Hartlepool SEND Improvement Plan updated January 2021
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Hartlepool SEND Improvement Plan
updated January 2021
A joint local area inspection of Hartlepool’s effectiveness in identifying and meeting the needs of children and young people who have special educational needs and/or disabilities
(SEND) took place in October 2016. This inspection identified four areas of significant weakness which were detailed in a written statement of action (WSOA). The local area jointly
submitted an action plan to tackle the areas of weakness which was declared fit for purpose by Ofsted on 24 April 2017.
The local area convened an Improvement Board that oversaw the implementation of the action plan which made some positive progress to deliver the required improvements. In
January 2019, Ofsted and the Care Quality Commission revisited Hartlepool to assess whether the local area had made sufficient progress in addressing the areas of significant
weakness detailed in the written statement of action. During the revisit, inspectors found that we had not made sufficient progress in two of the four areas included in the Written
Statement of Action, although acknowledged that we had undertaken significant work in tackling these outstanding issues. During the revisit, the inspectors told us that our
governance arrangements were not robust enough as our SEND Improvement Board, established in February 2017, had responsibility for delivering the improvements as well as
holding ourselves to account on the effectiveness of this. This resulted in a lack of progress in the two areas:
Inconsistencies in the timeliness and effectiveness of the local area’s arrangements for identifying and assessing children and young people’s special educational needs and/or
disabilities; and
Weaknesses in the joint commissioning of services for children and young people who have special educational needs and/or disabilities.
As a consequence of the insufficient progress made in the above detailed areas of weakness, a further, more rigorous improvement plan has been produced to accelerate the pace of
change to tackle these two outstanding weaknesses.
The Hartlepool local area is committed to delivering this plan to improve the quality of services provided to children and young people with special educational needs and disabilities,
ensuring their needs are identified and assessed in a timely way and the arrangements for joint commissioning are substantially improved resulting in a more responsive service.
The timescales detailed within this action plan will be monitored by a newly formed Strategic Group of accountable officers who will receive six weekly reports from the Operational
Group and in turn be accountable to the Hartlepool Health and Wellbeing Board. Within 12 months, the Health and Wellbeing Board will have received the report of a Local
Government Association Peer Review which will demonstrate that the improvement plan has been delivered and the local area has implemented the necessary improvements to the
quality of services to children and young people with Special Educational Needs and / or Disabilities.
1Hartlepool SEND Improvement Plan
updated January 2021
Weakness to be addressed: System governance for delivery of SEND services for the children and young people of Hartlepool.
We will know this is working well when: The effectiveness of the local system is held to account by itself and internal and external scrutiny
Objective Actions Intended Outcomes/ Impact Responsible Milestones
Measures Person(s) /
Post Status/ Evidence Status/ Evidence Status/ Evidence
By 31/05/19 By 30/09/19 By 31/03/20
New governance Health and Wellbeing One year on report presented to Report
The governance arrangements in place: Board holds challenge Health and Wellbeing Board presented to
arrangements provide session to review the demonstrates areas of weakness HWB March 9th
Local governance
effective strategic and 1. Separation of current effectiveness of new Complete – HWB fully addressed and significantly 2020
operational
arrangements hold all
Improvement Board Complete - governance arrangements report and improved performance in
organisations to account for Minutes
accountability. into distinct Operational in ensuring all partners minutes compliance, impact and
the delivery of the SEND ToR
and Strategic functions. are fulfilling their outcomes.
Strategy and the improvement
Clearly identified responsibilities to deliver
of performance including
action plan to deliver 2. Revised Terms of Complete - this improvement plan Peer review completed and Peer Review
related outcomes for children
improvements with Implement revised Reference in place and system change. findings presented to Health and planned 31st
and young people with SEND. Minutes,
robust accountability governance outlining lines of Wellbeing Board confirming March 2020
and reporting arrangements for local accountability including ToR Second Progress Report Improvement Plan delivered. Not completed
Evidence by: Minutes of
arrangements. area SEND ensuring to Health and Wellbeing presented to Health and Complete – HWB due to COVID
meetings and action logs
there is clear Board. Wellbeing Board, CCG report Systems improvement embedded restrictions
demonstrating timely Director of
Local area leaders are understanding of Exec/Governing Body and business as usual in good
discussions and monitoring Children’s and
sighted on delivery of accountability and First Progress Report Complete- LA committees. Any risks performing local area.
of the plan Joint
this improvement plan governance across all presented to strategic escalated to Audit and
Commissioning report to
and hold those stakeholders. group. Governance Committee.
