Future of Prevention Programme Interim Report

A County Councils Network and Newton Research Programme

The Future of Prevention Programme: Exploring how to deliver proactive prevention at scale

Interim update

December 2024

Delivered in collaboration by:

Contents

Purpose of this document

The case for a focus on prevention

Purpose of the Future of Prevention programme

Delivering the Future of Prevention programme

Emerging insight

Prevention in action: case study

Early thinking: a cross-council proactive prevention initiative

Next steps

Executive Summary

About the programme In the spring of 2024, Partners in Care and Health, Newton and Atlantic partnered to establish the Future of Prevention programme to support local authorities to accelerate their use of proactive prevention in adult social care at scale. The programme has now reached its halfway point and as such, this report aims to share emerging insight and planning, enabling authorities nationally, those directly involved and others with an interest in this area, to benefit from the thinking and work being undertaken in the programme. The case for proactive prevention at scale In the context of increasing demographic pressure alongside significant financial constraints, the case for proactive prevention in adult social care is stronger than ever. Over the next 20 years the number of people aged 85 or above is expected to increase by almost 75%. If change is not made, care demand from those aged 65+ will rise by 80% over 20 years.* Emerging evidence indicates that proactive prevention can have a major impact on improving outcomes whilst reducing costs. For example, Norfolk County Council’s use of targeted interventions to prevent falls is reducing fracture rates in addition to projecting savings of £4-8m pa. However, while there are pockets of good practice being seen across the country, these are not yet being implemented at scale nationally. While all forms of prevention are important, this programme focuses on proactive, targeted prevention for older people, where there is an opportunity to demonstrably and measurably improve outcomes for individuals in the short- to medium-term.

The difference the programme will make This will directly contribute to the government’s ambition to shift from ‘hospital to community’, from ‘analogue to digital’ and from ‘sickness to prevention’. There is also an opportunity to create a robust, consistent evidence base for the use of proactive prevention to improve outcomes for older people which will in turn drive further improvements nationally. Progress to date The programme is showing potential to support the government’s ambitions to embed prevention as a core feature of adult social care delivery. The senior leaders of adult social care services participating in the Future of Prevention programme are calling for a major shift in how adult social care is delivered in England: from reactive to proactive; improving lives; saving money; and getting on with it, now. A delivery model and evidence framework for proactive prevention are in development and are now being tested with colleagues across the social care sector and in central government. The next Community of Practice session in January 2025 will focus on exploring how the delivery model and evidence frameworks could be applied to specific use cases in a cross-council proactive prevention initiative. Use cases that have been suggested to date include falls prevention, carer breakdown prevention, and homelessness prevention. The final report from the programme will be disseminated to all local authorities nationally in summer 2025.

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* Source: Office for National Statistics population projects and Newton estimates

01 Purpose of this document

Purpose of this document THIS DOCUMENT PROVIDES A SHORT SUMMARY OF THE EMERGING INSIGHT FROM THE FUTURE OF PREVENTION PROGRAMME

In the spring of 2024, Partners in Care and Health, Newton, and Atlantic partnered to establish the Future of Prevention programme. The programme has now reached its halfway point and, as such, this document aims to: • Outline the objectives of the programme and how it will benefit the adult social care sector across England. • Share emerging insight, enabling authorities to benefit from the thinking and work being undertaken in the programme. • Enable wider engagement with the programme beyond those authorities already participating, showing how they can be involved as the programme develops. This interim update will be followed by a final report in the early summer of 2025, which will outline the key steps to deliver proactive, targeted prevention for older people at scale, to be shared with the wider local government sector. The final report will include a delivery model and evidence framework for proactive prevention, alongside an approach for a cross-council trial to help embed the approach.

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02 The case for a focus on prevention

What is prevention?

PREVENTION CAN BE INTERPRETED IN A MULTITUDE OF DIFFERENT WAYS

Primary Prevention: Taking action to reduce the incidence of disease and health problems within the population, either through universal measures that reduce lifestyle risks and their causes or by targeting high-risk groups.

