Strategy for Special Educational Needs and Disabilities in Derbyshire 2020-2023

Strategy for Special Educational Needs and Disabilities in Derbyshire

2020-2023

Derbyshire Local Area SEND 0-25

Page

1. Forewords 3 2. Purpose of the Strategy 7 3. Our Collective Vision 8 4. SEND in Derbyshire 14 5. Context 18 6. Strategic Themes and Areas for Improvement 23 Theme one: Strategic partnership working and co-production with parents/carers and young people

Theme two: Partnership working and joint commissioning across education, health and care

Theme three: Identification and assessment of needs, information and access to support

Theme four: Building inclusive capacity in mainstream schools and settings, and providing targeted support for inclusion

Theme five: Developing responsive, effective local specialist provision 26 Theme six: Preparation for adulthood 26 7. Timescales 27 8. Governance 28 9. Quality Assurance, Evaluation and Review 31 Appendix 1 – Governance Structure 33

Strategy for Special Educational Needs and Disabilities in Derbyshire 2020 2023 2

1 Forewords

Strategy for Special Educational Needs and Disabilities in Derbyshire 2020-2023 3

1 Forewords

Children and young people with Special Educational Needs (SEND) and their families really matter to us. This strategy reflects our total and relentless commitment to drive up and sustain quality services, providing challenge and scrutiny to ensure the services we offer are supporting great outcomes for local children and young people with SEND.

We fundamentally support the key principles underpinning the Children’s and Families Act. Whilst recognising and celebrating our many strengths, we recognise there is still more to be done to ensure that we enable our children and young people with SEND to lead fulfilled, independent lives and realise their potential.

Jane Parfrement Executive Director for Derbyshire Children’s Services

Councillor Alex Dale Derbyshire Cabinet Member for Young People

We are ambitious for our young people with SEND and this strategy outlines our intention to ensure we focus on the whole life of the young person. Social care intervention where needed, will focus on ensuring young people are connected in their communities, have employment opportunities that take account of their personal strengths and that where services are necessary they focus on enabling the young person to live the life they want to lead and are co-produced.

Councillor Jean Wharmby Cabinet Member for Adult Care

1 Forewords

NHS Derby and Derbyshire Clinical Commissioning Group are pleased to be a contributor to the Derbyshire SEND Strategy for 2020-23.

It is through committed system-wide partnerships that the vision, aspirations and priorities outlined in this strategy will deliver the continued improvement in support and provision for children and young people with SEND and their families.

By fully establishing SEND priorities in the work of Joined up Care Derbyshire, we are working together to improve integrated care and delivery of our shared strategies. The NHS Long Term Plan has a number of policy drivers which provides us with the opportunity to strengthen alignment to our SEND Strategy. We will be demonstrating this through integrated governance, for example targeted mental health work in schools.

The work that has been planned and undertaken to date in strengthening the graduated offer, is essential in managing demand across the system and in delivering a better experience for children, young people and their parents/carers.

NHS Derby and Derbyshire Ccg is committed to continuing to strengthen relationships with our partners and the many agencies that have a vital role to play in making Derbyshire a great place to grow up for our children and young people.

Dr Chris Clayton Chief Executive Officer Derby and Derbyshire Clinical Commissioning Group

Tameside and Glossop Ccg are committed to partnership working with all partners to provide great services for residents in Glossopdale. We want our children and young people who have SEND and their families to be able to lead rich, exciting, and fulfilling lives, accessing the same experiences as other children, young people and families. To support this, we will ensure the right support is available where and when they need it.

The vision and priorities in this SEND Strategy 2020-23 are wholly supported by Tameside and Glossop Clinical Commissioning Group.

Steven Pleasant Accountable Officer Tameside and Glossop Clinical Commissioning Group

1 Forewords

Derbyshire Parent Carer Voice has been set up to help parents/carers have a forum for change within Derbyshire services and how they work with regard to parents, carers and children and young people with SEND.

