Children & Families - Family Contact Point Protocol

Children & Families - Family Contact Point Protocol This protocol was developed during the establishment of Family Contact Point (FCP), it focusses on Family Contact Point s core purpose and processes and has been accompanied by work to clearly measure activity and performance and confirm resources. An explanation of the model used in drawing up this protocol can be found in Appendix A) CONTENTS PURPOSE Introduction Primary Aims of Family Contact Point Values That Underpin the Service Who the Service is for Contacting the Service Service Standards PEOPLE Structure and Resource Arrangements Capacity PROCESS Family Contact Point Service Description How Staff Work Together to Safeguard Children & Young People. Legal and Policy Framework PERFORMANCE Performance Management and Quality Assurance Appendices A. Process Flow Charts, Step Action Tables and Quality Standards Contact Screening Initial Decision Making- Management oversight Early Help Requests Domestic Violence (to be completed) Early Help Record Administration (to be completed) Police (to be completed) B. Role Profiles Assistant Team Manager Senior Practitioner Domestic Abuse Social Worker Advice & Officer 1

Version and Approval Version Document Owner May 2014 Final Maria Young Document Save Date 27/05/2014 Version History Version Changes History 0.3 01/05/2014 Reformat to include: Purpose, People, Processes and Performance. Addition of Capacity Calculations, Role Profiles, Expected Standards and Scorecard Measures Final Version Approval Changes from Maria Young and Annette Peer including removal of FAS workers Approval Position Signature / electronic approval reference Maria Young Service Manager Annette Peer Service Manager Suzie Bridgeman Training & Systems Development Louise Champion Principal Officer - Health and Wellbeing Date Revision Schedule The key responsibilities are to maintain an up to date version and seek sign off from the Version Approval Group in line with the Revision Schedule. Revision Schedule May 2014 September 2014 Responsibility Maria Young Maria Young 2

PURPOSE Introduction The primary aim of the Family Contact Point team is to receive all contacts to Children & Families at Swindon Borough Council and gather rich information to enable a robust decision to be made within 24 hours. The service aims to provide a rapid, effective and responsive screening service to all those seeking assistance for vulnerable children and families at initial point of contact, aiming to ensure that children s needs are identified early so that services can be targeted early into the life of the problem. The team has been in operation since September 2013. A core team consists of ATM, A&I Officers (5); Social Workers (3); DA Coordinator; Health Professionals; Early Help and a Police Officer. It is envisaged to expand the multi-agency working, to include a permanent Early Help professional and a second Police Officer dealing with Missing Persons. Various improvements have taken place since this time and the service continues to be reviewed to ensure a robust and responsive service. Family Contact Points Primary Aims: Through excellent practice, to keep our children and young people safe. We will achieve this by:- Outcome focussed practice using the Signs of Safety framework Child centred decisions underpinned by good risk assessment Excellent communication with all parties involved Use of information Continuous improvement, debate and challenge on the way in which we deliver services We will safeguard children by:- Improving our partnership working, information sharing and joint decision making Providing a consistent and timely response to the needs of children to improve their outcomes Ensuring that children receive the right level of support appropriate to their level of need We will improve outcomes for children and young people by:- Ensuring that early decisions are made on whether a child and family may need support/interventions from a range of services, inclusive of Social Care or Early Help services Enabling robust and thorough information gathering and analysis in order to evidence children s needs and to protect them from harm Collecting and recording information held by partners and agencies on multiple systems 3

Providing more appropriate advice to professionals following multi-agency information sharing and decision making Assisting in the identification of critical groups of vulnerable children and young people Raising awareness and understanding of multi-agency roles, responsibilities and practice Improving the timeliness and quality of decision making and subsequent assessments and interventions. Values which will Underpin the Service: A strong focus on listening to and understanding the voice of children, young people and parents/carers, including the gathering of feedback on services received. The right support being identified for the child or young person at the right time and at any point along their continuum of needs. Excellent safeguarding practice and effective partnership working by all agencies throughout the child s journey, with strong and effective leadership. A robust responsive process for professionals and members of the public raising a concern including having access to appropriately qualified staff. Quick and effective signposting and the provision of quality advice providing early help to avoid unnecessary referrals to social care and other level 3 services. Timely, co-ordinated and consistent responses to reported concerns. Evidenced risk assessment balanced with professional judgement. Effective information sharing under agreed principles, formal agreement and statutory guidance/policy. Clear, concise and high quality case recording. Actively managed, seamless step-up and step-down across the thresholds of need. Who is the service for? The service is available for anyone (professionals or members of the public) to report any concerns in respect of children and young people up to the age of 18 (0-25 years with a disability). Contacting the Service E-mail Family Contact Point email address is FCP@swindon.gov.uk This mail address is available to members of the public and professionals. An alternative secure e-mail address FCP-GCSX@swindon.gcsx.gov.uk enables professional bodies including the Police to send confidential information to the service. 4

Telephone Members of the public and professionals may contact Family Contact Point by telephone on 01793 466903. The call will be answered by an Advice and Officer. The office is open from Monday to Thursday 8.30 a.m. to 4.40p.m and 8.30 am to 4.00pm Friday. Any child protection matters will immediately be passed to a Social Worker from them to advice, assess and make a decision in regards to safeguard the children in question. An Emergency Duty service 01793 436699 is available out of hours and on bank holidays and any contact received by that team, which requires further response or analysis is passed to Family Contact Point. Any case requiring a Child Protection Response or follow up is passed directly to the relevant Social Work team. Office Visit If a child or adult visits the Service Centre and asks to speak to a Social Worker they will be directed to the dedicated Children & Family reception area by front-of-house staff. A room will be assigned for an interview with the appropriate worker. Other Professionals Referrals by professionals are made using the Referral Form which is available electronically on Swindon s intranet and Schools-on-line; the form can be e-mailed to professionals if required. Exceptions in which a referral may be made without a completed referral form are: Referrals regarding immediate child protection concerns (professionals will be required to complete the referral form within 48 hours following contact with the service) Notifications or enquiries from the police, these are received via secure e- mail if from CPRU or to the general email address Legal notifications or instructions from Solicitors or Court (usually relating to contact/residence issues or special guardianship) Contacts requesting information These are redirected to the Team that holds/held case responsibility to respond to such requests. These requests are completed within 15 working days of receipt. 5

