Pinpoint’s Strategic Plan

Strategic Plan 2017 – 2022

“At Pinpoint, we are passionate about engaging and empowering parents, embedding co-production, and ensuring strong parent voices can influence the shape of services so all children have the opportunity to achieve their full potential. We have… reviewed all aspects of Pinpoint’s work and set out in this Strategic Plan the ambitious developmental Goals for the next 5 years, reflecting our Vision, Mission and Values, in order to deliver the best possible outcomes for all children and young people with additional needs in Cambridgeshire.”

Fay Dutton Chair of Trustees

Vision

Pinpoint envisages a world where parents in Cambridgeshire are empowered to support their children to thrive, whatever their needs and where Cambridgeshire County Council, schools, health services and others, work with parents as equal partners in commissioning and providing services for children and young people with additional needs.

Mission

Pinpoint empowers parents to be equal partners in the planning, provision, review and evaluation of services, both for their own children and family and for the community of children and young people with additional needs across the county and beyond.

Pinpoint engages parents to ensure a strong parent voice with true co-production of all services and support for families with children and young people aged 0-25 with additional needs.

Pinpoint works with other organisations, locally, regionally and nationally, to promote understanding of additional needs and to reduce stigma and discrimination of those with physical or learning disabilities, difficulties or differences, or psycho-social or mental health issues.

Values

Children, young people and families with additional needs are at the heart of all that we do.

We want to shift the ethos of support from ‘What’s the matter with you?’ to ‘What matters to you?’

We aim to empower families to work with commissioners and service providers to co-produce improvements in services and support for themselves and others.

We take a positive, ‘can-do’ approach to problems and expect high aspirations to be the norm for children and young people with additional needs, with a focus on what they can do – their abilities and not just what they can’t do – their ‘disabilities’.

We treat everyone with respect; we listen to their views and are not judgemental.

Developmental goals over the lifetime of the business plan

Goal 1 Extending our reach and engagement

It is estimated that there are at least 12,000 children known to have additional needs in Cambridgeshire (which reflects those receiving SEN support in schools or the Pupil Premium) and in January 2017, 3,429 students had Educational Health Care Plans (EHCPs).  At present, Pinpoint records the growing number of contacts using different media, but not how many unique families this represents, nor the type and level of support they need.  Pinpoint wants to expand to reach more families with additional needs, especially those who are seldom heard, such as those with English as a second language, Travellers or migrant families.

Pinpoint aims to grow our contact base 10 fold by 2022 after first establishing the numbers of families in contact with Pinpoint with, or needing, EHC Plans or SEN Support, or with other additional needs and then ensuring Pinpoint is in contact with:

  • 50% of families with Educational Health Care plans by March 2018, equating to approximately 1,700 families;
  • 50% of the SEN Support’ families with autism, ADHD, dyslexia or other additional needs by March 2019 equating to some 6,000 families;
  • a named Pinpoint parent contact in every school and educational setting in Cambridgeshire by 2022.

Goal 2 Creating Opportunities to Promote a Culture of Co-Production

Pinpoint will continue to facilitate and promote meetings, events and forums where parents work in equal partnership with service providers to assess, design/redesign, deliver and monitor the services their children, and others like them, receive. While at the strategic level, there are good working relationships and a commitment to co-production, this doesn’t always filter down to managers and front-line staff, and parents can be disadvantaged if they are not given equal access to the information and support required to be able to make informed decisions.

By 2022, Pinpoint will have influenced how Cambridgeshire County Council, health services and schools provide services for children with additional needs such that:

  • all EHC Plans are truly co-produced;
  • every child can have their needs assessed and get the EHC Plan or SEN support to meet their needs; and
  • Cambridgeshire moves from having one of the highest to one of the lowest percentage of tribunals in England.

Goal 3 Influencing policy and practice within Cambridgeshire and beyond

As an active member of the Eastern Region Parent Carer Forum (PCF) and National Network of PCF, Pinpoint shares experiences with other PCF and works together with or through them and other organisations to influence local, regional and national policy to improve outcomes for all children and young people with additional needs and their families.

Pinpoint will continue to demonstrate impact through seeking formal feedback after contacts and events and through surveys, but will additionally seek to demonstrate impact locally, regionally and nationally through soliciting formal and informal feedback on Pinpoint’s contribution at local and regional level at least once a year and nationally at least once in five years.

Goal 4 Ensuring financial sustainability 

Pinpoint has improved the financial monitoring processes to enable the Trustees Board to have a clear view of the finances and regularly monitor income and expenditure for existing contracts, grants and other funds. Additional funds have been raised successfully for discrete projects such as up-dating the website. We are funded by Cambridgeshire County Council and the Department for Education to facilitate parent participation but also raise our own funds and receive additional funding from other sources to carry out specific work such as running parent support groups or redeveloping our website.

Within an ever-changing public service and financial landscape, trustees will:

  • Agree annual financial commitments and prioritise them;
  • Identify and secure fundraising opportunities to sustain existing activities and to achieve developmental goals;
  • Diversify sources of income to supplement existing income.

You can find the full business plan here.