Prevention in social care is about encouraging people to be more proactive about their health and wellbeing . It can increase independence and reduce or delay the need for care and support services

~King’s Fund

~Social Care Institute For Excellence

Prevention is about looking upstream and taking the actions that are needed to stop people becoming ill or to reduce the severity of that illness.

Secondary Prevention: Systematically detecting the early stages of disease and intervening before full symptoms develop – for example, prescribing statins to reduce cholesterol and taking measures to reduce high blood pressure.

~NHS, Public Health

~King’s Fund

Tertiary Prevention: Softening the impact of an ongoing illness or injury that has lasting effects. This is done by helping people manage long-term, often-complex health problems and injuries (e.g. chronic diseases, permanent impairments) in order to improve as much as possible their ability to function, their quality of life and their life expectancy.

Prevention is about helping people stay healthy, happy and independent for as long as possible . This means reducing the chances of problems from arising in the first place and, when they do, supporting people to manage them as effectively as possible. Prevention is as important at seventy years old as it is at age seven

~King’s Fund

~DHSC

The case for prevention IN THE CONTEXT OF INCREASING DEMOGRAPHIC PRESSURE ALONGSIDE SIGNIFICANT FINANCIAL CONSTRAINTS, THE CASE FOR PROACTIVE PREVENTION IN ADULT SOCIAL CARE IS STRONGER THAN EVER.

The adult social care sector in England is under more pressure than ever before, in part due to a combination of continued financial pressure alongside growth in demand for support. • Continued financial pressure for adult social care: • The recent ADASS Autumn Survey 2024 found that currently, 81% of councils expect to overspend their adult social care budgets this year (up from 72% in 2023/24) with an estimated total overspend of £564 million. • Although the 2024 Autumn budget allocated an additional £600m for children’s and adult social care, there is a widespread view that this is unlikely to be sufficient to cover rising costs. Changes to National Insurance • Over the next 20 years the number of people aged 85 or above is expected to increase by almost 75%. Individuals aged 85+ are more likely to be in receipt of care, and that care is more likely to be in a bedded setting (60% for 85+ vs 35% for 65-74 year olds). • If change is not made, care demand from those aged 65+ will rise by 80% over 20 years. contributions for example will create a new pressure. • In parallel, demand for social care support is rising:

Nonetheless, there is also strong cause for optimism. There is clear evidence that a more preventative approach can help to manage the impact of rising demand: • The Local Government Association predicts that investing in earlier preventative support in social care would improve people’s lives and save £3.17 for every pound spent, saving £11billion if scaled up nationally. • The previous Government’s Champion for Personalised Prevention found that applying known, evidence-based preventative interventions earlier and more broadly could add 20 more healthy days per person, per year, in the UK - a 33% reduction in ill health - unlocking a £320 billion rise in GDP over 20 years. • The Chancellor in her November 2024 Mansion House speech committed to using digital technology and prevention strategies more effectively to manage system pressures, as a central focus of the second Phase of the Spending Review.

Barriers to delivering prevention FINDINGS FROM THE ADASS AUTUMN SURVEY RESULTS

The ADASS Autumn Survey 2024 similarly found several key barriers inhibiting local authorities from accelerating a shift ‘from treatment to prevention’ in their local areas. The most frequently cited barriers to implementing prevention activity were as follows: 1. Financial pressures 2. Competing service pressures e.g delayed discharge 3. Competing pressures to implement other policies 4. Lack of understanding of what works and difficulty demonstrating impact or value for money. 5. Difficulties collaborating across boundaries and systems. 6. Lack of buy-in from partners e.g NHS

