al context that were seen to contribute to positive change and delivery It must be noted that enablers here refer to factors highlighted by delivery teams as contributors to enhancing service delivery and are separate from the National Framework enablers15. Strategic enablers Role of senior leadership: Overall, delivery teams recognised that support from senior leadership was critical to successful delivery. It helped to achieve buy-in from partner agencies and frontline teams and uphold accountability during delivery of the FFCP model. Proactive and early communication to engage frontline teams: Across Wave 1 and Wave 2 areas, frontline staff, across the LA and partner agencies, generally felt that communication from senior leadership early on had ensured that staff were well-informed about the changes taking place and how it would impact their roles. Early communication from strategic leads and partners was reported to be a key factor in motivating teams, and multiple rounds of messaging helped build enthusiasm for the changes ahead. A culture of openness to innovation and adopting a test-and-learn approach: LA Frontline workers in Wave 1 and Wave 2 areas expressed a strong openness to trial new ways of working, driven by the test-and-learn culture within organisations. “We have a weekly thinking space for everybody that's involved in the FFCP, so we've got like, heads of service who are leading on the FFCP, we've got programme managers, we've got project officers, who will sit together every week for the whole morning. And then we'd look at themes and problem solve. So, we say, OK, we'll do it this way, test it out next week or we decide we're not going to do it that way. So we have that space to think things through" – Strategic Lead [LA], Wave 2 (February 2025) "It