Issue - meetings

The Health and Wellbeing Board has the Executive Governance for the SEND transformation programme. It has previously confirmed its desire of the work to be brought into view on a regular basis.  SEND is of critical strategic importance to all Partners and is systemic in its impact.

Contact: Jo-Anne Sanders, Service Director, Learning and Early Support Tel: 01484 221000.

Jo-Anne Sanders, Service Director, Learning and Early Support and the Senior Responsible Officer for the SEND transformation in the local area, and Adrian Wisniewski, Programme Manager, Strategy Innovation and Planning, attended the meeting to provide an update on the SEND Transformation Programme.

Jo-Anne Sanders reminded the Board that the last update on the programme was in January 2024, and as the Health and Wellbeing Board is the most senior part of governance for this programme, it is important to report back on the progress that has been made and the next steps.

The Board was informed that the update would focus on:

-          Some of the work that has been undertaken in terms of the shifting culture,

-          Key focuses and also the challenges,

-          Key milestones that have been achieved since the last update

-          Further examples of progress and impact

-          Next steps

-          Deep dive – for the Board to suggest areas to be presented at the next deep dive

The Board was informed that there has been an attempt to try and change the culture, and it requires a system approach to make things better for children and families, and children as they prepare to become adults.  There have been opportunities that have been recognised, regarding how to work together in partnership for families with anyone who wants to provide help and support and drive some of the shared accountability.

There are some cogs that have to work together such as:

Co-production - which is something that the local area needs to be proud of.  There is an active parent/carer forum that holds to account, challenges but are also very supportive

Governance – clear governance, there are three levels of governance, making sure there is the right buy-in at each level.  The highest strategic level of governance, partners, then the operational level

Quality and compliance – there is a clear focus on making sure things are done in a timely way, but also making sure they are of quality, ensuring that they are set up to have impact. Rather than sitting behind a desk it is important to step out, and listen to people’s lived experiences and trying to make a difference on the ground. An example, is the local offer live event, supported by a range of partners, but was led by the parent/carer forum, held in June and the feedback has been extremely positive. 

Clusters - Some of this involves being brave and trying to look at innovation.  Rather than looking inwards in Kirklees, it also involves looking up and down the country and seeking out opportunities. An example of this is a new way of working that is just being undertaken with mainstream schools, of which there are approximately 170.  Work has started with groups called clusters, wrapping a team around those schools, to identify needs early and meet those needs as early as possible.

In addition, there are some system changes with the investment that the local area is making into rebuilding  ...  view the full minutes text for item 20