Cabinet
Agenda Item [Insert]
Subject: Day Options for Adults with Learning Disabilities
Date of meeting: 17th September 2026
Report of: Cabinet Member for Communities, Equalities, Public Health and Adult Social Care
Contact Officer: Name: Steve Hook, Director Adult Social Care
Email: Steve.Hook@brighton-hove.gov.uk
Ward(s) affected: All
Key Decision: Yes
Reason(s) Key: Expenditure
which is, or the making of savings which are,
significant having regard to the expenditure of the City
Council’s budget, namely
above £1,000,000 and Is significant in terms of its effects
on communities living or
working in an area comprising two or more electoral divisions
(wards).
1.1 At the Full Budget Council meeting held on 26th February, the Council made a preliminary decision in relation to its budget proposals. Part of this indicative resourcing decision included a proposal to close the Wellington House Day Options Service for Adults with Learning Disabilities and Autism, with day support to be re-provided through external commissioned provision. A relevant extract of the Full Council report can be found at: (Appendix 1)
1.2 This budget proposal was developed as part of the Council’s budget-setting process and is intended to contribute towards achieving the required financial savings to achieve a balanced budget whilst the council continues to meet its statutory duties and the assessed needs of service users. No decision could be made on the proposal until a full consultation was undertaken with those potentially affected.
1.3 A consultation ran between 14th April and 7th July 2026, and the outcome of the consultation is set out in this report.
2.1 That Cabinet approves the closure of Wellington House Day Centre following a carefully managed transition of all current service users to access alternative day provision in the external provider market to ensure that all Wellington House service users receive equivalent day support and care which meets their assessed needs.
2.2That Cabinet delegates authority to the Corporate Director of Homes and Adult Social Care, in consultation with the Cabinet Member for Communities, Equalities, Public Health and Adult Social Care, to take all necessary actions to give effect to the above recommendation.
3.1 Wellington House is a day centre for adults with learning disabilities in the Elm Grove area of Brighton & Hove and is open Monday to Friday, it is closed weekends and is open 51 weeks of the year. It provides day services for Adults with Learning Disabilities and Autism. Currently 21 adults with learning disabilities receive support from this service across the week. 8 of the attendees have complex behavioural support needs. Some individuals within this group are autistic and have additional needs, including communication difficulties, sensory processing differences, mental health needs, epilepsy, and sight loss. They require a high level of support. Other attendees have Moderate level support needs. The service was not designed to support individuals with complex health and mobility needs in addition to the needs of the current cohort.
3.2 4 Individuals also use Wellington house as a drop in option with their support staff on some days of the week.
3.3 Staff are trained in positive behavioural support and receive training in autism awareness and using appropriate communication and support strategies. The service has an Autism accreditation 2020 from the National Autistic Society based upon the support approach and environment.
3.4 In 2019, after the Council’s decision to create a whole life pathway by integrating the Children Disabilities team with the Adult Community Learning disability team, the building was divided into two parts to accommodate the (then) newly formed Specialist Community Disability Service (SCDS). The building now accommodates over 100 integrated staff, with clinic space and accessible meeting rooms for assessment and treatment services provided by the SCDS service. It also has sufficient space to continue to provide centre-based activities through the Day options Wellington House service. The building also hosts the manager of the (in-house) Outreach Short breaks service called Cherish, to organise volunteers and casual staff to support community based social activities and outings for young people with learning disabilities and Autism.
Budget Proposal for 2026/27 savings and Rationale for recommendation
3.5 A preliminary budget proposal went to Full Council on the 26th of February 2026 recommending the closure and reprovision of Wellington House Day Options. A decision was made to support the proposal pending the outcome of a 12-week formal consultation period was agreed. A formal Consultation document was shared by the Director of Adult social care (please see Appendix 2).
3.6 Day services for the 21 individuals currently attending Wellington House Day options would be delivered by independent sector providers in the city. Each person would be matched to a new provider. Consideration of individual needs, preferences, and friendship groups will be informed by the outcomes of the full social care assessment reviews completed during April and May 2026.
3.7 As a local authority our overall costs are higher compared to areas that rely more on external providers. and this has an impact on the overall cost of our Learning Disability provision in the city. Local authority costs are higher as they include central support services such as HR, finance, IT, legal and governance requirements. Also, higher pension contribution and staff policy benefits. External providers typically operate with leaner management structures, lower employment costs (and minimise voids), with more flexible operating models.
