Stockport Children and Young
People’s Disability Partnership
Aiming High for Disabled Children
Short Breaks Strategy
‘TRANSFORMATION IS ONE MADE IN PARTNERSHIP’
1. Management structure and contacts
1.1 Main contacts ……….3
1.2 Structure chart ……….4
2. Our approach to development
2.1 The vision ……….5
2.2 Introduction and overview ……….6
2.3 Short breaks – a definition ……….7
2.4 The full service offer ……….8
2.5 Consultation and participation ……….9
3. Short break projects – An overview
3.1 Current service provision ……….14
3.2 Universal and targeted provision ……….15
3.3 Aiming high short breaks – project proposals ...……..17
3.4 Overarching data ……….21
5. Workforce issues ……….22
6. Commissioning ……….23
7. Risk register ……….27
8. Conclusion ……….29
1. MANAGEMENT STRUCTURE AND CONTACTS
1.1 Contact Details
Local Authority Area Stockport
Senior LA Lead Cath Millington
Head of Service
Children and Young People’s Disability
0161 249 4471
Programme Manager Julie Kilroy
AHDC Programme Manager
Children and Young People’s Disability
07866 999 703
PCT Lead Alison Caven
Stockport Primary Care Trust
Commissioning Lead for Children’s Services
0161 426 5517
Other Key Members Andy Simpkins
Chair – AHDC Steering Group
Education Officer. SEN and Inclusion
0161 474 3944
Children’s Service Manager / Lead Nurse
Stockport NHS Foundation Trust
0161 419 2031
ADHC Steering Group Parent
C/O Disability Partnership
0161 426 5216
Children’s Trust Board Chair
C&YP Corporate Director
1.2 Aiming High Structure Chart Chair
Children’s Disability C&YP Service Director
Parent Participation Partnership Board
Director of Primary Care and Partnerships PCT
Director of Provider Services PCT
Children’s Disability Associate Director Women and Children’s
Children & Young Aiming High Steering Services Foundation Trust
People Focus Group Group
Workforce Short Break Data & Capital CYPDisP HOS
Development Activities (Task & Finish) Aiming High Project
Sub Group Commissioning Sub Group Manager
Sub Group Sub Group Sub Group Group Foundation Trust
Chair Chair Chair Short Breaks Co-
Aiming High Chair Aiming High Chair Aiming High ordinator
Chair Family Placement
Project Staff Development Project Manager Aiming High Project Manager
CYPDisP HOS Service Manager
Manager Officer Project Manager
Social Care Disability
Attendees Team Manager
CYPDisP HOS Staff Development
Inclusion Coordinator Attendees Officer
Attendees CYPDisP HOS
CYPDisP HOS Short Breaks Attendees CYPDisP HOS Parent Rep
CYPDisP HOS Coordinator Social Care Team Stratey &
Aiming High Project Commissioning
Inclusion Coordinator Database Administrator Manager Performance Service
Disability Database OT Therapy Service Aiming High Project Manager
Inclusion Coordinator Database
Manager Strategy Capital &
Strategy & Portage Service Transition Client Manager
Project Manager Social Care
Coordinator Parent Rep
Participation Manager ASD Partnership Project Parent Rep
Service Manager Strategy and
SEN Service Manager Manager
Local Partnership Performance
Parent Partnership Senior Social Worker
Manager Contract and
Parent Rep Parent Rep
2. OUR APPROACH TO DEVELOPMENT
2.1 Our Vision
Transformation is one made in partnership with the disabled
children, young people, their families, volunteers and
professionals within Stockport. The needs of disabled children,
young people and their families are at the heart of Stockport’s
vision to develop and deliver short breaks. By listening to their
needs, aspirations and innovative ideas, we aim to ensure
support is available so that families can live ordinary lives and can
access those facilities that other families can. This will be done
by transforming our short breaks provision and ensuring
responsive and timely services that are accessible with
transparent eligibility criteria.
We will develop a highly trained workforce to provide support and
work with universal services to increase accessibility in addition to
developing new service provision.
2.2 Introduction and Overview
This strategy has been developed within the Stockport Children and Young
People’s Disability Partnership. A partnership spanning Stockport Metropolitan
Borough Council, the Foundation Trust and the Primary Care Trust. The
partnership houses fifteen services providing targeted support and services to
disabled children and young people and their families. The Aiming High
Programme is embedded centrally into the work of the partnership ensuring
an integrated approach to its development and delivery.
The aim of the strategy is to document our vision for the transformation of
future provision of short breaks for children and young people with a disability
and their parents and carers, utilising the Aiming High for Disabled Children
Short Breaks funding and reviewing current provision by utilising our
This strategy arises from the work of the Aiming High Short Breaks steering
group drawn from key agencies and parent/carer representation.
