n family members. By tackling these issues first, it enabled the FGC to be more productive in designing a plan for the wider family network to support the family. Family Network Support Packages (FNSPs) The roll-out of FNSPs was said to be initially slow across Wave 1 and 2 areas alike, driven by uncertainty amongst frontline staff around how to use it and the restrictions on how to spend the funding. However, more recent programme monitoring data suggests that the distribution of FNSPs has increased in some areas as staff have become more confident in using the funding. Sustainability of FFCP Lack of future funding was raised as a potential barrier to the long-term sustainability of the programme. In one Wave 1 area, an Education stakeholder noted that while the FFCP was currently resourced through dedicated funding, there were uncertainties about how it will be sustained once this funding ends. The FFCP ways of working were being positioned as ‘Business as Usual,’ with an emphasis on strengthening collaboration across teams to better support families. However, stakeholders expressed concerns that if key resources and roles are later absorbed into existing budgets, some of the improvements made under the programme may become difficult to maintain. Some stakeholders also had reservations around the FFCP in the longer term on account of the national roll out. They recognised the need to adapt their model to the national roll out requirements. However, concerns around introducing more changes and the implications on staff were highlighted. 38 “Change has a consequence on your workforce and we've got to now tweak our model a 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 (Febr