SEND Needs Bold, Comprehensive Reform

The long-awaited SEND White Paper represents a pivotal opportunity to reshape a system that, by many measures, is no longer fit for purpose. It is a moment of reckoning for a system that has, for too long, relied on incremental adjustments rather than the structural overhaul it so desperately needs. For local government officers leading SEND functions, this is not just another policy cycle it is a once-in-a-generation chance to influence, implement, and inspire change that genuinely improves outcomes for children, young people, and their families. This opportunity must be seized with urgency and clarity. The White Paper offers a platform to reimagine how we support children with special educational needs and disabilities not by tweaking around the edges, but by fundamentally redesigning the system to be inclusive, responsive, and sustainable. It is a call to action for leaders across education, health, and care to work together in new ways, guided by a shared moral purpose and a commitment to equity.

Why Change Is Urgently Needed

Despite a 40% increase in high needs funding between 2019/20 and 2022/23, outcomes for children and young people with SEND remain poor. According to the ADCS evidence base, the system is "not delivering value for money" and is "failing too many children and families."

• In January 2025, only 46% of Education, Health and Care Plans (EHCPs) were issued within the legal 20-week timeframe. 7% took over a year, leaving families in limbo and children without the support they need.

• 99% of SEND tribunal decisions in 2023–24 were found in favour of the appellant, highlighting systemic failures in early support, decision-making, and trust in the system.

• The number of pupils with EHCPs has increased by nearly 80% since 2018, now covering over 5% of all pupils a clear signal that mainstream settings are not consistently meeting needs early or effectively.

• Local authority SEND deficits are projected to reach a38 billion by 2027, threatening the financial sustainability of councils and crowding out investment in other vital services.

These figures are not just statistics they represent real children whose potential is being limited, families who are exhausted by the fight for support, and professionals who are working in a system that too often sets them up to fail. The current trajectory is unsustainable, both morally and financially. Without bold reform, we risk entrenching inequality and undermining the very principles of inclusive education that the SEND system was designed to uphold.

As Rachael Wardell, President of ADCS, puts it:

"Despite ever-increasing investment, outcomes are worsening, and too many children are not achieving in line with their potential… Incremental fixes are no longer enough what is needed now is root-and-branch reform."

© ACDSC

This statement captures the urgency and scale of the challenge. The SEND system is not simply under strain it is structurally misaligned with the needs of the children and families it is meant to serve. The White Paper must therefore be more than a policy refresh; it must be a blueprint for transformation. It must address the root causes of dysfunction, not just the symptoms, and it must do so with ambition, clarity, and courage. The White Paper is a response to years of growing concern from families, professionals, and local authorities alike. It acknowledges that the current system is fragmented, overly reliant on statutory processes, and too often adversarial. It recognises that families are exhausted by the fight for support, and that professionals are working in a system that too often sets them up to fail. It is a call to action and a test of our collective resolve.

What the White Paper Proposes

The White Paper builds on the 2022 Green Paper and the 2023 SEND and Alternative Provision (AP) Improvement Plan. It outlines a series of reforms aimed at creating a more consistent, inclusive, and accountable system:

• National Standards: The introduction of a clear, evidence-based framework that defines what every child and family should expect from mainstream settings. These standards aim to eliminate postcode lotteries and ensure that support is consistent, transparent, and equitable across the country.

• EHCP Reform: A fundamental shift in how support is accessed. The White Paper proposes reducing the over-reliance on EHCPs by ensuring that earlier, non-statutory support is available and trusted. This means building confidence in the SEN Support offer and ensuring that families do not feel compelled to pursue a statutory plan simply to access help.

• Inclusive Mainstreaming: A renewed focus on equipping mainstream schools to meet a broader and more complex range of needs. This includes investment in training, resources, and leadership, as well as a cultural shift towards inclusion as a shared responsibility, not a specialist add-on.

• Multi-agency Accountability: The White Paper calls for health and care partners to be fully embedded as equal contributors in the SEND system. This means enforceable duties, shared accountability, and a genuine commitment to integrated working not just in principle, but in practice.

• Workforce Development: Recognising that reform cannot succeed without the right people in place, the White Paper proposes significant investment in the SEND workforce. This includes strengthening SENCO leadership, expanding the number of educational psychologists, and addressing shortages in key roles such as speech and language therapists.

Together, these proposals represent a bold vision for a reformed SEND system one that is proactive rather than reactive, inclusive rather than exclusive, and built on trust, collaboration, and shared ambition. But vision alone is not enough. Delivery will require sustained political will, cross-sector leadership, and a relentless focus on outcomes for children and young people.

©ACDS

As Rachael Wardell, President of ADCS, puts it:

This statement captures the urgency and scale of the challenge. The SEND system is not simply under strain it is structurally misaligned with the needs of the children and families it is meant to serve. The White Paper must therefore be more than a policy refresh; it must be a blueprint for transformation. It must address the root causes of dysfunction, not just the symptoms, and it must do so with ambition, clarity, and courage.

The White Paper is a response to years of growing concern from families, professionals, and local authorities alike. It acknowledges that the current system is fragmented, overly reliant on statutory processes, and too often adversarial. It recognises that families are exhausted by the fight for support, and that professionals are working in a system that too often sets them up to fail. It is a call to action and a test of our collective resolve.

What the White Paper Proposes

The White Paper builds on the 2022 Green Paper and the 2023 SEND and Alternative Provision (AP) Improvement Plan. It outlines a series of reforms aimed at creating a more consistent, inclusive, and accountable system:

• National Standards: The introduction of a clear, evidence-based framework that defines what every child and family should expect from mainstream settings. These standards aim to eliminate postcode lotteries and ensure that support is consistent, transparent, and equitable across the country.