At the heart of our strategy are the needs of disabled children and young
people and their families drawn from a variety of consultation that was
undertaken in Autumn 2008. Throughout the strategy, we have input
consultation results from parents and carers, children and young people in
speech bubbles. It is our intention that the consultation and participation of
disabled children, young people and their families will be a constant focus of
our work as we develop, deliver, monitor, evaluate and commission our short
The Government is seeking a transformation of short break provision for
disabled children and has committed a major investment of £269m nationally,
doubling Local Government expenditure on short breaks by 2010-11. It is vital
that this strategy is developed in partnership and resources from the PCT are
identified to enable the joint commissioning and delivery of provision.
Income Statement 2008 2009 2010
Revenue £60,000.00 £311,000.00 £1,003,300.00
Capital £0.00 £156,000.00 £365,300.00
Net income £60,000.00 £467,000.00 £1,368,600.00
2.3 Short Breaks – A Definition
Short breaks – An entitlement, not crisis intervention
Short breaks should not just be provided to those carers struggling to maintain
their caring role, but should be available for whom a break would improve the
quality of care they offer. Our vision is that short breaks will not just be used
as crisis intervention. They will be available and utilised routinely to help
parents and carers maintain and improve the quality of care. They naturally
wish to provide and to access services and provision that other children,
young people and families can access.
“To enable families and
children to have a more
“We are not asking for
normal life and have
anything radical, just what
every other parent has”
What is a short break?
“Short breaks form part of a continuum of services which support disabled
children and their families. Short breaks are provided to give:
Disabled children and young people enjoyable experiences away from
their primary carers; contributing to their personal and social
developments and reducing social isolation
Parents and carers a necessary and valuable break from caring
Short breaks can include day, evening, overnight and weekend activities and
can take place within the child’s home, the home of an approved carer, a
residential or community setting.
“I would like to enjoy my
children as well as care for
them. Short breaks would
The length of a short break can vary tremendously to suit the needs of the
young person and family ranging from just a few hours to a few days and
occasionally longer, depending on the type of provision and needs of the child
and their family. They need to be reliable so that carers can plan around the
In utilising the Aiming High Short Break funding, short break provision must
meet each of the three criteria listed below:
1) Expenditure must enable the full service offer to be met (as outlined on
the following page)
2) Expenditure must be undertaken with the primary aim of securing short
breaks for severely disabled children. If this is around a universal
setting, this must be around an identified short break and not just to
improve inclusiveness of that setting.
3) Expenditure must support disabled children to access provision and not
just substitute for funding aimed at improving inclusive services.
2.4 The Full Service Offer
A short break should be:
sufficient provision that meets the needs of severely disabled children
and their families, including those with complex health needs;
age appropriate provision that ensures the following groups are not
disadvantaged in accessing short breaks:
a) children and young people with Autism Spectrum Disorder1;
b) children and young people with complex health needs, including
the technology dependent child and those requiring palliative
c) children and young people up to 18 with moving and handling
needs that will require equipment and adaptations2;
d) children and young people with challenging behaviour as a
result of their impairment3;
e) Severely disabled young people 14+.
a wide range of short breaks, tailored to families’ needs and including:
a) overnight breaks, with care available in both the child's own
home and elsewhere;
b) breaks during the day, with care available in the child's own
home and elsewhere;
c) breaks in universal settings, delivered through the support of a
befriending, sitting or sessional service;
culturally appropriate provision that is sympathetic to the racial, cultural
and religious background of disabled children and their families;
provision that is available at the times when families and young people,
need breaks - this should include evenings, weekends and holiday
provision, and be capable of responding to urgent care requirements;
Well promoted information regarding the short break provision available
in the area.
An autism spectrum disorder (ASD) is a lifelong developmental disability characterised by
difficulties in three areas: social communication, social interaction and social imagination,
sometimes known as the triad of impairments. Children with ASD and accompanying severe
learning disabilities have often missed out on short breaks.
2 These children and young people are likely to have physical impairments, and many of
them will also have cognitive impairments and / or sensory impairments.
Short break services have traditionally struggled to respond to children who demonstrate
their needs through behaviour which is seen as challenging. This will include behaviours
which endanger the child or the others around them or involve high levels of risk or anti-social
activity. While these behaviours may be seen in a wider group of children this Programme is
particularly focused on behaviours in children with recognised disability.
2.5 Consultation and Participation
At the heart of our vision are the needs of disabled children, young people
and their families. Extensive consultation has been undertaken in Stockport to
ensure our short breaks strategy is built around those expressed needs and
the ongoing participation of children, young people and their families will
continue to develop, shape and reshape provision to ensure needs are
continued to be met.
“Services need to take “Consultation is one thing,
on feedback from participation is another.”
Initially we worked with disabled children and young people to produce a DVD
to help us to consult with wider audiences around the short breaks strategy.
We used the medium of film to ensure we captured the imagination of as
many children, young people and families as possible, and encourage them to
think about short breaks in its widest sense.
The film utilised sound, images, makaton symbols and makaton signing to
engage children and young people of differing communication levels and
disability. It also made the consultation fun!
