Families First Update for Safeguarding Partners – April 2026
Families First Update for Safeguarding Partners
Steering Group – April 2026
Work to introduce the Family Help model is continuing to build momentum, with a strong focus on preparing the system for transition and strengthening the foundations for delivery later in the year. Activity across the partnership is centred on workforce development, multi-agency working, and putting the practical arrangements in place to support a more joined-up approach for children and families.
There has been good progress in developing the workforce needed to deliver the new model. A number of senior roles and frontline posts have been filled, including Service Managers, Family Help Key Workers and Child Protection Leads. Recruitment to other roles, including the multi-agency team manager and education representative, is progressing. At the same time, there remain some gaps—particularly in experienced safeguarding roles—which are being actively managed through recruitment and workforce planning.
Alongside this, partners are continuing to strengthen multi-agency working arrangements, particularly through plans to move the MASH to Partnership House. Work is underway to map available space across buildings, with partners exploring how community hubs and shared environments can support more integrated working. There is also increasing involvement from other services, including probation and housing, helping to build a more connected front door to services.
Practical arrangements to support this transition are being worked through, including accommodation, ICT infrastructure, and accessibility. While there are some logistical challenges, partners are working collaboratively to identify solutions that will support co-location and improve joint working over time.
Progress is also being made in developing the systems and tools that will underpin Family Help. Work is underway on the design of the Family Help Assessment and CFN Connect processes, with testing already taking place and a planned system transition later in the year. Alongside this, practice standards and a quality assurance framework are being developed to support consistent delivery across services.
There is increasing clarity around transition arrangements, including key changes to how cases move between services and how early help support is coordinated. Some areas—particularly step-down pathways and targeted early help—are still being worked through to ensure there is a clear and consistent approach for families.
Workforce development is a growing area of focus, with a clearer understanding of training needs beginning to emerge. Training is being planned and tested, including integration with systems, although there is ongoing discussion about how this will be coordinated and resourced longer term. This reflects a shared commitment to ensuring staff are well supported to deliver the new model.
Financial planning is also aligning with the Family Help approach. This includes participation in a kinship care pilot and plans to reinvest funding into family support, helping to strengthen family networks and reduce the need for statutory intervention where possible.
Overall, the programme is making steady progress, with activity increasingly focused on turning plans into practical arrangements ahead of implementation. There is a strong sense of partnership working, with ongoing work to address areas of complexity and ensure the model is effective when fully introduced.