3.8 Due to falling attendance, reduced demand and the associated high unit costs of running the Wellington House service, which currently averages £244.00 per day per person, it is no longer operating as an efficient, flexible, modern, day service to meet the needs of adults with learning disabilities in the city.
3.9 Paragraph 10.27 of the Care and Support Statutory Guidance issued under
the Care Act 2014 states:
Financial resources are relevant when deciding how needs are met, but not whether eligible needs are met. In practice, this means that if there are two or more ways of achieving the agreed outcomes and meeting the person's eligible needs, the council can choose the option that represents the best value for money.
3.10 The building is no longer considered fit for purpose as a contemporary day opportunities facility. A substantial Victorian building, it was not designed to support the range and complexity of needs seen today and would require significant investment to adapt it to modern standards. The ageing infrastructure also requires increasing levels of maintenance, reducing the flexibility and efficiency of service delivery and limiting the building's capacity to meet future requirements.
3.11 Total Day opportunity placements provided across the city for Adults with Learning disabilities each year:
|
Year
|
Total new Learning Disability Day opportunity placements in the city each year |
Wellington House placements each year |
|
2025-26 |
37 |
0 |
|
2024-25 |
22 |
0 |
|
2023-24 |
12 |
1 |
3.12 A review of young people supported by Specialist Community Disability
Service, who will transition from Children’s Disability Service to Adult Social Care in the next two years has identified that there are 36 individuals. (Of the 36,2 individuals are likely to need day opportunities). These two young people’s needs can be successfully met in the independent sector. They will
require community -based support for young people.
3.13 The day opportunity needs of 16- to 17-year-old young people with Learning disabilities, transitioning to Adult Social Care, who may require an NHS Continuing Health Care (CHC) Checklist due to complex health and mobility needs, has also been analysed as requested by Pacc (Parent and Carer Council) and Amaze members. 6 individuals will require complex care service provision.
3.14 In terms of meeting day opportunity needs for this group, 4 of these young people are already in receipt of the required day opportunity provision, commissioned by the Integrated Care Board (ICB – NHS Surrey and Sussex). The day opportunity needs of 2 of these young people will need to be met within complex day care provision should the ICB wish to commission the same. These figures were checked with the Surrey and Sussex Integrated care Board (ICB). There was no available ICB data specific to Brighton and Hove for all age groups at this time.
3.15 Externally provided day opportunities
3.15.1 Externally provided day opportunities play a vital role in meeting the needs of adults with learning disabilities in the city and their families. They provide meaningful activities and teaching daily living skills to enhance people’s independence and help to provide much needed respite for those living at home with families or in shared lives placements. This enables people to remain living at home and reduces the need for more expensive full-time supported living or residential care placements.
3.15.2 There is a range of different day opportunity services that provide a range of activities across different venues and locations in the city. Some spaces are owned or leased by providers and some spaces utilise community-based settings such as libraries and cafes.
3.15.3 Following a reduction in activity during the Covid-19 period, demand for day opportunities has again increased across the city. To ensure there is sufficient provision to meet current and future demand, the Council has continued to commission new day opportunity placements for adults with learning disabilities.
3.15.4 This commissioning activity is part of a broader, city-wide procurement programme and is entirely separate from the Wellington House proposal.
The procurement process was approved by Cabinet on 13th February 2025 as part of the Council's Annual Procurement Forward Plan and has been progressing independently of any subsequent proposals relating to Wellington House.
3.15.5 As part of this programme, the Council undertook a recommissioning exercise for independent sector day opportunities providers. The first round of the procurement process concluded on 2nd July 2026, when bidders were informed of the outcome of their applications. Applications for this second round closed on 3rd August 2026 and are being evaluated in line with the approved procurement timetable.
3.15.6 The commissioning and procurement of additional day opportunity services has been planned and delivered as part of the Council's wider strategic approach to meeting increasing demand for services. It is not a consequence of, nor dependent upon, the Wellington House proposal, and would have proceeded regardless of the outcome of that proposal.
3.15.7 Data shared with the market as part of the recommissioning engagement from 2020-2025 showed the highest number of commissioned placements in day opportunities were for young adults. The largest number were for those aged 25-34, the second highest for those aged 19-24. We will need a flexible responsive cost-effective day opportunity market going forward to continue to be able to respond to these needs.
3.15.8 The recommissioning exercise updated the contracts and service specifications and increased the day opportunity provision in the city to meet increasing need. This was across 3 client groups:
· Adults with learning disabilities and who may also be autistic, and those
with high care and support needs.