Service Standards Within one working day (24 hours) of a referral being received, a local authority social worker will make a decision about the type of response that is required. This decision is verified by the ATM Where the referral is passed to another team, Family Contact Point will pass the referral on the day the decision about the type of response is made. Feedback will be given by a local authority children s social care to the referrer on the decisions taken within 3 days. A letter will be sent or a conversation will take place with the parents/carers of a child, to ensure they are clear about the recommendations and the actions being taken. Daily Service Activity Measures Contacts Decisions Early Help Records Early Help Plans CIR For Missing No. Received No. Completed No. Outstanding Weekly Service Activity Measures Average Number of Days to Make a Decision Number of Decisions for Social Care Assessments Passed to A&CP Number of Early Help Requests (Passed from the Family Contact Point) Number of Open Early Help (Cases with an Early Help Professional already involved) Number of Contacts Already Open to Social Care with a Social Worker already involved Re Referrals NFA these to be detailed 6

PEOPLE Structure and Resource Arrangements The current structure of the Family Contact Point is as follows:- Service Manager Social Field Work (also responsible for Community Social Work Teams; Emergency Duty Team; Outreach and Group Work Team; Assessment and Child Protection Team and Court Team) Assessment & Child Protection Manager (management responsibility for both Family Contact Point Team and the Assessment & Child Protection Team) Assistant Team Manager Family Contact Point & Advice Officers 5 posts Initial Decision Makers Social Workers 3 posts Early Help Professional Police Officers 2 posts (1 for missing persons) Domestic Abuse Co-ordinator Senior Practitioner 1 post The range of skills and experience that has been brought together in this team is being actively shared across team members to broaden knowledge and understanding of the wide range of support available to vulnerable children from early help through to social care involvement. Role Profiles for the Assistant Team Manager; Senior Practitioner Domestic Abuse; Social Workers and & Advice Officers can be seen in Appendix C. The Police are supporting the multiagency decision making and information sharing processes by seconding two posts to FCP, one of these post has a targeted role for Missing Persons Family Contact Point is co-located with the Child Health Team within the Civic Annex on Swindon Borough Council s main complex. In 2014, it is planned to co-locate the team with the Assessment and Child Protection team to ensure best use of resources and information. The Service Manager Social Care Field Work has overall responsibility for the service. The Service Manager liaises with Early Help Senior Managers to ensure that they are informed of activity and work together to ensure the smooth running of the team. 7

Capacity The table below evaluates the resources and high level work volumes to give an indication of capacity. It does not take into consideration of the daily variation in work and planned changes to the Domestic Abuse Process. Contact Management Advice and Weekly Hours Weekly Hours Shrinkage @75% Weekly Minutes Provided Minutes per Month Average Number of Contacts Sep to Dec Time Allowance for 50% 0f Total Call Time for FCP Time per Contact Excluding Call Time Advice and Info. Grade M* 37.00 27.75 1665.00 7159.50 Advice and Info. Grade M 37.00 27.75 1665.00 7159.50 Advice and Info. Grade M 37.00 27.75 1665.00 7159.50 Advice and Info. Grade M 37.00 27.75 1665.00 7159.00 Advice and Info. Grade M 25.00 18.75 1125.00 4837.50 TOTAL 173.00 102.00 6120.00 26315.50 643 6970 30 * Early Help Record Work Has been Measured to Occupy 1 FTE Telephone Activity Calls Minutes Total Minutes Incoming Calls (3 Month Average Sep to Nov 2013) 7460 Total Minutes Outgoing Calls (3 Month Average Sep to Nov 2013) 6120 Decision Making Weekly Hours Weekly Hours Shrinkage @75% Weekly Minutes Provided Minutes per Month Ave Number of Decisions Sep to Dec Time Allowance for 50% 0f Total Call Time for FCP Minutes Provided per Unit Social Worker Grade Q 37.00 27.75 1665.00 7159.50 Social Worker Grade Q 37.00 27.75 1665.00 7159.50 Social Worker Grade Q 30.00 22.50 1350.00 5805.00 Early Help Grade Q 0.00 0.00 0.00 0.00 TOTAL 104.00 55.50 4680.00 20124.00 414 6970 32 Standard DA Reports Ave Oct/Nov/Dec Minutes per DA 2013 DA Grade Q 37.00 27.75 1665.00 7159.50 136 53 ATM 0 291.67 31500.00 1665.00 GRAND TOTAL 449.17 42300.00 48104.50 The current resource provides 30 minutes for each contact and 32 minutes for each decision based on September to December 2013 volumes. Work to support Early Help Records and Team Around the Child Meetings has been measured in March 2014 to occupy 1FTE. 8

PROCESS Family Contact Point Service Description All concerns about a child/ren will be managed through the Family Contact Point, as single point of access; this includes concerns raised by members of the public or professionals. Where appropriate advice and information can be given, signposting to appropriate services in order to identify interventions and appropriate actions. The Assistant Team Manager and Social Workers work with professionals from Early Help Services and the Police to deliver an integrated service with the aim to research, interpret and determine the appropriate response. There will be agreed processes for analysing and assessing risk based on the fullest information picture to determine if the vulnerable child is suffering of likely to suffer significant harm. Troubled Families are identified and signposted for Families First intervention, with consent from such family. As part of the role in FCP, the Domestic Abuse Coordinator will assist in assessing the level of risk and subsequent decision making as to what service would be best place to meet a child s needs. This coordinator will also be utilised as Consultant in regards to all Domestic Abuse matters, across Early Help and Social Care and will be a port of call for all partner agencies. FCP is also the point where Early Help Records and Plans are recorded and information is shared. TAC meetings are set up and minutes are centrally held. How will staff work together to safeguard children and young people? Through operating a screening and triage function, contacts are escalated depending on the information provided. The ATM has management oversight over all contacts passing through FCP. Qualified social workers will have oversight of reported concerns and will make assessments/ judgements as required on levels of need/risk and appropriate actions. At any stage during the assessment of a concern, one of the following actions or recommendations will be identified:- Provide the caller with information and advice Signpost the caller to specific agencies/resources Recommend the engagement of Early Help Services when appropriate Treat the concern as a referral to social care which requires the seeking of parental consent to share and discuss information; to risk assess and 9

