Telford & Wrekin Council: How the council delivered communications during a SEND inspection

For many local authorities, news of such an inspection could trigger a flurry of last-minute activity and heightened anxiety. But for Telford & Wrekin Council, there was no panic - just purpose.

Within hours, the council’s SEND team had mobilised. Within days, a full-scale communication plan was in motion. What followed was a masterclass in internal and external communication, stakeholder engagement, and leadership visibility. The council not only supported a successful inspection but also set a benchmark for best practice across the sector.

This case study explores how Telford & Wrekin Council turned a potentially high-pressure situation into a showcase of collaboration, clarity, and confidence and how communication played a vital role at every stage.

SEND inspections are rigorous, multi-agency evaluations conducted to assess how effectively local areas identify and meet the needs of children and young people with SEND. These inspections involve a wide range of partners, including education providers, health professionals, and social care teams. They require not only operational readiness but also emotional resilience and clear, consistent communication.

The challenge for Telford & Wrekin Council was to ensure that all stakeholders, internal and external, were informed, prepared, and supported in a very short timeframe.

The council was notified of the inspection on Monday, 6 March 2023 and by the Wednesday and Thursday that week, a series of online information sessions had already been launched. These sessions were designed to prepare and inform a wide range of stakeholders, including elected members, schools and educational settings, post 16 providers, community health teams, occupational therapists, public health, transport and early help services.

Natalie Bevan, Telford & Wrekin Council’s SEND Service Delivery Manager and LANO during the inspection, said:

“Having a strong communication plan in place made the inspection process much smoother from a staff and partner point of view. They were well informed every step of the way, and this helped them feel calm, supported and clear of what would happen next."

The first face-to-face briefing for education settings took place on Tuesday, 14 March. Further face-to-face meetings were held with key stakeholders, offering both pre and post interview briefings.

The pre-interview briefings were particularly helpful. They covered who the inspectors were, the inspection framework and methodology, how evidence would be gathered, what sampling visits involved, tips on being prepared and logistical support and reassurance.

These sessions gave staff the opportunity to speak with the management team, understand what inspectors might ask, and identify strong examples of practice to highlight. The post-interview debriefs allowed staff to reflect on their conversations with inspectors, share feedback, and raise any concerns.

There were also touchpoints during the inspection where the Director of Children’s Services (DCS) and the Local Area Nominated Officer (LANO) met with elected members to review progress and align next steps. This ensured that members remained actively engaged in the process, with regular communication and collaboration with senior leaders to provide timely support and oversight as needed.

Simon Wellman, Director of Education and Skills at Telford & Wrekin Council, said:

“We knew that clarity and reassurance would be key. By creating open channels for dialogue and being present throughout, we helped staff feel prepared and confident. That made all the difference.

“This two-way communication model was critical in reducing anxiety and building confidence across the workforce.”

One of the most effective decisions made during the inspection period was the physical positioning of the senior management team. Representatives from health, education, and social care, including both adult and children’s services, were based together in one office throughout the inspection.

This visible leadership presence enabled immediate support for staff, real-time responses to emerging issues, direct engagement with key lines of inquiry from inspectors and a shared sense of purpose and unity.

Staff could walk in, ask questions, and receive real-time support. This approach not only fostered a sense of unity but also demonstrated to inspectors that the Council was well-organised, responsive, and committed to supporting its workforce.

While internal communication was the backbone of the inspection response, external communication was equally critical. The corporate communications team played a vital role in managing the narrative once the inspection outcome was published.

By acting as the single point of contact for all external messaging, the team ensured that the council spoke with one voice and was clear and consistent. This helped maintain public trust and reinforced the authority’s commitment to transparency and accountability.

The inspection process was completed successfully, with staff and stakeholders reporting high levels of confidence and clarity throughout. The communication plan not only supported the inspection itself but also strengthened internal relationships and cross-sector collaboration.

“The strength of our communication plan was in how quickly we brought people together and created a shared understanding of what to expect” comments Jo Britton, Executive Director for Children’s Services at Telford & Wrekin Council.

“I’m really proud of how everyone rallied at this time and the support they continue to offer to children and young people in our Borough with SEND. We’re in a good position and will be fully prepared when we have the next inspection.”

Telford & Wrekin Council’s approach offers a model for other local authorities. Key lessons include:

The SEND inspection may have been the catalyst, but the communication practices developed during this period have left a lasting legacy. Telford & Wrekin Council now has a proven model for rapid response, stakeholder engagement, and staff support that can be applied to future inspections, crises, or major initiatives. More importantly, it has reinforced a culture where communication is not just a function, it’s a foundation.