Derbyshire Parent Carer Voice challenges the Local Authority and encourages parent and carers to constructively use their voice and to give feedback on their experiences. Derbyshire Parent Carer Voice has trustees sitting on many of the decision-making boards and have been actively involved in contributing to this Strategy. We support the key themes and areas for improvement that it outlines. We welcome the commitment of strategic leaders and operational services across the local area to work together to continue to improve how children and young people have the needs identified, assessed and met, to ensure that they achieve the best possible outcomes.

We will continue to be closely involved in monitoring and challenging the progress towards the areas for improvement in the strategy and the aligned SEND Strategic Plan. We will use surveys to gain views of parent/carers who are unable to attend our events and share the report on our website; a copy of which is also given to the relevant authority.

We will continue to ensure that effective parent and carer participation is happening by allowing parents and carers to have conversations with and work alongside professionals, in order to design, develop and improve services. This partnership benefits everyone.

Chair and Vice-Chair of Derbyshire Parent Carer Voice

2 Purpose of the Strategy

This strategy sets out a clear jointly agreed strategic vision and priorities for children with SEND in the Derbyshire Local Area. It is the framework within which the Local Area, which includes Derbyshire County Council, Derbyshire Clinical Commissioning Groups (CCGs), health providers, along with many other partners, will deliver our local ambitions for children and young people with SEND 0-25. It will describe what we are going to do, and how we are going to do it and why we are doing it.

Our Collective Vision

3 Our Collective Vision

3.1 Derbyshire County Council Ambition and Values

Ambition: We will strive to be an enterprising and value for money Council enabling people and communities to thrive.

Values: The way we work – we will:

• be open, honest and accountable ensuring the decisions that we make are fair and transparent;

• spend money wisely making the best use of the resources that we have;

• work with partners and local communities because we know that we cannot tackle complex problems on our own; and

• listen to local people ensuring we are responsive and take account of the things that matter most to them.

3 Our Collective Vision

3.2 Derbyshire Children Services Vision

In delivering the council priorities staff will be: ‘working creatively together to inspire and empower children, young people and their families and communities to be the best they can be: safe, healthy, happy, learning and working’.

Our ambition is to achieve sustained positive outcomes for children, young people and their families and to improve their physical, social and emotional well-being and safety, close the gap in educational achievement and support all children and young people in realising their potential.

3 Our Collective Vision

3.3 Derbyshire and Derby City Ccg Vision

Our vision is to continuously improve the health and wellbeing of the people of Derbyshire, using all resources as fairly as possible.

We will do this by:

• providing local clinical leadership to the NHS, and working with everybody who can contribute to our aims;

• being open and accountable to our patients and communities; ensuring they are at the heart of everything we do;

• understanding our population and addressing inequalities so that services are in place to meet needs;

• planning services that best meet those needs now and in the future;

• aiming to secure the best quality, best value health and social care services we can afford; and

• using our resources fairly and effectively.

3 Our Collective Vision

3.4 Tameside and Glossop Ccg Vision

Our vision is that by inspiring all NHS colleagues, and through close working with partners, we will ensure the development of excellent, compassionate and cost-effective care leading to longer, healthier lives.

We will do this through the following principles:

• listening to patients;

• developing innovative services closer to home;

• increasing taxpayer value for money; and

• improving health indicators.

3 Our Collective Vision

3.5 Our Local Area Vision and Beliefs for Children and Young People with SEND

Therefore, within the context of these ambitions, visions and values across education, health and social care: Our vision is that all children and young people with SEND lead fulfilled lives; where they achieve well, are included in their local community socially, access meaningful employment and lead as independent, physically and emotionally healthy lives as possible.

We will ensure that everyone working with children and young people and their families will do their best to achieve this vision within a robust and integrated SEND system that leads to children and young people being well prepared for adulthood.

Our collective beliefs are:

• all children and young people with SEND and their families should benefit from high quality services;

• children, young people with SEND and their families and carers will be at the centre of all arrangements in Derbyshire to improve outcomes and their participation is essential;

• services should be available and accessible; and

• staff in all services/agencies supporting children and young people with SEND should, as far as possible, work collaboratively, be trained together and share a common understanding and purpose.