determine appropriate safeguarding actions passing concerns swiftly to the Assessment & Child Protection Team Treat the concern as urgent high risk and request a fast track response through the Assessment & Child Protection Team engaging emergency protection services if necessary Provide daily feedback to schools as to incidents of Domestic Abuse that took place within families, 24 hours before. This will only be done when assessed as in a child s best interest and in accordance with Sharing Protocols Feedback will be given to referrers on every occasion as to the next course of action. All staff within Family Contact Point will have knowledge of and make use of the established escalation policies and procedures when there is a dispute over a safeguarding decision. Legal and Policy Framework All organisations working with children, young people and families share a commitment to safeguard and promote their welfare. The legislation most relevant to Family Contact Point includes: The Children Act 1989 - one of the main themes is the encouragement of greater cooperation between those responsible for children and statutory or voluntary agencies. Children Act 2004 - The Act sought to emphasize the importance of interagency work and cooperation in meeting the needs of children and to ensure that children s views are ascertained and represented, improve outcomes for all children, as well as those defined as in need under the Children Act 1989, by focusing services more effectively around the needs of children, young people and families. Education Act 2002 - The underlying aim is to place responsibilities for making child protection arrangements on a statutory footing and to provide further safeguards against child abuse. sharing guidance Whether integrated working is through specific multi-agency structures or existing services, success for those at risk of poor outcomes depends upon effective partnership working and appropriate information sharing between services. The Framework for the Assessment of Children in Need and their Families states that Professionals from a number of agencies, but in particular health and education, are a key source of referral to social services departments of children who are, or may be, in need. They may already know these children and their families well and, if so, they will be key in assisting social services departments to carry out their assessment functions under the Children Act 1989. The National Service Framework for Children Young People and Maternity Services 2004. NICE Guidance CG 89 when to suspect child maltreatment. 10

Working Together to Safeguard Children March 2013 Childrens and Families Act 2014 The team are guided by the Swindon Childcare Manual which is available electronically http://swindonchildcare.proceduresonline.com/ and the South West Child Protection procedures available electronically www.swcpp.org.uk. In addition, the LSCB prints small pocket guides for anyone which give advice and guidance. Statutory standards are provided by the Working Together document 2013. Threshold guidance is provided by the Swindon LSCB available electronically at http://www.swindonlscb.org.uk/wav/pages/multi-agency-thresholds-document.aspx Detailed process charts, step action tables and quality standards for Family Contact Point service are attached at Appendix B and are available for staff electronically within the Swindon Childcare Manual. 11

PERFORMANCE Performance Management and Quality Assurance A daily report of contacts and referrals is available to check the timeliness of the FCP response to work received, to ensure that cases do not fall outside the expected timescales On a weekly basis a report is run on all contacts received by Family Contact Point which details numbers of contacts received and the response generated. These are reviewed by the Family Contact Point Assistant Team Manager this has two functions To ensure that the system has been used correctly to record the action To assist in the audit of decision making Audits are undertaken on 10 contacts and 10 decisions within Family Contact Point each month by the Family Contact Point and Assessment & Child Protection Manager. A monthly report will be prepared with an overview of the audits undertaken, which will be submitted to the Children & Families Senior Management Team. The purpose of this is; To check on the quality of decision making, analysis and reasoning for decisions To identify areas for learning and development To identify any opportunities to improve service delivery e.g. systems and processes The service is reviewed periodically by the Safeguarding and Quality Assurance Team. Performance Measures The performance scorecard for FCP will be produced by the Business Performance Team from June 2014 and includes measurement of the following: Making a decision in 24 hours Sources of contacts and referral How many contacts and referrals Outcome of contacts and referrals Volumes of EHR / Plan s / TAC s Formal monthly performance reporting is managed by the Business Performance Team as part of the Front Door Report. 12

Appendix A Background to the Protocol A protocol is a step by step description of how work is done and is informed by policy which describes what an organisation aims to achieve. Procedures describe the established way of doing things and are less detailed than protocols. A protocol should be regularly updated. This protocol model reflects the evidence based Leadership and Management Framework developed by the Social Care and Social Work Improvement, Scotland and the National Skills Academy for Social Care Leadership Qualities Framework for service management that includes planning, managing people, managing resources and managing performance. The essential design of the model is as follows: (Based on the Management Framework by the Social Care and Social Work Improvement Scotland) What outcomes are we trying to achieve for the benefit of people who use these services? PURPOSE PEOPLE Do we have the capability and capacity to achieve these goals? Have we achieved our goals / service outcomes? Do our processes add value and help us achieve our purpose? PERFORMANCE PROCESS Purpose Clarity of expectation for individuals and teams is fundamental to the delivery of effective services. Asking the question What outcomes are we trying to achieve here for the benefit of the people who use these services? not just once but on a continual basis, this can lead to some challenging responses, and with the inevitable conflicts of resource constraints set against perceived needs, it is a question that needs to be addressed at all levels. 13

People To deliver the purpose there is a requirement for people with the capacity and capability to deliver services. Alongside understanding the right number of people and the capabilities required to deliver a particular service there is the need to measure how people are performing and provide feedback, people need to be developed and encouraged at every level. Process Process enables purpose to be turned into performance. It is all the parts of the organisation - systems, processes and practices - that turn intention into action. Processes can also disable delivery. Everyone needs to ensure that systems, procedures, practices and structures add value and support delivery of service outcomes. Processes need to be designed to ensure they add value by motivating and engaging staff who deliver the services as well as supporting service delivery. Performance Measurement is not always easy but reliable information that evaluates performance is essential. Without measures it is difficult to distinguish change from improvement and to recognise accountability. Not everything can be measured, reflective practice - is critical in management, learning from performance - what has helped and what has hindered - will inform questions about the purpose and performance of the service. 14

Appendix B Process Flow Charts, Step Action Tables and Expected Standards Contact Received at Family Contact Point Advice and Officers 1.0 High Level To Be Family Contact Point Contact Received at Family Contact Point Version 1.0 Screening and Advice Team Family Contact Point START Contact Received 1.1 Written or Voice 1.2 VOICE WRITTEN Sort and Prioritise Contacts 1.3 Contact Meets Criteria for Childrens Services (CS) 1.4 NO YES Pass to Relevant Department or Resolve 1.5 END 2 Step Short Description 1.1 Contact Received 1.2 Written or Voice 1.3 Sort and Prioritise Contacts 1.4 Contact Meets Criteria for Children s Services 1.5 Pass to Relevant Team Action Answer calls, check e-mail boxes etc. If there are any immediate concerns about a child s safety refer to the social workers without delay For written contacts consider the priority and action required Under the direction of the Assistant Team Manager prioritise contacts and the action to be taken Identify all contacts where there is or may be any concern about any aspect of a child s wellbeing and accept this as a Contact - If unsure refer to the ATM or social workers Where the contact does not refer to a child or is a request for another service pass the request to the relevant service or provide information Responsibility Advice & Officer Advice & Officer Advice & Officer Advice & Officer Advice & Officer 15

