The final Mobilising Local Systems (MLS) learning event brought together the Tavistock Institute, GambleAware and representatives from all Regional Boards, on 26 November 2025.
The goal was to reflect on progress across both phases of the funding programme and to consider what is most needed to sustain multi-agency work on gambling-related harms (GRH) after the programme ends.
Messages from GambleAware
GambleAware started the session with a short presentation. They emphasised that the MLS programme has successfully demonstrated the value of whole-system public health approaches, showing how investment in relationships, local coordination and flexible, non-prescriptive funding can unlock new ways of working across regions. They highlighted that they believe that Regional Boards have strengthened their role as coordinating bodies, enabled NGSN providers to test new pathways, and helped elevate gambling harm within wider public health agendas. They also noted the strong early progress in building local partnerships and the emergence of committed local champions, which together signal a promising foundation for sustained multi-agency collaboration despite wider system changes.
Interim findings
The Tavistock Institute then provided interim findings from 23 responses received so far to the end of MLS survey. They reported that the survey suggested that most survey participants believed that the MLS events had increased awareness of gambling harms, strengthened multi-agency partnerships and improved understanding of referral pathways. Respondents highlighted the value of lived experience involvement, joint training and strong local leadership as key drivers of progress, and many expressed confidence that partnerships and learning would continue beyond the funding period.
Regional Boards discuss the impact of the MLS funding
This was followed by an interaction session with representatives from each of the Regional Boards to explore what impact the MLS funding across had had on them, but also what challenges they had encountered.
Most Regional Boards noted that the MLS programme had helped them to build new relationships with a much broader set of partners, including national organisations such as Network Rail and ParcelForce, as well as charities whose expertise lie outside GRH (for example, homelessness, mental health or family support). Many had invested significant effort in engaging local councils and wider public services, with some positive examples of board members broadening their partnerships and using system-change approaches to improve links between services. While these wider links were seen as an important achievement, participants acknowledged that sustaining them without ongoing resource will be challenging. Some Regional Boards have responded by nominating dedicated contacts within partner organisations who can continue to champion GRH and signpost to support.
The event also highlighted the need to focus attention and effort on organisations that are genuinely open to collaboration, to avoid spending limited time on partners unable or unwilling to engage. Participants discussed several approaches to leaving a legacy, including building GRH into staff induction, establishing regular cross-sector meetings, and adopting train-the-trainer models to retain skills and awareness within organisations.
Another key theme across discussions related specifically to the short duration of Phase 2, with most pilot projects operating for approximately one year. Boards emphasised that this limited the potential for deeper systems change, particularly in settings such as the criminal justice system where partnership development requires significant lead-in time. Two Boards that had focused on work in prisons noted that it had taken most of the project period to secure access and establish relationships. Just as these partnerships were beginning to take shape, funding is now coming to an end. They reported trying to mitigate this by training peer mentors and seeking to embed GRH awareness into staff induction, but recognised that the short timeframe will constrain long-term impact and sustainability.
Foundations for more integrated local systems
Overall, the event captured a sense of achievement alongside a realistic acknowledgement of the limits imposed by short timescales and changing external circumstances. While the MLS programme has helped establish foundations for more integrated local systems, the sustainability of these developments remains uncertain without continued support.
