local area partnership programme planner

Report to Children and Young People Overview and Scrutiny Committee Appendix 'A' 12 January 2009

Lancashire

Aiming High for Disabled Children

Short Breaks Transformation Programme

Local Area Partnership Programme Planner

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Table of Contents Programme Contact Details ..................................................................................................................................................................... 3

0. Introduction .......................................................................................................................................................................................... 5

1. Engagement with parents and disabled children and young people..................................................................................................... 6

2. Provision .............................................................................................................................................................................................11

3. Direct Payments and Individual Budgets.............................................................................................................................................23

4. Features of Provision (For Children and Young People in Priority Groups A & B) ..............................................................................26

5. Capital .................................................................................................................................................................................................43

6. Workforce............................................................................................................................................................................................45

7. Commissioning and Market Development...........................................................................................................................................49

8. Risk Register .......................................................................................................................................................................................52

9. Budget - Revenue and Capital ............................................................................................................................................................54

Appendices .............................................................................................................................................................................................57

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Programme Contact Details

LOCAL AUTHORITY AREA : Name Job title Contact details (Email and Telephone) Local Authority Lead (Senior Manager with Responsibility)

Sally Riley Head of Inclusion and Disability Support Services [email protected] 01772 532713

Programme Manager

Antonio Silva Interim Programme Manager for Aiming High for Disabled Children

[email protected] 01772 532713

North Lancashire PCT Lead (Senior Manager with Responsibility)

Hilary Fordham Head of Commissioning, Unscheduled Care and Children's Services


East Lancashire PCT Lead (Senior Manager with Responsibility)

Cath Randall Children’s Integrated Services Commissioning Manager


Central Lancashire PCT Lead (Senior Manager with Responsibility)

Debbie Fagan Associate Director Children's Services [email protected] 01772 645521

Other Key members of Programme Team Name Job title Contact details (Email and Telephone)

Duncan Bennett Policy Development Officer (Children and Families) - Lancashire County Council


Brian Robinson Service Manager, Integrated Provision - Specific Needs Burnley, Pendle and Rossendale - Lancashire County Council


Joan Ryder Head of Commissioning for Children & Maternity Services – Central Lancashire PCT


Ann Gregory Commissioning Manager – East Lancashire PCT [email protected]

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01282 607038

Sarah Beattie Lead Commissioner for Children’s Partnership & Strategy - North Lancashire PCT


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0. Introduction

Lancashire is the fourth largest council and one of the most diverse counties in England and Wales. Its history and landscape have shaped the place it is today, bringing opportunities and benefits but also challenges. Lancashire County Council is the fourth largest local authority in England and Wales. It covers an area of 2,903 square kilometres. There is a population of 1.16 million (mid-year estimates 2006), which is projected to grow by almost 8% to 1.23 million by 2028. The county comprises a mixture of urban, rural and coastal communities and covers 12 district councils: Burnley, Chorley, Fylde, Hyndburn, Lancaster, Pendle, Preston, Ribble Valley, Rossendale, South Ribble, West Lancashire and Wyre. Parts of Lancashire’s economy have a low wage and low skill base, especially in the east of the county. Four of the county’s districts (Burnley, Hyndburn, Pendle and Preston) rank in the top 30 most deprived districts in the country (Index of Multiple Deprivation 2007). We have a multi-cultural population. Five per cent of people are from black or minority ethnic backgrounds, mainly Pakistani and Indian. The Asian population is clustered mainly in parts of the east of the county and in Preston. We have also had an influx of Eastern European migrants spread more generally across the county, with concentrations in Lancaster and Preston. We operate in a complex partnership environment with unique challenges from working with 3 NHS organisations, 5 localities, 12 district councils and two unitary neighbours with whom we work increasingly closely, and 32 Special Schools. The most recent annual performance assessment (APA) for Lancashire judged the council’s children’s services as adequate and its capacity to improve as adequate. The grades awarded in the most recent joint area review (JAR) for Lancashire judged the county’s children and young people’s services as adequate, although rating services for children and young people with learning difficulties and/or disabilities as good, and stating that “the area has the capacity and the leadership to make progress” and “an excellent use of data”. This refers to the County Council’s SEN/LDD multiple use of data matrix which contains indicators and trends of performance across all five Every Child Matters’ outcomes and service manager. This data set is used within the Lancashire Children’s Trust Partnership Board and the twelve Local Trust Partnerships. Lead officers will be specified from April 2009 onwards, depending on additional appointments to the Aiming High for Disabled Children’s management structure, which we anticipate on confirmation of continuous funding. All the quantified targets below are provisional and based on the level of data available from our partners at this stage. It should be noted that some data is not reliable. Information and data were obtained from the Council's existing social care and SEN databases. The Young People's Service, Early Years Service and Extended Schools officers were able to provide information about existing levels of provision. Health Service colleagues were also able to give some data about their provision for children with complex health needs.

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1. Engagement with parents and disabled children and young people.

Please set out your planning to fully engage parents, and disabled children and young people in the development of short break services. This should include consultation and engagement mechanisms, and how they will be supported and involved in the design and management of short break services - for example involvement in governance, tendering or recruitment and selection. Include how you will engage parents from minority ethnic groups. Actions should also set out how services will be promoted to families, including those from groups who may have been harder to reach. Overview of approach: Our approach to engage with parents, children and young people is a commitment to give an opportunity for families and young people to have a say in the design and delivery of services, and regularly participate in decision making about planning and commissioning of services. Through the plans below we are committed to seek views from children and young people with disabilities, including those with severe communication impairments and severe learning disabilities. Over the last months parents and carers have been involved in an ongoing consultation process about the current state of short break provision and service users’ needs and preferences for the future. Last November a number of workshops were held across Lancashire with parents and carers who provided valuable information. Some of the 32 Special Schools collected the same information from children and young people demonstrating their own perspectives. Seven parents/carers forums1 are being implemented across Lancashire, allowing families to provide regular feedback about their views and how these may shape future service delivery. From these forums, representatives will be elected to be part of the Aiming High for Disabled Children’s governance structure. Parents will have three representatives at the highest level of the structure as part of the Aiming High for Disabled Children’s Programme Governance Board, and further seven representatives in the Aiming High for Disabled Children’s Programme Implementation Forum.2 Each forum will have a support worker to help develop the forum Through this structure families will be systematically included at strategic levels of service development and delivery. Families will be a key part of the decision making process, service design and performance management and they may contribute to recruitment, selection and training. Families will have the chance to interact with the different agencies working in the programme and make a direct link with parent/carers forums for feedback and informal consultations.

1 Please see Appendix 1 for the list of Parent/Carers Forums. 2 Please see Appendices 2, 3 and 4 for Aiming High for Disabled Children’s Governance Structure in Lancashire.

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Young People Disability Forum is being implemented with support from AHDC We recognise that Lancashire has large minority communities, and we will need to work actively with community members to fully engage with these groups. In order to engage with families who are not yet known to the services, and who may be “hard to reach”, we plan to liaise with different places where families have contact like GP surgeries, social and leisure centres, children’s centres, community centres, schools, nurseries, etc. A Communication Plan has been designed in direct cooperation with Lancashire’s Disability Database – FIND, with links to marketing and communication departments of the different agencies involved for dissemination of information regarding short break services for families, children and young people. An AHDC website (www.lancashire.gov.uk/aiminghigh) is currently online providing all relevant information about AHDC in Lancashire.

Key tasks Outcomes sought Key milestones (with dates) Lead Officer 1.1 Plans to strengthen disabled children and young peoples’ involvement in short breaks service development: a) Assessment of existing children and young people’s groups across Lancashire. b) Establish a mechanism to collect children and young people’s views, e.g.:

- A single forum - 3 forums matching PCT footprints - Special Schools - Young people’s parliament - Mainstream schools - Via Local Children’s Trust Partnerships - Through Children and Young People’s

Champion.

c) Develop a structure that shows how views have been taken on board. d) Link with Children and Young People’s champion. e) Link with PCTs community engagement teams.

Acquire children and young people’s opinions at every opportunity in designing and developing services.

Children and young people’s views feed directly into the governance structure.

Children and young people fully involved in designing and developing services.

Transparent and fair processes.

Cross section of Young People’s views.

Information, engage to ensure satisfaction levels, and share good practices.