• EHCP Reform: A fundamental shift in how support is accessed. The White Paper proposes reducing the over-reliance on EHCPs by ensuring that earlier, non-statutory support is available and trusted. This means building confidence in the SEN Support offer and ensuring that families do not feel compelled to pursue a statutory plan simply to access help.

• Inclusive Mainstreaming: A renewed focus on equipping mainstream schools to meet a broader and more complex range of needs. This includes investment in training, resources, and leadership, as well as a cultural shift towards inclusion as a shared responsibility, not a specialist add-on.

• Multi-agency Accountability: The White Paper calls for health and care partners to be fully embedded as equal contributors in the SEND system. This means enforceable duties, shared accountability, and a genuine commitment to integrated working not just in principle, but in practice.

• Workforce Development: Recognising that reform cannot succeed without the right people in place, the White Paper proposes significant investment in the SEND workforce. This includes strengthening SENCO leadership, expanding the number of educational psychologists, and addressing shortages in key roles such as speech and language therapists.

Together, these proposals represent a bold vision for a reformed SEND system one that is proactive rather than reactive, inclusive rather than exclusive, and built on trust, collaboration, and shared ambition. But vision alone is not enough. Delivery will require sustained political will, cross-sector leadership, and a relentless focus on outcomes for children and young people.

What We Recommend as a Sector

To truly transform the system, we must go further:

1. Reframe EHCPs: Reserve statutory plans for the most complex needs. Build trust in early help and SEN Support through consistent national delivery that is timely, transparent, and effective.

2. Invest in Inclusion: Provide sustained funding and policy support to enable mainstream schools to deliver inclusive education as the default, not the exception. This includes embedding inclusive values in leadership, curriculum, and classroom practice.

3. Reform Funding Mechanisms: Align funding with actual need rather than diagnosis. Current funding models can incentivise escalation to statutory plans we must instead reward early intervention and inclusive practice.

4. Strengthen Local Accountability: Establish local SEND partnerships with real authority to coordinate services, monitor delivery, and hold all partners including health and care to account. These partnerships should be transparent, data-informed, and outcomes-focused.

5. Empower Families: Move from consultation to co-production. Families must be equal partners in designing and reviewing services. Trust is built through honesty, consistency, and a shared commitment to doing what is right for every child.

Spending on special education needs in England: something has to change | Institute for Fiscal Studies.

How We Can Deliver This Together

Delivering meaningful reform will require more than policy change it demands courageous, values-driven leadership at every level of local government. Directors, Heads of Service, and senior officers must act as system leaders, shaping a culture that prioritises inclusion, collaboration, and accountability. Local government leaders must:

• Lead with moral purpose: As ADCS states, "a truly effective education system is one built on strong collaboration, guided by a shared moral purpose." This means putting children’s outcomes above organisational silos and short-term pressures. Leaders must be visible champions of inclusion, setting the tone for a culture that values every child.

• Champion inclusive practice: Model and reward inclusive leadership across schools and services. Inclusion must be embedded in strategic plans, performance frameworks, and professional development. Leaders should challenge exclusionary practices and celebrate inclusive innovation.

• Use data wisely: Track outcomes, not just inputs. Use data to identify gaps, measure progress, and inform continuous improvement always with the child at the centre. This includes qualitative insights from families and practitioners, not just quantitative metrics.

• Push for legislative clarity: Advocate for enforceable duties on health and care partners, and for national standards that are ambitious, funded, and deliverable. Clarity in roles and responsibilities is essential to avoid duplication, drift, and delay. Local leaders must also influence national policy by sharing evidence of what works and what doesn’t from the frontline.

• Build trust through transparency: Communicate openly with families, schools, and partners. Acknowledge challenges, share progress, and involve stakeholders in shaping solutions. Trust is the foundation of any successful reform.

• Invest in leadership at every level: Develop the next generation of inclusive leaders across education, health, and care. Equip them with the skills, confidence, and networks to lead change in complex systems.

By stepping into this leadership role, local authorities can turn the vision of the White Paper into a lived reality one where every child and young person with SEND is supported to thrive.

Conclusion: A Call to Action

The SEND White Paper is not just a policy document it is a once-in-a-generation opportunity to reset a system that has, for too long, failed to meet the needs of children and young people with special educational needs and disabilities. It is a moment to move beyond patchwork fixes and commit to a bold, coherent, and values-driven transformation. This is a call to every leader in local government, education, health, and care to step forward with courage and clarity. We must be prepared to challenge outdated assumptions, dismantle barriers to inclusion, and build a system that is designed around the strengths and aspirations of children and families not the convenience of institutions.

The reforms proposed in the White Paper are a strong foundation, but they will only succeed if they are implemented with integrity, ambition, and relentless focus on outcomes. That means investing in people, systems, and relationships. It means listening to families and acting on what they tell us. It means holding ourselves and our partners to account for delivering what we promise. We must also recognise that transformation is not a one-off event it is a sustained journey. It will require political will, cross-sector collaboration, and a shared commitment to doing what is right, not just what is easy. It will require us to be honest about what isn’t working, and brave enough to try new approaches.

Above all, we must never lose sight of why this matters. Behind every statistic is a child with hopes, talents, and potential. Every delay, every gap in provision, every missed opportunity has a human cost. We owe it to every child and family to get this right.

“Only through bold, comprehensive reform can we deliver the lasting change that children and families both need and deserve.” Rachael Wardell, ADCS

Let this be the moment we look back on and say: that was when we chose to be bold. That was when we chose to act. That was when we began to build a SEND system that truly works for everyone.