 often seconded across Health, Education, and Police to champion their respective areas and ensure the effective operation of the MACPT model. FFCP leads also played a critical role in the co-design and implementation of the pathfinder. Their involvement was essential in navigating the respective systems during both the design phase and early stages of delivery. Co-location of teams: According to the proforma submissions which capture progress on the key elements of local areas’ FFCP model, co-location was implemented across most areas (5/6) whilst one was still in planning/design stage. Based on interviews, co- location was typically implemented in a hybrid model, with staff spending part of the week co-located in a physical building to encourage team collaboration and open-door policies for managers, and the remainder working from home or virtually, and using shared MS Teams channels for communication. From the survey, 24% of staff reported direct experience with co-location, while an additional 30% were aware of it. Among the remaining 46% who had no experience or knowledge, a notable portion (30%) were from 28 the Education sector – it is hypothesised that this may be driven by the nature of their work where opportunities for co-location are naturally more limited (see Appendix 5, Q26). Upskilling and recruitment: In Wave 1 and Wave 2 areas alike, multiple training initiatives were carried out. Frontline workers who responded to the survey reported that they took part in an average of three training courses with the FFCP induction programmes developed individually by local areas reflecting the highest attendance (taken by 57%), followed by Safeguarding training (taken by 45% of all staff respondents). Other training included multi-agency ways of working, Family Netw