List of existing children and young people’s groups by end June 2009. Consultation/discussion with wide groups using a variety of methods by September 2009. Decide on mechanism to collect children and young people’s views by October 2009. Establish mechanism by December 2009. Evaluate/Review of the mechanism in place by end March 2010. County conference/event planned for Spring/Summer 2010. Children and young people will participate in recruitment and selection

Programme Manager and Participation and Information Officer

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f) Develop a process to enable to have an immediate feedback after using a service. h) Undertake a conference/e focusing on the AHDC agenda and involve all stakeholders including children and young people.

processes in accordance with Lancashire County Council human resources regulations and procedures.

1.2 Plans to strengthen families’ involvement in short breaks service development: a) Develop and enhance the existing 7 Parents/Carers forums. b) Recruit a Parent Carer Participation Worker for each Parent/Carer Forum and the PCT’s forums. c) Link the Parents/Carers forums with the County Parent/Carer Forum. d) Parents/carers widely represented in the governance structure with seven representatives in the Programme Implementation Forum and 3 representatives in the Programme Governance Board. e) Participation in developing eligibility criteria for short break provision and direct payments and in the workforce development. f) Parent/Carer involvement in service reviews and performance management. g) Develop a register of Carers. i) Develop a Parent/Carers database of interested people to work in task groups via the Parent/Carers forums.

Parents and carers’ views are taken into account when designing and developing services. Parents/Carers are increasingly involved in the decision making process. Enhanced understanding of Parent/Carers needs informs service development. Provision is of good quality and meets needs. More parents and carers are actively engaged.

All Parent/Carers forums in place and effective by end May 2009. All forums have a participation worker in place by end May 2009. All Parent/Carers forums’ representatives elected by May 2009. Parental representation on task groups by June 2009. Evaluate success of participation in March 2010. All service providers to indicate how they will involve families in feedback and review of provision by March 2010. All service providers have policy in place showing how they will involve families in recruitment and selection of staff by March 2010. Register of Carers in place by November 2009. Parent/Carers database in place by September 2009.


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1.3 Ensuring short breaks services are well promoted in the local area: a) Develop and publish an Aiming High for Disabled Children’s Communication Plan. b) The existing FIND newsletter (bi-monthly) will have an Aiming High for Disabled Children’s space. c) Develop an Aiming High for Disabled Children’s webpage. d) Send regularly information about Aiming High for Disabled Children to the School’s Portal. e) Develop systems to ensure children who go to out of county schools receive information on short break provision available to them. f) Set up an email address and a message board moderated in the website. g) Send information to children’s centres, nurseries, GP surgeries, family information services about short break provision. h) Send press releases to local media when appropriate. i) Link with PCTs provider services’ newsletters and websites, and affiliated schemes. j) Ongoing consultation with families, children and young people. k) Develop a package of appropriate/relevant

Clear communication strategy. Provide clear information about the programme and what services children and families can have access to. A vehicle of regular and updated information. A vehicle for parents to share views and engage with each other. Information is available in a variety of places Short breaks targeted at eligible families.

Communication plan produced by end May 2009, and reviewed by December 2009. Task group to develop the website in place by June 2009. Website working by August 2009. Message board in place by November 2009. Task group to design package of information in place by October 2009 and report by January 2009. Information package ready to deliver by May 2010. Review eligibility criteria and report by September 2009.


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information for parents when a child is identified with a disability. l) Review short breaks’ eligibility criteria, through a task group involving parents.

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2. Provision

Please use this section to set out how you wish to develop short break provision in your area. The overview section should be used to explain your overarching strategy to providing a range of provision in keeping with the FSO and utilising the funding being made by Government. The tables below enable you to tell us about the key tasks, milestones and targets associated with this strategy. The baseline and target numbers in the end column are the ones you will record on the Local Area Planning Tool spreadsheet – Provision Form Overview of approach: We plan to conduct an extensive review and assessment of the existing eight residential units to review their fitness for purpose. In this analysis we will also assess where the current gaps are both in terms of services and meeting need in particular areas of the county. This analysis will cover the full range of provision from full residential care to individual packages of care. Our strategy is based on a continuum of provision and development of a broad range of services available during the day, evening, weekends and holidays that we believe should be available to children and young people and their families in Lancashire. Families should have available a full menu of options from which they can express preferences which will best support their child and family. The strategy recognises that all families are different so choice is important as is the level of support offered which will vary from family to family. We believe that getting the service/need match is important. We envisage that the services will be provided in both specialist and universal settings to meet the parental preferences. We plan to move towards a strategic and coordinated approach, working with other agencies and local communities, to ensure that a range of services are available to support children and families at different levels of need. This relates particularly to children and young people with complex health needs and how we can develop joint services for children and families which cover both health and social needs. We want this to lead to a much more flexible choice for families and young people about which provision they prefer and are eligible. Also based on this strategy, we are encouraging local providers to provide local based provision, with groups based schemes based in each borough district of Lancashire. In terms of universal services, the challenge lies in the engagement with Local District Councils which manage leisure facilities. We wish to maximise the funding to break some of the barriers to access universal provision. We will continue to work with mainstream and special schools to support provision of the Full Core Offer of Extended Services, not only before and after school, but also during holidays, taking advantage of the unique special schools’ facilities. Lancashire is committed to offering inclusive services to families in ways which will allow children and young people to access mainstream, universal provision. However we realise that not all young people or their families will be able to take full advantage of some universal services

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and that some families may need, or choose to have their services delivered in a specialist setting by specialist staff. Wherever possible Lancashire will seek to enable families to access universal facilities with the minimum of formalities by working in partnership with families and providers. We are hoping to increase the range of provision and by making short breaks more easily accessible to increase the numbers of families who are able to take advantage of a short break. We plan to review how the facilities and expertise of our residential units can be better utilised. We want them to be much more than an overnight, residential service and provide a wide range of services. We cannot underestimate the existing good practice and potential for further development. One of our main aims is to provide support to siblings. Through a dedicated sibling service or siblings groups, we intend to provide them with information and support. Arrangements are in hand to modernise and develop the Family Link Service. Whilst the County Council does not seek to end the current Link Scheme, which has served many families well for many years, consideration is being given to providing short breaks with contracted foster carers. These carers will be invited to “link” with more than one family and to provide a pre-planned and agreed package. It is likely that the contracted foster carers will be remunerated at a higher level than the current Link Scheme. There are a number of anticipated obstacles to achieving this aim. Not least of these is the suitability of the contracted carers’ homes and some capital monies may have to be deployed. There may be some difficulties in recruiting carers and ensuring they have appropriate levels of skill and training. Although, we anticipate a reduction in the number of nights because a number of Link Carers who have resigned have yet to be replaced, and the process is a lengthy one, and because we anticipate a decrease in demand for overnight stays. Regarding overnight stays at the child’s home, after consultation, it was found that there is no demand for this service. In the event of a family need such a service it will be commissioned individually. Currently and in the past, only the CYP and families with the most profound needs have received services from Social Care. Our projected target of 2,000 CYP to 2010/11, although not being 1.2% of the total child population, is more than the double of the number of CYP receiving services currently. It is in our perspective a very ambitious target, however we anticipate that once AHDC programme begins to have an effect that further families will put themselves forward for services there by increasing the percentage. This has to be set against an overall reduction in demand for residential overnight stays with a concomitant increase in domiciliary, day and group provision. Experience and data for the last years show that demand is decreasing for overnight stays in Residential Units for children who normally receive this type of services, with a correspondent increase for day and domiciliary services. The increase on number of CYP receiving overnight stays relates to the additional services AHDC is providing to children with more profound needs. It is expected these children will receive fewer nights per year initially than the children in residential units, which of course decreases the total average nights per year per child

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Baseline and targets No. of Children & No. of nights 2.1 Residential overnight

stays Key tasks Key milestones (with dates) 08/09 09/10 10/11

Lead Officer

2.1a Overnight stays in residential short breaks units

a) Review and assess the existing 8 residential units for fitness for purpose for autism spectrum disorder and complex health needs. b) Explore parents’ priorities in residential overnight stay. c) Develop flexible use of residential units to meet need. d) Develop strategic and commissioning processes for residential overnight stay.