Informal conversations were recorded to capture discussions and formal
questionnaires were also produced, both for parents and carers and children
and young people, which also contained makaton symbols. Questionnaires
were sent out to families whose details are on our disability database to gain a
wide range of views and experiences.
The consultations helped us look at five main areas:
1. What type of short breaks were preferred
2. Where short breaks could take place
3. When was the best time for short breaks to take place
4. Who should be with the child/young person during the short break.
5. What was the best way to find out about the range of short breaks.
We have had a parent/carer representative on the Aiming High Steering
Group from the beginning. This parent/carer is a member of the Disability
Provider Panel meeting with parents to look at requests around overnight
short breaks and allocation of these, giving her an excellent overview of
current demand and supply issues.
We also have a group of parents that have come together to bid into the
AHDC parent participation programme. These parents represent a wide
experience, representing parents/carers of disabled children, young people in
mainstream provision, disabled children and young people in our special
schools and parents and carers from specific disability support groups such as
our ASD parents group and ABC parents group (around autism). We also
have representation from our parents’ forum group within our parent
Through our parent participation programme, parents will receive training in a
variety of areas to ensure they can fully participate in the overseeing and
development of the short breaks programme. From this group, parents are
being drawn to sit on task and finish groups concentrating on particular
aspects of the work from data collection and publicity to the development and
management of the capital programme. A parent and carer conference will be
held every 6 months where information can be shared, feedback gained and
development work undertaken and new parents/carers can be elected onto
the various groups.
It is our intention that parents and carers will be an integral part of the Aiming
High Programme, from:
Management of the local Aiming High Programme within Stockport
Representation on the Aiming High Steering Group
Developing our priorities and strategy
Full consultation with parents and carers around needs and priorities. Representation on
all task and finish groups developing the detail of individual strands of the programme.
Involvement in preparing tenders and developing work with partners including the
voluntary and community sectors. The needs analysis from consultation will lead the
Involvement in preparation of job description and the representation of parents/carers
on recruitment panels for Aiming High Staff
Ongoing evaluation of service provision
Through project management information and user feedback parents and carers will be
involved in the evaluation of service provision.
Reshaping of service provision
Parents and carers will be involved in shaping and ongoing design of short break
provision identified through the continuous evaluation of provision.
Involvement of Disabled Children and Young People
Children and young people have been engaged in the development of the
DVD for consultation and more widely involved in the initial consultation itself.
Disabled children and young people have been targeted in a variety of ways
to ensure their involvement. This has been through the primary and secondary
special schools within Stockport and various groups that are facilitated outside
of school time, including the ASD group, young people accessing overnight
short break provision and wider groups of disabled children and young people
through the internet and an online questionnaire.
Through our Inclusive Service Coordinator, the Children and Young People’s
Disability Partnership is reviewing how we engage with disabled children and
young people and is developing a proposal around a participation group. This
group will have a specific focus around the development and delivery of the
Aiming High Short Breaks Strategy. Our initial consultation with children and
young people has built strong contacts with children and young people who
have expressed an interest in taking on further work around this area.
Through our strategy, we are investing some money in participation. This is
because we recognise the additional resource that has to be dedicated to
enable disabled young people, particularly those with language and
communication difficulties to fully participate.
A proposed structure has been developed to ensure the continuing
engagement of disabled children and young people, not only in our Aiming
High Programme but the wider work of the Children and Young People’s
It’s important to
listen to us, we
know what we
The proposed structure (diagram A), is to have two or three ‘sub-groups’ of
the representative group as differentiated by level of need. Some young
people will naturally need a lot of support to participate, and may need
additional time and guidance, whereas other young people may need minimal
or no support to participate in the group.
It is proposed that we can identify strategically placed ‘community groups’ or
services who can signpost individual young people or service users to the
representative group. These community groups/services will be special school
councils, youth clubs, specialist health services such as Speech and
Language Therapy, Council teams such as Youth Service, educational
Service for the Sensory Impaired and voluntary and community sector
In addition, there would be scope for ‘direct action’ partnership working on this
‘delivery’ level, where the group could work closely with a particular team,
service, or provider on a particular project, and thus have the sought-after
‘tangible’ impact on delivery. This is where the Aiming High agenda would fit
into this proposal, and would also feed into the wider participation agenda.
Six realistic and measurable outcomes have been identified by the planning
group as being the outcomes that effective delivery of the representative
group should meet. These outcomes will support planning frameworks for the
work of the group during delivery.
To ensure that disabled young people feel included in ways that are
meaningful to them, and that young people develop personally as part
of their involvement with the representative group
To have an observable impact on the lives of young disabled people
To be flexible and adaptable to reflect the needs of the young disabled
people in the group as they mature and develop
To allow disabled young people the opportunity to initiate change
To evaluate how inclusive and accessible services are, and provide
These five outcomes will be underpinned by a sixth outcome which runs
across all outcomes, and which is necessary for the effective long-term
delivery and impact of the group:
To ensure that reliable data about the impact of the group is collated
and used appropriately to inform future planning
Communicating the aims and intended outcomes of the programme, how the
strategy is developed and delivered is critical to the success of delivering
services that will meet the needs of the people of Stockport.