Children, young people, Services HWB
working within the
parents, family members and
system to account to Workstreams produce All organisations Balance scorecard shows Balance score
carers will understand how the HAST CCG
achieve the required 6 weekly reports which understand the challenges Complete- improvements in card has been
system is working to deliver Director for
improvements. track progress, and need for accelerated HWB mins performance. produced with
SEND services and Childrens
milestones, issues and progress and understand baseline
improvements. Services
Local leaders take risks for strategic their role in delivering this information
swift action to address group. Strategic group action plan. populated – to be
Children, young people, Chair of Health
barriers, delays or will be responsible for updated quarterly
parents and carers will feel and Wellbeing
systemic issues that tracking progress Local balanced scorecard
that the system works for them Board
impact on progress. against milestones produced which details Complete-
and shape and design the
within this action plan performance measures of BSC
development of services. Chair of One
Strategic leaders are and taking remedial compliance, impact and Findings from audits of Audit completed
Hart, One
individually action where these are effectiveness. EHC Plans received by Findings being
Children, young people and Mind, One
responsible for the not achieve. strategic group identifying presented to
parents/ carers will provide Future (PCF)
implementation of this areas of strength and Strategic group
feedback on the effectiveness
improvement plan areas for improvement on 8/10/2019
of the local arrangements HeadTeacher
within their own and actions required to
leading to evaluation and representative
organisation and tackle these.
continuous improvement.
escalate risk to their
own internal
Evidence by: Parents and
governance.
Carer representation attend
Collectively HWB
strategic/decision making
board will hold
meetings. Minutes of
strategic leaders to
governance meetings.
account for the
delivery of this plan.
2Hartlepool SEND Improvement Plan
updated January 2021
Weakness to be addressed: Limited and inconsistent assurance around the timeliness, quality and effectiveness of the local area’s arrangements for identifying and assessing children and young people’s special educational needs and/or disabilities
We will know this is working well when: Local area effectively identifies and assesses children and young people with SEND through timely high quality and effective plans that lead to improved outcomes
Objective Actions Intended Outcomes/ Impact Responsible Milestones
Measures Person(s) /
Post Status/ Evidence Status/ Evidence Status/ Evidence
By 31/05/19 By 30/09/19 By 31/03/2020
Strategic group to 70% of EHC plans 75% completed 80% of EHC Plans completed 71.9% of plans within
80% of EHC Plans receive report on the completed within within timescale within 20 week timescale. 20 week timescales
completed within 20 baseline position and 6 Baseline report and action Complete - 20 week timescale SEN2 (not reached local
week timescale. weekly thereafter in plan on timeliness and target however
compliance outlining SEN2 Have achieved 100% of identified practitioners exceeded national
relation to timeliness
For those not and compliance. performance on an 75% therefore participated in SEND workforce position)
completed within These reports will also individual agency basis have amended development programme.
timescales this is include an analysis of An increase in the completion considered by strategic 6 weekly reports action:
Identified at the Head of group. received by Balance Workforce development Workforce programme
reasons for non- in high quality effective EHC
earliest possible SEND, HBC strategic group scorecard programme continuously updated in place – however
compliance and plans within statutory
opportunity and based remedial action being timescales populated and as per feedback from participants some delays due to
on the best interests of Director of reported to and established as within core COVID restrictions.
undertaken.
the child and family. Nursing North SEND training offer strategic group workforce development offer to Some sessions have
Strategic group has accurate
Tees and reviewed and dates set Complete – quarterly staff. been moved to oniine
and real time performance
Performance in Hartlepool throughout the year for the training as appropriate.
Performance report to information to address areas
relation to timeliness of NHS roll out of the revised
be shared with all for improvement within
Foundation
offer,
assessments is partners and a system individual organisations and workforce development
Trust attendance
rigorously monitored action plan developed across system plan. 40% of identified Complete
by strategic group and lists practitioners have Attendance list
to address barriers
reported to the HWB School reps - engaged in SEND Training
impacting on
and action taken SENDCO from workforce evaluation forms
compliance.
where the above two each school Workforce development Complete – development
Well trained and skilled
actions have not been cluster plan identifies targeted staff programme.
A review of the SEND workforce that understands its registration
met. training offer to be role within the EHC Plan who need to participate in
Locality /
completed and process and consistently training. Workforce Complete
Manager attendance development offer Attendance list
updated to address provide high quality
any workforce information in a timely manner
(CAMHS) list evaluated based Evaluation forms
Tees Esk and on feedback from
development needs that leads to good plans being
Wear Valley participants and
based identified areas developed within timescales
NHS improvements
for improvement. that meet need.