SEND in Derbyshire

4 SEND in Derbyshire

The current position of SEND within Derbyshire is as follows:

Population - Children and Young People

There are 209,664 children and young

people aged 0-24 living in Derbyshire;

26.3% of the total population

49% of 0-24 year olds are female

51% of 0-24 year olds are male

There are 104,677 school age children

(5-16) and young

people living in Derbyshire; 13.1%

of the total population

49% of 5-16 year olds are female

51% of 5-16 year olds are male

Around 17,000 (15% of the school population) have SEND

Source: Ons mid year estimates 2018.

4 SEND in Derbyshire

Number of SEN pupils within each District as at January 2019 based on Home Postcodes.

High Peak

1,750

Chesterfield 2,206 Bolsover 1,856 Derbyshire

Dales 1,235

Amber

Valley 2,482

Erewash 2,198

Derby

S Derbyshire 1,649

2,230 to 2,490 (1)

1,960 to 2,229 (2)

1,730 to 1,959 (2)

1,460 to 1,729 (2)

1,230 to 1,459 (1)

Percentage of SEN pupils within each District as at January 2019 based on Home Postcodes.

High Peak

15%

Chesterfield 15% Bolsover 17% Derbyshire

Dales 14.1%

Amber

Valley 14.8%

Erewash 14.7%

Derby

S Derbyshire 14% 16.3% to 17% (1)

14.8% to 15.5% (3)

14.1% to 14.7% (2)

13.3% to 14% (2)

Amber Valley has the

greatest number of pupils with SEN while

Bolsover has the highest proportion of

pupils with SEN.

4 SEND in Derbyshire

SEN trend in Derbyshire

Over the last 2 years the proportion of pupils with SEN Support in Derbyshire has remained stable. The proportion of pupils with a Statement of SEN/EHC Plan has seen a gradual reduction.

2017 2018 2019

No. % No. % No. %

Pupils with SEN 16,505 14.8 16,948 15.2 16,879 15.0

Pupils with SEN Support 13,360 11.9 13,909 12.4 13,963 12.4

Pupils with a Statement of SEN/EHC Plan

3,145 2.8 3,039 2.7 2,916 2.6

Moderate Learning Difficulties is the most common primary need in mainstream schools followed by social, emotional and mental health.

Autistic Spectrum Condition is the most primary in special schools followed by severe learning difficulties.

Source: January School Census

Young people aged 16-25 with SEN

There are currently 890 young people recorded as SEN in the council’s case management system (Synergy). As a percentage of the total population aged 16-25, this roughly equates to 1.1%.

Of those young people with SEN, 512 (57.5%) are in learning.

Context

5 Context

5.1 The Children and Families Act 2014

The Children and Families Act 2014 introduced changes for Local Authorities and their partners regarding how children and young people with special educational needs and disabilities are assessed and supported. The Act is supported by a revised Code of Practice for Special Educational Needs and Disability (SEND), the most recent version published 1st May 2015. The principles underpinning this Code of Practice make clear that local authorities must have regard to:

• the views, wishes and feelings of the child or young person, and the child’s parents; • the importance of the child or young person, and the child’s parents/ carers, participating as fully as possible in decisions, and being provided with the information and support necessary to enable participation in those decisions; and • the need to support the child or young person, and the child’s parents/ carers, in order to facilitate the development of the child or young person and to help them achieve the best possible educational and other outcomes, preparing them effectively for adulthood.

In addition the Act required:

• including those aged from 0-25 years old; • each area to have a Local Offer, which describes the types of support available for children and young people with SEND and their families, from birth to 25 years of age;

• all requests for assessment of special educational needs to follow the 20-week process for an Education, Health and Care (EHC) Needs Assessment; and • Personal Budgets to be made available where appropriate.

In implementing the Act locally Derbyshire has the following objectives:

• improving how the local area identifies children and young people with SEND; improving how the local area assesses and meets the needs of children and young people with SEND;

• improving the outcomes of children and young people with SEND in the local area;

• high satisfaction from and positive experience for children and young people with SEND and their families; • a Local Area that knows itself i.e. what is working well and where things need to improve; • cost effective and streamlined services; • responsive and integrated commissioning of SEND services; and • a highly skilled and effective workforce.