Regular news and information will be provided to parents, carers children and
young people this will be available in a variety of places and accessible in a
variety of formats. A specific Aiming High webpage will host consultation
questionnaires, publicise any new short break activities and receive feedback
about the provision. Regular updates will be reported in frequent newsletters,
distributed to professionals, voluntary and community provider services, and
families through the Disability Database, the Parent Partnership, the Parent
Forum and the twice yearly conferences. In response to the consultation
findings the development of a highly visible one stop shop (resource centre)
where information can be given, received and shared will provide a much
needed support network.
3. SHORT BREAK PROJECTS – AN OVERVIEW
Current service provision
We have two main levels of short break support available to children and
young people with disabilities and their families at present within Stockport.
Low level Support
This mainly covers varying forms of support during the day and can be
accessed in a variety of ways through direct payments which puts the family
at the heart of the nature and choice of provision. Spot purchasing of
provision, where needs are identified and a specific response to that need is
required. This is coordinated through the Disability Partnership or a referral
through to the local authority short breaks project. The majority of providers
delivering within this area are voluntary and community sector organisations.
Higher levels of support
This is accessed through the Disability Provider Panel where
recommendations are made by the Disability Partnership Social Care Team
Manager. There is parental representation also on this panel and parents and
carers and where appropriate the child or young person attends. The purpose
of the panel is to ensure that appropriate provision is identified in relation to
the needs of the young person and their family, that there is equity in provision
to families and to guarantee value for money in service provision. Provision
allocated here includes more intense outreach support or overnight provision
either within the in house overnight short break provision managed through
the Foundation Trust or from in house carers. Overnight provision is also
delivered from independent specialist providers. These packages of support
are invariably more expensive than that the lower support packages.
Other short break provision is accessed through various service providers
both within and external to the Children and Young People’s Disability
Partnership. Some examples of these include:
Social groups for children with ASD provided through the ASD service
After school provision provided through mainstream and special school
Day carers provided through Council services providing a variety of
support to families and young people
Carers providing overnight carers within the families’ home
Carers and befrienders to accompany children and young people on
day trips and activities provided through the voluntary and community
Palliative care service providing care and support within the families
Provision of play schemes and sports weeks.
3.2 Our Approach – Universal and Targeted Provision
Our vision around short breaks provision in Stockport does not just
encapsulate those projects which are to receive funding from the short breaks
pot, but to ensure transformation, universal services and provision will be
supported to engage with children and young people with a disability. This will
be undertaken in a variety of ways including the provision of training to enable
identified children to access the provision and carers accompanying disabled
young people to provision for a time limited period. Again, we will work closely
with universal services providers to ensure accessibility and inclusivity. Our
Youth Service has a dedicated Development Worker for disabled young
people, who provides a regular Group focussing on the 16-25 age group.
Holiday schemes and an environmental project are delivered by this service.
Not all groups should
Noise levels can be solely for disabled
be too much in children.
In terms of our childcare market for children with disabilities, our childcare
sufficiency assessment has looked at this area of provision and has found that
it is sparse in provision. Simply by matching supply to demand there appears
to be the same gaps (as for all children in Stockport) and though providers are
clear they make provision for disabled children and young people, parents feel
few or no services exist. As part of our work around universal service
provision and training, this area will be a clear focus. Stockport’s approach is
being lead by the Children and Young People’s Disability Partnership. Joint
work is underway to integrate Stockport’s work with Aiming High for Disabled
Children and the Action Plan contained within the Childcare Sufficiency Action
Plan document. Stockport has appointed an “Inclusion Coordinator” who will
work across both Stockport Council and the partnership to develop and
monitor new services.
Another large piece of work being undertaken at present is around universal
provision and minimum standards for the inclusion of children and young
people with a disability.
Inclusion for all children and young people, especially disabled children and
young people, is key to Stockport’s planning of children’s services for the
future. With this in mind, the Stockport Children and Young People’s Disability
Partnership, and SureStart Programme have joined up to develop a pilot
Stockport minimum standards for inclusion, underpinned by a package of
support to which universal services can ‘buy into’ through their commitment to
meeting the minimum standards.
The minimum standards have been developed along the structure of the
Aiming High for Disabled Children core offer, which will ensure that disabled
children and young people and their parents and carers are aware of services
they can expect to receive, and the quality of these services.
The core offer primarily refers to education, social care, and health services,
but housing, leisure, transport as well as early years and youth services are
also very important for families with disabled children. Therefore the minimum
standards have been developed to support the delivery of the Core Offer
within Stockport amongst ‘universal’ services who would not necessarily be
expected to have the same degree of knowledge and understanding of the
needs of disabled children and young people, and may need support and
guidance in achieving a ‘minimum standard’ of inclusiveness.
