"Delivery and Financial Realism Will Determine Success." A SEND Finance Officer’s Thoughts on the White Paper

In this blog, you will learn:

• About the potential benefits and risks of the Schools White Paper from a SEND Finance Officer's perspective.
• How delivery and financial realism can prioritise inclusivity and determine success in the SEND sector.
• How to find and apply for the best SEND jobs.

In February 2026, the UK government released its long-awaited Schools White Paper, announcing plans for a £4 billion investment to make schools more inclusive for every child.

Titled Every Child Achieving and Thriving, the paper aims to reform the SEND system with a series of proposals and funding measures. Under the policy, mainstream schools will receive a share of £1.6 billion over 3 years to strengthen inclusion, alongside a separate £1.8 billion fund to expand access to external support. 

So, what does this investment mean for the financial sustainability of the SEND system? We recently spoke with SEND Finance Officer Eve to get her perspective and expert opinion.

Eve has worked in the education sector for over 25 years and understands what the SEND system must do to remain financially sustainable, deliver consistent support and help children thrive.

What are your initial thoughts on the white paper and the direction it sets for the future of SEND provision?

From a local authority finance perspective, the white paper recognises what we know and experience daily; that the current SEND system is financially unsustainable and operationally inconsistent.

The focus on early intervention, national standards and reducing reliance on EHCPs is the right direction in principle, however, structural reform alone will not resolve this. I feel the key issue is alignment between ambition and funding.

Sustainable high needs reform is needed alongside a credible plan to address historical deficits; there is a risk that we will change processes without reducing cost drivers. The paper’s direction is sensible, but delivery and financial realism will determine success.

How realistic is the government's proposal to digitise EHCP processes?

The current system is administratively heavy and resource intensive. A well designed national digital framework could improve compliance, transparency, data quality and forecasting. All of these are critical from a financial perspective.

The risk lies in implementation. Local systems vary, health integration is complex and transition costs should not be underestimated. If funded properly and coordinated nationally, digitisation could reduce inefficiency. If not, it could temporarily increase pressure during the rollout. The concept is realistic, but expectation will be key.

Do you think mainstream settings are currently equipped to meet the government's plans to improve inclusion and accessibility? What do you think needs to change?

The current mainstream system is not equipped to fully support and deliver inclusion. In fact it is too inconsistent. Schools are already under financial pressure and they lack the specialist capacity to meet the increase in complex needs.

Inclusion is the right ambition, but it must be supported by predictable funding, workforce development and accountability that values inclusion alongside attainment. If this is not strengthened, we will not reduce EHCP demand. 

Families seek statutory protection when confidence in support is low and investment in capabilities is essential if the policy is to work financially and operationally.

The government wants all schools to join or form Multi-Academy Trusts. How might this structural change impact SEND delivery at a local level?

I believe this will significantly shape local SEND delivery. It has potential benefits, including economies of scale, shared expertise and specialist services.

From a local authority perspective, clarity is crucial, especially around high needs funding, sufficiency planning and inclusion practice. When these areas are fragmented and lack alignment, financial risk can increase.

The success of Multi Academy Trust (MAT) structures will depend on effective local place planning. It will also rely on whether inclusion remains a shared responsibility across the system, rather than varying from trust to trust.

Do you feel the white paper adequately addresses current workforce pressures within schools and local authorities?

The white paper acknowledges the current workforce challenges but does not fully resolve them. Recruitment shortages in educational psychology, specialist teaching and local authority SEND teams directly impact timeliness, compliance and increasing costs.

Workforce instability drives higher costs and outcomes, including independent placements and tribunals. I believe that sustainable reform depends as much on people as policy.

How will early intervention plans and Alternative Provision reforms reduce demand for EHCPs and tribunal appeals over the long term?

Early intervention plans and Alternative Provision reforms could reduce EHCP demand over time, but only if families trust the system. I feel that the EHCP demand is driven by lack of confidence in mainstream support. If early help is visible, consistent and properly funded, demand may stabilise, but this is not going to happen immediately.

How do you think the white paper’s ambition for every child to ‘achieve and thrive’ could be realistically achieved in practice?

We need alignment between funding, accountability and inclusion. I feel prevention is more cost-effective than crisis intervention, but this requires upfront investment.

Genuine multi-agency integration is needed, along with stronger preparation for adulthood pathways, which would hopefully reduce the long-term dependency on specialist provision. The ambition is right, but only if it receives the financial investment and structural support that is required to deliver it.

The white paper highlights improving attendance and reducing persistent absence for children with SEND. How realistic do you think these proposals are and what challenges might schools and local authorities face in achieving them?

Improving attendance for children with SEND is complex. Persistent absences reflect unmet needs, anxiety or unsuitable provision. Tackling this properly requires flexible models, therapeutic support and stable placements.

From a financial perspective, early intervention in attendance reduces high-cost breakdowns. Improving attendance and reducing absences is achievable, but only if support capacity expands alongside accountability measures.

What elements of the white paper surprised you the most?

The scale of structural ambition alongside the expectation of reducing EHCP demand, surprised me the most. I believe demand is driven by parental confidence and systemic capacity. Shifting this will take time and major investment.

What elements of the white paper do you think are most at risk of failing?

The assumption that EHCP demand will reduce without substantial mainstream investment. If inclusion expectations rise without funding reform, high needs deficits may continue to grow.

Looking ahead, what do you think will be the most successful element of the white paper?

Improved national consistency and better data use will support forecasting and capacity planning. If this is implemented well, it could significantly improve system stability over time. 

SEND jobs

If you’re searching for your next SEND job, why not take a look at the latest vacancies, or simply upload your CV to be notified when a relevant position becomes available.

Local authority recruitment services

As specialist local authority SEND recruiters, we support local authorities nationwide with their temporary, interim and permanent staffing needs. 

We can supply SEND staff for service redesign, tackling annual review backlogs and SEND/EHC Case workers to amend plans or hold annual review meetings. 

If you’re struggling to fill a vacancy, why not get in touch with one of our team to see how we can help?

• South of the UK - Richard Shorrock
• Midlands & North of the UK - Dane Matthews

Share your experience

Every individual brings a unique set of experiences, thoughts and insights to the table. We believe in giving a voice to a community of professionals to inspire positive change and champion reform in the SEND sector.

If you work in the SEND sector and would like to share your own personal and professional experiences, we’d love to hear from you. Perhaps you have a different perspective, could offer a fresh angle, or want to challenge assumptions. 

Simply reach out to our Head of Content, Nicole Sherwood, to discuss a collaboration which makes your voice count.

Who is Spencer Clarke Group?

Established in 2017, we’re an award winning and progressive recruitment agency based in the heart of the North West. Our reputation is built on trust, expertise and an unwavering commitment to exceed expectations. 

In 2025, Spencer Clarke Group was awarded Best Public/Third Sector Recruitment Agency and Best Temporary Recruitment Agency at the Recruiter Awards. In 2024, Spencer Clarke Group was also named Recruitment Agency of the Year.