0-25 Transformation in Salford 0-25 SEND Pathfinder A new way of - - PowerPoint PPT Presentation

0-25 Transformation in Salford

0-25 SEND Pathfinder

• A new way of working, putting children and families at the centre of

the process, enabling families to make the choices that best meet their child’s needs.

• Piloted in the South locality, started in September 2017 and will until

December.

• The Pathfinder is for any children and young people with complex

needs who are being supported by 2 or more services / organisations and who are in education or live within the south locality.

SEND 0-25 principles

• Child first and foremost
• Putting the family at the centre of the process
• Listen, understand and look at things from the family’s perspective
• Needs and outcomes framework
• Co-production
• Enabling rather than providing
• Early intervention and prevention
• What CAN we do, NOT what do we do
• Local
• Integrated
• One assessment (with multiple dimensions)
• One plan
• High Expectations for all children and young people

Child / Young Person: complex needs with 2 or more services / agencies expected to be involved Allocation meeting - Pathfinder Operational Manager to confirm the most relevant professional as the Engagement Lead

(in the event that a safeguarding need is identified, the Engagement Lead will usually be the social worker)

Where needed: ‘MAP’: Multi-Agency Panel explore high cost / high complexity solutions

Family Assessment or Family Assessment Review completed & submitted to CAF team. CAFA if safeguarding need EHC Plan if appropriate Pathway feedback

Worker uses online referral form to notify the Bridge

CAF team notified – request to complete Family Assessment (unless straight to CAFA due to safeguarding need) Bridge: CRM record of involvement Locality Manager: EMS record of involvement

SEND 0-25 Pathfinder

(South Locality from September 2017)

Child, family and professionals review progress through further engagement and meetings as required Bridge creates a record for monitoring, analysis and future reference Multi Agency Meeting (MAM): child, family and services explore solutions

Please note: Meetings that have already taken place prior to the Bridge referral such as TAF, Family Service Plan meetings will be included in the pathway. A MAM will need to be arranged to provide an

• pportunity for the child / young person and their family

to be actively involved in the decision making process.

Overview of Activity

• 27 PVIs
• 4 Childrens Centres
• 55 Primary schools
• 18 High schools
• 1 Special school
• 6 Primary PRU
• 1 Medical PRU
• 1 Secondary PRU

Overview of activity

• ADHD 4
• ASD / ASC 15
• Attachment 2
• Behaviour 20
• Complex health needs 6
• Complex needs 7
• Development 7
• Hearing / Deaf 3
• Physical / mobility 6
• SEMH 15
• SEN 22
• Speech & language 31
• Transitional support 12
• Visual impairment 3
• (13 have social care as the main reason for referral)

Overview of Activity

4.4 4.4 4.5 4.5 4.6 4.6 4.7 Listened to Involved in decisions Understood Confidence & trust

Parents / Carers scores

Overview of Activity

0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 Information sharing Accessing information MAM successful Success for parents Success for professionals

Professionals / Engagement Lead scores

Engagement Lead Other Professionals

Overview of Activity

• What’s working well for..
• Families
• Involvement
• Transparency
• Timescales
• Knowing who to ask
• Meeting SEN workers face to face
• For schools
• Informality
• Engaged parents
• Timescales
• Easy paperwork
• Support of other professionals
• For other professionals
• Forum to discuss concerns

Overview of Activity

• 86 have resulted in a full EHC needs assessment

(last year – 95)

• Co-production of EHC plan
• Tribunals - Nil
• Complaints – Nil
• Capacity to sustain MAMs
• MAPs
• Principles of personalisation

Principles

 Children and young people are in control of their own lives  Focus on what individual children and young people want to achieve  Children and young people are safe from harm  Good lifestyles depend on a good education, decent income, supportive communities and clean green places.  Recognise different types of families  Families and services plan together  Services build on the strength of communities and families  Convenient services: right support, right place, right time  Listen and see things from others’ point of view  It’s not about who we are, it’s about what needs to be done  One assessment, one plan  Easy access to information  Act early to address issues  Take the time to understand what works  Create a flexible, dynamic workforce – ready to adapt when things change  Change our habits and behaviours if they’re not working  We are in this for the long term

Data

 We serve almost 79,500 0-24 year olds in Salford.  ONS population projections for Salford showed that the 0-24 population will grow by 14% between 2015 and 2035, from 79,500 to 90,700.  The biggest growth will be in the 10-14 age group (up 32%) and the 15-19 age group (up 21%).  The 0-4 age group is not projected to grow from 2020, with consequent levelling

• ff in other age bands as this cohort ages.

Foundations to growth

Families feed back , informing care and shaping the system Listening to Dads

Pathway redesign Transforming Care proposal PCCA work TC2: Children with Disabilities Pathway review

TC1: Speech, language therapy services- school Elklan TALC screening Consultation included bespoke Dads work

Start Well Wellcomm New specification School and community delivery model

TC3: EHWB including CAMHS Training , link worker GMCA trauma and behaviour

Start well Projects ( 5)

CCG Innovation pilots – CYP resilience

Consultation with OJC youth

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Overview

The GM Transforming Care (TC) for Children and Young People (CYP) accelerator project will focus on preventing the number of CYP which are placed in a 52/38 week residential school placements. We will do this through the following key components of the project:

• Establish a population health and care dynamic support model and CETR arrangements across all GM localities

which will embed the thrive methodology.

• Pilot an intensive support service for CYP which will involve therapeutic and short breaks services (using the

Ealing model) which will look to bring together assessment processes, strengthen joint working between health and care and include key working arrangements. This will apply only to 3 or 4 GM localities to be selected.

• Embed culture change through a CYP LD forum linked to Youth Parliament, strengthen coproduction with

families within the new models of care, and greater support to staff and families to increase use of personal budgets. Contacts: Lucy Malcolm, LD Programme Manager: Lucy.Malcolm2@nhs.net Sandy Bering, Strategic Commissioner for LD and MH: sbering@nhs.net

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Risk Registers and CETRs

Joint health, care and education risk registers and CETRs to ensure the right support is in place.

Intensive Support Services

Providing therapeutic support, PBS and short breaks working with and support families for children most at risk of admission or residential placement.

Coproduction

Embedding arrangements to coproduce with CYP, families and experts-by- experience.

Integrated Personal Budgets (IPS)

Support staff and families to access IPB that support CYP and families in most effective ways.

Governance

Establish working group bringing all the key stakeholder together to

• versee and lead delivery of

the project. PRIORITIES AND WORKSTREAMS

LINKING INTO EACH OF THE ABOVE PLUS THE FOLLOWING ADDITIONAL PRIORITIES

Enablers /Cross cutting

Local Care Organisations

The GMHSCP Transforming Care Children and Young People Accelerator Project will involve three key priorities supported by three enablers:

GM Transforming Care – CYP Accelerator Project

Data

Understand numbers, trends and trajectories for CYP in 52/38 week placements and inpatient services.