SEND Strategic Partnership Board minutes - 2 June 2026

Draft

These are the draft minutes of the SEND Strategic Partnership Board. This note will be removed once the minutes are signed off at the next meeting.

Attendance

Andre Imich, Board Chair, Independent
Adrian Fox, Head Accountant, Devon County Council
Amy Carey-Jones, Information Advice and Support Lead, DiAS
Brian Gale, SEND Adviser, DfE
Claire Plumb, Principal, South Devon UTC
Councillor Denise Bickley, Cabinet member for SEND, Devon County Council
Eamonn O’Connor, SEND Consultant, Devon County Council
Emma O’Connell, Children and Family Health Devon Acting Director
Hannah Smart, Executive Headteacher, ACE Tiverton
Julia Bonell, Co-chair of Parent Carer Forum Devon (PCFD)
Julian Wooster, Director of Children and Young People’s Futures, Devon County Council
Kellie Knott, SEND Strategic Director, Devon County Council
Lauren Cole, Personal Assistant (TBS), Devon County Council
Liz Halliday, Senior SEND Communications Officer, Devon County Council
Mark Tucker, Senior Learning Disability and Autism Programme Assurance Manager and SEND Lead NHS England and NHS Improvement South West, NHS England
Melanie Coleman, Programme Manager for SEND Transformation Programme, Devon County Council
Mohammed Jamal, DfE Case Lead, Department of Education
Paul Walker, CEO, First Federation Multi-Academy Trust and Chair of Devon Schools Leadership Services (DSLS)
Sally Heath, Deputy Director, Transformation and Business Services, Devon County Council
Sarah Lord, Four Cornerstones Partner, Devon County Council
Simon Dawson, Director, Newton Impact
Steve Brown, Director of Public Health, Devon County Council
Su Smart, Director of Women and Children’s Improvement, NHS Devon
Tandra Forster, Director of Integrated Adult Social Care, Devon County Council
Victoria Mitchell, Co-chair of Parent Carer Forum Devon (PCFD)

Apologies

Alison Brooks, Strategic Advisor (TBS), Devon County Council (minutes)
Amy Bickford, SEND Participation Lead, Devon County Council
Dan Harris, Head of Financial Systems and Processes, Devon County Council
Fran Cox, Education Consultant, Olive Academies
Hollie Billington, Children and Family Health Devon
Kevin Beveridge, Head of Integrated Adult Social Care, Devon County Council
Liza Jarvis, Head of SEND/AEP Commissioning, Devon County Council
Sadie Hall, Assistant Director – Women, Children and Young People, NHS Devon
Simon Niles, Head of Education Strategy & Central Operations, Devon County Council

1. Welcome, introductions and apologies

2. Minutes of the previous meeting

All agreed that minutes from the last meeting were accurate.

3. Improving parental confidence in mainstream schooling

Parent views

The forum has recently focused on SEND Reforms.

Feedback from families indicates a lack of confidence and optimism, with concerns about what the reforms may deliver. Families report that they are focusing on perceived gaps and remain unconvinced about delivery.
Families are judging progress by impact rather than intent – there is a ‘belief when we see it’ perspective. Concerns were raised that needs are not always being recognised within schools.
Families would like to see:
- tangible improvements in outcomes
- effective support in practice
- clear accountability where provision is not delivered.
Two key themes were identified:
- A fear of setbacks, arising from a position of protection rather than resistance
- A desire to be part of meaningful change, rather than receiving reassurances without evidence.
Learning from current challenges: There needs to be a clear and accessible process for raising concerns, with dispute resolution playing a key role in building trust. Where immediate solutions are not possible, clearer explanations are required to reduce perceptions of a distant system.
Communication and understanding: Delays in publishing structural changes have impacted confidence. Families do not always understand the role of services, and report reduced direct access and communication. Clear boundaries are needed alongside statutory rights
Opportunities identified: Using family experiences as an early warning system, sharing demonstrable impact and improvements and embedding co-production by treating families and young people as equal partners in discussions and decision-making.
It was acknowledged that current practice is not yet where it needs to be. Improved communication is required, particularly in explaining different workstreams and ‘swim lanes’, and how these connect.
A distinction is needed between individual and strategic decisions.
Communication should reflect a more human, partnership-based approach.
There is a need to:
- acknowledge parent perspectives
- identify what would tangibly improve experiences
- take practical steps to enhance trust and outcomes.
Families need clarity on who to approach when provision is not delivered (“who has my back?”).
Schools require support to confidently engage with parents.

Action: Amy to provide examples of what ‘good‘ looks like to inform ongoing work.

