1. Principles of Effective Early Intervention
Andrea king

2. 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.

3. 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).

4. 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:
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

5. The reality

6. 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

7. Carefully considering what we resource- Adverse Childhood Experiences

8. Propensity

9. ACES Impact day-to-day

10. Look at it another way – through their eyes

11. 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

12. 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

13. If you prefer to visualise it…..

14. Very simply

15. 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

16. 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’

17. Social Discipline Window

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

19. 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.

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

21. Together we are stronger

22. Thank you for listening, any questions?
@Andrea14King