Review to be fed back by December 2009. Evaluation with parent/carers forums by January 2010. Options by March 2010

187 9400 190 9500 187 9600

Programme Manager and Short Breaks Development Officer

2.1b Overnight stays in hospices

a) Assess provision around Lancashire. b) Engage with local hospices to improve support/promote access to services. c) Engage with existing Cumbria & Lancashire Palliative Care Strategic Groups. d) Develop links with existing Children and Young People’s palliative and supportive care groups. e) Develop strategic and commissioning intentions for hospice care (overnight and all other care).

Assessment by end April 2009. Complex Health Needs group established by October 2009. Joint commissioning posts in all PCT footprints by December 2009.

0 0 7 40 20 150


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2.1c Other Settings(specify) a) Promote Direct Payments for overnight stay. b) Help develop private sector provision. c) Scope private sector provision, identify gaps and consider commissioning strategy. d) Develop residential holiday options.

Direct Payments campaign in place by December 2009. Second Providers’ event by October 2009.

0 0 12 45 20 100


Baseline and targets No. of Children and No. of nights 2.2 Family based overnight

stays Key tasks Key milestones (with dates) 08/09 09/10 10/11

Lead Officer

2.2a Short break/family link carers/foster carers/ salaried or contract carers (in the carer’s home)

a) Develop a providing and commissioning strategy for the Fostering/Family Link service b) Review our Family Link scheme in order to realise Aiming High for Disabled Children’s vision. c) Explore training requirements for this provision and identify suitable training providers. d) Develop access to family based care for children and young people with complex health/moving and handling needs. e) Enhance recruitment campaign to increase number of Foster Carers able to meet the needs of children and young people with disabilities.

Review to be fed back by December 2009. Evaluation with parent/carers forums by January 2010. Review training requirements by October 2009. Training courses available by January 2010. Recruitment campaign in place by November 2009.

39 685 36 650 36 650


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2.2b Overnight care in the child’s home (sitters or personal assistants)

a) Consult and review the existing provision to find out if there is demand for this service.

Review to be fed back by June 2009. Evaluation with parent/carers forums by July 2009.

0 0 0 0 0 0

Programme Manager

Baseline and targets Children and hours 2.3 Family based or

individual day care Key tasks Key milestones (with dates) 08/09 09/10 10/11

Lead Officer


a) Promote childminders services to take children with disabilities. b) Work with Children’s Centres to improve childminders training around autism spectrum disorder, challenging behaviour and complex health needs. c) Review programme of adaptations to some childminders’ houses to be able to receive children with additional needs. d) Develop a providing and commissioning strategy for the Fostering/Family Link service e) Review our Family Link scheme in order to realise Aiming High for Disabled Children’s vision.

Review to be fed back by December 2009. Evaluation with parent/carers forums by January 2010. Review training requirements by October 2009. Training courses available by January 2010. Recruitment campaign in place by November 2009. Preliminary decisions on Capital Programme by June 2009. Final options by September 2009

16 419 16 419 16 419


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2.3b Care in the child’s home (sitters or personal assistants)

a) Review present provision in order to realise Aiming High for Disabled Children’s vision. b) Consider block contracting with third sector/private agencies.

Review to be fed back by June 2009. Evaluation with parent/carers forums by July 2009.

197 57668 277 61448 332 64168

Programme Manager

2.3c Carer (Outreach Worker or Personal Assistant) taking child out of the home

a) Expand existing service through service contracts and direct payments. b) Scope links and provision within Voluntary sector in order to develop this provision. c) Contribute to the further development of the Children’s Services Directory to identify things to do and places to go for Outreach workers or Personal Assistants to take children and young people out of home.

Study how this could be done by July 2009. List of things to do and places to go by November 2009. Directory updated by January 2010.

542 162854 622 167124 692 171854


2.3d Other(specify) a) Consider the use of residential units to provide day care provision b) Scope links and provision within Voluntary sector in order to develop this provision.

Feasibility study per unit by December 2009. Evaluation with parent/carers forums by January 2010. Agree way forward by February 2010.

0 0 0 0 20 1000

Programme Manager

Baseline and targets Children and hours

2.4 Group based short breaks provided during the day through specialist provision (individual or group - financially supported by short break service - see notes)

Key tasks Key milestones (with dates)

08/09 09/10 10/11

Lead Officer

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0 0 10 2500 30 7500

2.4a Extended school provision (over and above targeted services)

a) Increase the number of Special Schools meeting the Full Core Offer of extended services provision. b) Increase the capacity of Mainstream Schools to ensure that extended school provision is inclusive.

All special schools offer the service by September 2010.

47% of special schools

meet Full Core Offer

75% of special

schools to meet Full

Core Offer

100% of special

schools to meet Full

Core Offer

Extended Schools Provision Team

2.4b Youth work provision (over and above targeted services)

a) Clarify by district the range of youth provision available to children and young people with disabilities. b) Work with the Young People’s Services to identify and minimise barriers to participation for young people with disabilities.

Single database by November 2009.

0 0 0 0 0 0

Short Breaks Development Officer

2.4c Saturday or Sunday schemes (over and above targeted services)

a) Map existing provision. b) Gap analysis of provision to explore the development of partnerships with the voluntary and private sector to increase capacity. c) Review opportunities to open up mainstream and special schools for Saturday and Sunday schemes. d) Explore the possibility of enhancing the use of residential units for day care provision at weekends.

Single database by November 2009. Grants approved by August 2009. Review to be fed back by November 2009. Feasibility study per unit by December 2009. Evaluation with parent/carers forums by January 2010. Agree way forward by February 2010.

0 0 240 8400 350 16800


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2.4d School holiday schemes (over and above targeted services)

a) Review and assess the existing provision and contract with local providers to fill gaps. b) Provide a mechanism to advertise school holiday schemes. c) Engage and develop partnerships with Local District Councils Leisure Services to develop school holiday schemes. d) Review opportunities to open up mainstream and special schools for school holiday schemes. e) Explore the possibility of enhancing the use of residential units for school holiday schemes.

Single database by July 2009. Database published in FIND by July 2009. Grants approved by July 2009. Feasibility study per unit by December 2009. Evaluation with parent/carers forums by January 2010. Agree way forward by February 2010.

0 0 700 15960 1250 42500


2.4e Children’s Centres and Other

a) Review and assess existing schemes.

Review to be fed back by October 2009. Agree way forward by November 2009.

0 0 600 6600 800 15000


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Baseline and targets No. of children and hours

2.5 Short breaks provided during the day through non-specialist group based provision (individual attendance purchased by short break service - see notes)

Key tasks Key milestones (with dates)

08/09 09/10 10/11

Lead Officer

2.5a Extended School provision (over and above the universal offer)

a) Increase the capacity of Mainstream Schools to ensure that extended school provision is inclusive.

One school in each district to offer the service by March 2010.

60% of schools

meeting Full Core Offer

80% of schools


100% of schools



2.5b Youth work provision (over and above the universal offer)

a) Clarify by district the range of youth provision available to children and young people with disabilities. b) Work with the Young People’s Services to identify and minimise barriers to participation for young people with disabilities.

Single database by July 2009. Plan service developments by July 2009. Grants approved by August 2009.

0 0 250 4000 600 15000


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2.4c Saturday or Sunday schemes (over and above the universal offer)

a) Map existing provision. b) Gap analysis of provision to explore the development of partnerships with the voluntary and private sector to increase capacity. c) Review opportunities to open up mainstream and special schools for Saturday and Sunday schemes. d) Explore the possibility of enhancing the use of residential units for day care provision at weekends.

Single database by November 2009. Grants approved by August 2009. Review to be fed back by November 2009. Feasibility study per unit by December 2009. Evaluation with parent/carers forums by January 2010. Agree way forward by February 2010.

0 0 0 0 120 4000


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2.5c School holiday schemes (over and above the universal offer)

a) Review and assess the existing provision and contract with local providers to fill gaps. b) Provide a mechanism to advertise school holiday schemes. c) Engage and develop partnerships with Local District Councils Leisure Services to develop school holiday schemes. d) Review opportunities to open up mainstream for school holiday schemes. e) Explore the possibility of enhancing the use of residential units for school holiday schemes.

Single database by July 2009. Database published in FIND by July 2009. Grants approved by July 2009. Feasibility study per unit by December 2009. Evaluation with parent/carers forums by January 2010. Agree way forward by February 2010.

0 0 0 0 250 10000


2.5d Other (specify)

0 0 0 0 550 15000


How will you support access to non-specialist group-based provision?

