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Early Help (Troubled Families) support

Phase 2 of the Troubled Families programme intends to accelerate the programme to increase the number of families to be turned around from 120,000 to 400,000 families. This brings with it:

  • a new payment by results offer
  • a need to bring about system change
  • a requirement for partners to contribute to delivery
  • a need to change the language to an Early Help Offer rather than a separate TF programme or service
  • a need for more sophisticated sharing and use of data
  • a requirement to evidence outcomes and create a business case
  • a need to redesign the way services are delivered

 We understand that you need to:

  • reduce public sector cost with respect to troubled families
  • improve and evidence your outcomes for families
  • maximise PBR payments from DCLG

Many areas are seeking support in ensuring that the strategic work, governance and partnerships are in a fit state to respond to Phase 2 of the programme. Service transformation is needed to ensure that the operational delivery meets the needs of families and of partners whilst reducing local spend. 

Interface can offer support around any of the following key areas:

  • help LA's understand how the TF programme fits into the wider delivery of Early Help and the relationship it has within the Children's Services Portfolio step up and down process
  • help LA's understand how Early Help is delivered and to scope and evaluate services that contribute to the delivery both internally, with external partners and including community provision.​
  • mapping of the pathways to access Early Help support for professionals, families and through data generated referrals
  • progress review and planning for year 3
  • understanding the current organisational structure as it relates to delivering services to families with complex needs at all levels
  • identifying the main outcomes that services would aim to achieve and how this would be approached
  • identifying and understanding the critical organisational barriers or concerns that impact upon system change and potential approaches to overcoming these
  • quality checking and auditing existing provision of services to families with multiple problems
  • working with service managers to ensure consistency of approach and reduce duplication
  • developing standardised paperwork and procedures that work for all teams and that do not impact heavily on delivery hours
  • developing the capacity and confidence of service managers in relation to Troubled Families and the impact the programme has for their teams
  • training service managers to support their teams within a new way of working and to encourage whole family working across both adults and children’s services
  • evidencing the work that services do with families, with a view to being able to develop a business case that includes financial costs benefits and maximisation of payment by results
  • continuing to raise the profile of the Troubled Families work with partner agencies
  • lobbying partners and stakeholders to strengthen engagement and to obtain agreement of financial buy in and pooling of other resources
  • regularly report to governance boards on progress
  • ensuring the work profile is maintained across partner agencies and that any structural developments take account of the impact on the agenda
  • monitoring the capacity of services and maximising numbers of families who can benefit from the support
  • helping service managers to employ systems of monitoring of how many families are on track to secure payment by results at all times and highlighting any early slippage
  • promote work and highlighting good practice both internally to teams and externally to other local authorities
  • provide a balance and check on operational delivery
  • provide a range of workforce training

Interface are trusted by…

Interface were very flexible in meeting our organisation’s needs. The trainer’s style was particularly effective in holding, supporting and gently challenging staff during a period of significant change and subsequent uncertainty. Her training style is clear, warm, appropriately challenging and encourages reflection. She has fed back regularly to managers on any wider issues that have been raised during the training and that we should be considering which is particularly helpful. Feedback from participants has been consistently positive about the quality of the delivery of the training.

Kirsten Carr, Early Help Transformation and Impact Manager (London Borough of Haringey)