Screening of Contacts Advice and Officers 2.0 High Level To Be Family Contact Point Screening of Contacts Version 1.0 Screening and Advice Team Family Contact Point 2 CS Contact Received 2.1 Written or Voice 2.2 Written Phone Referrer As Required 2.3 Voice Validate Call 2.4 Existing Social Worker Involvement? 2.5 No Yes Pass to Lead Professional 2.6 Gather Background Check Other Systems etc. 2.8 Is only Advice or Required? 2.9 Obtain Consent 2.11 Update Capita One 2.12 Yes Update Capita One with Outcome 2.7 Provide Advice and or Signpost Accordingly 2.10 End Pass to Initial Decision Making Team 2.13 3 Step Short Description 2.1 Contact Received Action Manage contacts from a variety of channels as directed by the Assistant Team Manager. Gather information from contact Check databases to ascertain if child is known to Children s Services. All details on any contact e.g. RF1 or PPD need to be checked on the system and any new details added e.g. phone numbers professionals involved etc. as well as ethnicity. If a secure e-mail is received and the child is known the child s name, ICS number and sibling details are added and the e-mail reviewed by the ATM. If the case was closed within the last three months a new IRR should be completed and Responsibility Advice & Officer 16

workflowed at pot ref. and an e-mail sent to the previous social worker and their manager. If there are safeguarding issues the duty manager should be called. 2.2 Written or Voice 2.3 Phone Referrer as Required Consider what additional information may be required particularly on written contacts. Make enquiries to gather more information as required. If a caller wants to discuss an issue all details should be taken and the system checked. Decision to be made if call is to be transferred to a social worker to address concerns. The message should be workflowed with a description of the issue in the heading. 2.4 Validate Call When making enquiries validate contacts and sources of contacts 2.5 Existing Social Work Involvement 2.6 Pass to Social Work Caseholder 2.7 Update Capita One Confirm if there is current or recent social care involvement. If a caller asks for a specific social worker in the FCP team the system should be checked to ensure the case is not allocated. If the social worker is not on the phone then the call should be put through. Workflow existing social care cases to existing social work case holder Send copy to relevant social care team manager Update Capita One, ICS with all information and action taken. IRR s should be added to the system for any contact, as at the date received with a workflow message to FCP with the date at the front of the message for a social worker to follow up Advice & Officer Advice & Officer Advice & Officer Advice & Officer Advice & Officer Advice & Officer 2.8 Gather For new contacts and open Advice & 17

Background 2.9 Advice and information Required? 2.10 Provide Advice and 2.11 Obtain Consent 2.12 Update Capita One 2.13 Pass to ATM / social workers early help cases gather all relevant information and make full enquiries checking all systems Determine if advice and information only is required If unsure check with ATM / social workers Provide relevant advice and information in line with information sharing regulations Support contacts with strategies and action guidance to resolve issues for themselves Obtain consent to hold and share information Update Capita One, ICS with all information and action, creating new records for new contacts If there are immediate concerns about safety pass to the ATM / social workers checking the system before passing the call to a social worker. For all other cases pass to ATM / Social Workers for management overview after updating Capita One Referrals in the FCP box should be forwarded to the ATM by secure e-mail for oversight Officer Advice & Officer Advice & Officer Advice & Officer Advice & Officer Advice & Officer Expected Standards Practice Standard Principal Responsibility Audit Method Referral records include full basic details of the child/young person. The referral includes the child s full name, date of birth, gender, address and contact details. The accuracy of the information is checked with the referrer to ensure that they Advice and Officer Systems Check / Practice Observation 18

accurately recorded from the outset. The referral records detail the child s ethnicity, nationality, first language, religion and any communication requirements. These details are completed in full at the first point of involvement to ensure all future records are pre-populated with accurate information so that all needs arising from a child s ethnicity, nationality, language or religion are identified and can be met. The referral records the date and time that the information was received and the names and details of the person making the referral Advice and Officers Advice and Officers System System The referral is finalised within 24 hours unless it is a child protection referral which should be completed within 2 hours Following the receipt of a referral, further information is gathered and the referral evaluated on the day of receipt. Where a referral is progressed to an assessment this ensures the child receives a timely intervention and response The Referral records whether consent has been obtained from the parent or carer to the child / young person being referred to Safeguarding and Specialist Services. The consent of the parent/carer (and child/young person if competent to give this) should always be obtained for a referral to be made except where the child is considered to be suffering or at risk of suffering significant harm. It is important to clarify whether this consent has been obtained to assist and support the social worker in making contact with the family. Best practice is to record Assistant Team Manager Family Contact Point Advice and Officers System System 19

when, by whom and how this consent has been obtained. The referral records information relating to any previous involvement with the child/young person This should include details of whether the referral is a referral, i.e. there has been a previous referral regarding this child in the past 12 months and details of any previous dates when the child was looked after or subject to a protection plan. Best practice would identify on the referral any other previous involvement with the child for example dates of initial assessments and outcomes and any historical involvements with professionals. The referral records the details of the child/young person s parents and significant others, e.g. siblings Gathering information in relation to parental responsibility and significant family members, wherever known, supports the assessment process and ensures there is clarity about with whom the child is living and other members of the household. It is also important that information is sought in relation to significant family members who are not part of the household to ensure that a full picture of the child s circumstances is obtained and recorded from the outset. The referral records details of other professionals involved with the child as far as can be ascertained Recording this data commences the process of information gathering that informs decision making with regard to the referral and supports the assessment. The social worker should record details of other professionals who are involved with the child as far as this Advice and Officers Family Contact Point Social Worker Advice and Officers Family Contact Point Social Worker Advice and Officers Family Contact Point Social Worker System / Practice Observation System / Practice Observation System / Practice Observation 20

can be ascertained. The referral records whether the child/young person has a disability Children with a disability are children in need and have the same rights to be protected from harm and their welfare promoted as non disabled children, but they also have additional needs and some different experiences. In delivering services to children with a disability specific and sometimes specialist arrangements need to be made and early identification of any need arising from a disability will lead to better service delivery and outcomes. Advice and Officers Family Contact Point Social Worker System / Practice Observation 21

