available to all and multi-agency training to be encouraged. All training to be followed up to assess use in practice. Use of Positive Pyramid and training in Emotional Literacy and Brain Development to form the core of all training relation to building positive relationships, SEBN and Attachment. and changed their practice increasing annually. Number of staff participating on the 8 day EL course and completing action learning review increasing annually. Provide guidance on Child’s Plans and an audit tool to support the development of good quality plans and self-evaluation. (Rec 26 ASN Review) Track the number of children with ASN who have plans, through SEEMIS on an annual basis, to ensure an increase. (target 95%) By September 2015. 95% achieved March 2014. 97% achieved June 2015 HoASS BLUE The annual audit of child’s plans will ensure they are of good quality – with 95% being scored at least 8/10 using the audit tool. (Average score for CPs for high level needs 7/10 January 2015) By September 2015 HoASS AMBER Progress since last plan Increase in the number of pupils with high level needs. Now 97% have plans. Further EL courses offered in Fort William, Dingwall and the North. Final evaluation and future priorities FHC4 Outcome Children and young people are supported to achieve their potential in all areas of development.ringen outcomesen 4 Improvement priority: Implement a system for equitable allocation of resources to meet the identified needs of children and young people with ASN Actions Measures / evaluation Timescale Lead BRAG Embed the resource allocation model, updated annually with ASN Audit figures to allocate resource to identified need. Use figures directly from schools until SEEMIS is accurate. ASN Allocation model and year end out turn for Area ASN budgets and central ASN budgets. Annual Budget Monitoring HoASS GREEN
Improvement priority: Ensuring better integrated working for children with complex health needs, especially those with exceptional health needs Actions Measures / Evaluation Timescale Lead BRAG Child’s plan process consistent across highland with parents as equal partners. Effective protocols will be drawn up jointly by the professionals involved, the young people and their families. Children with complex health needs will have child’s plans that are fit for purpose. The numbers being evidenced through SEEMIS and the quality being considered through the audit process. Baseline 95% with 8/10 quality By August 2015 and then ongoing HoASS Development Officer ASL GREEN Evidence of protocols to support the needs of children with complex needs, additional to their Child’s Plan. 95% of children requiring protocols for M+H, Intimate care and admin of meds will have these in place. By August 2015 and then ongoing Development Officer ASL AMBER Children and young people with complex needs will access services within agreed timescales The waiting time for intervention from a PMHW will be within the CAMHS HEAT target of 18 weeks from Dec 2014. 18 week target currently being met 04/15 PMHWs GREEN The waiting time for intervention from an AHP will reduce. AHP NDP target of 18 weeks from Dec 2014. (baseline to be established by April 2013) Dec 2014 AHPs RED Encouraging medical professionals to take on the Lead Professional role and enhance their confidence in this role. The number of plans with LP in health will be monitored through the audit process. On-going ASN Team AMBER A range of Condition based Pathways to be monitored/audited. Training on these pathways and on specific conditions will be provided for staff at all levels. A range of information to be provided to schools on the effects of complex needs on the wider family – affecting other siblings and parental resilience etc. Range of CPD offered to support this area of work. Attendance records for CPD offered On-going Development Officer ASL GREEN Families with children who have complex needs will be supported through the provision of respite, to maintain their energy levels, to give time to spend with other Respite hours/days accessed by children and young people will be On-going Development Officer GREEN
Actions Measures / evaluation Timescale Lead BRAG Development of a training plan and access to training and development to ensure skilled staff. Use of IT for on-line training Training led by SFL staff so that it can be instant Use parents/pupils Make core, basic training compulsory for everyone Include ASD training within equality and diversity training across the wider community. Qualitative review of Training Plan, including the range of formats and access; numbers of participants and individual evaluations/changes reported as a result of training. By Dec 15 ASNO Mid APEP Mid Autism Practitioner South, SALT Team Lead AMBER Improved communication with and for service users and professional colleagues and easy access to practical and useful information. Offer a variety of ways to communicate – from first contact – use of letters, phone, text, email etc. Take away face to face contact Accessible information formats – easy read/visual Post diagnostic information Access to Minutes of Meetings so carers can be aware of decisions etc. Library, Chip+ etc to have better on-line information to link with existing generic information Access and extend local drop-ins for parents /family support On-line copies of talks etc available to all to form ‘drop-ins’ – filming some sessions Levels of participation in Drop-In groups. Review of information leaflets and packs and the numbers printed and distributed. Creation of on-line resources and number of hits to access this information. By April 2014 Specialist LD Nurse Dev. Officer GREEN Effective data collection to inform service planning. Robust information regularly updated, providing information on: # Numbers of children diagnosed with ASD # Where children are within the process of diagnosis # Training Database for parents, pupils and staff training, Including the level of training received and the way this was received etc Build in a moderation process re data – check accuracy on a regular basis Mention in training the importance of ensuring the accuracy of the data provided on the central systems eg. E1 Have a single system with basic information and a separate system for the detail. Consider: What information needs to be held Where is it held Who can access it Databases with termly collation of statistics to be reviewed by the Autism Management Team. Results of moderation exercises undertaken annually on the statistics available. By April 2014 ASN Managers GREEN Multi-agency care pathway for assessment, diagnosis and intervention. Wait times from referral to intervention By April 2014 Specialist
Improvement priority: 12: Implement Self- Directed Support in Highland including both Children’s Services and Adult Services. a. Identify future funding requirements for SDS and options for budgetary reconfiguration within Children’s Services. Actions Measures / evaluation Timescale Lead BRAG Identify the total spend on social care packages for children with disabilities. Calculate current in house service costs as a unit cost. Identify all other budgets used to purchase support. This will enable the total cost of care packages for children with disabilities to be calculated with a financial break down for each service at a Highland wide and district level. A report to the Implementation Group which converts the cost of in house services to a unit cost. Further analysis outlining the total cost of social care packages and how they are currently funded to validate or inform the RAS financial formula and provide a baseline for forecasting future SDS spend, as well as possible budgets for pooling/reduction. Jan 2015 Jan – Mar 2015 Finance Manager Dev Officer Disability & Area Children Manager Analyse data from individuals who have transferred to SDS from the Support Plans where a RAS has been completed. Scrutiny of the component parts within the SDS packages will provide an indication of the differences in support packages following the SDS process. Agree options to ensure the capture of outcomes being met as this should underpin any subsequent RAS By extrapolating the data from this sample group and comparing this with the information collected above it should be possible to produce a report detailing services likely to be affected by SDS and the impact this may have. April 2015 Finance Manager & Dev Officer Disability Produce an options appraisal with proposals outlining budgetary reconfiguration Data from Actions above should be sufficient to forecast the level of funding required for S-DS. It will be necessary to agree which budgets are potentially in scope for SDS. Consider the option of a central SDS budget utilising the cost centres and budgets identified. An options appraisal to allow senior management to make an informed decision regarding possible budgetary reconfiguration or reduction. Mar 2015 Finance Manager & Dev Officer Disability b. Develop clear processes and governance structures to ensure consistency, financial assurance and monitoring of SDS. Actions Measures / evaluation Timescale Lead BRAG