Inside the Role of a SEND Commissioner: Insights, Career Journey and the Future of SEND Services

In this blog, you will learn:

• How a career across legal services, casework and commissioning can provide unique insights into SEND.
• About a SEND Commissioner's vision for the future of SEND services.
• How to find and apply for the latest local authority SEND jobs.

Few professionals have the opportunity to see SEND from every angle, but as a SEND Commissioner working at the heart of local government, Louise does. As an experienced commissioning specialist, Louise is an expert in areas including SEND, education, public care and children’s services.

From shaping legal frameworks to frontline casework and strategic commissioning, Louise has a proven track record in the local government sector. Her previous experience includes working as a SEND Manager, Interim Caseworker and a SEND Inclusion Officer.

Now, in her role as a SEND Commissioner, Louise negotiates with providers, balances statutory duties and designs services that are both sustainable and person-centred.

In this interview, Louise explores reform, digital innovation and the future of early intervention and provides insights on what meaningful improvement in SEND really requires.

Tell us about your career journey so far and your current role

My career in local government spans over 16 years and has developed through several roles that have given me a broad understanding of the Children's and Adult's Services system. I began my career in business support for a legal service, where I built a strong foundation in statutory frameworks and public law.

I then moved into children and young people’s services and eventually completed my degree alongside my job role. This enabled me to become an Inclusion Officer/Caseworker within a busy SEND team.

I found that working directly with children, young people and their families was so rewarding and gave me a clear insight into how policy and process translate into real experiences. This naturally led me into commissioning and contracting, where I could influence services at a strategic level.

Alongside my professional roles, I continued to develop my knowledge through formal study, completing a Postgraduate Certificate in Commissioning for Public Care.

Having experience across legal services, casework and commissioning for SEND services is relatively uncommon, but in my case it has been a significant advantage. It allows me to understand challenges from multiple perspectives and to design solutions that are both legally sound and operationally realistic.

I have worked with various local authorities across London, East Anglia and the South Coast, developing strong professional networks and sharing learning across regions.

What does your role as a SEND Commissioner entail?

The role of a SEND Commissioner is both strategic and operational. It involves shaping and securing appropriate provision for children and young people with SEND, while balancing statutory duties, financial pressures and the realities of the provider market.

A typical day may include working with providers, reviewing placements and contracts and managing provider fee negotiations, as well as analysing demand and sufficiency data. It also entails managing employees and supporting colleagues across SEND, finance and senior leadership teams.

Relationship management is a key part of the role and much of the work focuses on collaboration and problem-solving.

Have you noticed any significant trends or changes in the needs of children and young people within the last five years?

There have been clear and sustained changes with children more recently requiring more individualised support. Demand has increased significantly, alongside the complexity of need, particularly in relation to Autism Spectrum Disorder (ASD) and Social, Emotional and Mental Health (SEMH) needs.

At the same time, expectations around quality, timeliness and outcomes have rightly increased, placing additional pressure on local authority systems and local markets.

What reforms do you hope to see in the future?

When SEND reforms are supported by clear guidance and appropriate funding, they provide a strong opportunity to improve outcomes for children and young people.

From a local authority and commissioning perspective, reforms that strengthen early intervention and improve consistency across different areas would be particularly welcome. If implemented well, they could help local authorities move away from reactive approaches and towards more strategic, preventative models of service delivery.

What do you find most fulfilling about your role and can you share a particularly rewarding moment?

What I find most fulfilling is seeing thoughtful commissioning lead to positive, sustainable outcomes. This might be a placement that works well because it has been carefully planned and monitored, or a service that develops because the right conversations took place at the right time.

Supporting colleagues, particularly casework teams and Senior Managers, by improving options and processes is also a rewarding part of the role, as it ultimately benefits children and their families.

How often do the demands of your role exceed the time and resources available?

Like many roles within SEND, there are times when demand exceeds the available time and resources. This is particularly evident during periods of increased demand or market instability. Managing this requires strong prioritisation, clear communication and collaborative working across teams.

What’s the most valuable lesson you’ve learned in your career so far?