Information and advice is an important (and statutory) element of prevention and early support. When asked ‘What would be most helpful improving your information and advice?’, the top responses were: 1. Ring-fenced government funding for an enhanced digital offer, including AI 2. One-off funding to develop and pilot good practice in relation to joined-up information and advice offers between councils and local NHS partners including the ICB, primary care (GPs and social prescribers), and hospital discharge teams 3. Further support for councils to support the professional development of their digital and data professionals 4. Enhanced support programme to enable sharing of information and advice resources regionally and nationally where appropriate

7. Staff training or skills 8. Organisational culture 9. Lack of senior buy-in in the council 10. Other

Source: ADASS Autumn Survey 2024

03 Purpose of the Future of Prevention programme

Purpose of the Future of Prevention programme THE PURPOSE OF THE FUTURE OF PREVENTION PROGRAMME IS TO SUPPORT LOCAL AUTHORITIES TO ACCELERATE THEIR USE OF PROACTIVE PREVENTION IN ADULT SOCIAL CARE.

There is clearly a strong case for prevention to help meet the increasing challenges facing adult social care services, yet there are also clear barriers that exist to mobilising prevention. While there are many pockets of good practice when it comes to prevention, the challenge is often in valuing and scaling efforts.

As a result, and to help the sector to overcome these challenges, Partners in Care and Health, Newton, and Atlantic Customer Solutions have partnered to launch the Future of Prevention programme.

Over the course of a year, 21 senior leaders of adult social care services across the country (including counties, unitaries, and London Boroughs) have committed to working as part of the programme’s Community of Practice.

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The agreed scope of this work: proactive prevention for older people

There are many different forms of prevention, from broadscale public health campaigns through to very targeted prevention aimed at a specific groups of people. Preventative interventions can also be offered at different stages in a person’s journey. While all forms of prevention are important, in the context of the challenges facing adult social care, this programme focuses on proactive, targeted prevention for older people where there is an opportunity to demonstrably and measurably improve outcomes for individuals in the short- to medium-term. Scope includes the role of partners in delivery of prevention , such as health and the VCSFE sector.

Focusing on prevention with these cohorts provides several opportunities: 1) We know people in these cohorts are at risk of a crisis. We should be proactive in making holistic support available . 2) By responding to today’s pressures and working with the people we know will need services in the next few years, we will release capacity for further preventative support. 3) The ability to build an evidence base for prevention more quickly , which in turn can act as a business case for further investment.

Who? Individuals at risk of a crisis or escalation in the near future.

1 Delay

2 Prevent/ Reduce

Local Population

The scope of this programme is proactive prevention for older people

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Barriers to proactive prevention THE BARRIERS TO PROACTIVE PREVENTION ARE SIMILAR TO THOSE FOUND IN THE ADASS SURVEY, AND WILL BE TARGETED THROUGH THE PROGRAMME

A survey of 16 local authorities indicated that proactive prevention is not yet institutionalised.

Key barriers identified to scaling up prevention more widely include:

• Difficulty of quantifying the benefits of prevention to secure investment • Lack of capacity • Lack of funds • Lack of quality data

Source: survey conducted for the Future of Prevention programme amongst participating local authorities, May 2024

04 Delivering the Future of Prevention programme

Objectives of the programme THE PROGRAMME PARTICIPANTS WILL DEVELOP A MODEL FOR DELIVERING PROACTIVE PREVENTION ON A NATIONAL SCALE

The objectives of the programme are to deliver: 1. A report outlining the outputs from the programme, in particular:

The programme is delivered through a Community of Practice and a Reference Group to ensure a wide, cross- sector representation: Community of Practice Bringing together DASSs and their teams from across the country, the Community of Practice will come together for four workshops over the course of a year. Each workshop explores key thematic issues and opportunities in the delivery of effective, targeted prevention.

1. The key steps to deliver proactive, targeted prevention for older people at scale

2. A framework that can be used to consistently and robustly evidence the benefits of prevention, with input from central government bodies 2. Engagement through participants and partner bodies to communicate to central government the outputs from the programme and any enabling requirements identified through programme.