The Local Offer Working Group is in place. This workstream is currently clarifying ownership and reviewing responsibilities. A feedback loop is needed following meetings to ensure clear communication with families. Website content should be reviewed to ensure alignment and avoid contradictions.
Much of the feedback relates to national proposals rather than Devon-specific issues. While national changes are evolving, local action can still be taken by schools and providers.
PCFD have considered the Experts at Hand offer, ensuring parent involvement in developing the offer.
Practice across schools remains inconsistent. The future ambition is to have a parent representative in every school, with a delivery pilot being put in place initially.
There is also a proposal for a SEND ambassador link within each school. This will be explored as part of the Four Cornerstones workshop, with several schools expressing interest in participation.
It was noted that robust DfE guidance could significantly support culture change. Leadership will need to model and advocate for this approach. DfE guidance is expected in the coming months.
Significant communication work is required to strengthen links with parents. There is a recognised trust gap.
PCFD and SENDIASS may need to provide information sessions for families.

Update on views of young people

It remains challenging to engage young people at this stage of the process; however, their involvement will be important once plans are further developed.
Young people will be attending the Four Cornerstones event.

Action: Lauren to share slides from this item following today’s meeting.

4. Getting the SEND Reform Plan ‘over the line’ – Governance, timescales, sign-off

Draft submission was sent to the DfE on 19 May.
The final plan will be submitted on 19 June.

Decision – Board shared agreement in principle for submission of the SEND Reform Plan.

Roadmap and governance process for sign off was shared.

Action – Lauren to share roadmap for SEND Reform sign off slides following today’s meeting.

19 May Draft Plan – Feedback from DfE

Slides were shared outlining feedback from the DfE on the draft Reform plan. Action – Lauren to share slides following todays meeting.
Devon has met the key requirements within the draft, with some areas requiring refinement. It is felt this will meet the threshold for sign off.
Feedback was largely positive. The executive summary aligns well with national aims, though further detail is needed on stakeholder confidence and trust.
The vision was clear, with measurable goals that are well framed within the local context. It demonstrates a strong understanding of direction.
The logical sequencing and theory of change were highlighted by the DfE as particularly strong.
The maturity assessment was recognised as a robust self-evaluation.
The roadmap is partially complete and broadly on track. Greater clarity is required regarding budget allocation and exactly how funding will be utilised.
Specialist bases were noted as missing from the current plan.
The number of risks identified is too high; guidance recommends limiting this to five key risks.
Consideration should also be given to dependencies, including levels of engagement (as referenced by Hertfordshire).
An assumptions page can be used to strengthen the narrative where word limits restrict detail elsewhere.
Mark emphasised the importance of considering the audience and ensuring the document is easy to navigate, minimising time required for the reader.
Positive partnerships were noted, including with health colleagues.
While acknowledging the constraints of DfE guidance, it is important to maintain a focus on the lived experiences of children, young people and families, including a sense of belonging. This could be more aspirational, particularly in relation to children and young people thriving and achieving.
There are additional plans in place relating to attainment. While this document focuses on key DfE deliverables, it does not replace or exclude wider activity already underway.
The DfE acknowledged and commended the significant work completed to date.

Informing the Plan – Forecasting and modelling: Baseline view from current data

Newton is supporting alongside finance and data colleagues to build the evidence base underpinning the reform plan. This includes forecasting unmitigated scenarios, considering both cost and demand over the coming years, as well as modelling the anticipated impact of mitigations.
Newton is also supporting a number of other local authorities and is able to draw on this wider experience.
Work is underway to strengthen the narrative behind the data, particularly in relation to EHCP numbers. This includes projecting EHCP volumes annually up to 2029 (unmitigated), with a detailed profile by cohort, setting, and capacity. This has informed the draft submission.
The evidence base has been developed using a combination of benchmarking, local data, engagement with the DfE, and wider best practice.
Newton’s support has been invaluable in ensuring the modelling is robust, enabling realistic forecasting of delivery requirements.
It is recognised that EHCP numbers will continue to rise. The focus is on reducing this trajectory over time, primarily through upstream intervention as new requests emerge. This will involve earlier and different support for families. It is anticipated that implementation will take at least one year, and this forms part of a broader set of reforms that will need to be aligned under a clear strategic direction.
The threshold for EHCPs will remain unchanged until 2029, with change expected to be gradual. Financial reforms have not yet been implemented.
As part of the High Needs funding review, consideration is being given to how funding will be distributed differently across the maintained school sector. This includes developing a mechanism to ensure settings are appropriately resourced to meet the needs of children with EHCPs.
Action – Lauren to share slides following todays meeting.

Maturity assessment

The maturity assessment came to the previous SEND Board meeting and was included in the SEND Reform plan draft submission to the DfE. The DFE were happy with this.

Decision – Board approved use of the maturity assessment.

