n and young people, wherever it is safe to do so. • Leaders understand and address the possibility that children and young people are blamed for the harm they are experiencing, are criminalised, or have their needs overlooked due to complex circumstances where they are also involved in instigating harm. • Leaders recognise the importance of collaboration with local communities, voluntary, charity and social enterprise organisations, the Youth Offending Service, and colleagues working in education, health, and policing, to meet the needs of some children and young people. Leaders use these relationships to create safe places for children and young people and streamline local services to avoid unnecessary duplication. How practice supervisors should achieve this outcome in practice • Practice supervisors know how their teams are working with children and young people to protect them from abuse, neglect, and harm in and outside of their homes. Practice supervisors are concerned with the quality of practice. • Practice supervisors recognise and proactively address the high degree of uncertainty involved in protecting children and young people, supporting practitioners and other agencies to manage anxiety and deliver proportionate interventions to increase safety. • Practice supervisors build strong relationships with key individuals in other organisations and use these relationships to effectively identify, share and discuss relevant information and data between partner agencies. They recognise the limits to their own knowledge and skills, encourage critical challenge amongst their teams and with other organisations and seek the expertise and insights of other agencies where it is needed. • Practice supervisors oversee robust investigations where there are concerns about ab