Key tasks Outcome sought Key milestones (with dates) Lead Officer

a) Map current provision, including strengths and weaknesses of universal settings.

Clarity of provision available by district achieved. Barriers to access identified and minimised.

Assessment of present situation by December 2009. Single database by December 2009.

b) Identify local need through links into District Children’s Trusts.

Local Trust Partnerships are actively engaged in providing short breaks provision to children and young people with disabilities.

Directorate Strategic Lead Officers to raise AHDC Programme with all Local Trust Partnerships by December 2009.

Programme Manager

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c) Support training and development of staff in non-specialist settings.

Workforce development strategy encompasses training and development of staff in non-specialist setting working with children and young people with disabilities.

Set up a Workforce Planning Strategy task group by August 2009.

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3. Direct Payments and Individual Budgets

While the Government is keen to promote the use of direct payments, local authorities should not presume the market will automatically meet parents’ needs without support. The Government expects the range of provision set out in the FSO to be available in all cases, and where direct payment take up is high – this may require the local authority to be proactive in supporting the market to make sufficient provision to meet independent demand. This section should set out how direct payments will be promoted, take up increased, and their use effectively supported and managed. Overview of approach: There has been a good take up of Direct Payments within Lancashire County Council Children and Young People’s Services. In 2007/08, 266 families were in receipt of a Direct Payment. This number makes Lancashire one of the leader Direct Payments’ providers in the country. Families mentioned Direct Payments as a very positive vehicle for short break provision. Our strategy is to increase choice and flexibility of service provision to use direct payments and develop a resource allocation model to ensure consistency in the provision of resources. Social Work staff will promote the offer of Direct Payments in lieu of an in house service at the completion of an initial or core assessment. In previous consultation, parents/carers told about some difficulties regarding the use of direct payments and that support is needed. Mainly they mentioned how hard is to source and recruit quality carers and the role of being an employer and the associated administrative work. We will work to strengthen the support available to families and young people, and help develop specific skills in the potential workforce. We hope to achieve by the end of programme: • An increase in the number of people that receive Direct Payments. • Increase the diversity of people choosing Direct Payments in lieu of services. • Implementation of a simple method of recording the decision-making process and take up of Direct Payments.

We will develop a methodology for administration of Individualised Budgets.

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Baseline and targets

(No. children)

08/09 09/10 10/11

3.1 a) Take up of direct payments 306 368 390 3.1b) Take up of Individual Budgets (estimated) 0 0 10

Key tasks Outcomes sought Key milestones (with dates)

Lead Officer

3.2 Measures to promote the take up of direct payments and Individual Budgets: a) Social work staff promote the offer of Direct Payments in lieu of an in house service b) Information campaign about Direct Payments. c) Review outcomes of Individualised Budgets’ pilot projects and LCC’s Adult and Community Services project and consider variations which may apply to children in early years settings, those aged 5-13, and young people from 14-19.

Enhance the definition of choice to families and children and young people. Spread the knowledge about Direct Payments. Methodology determined to manage Individualised Budgets.

Achieve above targets by March 2010 and March 2011. Active information campaign by December 2009. Set up Individualised Budgets’ task group by November 2009. Conclusions and agree way forward by March 2010.


3.3 Measures to support the take up of direct payment/ IBs: a) Review the current Direct Payments’ administrative process b) Produce a guide to parents and carers of how to manage the Criminal Records Bureau process. c) Establish a register of Personal Assistants d) Support Personal Assistants to develop

Increase flexibility to use Direct Payments. Improve clarity of Criminal Records Bureau process. Families and young people are able to benefit from Direct Payments through availability of appropriately trained Personal Assistants

Report by October 2009. Agree way forward by December 2009. Produce guide by March 2010. Establish register by December 2009.


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knowledge, skills and ability to work with children and young people with autism spectrum disorder and complex health needs. e) Encourage Direct Payments support service to match Direct Payments users and Personal Assistants.

Increase number of qualified Personal Assistants. Improve retention of Personal assistants and increase stability for children and young people. Assist families in the human resources process to appoint Personal Assistants.

Link with Lancashire County Council Workforce Strategy Development groups by August 2009. Develop a training package to personal assistants and carers by January 2010. Training programme running by March 2010.

3.4 Measures to ensure the market supports choice: a) Develop local market and engage with potential providers. b) Enhance partnerships with educational providers to further develop a bank of qualified carers for parents.

Increase number of independent providers. Increase number of qualified Personal Assistants. Families have a wider choice in employment of Personal Assistants.

Initial contacts with Educational providers by December 2009. Establish partnerships by March 2010.

Programme Manager

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4. Features of Provision (For Children and Young People in Priority Groups A & B)

This section focuses on how the provision you wish to see developed will meet the needs of those currently under provided for, and how it will meet other requirements set out in the Full Service Offer (4.7 - 4.8 below). Please use the overview section to describe your over-arching approach to meeting the needs of:

• Group A - Children with autism spectrum disorder and/or challenging behaviour as a result of their impairment;

• Group B - Children with complex health needs - including the technology dependent child and those requiring palliative care - and/or those with moving and handling needs that will require equipment and adaptations.

Please also use the overview section to set out how you will ensure provision: • is culturally appropriate and will meet the needs of BME groups;

• is provided when families need it - around the clock, seven days a week, over holiday periods and able to respond to emergencies:

Overview of approach: We are aware of a lack of provision for specific categories of children and young people with disabilities. We know that due of the complexity of some cases it is vital that all the agencies involved work very closely in partnership to understand the range of need and support we need to develop. We will use the Common Assessment Framework to facilitate integrating assessments with families to reduce the number of times families are asked the same questions, and coordinate planning and provision. We hope to integrate, or align, social care and PCT short breaks budgets as far as possible, to make access easier without having to have protracted discussion about which elements are nursing care, and which are social care. During our extensive consultation we identified barriers to service provision which leads to dissatisfaction to children, young people and families. We need to focus on developing a better quality provision. A range of services already provides short breaks 24/7, and are able to be reasonably responsive to changing needs. We believe that we need to review provision for emergency placements for children and young people who are in crisis or in need of urgent protection. As an outcome from families’ consultation, we intend to put particular emphasis on support during school holiday periods

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We recognise that Lancashire has large minority communities, and we will need to work actively with community members to fully ensure provision is culturally appropriate and will meet their needs. We shall develop the best support possible and be responsive to the needs of children, young people and families arising from race, culture, language and religion, and we shall continue to monitor the recruitment of carers and staff to ensure a reflection of Lancashire’s minority communities in our provision. Please complete sections of the table below so as to reflect your planning to expand access to short break provision for children in Group A and/or B. Gaps will indicate that you have no plans to expand access to provision in regard to those areas of short break provision. 4.1 Residential overnight stays

Baseline and targets (no. children and of nights) 4.1a Overnight stays in

residential settings Key tasks Key milestones (with dates) 08/09 09/10 10/11

Lead Officer

Group A a) Review staffing ratios and staff training to safely manage challenging behaviour. b) Assess buildings for fitness for purpose. c) Link with PCTs when reviewing their health service provision for children with autism spectrum disorder.

Review to be fed back by December 2009. Joint commissioning posts in all PCT footprints by December 2009.

51 2248 60 2765 71 2835

Programme Manager and Central Residential Manager

Group B a) Assess buildings for fitness for purpose. b) Consider development in each PCT footprint of a residential unit to facilitate assessed health and social care support work in partnership with PCTs. c) Review current provision and develop strategic approach for this group in Children’s Palliative and Supportive Care groups in line with “Better Care, Better Lives”.

Review to be fed back by December 2009. Capital options by October 2009. Joint commissioning posts in all PCT footprints by December 2009.

136 7152 149 6820 156 7015

Programme Manager and Central Residential Manager

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4.2 Family based overnight stays Baseline and targets

(no. children and of nights) 4.2a Short break/family link carers/foster carers/ salaried or contract carers (in the carer’s home)

Key tasks Key milestones (with dates) 08/09 09/10 10/11

Lead Officer

Group A a) Seek legal advice on registration requirements. b) Set health and safety, training and staffing ratios to enable young people to be safely cared for. c) Make support staff available to assist in appropriate cases.

Ask for advice by April 2009. Advice received by May 2009. Set up a Workforce Development task group by August 2009. Conclusions by December 2009. Assess level of staff demand by June 2009. Make staff available by October 2009.

