 blame their workforce when there are serious incidents and focus instead on identifying and sharing learning and adapting systems and practice to improve responses to abuse, neglect, and exploitation. • Leaders work closely with their whole workforce to identify and address barriers to support for marginalised groups. They understand that some groups may be less willing to engage with services that could help to keep children and young people safe and work to overcome this. Responding to harm outside of the home • Leaders create a shared understanding of harm outside the home, in partnership with other agencies, and work collaboratively to develop a shared strategic response that protects children and young people. Leaders are mindful of how data is collected, used, and shared across organisations, and take action so that strategic responses are ethical. • Leaders provide services that put the needs of children and young people first, recognising that many children are perceived, and treated, as older than they are but that they are first and foremost children in need of help and protection. Leaders understand that the likelihood of harm outside the home is more acute for some groups of children and young people, and that some are more likely to be 45 mistakenly perceived as adults, which can be a barrier to accessing help and support. • Leaders understand that parents, carers and family networks are often not recognised as sources of support when children and young people face harm outside of the home. They model a strategic commitment to approaching parents, carers and family networks as partners who can protect children and young people, wherever it is safe to do so. • Leaders understand and address the possibility that children and young people are blamed for the h