Initial Decision Making Social Workers and Assistant Team Manager 3.0 High Level Process To Be Family Contact Point Initial Decision Making Version 2.0 29102013 3 Gather All, Make Enquiries 3.1 Section 7 or 32 3.2 Workflow to Relevant Social Work Team Manager 3.3 Update Capita One 3.4 END Initial Decision Team Family Contact Point No Decide on Next Course of Action 3.5 Assessment Required or Concerns About Safety 3.6 Yes Manager Approves Decision 3.13 Decide if Section 17 or Section 47 3.14 No Is Universal or Early Support Required 3.7 No YES No Further Action Taken 3.9 Manager Approves Decision 3.8 Pass to Relevant Early Help Team 3.10 Feedback to Referrer 3.11 4 Update Capita One 3.12 END Pass to Child Protect Team 3.15 Feedback to Referrer on Action Taken 3.16 Update Capita One 3.17 5 Step Short Description 3.1 Gather all information and make enquiries 3.2 Determine whether contact relates to a S7 or S37 request 3.3 Dealing with S7 or S37 contacts 3.4 Recording S7 or S37 contacts 3.5 If contact does not relate to S7 or Action Review information and investigate through direct contact; discussions with other professionals and agencies and families Analyse and determine the level of support and actions required Where appropriate offer advice and guidance to the contact to support them in resolving issues From the information and investigation, determine whether the contact relates to a S7 or S37 response (private proceedings) If the contact is in connection with a S7 or S37 workflow the contact to the relevant Social Work Team Manager Update Capita One ICS, with the actions taken in relation to the S7 or S37 contact From the information and investigation undertaken, assess whether Responsibility Social Workers Social Workers Social Workers Social Workers Social Workers 22

S37 consider appropriate course of action 3.6 The contact raises concerns about a child s safety 3.7 The contact requires early help/support response 3.9 Decision for no further action the contact raises concerns about a child s safety the contact requires early help the contact may meet the criteria required for Troubled Families whether no further action is required Compile a brief chronology of the contact from the information and investigations undertaken Document the decision reached about the appropriate action to be taken and the reasons for this decision Confirm that the contact meets the threshold for a S17 or S47 Highlight any specific recommendations or actions that should be taken into account by future assessments or investigations Make a documented decision about whether, in your professional opinion, a S17 or a S47 response is required Highlight any specific recommendations or actions that should be taken into account by early help teams Make a documented decision about what type of early help is required. From the information and investigation undertaken and any advice and guidance provided, assess whether the contact requires no further action Clearly document the decision made and reasons for it 3.10 Once the Family Contact Point Assistant Team Manager has signed off the appropriate decision and recommendations, the contact will be passed to the relevant team If the contact is agreed to require Early Help, the contact will be Social Worker Social Workers Social Worker Social Worker 23

3.15 Pass to relevant Team 3.11 and 3.16 Feedback to contact and Family passed to the appropriate early help resource by workflow. Any contact where the family is assessed as potentially meeting the criteria for Troubled Families, a copy of the contact will be passed to the Troubled Families Manager for further investigation. Once the Family Contact ATM has signed off the appropriate decision and recommendations, the contact will be passed to the relevant team If the contact is agreed to be actioned under S17 or S47, the contact will be passed to the Assessment and Child Protection Team by Workflow. In all instances, a letter to the referrer will be sent to confirm the decisions made and reasons for it Where appropriate, information will also be shared with the family concerned. Any decision on police referrals are notified after the decision is made to the MASH Social Worker Social Worker A& I workers 3.4; 3.12 and 3.17 3.8 and 13.13 Updating Systems Manager Approves the Decision In all cases, Capita One ICS will be updated with the analysis of the decision; the decision made and the reasons for that decision, together with any specific recommendations that are made in relation to future involvement with the contact The documented decision is passed to the Family Contact Point Assistant Team Manager who reviews the decision and recommendations made. If in agreement, the Family Contact Point Assistant Team Manager will sign off the decision and recommendations made If there is any concern about the decision and/or recommendations made, the A& I workers A& I workers Family Contact Point Assistant Team Manager Family Contact Point Assistant Team Manager/ Social workers 24

Family Contact Point Assistant Team Manager will discuss this with the Worker concerned. Expected Standards Practice Standard The referral records the details of the reason for the referral and services being requested. This should include an evaluation of the information provided and details of any additional information sought to inform the decision making process. The referral should outline the information provided by the referrer and their reason for referring the child/young person at this time. In reaching a decision about the referral, the officer may seek additional information from other sources about the child, e.g. school or health. Details of the information gathered should be included in the referral. The duty manager should evaluate the information received and highlight any immediate safeguarding concerns The referral gives full consideration to indicators of risk and significant harm In evaluating the information received and in the context of any available historical information, the Assistant Team Manager should identify any risk to the child and the likelihood of significant harm. The referral should explicitly outline the nature of the concerns, how and why they have arisen including details of any allegation and what appear to be the needs of the child and family. Principal Responsibility Family Contact Point Social Worker Assistant Team Manager Family Contact Point Social Worker Assistant Team Manager Audit Method System / Practice Observation System / Practice Observation The referral details people consulted in Family System / 25

reaching decision on the referral in particular any advice from managers In determining further action to be taken in relation to information received, the Assistant Team Manager should consult with colleagues or their manager or another manager. It is important this is recorded to evidence management oversight and decision making The referral records the decision made and outlines the reason for this Once the referral is complete the Assistant Team Manager should in consultation with their line manager if necessary, make a decision of what further action, if any should be taken in response to the referral. It is crucial that the reason for this decision is recorded to provide an explanation of the decision made should there be any scrutiny of that decision. The referrer is informed in writing of the outcome of the referral and a case note added in the child s record to confirm that this has taken place The referral will acknowledge the referral and feedback to other professionals as appropriate within 48 hours informing them in writing of the decisions made and action taken in response to a referral The referral is discussed with the child as appropriate and his/her parents/carers and recorded on the referral form It is appropriate to discuss with the child (as appropriate) and his parents/carers the fact that a referral has been received and the proposed action from the service in response to a referral. Contact Point Social Worker Assistant Team Manager Assistant Team Manager Advice and Officers Family Contact Point Social Worker Assistant Team Manager Practice Observation System / Practice Observation System / Practice Observation System / Practice Observation The referral is finalised by the Assistant Assistant System / 26