13 228 12 215 12 215

Programme Manager

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Group B a) Liaise with NHS to ensure suitable training or health care support is available. b) Seek legal advice on registration requirements. c) Set health and safety, training and staffing ratios to enable Young People to be safely cared for. d) Review current provision and develop strategic approach for this group in Children’s Palliative and Supportive Care groups in line with “Better Care, Better Lives”. e) Link with Occupational Therapists to assess needs for adaptations and equipment in Carer’s homes. f) Explore the possibility to adapt a number of foster carers’ homes.

Ask for advice by April 2009. Advice received by May 2009. Set up a Workforce Development task group by August 2009. Conclusions by December 2009. Joint commissioning posts in all PCT footprints by December 2009. Assess level of staff demand by June 2009. Make staff available by October 2009. Capital task group in place by May 2009.

26 457 24 435 24 435


Baseline and targets (no. children and of nights)

4.2b Overnight care in the child’s home (Sitters or Personal Assistants)


Lead Officer

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Group A a) Work with parents to develop agreed approaches to facilitate overnight care in the child’s home. b) Seek legal opinion regarding parents staying out overnight leaving carers in charge.

Consultation with parent/carers. (Ongoing) Ask for advice by April 2009. Advice received by May 2009.

Programme Manager

Group B a) Devise a multi-agency agreement on appropriate nursing support provision based on need. b) Review capacity of nursing support provision based on need. c) Work with parents to develop agreed approaches to facilitate overnight care in the child’s home. d) Seek legal opinion regarding parents staying out overnight leaving carers in charge. e) Review current provision and develop strategic approach for this group in Children’s Palliative and Supportive Care groups in line with “Better Care, Better Lives”. f) Liaise with NHS to ensure suitable training or health care support is available.

Consultation with parent/carers. (Ongoing) Ask for advice by April 2009. Advice received by May 2009. Joint commissioning posts in all PCT footprints by December 2009. Assess level of staff demand by June 2009. Make staff available by October 2009.


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4.3 Family based or individual day care

Baseline and targets (Children and hours)



Lead Officer

Group A a) Seek legal advice on registration requirements. b) Make support staff available to assist in appropriate cases c) Set health and safety, training and staffing ratios to enable young people to be safely cared for.

Ask for advice by April 2009. Advice received by May 2009. Assess level of staff demand by June 2009. Make staff available by October 2009. Set up a Workforce Planning Strategy task group by August 2009. Conclusions by December 2009.

5 140 5 140 5 140

Programme Manager

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Group B a) Liaise with NHS to ensure suitable training or health care support is available. b) Expand the special needs school nursing service which provides a support service to children with complex medical needs in the home setting. c) Explore the possibility of adapting a number of foster carers’ homes.

Joint commissioning posts in all PCT footprints by December 2009. Assess level of staff demand by June 2009. Make staff available by October 2009. Capital task group in place by May 2009.

11 279 11 279 11 279


Baseline and targets (Children and hours) 4.3b Care in the child’s home

(sitters or personal assistants) Key tasks Key milestones (with dates) 08/09 09/10 10/11

Lead Officer

Group A a) Make support staff available to assist in appropriate cases. b) Support and training to carers.

Assess level of staff demand by June 2009. Make staff available by October 2009. Training courses available by October 2009.

33 10957 83 13477 103 14487

Programme Manager

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Group B a) Make support staff available to assist in appropriate cases. b) Liaise with NHS to ensure suitable training or health care support is available.

Assess level of staff demand by June 2009. Make staff available by October 2009. Joint commissioning posts in all PCT footprints by December 2009.

164 46711 194 47971 229 49681

Programme Manager

Baseline and targets (Children and hours)

4.3c Carer (outreach worker or personal assistant) taking child out of the home


Lead Officer

Group A a) Increase availability of skilled/trained staff. b) Support and training to carers.

Set up a Workforce Planning Strategy task group by August 2009. Training courses available by October 2009.

332 104227 382 107295 417 109077

Programme Manager

Group B a) Increase availability of skilled/trained staff. b) Support and training to carers around health care support. c) Ensure safe and reliable transport is available.

Set up a Workforce Planning Strategy task group by August 2009. Establish referral process to Travel Care.

210 58627 240 59829 275 62777

Programme Manager

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Baseline and targets (children and hours) 4.3d Other (specify) Key tasks Key milestones

(with dates) 08/09 09/10 10/11

Lead Officer

Group A a) Expand the existing play scheme provision by the East Lancs PCT’s Paediatric LDS Community Access Provision. b) Plan staffing levels and child ratio on individual need within current staffing establishment.

Assess level of staff demand by June 2009. Make staff available by October 2009.

0 0 0 0 10 500

Programme Manager

Group B a) Explore joint provision of play provision for children with more complex health needs. b) Plan staffing levels and child ratio on individual need within current staffing establishment.

Joint commissioning posts in all PCT footprints by December 2009.

0 0 0 0 10 500

Programme Manager

4.4 Group based short breaks provided during the day through specialist provision (individual or group - financially supported by short break service –see guidance)

Baseline and targets (children and hours) 4.4a Extended school provision Key tasks Key milestones

(with dates) 08/09 09/10 10/11

Lead Officer

Group A a) Review transport arrangements to enable children and young people with disabilities to access extended services through schools provision.

Review to be fed back by September 2009. 0 0 5 1250 15 3750


Group B a) Review transport arrangements to enable to children and young people with disabilities to access extended services through schools provision. b) Review health/social care support for children and young people with disabilities to enable them to access extended services through schools provision.

Review to be fed back by September 2009.

0 0 5 1250 15 3750


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Baseline and targets (children and hours) 4.4b Youth work provision Key tasks Key milestones

(with dates) 08/09 09/10 10/11

Lead Officer

Group A

a) Make support staff available to assist in appropriate cases.


Programme Manager

Group B

a) Make support staff available to assist in appropriate cases. b) Liaise with NHS to ensure suitable training or health care support is available.

Assess level of staff demand by June 2009. Make staff available by October 2009. Joint commissioning posts in all PCT footprints by December 2009.

Programme Manager

Baseline and targets (children and hours) 4.4c Saturday or Sunday

schemes Key tasks Key milestones (with dates) 08/09 09/10 10/11

Lead Officer

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Group A a) Map existing provision. b) Support existing provision. c) Develop schemes where there is no local provision. d) Make support staff available to assist in appropriate cases.

Single database by September 2009. Grants approved by October 2009. Assess level of staff demand by June 2009. Make staff available by October 2009.

0 0 240 8400 250 12000


Group B

a) Map existing provision. b) Support existing provision. c) Develop schemes where there is no local provision. d) Make support staff available to assist in appropriate cases. e) Liaise with NHS to ensure suitable training or health care support is available.

Single database by September 2009. Grants approved by October 2009. Joint commissioning posts in all PCT footprints by December 2009. Assess level of staff demand by June 2009. Make staff available by October 2009.

0 0 0 0 100 4800


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Baseline and targets (children and hours) 4.4d School holiday schemes Key tasks Key milestones

(with dates) 08/09 09/10 10/11

Lead Officer

Group A a) Map existing provision. b) Support existing provision. c) Develop schemes where there is no local provision. d) Make support staff available to assist in appropriate cases. e) Ensure safe and reliable transport is available through parents providing transport and/or commissioned transport.

Single database by September 2009. Grants approved by October 2009. Assess level of staff demand by June 2009. Make staff available by October 2009. Establish referral process to Travel Care.

0 0 470 10716 750 25500


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Group B

a) Map existing provision. b) Support existing provision. c) Develop schemes where there is no local provision. d) Make support staff available to assist in appropriate cases. e) Ensure safe and reliable transport is available. f) Expand the special needs school nursing service to work alongside education to provide nursing cover on school holiday schemes. This allows children with complex medical needs to be included in all activities provided on the holiday schemes.

Single database by September 2009. Grants approved by October 2009. Joint commissioning posts in all PCT footprints by December 2009. Assess level of staff demand by June 2009. Make staff available by October 2009. Establish referral process to Travel Care.

0 0 230 5244 500 17000


Baseline and targets (children and hours) 4.4e Children’s Centres and

other Key tasks Key milestones (with dates) 08/09 09/10 10/11

Lead Officer

Group A

0 0 320 3533 425 8056

Programme Manager

Group B

a) Expand the special needs school nursing service work in conjunction with learning disability service to support their school holiday schemes.