5 Context

5.2 The Children and Families Act in Derbyshire

In June 2014 Derbyshire County Council approved investment in a transformation programme to deliver on the ambitions for the Act in Derbyshire. In implementing the Act locally Derbyshire seeks to deliver:

• a relationship with children and families – doing with, rather than being done to; • reduced bureaucracy; • more joined up and integrated approaches between services; • a system that feels different, characterised by person centredness and a focus on outcomes; and • strategic and integrated commissioning of SEND services.

Key themes arising from consultation with parents/carers are:

• a wish for families to access support at the right time, using a graduated response to a child’s needs, without where, possible, the need for a statutory assessment;

• a desire for a less complex, but stronger multi-agency response to assessment, planning and support;

• for children and families to be at the heart of planning and decision making;

• that families do not want people who have never met their child taking critical decisions about their support; and

• support for working in a multi-agency, co-ordinated way based in localities.

5 Context

5.3 Local Area SEND Inspection November 2016

In November 2016 Derbyshire had its Joint Local Area SEND Inspection undertaken by Ofsted and CQC. The inspection report noted many strengths including:

• that leaders had taken effective account of the reforms; that colleagues across the local area are working more closely together to support young people with SEND;

• that the local area has a very good understanding of how effectively it identifies and meets the needs of young people with SEND;

• that local area leaders understand the challenges of implementing the reforms; and

• that stakeholders from across the local area are well represented and their voices are listened to.

The inspection also highlighted a number of areas for development which were incorporated into the SEND Strategic Plan, with relevant actions taken forward and progress monitored.

5.4 Local Area SEND Peer Review April 2018

In April 2018 Derbyshire participated in a SEND Peer Review in which four external reviewers explored selected key lines of enquiry. The review report reflected the following key strengths:

• there is clear senior leadership and strategic direction to the SEND programme, with a high standard of expected delivery;

• the senior staff form health and the Local Authority could articulate their knowledge of areas of strength and development;

• there is a principle of co-production values;

• frontline staff, parents/carers told the team that they were able to access senior leadership who listened to them and who sought to learn from customer feedback; and

• the CAMHS Ld and epilepsy pathways were highlighted as particularly good practice.

The areas for further development were included in the SEND Strategic Plan.

5 Context

5.5 SEND Strategic Review

During the academic year 2018 -19 Derbyshire County Council undertook a comprehensive strategic review of our support, services and provision for children and young people with high needs. To complete this work and, therefore, give an external, objective perspective the Isos Partnership was commissioned, an organisation with a strong national reputation and background in this field.

The review was undertaken in three phases:

Phase 1 – evidence gathering.

Phase 2 – testing the evidence base and findings and shaping recommendations.

Phase 3 – focusing on what was needed to put the review findings and recommendations into action.

Throughout, the approach taken was to closely involve all stakeholders and work collaboratively, iteratively and in a spirit of co-production.

The report and recommendations completed in July 2019 was agreed by the SEND Strategic Board and endorsed by strategic leaders. The areas for improvement and associated actions have been incorporated into a refreshed Local Area SEND Strategic Plan. This details how the recommendations will be taken forward, build on the strengths Derbyshire already has and address the areas for improvement that were reflected. The full report is available on the Local Offer.

The Local Area SEND Strategy and SEND Strategic Plan will form the foundation for the provision for our young people with high needs in Derbyshire for the next three years. 22

6 Strategic Themes and Areas for Improvement

Derbyshire has six underpinning themes through which its vision will be delivered and the areas for improvement addressed.

Theme one -

strategic partnership working and co- production with parents/carers and young people.

Theme two -

partnership working and joint commissioning across education, health and care.

Theme three -

identification and assessment of needs, information and access to support.

Theme four -

building inclusive capacity in mainstream schools and settings and providing targeted support for inclusion.

Theme five -

developing responsive, effective local specialist provision.