Reference Group Consisting of individuals with expertise from across health and care related to prevention. The Reference Group meets in advance of each Community of Practice. They guide and shape the design and delivery of the programme, ensuring that a range of perspectives are covered, and key thematic issues are explored.

3. Sharing of insights and themes with the wider sector and government throughout the programme’s duration.

Following the programme..

The Community of Practice has expressed a desire to deliver a large-scale proactive prevention programme across multiple councils to apply the delivery model and build a large-scale evidence base

Sector engagement in the programme

Community of Practice members:

Reference Group members:

Programme delivery THE PROGRAMME IS CURRENTLY AT ITS HALFWAY POINT

What’s to come…

Exploring innovative solutions 14/10/24 What are the building blocks to delivering prevention at scale? What are the key component parts of a strong evidence base?

The role of partners & government

25/03/25

What role does health, VCSFE and central government play in enabling proactive prevention at scale? How can we achieve this?

Making the case for proactive prevention

Following the programme… Potential large-scale proactive prevention programme across multiple councils to apply the delivery model and build a large- scale evidence base

A model for proactive prevention

29/07/24

21/01/25

What is proactive prevention? Why is it necessary and what are the challenges and opportunities associated with it?

Putting the delivery model and evidence framework into practice for a potential cross-council use case

Programme approach

THE PROGRAMME OUTPUTS ARE ALL BEING DEVELOPED IN CLOSE PARTNERSHIP WITH THE PARTICIPATING LOCAL AUTHORITIES AND PARTNER ORGANISATIONS, WHO ARE TESTING THEM TO ENSURE THEIR ‘REAL LIFE’ APPLICABILITY

Collaboration is a key part of the Community of Practice, focused on:

1) Sharing proactive preventative initiatives taking place in participants’ authorities already. 2) Collaborating on some of the challenges, opportunities and areas of best practice surrounding the “building blocks” of a proactive prevent ion model.

05 Emerging insight: Delivery model

What is a delivery model for proactive prevention? ONE OF THE KEY AIMS OF THE PROGRAMME IS TO CO-PRODUCE A DELIVERY MODEL FOR PROACTIVE PREVENTION WHICH WILL ENABLE THE APPROACH TO BE APPLIED AT PACE AND SCALE

Why do we need a deliver model for proactive prevention?

How is the delivery model being developed?

The challenge of meeting rising demand in an environment of financial pressure affects adult social care services nationally. At present, there are increasing examples of proactive prevention being used to tackle this challenge, and authorities are starting to see some very positive impacts through this approach. However, the pace and scale of impact is currently constrained because generally, authorities are trialling preventative approaches individually, designing their own prevention methodology and delivery models. This is inevitably not as time- or cost- effective as authorities being able to use a tried and tested approach, learning from what has worked (or not worked) elsewhere. As a result, to help accelerate the pace and scale of proactive prevention in adult social care, authorities participating in the Future of Prevention programme are working to develop a delivery model that will show the key steps to deliver proactive, targeted prevention for older people at scale. This delivery model will be able to be used by adult social care services anywhere in the country, to plan, design and deliver proactive prevention interventions to improve outcomes and reduce costs. For example, an authority wishing to prevent the number of people entering residential care due to carer breakdown could use the delivery model to plan, design and deliver the most effective interventions to meet this aim.

The delivery model will be: • Structured around existing frameworks for delivering proactive prevention for older adults. • Built on the wealth of examples and best practice that already exists around delivering prevention. • Able to be ‘picked up’ by local leaders and to support local delivery of prevention. • Linked to a standardised way of evidencing benefit and impact generated by the model • Accompanied by an evaluation framework which will show how the impact and benefits of proactive prevention interventions can be evaluated consistently and robustly.

The delivery model is currently being developed by the organisations participating in the programme and will be published in the programme’s final report in summer 2025. It will then be available to be used by all local authorities nationally.

