Lancashire Police

Lancashire constabulary and the Police and Crime Commissioner have been leading a programme of work since 2012 to drive change across public services in Lancashire and shift to have a greater focus on early intervention.

They have argued that true crime prevention requires a different way of thinking about how the police work and how they work with partner agencies locally. They received 4.2m from the Home Office Police Innovation Fund in 2015/16 to implement some radical changes to some aspects of local service delivery.

EIF Support & Advice

  • EIF supported Lancashire to persuade local partners about the importance of early intervention and action, and the need for a ‘combined public service approach’ through providing input to local events aimed at getting local partners on board.
  • EIF supported thinking locally about how the police could get more involved in early intervention through focus group discussions with operational police, Police Community Support Officers (PCSOs) and Special Constabulary. This also informed the content of the EIF police guide which you can find here.
  • EIF’s work with Lancashire is ongoing and we are now supporting the plans of the constabulary to take forward and test some of the key areas set out in the EIF guide for the police. For example, testing integrated models of working with local partners and equipping front line officers and PCSOs to deliver early intervention.

Feedback from Lancashire:

 “We are starting to see a real movement here supported by yourselves…with the council, Clinical Commissioning Groups and wider partners starting to agree we need to bring resources together and work differently.  Thanks for your support. It can be a tough sell and knowing we have experts backing us is vital.

Andy Rhodes, Deputy Chief Constable, Lancashire Constabulary

As OPCC Lead for Early Intervention, I found in the EIF a rich and invaluable source of expertise, enthusiasm and ability that I was able to draw on to support the drive to change public service for the benefit of our communities.”

Amanda Webster, previously Deputy PCC, Lancashire

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Worcestershire

The vision of Worcestershire Children’s Services is to enable children, young people and families to achieve their potential in a safe environment so that they can lead successful lives.

This is achieved by ensuring that needs are clearly defined, so that the right services are delivered at the right time by the right people, to the right children, young people and families. Worcestershire achieve this by commissioning based on outcomes at a district level, provision through locality Early Help Hubs and coordination through a central Early Help Hub point of contact.

EIF Support & Advice

  • Through EIF’s advice and benchmarking analysis, Worcestershire have strengthened their needs assessment, looking more clearly at predictors of need and what this mea
    ns for service requirements.
  • EIF have supported the development of improved strategy and commissioning approaches, through the use of the Early Intervention Maturity Matrix to assess local early intervention system strengths and weaknesses, through support with developing a logic model, and through providing advice on developing a robust performance dashboard.
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Solihull

Early intervention for children, young people and families in Solihull is led by the Early Help Board on behalf of the Children’s Trust.

The local vision is to make Solihull an ‘early help place’ by helping families at the earliest point, improving children and young people’s life chances and reducing demand for crisis services. Solihull’s vision is built on five principles: causes not symptoms; families and communities can deliver earlier help; lives not services; early childhood help; and not all help is equal. Particular strengths include early intervention through schools, and community-focused and led activity. A new coordinated approach to early help is in the process of being developed as of summer 2015.

EIF Support & Advice

  • EIF have supported a review of existing early intervention systems using the Early Intervention Maturity Matrix, leading to the development of a new Early Help Strategy and action plan.
  • EIF reports and workshops helped inform the design of new approaches to early years and mental health services locally.
  • EIF has supported the design of an overarching outcomes framework for Solihull’s new Early Help system, which will enable tracking of how successful Early Help is in impacting outcomes.
  • EIF have helped with the design of web-based Early Help Assessment approaches, which will improve targeting and the ability to measure success, and influence future commissioning.
Solihull