Across Scotland, local authorities are beginning the difficult process of setting budgets for 2026/27.
Demand for services is rising. Living costs are escalating. Organisations and the workforce are under sustained pressure. And every decision must balance immediate statutory duties with long-term sustainability.
In this context, one question matters more than ever:
Are we investing early enough — or are we continuing to pay for crisis?
The Cost of Late Intervention
When children and young people experience escalating risk without timely, intensive support, the consequences are significant — both human and financial.
High-cost placements in foster care, secure care and residential care can exceed six-figure annual sums per child. Beyond the financial cost, there is the disruption of relationships, education and community ties — and the lasting impact of trauma.
Late intervention is expensive.
But it is not inevitable.
Essential Support as a Strategic Investment
“I have worked alongside includem with a number of families I support, and they have always offered an excellent service. The workers are reliable, flexible, understanding, empathetic and always go above and beyond when required.”
Includem partner
At includem, our essential support model is built around one core principle: relationships change lives.
We provide intensive, flexible, whole-family support designed to prevent escalation of challenges. Our teams work evenings and weekends, 24/7, 365 days a year. We stay through crisis. We coordinate around the child, young person and their family rather than expecting them to navigate fragmented systems.
“includem provide an invaluable support to our children and young people!”
Includem partner
This approach is not simply compassionate — it is strategic.
In 2025/26 to date, includem has delivered £2,738,653 in savings for one partner local authority by preventing children and young people from entering foster care, secure care and residential placements.
Instead, young people have remained safely within families and communities, supported onto a more stable and positive trajectory.
For local authorities planning 2026/27 budgets, this is significant.
Early, relationship-based intervention:
It is not an additional cost pressure. It is a demand-management strategy.
Strengthening Families Through Evidence-Informed Practice
Our approach is underpinned by structured, evidence-informed frameworks.
We focus on strengthening family relationships rather than simply managing presenting behaviours. By building on existing strengths — not deficits — we help families recognise their own capacity for change.
Our teams make use of the Solihull Approach, supporting parents and carers to better understand children’s emotional development and behaviour. This strengthens attachment, improves communication and builds confidence within families and the wider community.
Our A Better Life toolkit provides practical, structured support to help children and young people identify goals, build resilience and develop the skills needed for long-term stability and independence.
Together, these approaches ensure that our relational practice is consistent, measurable and grounded in proven methodology.
Budget Setting Is About Priorities
Budget conversations often focus on what must be reduced.
But they are equally about what must be protected.
If we know that crisis response is significantly more expensive than early support, then shifting investment upstream is not just desirable — it is necessary.
This is not about replacing statutory services. It is about strengthening the continuum of support, so fewer children and young people require the most expensive interventions in the first place.
Partnership Matters
“The level of support, communication and information provided by the service is outstanding. It gives you great confidence in partnership working and professional efficacy.”
Includem partner
We recognise the complexity local authorities face.
Financial modelling, statutory responsibilities, political scrutiny and community expectations all shape decision-making.
Our message is simple: we are ready to work in partnership.
We can provide data, projected cost savings modelling, and collaborative planning to ensure investment decisions are grounded in both impact and sustainability.
When children remain safely at home, when families stabilise, when risk reduces — everyone benefits.
Looking Ahead to 2026/27
As Director of Services, I see daily the difference early, consistent support makes.
I see young people re-engage with education.
I see families rebuild trust.
I see crises de-escalated before they require placement.
As budget planning for 2026/27 continues, I would urge partners across Scotland to consider this:
The question is not whether we can afford to invest in early, relationship-based support.
It is whether we can afford not to.