Theme six -

preparation for adulthood.

These themes provide the framework for the Local Area SEND Strategic Plan through which the key areas for improvement will be addressed. The plan details the success criteria, key actions to be undertaken, who will be leading on each aspect, the performance milestones and how they will be monitored.

Each of the six themes has a number of key areas for improvement.

6 Strategic Themes and Areas for Improvement

6.1 Strategic Partnership working and co-production with parents and young people

The key areas for improvement are: 1. Build on existing strong strategic relationships with parents/carers of young people with SEND by broadening strategic engagements and participation. 2. Identify and develop specific co-production projects with parents. 3. Develop a formal framework/network for engaging young people in strategic initiatives and questions facing the local system.

6.2 Partnership working and joint commissioning across education, health and care

The key areas for improvement are: 1. Revisit the purpose of the SEND commissioning hub. 2. Identify some specific priorities for joint commissioning. 3. Continue to work with frontline professionals to ensure consistent understanding of the local continuum of services and provision for young people with SEND in Derbyshire.

6.3 Identification and assessment of needs, information and access to support

The key areas for improvement are: 1. Update and refine the local offer to provide a clear overview, introduction and practical tool for parents/carers, providers and professionals. 2. Address the concerns raised about the day-to-day operation of Grip so that it delivers swift, pupil-centred high needs support for schools consistently effectively. 3. Refine core processes related to EHC assessments and plans to address concerns about consistency, quality and specificity of outcomes.

6.4 Building inclusive capacity in mainstream schools and settings and providing targeted support for inclusion

The key areas for improvement are: 1. Continue to develop, support and strengthen inclusive capacity in mainstream education settings. 2. Refocus the offer of targeted services in a more holistic, strategic way so that they provide a coherent, consistent and responsive offer across the county.

Strategy for Special Educational Needs and Disabilities in Derbyshire 2020-2023 25

6 Strategic Themes and Areas for Improvement

6.5 Developing responsive, effective local specialist provision

The key areas for improvement are: 1. Rearticulate a clear offer of Enhanced Resource School support based on current and future needs that is equitable across localities and consistent across phases. 2. Rearticulate the offer of special school provision, ensure the offer and core processes are informed by current and future needs. 3. Work with school and Alternative Provision leaders to develop responsibility-based models of inclusion support and Alternative Provision to strengthen pathways, reintegration and the equitable use of local Alternative Provision.

6.6 Preparation for adulthood

The key areas for improvement are: 1. Set out a shared vision of the opportunities to be open to all young people with SEND and high needs. 2. Develop explicit processes for planning long-term outcomes and pathways for young people and embed these in young people’s plans and the work of all services. 3. Develop a broader and more integrated offer to widen the range of pathways open to young people with SEND and high needs.

7 Timescales

The SEND Strategy will run from January 2020 until January 2023 when its success will be reviewed. Over each of the three years actions will be taken to progress each of the six themes. Developments will be addressed using a variety of approaches including task and finish groups and individual smaller projects. All delivery will be closely monitored.

8 Governance

A clear structure for accountability oversees the delivery of this strategy and the strategic plan, with overall accountability resting with the Health and Wellbeing Board. See Appendix 1.

The Local Area SEND Strategic Board will have direct oversight of the Local Area SEND Strategy and Strategic Plan and works to the following principles:

• leading change – giving clear direction, engendering trust, engaging stakeholders, appointing the right people at the right time, being clear about uncertainty, solving problems and creating novel solutions, supporting transition to the new ways of working and when indicated by available data (qualitative and quantitative) providing appropriate challenge where needed;

• envisioning and communicating a better future – providing a clear vision statement that is consistent and communicated and recognising and rewarding those involved in improvements;

• focusing on benefits and threats to them – all benefits will be aligned to the strategic objectives, a risk register will be kept up to date and well managed, the benefits of the programme will be understood, and the programme will remain focused;

• adding value – the programme will add value to the sum of the constituent projects and there will be a plan for quick and visible performance improvements;