As a result, the minimum standards for inclusion have been designed to be as
flexible as possible in order to enable a wide range of universal services to be
able to use the programme. In addition, the minimum standards also aims to
ensure that achieving the award is not simply a ‘tick-box’ exercise, and aims
to utilise service(s)’ existing resources where possible, to minimise paperwork
for services working their way through the programme as well as addressing
attitudes towards disability.
Mixing autistic children with those
with complex needs is sometimes
not a good idea”
As the needs of disabled children and young people and their families vary so
much, it is vital to have a spectrum of accessible provision. Through our
consultation, parents and carers have highlighted that in some cases it is not
appropriate or preferable for those young people with more complex needs to
access universal provision but targeted provision should be offered.
Our programme of projects should span the spectrum of provision to meet
identified needs, and we have looked at these in three areas:
1. Universal provision
Provision which is accessible to all children and young people. Training will
be offered to meet specific needs of disabled children and young people and
minimum standards will highlight gaps and areas for development as
2. Supported Access
Support workers may accompany young people to universal provision to
provide extra support that may be needed. This may be a long term
arrangement or be a planned withdrawal as both the young person and the
service provider adjust to this arrangement. Work may also include
independence training, i.e. helping young people to use public transport.
3. Targeted Provision
This provision is targeted at the needs of disabled children and young people
and describes most of the projects funded through the Aiming High Strategy.
Below is an overview of those projects.
3.3 Aiming High short break project proposals
As we have developed our Aiming high Short Breaks Strategy, we have
undertaken a full needs analysis which has included:
Gaining a good understanding of short break provision currently
provided and scoping its delivery against the full service offer.
A gap analysis through consultation with parents, carers and families,
professionals and children and young people
Gaining a good understanding of Stockport’s’ population of disabled
children and young people
The Aiming High for Disabled Children Short Break Implementation
The resources available through Aiming High for Disabled Children and
current expenditure on short break provision
This has enabled us to begin to formulate specific project ideas to transform
the spectrum of short break provision currently provided.
Our portfolio of provision to meet the full service offer as detailed earlier within
the strategy. Below is an overview of each of the project proposals. The
relevant task and finish groups are working on the detail of each project and
this will be worked up into a project plan. Included in the project plan will be
eligibility criteria for each of the projects and a clear sustainability plan.
One of the larger projects within the portfolio will provide ‘a bureau’ of staff.
These staff will be highly trained to provide a variety of services for families
Sitting services within the families home
Outreach support to enable young people to access community
provision and activities
Support before and after school within the home
Emergency short break provision
The Bureau may present itself as a virtual bank of staff as well as an actual
team of staff. The project will also have an overview and coordination role for
volunteer workers. It is envisaged that the centre resource (as described
below) will be a base for the actual team. This project may be housed within
the disability partnership or it may build on existing work and experience
within the voluntary sector and may be put out for tender.
A post will be created to provide and coordinate outreach training. This post
will initially concentrate on both a training needs analysis for existing and new
workforce across services and link closely with the bureau. Part of this needs
analysis will look at existing provision and what resources there are already
within the partners - for example the rich knowledge that we have around
specialist complex care needs and areas such as continence and epilepsy.
The second part of the post would be to look at shared gaps in provision and
The post would investigate any match between need and existing provision
across the partners and see if we could arrange reciprocal teaching/training or
open single service training to services. This post could tailor training around
individual children using what we already have and looking at what gaps there
are that may need investment or cascade training.
Central Resource Centre
Parents, children and young people have repeatedly expressed a wish for a
resource centre where they can:
meet with other parents/families and gain informal networks of support
have a central place for information and advice;
access, support and advice through the bureau staff
have a central indoor facility for soft play and sensory rooms
specifically designed for children and young people with a disability
be able to leave children with specialist workers whilst shopping
hold parent and support group meetings
drop in counselling sessions etc
be a training venue
be a venue for other short break opportunities, i.e. drama clubs, art
sessions, music clubs and discos.
This provision may also provide employment opportunities for disabled young
people through partnership work with Pure Innovations and other
organisations who provide training and employment opportunities.
This provision would meet the needs of severely disabled children and their
families and have a highly trained workforce to ensure this. It would provide
age appropriate provision and it would be fully adapted to meet the needs of
those with moving and handling needs up to the age of 18 and will run age
specific groups. The centre will be open during the day, at evenings and
weekends to meet need.
Foster Care Adapted Properties
The project aims to provide two foster care adapted properties to increase the
provision of overnight short breaks within a foster carer’s family home
environment; this could be overnight and/or day care provision. Each foster
carer could provide short breaks for around 6 children staying with the carer at
different times. This provision would provide short breaks for those children
with complex health care needs and moving and handling needs. Children
with ASD will also be able to access this provision. The provision will be
culturally appropriate and sympathetic to the cultural and religious
backgrounds of disabled children and their families.
This club would utilise suitable provision and target the older age range of
disabled young people to enable short breaks in the evenings and weekends.
