Devon SEND Local Area Accelerated Progress Plan (APP) – April 2025 refresh

• Review identifies strengths and weaknesses in governance.
• Review shows how current arrangements support or hinder SEND outcomes.
• Review produces specific, measurable, and time-bound recommendations for improvement.
• The Board has good oversight and drives progress in implementing strategic plans.

The recommendations from the SEND governance review were formally approved on 19 June 2025.

We are now progressing with the implementation phase, which includes the reshaping of our governance architecture – most notably clarifying the distinct roles of the Strategic Partnership Board and the Transformation Programme Board, refreshing terms of reference, updating Board membership, and strengthening reporting and induction processes. These changes aim to sharpen accountability, improve system leadership, and support more coherent and effective delivery across the local area SEND system.

• Includes a delivery plan with timelines, responsibilities, and success measures for communication activities.
• Communication methods and messages are tailored to diverse audiences.
• Metrics show increased stakeholder awareness, understanding, and engagement with SEND developments.

Co-ordination of communications between partner agencies, including CFHD, DCC, RDUH and ICB managed through monthly SEND Partnership Strategic Communications Group.

A SEND Communications Strategy has been reviewed by the partnership and is in place. Associated action plan has been developed and is monitored and delivered through the program.

Initiated update of metrics and impact measurement of baseline through open rates and social media analysis.

• Report clearly outlines progress against the strategy delivery plan 2024/25 and impact.
• Report is published and made available through local partnership channels (for example Local Offer website).

Final draft of report taken to the Strategic Partnership Board on 23 September. A few amendments were required and are in the process of being updated.

• The delivery plan reflects the aims and priorities of the overarching SEND Strategy.
• Plan includes clear actions and timeframes.
• Plan provides a clear framework for tracking progress and holding the Local Area to account.

Key deliverables from SEND Transformation programme have been pulled together into first draft of the 2025/26 delivery plan.

Requests for work being delivered in support of the strategy outside the programme sent out and still awaiting responses.

• Website clearly outlines progress against the strategy delivery plan 2025/26 and impact.
• Updates are published on time and made available through local partnership channels (for example, Local Offer website).

Not started yet – first review not due until later in the year. Work will commence in November.

• Evidence gathered from stakeholders shows baseline performance across all four areas (June 2025)
• Tools and mechanisms to capture feedback are published and used by partners (Sept 2025)
• Termly progress reports on delivery are provided to the SEND Strategic Partnership Board (Nov 2025, Feb 2025, June 2026).

Genuine Partnerships Four Cornerstones report has been published and priorities for next steps identified. Parent partnership is underway in collaboration with the Parent Carer Forum Devon.

Two working groups have been formed focusing on Communication and Measuring Impact. Membership of these groups is wider and flexible to the work being undertaken. These groups report in to the oversight committee.

A feedback form has been created and is being trialled in SEND Operations and for Short Breaks activities. This will be rolled out more widely in the new year.

A self-audit quality indicators tool has been used in the EP and SNPD services; action plans have been created from this.
The first progress report to the Board will be provided in December 2025.

The ICB is working as part of the multi-agency partnership to align the Four Cornerstones to existing engagement and co-production work in health services including piloting the self-assessment in CFHD.

• A reduction in the number of calls to the SEND line.
• Information and advice provided, and calls resolved by the Customer Service Centre, no call back required.
• At least 50% of all calls answered in 25 seconds and 70% of all calls answered in 120 seconds.
• Average call wait times reduced from baseline.
• A reduction in the number of call backs booked for SEND Team

Calls to the SEND line during October have decreased again, following the end of the summer peak, and a return to business as usual.

The 1st target of 50% of calls answered in 25 seconds was exceeded, as was the 2nd target of 70% of calls answered in 120 seconds.  Average call wait times reduced in line with the reduced volume of calls within the month.

The number of calls resolved by the CSC and not requiring call backs to be booked increased slightly on the previous month.

Action now moved into business as usual and completed due to meeting success criteria (Nov 2025)

• Standards align with statutory requirements and clearly define roles, responsibilities, and service expectations.
• Developed with input from key stakeholders, including families, education, health, and social care professionals.
• QA mechanisms in place for regular review and feedback to ensure continuous improvement.
• Management oversight supports staff to adhere to standards.

Update as per below (Action 2.3)

• All team members can articulate the Four Cornerstones approach and its relevance to working with parents and carers.
• Four Cornerstones are visibly embedded in daily operations, decision-making, and parent/carer and young person interactions.
• Evidence of improved collaboration and satisfaction from parents/carers and young people.

