Agenda

To receive any apologies for absence from Councillors.

To receive information on any changes in the membership of the Committee.

Note – When a member of a Committee is unable to attend a meeting of a Committee or Sub-Committee, the relevant Political Group Leader (or their nominated representative) may, by notice to the Monitoring Officer (or their nominated representative) prior to the meeting, appoint a substitute member from within the same Political Group. The contact details on the front of this agenda should be used for notifications.

Councillors are requested to declare any interests on items included in this agenda. Please refer to the workflow on the preceding page for guidance.

Declarations received will be reported at the meeting.

To confirm and sign as a correct record the minutes of the Meeting held on 16 June 2026.

To receive any public questions, statements or petitions submitted in accordance with the Constitution. Further information on the requirements for submitting these is available to view at the following link:-

https://democracy.bcpcouncil.gov.uk/documents/s2305/Public%20Items%20-%20Meeting%20Procedure%20Rules.pdf 

The deadline for the submission of public questions is 3 clear working days before the meeting.

The deadline for the submission of a statement is midday the working day before the meeting.

The deadline for the submission of a petition is 10 working days before the meeting.

To receive a verbal update from the Members of Youth Parliament (MYPs). 

To note the latest updates to the recommendation tracker, including consideration of recommendations made by the Committee.

BCP Council adopted ‘A shared vision for Bournemouth, Christchurch and Poole 2024-28’ in May 2024.

The shared vision is the corporate strategy which sets out the council’s vision, priorities and ambitions as well as the principles which underpin the way the council works as it develops and delivers its services. 

Incorporated in the vision is a set of measures of progress for achieving the vision, priorities and ambitions. 

This is the performance monitoring report for Quarter Four 25-26, presenting an update on the progress measures. 

The council’s delivery against its priorities and ambitions can also be monitored through the performance dashboard which is available on the council’s website providing up-to-date real time information on the progress measures.

 This report updates councillors on the position of those corporate risks relating specifically to Children’s Services.

Bournemouth, Christchurch and Poole Council, working with NHS Dorset and wider local area partners, submitted its Local SEND Reform Plan to the Department for Education in June 2026.

The Plan sets out a three-year roadmap to improve outcomes for children and young people with SEND, strengthen inclusive mainstream provision, improve family confidence and support the long-term sustainability of the High Needs Block.

The Plan is underpinned by co-production with children, young people, parents, carers and practitioners, a local partnership maturity assessment, an Inclusive Place Sufficiency Strategy, an Experts at Hand partnership model and a clear Theory of Change.

It responds to increasing demand, including sustained growth in Education, Health and Care Plans, whilst building on BCP's strengths and improving partnership arrangements. A key component of delivery is the introduction of a Targeted Cluster Funding Model, funded through £1.5m per annum from the High Needs Block, to support earlier intervention, inclusion and prevention activity.

The Children’s Services Overview and Scrutiny Committee considered the proposed approach at their meeting on 14 September 2026. 

Bournemouth, Christchurch and Poole Council, working with NHS Dorset and wider local area partners, has developed the BCP SEND and Alternative Provision (AP) Strategy 2026-2029. The strategy sets out the partnership's shared vision, ambitions and priorities for improving outcomes for children and young people with Special Educational Needs and Disabilities (SEND) and those who require Alternative Provision. The strategy has been developed through extensive engagement and co-production with children and young people, families, schools, settings and partner organisations. The shared vision is:

"We belong. We are listened to. We can thrive."

The strategy responds to increasing levels of need and demand across the SEND system whilst recognising the need to strengthen inclusion, improve consistency of support and ensure that children and young people receive help at the earliest possible stage. The strategy establishes a shared partnership framework built around six priorities:

•          Inclusive Practice and Belonging in Every Setting;

•          Earlier Help Through a Locality Model;

•          The Right Support in the Right Place;

•          A Strong and Purposeful Alternative Provision Offer;

•          Preparation for Adulthood; and

•          Trust, Communication and Co-production. 

The SEND and AP Strategy should be viewed as the partnership's overarching strategic framework. It describes what the local area is seeking to achieve and the outcomes it wishes to deliver for children, young people and families. Delivery of the strategy will be supported through the BCP Local SEND Reform Plan, which is presented elsewhere on this agenda and provides greater detail regarding how these ambitions will be implemented.

Implementation of the strategy will be supported through a comprehensive governance framework bringing together education, health, care, commissioning and wider partnership arrangements. Strategic oversight will be provided through the SEND and AP System Leadership Group and associated boards responsible for key workstreams including inclusion, alternative provision, preparation for adulthood, co-production, sufficiency planning and SEND reform delivery. The governance framework also provides routes for accountability through Council and partnership structures including Cabinet, Overview and Scrutiny Committee, Schools Forum, the Children and Young People Partnership Board and the Health and Wellbeing Board.

The Children’s Services Overview and Scrutiny Committee considered the proposed strategy at their meeting on 14 September 2026. 

The report asks Cabinet to consider the proposed strategy, note the governance arrangements that will oversee implementation and recommend adoption of the BCP SEND and Alternative Provision Strategy 2026-2029.

Local authorities have a statutory responsibility to provide a range of Short Breaks services for children and young people with Special Educational Needs and Disabilities (SEND). These services offer opportunities for children and young people to participate in enjoyable activities, build independence, and develop social connections, while providing parents, carers, and siblings with valuable respite from caring responsibilities. Short Breaks can include daytime, evening, weekend, holiday, and overnight provision, ranging from universal community services to specialist support for more complex needs.

Effective Short Breaks provision is an important part of the wider SEND support offer. It helps strengthen family resilience, prevents the escalation of needs, and contributes to better outcomes for children, young people, and their families.

During the recent OFSTED Inspections, it was acknowledged by inspectors that short breaks are a valued and important source of support for children with disabilities and their families, helping to meet needs and prevent escalation. However, they concluded that there was a need for a greater variety of current short breaks provision offer, including overnight provision, and a better sufficiency to meet growing demand and increasingly complex levels of need. As a result, Ofsted identified in their reports that the expansion of short breaks capacity and improving the accessibility and usability of the offer for families should be key priorities for improvement across BCP.

Current strengths within the Short Breaks offer include the Positive Activities Programme and commissioned provision for some complex and overnight needs. However, there is a need to expand capacity, increase the range of services available, and improve families’ awareness of available support. Planned improvements include increasing opportunities for community participation, reviewing resources, enhancing accessibility through a user-friendly SEND Local Offer, and developing a single point of entry via the Front Door to ensure evidence-based responses to identified needs.

Future developments will explore expanding commissioned services, introducing a Gateway Card, and increasing access to Direct Payments supported by practical brokerage, payroll, recruitment, and employment assistance. A key principle of this work will be co-production, ensuring that children, young people, families, and wider stakeholders are actively involved in shaping the design and delivery of services. This approach aligns with national SEND reforms by strengthening local support, promoting early intervention, and using data and evidence to inform decision-making.

To receive a verbal update from the Portfolio Holder for Children and Young People.

The Children’s Services Overview and Scrutiny (O&S) Committee is asked to consider and identify work priorities for publication in a Work Plan.