· Adults who are neurodivergent and who may also be autistic, and those with high care and support needs
· Adults with acquired brain injuries (ABI)
3.15.9 The recommissioning exercise has two rounds: The outcome of the first round is that 5 existing suppliers were awarded contracts to deliver support for adults with learning disabilities, with the addition of 3 new providers. A second round of applications is currently being evaluated, with 7 applications. Existing providers currently have capacity to accept additional referrals.
Commissioning will continue to work with these providers, alongside any new providers entering the market, to increase available capacity, broaden service options, and ensure provision remains aligned with current and future levels of demand and identified needs. This work will ensure increased choice in provision.
3.16 The Process of the 12-week formal Consultation
3.16.1 This section sets out the process and findings of the Formal consultation exercise.
A formal Consultation document was shared (Appendix 2) on the proposal to close the Wellington House Day service.
3.16.2 The consultation was undertaken to inform Cabinet’s consideration of the proposal to close Wellington House or not. Engagement was undertaken to understand the potential impact on people who use services, carers, staff and the wider community and therefore inform Cabinet decision making.
3.16.3 A comprehensive programme of consultation and engagement was undertaken with service users, families, carers, advocacy organisations, staff, elected members, commissioners and providers regarding the proposal to close Wellington House Day Service.
3.16.4 Engagement activities included a service user consultation exercise with
Speak out Advocacy service, Learning Disability Partnership Board discussions, Speak Out Link Group engagement sessions, Parent and Carer Council (PaCC) and Amaze meetings, family and carer forums, Staff meetings. Engagement activities included face-to-face meetings with managers, Councillor Mitchie Alexander and the Learning Disability Day opportunity Commissioner.
3.16.5 The Council Your Voice platform was used to undertake Family and Carer surveys and Stakeholder surveys. The Survey was provided in both online and paper format for families and carers and in online and paper format for stakeholders where they were requested or required as a reasonable adjustment. A provider engagement event for families and carers was also arranged.
3.16.6 Stakeholders included people with Learning disabilities (Speak out Link Group), Wellington House families and carers, Speak Out advocates, Parent and Carers Council (Pacc) and Amaze, Wellington House staff, Specialist Community Disability Service staff, Commissioners, Care Providers and community representatives.
3.16.7 A comprehensive Equalities Impact Assessment has been completed (Appendix 3)
3.16.8 Separate feedback reports were received from Parent and Carer Council (Pacc) and Amaze (Appendix 4), Brighton and Hove Speak Out Link Group (Appendix 5) Unison (Appendix 6) and Chair of Governors Hill Park school (Appendix 7).
3.16.9 Consultation Engagement Timeline:
|
Date |
Activity |
|
1st April 2026 |
Service user and staff engagement visit; individual Care Act reviews begin. |
|
14th April 2026 |
Formal consultation launched with families and carers, market engagement begins. |
|
30th April 2026 |
Individual Care Act reviews completed |
|
30th April 2026 |
Presentation to Learning Disability Partnership Board. Strategic partnership and co-production forum: Chaired by Speak Out Advocacy group and People with Learning disabilities. Attended by Community advocacy groups and representatives, Director of Adult social care, Heads of service 0-24 and 25+ Specialist Community Disability service, Commissioning, NHS representatives, Clinicians, Public health, Equalities. |
|
7th May 2026 |
Speak Out advocacy discussions. |
|
19th May 2026 |
Pacc and Amaze online session. |
|
2nd June 2026 |
Pacc and Amaze face-to-face session. |
|
9th June 2026 |
Parents/ Carers engagement with Councillor Alexander Mitchie. |
|
30th June 2026 |
Additional family/carers session with Councillor Alexander Mitchie. |
|
30th June 2026 |
Provider engagement event for families and carers. |
|
7th July 2026 |
Formal consultation closes; market engagement concludes. |
3.16.10 The summary of the detailed Engagement discussions is set out in
Appendix 8.
3.16.11 During the formal 12-week formal Consultation from 14th April to 7th July two ‘Your Voice’ surveys were shared. One was for families and carers and one for other stakeholders. A detailed summary record of Your Voice Consultation was captured in Appendices 9 and 10.
3.16.12 Families and carers survey. The Survey was provided in both online and paper format for families and carers and in online and paper format for stakeholders where they were requested or required as a reasonable adjustment. There were 23 paper and online Family and Carers surveys submitted, and 56 paper and online Stakeholder surveys submitted.
