SEND Strategic Group Representation Feedback (April 2026)

The latest information from Wirral's VCFSE Representative for the SEND Strategic Group following their most recent meeting

Wirral's VCFSE sector has implemented a distributed leadership model to guarantee strong representation and support for emerging leaders. Wirral CVS is responsible for implementing and developing the model with the sector, coordinating opportunities and ensuring the dissemination of information from Representatives. With that, below is an update from Tamara Gilbert (SEND Strategic Delivery Group) on recent discussions in their group.

Tamara Gilbert - Wirral SEND JSNA Workshop (As SEND Strategic Delivery Group Representative)

Online | 22/04/2026

Key Points:

The workshop highlighted that the current SEND Joint Strategic Needs Assessment is still too focused on service data and performance, rather than providing meaningful insight to inform commissioning. There was strong agreement that a second phase is needed to better analyse the data, link datasets together, and identify what it means for future demand and service design.

Key gaps identified included:

• Lack of community and voluntary sector data and insight

• Limited understanding of presenting need across services

• No clear view of unmet need or demand being displaced into community provision

• Weak use of geography, particularly around deprivation and neighbourhoods

• Lack of forecasting and predictive insight

These points are important because they highlight that the current system understanding is incomplete without the voluntary and community sector. The sector is often where need presents first, particularly in more deprived areas, and where families go when they cannot access or navigate statutory services.

Without this insight, there is a risk that:

• Commissioning decisions are based on service activity rather than real need

• Early and preventative opportunities are missed

• Demand that is being managed in communities remains invisible and unsupported

• Inequalities in more deprived areas are not fully understood or addressed

The discussion also reinforced that need is increasingly complex, overlapping and place-based, which aligns with the sector’s role in providing relational, trusted and flexible support.

Tamara Gilbert - SEND Strategic Delivery Group

Online | 08/04/2026

Key Points:

The main points the sector should be aware of are that the SEND Strategic Delivery Group is continuing to oversee delivery of the Wirral SEND Strategy, with a strong focus on improving how children and young people are identified, supported and transitioned through services. A key issue discussed was early identification, with concern that some children are still only being picked up once they are already school age rather than much earlier. The group agreed more work is needed to understand why this is happening and how to strengthen the process.

There was also significant discussion about the graduated approach. The aim is to make sure children, young people and families are not simply told they do not meet the threshold for a specialist service and then left without support. Instead, there should be clearer support, signposting and joined-up responses through universal and targeted services.

The group reviewed progress on Preparation for Adulthood. This includes improved annual review materials for schools, work on transition planning, pilot work on the Empowerment Passport, and development of a Young Adult Service. Progress is being made, but there is still a need for greater clarity on timescales and delivery.

There was a positive update on new transition protocols between children’s and adults’ services. These are intended to make transitions earlier, smoother and less crisis-driven, especially for young people likely to need adult social care.

The Joint Strategic Needs Assessment is delayed because some partner information is still incomplete and some submissions need further work. This means the borough’s updated picture of SEND need will take longer than planned to finalise.

The group also discussed sufficiency planning, which is about understanding future demand for SEND provision and support. This work is still developing but will be important in shaping future services. Finally, there was recognition that communication with families and stakeholders needs to be clearer, including sharing what is changing and what families should begin to experience differently.

These points are important to the voluntary, community, faith and social enterprise sector because they directly affect how children, young people and families experience support in practice, and the sector is often where unmet need shows up first.

The discussion on early identification matters because delays in recognising need can mean families struggle for longer without the right support. Community organisations are often the first place families turn when they are worried, confused or unable to access statutory help, so this is highly relevant to the sector.

The focus on the graduated approach is also important because many children and families will not meet thresholds for specialist provision but still need support. This is often the space where VCFSE organisations are already providing advice, trusted relationships, practical help, advocacy and community-based support. If the system is moving towards a more preventative and joined-up model, the sector is a key part of that.

The work on Preparation for Adulthood and transitions is particularly important because the sector often supports young people with confidence, independence, social connection, wellbeing and access to opportunities in the community. Better transition planning should reduce crisis points, but this will only work well if statutory and community support are better connected.

The delay to the Joint Strategic Needs Assessment is important because this document helps shape future planning, commissioning and investment. If the picture of need is incomplete, there is a risk that the lived experience of children, young people and families in communities is not fully reflected in decisions. The same is true of sufficiency planning, as gaps in provision often create extra pressure for families and for the organisations supporting them.