Foundation identified.
Trust
Workforce Parental Complete
Local area satisfaction survey Survey report
development plan with Evidence by: Balance
operational undertaken
named lead facilitators scorecard including
group
to be published on parental satisfaction
Local Offer with
strategic partners
identifying key staff
within their
organisations to
attend.
3Hartlepool SEND Improvement Plan
updated January 2021
Best practice identified and Complete Two audit days One day LGA Peer Review completed of 31st March – 3rd April
EHC plans are of high Undertake a piece of All Hartlepool EHC Plans are benchmark set QA completed. completed the local area SEND 2020
quality and are work to identify best legally compliant. Audit report arrangements including a case Not completed due to
framework
effective leading to practice regionally and Second day 1st review of the timeliness, quality COVID restrictions
improved outcomes for nationally in EHC plans QA tool October 2019 and effectiveness of EHC plans.
children and young using PCF and their EHC plans are consistently of Annual report
people with SEND networks to identify a high quality individualised LGA Peer Review report submitted to HWB
excellence. and meet needs the child / Quality assurance tool Complete Report of audit presented to HWB March 2020 – self
young person. devised and date set for Schedule of findings prepared Complete assessment in
first audit. including plan to Audit report Audit activity evidences absence of peer
audits
Define and develop a All EHC Plans are outcome address of areas improvement in quality of plans. review
quality audit tool focused with SMART Multi-agency quality for improvement. Target: > 80 % judged good or
Head of SEND, Complete
against which to objectives to enable impact to assurance cycle better 15% of issued plans
HBC
understand baseline of be measured. established, date set for Schedule Report presented 8/10/19 Strategic audited carried out
local performance and first audit and audit team of audits to Strategic Group Group show that quality of
Assistant
improvements identified including and HWB 02/12/19 HWB olans is consistent.
Director,
required. Implement SMART objectives are based representatives from PCF. board Overview report shows
Education,
quarterly audit activity upon stretch targets for the that outcomes have
HBC
which will be reported individual child / young improved
within balanced person. Audit activity Amended action:
Director of
scorecard to strategic evidences Audit sets DfE SEND adviser dip
Nursing North
group and HWB. Language used within the plan improvement in baseline for plans sampled plans and
Tees and
enables clarity of quality of plans. meetings showed improvement
Hartlepool
Delivery of audit understanding by child / young Target: > 60 minimum from previous audit.
NHS
improvement plan to person / family / carer / %judged good or standards of CoP Changes had also
Foundation
meet identified areas professionals. Ensuring that better Audit report been made to
Trust
of concern to drive specialist advice and guidance proforma in line with
continuous within plans are of high quality pervious feedback
Locality
improvement in the and accessible to families.
Manager
quality of EHC plans.
(CAMHS)
DfE SEND
Tees Esk and
Evidence by: Balance Professional
Wear Valley
scorecard audit activity adviser to
NHS
which shows improving moderate audit
Foundation
picture. findings and
Trust
reports and advice
local area to add
Local area
value.
operational
group
Parental
satisfaction survey
in partnership Complete
through PCF Survey report
4Hartlepool SEND Improvement Plan
updated January 2021
Weakness to be addressed: Weaknesses in the joint commissioning of services for children and young people who have SEND.
We will know this is working well when: We have a detailed and comprehensive understanding of the needs of children and young people with SEND and their families. Services are commissioned in a more integrated way and working together
effectively to meet need.
Objective Actions Intended Outcomes/ Responsible Milestones
Impact Measures Person(s) /
Post By 31/05/19 Status/ Evidence By 31/09/19 Status/ Evidence By 31/03/19 Status/ Evidence
To understand current A systematic review
and projected need of of all available data
children and young which will include The JSNA and sufficiency
people with SEND. prevalence data, assessment will provide
analysis and forward local leaders with an
projection of needs understanding of need
of the SEND and the gaps in service
population. provision to allow for the
effective joint planning
Joint Strategic Needs and commissioning of
Analysis will detail an services. Over 5s
evidence based Neurodevelopment
robust needs al pathway - joint
analysis of the local The sufficiency arrangements in
Assistant Director,
area’s SEND assessment will identify Consultation to inform needs Complete - place. Pathway
Joint
population specific service areas that assessment and potential Info gathered Year 1 priorities services implemented
Commissioning,
require review and/or re- joint commissioning from school jointly commissioning and
HBC
A sufficiency commissioning and /or opportunities with all schools consultations commenced delivery
assessment will be decommissioning. These Needs assessment, Family Support
Head of
prepared based on areas will be addressed Accurate local Information sufficiency assessment Completed needs First quarter contract Service to support
Commissioning
refreshed JSNA. within the joint provided, collated and Complete - and draft joint assessment/ information presented to neurodevelopment
and Strategy,
This will identify gaps commissioning strategy. analysed and shared with Info gathered commissioning strategy strategy Health and Wellbeing pathway highlighted
CCG
in service provision strategic group from all partners presented to Strategic Strategic Group Board as a priority. Jointly
and areas where Evidenced by: Group and Health and 8/10/19 commissioned.
