ (carried out between August 2024 and January 2025). Participants were purposively selected from DWP samples to ensure a diversity of perspectives and experiences.Ìý

Interviews, conducted online, by phone and in person, lasted around 45 minutes and followed a discussion guide. Data was analysed using a case-and-theme framework approach to identify key themes and patterns across participant experiences. While the study provides in-depth insights, findings are not statistically representative or necessarily generalisable. Where impact is discussed, this relates to perceived impact as described by participants.Ìý

3. Key Findings 

Overall, the support provided by AtW+ was experienced positively, with both employees and employers feeling it had a positive impact on employees’ wellbeing, skills development, and their ability to access the job market. However, there were a number of challenges with the scheme, felt by research participants to have limited its impact, such as delays to timelines and the broadness of the eligibility criteria.Ìý

Some of the more detailed key findings were: 

3.1 There were positive experiences with AtW+ support.

Support was generally well-received by both employers and employees. In particular, support workers and job coaches, as well as provision of equipment, were seen as key in supporting employees in the workplace.Ìý

3.2 Employers and employees felt AtW+ support had a positive impact.

Overall, employers and employees felt the support offered through AtW+ had a positive impact on employees, including on their wellbeing, development of workplace and social skills, and their confidence. They also felt the scheme supported employees to work who otherwise might not have been able to.Ìý

3.3 Case managers felt AtW+ did not always reach employees with the highest in-work needs.

Case managers felt the eligibility criteria were too broad, particularly around the inclusion of those who had an Education, Health and Care Plan (EHCP). Case managers felt this meant AtW+ was not reaching those with the highest in-work needs or those who faced the most significant barriers to employment.Ìý

3.4 The timelines for all stages of the AtW+ process was seen as slow.

The wider delays in the standard Access to Work scheme impacted on AtW+ clearance times and payments. This meant some participants complained about long timelines for the application process and delays in receiving payments. This was reported to have caused delays in starting job roles, lost employment opportunities, significant financial risks while waiting for outcomes, and stress among employees.Ìý

3.5 The quality and consistency of Enhanced Holistic Assessments varied.

Case managers reported some concerns about the quality of the enhanced holistic assessment reports. However, the quality of the reports improved over time.Ìý

3.6 Case manager decisions were driven largely by DWP contracted assessment suppliers’ recommendations.

When making decisions about the support that would be offered through AtW+, case managers described largely following the recommendations of DWP contracted assessment suppliers. This demonstrates the assessments provided enough information for case managers to understand the in-work support, adjustments made by the employer alongside any other type of support which may be required.Ìý

3.7 Employees and employers did not always agree with case managers’ decisions.

Where employers or employees felt case managers had not made a fair decision, they were concerned that the case manager did not understand the employees’ needs or condition, felt AtW+ guidance was being applied inconsistently, or felt the case manager had awarded an insufficient amount of funding.Ìý

3.8 There were significant practical challenges.

The practicalities of applying for AtW+, receiving a decision, and arranging support caused significant challenges for both employers and employees. These challenges placed additional administrative and financial burdens on employers and created stress for employees. These practical challenges may have been why third parties were brought in to support with applying for and receiving AtW+.Ìý

4. ¸é±ð³¦´Ç³¾³¾±ð²Ô»å²¹³Ù¾±´Ç²Ô²õÌý

Based on these findings, the report outlines a series of recommendations for how the AtW+ scheme could potentially be improved if it were to be rolled out in future. Some of these recommendations might also apply to the process used in the standard AtW scheme, which is outside the scope of this evaluation. These recommendations are: 

• Conduct a review of the eligibility criteria, particularly due to concerns by some case managers that it may not be effectively targeting those with high in-work support needs who face the most significant barriers to employment.Ìý

• Reduce the extended timelines currently experienced at all stages of the AtW+ process. However, it should be noted that the extended timelines are an issue in standard AtW, and reducing timelines on AtW+ would require changing key features of standard AtW.Ìý

• Provide upskilling for case managers to ensure they have the necessary knowledge to understand the complex and unique conditions and support needs of employees who apply for AtW+ support.Ìý

• Provide greater clarity to all parties on the application process and the decision-making process for AtW+.Ìý 

• Improve communication between employees/employers and case managers.Ìý 

• Establish a post-award contact for employees to ensure the award is used as agreed, track impact of the award, and provide an ongoing point of reference for employees and employers.Ìý

• Establish a register of trained and certified support workers and job coaches to facilitate the employment of appropriate individuals as part of AtW+ support.