• designing and delivering a coherent capability – a schedule of activity

will ensure the optimum level of change is delivered within minimum adverse impact on operational services, with rigorous management of interdependencies between projects, clear understanding of different responsibilities within the programme, regular reviews, and removing obstacles to change;

• learning from experience – a reflective stance will be taken by all members of the programme organisation and this will be facilitated by the retention and maintenance of a log of lessons learned and use of the Programme Quality Impact Assessment tool;

• remaining aligned with partners corporate strategies – external influences on the programme will be identified, projects will be carefully monitored and the business case will be regularly reviewed;

• person centredness and outcomes focus – all aspects of the programme should support and enable person-centred approaches and a focus on outcomes; and

• co-production – ensuring all aspects of the programme are developed in partnership with stakeholders, including parents and children.

8 Governance

The Local Area SEND Strategic Board will:

• ensure effective arrangements are in place in order that the Board is able to effectively deliver and evaluate how the local area carries out its key functions;

• ensure that there is a comprehensive process for evidencing the above including both qualitative and quantitate data;

• ensure there is effective and comprehensive Local Area self-evaluation, well linked to the SEND Strategic Plan areas for improvement;

• monitor progress towards the actions identified on the SEND Strategic Plan to address the identified key areas for improvement;

• provide direction to the key groups on delivering the strategic priorities, including task and finish and advisory groups;

• endorse and approve decisions and developments regarding SEND provision as appropriate and make strategic recommendations through relevant governance structures;

• provide strategic links and communication with stakeholders;

• ensure the principles of the SEND reforms are upheld, including those of participation and engagement, person-centeredness and outcomes focus;

• ensure system wide communication of progress, development, changes and challenges;

• monitor and respond to risks; and

• be ready and prepared for the local area inspection.

9 Quality Assurance, Evaluation and Review

This Local Area SEND Strategy and the associated SEND Strategic Plan will be regularly reviewed by the Local Area SEND Strategic Board and signed off by the Health and Well Being Board. The Local Area is committed to a process of systematic quality assurance and evaluation within a framework of systematic self- evaluation involving all partners and a cycle of ongoing Local Area improvement. This includes what we learn from children and young people, their parents/carers and families, staff, partner agencies, learning from internal and external inspection and audit, as well as responding to actions arising from Serious Case Reviews and national policy. The process of quality assurance, evaluation and review covers several key areas and aspects to ensure it gives a comprehensive view of how well we are doing and how we need to improve. This includes:

• engagement and feedback from key stakeholders and organisations (children, young people, parents/carers/ families and partners from all agencies involved in supporting Cyp with SEND 0-25);

• audits of key parts of the SEND process, including Education, Health and Care Plans (EHC Plans), EHC needs assessments including parental requests, annual reviews and SEN support in mainstream schools;

• observation of decision-making meetings – Annual Reviews, EHC Planning meetings, SEND Panels and Multi- Agency Panel meetings;

• analysis of a range performance data including the range of outcomes of Cyp with SEND, exclusions, attendance, employment and performance against statutory timescales; and

• delivery of Challenge Days and engagement with SEND Peer Reviews.

Appendix 1 Appendix 1 - Governance Structure

Health and Well Being Board

Joined Up Care

Derbyshire (Children’s Stp)

Ccg Quality &

Performance

Committee

Dcc Cabinet

Dcc Children’s

Services Smt

Adult Care

Smt

Local Area SEND Strategic Board

Local Area Groups in Education,

Health and Social Care

Appendix 1 - Governance Structure

Accessible Table of Data

Group Works With (A) Works With (B)

Health and Well Being Board Ccg Quality & Performance Committee Dcc Cabinet

Ccg Quality & Performance Committee Local Area SEND Strategic Board

Dcc Cabinet Dcc Children’s Services Smt Adult Care Smt

Dcc Children’s Services Smt Local Area SEND Strategic Board

Adult Care Smt Local Area SEND Strategic Board

Local Area SEND Strategic Board Joined Up Care Derbyshire (Children’s Stp) Local Area Groups in Education, Health and Social Care

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Strategy for Special Educational Needs and Disabilities in Derbyshire 2020-2023