ild collaboration, understanding and shared practice models across agencies and work constructively with their colleagues across the country, particularly where children, young people, and families move across areas. • Leaders work in their organisation and with partner agencies so that the services they run respect the rights of, and address uneven provision of services for, children, young people and families. They address discrimination and promote equality. • Leaders are confident in using robust evidence of what works and relevant, timely, data to understand and improve outcomes and practice. They use technology and administrative support to enhance practice, support information sharing and reduce the burdens of bureaucracy for practitioners so they can prioritise spending time building relationships with children, young people and families. • Leaders seek to improve their own knowledge and expertise. They keep abreast of changes in guidance, emerging evidence, and practice innovation and support their workforce to remain up to date when changes should affect local practice. • Leaders oversee swift responses to serious incidents, taking prompt steps to learn from incidents and implement changes to practice. Leaders encourage the workforce to reflect regularly on what works well and what could be improved in day-to-day practice. • Leaders put in place clear mechanisms for children, young people and families to raise concerns. They listen to the voices of children, young people and families and act on any complaints swiftly. • Leaders have clear processes to hear, and respond to, the concerns of the workforce, as well as for whistleblowing. How practice supervisors should support this enabler in practice 23 • Practice supervisors promote and govern practice within th