Key elements of the draft delivery model THE DRAFT DELIVERY MODEL INCLUDES SEVERAL CORE ELEMENTS DESIGNED TO MAXIMISE THE IMPACT OF PROACTIVE PREVENTION INITIATIVES

Core elements:

Identify and prioritise residents based on impact

Get to know the people we want to support holistically

Actively connect people to the right support

Measure and drive the impact we’re aiming for

Aims of each element:

Understand how an individual has progressed towards their goals and outcomes and utilise this to inform further decision-making Have visibility of the effectiveness of interventions to meet certain needs Utilise effectiveness data to inform future matching decisions, continuous improvement of

Build a complete and comprehensive understanding of the available support and services to support our target cohort Equip people with the right understanding, knowledge and expertise to match individuals to the right support to meet their needs, goals and outcomes. Break down barriers to support accessibility through person- centric active connections

Understand the level of impact prevention could have on different cohorts of residents Select a cohort to prioritise for a prevention pilot Identify individuals most in need of support within the target cohort Build a culture of prevention within the community around these individuals

Make contact with people who were prioritised for prevention Communicate the reason why people were identified and what the next steps are Start to understand the person’s risk factors and goals Begin building a relationship with the person as the foundation for offering support

processes and support commissioning strategy.

PRIVATE AND CONFIDENTIAL Underpinned by a strong framework for evidencing benefit from targeted proactive prevention .

05 Emerging insight: Evidence framework

What is an evaluation framework for proactive prevention?

DEVELOPING AN EVALUATION FRAMEWORK WILL HELP PROVIDE A MORE CONSISTENT APPROACH TO HOW THE BENEFITS OF PROACTIVE PREVENTION PROJECTS ARE MEASURED

Why do we need an evaluation framework for proactive prevention?

How is the evaluation framework being developed?

The barriers to prevention identified earlier in this document highlight the challenge of knowing what works in relation to prevention, and the difficulty of demonstrating impact or value for money. Answering questions such as ‘what would have happened if this intervention had not been provided?’ are particularly complex and can often make it difficult for prevention projects to receive investment. Particular challenges identified through the programme include: • Prioritising preventative models and having confidence in porting solutions that others have evidenced • Having confidence in the impact being delivered because prevention trials and models cannot be effectively tracked and managed • Obtaining funding when confidence cannot be provided to funding and investment sources Nonetheless, measuring the benefits of proactive prevention interventions is not impossible. As a result, the Future of Prevention programme is aiming to develop an evaluation framework that can be used by adult social care services to track the impact of prevention initiatives and how they will influence overall expenditure, so that benefits cases are high quality and consistent – this will help lead to successful scaling of prevention initiatives. It is anticipated that the delivery model and evaluation framework will together be used as the national approach for the programme’s cross -council proactive prevention initiative.

The evaluation framework will: • Be based on existing research and good practice from across the heath and care sectors • Demonstrate how to set up the right measures, to support the successful delivery of key stages in a prevention programme • Ensure that it can be used to directly link prevention activity to spend levers and hence to budget impact • Work in conjunction with the delivery model to support the journey towards sustainably delivering prevention at scale. The evaluation framework is currently being developed by the organisations participating in the programme and will be published in the programme’s final report in summer 2025. It will then be available to be used by all local authorities nationally. Colleagues developing the evaluation framework are working closely with DHSC to ensure that the final framework will meet the needs of DHSC when considering whether to invest in a prevention initiative.

Key elements of the draft evaluation framework BASED ON THE GOOD PRACTICE ANALYSED, THERE ARE SEVERAL CORE ELEMENTS WHICH APPEAR TO BE IMPORTANT TO INCLUDE IN THE EVALUATION FRAMEWORK

Core elements:

Agree and establish key measures of success

Make the case for investment

Make the case to scale further

Track key measures of success

Questions to consider within each element:

Establish the overall measures of impact

Evidence the model’s impact

Estimate the costs

Establish the outcome indicators that help us build confidence Establish how to measure what would have happened without prevention

