Southend SEND Preparing for Adulthood Strategy 2025 to 2027

The local context

The challenges faced in Southend mirror that of the national picture. Southend-on-Sea City Council have recognised the challenges in these areas and have directed services to review policy and strategy to deliver change and implement action to ensure positive experiences as children and young people transition from childhood to adulthood.

The Preparing for Adulthood strategy will be closely aligned and linked with other council policies and strategies, specifically, the ‘Southend SEND strategy’, ’Tackling Poverty strategy’ and ‘Living Well Strategy’. All council policies and strategies are underpinned by the priorities set out in the corporate plan which supports the Southend City vision.

Employment

What is working well?

  • high participation in education and training: In September 2024, 93.4% of children and young people aged 16 to 17 with SEND in Southend were participating in some form of education or training. This trend has remained stable with high September participation for the past three years
  • specialist support services are available: The Connexions service provides Careers Education Information, Advice and Guidance (CEIAG) to 10 settings, including two alternative provisions. The Southend SEND Team and Elective Home Education team can refer children and young people for individual careers interviews with a specialist SEND advisor
  • partnership working through the Greater Essex Careers Hub: Southend is part of the Greater Essex Careers Hub, a partnership with The Careers and Enterprise Company and the local authorities across Essex. This collaboration brings shared resources, expertise, and a regional approach to improving careers guidance and partnerships with the employment and skills sector
  • children and young people's voices are being heard: The END Youth Forum is actively sharing views, such as the importance of work experience. An online engagement survey in March 2025 gathered feedback from children and young people and parents, along with multiple in-person engagement events in the following months, showing a commitment to co-production and listening to lived experience
  • Adult learning opportunities are available: For those aged 19 plus, earning under £25,000 or unemployed, there is access to:
    • Free Courses for Jobs
    • Skills Bootcamps
    • Essential Skills courses (english, maths, digital)
    • these programmes offer second chances and pathways into employment for young adults with SEND

What are the opportunities for development?

  • earlier careers guidance: There is an opportunity to enhance the impact of careers guidance by introducing it from Year 9. Starting earlier would allow children and young people more time to explore their options and make informed decisions before college applications open. Strengthening the quality and consistency of guidance sessions could also ensure they are seen as meaningful and supportive rather than procedural
  • consistent access to specialist support: Expanding the consistent use of specialist services like Connexions, particularly for children and young people with SEND, presents an opportunity to provide more tailored and effective careers advice. Leveraging these resources more strategically could improve outcomes and confidence among SEND learners
  • inclusive work experience opportunities: There is a valuable opportunity to build stronger partnerships with inclusive employers and improve information sharing. This would help families and schools more easily identify welcoming workplaces for children and young people with SEND, enriching their real-world experience and employability
  • expanded post-16 pathways: Increasing the availability of specialist post-16 settings can offer children and young people a broader range of meaningful options. This would help ensure that choices are based on interest and aspiration rather than proximity or convenience, potentially reducing dropout rates and increasing engagement
  • providing flexible post-16 admissions: Introducing an offer of flexible entry points throughout the year for specialist post-16 education and training could reduce the time children and young people spend NEET (not in employment, education or training). This would support smoother transitions and better continuity in learning and development
  • proactive transition planning: There is an opportunity to introduce Preparing for Adulthood conversations earlier than Year 11. Earlier planning would allow families and professionals to better support children and young people through key transitions, leading to more successful and personalised outcomes

What the data shows

  • only 25% of schools give careers advice before Year 11
  • 88% of children and young people say Southend doesn't offer enough support to help them succeed
  • 75% of parents say they were told about Preparing for Adulthood too late
  • 93.4% of SEND students aged 16 to17 are in education or training — but many don't finish their courses
  • Southend's unemployment rate is 5.2%, higher than the national average of 3.4%

Independent Living

What is working well?

  • early transition planning: The Children with Disabilities (CWD) Team initiates transition planning from age 14, ensuring a person-centred approach that supports aspirations into adulthood
  • multi-agency collaboration: Strong links between the CWD team and other professionals (e.g. medical staff, carers, schools) help provide holistic support
  • range of support options: The CWD team offers flexible care packages including:
    • direct payments for personal assistants
    • in-home and out-of-home support
    • short-term overnight breaks
  • assessment frameworks in place: Southend-on-Sea City Council uses the Connected Southend model, co-produced with service users, to assess and deliver care and support
  • existing strategy and policy in place: The ‘Tackling Poverty Strategy’ and the ‘Living Well Strategy’ are two council strategies with existing action plans that address independent living

What are the opportunities for development?

