 "It could be perceived as a big change, and people start being anxious, and I think it's a really difficult environment to be working in, within social care, so actually really managing that for the benefit of staff was critical.” – Frontline worker, Wave 1 Structured planning to facilitate multi-agency collaboration: It was found that all local areas established strategic boards and working groups to plan and oversee implementation, which were found to be useful in enabling coordinated action and driving progress. For example, one Wave 1 local area set up an Executive Governance Board, Pillar groups (with pillar leaders from different agencies meeting regularly to work through communications for the wider workforce), Health-based Safeguarding Lead Forums and Strategic Education Partnership groups. Good practice case study: early reflections on police involvement in multi- agency working While still in the early stages, police stakeholders have shared initial positive feedback around improved communication and collaboration with other services. The expansion of Line of Sight meetings to include a broader range of partners - including the Police - has been welcomed. Police representatives noted that these meetings have helped encourage a stronger sense of shared responsibility for cases and clearer communication between agencies. Although evidence is currently limited, these early reflections suggest that greater inclusion in joint decision-making forums is beginning to support more coordinated working between police and other services. Designated FFCP leads from partner agencies: In most local areas, designated leads were often seconded across Health, Education, and Police to champion their respective areas and ensure the effective operation of the MACPT model. FFCP le