3.16.13 Stakeholder survey. Responses came from a range of stakeholder organisations linked to adult social care, and the voluntary sector. The organisations named most often were SCDS (Specialist Community Disability service). Responses also came from: NHS Trust Clinicians, carers, families, staff, and community organisations, Speak Out, Learning Disability Partnership Board, Speak Out Link Group, Parent and Carer Council (Pacc) and Amaze, Children’s OT Team, UNISON, Grace Eyre, Hill Park school Head of Governors and The Rocket Artists.
3.16.14 In total there were 95 responses received and considered as part of the consultation from families and carers, staff, and organisations and other stakeholders. These responses are set out in detail in the Appendices listed in this report.
3.17 The Findings of the 12-week formal Consultation
Engagement and consultation feedback has been reviewed collectively to identify common themes across responses families, carers, staff, providers, advocates, and wider stakeholders. This approach enables the report to reflect the breadth and depth of feedback received, while avoiding repetition across individual engagement activities.
3.17.1 The majority of those who responded to the consultation did not support the proposal to close Wellington House.
3.17.2 The feedback shows that Wellington House is highly valued as a familiar, specialist and trusted service for those that attend and the parents and carers that benefit from the service. Common themes included the importance of skilled and consistent staff, predictable routines, meaningful activities, concerns about the impact of change on Service Users, including increased anxiety and disruption to routines, concerns about whether alternative providers can meet individual needs.
3.17.3 The importance of friendships, peer relationships and social connection, the need for reassurance for families and unpaid carers, as the service provides essential respite for them, was also a key concern.
3.17.4 Respondents also raised significant concerns about uncertainty about the suitability of alternative provision, provider capacity, quality and staff skills, potential impact on families, unpaid carers and wider circles of support, transport arrangements and the need for careful transition planning and post-transition monitoring.
3.17.5 These themes identified through the consultation process were included in the Equality Impact Assessment, and would shape the focus on person-centred transition planning, provider assurance, accessible communication, advocacy, maintaining social connections where possible, supporting carers and monitoring the impact of any move after transition.
3.17.6 However, notwithstanding the majority of the feedback opposing the proposal to close Wellington House, the rationale for the proposal regarding the closure and reprovision of Wellington House still stands. This is due to the savings that Adult Social care is required to make, the condition and maintenance required of the building, the falling occupancy and the confidence in the external Day Options Market to be able to accommodate the 21 people that attend Wellington House.
3.18 Following individual Care Act reviews and provider engagement activity, a
clear reprovision pathway has been identified for all 21 people currently
receiving support at Wellington House.
|
Number of Individuals |
Reprovision Option |
Notes |
|
16 |
Reprovision to existing day opportunity providers with available capacity in the market. |
Market engagement has confirmed sufficient current capacity to meet these individuals' assessed needs. Newly commissioned services are also bringing additional capacity into the city. |
|
2 |
Support through a newly commissioned specialist high care needs service being developed by an existing provider. |
Development of this service could also create additional capacity for other people in the city requiring day opportunities with high care and support needs. |
|
2 |
No reprovision into day opportunities required due to a change in assessed need. |
Care and support needs including Day opportunity needs would continue to be met throughout the transition period to alternative provision. |
|
1 |
Increase in Direct Payment allocation. |
Individual has expressed a preference to arrange support through a higher Direct Payment rather than attend a commissioned day opportunity service. |
Wellington House provides transport for 8 individuals. The exact cost of replacing this is unknown, £25 per journey has been included, which is the average cost that some of the external providers charge.
The table below provides details of the annual cost of the Wellington House service, and the forecast cost if people receive services from alternative providers and the anticipated savings per annum.
|
Annual Cost of Wellington House |
Annual Cost of external provision |
Saving per annum (full year affect) |
|
£862,110 (assuming 3% uplift for 27/28)
|
£525,547 assuming full reprovision and travel costs |
£336,563 |
£400,000 per annum was the initial estimated savings figure. Following Consultation and engagement with the external market the estimated saving through recommissioning of day support within the city inclusive of travel costs is £336,563 per annum.
These savings will not impact on the quality of the alternative provision that will be commissioned to meet the assessed needs of the people currently using Wellington House Day options service.
3.19 The decision to move people would only happen when the council is satisfied that every one of the 21 people who currently attend Wellington House can have their day opportunity needs met locally with at least the same quality of care.
3.20 Any alternative provision would be required to demonstrate that it can meet the assessed needs of individuals currently attending Wellington House including those with complex support requirements, communication needs, behavioural needs, and health conditions.