Team Manager The Assistant Team Manager is responsible for reviewing the information recorded by the Advice and Officers and Social Workers and the quality assurance of the referral. Once a referral has been completed by the social worker it should be forwarded to the Assistant Team Manager to review and authorise. Team Manager Practice Observation Transfer to Early Help - Social Workers Initial Decision Involve Early Help Final 12/03/2014 Children and Families Confirm in Writing to Family, Practitioner and Referrer 3.10.1 Service Involvement With Family 3.10.7 END START Initial Decision is to Involve Early Help Services 3.10.0 Is Any Existing Involvement Appropriate 3.10.2 Yes Decision Maker Phones Existing Practitioner 3.10.3 Phone Contact Made 3.10.4 No Yes Brief Early Help Practitioner 3.10.5 Workflow Referral to Early Help Practitioner 3.10.6 Family Contact Point No Workflow Referral to Relevant Early Help Co-ordinator Post in Capita One 3.10.8 Update All Action on Capita One 3.10.9 Operational Manager Is child 0 to 5 3.10.10 Operational Manager Allocates No to Early Help 3.10.11 Open Involvement Update Action on Capita One 3.10.12 Yes H.V. Co-ordinator Receive Workflow 3.10.13 Allocate Case To HV / Childrens Centre 3.10.14 Update All Action on Capita One 3.10.15 Final Version Step Action Table 12032014 Step Short Description 3.10.0 Initial decision is to involve Early Help Services Action The Social Workers make a decision that a referral requires Early Help. This may be a request for a new Early Help involvement or there may be an existing Early Responsibility Social Workers 27

3.10.1 Confirm in writing to family and referrer 3.10.2 Is existing involvement appropriate 3.10.3 Decision maker phones the existing practitioner 3.10.4 Phone contact made 3.10.5 Brief Early Help Practitioner 3.10.6 Workflow Referral to Early Help Practitioner Help practitioner. Following the referral, the Family Contact Point Team confirm in writing to the Family and the referrer that the case has been passed to Early Help Services using a standard letter. Having reviewed the case and any existing Early Help involvement the Social Workers decide if any existing Early Help involvement is appropriate to continue to support the family. Normally the case will have been discussed with the existing Early Help Practitioner in the information gathering phase. The Social Worker phones the existing practitioner to discuss the case. The Social Worker makes contact with the existing Early Help Practitioner or alternatively is unable to make contact by phone. The Social Worker speaks to the existing Early Help Practitioner and provides an update on the case and any new information or issues raised. The Social Worker and the existing Early Help Practitioner agree who will take responsibility for the case. The case may be referred to the Early Help Co-ordinator if the existing Early Help Practitioner is unable to continue working with the case by workflow The Social Worker, updates Capita One, ICS with all the information gathered and discussions indicating that the existing Early Help Practitioner is continuing with the case and forwards the referral by workflow to the Early Help Practitioner. Family Contact Point Social Workers Social Workers Social Workers Social Workers Social Worker 28

3.10.7 Service involvement with family 3.10.8 Workflow to Early Help Coordinator Post 3.10.9 Update all action on Capita One 3.10.10 Is child aged 0 to 5? 3.10.11 Operational Manager Allocates to Early Help 3.10.12 Update all action on Capita One 3.10.13 Receive Workflow 3.10.14 Allocate case to Health Visitor / Childrens Centre The family receive support from an Early Help Practitioner(s) If the referral results in an Early Help Request where there is no existing Early Help involvement or the existing practitioner cannot be contacted by phone, the referral is sent by workflow to the Early Help Co-Ordinator post on Capita One. (The Health Visitor Co-ordinator and Operational Manager are allocated to the Early Help Coordinator post on Capita One). The Social Worker updates Capita One, ICS with all relevant information and discussions and confirms that the case has been sent to the Early Help Co-ordinator post on Capita One. Cases for children aged 0 to 5 are managed by the Health Visitor Coordinator, children over 5 are managed by the Operational Manager If the child is over 5 the Operational Manager allocates any Early Help resource. The Operational Manager updates Capita One with all relevant information and discussions, opens any new involvements and closes the original workflow task by ticking the actioned box on Capita One. This step should be completed within 7 days of the referral. The Health Visitor Co-ordinator opens the workflow on Capita One and identifies any new cases to be allocated. The Health Visitor Co-ordinator confirms the involvement of a Health Visitor and sets up an involvement with a Childrens Centre on Capita One, first Early Help Practitioner(s) Social Workers Social Workers Social Workers Health Visitor Co-Ordinator Health Visitor Co-Ordinator 29

3.10.15 Update all action on capita One checking that a Childrens Centre involvement is not already in place. The Health Visitor Coordinator decides if a Health Visitor is to work with the family and may request the Health Visitor to work with the Childrens Centre/Family. This step should be completed within 7 days of the referral. The Health Visiting Co-ordinator updates Capita One with all relevant information and discussions and confirms that the case has been allocated and closes the original workflow task by ticking the actioned box on Capita One. Health Visitor Co-Ordinator TERMS OF REFERENCE Sharing Police Officer, FCP To test the need for a police representative to be integrated within the newly formed multi-agency Swindon Family Contact Point, by conducting a six month pilot between the 27 th of January 2014 and the 27 th of July 2014. To develop a performance framework, collating data on a daily basis to evidence value added to safeguarding processes in Swindon. To review local police data bases on cases identified by the FCP referral decision makers, to identify information which should be shared in order to allow the decision maker to make an informed decision in respect of when to make a referral to MASH, to instigate an initial assessment, to recommend a an Early Help response, to recommend alternative action. To interpret police data for colleagues within the FCP to allow them to make informed safeguarding decisions To record any information shared within FCP (under the auspices of section 155 of the Crime and Disorder Act 1998) To ensure that any relevant partnership intelligence gleaned within the Triage process is uploaded onto police data systems To ensure that any findings from police data checks regarding referrals/ contacts which are subsequently referred to the MASH are forwarded to the MASH researchers in an effort to negate duplication of effort if and when a strategy discussion is requested 30

To work closely with the Swindon police missing person coordinator, the nominated Swindon CSE investigator and the sex worker coordinator to reduce duplication of effort and to advise on child protection matters. Provide a link to the community policing team. Provide a link to investigating officer, CID etc to assist with getting updates on cases they may be investigating where it will have an impact on the child s welfare. 31