Development of Communication and Relationship Standards being driven by Four Cornerstones approach and delay to delivery has been led by the coproduction approach and lining up the work with the establishment of the Four Cornerstones Committee to provide oversight .

Draft Communication and Relationship standard will be discussed and approved via the committee on 27 November.

Whole staff team training day will take place on 16 January 2026 to focus on developing practice relating to the Communication and Relationship standard.

• Current and ongoing planned activity and updates outlined in the work plan continue to evolve the Local Offer.
• Subject matter experts are identified within the service, given ownership of content and training to ensure accuracy of information on the Local Offer website.
• Regular review and response to website feedback received via online surveys and service co-production and engagement activities, ensuring the Local Offer aligns with strategic and service user priorities.

NHS Devon are undertaking a review of the ICB website information to ensure alignment, pages to be updated in Q3, 25/26.

Audit functionality created so subject matter experts can be assigned to content and reports run based on an update policy to be agreed.

Financial support section was reviewed, updated and landing page upgraded.

Neurodiversity and EBSA further information pages being developed.

Early years OAIP pages have been developed and are in review.

Progress and impact report pages being developed.

Reduction in the number of EHC needs assessments exceeding the 20-week statutory timeframe – from 30.06.25:

• Month 1 – 100 plans / Month 2 – 120 plans / Months 3 to 6 – 130 to 150 plans.
• Improved resource planning and case allocation to prevent delays.
• Regular tracking and reporting of performance to identify and address bottlenecks.

Out of Statutory Timescale project started 30.06.25.

• Month 1 = 161 plans finalised
• Month 2 = 116 plans finalised
• Month 3 = 113 plans finalised
• Target (minimum) for first 3 months = 350
• Finalised = 390 plans, above target by 40

Forecast over 6 months – 831 finalised plans, 161 above minimum target.

• Reduction in the number of EHCNAs (backlog – out of statutory timescales) exceeding 20 weeks without EP advice – 50% reduction by Dec 26 (currently 249)
• Increase in EP advice requests which are met within 6-week statutory timescale: August -10%, September 10%, October 20%, November and onwards between 30-50%

28% of EP advice were completed on time in October.

The number of assessments exceeding 20 weeks without EP advice from original ‘backlog – out of timescales assessments’ has reduced to 195.

Number of assessments exceeding 20 weeks overall has fallen from last month to 331.

• Reduction in the number of EHCNAs exceeding 20 weeks without information or advice provided by social care. The targeted to be achieved is 90% of the relevant requests requiring social care advice within the 20-week timescale.
• Increase in the confirmation that required social care advice is needed within the 6-week statutory timescale. The target to be achieved social care advice will be informed by week 6 which required require social care information.
• By week 10 social care will establish whether information or advice is required on 90% of the overall cohort.

Requests for social care advice due in August 2025

EHCNA – Best available data shows a response rate of 55% within 6 weeks and 71% prior to 20 weeks.  Combined data sets are unclear but suggest only 12 of those with outstanding advice are open to CSC, up to 167 days overdue and a plan not issued.

Less than 6% of requests made to social care result in advice being provided opposed to information. The remainder receive information and signposting.

Between 26.09.205 and 31.10.2025 we have reduced overdue advice by 52.4% (6 weeks) and 20 weeks by 70%.

Progress on work to strengthen practice:

• Booking system is allowing more contact with families.
• Data review is required to adapt data sets to provide proposal and clear information on timeliness.
• Through integration with core partners and additional resource displacement, by week 6 we know all those who are open and need advice to be provided.

• Health advice will be received within 6 weeks of request for at least 95% of cases.
• Exception reporting process established to inform New Request Team of any delays.

DCO supports EHC panels with pre panel advice re: Targeted health care provision in plans and supporting greater streamlining of panel processes, resulting in more accurate and timely health contributions.

EHCP Health SOPs have been produced and signed off including guidance on CYP not known to health services where standard response phrasing provides consistency.

DCO and CFHD SEND lead providing ongoing training and support to increase timeliness of health contributions – average return rate Circa 91% (CFHD) Training includes escalation procedures for CYP with late or no advice given.

Increase in the percentage of EHC needs assessments that meet the 20-week statutory timeframe:

• October 2025: 10%
• November 2025: 10%
• December 2025: 20%
• January to March 2026: 30% – 50% (dependent on demand).

The 20-week team was established on the 30.06.25.

The impact of the approach will not be seen until the end of October 2025 when the first ‘new’ assessments will reach the 20-week point.

The output from the end of October 2025 resulted in 9% of EHC assessments being delivered within 20 weeks.

