Redbridge's Families First reform programme is showing early signs of success, with a significant reduction in statutory assessments and repeat child protection enquiries observed in its first year of implementation. The initiative, designed to fundamentally change how social care services support children, young people, and families, aims to provide a more seamless and effective pathway for those in need.
The reform is built on four pillars: Family Help, Child Protection, Family Networks, and Partnership. Data presented to the Children and Young People Committee revealed that while overall contacts to family help teams increased by 0.9%, statutory assessments dropped by 29.3%. Furthermore, repeat Section 47 enquiries, a measure of child protection investigations, decreased by 47.8%. The number of cases experiencing multiple pathway changes also saw a significant reduction, with four fewer children entering care out-of-hours.
The methodology used to track and measure the 'seamless and effective pathway' for families relies on a combination of indicators, including demand, flow, safeguarding, and quality metrics. The current reported reductions in assessments and enquiries are key components of this tracking. The next phase of the programme will further assure the tracking of demand, timeliness, outcomes, workforce, and safeguarding quality.
Sharon Springer, Assistant Director for Children's Social Care, explained that the reform was informed by learning from serious case reviews, which consistently highlighted failures in inter-agency communication, workforce skills, adherence to procedures, and inadequate resources.
The redesigned model introduces a single Family Help front door, five integrated Family Help teams, and a single lead practitioner who remains with the family throughout their engagement. This 'single lead practitioner' model is designed to ensure consistent support by stating that 'That practitioner stays with the family throughout our time with the family. And if the needs change, we don't change teams, we stay with the family. And that really helps because at the heart of supporting families through change is the strength of your relationship with that family and the trust that you build with that family.'
For child protection concerns, a centralised Multi-Agency Child Protection Team (MACPAT) provides specialist oversight and shared decision-making.
Early intervention has become more practical and immediate. In 2025-26, 7,765 contacts were signposted or diverted from Family Help teams. Additionally, 227 parents received benefits and debt advice, 351 accessed parenting groups, and 410 contacts progressed directly to the Reach Out Domestic Abuse Service.
The programme has also had a positive impact on the workforce, with a reduction in the vacancy rate from 18.3% to 9.5% and a decrease in staff turnover from 28.7% to 13.8%. Financially, £324,000 in savings were identified in the 2025/26 financial year.
Councillor Martin Sachs raised concerns about funding and potential loss of specialisms. Sharon Springer clarified that grant funding had enabled the testing of new approaches without impacting the council's core budget. While acknowledging concerns about 'the potential loss of specialisms in more generic teams,' Springer explained that specialisms are now concentrated within specific teams, such as the contextual safeguarding team. She used the analogy of a 'salad bowl' to describe how 'different professionals co-exist and work productively together,' suggesting that while specialisms are concentrated, they remain accessible to families through these dedicated teams and collaborative working within the integrated teams.
Further details on the programme can be found in the Public reports pack for the Children and Young People Committee meeting on 10th September 2026 Public reports pack 10th Sep 2026.