Director of Public
services need to be Sufficiency assessment Updated qualitative JSNA Wellbeing Board HWB 02/12/19 Health and Wellbeing
Health
developed, wherever published completed which reflects joint board receives a progress Update presented
possible, through a JSNA refreshed priorities and targets across Complete - report against the joint to HWB Dec 2020
Schools
joint commissioning Joint commissioning education, health and care. JSNA commissioning plan
approach. plan that is SMART SEMH ARPs
Parent Carer
commissioned with
Forum
Local area will jointly schools
commission services for
children and young Next priority
people with SEND that identified-
have high levels of user Speech and
satisfaction. Language review
undertake and
Evidenced by: working with
CYP families report they schools
are satisfied with
services provided.
To jointly commission Review TOR for joint Partners are jointly Assistant Director, Complete -
Completed
services that meet the commissioning commissioning services Joint Revised Terms of Reference ToR
strategy HWB
needs for children and workstream based on needs and Commissioning, for joint commissioning Draft joint commissioning
02/12/19 (due to
priorities. HBC workstream in place strategy approved by
5Hartlepool SEND Improvement Plan
updated January 2021
young people with Develop and Evidenced by: Complete - Health and Wellbeing availability of Year 1 priorities services
SEND and their families implement local area Commissioning Head of Joint Commissioning timeline Board meetings) – jointly commissioning and
Joint commissioning Strategy approved and Commissioning workstream has met and JSNA and commenced delivery
Strategy and three published and Strategy, developed timeline for strategy
year plan which Commissioning plan CCG development and System wide review of
identifies agreed approved and published implementation of strategy service provision has This has First quarter contract
priorities between commenced. commenced information presented to
education, health There is a mechanism for Head of Strategic Health and Wellbeing
and Local Authority. addressing the Commissioning, Board
commissioning (Childrens), HBC Annual report
Develop and requirements needed to Health and Wellbeing presented to HWB
implement system deliver the Joint Director of Public board receives a progress March 9th
wide reviews of Commissioning strategy Health report against the joint
service provision and action plan. commissioning plan.
across health, Evidenced by:
education and social Action logs of System wide review of
care. operational group service provision has
been completed and
The joint commissioning presented to HWB.
strategy and plan is co-
produced by Children, All redesigned and or
young people and their commissioned services
families for children and young
Evidenced by: people with SEND will
Commissioning process have a positive impact on
paperwork outcomes
PCF minutes
Operational strategic
group minutes
Measure the impact of Refine and conclude Children experience
the effectiveness of the implementation improved outcomes from
services in improving of our approach to the implementation of
outcomes for children evaluating and effective EHC plans
and young people with measuring
SEND. outcomes. Local leaders know if
services are making a
Strengthen the positive impact on the Implement outcomes star
review process in lives of children, young
measuring the people with SEND and Commence roll out of
Pilot within SLT and Completed and Outcomes star and
impact of the plan in their families. If children outcomes framework
Education completed and shared findings outcomes framework fully
improving outcomes are not making expected starting with Physio, OT
outcomes framework refined with Ops group – implemented across all Regional outcomes
for children and progress local leaders and social care with Not completed
Operational group from findings of pilot. discussion services and report of framework adopted.
young people. understand why and work review processes in place Remedlal action –
supported impact presented to HWB SEND system
together to address (SLT and education to see risk register
Strategic group Develop an outcomes star to development of adapted to include
system issues. continue) below
show progress of children QA framework Outcomes framework targets met etc…
and young people with embedded within
All services for children Reporting template
SEND. Complete balanced scorecard.
and young people with developed and impact
SEND will have a positive and outcomes reported to
impact on outcomes. strategy group
Evidenced by:
Balanced scorecard
reports to strategic
group and HWB.
6Hartlepool SEND Improvement Plan
updated January 2021
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