Factors assisting in the implementation of England and Wales’ CAF and LP strategy included enthusiasm for the strategy among professionals and a clear structure for implementation. Thorough follow-through of services also helped promote enhanced multi-agency cooperation. Challenges to the implementation of the CAP and LP strategy included the historical lack of multi-agency cooperation in the country, which seemed to be mainly based on professional mistrust and anxiety. Additionally, the fear of change by practitioners and their lack of confidence in new skills also hindered the implementation of integrated services. The authors suggest that the emotional impact of this type of work should be acknowledged and dealt with in practitioner support and training sessions. The authors also suggest that local implementation would be easier if there were clear national guidance about the implementation and working of CAF and LP roles and processes. Toward this end, a single nationally approved CAF form would help enormously. The current research was based on a national government evaluation of the early piloting stage of the CAF and LP implementation in 12 English trialling group areas. Data included a telephone survey with 15 key leads for the CAF/LP implementation conducted between September and October 2005. Focus groups were also conducted with 13 practitioners from 8 CAP/LF areas during the same time period and follow-up telephone conduct with these practitioners was accomplished between January and February 2006. Telephone interviews were also conducted with the line managers of the 13 practitioners between October and November 2005. Finally, telephone interviews were conducted with a broad range of practitioners and stakeholders, including operational and strategic managers. Interviews were transcribed and analyzed for emerging themes. Comparative tables were produced of the authority demographics, history, structures, and CAF/LP processes. Boxes, references