0 0 280 3067 375 6944

Programme Manager

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4.5 Short breaks provided during the day through non-specialist (universal) group based provision (individual attendance purchased by short break service - see Guidance)

Baseline and targets (children and hours) 4.5a Extended school provision Key tasks Key milestones

(with dates) 08/09 09/10 10/11

Lead Officer

Group A a) Review transport arrangements to enable to children and young people with disabilities to access extended services through schools provision.



Group B a) Review transport arrangements to enable to children and young people with disabilities to access extended services through schools provision. b) Review health/social care support for children and young people with disabilities to enable them to access extended services through schools provision.



Baseline and targets (children and hours) 4.5b Youth work provision Key tasks Key milestones

(with dates) 08/09 09/10 10/11

Lead Officer

Group A a) Make support staff available to assist in appropriate cases.


0 0 160 2560 365 8348

Programme Manager

Group B a) Make support staff available to assist in appropriate cases. b) Liaise with NHS to ensure suitable training or health care support is available.


0 0 90 1440 235 6652

Programme Manager

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Baseline and targets (children and hours) 4.5c Saturday or Sunday

schemes Key tasks Key milestones (with dates) 08/09 09/10 10/11

Lead Officer

Group A a) Map existing provision. b) Support existing provision. c) Develop schemes where there is no local provision.

Single database by September 2009. Grants approved by October 2009.

0 0 0 0 100 3333


Group B

a) Map existing provision. b) Support existing provision. c) Develop schemes where there is no local provision. d) Liaise with NHS to ensure suitable training or health care support is available.

Single database by September 2009. Grants approved by October 2009. Joint commissioning posts in all PCT footprints by December 2009.

0 0 0 0 20 667


Baseline and targets (children and hours) 4.5d School holiday schemes Key tasks Key milestones

(with dates) 08/09 09/10 10/11

Lead Officer

Group A a) Map existing provision. b) Support existing provision. c) Develop schemes where there is no local provision. d) Make support staff available to assist in appropriate cases.

Single database by June 2009. Grants approved by July 2009. Joint commissioning posts in all PCT footprints by December 2009.

0 0 0 0 150 6000


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Group B a) Map existing provision. b) Support existing provision. c) Develop schemes where there is no local provision. d) Make support staff available to assist in appropriate cases.

Single database by June 2009. Grants approved by July 2009. Joint commissioning posts in all PCT footprints by December 2009.

0 0 0 0 100 4000


Baseline and targets (children and hours) 4.5e Children’s Centres and

other (specify) Key tasks Key milestones (with dates) 08/09 09/10 10/11

Lead Officer

Group A 0 0 0 0 275 8348 Group B 0 0 0 0 275 6652

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Other features of Provision

Key tasks Outcome sought Key milestones (with dates) Lead Officer

4.6 Provision is culturally appropriate: a) Invite parent/carers forums to consider a focus group on provision to children and young people from BME communities. b) Proactive recruitment from all communities. c) Engage with BME Carers Forums, eg Asian Carers Forum.

The ethnicity profile of children receiving services matches that of Lancashire's young people. Be responsive to families, children and young people’s needs.

Consultation strategy as section 1 (ongoing).


4.7 Plan to deliver services at times when they are needed, around the clock, seven days a week, over holiday periods and able to respond to emergencies: a) Build on strengths of current 24/7 services. b) Emergency support for Parents/carers to cover short-term crisis. Examples: - complex cases team - sudden intervention team

Development of services for a superior number of families. Provision available when families most need it. Provision responsive to changing needs.

Review currently emergency response by July 2009. Agree way forward based on conclusions by October 2009.

Programme Manager

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5. Capital

Please set out your plans for capital expenditure to support the development of short breaks. You should use the overview section to set out your capital strategy - describing both the capital items/buildings you are seeking to secure, and how these fit with your wider approach to short break service development and meeting the FSO. Overview of planned use of funding: As part of Lancashire’s preparation for the capital programme schemes 2009/10 – 2011/12 the proposed allocation of funds for Aiming High for Disabled Children has been reported to Members together with the requirements contained in the letter from the DCSF. Whilst it has not been possible to finalise plans for the schemes to enable the appropriate use of the Capital Funding there has been discussion regarding the potential areas of use with key partners. Several ideas have emerged that will allow further project discussion to take place. Alongside this activity a review and assessment on the existing respite units is being undertaken. Discussions have been held with Parents/Carers forums. Future discussions are planned and the outcome of these will influence the projects to be undertaken. Preliminary plans to spend the capital funding are as below:

• Changing facilities in leisure centres • Outdoor Activities Centres (adaptations) • House adaptations (Foster Carers) • Multi Resource Centres • Funding stream to adapt External Providers’ facilities • Residential Units for CYP with Complex Health

Officers from the Strategy and Premises Team have been involved through the capital programme process, attended meetings/forums with key partners and parents/carers and will continue to support the initiative particularly in the area of project management on premises. A lead officer from the team has been identified, who has particular skills in premises project management for residential and community settings. 5.1 Arrangements for capital project management and project team: A project team will be set up to assist with the formation and management of the project(s) including the financial control. The team will include amongst others, representation from the governance structure, and officers from the Strategy and Premises Team. A lead officer from the team has been identified, who has particular skills in premises project management for residential and community settings. The project team will offer appropriate advice to the proposals for the project(s) together with project and financial management.

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Please complete the following for each capital project over £100k Cannot be completed at this stage. A. Name of capital project B Description of capital project (what is to be provided): C Planned ownership of assets: D Involvement of partners: • Is this capital project joint funded? If so, who are the joint funders and under what programme/initiative is their funding being made

available? • Does the project involve PPP or PFI arrangements? E Is planning permission needed, or any other approvals processes, including those for any matched funding? F What are the timescales to RIBA stage D (detailed design stage)? G Will the local authority commission the capital project?

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6. Workforce

The transformation of short breaks provision will require a significant development of the short break workforce. Local partners need to address capacity issues, and the need to develop specific knowledge and expertise in a wider range of settings to provide for those children currently considered ‘hard to place’. Please use the overview section to set out your overall approach to workforce development making clear the roles of both the authority and the PCT, and considering the need to develop staff working outside to the statutory bodies own provision. Overview of approach: Families told us that one of their main expectations is to have a skilled workforce caring for their children and young people. Parents want to be sure that staff are trained to deal with specific needs of children and young people, mainly when leading with autism spectrum disorder and complex health needs. Reliability and a high turnover within workforce dealing with children and young people are other key concerns. Our workforce development strategy vision is one based on the Team around the Child, the family and the provider. Our aim is to develop a coherent, effective, highly skilled and trained, stable and flexible children and young people with disabilities’ workforce within the statutory, voluntary and private sectors. To address development and retention issues, systems to increase retention need to be put into practice, along with training for both full and part time personnel, as well as seeking to enhance career development opportunities. For this, we plan to develop partnerships with Education/Social Care/Health providers and create joint agency approaches to sharing best practice across the sector. We believe there is an enormous potential within the student population in the social care/health setting, who would be keen to be employed in a range of settings which could offer short breaks. It is our objective to involve parents in recruitment and training. We believe this helps to achieve competent, confident and safe workers within the children and young people’s workforce and one that will be trusted and respected by families and children and young people. The Lancashire County Council and NHS organisations in Lancashire will work closely together to ensure capability within the joint short breaks service and both parties are committed to developing skills within expanded provision.

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Key tasks Outcome sought Milestones (include dates) Lead Officer

6.1 Actions needed to ensure local authority/PCT core management is adequate: a) Enhance capacity through partnership between local authority and PCTs to provide sufficient capacity to implement the programme. b) Ensure ongoing management capacity as service grows.

Build additional capacity so that Full Service Offer can be delivered

Review capacity in light of initial work by April 2009. Agree management structure by April 2009. Interim Programme Manager in place by April 2009. Full time Programme Manager in place by November 2009. Additional key members of staff in place by November 2009. Recommend/implement changes to meet challenges of second year by February 2010.