Provision of Disabled facilities in each of the 6 local partnership areas
For those children with complex health needs who may need fully adapted
changing facilities to be available close by; (not just disabled toilets) capital
funding will provide adaptations to a suitable venue in each locality so those
children with complex needs can access local activities and community
venues can be utilised by local groups.
Mobile changing facility
This project comes from a large gap in provision identified by parents and
carers. This is targeted at those children and young people who need fully
adapted changing facilities and not just the use of a ‘disabled toilet’. The
proposal is for a fully adapted minibus which can be utilised by families and
services as a changing facility for those children and young people with
complex disability. The bus can be used in specific venues, i.e. for trips out
and also be placed regularly in public venues, i.e. central shopping areas
entertainment centres etc.
ASD Short Breaks Social Groups
The population of children and young people with Autism Spectrum Disorder
is growing at an increasing rate. This project will provide age specific group
sessions, evenings or weekends to address a range of difficulties and
increase confidence and independence for children and young people on the
autistic spectrum by visiting restaurants, taking bus and train journeys,
learning about friendship and communication skills.
Halle Music Project
This project will build on the Halle Orchestra’s community education
programme and will provide musicians to work with children and young people
with ASD and other disabilities. The project will run in the summer school
holidays, a specific theme will be chosen such as a carnival theme and will
culminate in a musical production performed by the children/young people.
For those who express a desire to continue learning to play a musical
instrument follow up projects may be run in subsequent school holidays. It is
envisaged that this summer scheme will form a partnership with the special
schools in Stockport.
In 2010 – 2011 a pot of money will be allocated from the aiming high budget
to develop the individualised budgets provision within Stockport, enabling
more control from families around service development and provision. The
development of this provision will be central to the work of the parent and
carers participation forum through 2010.
Family Support Worker
It is envisaged that this post will help to coordinate packages of short break
provision for families and sit within the common processes work of the
partnership ensuring that as referrals come into the partnership through CAF,
the need and access to short break provision is considered through the school
age and pre-school panels. This post will act in a care coordination role
around short break provision.
‘Let Me in Project’
The Let Me in! Project has arisen from a multi-agency partnership between a
number of different teams within Stockport Metropolitan Borough Council, and
Stockport CP Society’s Sharecare Project. This approach is to develop
inclusive practice within mainstream childcare, play and extended school
settings, and breaking down the barriers to ensure that disabled children and
young people can participate, be involved, and achieve within these settings.
The Let Me In! Project is a capacity-building initiative within childcare
schemes, play schemes and extended school services (out of school hours
provision) settings, which aims to gradually reduce the level of 1:1 support
required for a disabled child or young person until the child or young person is
fully included into the setting, with staff who are aware of and able to meet the
needs of that child. A small pilot of this project is taking place in 2008 -09 to
help inform future development.
Targeted Short Break Groups
A variety of group based activities will be delivered through the Aiming High
Strategy, utilising both community venues and the proposed town centre
based venue. These groups will operate in the evening and at weekends
according to needs and demand. These groups will include:
Siblings groups “Because my child has
Social groups ASD and SLD he
struggles in normal play
Art groups schemes and has to stay
Parenting groups at home with me”
Holiday play schemes will be delivered at suitable venues across Stockport.
They may utilise the special schools as they are closed during the school
holidays. This holiday provision will encompass trips out for children and
young people, age appropriate activities and will also engage siblings of
disabled children and young people in activities. The centre resource base will
also be used for holiday activities.
“Activities during the
holidays are vital for all
I need a holiday scheme
with carers support
It is vital that we invest in transport to enable disabled children and young
people to access short break provision at times that they want to access it and
not just when transport is available. At present exploration into current
transport contracting arrangements is taking place to examine how we can
develop this and utilise existing capacity.
Cultural Mix % Children
Black - Caribbean 2%
Black - African 2%
Black - Other 1%
3.4 The Overarching Data
Statistics 08/09 Chinese 1%
No of disabled children Eastern European 1%
4961 Asian – Other 1%
Out of area residential Other 2%
Total children population
Average spend per child
Total Residential 08/09 Family based / 08/09
Overnight Stays individual care
Overnight Stays (nights) Salaried/contract carer in 1040
Residential S/B unit 896 carers home
Hospices 96 S/B, family link Carer in 1300
Care in child’s home 1134
Family based o/n stays
(sitter or personal
Salaried/contract carer in 165
Carer (Outreach worker 12,058
S/B, family link Carer in
taking child out of the
Overnight Care in child’s
home (sitter or personal
Total Overnight Stays 1157
Direct Payments 08/09
(No of children)
Take up of direct payments 331,191
/ individualised budgets
To ensure a transformation in short breaks provision in Stockport, we have
recognised that there needs to be a significant development and investment in
the short break workforce, both to increase the number of workers to support
our proposed developments and also to make sure they have the right skills
and knowledge. This is being led by our workforce task and finish group.