Appendix C Role Profiles Role Profile Job Title: Assistant Team Manager Family Contact Point Grade: Q Salary: 33,587-38,254 Directorate/Group: Children & Families Structure Chart attached: Role Profile Number: Date Prepared: December 2013 Reporting to: Response & Assessment Manager Yes Job Purpose To assist with the operational management of the Family Contact Point Team, undertake project work and take forward the implementation of new initiatives under the direction of the Response & Assessment Manager. The role of the Family Contact Point is to receive all contacts and make the necessary enquiries; investigations and information to inform decision making within 24 hours so children and young people get the right help as quickly as possible. It provides a single point of access so professionals, partners and families know where to go to receive help, support and information for children and young people. As part of the initial decision making team, this post is responsible for investigating contacts made to Family Contact Point and making a decision within 24 hours as to the actions that should be taken to ensure high quality outcomes for children both in terms of social care and early help support. This post is also responsible for checking, approving and signing off all decisions made by the Initial Decision Making team. Key Accountabilities To undertake work in accordance with the protocols set out for the Family Contact Point and have a clear understanding of how the role contributes and adds value to outcomes for children and families. To undertake the necessary investigations using information from various sources in addition to direct contact with families and professional to analyse and determine the level of support and actions required enable a robust decision to be made within 24 hrs. To record decisions, the reasons for those decisions together with the appropriate recommendations and guidance on the necessary systems. To check, approve and sign off all decisions made by the Initial Decision Making team, discussing any issues that require clarification or further scrutiny with the relevant member of 32

staff. To ensure that the authorised decisions are workflowed to the appropriate professional. To offer guidance and support to families and practitioners to enable them to take actions to prevent family breakdown or escalation of issues, accurately recording the advice and guidance given. To ensure that information on the actions taken are communicated to the relevant referrer and the family concerned. Lead and supervise team members, including their performance management through regular supervision and appraisal, in order to deliver a high quality and consistent service. Motivate and develop the team through learning opportunities that ensure that the competencies and professional practice required to achieve the aims and objectives of the service are met. Undertake audits and collect service user feedback on the service to enable robust reporting and management information as well as identifying areas for service development and improvement. Ensure that the service meets its statutory obligations and ensure that departmental and council procedures are effectively implemented and followed. Contribute to business planning within the Family Contact Point and wider service. Promote the development and maintenance of high standards within the team in accordance with the Councils and the Service s values and behaviours. Promote corporate working across teams, and wider across the organisation, ensuring that every opportunity is taken to develop a wider understanding of the child s journey and the impact that other areas of the Council have on this. Develop relationships information sharing across teams to enhance overall decision making in the best interests of the child. Ensure engagement and understanding of performance measures within Family Contact Point and be able to accurately describe the contribution made in achieving outcomes. Represent the Team at internal and external meetings with voluntary, partner and statutory bodies where appropriate. Contribute to and participate in his/her own personal development programme. Undertake any other duties and responsibilities as may be required by the Response & Assessment Manager commensurate with the grade of the post. Supplementary Accountabilities Because of the nature of the work and in accordance with the demands of the service, he/she will be required from time to time to work outside normal office hours, including evening and weekend working, for which time off in lieu of payment should be taken at a time agreed with the Response & Assessment Manager. Overtime will not be paid. This job description is intended as a general guide to the duties attached to the post and is not an inflexible specification. It may therefore be altered from time to time to reflect the changing needs of the Department, always in consultation with the post holder. Knowledge & Experience Candidates must have substantial knowledge and experience in the following areas of business and will be required to provide evidence of this: Direct responsibility for operational staff Considerable experience of services to vulnerable people Substantial post-qualification experience in a relevant setting Experience of Child Protection and/or Children in Need Services 33

Understanding of the full range of early help services and ability to recognise children and families who would benefit from early help Demonstrable working knowledge of relevant legislation, guidance and policy context relating to the work of Social Care and Early Help services relevant to the service area Commitment to a user-centred approach Commitment to team work and engagement Commitment to multi-agency working across a range of services to promote better outcomes for children and families. A focus on performance management and service development Excellent interpersonal skills Ability to work to tight deadlines in often pressured environments. Qualifications Degree in Social Work or equivalent e.g. DipSW, CQSW, CSS. Evidence of Continuous Professional Development by producing documentation to HCPC required for social worker registration. Registration with the Health and Care Professions Council (HCPC) as a social worker. Post Qualifying Award:- o Consolidation and Preparation for Specialist practice (CPSP) o Specialist Child Care Award Decision Making Analyse and evaluate information to make decisions on the nature of support required by children and families within 24 hrs Audit work of others, ensuring that robust recommendations have been accurately assessed for support and actions that need to be undertaken by others. Audit work of others and make recommendations for improvement and/or development Prioritising key intervention work Contribute to short term planning processes and problem solving and match services to children and family requirements. Swiftly understand, interpret and provide complex information to a range of audiences. Creativity and Innovation To respond to situations and use knowledge and experience to interpret the challenges faced and offer guidance and tailored support to children and families in crisis. Job Scope Number and types of jobs managed 4 8 fte Budget Holder Asset Responsibility: No. No Contacts and Relationships (how the role relates to the work of others i.e. officers, groups, committees, general public, members, partner organisations, internal and external contacts of the council) Children and families and other members of the public who raise concerns about a child Other professionals e.g. teachers. Health professionals, police officers, housing officers, voluntary sector organisations Family Contact Point management team 34

Other service areas across the Council Values & Behaviours Self- Awareness Awareness of one s own behaviour, values, attitudes, strengths and weaknesses. Ability to reflect on one s behaviour and change them.. Integrity Authenticity being yourself and not wanting to look good or avoiding to look bad, Leading by example being the role model you wish others to grow in to.. Collaboration Giving space to others and not imposing own views or judgements Enabling development through co-creation and collective learning Meaningful Relationships Is compassionate and accepting of others Connecting with others at an honest human level. Resilience To be aware of and utilise personal strengths and resources to endure tough times Keeping a positive outlook and using challenges as personal growth Clarity of Intention Clear and effective communicator Is purposeful and makes decisions Other Key Features of the role (working environment / emotional / conditions i.e. regular outside work, unpleasant or hazardous conditions, practical demands such as standing, carrying or working in constrained positions, potential verbal abuse and aggression from people, or risk of injury) 35

Role Profile Job Title: Advice and Officer Grade: M Salary: Directorate/Group: Children & Families Family Contact Point Structure Chart attached: Role Profile Number: Date Prepared: April 2014 Reporting to: Yes Job Purpose This post is part of a small integrated team that is responsible for all types of contacts made to Children & Families and provides the continuum of support from early help through to statutory social care. Working in close collaboration with the Social Workers and Assistant Team Manager, the aim is to provide a high quality, professional and proactive service to improve outcomes for children, young people and families. As part of the Family Contact Point Team, the Advice and Officer acts as first point of contact for all callers; to gather information both directly on the phone and via information systems to enable the right decision to be made by the Social Workers and Assistant Team Manager in relation to the support required. To give advice, support and assistance to children, families and professionals will require the post holder to maintain a wide range of knowledge and information of services and other agencies so that people can be signposted to available relevant resources elsewhere when appropriate. Much of this information is sensitive and confidential and requires a skilled response under the relevant legislation and procedures. A contact may also come directly from a vulnerable child, or distressed and challenging member of the public. Gaining accurate information requires good communication skills and sensitivity to obtain relevant information. The role also requires administration and co-ordination of the Early Help processes in line with Protocols. Key Accountabilities To deal with all contacts via telephone; e-mail; fax; letter and in person. To receive and process contacts, RF1 (referrals), by phone or in a written format and to alert a social worker/manager to any immediate child protection concerns/disclosures. Through initial contact with families, to gather information in a way that adds to the quality of the decision making process in a timely way. 36

