ed leadership, proactive communication to frontline teams early on in the programme and a culture of openness to innovation 57 o Operational enablers - IT systems, forms and tools that enabled collaboration across organisations, working groups to focus on specific activities, co-location of teams, nominated project leads to take responsibility for sharing information and acting as single points of contact, formalised governance structures and early planning for delivery o Contextual enablers - Established relationships and formal networks between stakeholders and organisations were identified as key to multi- agency working and effective delivery of FFCP What worked less well • Resourcing was a key concern across Wave 1 and Wave 2 areas. This was also a key challenge across partner agencies, with partner agencies expressing nervousness about assuming the FHLP role and the additional strain it would place on their already limited capacity • Local areas felt that there was an opportunity for more exchange of information and learning between the two Waves and that sharing these experiences of delivery would be useful • Partner agencies felt that there had been inadequate engagement and information about the FFCP by the DfE • Although there were some pockets of successful data sharing, evidence of streamlined communication and data-sharing practices under the FFCP was limited Barriers to delivery • Funding uncertainty beyond March 2025, at the time of the research, was seen as a barrier to key activities such as recruitment • Capacity constraints across local authorities and partner agencies reflected the broader challenge of workload burden across teams involved in delivering FFCP • Stakeholders felt that the current IT systems were not set up for the collaborative approac