One of the most valuable lessons I’ve learned in my career has been the importance of perspective and self-belief. Having worked across different parts of the system, I have learned that understanding the pressures and constraints others are working under is key to finding effective, balanced solutions.

At the same time, developing confidence in your own judgement and experience is essential, particularly in SEND, where decisions are often complex and require careful, thoughtful leadership.

Can you share a challenging situation you’ve faced in your SEND career and how you resolved it?

A challenging situation I faced in one of my SEND management roles involved a specialist provider requesting a significant fee increase that was well above inflation and initially non-negotiable. This created financial pressure for several local authorities while also risking the placement stability for young people.

To address this, I improved the existing management process and arranged a series of structured meetings with the provider, focusing on open dialogue and detailed financial analysis. I worked collaboratively with neighbouring authorities to benchmark costs and clearly present evidence on market rates and affordability.

When progress stalled, I supported a mediation-style discussion to refocus conversations on shared outcomes. This approach led to a negotiated agreement at a much lower increase than originally proposed, achieving substantial cost avoidance savings across multiple local authorities.

I was able to do this whilst maintaining a positive relationship with the provider and ensuring a strong continuity of support for the young people placed there.

This experience has demonstrated the value of calm, evidence-based negotiation, partnership working, and balancing financial responsibility with a clear focus on outcomes for children and families.

What’s your vision for the future of SEND services?

My vision for the future of SEND services is a system that delivers high-quality, person-centred support while remaining financially sustainable. This includes a stronger focus on early intervention, inclusive local provision and improving long-term outcomes for children and young people.

From a commissioning perspective, this requires close collaboration with partners and providers, alongside strong oversight of quality, impact and value for money. 

Technology, including Artificial Intelligence, could play an important role if used effectively to streamline processes, improve data insights and free up professional time to focus on strategic work and outcomes.

A key enabler of innovation is the quality of data systems and technology. Local authorities will struggle to drive sustainable change if they are not open to modernising and strengthening their digital infrastructure. Effective services depend on reliable data, efficient processes, and clear oversight.

Realising this potential will require robust governance and ethical safeguards, alongside a willingness to take proportionate, informed risks to support innovation.

What excites you most about the future of local authority SEND?

I am encouraged by the growing emphasis on collaboration, shared learning and regional approaches to commissioning. With the right policy, direction and funding, there is real potential to move towards more preventative, outcomes-focused models of support.

At the same time, it is important that there remains sufficient flexibility for local dialogue and decision-making.

While regional approaches can strengthen consistency and market influence, they do not always reflect the nuances of local need, provider relationships and individual placement considerations. Maintaining scope for constructive local discussions alongside collaborative frameworks is therefore essential.

Investment in early intervention, workforce development and market sustainability would make a meaningful difference to the quality and consistency of SEND services.

What advice would you give to aspiring SEND professionals?

My advice would be to invest time in understanding the wider SEND system, build strong professional relationships and remain open to learning. SEND is complex and demanding work, but it is also highly rewarding.

It is equally important to prioritise wellbeing. Taking time to reflect, manage stress and maintain balance is essential for sustaining a long-term career in this field.

I have also been fortunate to work with many strong, often female, leaders throughout my career and those experiences have influenced my interest in leadership and management. I am keen to share my positive experiences more publicly in the future and support others as they develop their own leadership pathways.

What were your experiences of working with Spencer Clarke Group?

My experience with Spencer Clarke Group has been extremely positive. They have a strong understanding of the SEND landscape and take a professional, relationship-based approach.

Using a specialist recruitment agency like Spencer Clarke Group can provide access to opportunities that align well with experience and values, as well as offering insight and support within a complex sector.

Spencer Clarke Group educational psychology report 2025

As specialists in local authority SEND recruitment, we work alongside hundreds of Educational Psychologists throughout the UK and are mindful of the challenges they encounter as the sector evolves.

In the SCG Educational Psychology Workforce Insights Report 2025, we explore funding challenges, industry trends, policies and legislation, and the future of educational psychology.

Read the SCG Educational Psychology Workforce Insights Report 2025 here. 

SEND jobs

If you’re searching for your next local authority 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.