ut with buy-in from partner agencies) • Bring together and integrate with existing universal and wider VCS and community services (Family Hubs etc), and children’s social care. • Be underpinned by a strengths-based, whole family approach to practice in line with the CSC National Practice Framework. • Be equipped to address the needs of a wide and diverse range of children and families, including children with SEND, to ensure they can access help quickly. • Allow for generalist support with specialisms built or brought in as required (e.g. on specific contexts – domestic abuse, substance misuse, mental ill-health – and/or age ranges – vulnerable infants, adolescents, etc). • Consider its interaction with care, kinship, fostering, adoption etc services/teams and support reunification • Consider how best to target and engage families and children based on population needs assessment. • Consider the circumstances under which, and processes which should be followed, when a lead practitioner changes. Consider how to balance funding, resource and other implications with deciding who is best placed to act as lead practitioner for a family (particularly in terms of non-LA practitioners). Consider geographical and other demographic contexts (both in terms of service provision and which local families and children are eligible for support). • Consider the role of the Dedicated Social Care Officer (DCSO) in Family Help. 82 • Consider and include mechanisms and practitioners who can engage local communities and respond to a diverse range of contexts and needs. Minimum expectations: Establish Family Help Lead Practitioner role Detail The local area must, with partners: • Consider and agree which practitioners are suitable for and have the capacity to undertake the FHLP role, includin