-Agency Workforce Development Plan’, outlining i) who could take on the Lead Practitioner role in different circumstances, ii) how the Lead Practitioner will be identified for each family, iii) who in the Family Help Service will make that decision, iv) the training, knowledge and skill levels of the entire Family Help workforce and vi) how development needs will be met. • Develop or update the quality assurance framework. This should include how the Family Help Service will quality assure the work taking place with families including through audit, supervision caseloads and guidance – and what these will look like, particularly in cases where the lead practitioner is new to the role or is based in another agency. Once live, the Family Help team will need to act as the central management system for Family Help, providing: • The strategic direction for the service. • Ongoing risk management structures and processes. • An ongoing workforce strategy, including recruitment and retention planning. • Oversight of Family Help provision (including audit, supervision and guidance for lead practitioners). • Data management within the system and data requests for DfE. Minimum expectations: Establish a welcoming, integrated ‘front door’ to services. Detail • Can be physical and/or virtual. • Accessible central triage point for all referrals made to the local authority from parents and practitioners seeking help, support or protection for a child. • The Family Help team will take the final decision on who requires a Family Help response and who the lead practitioner will be (the latter in consultation with the child(ren) and family). • Test how multiple existing referral pathways can be streamlined to provide a more seamless support offer for children and families. • Initial assessm