We are likely to need to revise the trajectory for the % of plans issued within 20 weeks over the coming months.

• Revised QA guidance and tools to simplify approach.
• Regular audits conducted from 30/06/2025.
• Monthly reporting on QA activity to SEND Board.
• Ongoing monitoring and findings used to drive improvements.

Revised QA guidance & tools in place.

The Third in-depth multi-agency audit held on  4 November 2025.

Key findings so far:

• The EHCP’s audited were largely rated as Amber.
• The child’s voice is not always clear, especially with older children.
• Health needs are not always set out clearly the relevant section.
• The identification of primary need is not consistent.
• The length of each section is varied.
• Parental views are often very long – cut and paste from the parental submission.

RIIA Support offer: Meeting held on the 14.10.25
Agreed focus: Auditing of 50 – 60 EHCP’s. Vulnerable groups. Develop an AI solution to QA – through Public Alchemy.

• ICB position statement produced, agreed and communicated to all partners.
• Right to Choose information available.

Draft ICB Guidance regarding self-funded private assessments has been produced.  Providers and the parent carer forum have given feedback and a revised, more accessible version has been produced. This work is ongoing and awaiting further discussions with local authorities.

An ICB All age Right to Choose Frequently Asked Questions information sheet for primary care and the public has been written and published on OneDevon – Action complete.

• INAP Framework is agreed in principle.
• Implementation plan is developed.
• INAP is implemented and integrated delivery starts.
• Stabilisation and effective management of waiting times in line with clinical prioritisation and risk assessment.

Rapid Implementation Plan for Phase 1 of the Integrated Neurodevelopmental Assessment Pathway in order to improve efficiency and reduce long waits agreed for Devon.

An aligned communication plan has been developed and a working group is established to manage this.

A second workshop is planned in November.  Impact review of Neurodiversity Navigator roles to be undertaken by December 2025.

SRO group continue to finalise 25/26 non-recurrent investment plan. INAP SBAR reviewed and recommendations approved for provider to implement INAP referral forms and thresholds within current pathways by 1 December.

Work on a single pathway for INAP has been paused.

• Sign off of One Devon Neurodiversity Strategy and DCC Implementation Plan.

Strategy & Implementation Plan signed off by DCC SEND Strategic Partnership Board 19/06/25.

• NHS Devon will commission provisions that support CYP and families who are waiting to access health-related neurodiagnostic assessments, will be commissioned or continued in 25/26.
• CYP and their families will be able to access support with/ without diagnostic assessment.
• CYP and their families will be able to access support regardless of whether they are on a diagnostic assessment wait list or not.

Digital support offer has been strengthened through the local offer and social media platforms.

Ongoing commitment by NHS Devon and CFHD to continue to invest in supporting the neurodiversity workforce and strengthen ND Navigator role in 25/26.

Newly launched Emotional Health and Wellbeing Service – ‘MyWay’ – including Kooth digital support offer, counselling and youth work will support children and young people who may also have needs relating to neurodiversity and mental health difficulties.

Parental Minds and CFHD’s Parent/ Carer Participation Group have been involved in co-producing support whilst waiting, including work on autism friendly wards, recruitment, website content and the communications passport.

Needs Led workshops will be launched in January 2026.  Initially 50 planned for delivery by PCFD and CFHD.

• Schools will have access to support which enables them to identify and respond to the needs of neurodiverse CYP.
• NHS Devon will continue to roll out PINS programme based on national guidance.

PINS: Community of Practice (COP) 1 EBSA recording has been made available to year 1 schools, DCC colleagues are delivering COP 2 on Neuro-affirming practice in November, PCFD will jointly deliver COP 3 in January with PPCV and SFVT.

Discussion taking place with DIAS about an additional 4^th COP.

Year 2 schools have made menu choices being delivered by DCC colleagues and Neurodiverse Training have been commissioned to offer pre-recorded material on a variety of subjects.

Schools have been provided with a newsletter including national work on environmental and sensory adaptations.

• Ensure that new service specifications include specific provisions relating to inclusive approaches to support neurodiverse CYP and those CYP with SEND.

Following on from the examples set by recent Emotional Health & Mental Health, and In-reach Discharge Service procurements, the ICB will continue to include specific provision in new and revised service specifications relating to inclusive approaches to support CYP with neurodiversity and SEND more widely.

This action is now complete.

• Ensure CYP LDA Keyworkers continue to be commissioned and effective in supporting CYP with LD and autistic CYP, whose needs may be escalating.

CYP LDA Keyworkers are now substantively commissioned.