KEMPTON James, TOMLIN Sam
Loneliness occurs at all stages of life but little attention has been paid to its incidence and impact in the oldest old (85+), the fourth generation. This report begins by exploring: loneliness and why it matters; the incidence of loneliness in older people; and what is known about loneliness in the oldest old (85+). It then looks six contextual criteria that should be considered when initiating or commissioning interventions to tackle loneliness: rural and urban living; gender; health; living alone; community resilience; intergenerational interaction and ageism. Using case study analysis of projects that are tackling loneliness effectively, the report then explores practical steps that can be taken to reduce levels of loneliness among the oldest old. The case studies include one-to-one interventions, group services and building social networks; and encouraging wider community engagement. The case studies also illustrate the continued willingness of individuals of all ages to get involved in their local community. Whereas people might once have volunteered informally to help people they knew, ‘permission’ to initiate contact, through formalised and structured opportunities, is important. This is an important pointer as to how our modern society can organise itself to help address loneliness.
This guide sets out the issues that need to be considered when developing a business case to invest in preventive services and to ensure that any decision are based on robust and reliable data. The guide focuses on the following arguments: the importance of 'investing to save', arguing that prevention is cheaper in the long term; promotion of service innovation; placing the focus of commissioning on outcomes rather than outputs; and managing a shift in spending from acute to prevention to reduce demand over time. The guide outlines key four activities required to build a business case: understanding needs; understanding current costs; assessing possible interventions; and deciding how to measure the value and outcome of the interventions. It also provides a summary business case for prevention and using a Social Impact Bond (SBI) to finance a business case for prevention. An example case study of making a business case for prevention services in early years services in Greater Manchester is included.
BUCKINGHAMSHIRE COUNTY COUNCIL
Sets out a prevention-focused model of adult health and social care services which place emphasis on maintaining people’s independence and resilience; preventing deterioration into substantial or critical categories of need. The document outlines the current system challenges, the existing lack of joint working between sectors and services, a reactive approach to creating support services and networks and a lack of confidence or capacity to innovate and invest in prevention without an evidence base or business case. It then presents a framework for building the evidence for investment in prevention, proposing a measurement methodology and a definition of the target user group and of outcomes and impact. The document puts forward a new prevention-orientated service model, identifying the high‐level functions, which are shared by different agents and delivery mechanisms, on which the model rests. These are: intelligence and knowledge about the effectiveness of prevention‐related activities, bridging and building networks between formal and informal service delivery, connecting people, maximising existing resources and motivating and enabling. The document examines the core components of the model, which include an intelligence hub, a volunteer hub, community links officers, and community prevention officers. Funding and implementation considerations are also included.