The group are exploring the current workforce market and identifying gaps in
this and also where the shortage of skills and training exists. Issues of
demand and supply are also being examined to ensure a full workforce
throughout all organisations and to avoid ‘fishing from the same pond’. The
work of this task and finish group will feed into and be informed by the wider
workforce strategies of the Local Authority, Primary Care Trust and
Foundation Trust. Exploration into career pathways will be undertaken with
clear links to our further education providers. The group will also advise on
workforce requirements to be included in provider contracts around aiming
Training can be accessed through the training post under the aiming high
programme and the wider disability partnership. All staff, including volunteers
will be skilled in the six areas of knowledge and skills relating to children and
young people’s services. Those being:
1. Effective communication and engagement
2. Children and young peoples development
3. Safeguarding and promoting the welfare of children
4. Supporting transitions
5. Multi agency working
6. Sharing information.
By using a common language, it will enable professionals to work together
more effectively in the interests of the child and underpins successful
integrated working, taking forward the ethos of the disability partnership within
“Commissioning is the process whereby public resources are used effectively
to meet the needs of local people”
Our Health, Our Care, Our Say. DH 2006
As the Aiming High Short Breaks programme is around service
transformation, it will be necessary to commission new services as part of the
programme and possibly decommission some existing services that do not
meet identified need any longer.
This has to be undertaken in a considered and systematic commissioning
framework. The Joint Planning and Commissioning Framework for Children,
Young People and Maternity Services (March 2006) is being utilised.
A task and finish group has been established to lead on commissioning. This
group reports into the Aiming High steering group, whose chair sits on the
children’s trust joint commissioning group who report into to the Children’s
Below is a table outlining the nine steps within the commissioning framework.
Each step is split into four sections, giving an overview of where we are and
where we hope to be within each of the nine steps.
The four sections are:
Business as usual
These sections give an overview of where we are at present within each step
of the commissioning cycle
This Section outlines the work we are undertaking as part of this strategy
towards our commissioning intentions
This section outlines where we are aiming to move to as we complete our
Embedded / sustained
This section outlines our ideal state, where each step of the commissioning
cycle is embedded and part of the ongoing process of the work.
DCSF COMMISSIONING STAGE : BUSINESS DEVELOPING ESTABLISHED EMBEDDED /
EVIDENCE RECORDING SHEET AS USUAL SUSTAINED
1. Understanding Local Need Disability Database Business planning tool aid Base line audit. Robust dataset
Consider the current pattern and and housing data in targeting relevant data Involvement of VCS developed to ensure a
recent trends of outcomes for supplied from families to collect. Tracker system services in strategic overview of
children and young people in their around provision and collating the data. identifying current short break provision
area, against national and relevant anticipated need. Disability Partnership outcomes around delivering the full
local comparators Packages of overnight database being short break. service offer and
and outreach support developed to give overall A full understanding informing the
collated through social picture of children of unmet need. sustainability strategy.
care and PCT. receiving a service. ECM outcomes as
Overview gained using Pulling together all the drivers.
available data around information into one
2. Outcomes Analysis Focus is on disabilities. Identification of gaps in Systems to review ECM to remain
Look within the overall picture at Complex spectrum with provision and unmet need population trends outcomes framework.
outcomes for particular groups of reference to learning relating to specific groups e.g. complex health Disabled children and
children, young people and parents- disabilities; health of disabled children and needs, ASD young people having
to-be (e.g. disabled, special needs and ASD. young people. population. equality of access to
educational needs, looked after Scoping of current Focus around ASD, Emerging provision both universal
children), as they may require a packages of support Complex needs, 14+, consultation and targeted.
differentiated approach to service offered and effective workforce, overnight outcomes to shape
provision or additional support practice and lessons provision and transport. future services.
3. Consultation and Participation No coherent overview Short film completed with Data and On-going participation
Use all this data and the views of from key stakeholders. focus upon CYP with consultation of children, young
children, young people and their CYP with complex needs and ASD. outcomes to shape people parents and
families, local communities, and communication Used as catalyst for full service offer. carers in design,
front-line staff to develop an overall, difficulties sporadically further consultation with Parents Participation delivery and evaluation,
integrated needs assessment involved. parents, carers and programme not one-off consultation
providers. Questionnaires established with 6 events.
and parent /carer groups monthly
targeted for consultation. conferences.
4. Priority and Resource Setting Single service Proactive use of full needs Multi-agency Ongoing data analysis
Agree on the nature and scale of approach, partial. analysis to set priorities. approach within through project
the local challenge, identify the Reactive to need rather Steering Group. management to inform
resources available, and set than proactive or development and
priorities for action coherent. Incomplete shaping of priorities
5. Planning of Services Inflexible provision More flexible opportunities Children, young Full access to short
Plan the pattern of service most characterised by to meet family needs. people and families break facilities as
likely to secure priority outcomes, overnight ‘respite’ Short break provision not having wide choice routine to meet
considering carefully the ways in booked in advance. seen as crisis of provision in variety identified need and
which resources can be Not responsive to intervention. Wide ranging of settings. access to emergency
increasingly focussed on prevention family needs re. choice Micro commissioning provision when needed
and early intervention unplanned events. of individual
Providing minimum packages to meet
provision as crisis identified needs
6. Effective Commissioning Single agency, no Independent/ voluntary CYP Parent/ Carer Transformational
Decide together how best to deliver ‘pooling’ of provider Sector forum established. and Provider Groups provision map with
outcomes, including drawing in range and to assist Link to in house established. range of providers with
alternative providers to widen parent/ carer choice. ‘providers’ to provide different economies of
options and increase efficiency complete provision map. scale.