To undertake detailed research on the computer system, including ICS/Capita. Review Early Help Records to conduct checks on children and their families and identify any current professionals involved. Using the Signs of Safety framework as the overall approach to working with children and families, to gather information or offer advice and guidance in order to resolve issues. Ensure that all relevant contacts to Children & Families are accurately recorded on Capita One and/or ICS system and sufficient information, analysis and actions taken are included To update all contact details, addresses, DOB, ethnicity, religion, disability and social networks at point of contact. Duplicate the information to siblings. To complete administrative procedure s as required by social workers/managers Follow guidelines and procedures to ensure that the right steps are taken by the right people to ensure that the safety of children is paramount. To add to the IRR ( Referral Record) and close as directed by the manager. Duplicate to siblings Add information to the IRR and open an assessment, allocate to the ACP duty manager and duplicate to siblings. Once the decision has been made by the manager, a letter is to be sent, within 24 hours of receipt of information, to referrer, advising of the outcome All IRR s and assessments to be added to the system within 24 hours from the date of receipt of information. To communicate with and gather information with agencies such as police, schools, domestic abuse agencies and health professionals. To gather information/complete a chronology prior to the DACC (Domestic Abuse Conference Call) and input the data following the conference call as requested by the ATM To input, retrieve and present data from children s information systems. To organise multi agency child protection strategy discussions To provide back-up duties for the ACP Team during annual leave and sickness as directed by the manager. Create documents, reports and correspondence from information provided. To provide advice and guidance to internal and external professionals on the Early Help Record and Team Around the Child process. To receive Early Help Record information from schools and other external agencies and ensure that this is entered accurately onto Capita One. To identify any further actions that need to be undertaken and ensure that these are completed. To deal with requests from Budget Holding Lead Professionals following written processes. To provide regular reports on activities as requested including financial monitoring. To maintain close working relationships with colleagues, partners and other organisations to maximise the opportunity for sharing information to assist in decision making. Key contacts will include schools; adult services; police; housing; hospitals and colleagues. To be actively involved in reviewing, planning and developing the Family Contact Point service and associated systems. To actively participate in the supervision and appraisal process. To undertake duties during flexible working hours that meet the needs of children and families within the post holder s contractual hours. Supplementary Accountabilities Identify needs/resources in the community and with other professional agencies and enable/ facilitate families to access these. 37

Ensure through the work that the principles of creating resilience and building capacity are reflected in the way in which the post holder engages with children and families. Knowledge & Experience Candidates must have substantial knowledge and experience in the following areas of business and will be required to provide evidence of this: A genuine desire to work closely with and support families in crisis/difficulties GSCE or equivalent level in numeracy and literacy skills Previous experience in a customer focussed environment Computer literate and working knowledge of relevant IT software packages including Microsoft Office. Excellent verbal and written skills Evidence of team working Decision Making Prioritise work and meet deadlines Ability to respond swiftly in appropriate situations Effectively use supervision and peer support to reflect and learn Creativity and Innovation Work flexibly and creatively and support the wider team in the delivery of support and the making of decisions. To reflect on and improve performance by investing time in personal development to improve practice. Contacts and Relationships (how the role relates to the work of others i.e. officers, groups, committees, general public, members, partner organisations, internal and external contacts of the council) Build and maintain relationships with other professionals e.g. teachers, health professionals, police officers, housing officers, voluntary sector organisations and colleagues Working sensitively with other agencies to ensure that the necessary information is gathered to enable the right decisions to be made. Values & Behaviours Self- Awareness Awareness of one s own behaviour, values, attitudes, strengths and weaknesses. Ability to reflect on one s behaviour and change them.. Integrity Authenticity being yourself and not wanting to look good or avoiding to look bad, Leading by example being the role model you wish others to grow in to.. Collaboration Giving space to others and not imposing own views or judgements Enabling development through co-creation and collective learning Meaningful Relationships Is compassionate and accepting of others Connecting with others at an honest human level 38

. Resilience To be aware of and utilise personal strengths and resources to endure tough times Keeping a positive outlook and using challenges as personal growth Clarity of Intention Clear and effective communicator Is purposeful and makes decisions Other Key Features of the Role (working environment / emotional / conditions i.e. regular outside work, unpleasant or hazardous conditions, practical demands such as standing, carrying or working in constrained positions, potential verbal abuse and aggression from people, or risk of injury) 39

Role Profile Job Title: Senior Practitioner Domestic Abuse Coordinator Grade: Q (mid-point to top of range) Salary: 33,587-38,254 Directorate/Group: Children & Families Structure Chart attached: Role Profile Number: Date Prepared: April 2014 Reporting to: Assistant Team Manager Family Contact Point Yes Job Purpose The role of the Family Contact Point is to receive all contacts and make the necessary enquiries; investigations and gather information to inform decision making within 24 hours so children and young people get the right help as quickly as possible. It provides a single point of access so professionals, partners and families know where to go to receive help, support and information for children and young people. As part of the social workers and Assistant Team Manager (initial decision makers), this post is responsible for investigating contacts made to Family Contact Point in connection with Domestic Abuse and contribute to the decision making within 24 hours as to the actions that should be taken to ensure high quality outcomes for children both in terms of social care and early help support. In addition, this post will be the lead officer at DACC conference calls and attending MARRAC. This role profile should be read in conjunction with the generic role profile for social care professionals (attached) Key Accountabilities To undertake work in accordance with the protocols set out for the Family Contact Point and have a clear understanding of how the role contributes and adds value to outcomes for children and families. In line with the agreed process within Family Contact Point, to ensure that all appropriate cases are reviewed for daily DACC conference calls. To act as lead officer on behalf of the authority at the daily conference call with the Police relating to domestic abuse cases in accordance with the laid down procedures, ensuring that all information shared is accurately recorded on the appropriate systems. To attend the MARRAC meetings with relevant professional bodies and to ensure that all relevant information is shared in this multi-agency forum. To review all domestic abuse cases to ensure that appropriate support is provided to families in 40