Using SME and VCSE Partnerships to Strengthen Preventative Care
Preventative care is central to adult social care commissioning strategies. SMEs, VCSEs and social enterprises often deliver the early-intervention and community-based support that prevents escalation into higher-cost statutory services.
This article sits within SME, VCSE & Social Enterprise Engagement and supports wider social value priorities focused on sustainability, prevention and community resilience.
Why prevention drives partnership working
Commissioners recognise that preventative support is most effective when delivered close to communities. VCSEs and SMEs are often well placed to build trust, engage early and respond flexibly.
Prevention-focused partnerships typically aim to:
- Reduce crisis interventions
- Support independence and resilience
- Delay or avoid higher-cost services
Designing preventative pathways with partners
Effective preventative pathways are planned, not incidental. Providers work with partners to define eligibility, referral triggers and expected outcomes.
Operational example 1: Community support preventing mental health escalation
A provider supported adults with mild mental health needs at risk of crisis. The context included frequent A&E attendances.
The support approach involved partnership with a VCSE offering peer-led wellbeing groups and one-to-one support.
Day-to-day delivery included early referral, shared action plans and regular progress updates.
Effectiveness was evidenced through reduced A&E attendance and improved wellbeing scores.
Measuring preventative impact
Commissioners expect preventative activity to be evidenced, even where outcomes are long-term.
This may include:
- Reductions in incidents or referrals
- Improved independence measures
- Service user feedback
Operational example 2: Social enterprise preventing tenancy breakdown
A social enterprise delivered tenancy sustainment support. The context involved rising tenancy breakdown rates.
The support approach included early intervention following warning signs.
Day-to-day delivery involved joint visits and regular review meetings.
Effectiveness was evidenced through improved tenancy sustainment rates.
Embedding prevention into governance frameworks
Preventative partnerships must be governed with the same rigour as core services.
This includes:
- Clear outcome monitoring
- Risk review and escalation
- Alignment with care planning
Operational example 3: Preventative support reducing safeguarding referrals
A VCSE delivered family support to adults with learning disabilities. The context involved recurring low-level safeguarding concerns.
The support approach focused on early intervention and skills development.
Day-to-day delivery included regular feedback to provider teams.
Effectiveness was evidenced through fewer safeguarding referrals and improved family relationships.
Commissioner expectation
Commissioner expectation: commissioners expect providers to use SME and VCSE partnerships to demonstrably reduce escalation and improve preventative outcomes.
Regulator / Inspector expectation
Regulator / Inspector expectation (e.g. CQC): inspectors expect preventative partnership work to support safe, person-centred care and reduce avoidable risk.