and friends, are willing to collaborate, and are open to family-led decision-making. Conversely, this was also a limitation as FGCs may not work as well in all contexts. Stakeholders reported FGCs may be less effective for families with intergenerational experience of the statutory social care system because they tended to mistrust statutory services, with associated anger and stigma and thus were less likely to engage with FGCs. Frontline staff mainly reported that engagement was lower and that trust was harder to build, meaning the benefits of FGCs were sometimes limited for these families compared to others. Staff highlighted that linking families with a charity/voluntary organisation to fill this gap was key in these situations. "We have lot of Eastern European families, who don't have family nearby. [We] also have asylum seekers, and people who've fled - they have nobody for support in the UK. To overcome this, education settings are doing their best to build a network, by linking families up with other agencies, for example charity and voluntary organisations.” – Frontline Worker [Education], Wave 1, (November 2024) Enablers of effective delivery This section captures factors highlighted in the IPE research as the key enablers to effective delivery, including the aspects of delivery highlighted as working well in Section 5.1. These enablers can be categorised into: 44 • Strategic enablers – factors at the managerial level that had a positive overarching effect on delivery • Operational enablers – specific systems, tools and processes that enabled effective delivery • Contextual enablers – elements inherent in the local context that were seen to contribute to positive change and delivery It must be noted that enablers here refer to factors highlighted by delivery t