Principles of Effective Early Intervention Andrea king

Recognising the differences in our statutory landscapes The Care Act required Local Authorities to provide services that prevent local adults’ care needs from becoming more serious, or delay the impact of their needs can get the information and advice they need to make good decisions about care and support have a range of provision of high quality, appropriate services to choose from BUT in parallel: the statutory expectations around children’s services preventative role disappeared.

Why does it matter? It’s not rocket science The earlier we can help the less likely needs and complexities will escalate The less likely it is that we will get ‘stuck’ or overwhelmed There’s a cost saving benefit to, which matters in our current climate Nearly £17 billion per year is spent in England and Wales by the state on the cost of late intervention, largest shares borne by: local authorities (£6.4 billion) the NHS (£3.7 billion) DWP (£2.7 billion). https://www.eif.org.uk/report/the-cost-of-late-intervention-eif-analysis-2016

Economic and Health Economy learning 2009 study by the New Economics Foundation, Backing the Future , proposed a programme of early intervention that it argued could deliver cumulative savings of between £486 billion and £880 billion over 20 years. BMA - Some interventions may not be deemed cost effective in the short term, but should be recommended for funding over the medium to long term. The health care system tends to focus on the treatment of illness rather than prevention and early intervention, despite what the data suggest about their cost effectiveness. This may be because policy makers are reluctant to invest in interventions that are cost effective in the long term, due to the relatively short parliamentary time scales in the UK. Policy makers must therefore commit to investing over the medium to long term, in order to make cost savings further down the line. 2009: http://researchbriefings.files.parliament.uk/documents/CBP-7647/CBP-7647.pdf British Medical Association - file:///C:/Users/king1/AppData/Local/Packages/Microsoft.MicrosoftEdge_8wekyb3d8bbwe/TempState/Downloads/Exploring-the-cost-of-early-intervention-ill-health-prevention%20(1).pdf

The reality

How then? Statutory partners cannot do this alone Partnership is key The divide between statutory and non-statutory partners needs to be reconsidered Consider local infrastructure, building on local strengths, assets and talents Being innovative and creative – many of us have operated in a system that we know not to be effectively responding to local needs

Carefully considering what we resource- Adverse Childhood Experiences

Propensity

ACES Impact day-to-day

Look at it another way – through their eyes

A health warning ACEs is a useful insight but…… This is not a predictive tool This does not talk to: different understandings of multiple needs cumulative needs, which lead to enhanced risks analysis of, and understanding of, risk individual resilience individual protective factors Reflection, discussion, collaboration in partnership are essential

Direct link to Trauma informed practice Safety – physical safety, emotional safety Trustworthiness – includes consistency, boundaries and clarity Choice – maximise the opportunities to exercise choice and volition Collaboration – maximise the opportunities to collaborate, to work together with others Empowering – building skills, recognising assets and talents, enabling people to bring the best of themselves

If you prefer to visualise it…..

Very simply

Effective design or perhaps ….redesign…. Requires courage and honesty It starts with listening, really listening We must understand the Journey of our local children and adults What are the risks? Where are can we intervene early, together, to prevent the likelihood of escalation? What are the protective factors? Effective targeting based on this analysis It ends with investing in our community

The way in which we work matters The HOW matters Simply, it’s about building and sustaining trust It’s about letting go of the role as ‘expert’ It’s about real relationship Working ‘with’, not ‘to’, not ‘for’

Social Discipline Window

Beware of ‘tribalism’ Let’s think about where this framework originated Let’s reflect on why this matters

Problem solving & Creating Solutions It’s enabling people to find their own solutions, make their own sustainable plans, using the support and the capacity with the people who are ‘significant’ to them It’s enabling problem solving – together; it’s about having the difficult conversation That applies just as much to how we work with each other, as it does to how we work with local residents.

https://m.youtube.com/watch?v=jD8tjhVO1Tc

Together we are stronger

Thank you for listening, any questions? @Andrea14King