Commissioned by Foundations with funding from the Department for Education, the evaluation was led by Professor Jenny Woodman and Rocío Méndez Pineda, both based at UCL’s Thomas Coram Research Unit, and in collaboration with colleagues at Newcastle University. It marks the first time that a study of how MASH are structured, implemented, and evolving in practice has been used to generate theory about what MASH is and how these services work.

Multi-Agency Safeguarding Hubs (MASH) bring together social care, police, health and other professionals to make faster, better-informed decisions when a child is referred to social care. 

The report, published today, provides powerful evidence to support the government’s plans to strengthen multi-agency working in child safeguarding in England.  These findings come at a time of significant reform within children’s social care in England.

The research, based on three case studies, five focus groups, and contextualised with practitioner workshops involving 58 local authorities (38% of England), found that while MASH remains a near-universal feature of safeguarding systems, the way they operate differs.

The report identifies two models:

  • Risk Assessment MASH: Focused on assessing serious risks to children when the level of harm is unclear, often with a narrower range of partner agencies.
  • Needs Assessment and Service Planning MASH: Broader in scope, working with a wider range of agencies to identify and respond to family needs earlier.  This second model takes more time and staff to run well. Also conducts risk assessment. 

On the ground, MASH seem to exist on a spectrum between these two models, varying by how much they focus on planning preventive support for families. The needs assessment and service planning MASH that the researchers observed align with the government’s expectations for multi-agency Family Help teams (set out in March 2025). However, the research also warns that for many local authorities, especially those with MASH teams operating under significant resource pressures and high case complexity, transitioning to this more holistic model may feel out of reach. 

To make that shift, or to keep any MASH working well, certain foundations need to be in place. These include strong relationships between agencies, experienced and stable staff, clear local policies, and chances to work closely together in shared spaces.

Key challenges: information sharing and system variation

One of the most striking findings relates to persistent confusion around parental consent for sharing information across agencies.  Despite clear statutory guidance, practitioners in all sites described uncertainty over when and how to seek parental consent to share information about a child and family – particularly in complex cases at the edge of statutory thresholds.

This uncertainty, researchers argue, affects the speed of responsiveness, and may end up undermining trust between families and services.

A well-functioning MASH depends on strong relationships between professionals and a shared way of working, which take time and regular interaction to build – like working together in the same office. This raises questions about how realistic national reforms are if local differences and challenges aren’t properly addressed.

Implications for reform

The findings offer valuable insight for policymakers, particularly as the Department for Education seeks to transition towards more joined up family Help front door services.

The research offers a new framework for understanding the current landscape of multi-agency front door services and the conditions needed to realise more preventive, needs-led models of safeguarding.

Lead investigator Professor Jenny Woodman (UCL) said:

“MASH has become a cornerstone of the child protection system in England, but until now we’ve lacked a detailed theory of how different types of MASH might work, based on a study of current practice by social workers and other professionals. This research provides that evidence and highlights the practical and policy challenges that must be addressed if reform is to succeed.”

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