AbstractIn Australia, as in many parts of the world, there is an increased focus on the provision of integrated child and family services. These services bring together inter-disciplinary teams to provide a range of professional supports to children and families, particularly those facing multiple challenges. However, the effective provision of integrated services is complex and involves the renegotiation of professional boundaries and the development of new and expanded ways of working. This article draws on relevant literature and data from two Australian studies to examine the role of governance and leadership in developing and sustaining service integration. It argues that successful integration is dependent upon these levels of management intentionally and strategically deploying time and resources to the objective of fostering strong professional and community collaborations. At the same time, cultivating a culture of participative and responsive management is essential to sustaining integration.
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