  • affordability barrier to independence: Explore innovative housing solutions and employment pathways to support children and young people in achieving independence, particularly those without family support or with additional needs. Strengthening the link between employability and affordable living can empower more children and young people to thrive independently
  • transition gaps: Enhance early identification and inclusive transition planning for all children and young people, not just those already known to services. This opens the door to more equitable support and smoother transitions into adulthood
  • emotional and social needs: Develop and expand access to meaningful activities, such as work, volunteering, and social engagement, to support emotional wellbeing and social inclusion. This can foster resilience and a stronger sense of purpose among children and young people
  • awareness and navigation: Improve system transparency and empower families through clearer communication, accessible resources, and coordinated multi-agency support. This can build confidence and ensure families are better equipped to advocate for their children and young people
  • expand access to structured travel training programs: There is an opportunity to develop and scale person-centred travel training across all relevant settings. This includes ensuring staff are trained to deliver these programs and that children and young people are identified early for participation

Community Inclusion

What is working well?

  • range of services: Includes leisure, activities, and short breaks tailored to different levels of need
  • strategic alignment: The Tackling Poverty Strategy (2023 to 2026) prioritises reducing barriers and improving communication
  • partnership working: Services are working together to strengthen outcomes and improve the digital offer

What are the opportunities for development?

  • enhancing awareness: There is a valuable opportunity to develop targeted outreach strategies that ensure families are well-informed about the services available to them and how to access them easily
  • strengthening communication: By aligning professional information sharing and offering cross agency training with local partnerships, we can build greater trust and clarity, fostering a more cohesive support network for families
  • bridging the digital divide: This presents a chance to design inclusive digital solutions and provide support that ensures all families, regardless of digital literacy or access, can engage with services effectively
  • improving impact monitoring: Establishing consistent data collection and analysis methods offers the opportunity to better understand service reach, identify gaps, and tailor support to those most in need

Health and wellbeing

What is working well?

  • youth voice and engagement: The Make Your Mark consultation ensures that children and young people, including those with SEND, are actively involved in shaping priorities. The Youth Council and East of England Multi Schools Council are actively involved in informing council priorities
  • multiple access points: Children and young people can access SET CAMHS through GPs, schools, school nurses, professionals, or self-referral — promoting inclusivity and accessibility
  • daily triage and prioritisation: The Single Point of Access (SPA) Team reviews referrals daily, helping to prioritise urgent cases and streamline support
  • community-based support: Emphasis on signposting to sports, arts, and volunteering opportunities supports holistic wellbeing
  • transition support for long-term conditions:The Ready Steady Go programme helps children and young people with long-term health needs prepare for adult services

What are the opportunities for improvement?

  • supporting families through health transitions:There is an opportunity to provide clearer guidance and education around health transitions, including terms like ‘Gillick competence’ and ‘Deputyship’, to empower families and children and young people during this critical period
  • enhancing access and reducing waiting times: There is an opportunity to streamline access to mental health services and clarify service responsibilities. This could reduce delays and build trust among children and young people, families, and professionals
  • improving continuity and consistency of care: Strengthening coordination across services can help ensure children and young people and families receive consistent advice and support, moving beyond signposting to more proactive engagement
  • leveraging the established Mental Health Framework: The implementation of the THRIVE Framework provides a strong foundation for a structured, needs-based approach to mental health support. There is an opportunity to build on this by ensuring consistent application across all services and enhancing awareness among professionals and families to maximise its impact
  • strengthening the ADHD Care Pathway: Addressing the withdrawal of shared care arrangements presents an opportunity to improve continuity in ADHD medication management and ensure smoother transitions to adult services
  • expanding service capacity to meet growing demand: With rising demand for mental health and neurodevelopmental assessments, there is a clear opportunity to invest in service capacity and workforce development to reduce waiting times
  • mitigating the impact of medication shortages: Developing contingency plans and improving communication around ADHD medication availability can help reduce pressure on families and providers during national shortages