3.21 If the closure of the service is agreed, then the Specialist Community Disability Service (SCDS) team and the manager of the Cherish service would be relocated to offices elsewhere. The property would then be released for a capital receipt.
3.22 There are six other providers of day services for adults with Learning disabilities in the city, which support 134 (86%) of the total 155 adults that receive day opportunity support. Their costs range from around £60 per day for someone with low needs to £199 per day for those with complex needs.
3.23 Of the 21 people who attend Wellington House around 8 people have complex needs, the other people who attend have low to moderate needs. 4 additional people also attend drop ins at Wellington house supported by staff from home.
3.24 The individuals currently using this service have all received a statutory review of their individual needs under the Care Act 2014, and alternative day services to meet those needs would be commissioned through the independent sector market. Market engagement has confirmed that there will be sufficient places in the market to meet the required needs.
3.25 A six-week placement review would be completed for each person, to include feedback from the individual where they have the capacity to contribute along with families’ carers, providers and other professionals involved in the person’s care. Carers needs would also be considered at this time. There will also be an ongoing annual review
4.1 Suggestions for alternative options to the closure of Wellington House were invited as part of the consultation. These suggestions were assessed for being effective and financially viable.
The alternatives broadly fall into six strategic options, and these are set out in the table below:
|
Alternative Option |
Reasons Why This Is Not Assessed as Viable |
|
Attendance and referrals have reduced, resulting in unit costs increasing to an unsustainable level. The building itself is also unsustainable due to the increased costs associated with increasing levels of maintenance required. |
|
Expanding, specialising, or introducing shared use would require additional investment and ongoing costs, with no evidence that demand would increase sufficiently to make the service financially sustainable. This option would increase financial risk without addressing declining attendance and referral or the concerns around the increasing building costs. |
|
|
The declining attendance and referral levels along with the costs related to building maintenance will affect the viability of the service regardless of who operates it. TUPE rules would also apply to any wholesale transfer of the staff team to another provider, which would significantly impact on any efficiencies that would be required. |
|
|
|
Relocating the service would require an affordable building option within the city and would incur transition and relocation costs without addressing the primary issue of declining attendance and referrals. |
|
Maintaining a specialist council-run service would still require significant staffing and operational resources. Current and projected attendance and referral levels are too low to support a viable service, resulting in high costs per attendee and ongoing financial unsustainability. |
5.1 There has been extensive Commnity Engagement and Consultation in relation to the Wellington House Budget proposal which has been set out in detail within the main body of the report and listed in the Appendices. This Report is also subject to People Overview and Scrutiny Committee on 4 September 2026, prior to Cabinet on 17 September 2026.
6.1 The recommended option is managed reprovision of day care and the closure of Wellington House. This is the only option that fully meets the needs of the existing clients in a sustainable way without increasing costs. The information below solely relates to the recommended option.
6.2 The individual needs and full cost of the reprovision of the services provided by Wellington House Day Service to the 21 clients would result in an ongoing, full year saving of £336,563:
Reprovision costs
|
Annual Cost of Wellington House |
Annual Cost of external provision |
Saving per annum (full year affect) |
|
£862,110 (assuming 3% uplift for 27/28)
|
£525,547 assuming full reprovision and travel costs |
£336,563 |
6.3 Should the closure be agreed, there would be a formal staff consultation process in line with the usual management of change procedures. Staff would be offered redeployment in the first instance, and vacancies have been held across the directorate - Adult Social Care and Housing services - to increase the likelihood of staff continuing to be employed by the council. Should this not be achievable then the range of potential staff redundancy costs has been indicated below:
Redundancy and pension costs for the 21 staff at Wellington House are corporately funded
|
Scenario 1 - 1/3 staff redundant |
£191,728.22 |
||
|
Scenario 2 - 2/3 staff redundant |
£383,456.44 |
||
|
Scenario 3 - All staff redundant |
£575,184.66 |
||
6.4 The annualised saving of £336,563 is lower than the estimated £400k savings in the council’s Medium Term Financial Plan (MTFP) for 2026/27. However, this still represents a significant saving of £1,009,689m across the remaining term of the MTFP to 31 March 2030.
Name of finance officer consulted: Brian Smith Date consulted 13/08/2026
7.1 At Budget Council on 26 February 2026 an indicative resourcing decision for savings was made that included a proposal to close Wellington House and re-provide day services. No decision was made to close Wellington House. Any decisions taken as part of the budget setting process are subject to compliance with relevant legal requirements, where appropriate, and do not constitute final approval of what sums of money will be saved under the budget proposals.
