Peer SEND Reviews
The Local Government Association Special Educational Needs and Disabilities (SEND) peer review programme has been developed to help councils, clinical commissioning groups and their partners reflect on and improve the outcomes for children and young people with special educational needs and disabilities. The fundamental aim of each SEND peer review is to stimulate local action about how the council and its partners can improve the outcomes for children and young people with special educational needs and disabilities.
Peer Review of Rutland’s Local Area - 13th and 14th November 2019
The SEND Review team comprised five colleagues from Derbyshire County Council and Derby Council including a Parent Carer representative.
The agreed areas of focus for the review were as follows:
- The effectiveness of Rutland’s integrated offer for children and young people with SEND, testing this with our Rutland children and families and partners;
- The effectiveness of our arrangements for preparation for adulthood and independence;
- The effectiveness of our practice in Rutland
- Progress made since SEND inspection in 2017
The SEND Review was a two day programme comprising meetings with senior leaders, focus groups with Rutland County Council officers, health professionals from the Clinical Commissioning group (CCG) and the Leicester partnership Trust (LPT), education providers, early years providers, a small number of parents, children and young people. The team spent time reviewing children’s plans, reviewing performance information and visiting settings.
- The integrated Early Help SEND and Inclusion offer has made a difference to the experience and outcomes for children and families and enabled a more joined up and flexible approach to meeting children’s needs.
- Providers report the education health and care assessment and planning is a collaborative process and most parents and carers and young people are happy with their assessment process and plans and they like the format of their review meetings and the next steps could be to continue to develop child’s views and health contribution in their plans.
- There is a positive culture of joint working in the best interests of children within Rutland County Council and between partner agencies which finds ways to meet children’s needs.
- There were concerns about waiting time for health services – CAMHS, Speech and Language services and pediatricians. The care navigator and dedicated clinical officer roles within health add value and the next step could be to utilise the role to collate and feedback issues with access to health services and the impact on children.
- Significant progress has been made in some areas since the SEND inspection (2017), especially with the Education Psychology service, SENDIASS and some improvement in the Local Offer and publicity, there is opportunity to explore further the use of personal budgets.
- Capacity within the council is a strength and important enabler; settings feel well supported, with more to be done in mainstream settings to identify children’s needs and use of the graduated response.
- The Council has maintained its Aiming High offer, which is valued by parents and young people and which supports inclusion of young people attending out of county provision within their local community.
- There are good systems for data management and performance monitoring, with further opportunity to be used and shared to shape priorities.
- Wider strategies for participation are less developed, including mechanisms to collate and understand the collective young people’s “voice” and co-production with parents is not embedded.
- There is a need to strengthen transparency and engagement in our strategic governance arrangements and ensure we effectively communicate our progress and plans with parents and partners.
- There is a fantastic Disabled Youth Forum which provides peer support and enables young people to lead community action and be aspirational for their future.
- There are good outcomes for young people in education and employment evidenced by powerful case studies. There is an opportunity to develop our strategic direction on post-16 provision.
- There are strategies in place to tackle pressures on high needs funding in partnership with settings; giving them ownership and responsibility.