rience for their role. They model integrity and creativity in their work, and demonstrate clarity of purpose for their teams, organisation and with partner agencies. 21 • Leaders recognise that their leadership of their organisation will affect how practitioners understand and respond to children, young people, and families. Leaders act with care, compassion, respect and offer constructive challenge when it is needed. • Leaders are tenacious in their approach to meeting the outcomes set out in the National Framework and their commitment to delivering impactful services. They are resolute in providing the conditions for effective practice so that every service they commission and every individual in their organisation is able to support children, young people and families to thrive. They model effective advocacy for children, young people and families across their organisation, with partner agencies, and to their own workforce. They continually expect and celebrate excellent practice. • Leaders have a local practice framework and create a shared strategic vision for local services, which they encourage their workforce, commissioned services, and partner agencies to use, to facilitate a shared understanding of how to approach working with children, young people and families. • Leaders understand the children, young people and families that live in their area, and design services that will meet their needs, based on the best available evidence of what will improve outcomes. They model an understanding of how economic and social circumstances can affect children, young people, families, and communities. • Leaders prioritise funding and resources that help families early so children and young people can thrive. Funding achieves value for money and is spent on interventions t