MANAGING THE

INCREASE IN SEN Gareth Cheal & Lyn Frith

Swindon Borough Council

About Swindon

About Swindon

560,000 within 30 minutes

2.8m … 1 hour

7.1m … 90 minutes

18.8m … 2 hours

Connectivity

Swindon Growth Areas

SEND Context

• Commissioned research into a proportional high level of

provision and a high level of EHCPs, which recommended

further detailed analysis of SEND growth and demand.

SEND Strategic Board

Building capacity

Joint Commissioning and

place planning

Workforce development

Participation and Engagement

Co-production

Raising awareness

Partner engagement

Information and advice

Quality and Performance

EHCP Sub-group

Local Offer Sub-group

Personal Budget Sub-group

Mediation and Dispute resolution

Innovation

SEND Transport

What our data tells us

Proportion of SEN Pupils out of all

pupils at the end of each Key Stage

(2012/13)

Swindon England South West

Early years/Foundation 9% 12% 11%

Key Stage 1 19% 20% 20%

Key Stage 2 20% 23% 23%

Key Stage 4 28% 21% 20%

The proportion of children and young people with a statutory plan continues to rise compared to a national trend that has remained steady. At 3.8% in 2015 the proportion of statutory plans was well above the England average and all statistical neighbours.

The proportion of children and young people

identified as having SEND IS:

• Below national and regional benchmarks at

the end of the Early Years Foundation

Stage and Key Stage 2

• Broadly in line with national and regional

benchmarks at the end of Key Stage 1

• Significantly above national and regional

benchmarks at the end of Key Stage 4

What our data tells us

Compared to national benchmarks:

• Identification of children and young people

with behaviour, emotional or social difficulties

(now SEMH) is relatively high;

• Identification of children and young people

with speech, language and communication

needs (SLCN) and specific learning difficulties

(SPLD) is relatively low.

There was a rapid and significant increase in the diagnosis of children and young people with ASD in 2014 such that the proportion of the school population with ASD is now above the national average. This significant rise is reported to be due to a shift in responsibility for diagnosis from CAMHs to Community Paediatrics and the resultant clearing of previous backlogs

Our Strategy and Approach The SEN reforms challenge professionals to change how they work, to build a different relationship with children and families and give them more choice and control over decisions that are made about them. With a rapidly growing population we need to ensure the quality and sufficiency of high quality provision for all children and young people with SEND.

Joint commissioning and place planning

• Involve young people and parents in strategic commissioning;

• Strengthen the strategic overview and commissioning for SEND

• Undertake the JSNA

• Develop a SEND joint commissioning strategy

• Develop accurate management information systems to inform strategic planning

Building capacity:

• Build capacity across the system, particularly in mainstream schools

• Develop the workforce so that being outcomes focused and person-centred is at the

heart of their practice.

• Maintain termly SEND Forum events

• Establish SENCO network across the borough and SENCO champions to lead on

the change programme

• Liaise with wider workforce/providers, incl. schools, early years, post-16, children’s

and adults social care, health etc. to map development needs

• Ensure alignment between work to implement the requirements of the SEND

Reforms and Care Act

Building Capacity

SEND Forecasting

• What we do:

• Cohort survival model for secondary phase and

benchmarking with SEND colleagues (primary special,

Advisory teachers, SENAT. Aim to improve transition

planning through process.

• Specialist provision based model (range and cost)

• Based on current provision and expected growth.

• The model allows for assumptions to be made

about potential future provision and updates the

target range and expected budget for the next 10

years.

SEND Forecasting

Category School Average cost

per place (£) Current

Linear

2026 trend

2026 at differnce

between EHCP

and current

provision

2026 at

differnce

between

EHCP and

new provision

2026 @

2.8% of

overall

provision

Secondary & post 16

Special

Uplands

25,512

3,520,656

3,919,266

3,804,871

3,773,076

3,814,368

Crowdys

18,876

3,359,928

3,740,340

3,631,168

3,600,824

3,640,232

St Lukes

23,661

1,821,897

2,028,173

1,968,975

1,952,521

1,973,890

Primary Special

Brimble

21,742

1,674,134

1,939,498

1,863,343

1,842,176

1,869,666

Chalet

20,336

1,159,152

1,342,887

1,290,158

1,275,503

1,294,536

Nyland

24,156

1,014,552

1,175,367

1,129,216

1,116,388

1,133,047

Crowdys

22,459

-

-

-

-

-

SRP Secondary

HI

-

-

-

-

-

-

PD

21,137

401,603

447,073

434,024

430,397

435,107

SLCN

-

-

-

-

-

-

ASC

26,240

1,312,000

1,460,545

1,417,915

1,406,066

1,421,454

Complex

-

-

-

-

-

-

SpLD

18,562

556,860

619,908

601,814

596,785

603,316

SMEH

-

-

-

-

-

-

SRP Primary

HI

40,478

445,258

515,835

495,581

489,951

497,262

PD

23,570

424,260

491,509

472,209

466,845

473,812

SLCN

21,093

316,395

366,546

352,154

348,153

353,349

ASC

25,909

233,181

270,142

259,535

256,587

260,416

Complex

21,865

655,950

759,924

730,085

721,791

732,562

SpLD

-

-

-

-

-

-

SMEH

12,459

199,344

230,942

221,874

219,353

222,627

Primary, Secondary &

post 16

54,622

3,386,564

3,799,676

3,681,120

3,648,168

3,690,963

Total

19,213

20,481,734

23,107,630

22,354,041

22,144,585

22,416,605

Creating Places

• Since 2010 Swindon has created 240 additional special

school places at a cost of £6.65m (TCF, Maintenance,

s106 and corporate resources).

• Creative solutions identified eg. “class @”, expanding

special schools to 4 to 19.

• 2x Special Free Schools and 1 AP Free School

applications in wave 11.

Money

Estimated settlement 2016/17 £m Estimated Expenditure 2016/17 £m

Actions for the future to manage growth

•Manage growth within the existing

revenue pot.

•Re-designation of existing provision to

allow for growth.

•Role of mainstream schools.

•Changing the culture in Swindon.

Questions?