Programme Manager and Programme Management Group

6.2 Plans for the development of a short breaks Workforce Strategy and workforce planning: a) Set up a Workforce Planning Strategy task group, including Human Resources and parents to look at the workforce development. b) Explore the possibility of a generic health and social care worker. c) Design a programme of awareness training for front line workers working with children and young people with disabilities. d) Set health and safety, training and staffing ratios to enable Young People to be safely cared for.

Ensure skilled and competent workforce and expertise to deliver excellent services. Address the needs of the child and family in a holistic way across all areas where children may be in receipt of short breaks as their needs depict. Minimise boundary disputes, and the number of different staff going in to family homes.

Link with Lancashire County Council Workforce Strategy Development Group by August 2009. Audit of health & safety, training and skills completed by November 2009. Programme of awareness training designed by December 2009. Training programme running by February 2010.

Programme Manager

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e) Develop a strategy for joint appointments within agencies. f) Adopt and implement CWDC’s short break carers standards to meet children’s needs within the Full Service Offer.

Joint commissioning posts in all PCT footprints by December 2009.

6.3 Plans for the development and delivery of a training and development strategy for all sectors: a) Develop the range of health care/nursing care training. b) Develop programme for senior managers to engage in 'back to the floor' exercises to promote understanding of frontline issues for service users and staff. c) Increase training in disability awareness for social workers and improve quality of assessments of children with disabilities. d) Develop partnerships with Children’s Centres, Schools and higher education providers to commission suitable training programme. e) Develop parenting and siblings courses which address lifting and handling, incontinence, stress, coping strategies, toilet issues. f) Enhance the involvement of parents, carers and families in staff training.

Integrated workforce development. Better communication between agencies, and between agencies and the family and leads to more effective and timely decision-making resulting in improved outcomes for the child and family. Grow the bank of Personal Assistants. Share knowledge and expertise.

Link with Lancashire County Council Workforce Strategy Development Group by August 2009. Audit of health & safety, training and skills completed by November 2009. Identify training providers by November 2009. Training courses available by January 2010. All service providers have policy in place showing how they will involve families in recruitment and selection of staff by March 2010.

Programme Manager

48

6.4 Actions needed to recruit sufficient staff for priority groups in all settings: a) Engage with Local District Councils, community and business activities. b) Address any 'terms and conditions' issues preventing current staff from undergoing the relevant training to be able to meet the needs of children and young people with complex health needs and autism spectrum disorder. c) Address shortfalls in expertise of staff in the priority groups. d) Involve Young People and Families in recruitment and selection.

Increase short breaks in a range of creative arts, sports and leisure community activities. Where resources allow, improve recruitment and retention by offering increased contacted hours to potential and existing staff. Skilled, confident and competent workforce.

Identify training providers by November 2009. Training courses available by December 2009. All service providers have policy in place showing how they will involve young people and families in recruitment and selection of staff by March 2010.

Programme Manager

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7. Commissioning and Market Development

Transforming short breaks provision will require local partners to employ effective approaches to commissioning. Please use the overview section to set out how you will develop your approach to commissioning so as to ensure that service providers are utilised that offer the best combination of skills and experience to deliver services of the highest possible quality to meet individual needs at the most economical cost. Overview of approach: We plan to undertake an initial needs assessment of requirements to better understand the current and projected needs and analyse the current provision and local market. This will lead to the development of a commissioning strategy which should be agreed across all partners. We are committed to multi-agency work, and a task group will be charged to develop a joint commissioning framework which will integrate, or align, social care and PCT short breaks budgets. This should facilitate easier access to services without having to have protracted discussion about which elements are nursing care, and which are social care. The commissioning process will be overseen by the governance structure where parents are already involved. Lancashire County Council and all PCTs are committed to establish mechanisms for a consistent data collection and to share all information to better determine the current use and needs of the short break service. An initial engagement with private and third sector short break providers already took place in December. Independent, voluntary and charity providers, large and small were invited and a database with more than 50 different providers was gathered. A second event is planned to take place to provide information about the specific range of services we wish to develop and collect views from providers about what is possible and achievable from their perspective. We intend to encourage the local provider market place to ensure increased choice of quality services for children and young people and their families. In the last year, various organisational changes have been happening within all agencies involved in Aiming High for Disabled Children, and there are several processes taking place that will lead to the development of a joint commissioning approach in Lancashire. The County Children’s Trust and Local Trust Partnerships (x12 districts) have agreed a new and refreshed approach following the recent national Audit Commission report on the effectiveness of Children’s Trusts which involves a commissioning relationship. There is also work on joint commissioning panels with PCTs and particularly in relation to CAMHS that will influence the joint commissioning strategy applying to AHDC roll-out. The County Children’s Trust has agreed the joint appointments of three health-children’s services commissioning posts. One is already in place in the East Lancs PCT footprint. North Lancs PCT has agreed to set up an appointment and Central Lancs PCT will make a final decision now that a new PCT Executive has taken up post.

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Finally, the County Children’s Trust Board is working on a joint commissioning strategy.

Key tasks Outcome sought Milestones (include dates) Lead Officer 7.1 What actions will be taken to better understand need? a) Use joint strategic needs analysis to determine which services will be commissioned. b) Continue to consult with parents and carers through Parents/Carers forums and their representatives in the governance structure. c) Continue to consult with children and young people to feed directly into the governance structure. d) Agree mechanisms for a consistent data collection between all organisations involved, including providers. e) Agree a common definition of children and young people with disabilities within all agencies. f) Agree a common short breaks definition within all agencies to inform the development of a database for children and young people with disability. g) Agree timetable of meetings for all levels of Aiming High for Disabled Children’s governance. h) Agree timetable of meetings between Parent/Carers forums and local providers.

Understanding of current need and projected need. Update identification of service gaps and user’s needs and preferences to inform service specifications. Clear information sharing. Numbers of children are known. Assess and contribute to improve short break services.

Consultation with parent/carers and children and young people. (Ongoing) Common definition of children and young people with disabilities and short breaks to be signed off by September 2009. Set up data collection’s task group by June 2009. Review existing systems to collect data by July 2009. Define specific range of data to be collected by September 2009. Define an annual schedule of meetings for all AHDC levels of governance by April 2009. Meetings between Parent/Carers forums and providers in October 2009 and March 2010.

Programme Manager, Short Breaks Development Officer and Participation and Information Officer

7.2 How will you develop relationships with a range of providers to ensure sufficient competition to drive innovation, ensure quality and control costs? a) Involve providers in devising commissioning and quality assurance provision.

Increase range and choice of services across Lancashire.

Providers’ event in October 2009.

Programme Manager

51

b) Continue consultation with providers to better understand needs and gaps. c) Encourage different providers to develop partnerships between each other.

Understand better the contribution that can be made by different providers.

Meetings between Parent/Carers forums and providers in October 2009 and March 2010.

7.3 What actions are planned to improve financial and management data? a) Develop contractual arrangements with providers including performance and outcome measures which enable monitoring on a qualitative, quantitative and financial basis. b) Develop an online tool to collect information from providers. c) Compile a programme of site visits with parents representatives.

Clear systems in place for monitoring quality and understanding of key outcomes to be achieved. Value for money. Improve shared information and data. Improve performance monitoring and reporting.

Providers’ event in October 2009. Data collection online tool in place by October 2009.

Programme Manager and Data Collection Officer

7.4 How do you plan to improve coherence and effectiveness of commissioning? Include actions to ensure effective joint working arrangements with health partners and any plans to work at a regional or sub-regional level. a) Establish a task group to develop a joint commissioning framework with partner agencies. b) Joint review of commissioning of individual packages of care for children with complex needs. c) Identify relevant performance measure to improve outcomes. d) Implement joint funded commissioning posts for all three PCTs footprints.

Pool or aligned resources and budgets. Improve effectiveness of commissioning. Measure progress and analyse effectiveness and impact of services commissioned.

Task group in place by June 2009. Conclusions by September 2009. Define key performance indicators by November 2009. Joint commissioning posts in all PCT footprints by December 2009.

Programme Manager

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8. Risk Register

Please set out areas where you consider there to be significant risk to the delivery of your plan as described and the associated mitigation and contingency measures you consider appropriate.

Nature of risk Probability of risk Potential risk Risk mitigation Contingency

Management Capacity Medium

Delays in implementation of plans due to recruitment. Over reliance on one key person.

Build sufficient capacity so that FSO can be delivered. Review capacity regularly.

Increase staff. Deployment.

Inconsistent data collection High

Adequate analysis of need not achieved. Services developed inappropriate for local need.