7. Efficient Use Of Resources Link ‘Aiming High’ Budget alignment Integrated planning, Pooled budget in place
Develop and extend joint SMBC funding with systems. Joint commissioning and SMBC/PCT to joint
commissioning from pooled budgets PCT baseline commissioning delivery across commission short break
and pooled resources allocations through opportunities explored organisations provision.
NHS Operating with GM Authorities.
Framework. Clear contracting
8. Workforce & Market No single market Provider forum and Plan to establish Successful workforce
Development overview. workforce ‘task and finish’ system for new strategy in place,
Develop the local markets for Duplication of some group established. providers to enter linking local FE/HE
providing integrated and other services. Scarcity/ Exploration of diversity of market in response providers to workforce
services, and produce and absence in other provision and skills. to identified unmet strategy to ensure
implement a local workforce service need areas. need. Joint training viable market, which is
strategy covering service and role programmes in place diverse and highly
re-design, and the necessary ways to share skills and trained.
of working to support delivery train together.
9. Monitor and Review Focus upon individual Feedback loop developed Feedback system to Plan, do, review
Monitor and review to ensure user outcomes rather for ongoing monitoring. be embedded as commissioning cycle
services and the joint planning and than service overview. part of FSO embedded.
commissioning process are working overview.
to deliver the goals set out for them
6. RISK ANALYSIS
A risk register for each identified project within the strategy will be contained in each project specification document. This document
outlines a risk analysis of the overall Aiming High Strategy.
Nature of Risk Probability of Risk Potential Risk Risk Mitigation Contingency
Project sustainability Medium The project would cease Clear sustainability Priority analysis will need
strategies fail at the end of the funding strategies built into the to be undertaken to
period, March 2012. development plan of each assess where available
project, to be reviewed funding should best be
regularly as the market utilised in project delivery
and needs change.
Poor quality data Medium No realistic baseline of Multi agency working to New data collection
service delivery and develop and report clear process developed.
market provision data collection. Clear data Disability Partnership
realised. process are put in place. data utilised in isolation.
Delay in recruitment of Low Services and projects Good recruitment and Differing recruitment
staff would be delayed in retention strategies are in strategies put in place.
starting as staff are not place as part of the Work with other services
recruited. workforce strategy. to pool resources around
Targeting of recruitment. staffing.
packages in place for
No funding available Medium Although the strategy is PCT fully involved in the Access to wider range of
through the PCT developed in planning of the strategy short break provision
partnership, further and project development. through continuing
capacity could not be Clear understanding health care agenda away
added through extra gained of the child health from generic overnight
investment. A focus strategy. Clear process in provision.
would remain on crisis place around continuing
intervention overnight care agenda.
packages of support
from PCT funding.
Lack of families taking Low Projects would not be Focus on publicity and More involvement with
up short break projects meeting the needs of processes to access the families to understand
families. Greater short break provision the lack of take up.
demand on overnight enabling ease of access. Revision in project
provision. Other projects Good transport available. delivery to ensure need
not being viable. Projects delivered at times is being met.
Planning shortfall due to Low Projects not meeting the Ensure capacity dedicated Projects to be reviewed
timescales needs of families or to work within the given within the first three
meeting the full service timescales to ensure full months of delivery to
offer. project planning. ensure they are meeting
Funding not spent Low Funding would be given Detailed action plan for Clearer planning for
back to central pot as no each project developed. future allocations.
carry forward is Risk analysis for each Possible carry forward?
permitted project developed.
Capital projects delayed Medium Project may not Clear planning and expert Clearer planning for
through planning commence on due date. advice around capital future allocations.
permission Funding may not be projects with detailed risk Possible carry forward?
spent on time analysis undertaken.
Through this strategy, Stockport is grasping the opportunity to transform and
improve short break provision for disabled children, young people and their
families, ensuring that their needs are at the centre of our vision and delivery
This transformation will be undertaken in partnership with the PCT, other
organisations, and disabled children, young people and families themselves.
As illustrated, we have taken into account management capacity, workforce,
commissioning and market place issues. Our strategy has taken into account,
not only the targeted provision of short breaks for disabled children and young
people, but encompassed the vision around universal service provision and
Through the delivery of the strategy in partnership, it is envisaged that
outcomes and life chances will be improved for some of Stockports’ most
disadvantaged children and young people.
“I want to be able to spend time
with my friends outside school”
”I don’t want my mum to come to the
youth club with me, I want someone
closer to my own age.”