5. Experts at Hand proposals – finalising the plan

The focus is shifting towards defining what will be delivered, when, and where.
A high-level mapping of areas with the greatest level of need has been shared. These will be prioritised to identify suitable test and learn sites, based on agreed principles.
Proposed pilot learning communities are:
- Exeter Beacon Learning Community (including post-16),
- Newton Abbot Learning Community
- Okehampton Learning Community
- Bideford Learning Community.

Key considerations and next steps

Engagement with schools within each learning community is required to understand specific local needs.
Clear principles for selecting pilot areas are needed, alongside a robust approach to evaluating impact and effectiveness.
This programme represents the local implementation of the SEND reform plan, requiring a standard approach that can be tailored to different community contexts.
The selection includes a mix of urban and rural areas to test different models, with the intention to scale across the county by Year 3.
The number and structure of multi-academy trusts varies across areas (for example Okehampton is a single trust; Newton Abbot includes several), which must be taken into account.
Further data is required, including total pupil numbers, not just those identified with SEND.
The model covers children and young people aged 0–25, including FE provision.

Governance and communication

Agreement is required from the group to proceed with engagement with schools and localities.
Schools are not yet aware of the proposals; a careful and sensitive communication approach will be required.
Communications should emphasise that this is a phased approach, and that other schools will be included over time. Consideration should also be given to how this is communicated to families.

Action: Eamonn to work with Liz Halliday to develop a communications strategy for the Experts at Hand pilot.

Delivery

A clear decision log should be established, outlining decisions made, rationale, and ongoing review.
A strong feedback loop is required to capture learning and inform adjustments.
Criteria for measuring impact, practice and change must be defined, including clarity on roles and responsibilities for evaluation.
Schools will require clear expectations regarding implementation.
The programme operationalises national policy locally, similar to other reforms such as Families First.
The approach must remain flexible and responsive to local contexts.
Learning should be regularly captured and shared to support wider rollout.
Consideration could be given to a second phase of test and learn sites.
Delivery will require sufficient capacity and resourcing, including potential recruitment.
Realistically, delivery is expected to begin in September, within the current financial year.
The Board will receive progress updates and emerging learning.
The programme will evolve over time, with later phases likely to differ from initial implementation.
It is important to ensure delivery is manageable and sustainable.

Experts at Hand Offer

The offer is structured around four tiers, aligned to the ‘I Thrive’ model.
A comparison of the current offer and proposed Experts at Hand (EAH) model was shared, highlighting a more multi-disciplinary approach:
- A combined advice line for settings
- Multi-disciplinary team support around schools
- A comprehensive training offer
Some schools already have access to clinical roles, which could enhance delivery.

Key considerations

The offer must remain flexible, with a menu of support tailored to individual school needs.
In Year 1, there will be a targeted, tiered support offer within pilot areas, with benefits extending more widely over time.
The potential role of parent/carer ambassadors or volunteers was discussed; however, current funding restrictions limit the use of EAH funding for parent roles. This is being escalated.
Funding arrangements are not yet finalised.
There is an opportunity within Devon to strengthen the offer to include parents.

Action – Lauren to share slides following todays meeting.

6. Securing stakeholder engagement – update on comms

Liz Halliday has joined as the DCC SEND Communications Partner and is currently providing support alongside an F Grade officer (not yet recruited).
A draft SEND communications plan has been developed. Action – Liz Halliday to finalise the draft SEND reform communications plan with Eamonn and Kellie.
There is an ambition to introduce a communications dashboard to monitor levels of engagement.
Website content is being reviewed, with a clear need to assign ownership to specific pages to ensure they remain accurate and up to date.
Work is underway with Sarah on the four cornerstones communication plan, with a focus on embedding this ahead of inspection.
A dedicated communications link within education is needed to strengthen coordination.
PCFD emphasised the importance of earlier communication with families, noting that information is often shared too late. It was highlighted that some questions relating to the Local Offer remain unanswered, and that the family perspective must be considered in communications planning.
It was agreed that Jen Nimmo (CFHD Communications Lead) should be involved in communications activity. Action – Liz Halliday to arrange a meeting with Jen Nimmo (CFHD Communications Lead).
Concerns were raised that current sign-off processes can cause delays, and there is a need to improve connectivity and joint working to ensure timely delivery.
Liz has set up weekly meetings with relevant staff to maintain momentum. Action – Liz Halliday and PCFD to schedule regular catch-ups to discuss communications.
It was noted that inaccurate information on the website should be removed promptly.

7. AOB

Four Cornerstones workshop reminder – Monday 6 July.

Action: Sarah Lord to share with Lauren the Four Cornerstones strategy so this can be shared with board members.

At the workshop we will work in partnership with parents, carers and young people on the four cornerstones approach.

Date for next meeting: Tuesday 14 July 2025