Ensure commitment to data collection across agencies through senior managers.

Mobilise resources and expertise.

Reduced multi agency working Medium

Poor communication between agencies. Services developed inappropriate for local need. Delay in the development of services.

Ensure commitment to Aiming High for Disabled Children across agencies through senior managers. Ensure all agencies’ representatives attend governance structure’s meetings.

Appeal to Lancashire Children’s Trust Executive to consolidate support.

Ensure qualified workforce is available Medium

Lack of skilled workforce. Service delivery is inadequate. Delay in the development of services.

Ensure workforce development strategy is designed. Training programmes are designed and provided Ensure parents and young

Regular review of workforce’s capacity to develop appropriate support.

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people are involved in training.

Weak children and young people and parents’ consultation Low

Planned services not meeting the needs of families, children and young people. Significant increase in complaints. Parents lose confidence in the services.

Improve use of parent/carers forums. Ensure parent/carers representatives attend governance structure’s meetings. Encourage participation. Transparent and clear information.

Analyse reasons why engagement is not working. Consider alternative ways to engage with families.

Lack of enthusiasm in market Medium

Insufficient local voluntary/independent sector providers. Unable to develop services.

Leverage on contacts with current providers. Get ideas from other local authorities. Strong commissioning framework.

Encourage national providers to come into Lancashire. Improve partnerships with voluntary sector. Consider in-house alternative provision.

Sustainability of funding and commitment to AHDC post 2011 High

Discontinuity of provision. Parents lose confidence in services.

Ensure commitment to Aiming High for Disabled Children across agencies through decision makers.

Short break contracts with providers and staff.

High expectations within children and young people with disabilities and their families are not met.

Medium

Services don’t reach the capacity and quality levels expected. Parents lose confidence in services.

Ongoing consultation with parent/carers and young people. Clear and transparent information. Ensure parent/carers are involved in the governance structure.

Conduct parental satisfaction survey within each Parent/Carers Forum and organise workshops to address problems/challenges.

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9. Budget - Revenue and Capital

Use this section to set out how you plan to use your revised short breaks budget - both capital and revenue components - combining your existing budget with the new allocation. (This information will also need to be entered on the Finance Form of the LAIMP Tool Spreadsheet – and your LPA will assist you with this) A REVENUE BUDGET a) Total revenue budget 2009-10 provisional

revenue budget p.a. LA short break budget (existing and new combined) £ 9,787,980 PCT short breaks budget £ 2,622,862 Other agency known short break budget (Approx spend by hospice)

Please specify what PCT budget includes; Children who are ill (includes long term conditions), Children who are disabled (includes complex needs and palliative care), Mental health & Emotional Well being (residential placements etc), and complex packages of care. Please ensure that the combined total expenditure in (b) and (c) below is equivalent to the LA short break budget (existing and new combined) figure shown above. b) Local authority revenue expenditure on services Please note that direct payments are covered in table (c) and should not be included in budget figures for table (b)

Provision 2009-10 provisional revenue budget p.a.

Residential overnight stays Residential short break units £5,411,580

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Hospices £35,000

Other Settings £15,000

Family based overnight stays: Short break/family link carers/salaried or contract carers in the carer’s home £50,000

Overnight care in the child’s home (sitters or personal assistants) £0

Other £0 Family based or individual day care: Short break/family link carers/Salaried or contract carers in the carer’s home £20,000

Care in the child’s home (sitters or personal assistants) £472,000 Carer (outreach worker or personal assistant) taking child out of the home £1,180,000

Other £0 Group based short breaks provided during the day through specialist provision (individual or group - financially supported by short break service) Extended school activity £50,000 Youth work activity £0 Saturday or Sunday schemes £84,000 School holiday schemes £137,400 Other £85,200 Short breaks provided during the day through non-specialist group based provision (individual or group attendance purchased by short break service) Extended School provision £0

Youth work provision £92,600 Saturday or Sunday schemes £0 School holiday schemes £0

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Other £0 c) Other local authority revenue expenditure

2008-09 Budget p.a. (£ ‘000s)

% of total budget

Management and Administration Costs £125,000 1% Consultancy £10,000 0.1% Promotion and advertising £20,000 0.2% Training and workforce development £150,000 1.2% Consultation with CYP and families £25,000 0.2% Transport £50,000 0.4% Meetings £30,000 0.25% Direct Payments £1,675,000 13.5% Contingencies/Other £70,200 0.56% B CAPITAL BUDGET 2009-10 Capital Budget

(£ ‘000s) LA short break budget (existing and new combined) £597,000 Any Match funding (please specify source) Please use the table below to set out budgeted local authority expenditure against all planned capital projects (whatever the value). Capital project - as named in Section 5 plus any other expenditure under £100k per item.

2009-10 Local authority capital expenditure by capital project (£ ‘000s)

No specific plans at present (see above)

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Appendices

Appendix 1

List of seven Parent/Carers Forums in Lancashire the programme will interact with: Lancaster Fylde and Wyre Preston West Lancashire Chorley and South Ribble Hyndburn and Ribble Valley Burnley, Pendle, and Rossendale

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Appendix 2

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Appendix 3

Programme Governance Board County Councillor Mrs Susie Charles – Cabinet Member for Children and Schools Sally Riley - Head of Inclusion and Disability Support Services Brian Robinson - Children Integrated Services Specific Needs Manager Faith Mann – Director of Targeted and Early Intervention Services Group Debbie Fagan - Central PCT Associate Director Children's Services Hillary Fordham - North PCT Head of Commissioning, Unscheduled Care and Children's Services Cath Randall - East PCT Children’s Integrated Commissioning Manager 3 x Parents/Carers Reps – matching PCTs footprints North - Alternated between Carol Gradwell and Elaine Barton

Central - Alternated between Sue Titterington and Dawn Mahood East - Wendy Smith

Mike Banks – Adult and Community Services Programme Management Group Sally Riley - Head of Inclusion and Disability Support Services Antonio Silva - Interim AHDC Project Manager Brian Robinson - Children Integrated Services Specific Needs Manager Ann Gregory - East PCT Commissioning Manager Joan Ryder - Head of Commissioning for Children and Maternity Central PCT Sarah Beattie – Lead Commissioner for Children’s Partnership & Strategy North PCT Duncan Bennett – Children and Young People’s Policy Officer Programme Implementation Forum Sally Riley - Head of Inclusion and Disability Support Services Antonio Silva - Interim AHDC Project Manager Brian Robinson - Children Integrated Services Specific Needs Manager David McDonough - East PCT Associate Director Complex Long Term Conditions Jeanette Buckland - North PCT Divisional Head, Children and Families Services

Aiming High for Disabled Children Governance Structure in Lancashire (2)

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Lynne Braley - Central PCT Head of Operations for Children Michael Sheppard – Scope Gloria Birdsall - PIP Alison Foster - Hillside School Fran Entwistle - Ridgewood Community High School Anne Healey – Sure Start Early Years and Child Care Services Sue Bould – Early Years SEN Service Maureen Davenport – Lancashire Education Inclusion Service Martyn Lawrenson - Young Peoples Service Martin Cooper – ICAP Project Manager Duncan Bennett – Policy Officer Elaine Barton – Parent/Carer Representative (Lancaster and Morecambe) Cath Dennison – Support Worker (Lancaster and Morecambe) Carol Gradwell - Parent/Carer Representative (Fylde and Wyre) Kathy Morgan – Support Worker (Fylde and Wyre) Victoria Hill – Parent/Carer Representative (Preston) Geraldine Dickinson – Support Worker (Preston) Marie Kirk - Parent/Carer Representative (Burnley, Pendle and Rossendale) Jill Laing – Support Worker (Burnley, Pendle and Rossendale) Sue Tittington - Parent/Carer Representative (Chorley and South Ribble) Becky Knight - Support Worker (Chorley and South Ribble) Dawn Mahood - Parent/Carer Representative (West Lancashire) Liz Millington - Support Worker (West Lancashire) Wendy Smith – Parent/Carer Representative (Hyndburn and Ribble Valley) Yasmin Aktar - Support Worker (Hyndburn and Ribble Valley) Hanna Peake – Youth Participation and Inclusion Coordinator Sarah Callaghan – Children and Young Peoples Champion

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Appendix 4

local area partnership programme planner

Documents