Identify a route to scale further

Select the right funding route

Build compelling business cases

Iterate the business case

Set up tracking of the key measures

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The delivery model & evidence framework together THE EVALUATION FRAMEWORK WORKS IN PARALLEL WITH THE DELIVERY MODEL TO SUPPORT THE JOURNEY TOWARDS SUSTAINABLY DELIVERING PREVENTION AT SCALE

Partnership working between social care, health and the voluntary sector

Understand available support

Prioritise a cohort for prevention

Match someone to the right support

Proactive outreach

Follow up

Identify people in need of proactive support

Understand risks and goals

Actively connect them to the right support

Decide what happens next

Identify cohort where we can have the biggest impact

Get to know the people we want to impact

Actively connect people to the right support

Sustain the model & benefits for this cohort

Delivery Model

Measure & drive the impact of prevention

Deliver prevention at scale

Agree and establish key measures of success

Evidence Framework

Make the case for investment

Make the case to scale further

Track key measures of success

Establish the overall measures of impact

Estimate the costs

Evidence the model’s impact

Establish the outcome indicators that help us build confidence Establish how to measure what would have happened without prevention

Identify a route to scale further

Select the right funding route

Build compelling business cases

Iterate the business case

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Set up tracking of the key measures

06 Proactive prevention in action: case study

Proactive prevention in action EMERGING EVIDENCE INDICATES THAT PROACTIVE PREVENTION CAN HAVE A MAJOR IMPACT ON IMPROVING OUTCOMES WHILST REDUCING COSTS

There are already several powerful examples across the adult social care sector of a preventative approach being used to improve outcomes and reduce costs, including the following:

Prevention-focussed integrated neighbourhood teams in Birmingham

AI-enabled targeting to prevent falls in Norfolk

Avoiding admissions through community integration in Essex

RESULTS •

77% reduction in social care package starts 32% reduction in GP attendances 26% reduction in inpatient starts

Those who received an intervention showed a reduction vs. control of £700 per month spend on formal care • Recorded fractures reduced from 4.2% to 0.5% for those supported • Projected saving of £4-8m pa.

2,200 people per year better supported to a more independent long-term outcome • 87% more people benefiting from the Urgent Community Response Team to avoid hospital admission • 20% reduction in placements to bedded settings post-discharge from acute.

• • • •

28% reduction in bed days

15% reduction in A&E attendances

Proactive prevention in action: preventing falls in Norfolk AUTHORITIES ARE ALREADY SEEING THE BENEFITS OF A PROACTIVE PREVENTION APPROACH, FOR EXAMPLE IN NORFOLK WHERE FALLS ARE REDUCING DRAMATICALLY

The approach:

The challenge: In Norfolk, a third of people over 65 fall every year, deeply impacting a person’s confidence, mobility and wellbeing, and costing health and social care over £4,000 per fall. The ambition: Norfolk County Council and its partners wanted to identify people at risk of a fall and offer them preventative support to increase independence and reduce demand for adult social care and health.

Intervening to mitigate the risk Tailored interventions are provided to at- risk individuals, building on individuals’ strengths and on the assets within local communities.

Identifying at risk individuals NCC built a unique connected data platform which provided a single view of residents. A supporting AI model predicted with 70% accuracy which residents were most at risk of a fall.

3 key elements to this approach: 1. Safely connecting individual data across organisational siloes to form a holistic understanding of Norfolk’s residents 2. Automatically enriching existing data by applying Large Language Models to case notes to extract strength and risk information 3. Applying machine learning models on top of our enriched resident data to target the right people with the right support

The impact achieved:

What next?

The Council is now mobilising the Proactive Intervention operating model (proactively identifying and engaging with c.12,080 people at 58-99% risk of a fall). The platform and tools developed will next be used to identify subsequent cohorts of individuals to target for proactive interventions, enabling the Norfolk system to shift from a reactive to a proactive model of support. The Council is also setting itself up to operate in this more proactive way, including how it connects residents to community opportunities and fosters community-based provision, alongside operating model changes to deliver the targeted interventions. The AI-enabled approach used to prevent falls can now be used by Norfolk to prevent escalation of needs in a wide range of use cases. Cohorts being considered next include isolation and loneliness.

