little bit more, and I suppose that the workforce could get tired of the change, could have the change fatigue….’’ – Strategic Lead [LA], Wave 1 (February 2025) 39 5. Delivery experience across Wave 1 and 2 Local areas This chapter captures insights into delivery experience of the FFCP across strategic and frontline staff. This covers those elements of delivery that worked well and less well, with a view to drawing out enablers and barriers to effective delivery. Thus, this chapter answers the following Evaluation Questions: • What are local areas’ perceived conditions for successful implementation and delivery of the FFCP? • Do local areas have the capacity to implement the FFCP, and if not, what further support is required • What are the risks and unintended consequences of implementing and delivering the FFCP model? • Has the FFCP model been integrated with usual business and processes? If so, how? • What are the barriers and facilitators to implementing and delivering the FFCP? • To what extent is the FFCP model sustainable? What is needed to sustain it? o What changes would they make going forward; what resource is required to sustain the changes made? How would the multi-agency elements be sustained across the partnership? Across Wave 1 and Wave 2 areas, local areas have shown alignment with FFC design specifications, with Wave 1 areas paving the way in terms of delivery progress. What worked well: • Wave 1 and Wave 2 areas showed a high degree of openness to innovation and trialling test-and-learn approaches under the FFCP model • Local areas established successful co-production mechanisms to involve families and young people in FFCP development • There was evidence of closer collaboration across local areas and partner agencies under the FFCP model, which led to