What needs to be done and why?
Strategic Issue 1
What needs to be done
Commission a multi-agency education inclusion strategy that brings together schools, SEN services, youth justice, and early help to reduce exclusions and improve attendance.
Expand existing pathways to support children within education building on existing links within the “virtual school” to advocate for children at risk of exclusion and ensure their educational needs are met.
Expand trauma-informed training for school staff to help them understand and respond to behavioural issues linked to unmet needs.
Improve data sharing and accountability between education providers and youth justice to monitor attendance, attainment, and exclusion trends such as implementing the DfE guidance requiring schools to notify the Youth Justice Service of any child missing education without the school being notified.
Why
School exclusion and poor attendance are strongly linked to children who offend. The Strategic Plan shows that many children open to the YJS are not receiving their full education entitlement and are working significantly below age-related expectations. Without coordinated action, these children remain at high risk of disengagement, exploitation, and offending. Current interventions like Turnaround and Choices are not fully integrated with education systems, leading to fragmented support and missed opportunities for prevention.
Strategic Issue 2
What needs to be done
Develop a joint protocol between social care, education, and YJS for early identification and support of Children in Our Care (CIOC) at risk of offending.
Commission targeted interventions for CIOC, including mentoring, therapeutic support, and restorative justice approaches tailored to their experiences.
Ensure consistent access to mental health and emotional wellbeing services.
Strengthen placement stability and continuity of support, especially during transitions between care settings or into adulthood.
Why
Children in our Care are overrepresented in the cohort of children who offend in Hartlepool—15% of YJS cases, despite representing only 4% of the local 10–17 population. The Strategic Plan identifies this group as a priority, but current responses are often reactive and fragmented. Placement instability, inconsistent access to services, and lack of coordinated planning contribute to unmet needs and increased risk. Addressing these gaps requires proactive, trauma-informed, and multi-agency approaches.
Strategic Issue 3
What needs to be done
Continue to resource a dedicated prevention and resilience worker embedded within the YJS to engage children during “reachable moments” and provide tailored support.
Integrate substance misuse services with mental health, exploitation, and safeguarding pathways to ensure holistic care.
Expand harm reduction education in schools, youth settings, and through outreach to raise awareness and reduce stigma.
Improve engagement strategies for children reluctant to access formal treatment, including peer-led approaches and flexible service models.
Why
Substance misuse is increasingly prevalent among children in Hartlepool, particularly those with chaotic lifestyles and poor emotional wellbeing. The Strategic Plan highlights rising use of street drugs like pregabalin and low engagement with existing services. Without integrated, responsive support, these children face increased risks of offending, exploitation, and long-term harm. Addressing this issue requires coordinated, youth-specific interventions that go beyond referral pathways and tackle underlying vulnerabilities.