There has been an average saving of £175 per person per week for those who received an intervention versus those who did not

Of the cohort of people that received interventions, the

fracture rate dropped from 4.2% to 0.5%

These improvements will reduce care package costs in Norfolk by £4-8m per annum (excluding health savings which will be additional)

07 Early thinking: Cross-council proactive prevention initiative

A cross-council proactive prevention initiative THE PROGRAMME WILL BE DEFINING HOW A CROSS-COUNCIL PROACTIVE PREVENTION INITIATIVE COULD BE DELIVERED Many of the authorities participating in the programme are keen to co-design and take part in a cross-council large-scale proactive prevention initiative. The purpose of this initiative will be to help to develop the evidence base for prevention, and to put the delivery model developed through the programme into practice. It will demonstrate to central government the quantifiable benefits that can be achieved through proactive prevention, as well as the enablers that are required to help achieve these benefits at a national scale. The next Community of Practice session in January 2025 will explore how the delivery model and evidence frameworks could be applied to specific use cases in a cross- council proactive prevention initiative. Use cases that have been suggested to date include falls prevention, carer breakdown prevention, and homelessness prevention. The Community of Practice will seek to define how a cross-council proactive prevention initiative could work in practice, including answering questions such as: • Would all participating authorities need to select the same use case or will multiple use cases be selected? • Will any additional resources be available to authorities taking part in the initiative? • What timescales are realistic for the delivery of the initiative? A proposed approach for the cross-council initiative will be included in the Future of Prevention programme final report.

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08 Next steps

Next steps

• By April 2025, the programme will deliver: •

A delivery model that can be used by any authority to design and implement a proactive prevention approach for older people • An evaluation framework which has been designed in partnership with DHSC and which can be used by authorities to quantify the impact of their proactive prevention activity • A plan for a cross-authority proactive prevention initiative , with multiple authorities using these approaches in a consistent way on a shared use case With these outputs: • Local authorities will be supported to apply a proactive prevention approach , faster and more easily • DHSC will be able to more easily measure both the cost and the impact of proactive prevention interventions for older people, informing policy making and rollout approaches

•

• We will continue to provide emerging insight to colleagues across local government and into central government as the programme develops, for example through: • Sessions at NCAS conference in November • Regional ADASS meetings • ADASS Spring Seminar

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Current milestone plan THERE ARE VARIOUS ACTIVITIES BEING PLANNED TO ENSURE THAT THE OUTPUTS FROM THE PROGRAMME ARE AVAILABLE TO THE WIDER ADULT SOCIAL CARE SECTOR

CoP final outputs published

•

Proactive prevention cross- council initiative begins (TBC)

EoIs open for LAs to take part in cross- council initiative (TBC)

•

Community of Practice (CoP) interim report published

CoP session at Spring Seminar (TBC)

Dec 24 Jan 25 Feb 25 Mar 25 Apr 25 May 25 Jun 25 Jul 25 Aug 25 Sept 25

CoP meeting #4

CoP meeting #3

Innovation Zone session on cross-council initiative at LGA conference (TBC)

Update on CoP & cross-council initiative plans to ADASS Accelerate Alumni network

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How to get involved

The final report from the programme will be disseminated to all local authorities nationally in summer 2025.

In the meantime, if you would like more information about the programme, or would like to express an interest in taking part in the cross- council proactive prevention initiative, please contact one of the programme partners:

Simon Williams Director of Adult Social Care Improvement

Partners in Care and Health simon.williams@local.gov.uk

Darius Ansari Director, Newton Darius.Ansari@newtonimpact.com Doug Sheperdigian Director, Atlantic Customer Solutions doug.sheperdigian@atl-cs.com

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