7.2 As described in the body of this report and its appendices, a consultation on the proposal to close Wellington House and re-provide day services was undertaken over a period of 12 weeks (in keeping with Government guidance). Established common law legal principles of fairness require that consultation must take place (i) when the proposal is still at a formative stage, (ii) sufficient reasons must be put forward for the proposal to allow for intelligent consideration and response, (iii) adequate time must be given for consideration and response and (iv) the results of consultation must be conscientiously taken into account.
7.3 The Council has a legal obligation to both manage public funds and meet eligible care and support needs of people living in its area (as defined in the Care Act 2014). As described in paragraph 5.3 in the body of this report the Care Act 2014 Statutory Guidance provides that financial resources are relevant when deciding how needs are met with the result that if there are two or more ways of achieving agreed outcomes and meeting the person's eligible needs, the council can choose the option that represents the best value for money. Section 5 of the Care Act 2014 requires the Council to promote the efficient and effective operation of a market in services for meeting care and support needs, ensuring people have a variety of providers to choose from who provide a variety of services.
Name of lawyer consulted: Sandra O’Brien Date consulted 19/08/2026
8.1 The Council recognises that any significant service change may have implications for individuals attending Wellington House and their families and carers. A range of mitigation measures have therefore been identified within the Equality Impact Assessment to minimise potential impacts (Appendix 3). These include person-centred transition planning, accessible communication, advocacy support, social work involvement and ongoing engagement with families and carers.
8.2 Should Cabinet decide to support the recommendation to close the service, then we will undertake a full and formal consultation with the staff including an Equalities Impact Assessment to ensure all the impacts on the staff team are fully considered.
8.3 15 of the 21 people attending Wellington House are adults aged between 40 and 65 with 3 of these people being over 65 yrs of age. Any future provider would therefore be expected to demonstrate the skills and experience necessary to support adults with learning disabilities who may also be experiencing age-related health conditions, increasing frailty, or changing support needs.
8.4 Alternative providers would be required to demonstrate their ability to support and meet needs relating to:
All identified needs will are reflected in individual care and support plans. Service specifications, quality assurance arrangements, and contract monitoring processes would ensure services are responsive, person-centred, and outcomes focused.
9.1 Following the feedback received through the formal consultation, officers have considered whether there is scope to retain Wellington House Day options service. We have listened to the valuable feedback that we have received throughout the Consultation engagement meetings and through the Your Voice surveys. Consideration of the feedback shared during the consultation, the data related to service users, utilisation of the service, and finances leads to the conclusion that it is necessary to close the day service and to ensure that each service user transitions to a suitable alternative service within the external provider market. This proposal will meet the individual needs of the 21 people and achieve the required savings.
9.2 The Council recognises that any significant service change will have
implications for individuals attending Wellington House and their
families and carers. A range of mitigation measures have therefore been
identified to support potential impacts.
9.3 Should the recommendation be approved then alternative provision will provide continuity of support and demonstrate the skills, experience and capacity required to meet the diverse needs of individuals currently attending Wellington House. Individualised transition plans would be implemented to minimise disruption and promote positive outcomes for individuals and their families. A follow-up six-week placement review would ensure that each person is provided with best support to enable a positive transition. This would be followed by an annual review. Carers assessments would be reviewed as part of the ongoing review process. Ongoing quality assurance and contract monitoring would provide assurance of good quality provision.
9.4 The council would ensure that the findings and Actions required within the attached Equalities Impact Assessment (Appendix 3) are adhered to with the intention of providing support during the transition and ongoing new placement for individuals. For further details re Council response to the Consultation findings please see (Appendix 11) prepared for the benefit of cabinet.
Supporting Documentation
|
Appendix |
Title |
|
Appendix 1 |
Extract from Previous Council report |
|
Appendix 2 |
Formal Consultation Document |
|
Appendix 3 |
Equalities Impact Assessment |
|
Appendix 4 |
Parent Carer Council and AMAZE response |
|
Appendix 5 |
Speak Out Link Group response |
|
Appendix 6 |
Unison response |
|
Appendix 7 |
Hill Park School response |
|
Appendix 8 |
Council Response to Consultation feedback 1. |
|
Appendix 9 |
Your Voice detail summary Parents and Carers |
|
Appendix 10 |
Your Voice detail summary Stakeholders |
|
Appendix 11 |
Council response to Consultation feedback 2. |