rivals have become the norm. They have the potential to improve integration outcomes through earlier and more efficient support, make services more effective through better coordination and strengthen a joined-up approach between different levels of government and civil society organisations. If one-stop-shops are to succeed in practice and convert their potential benefits into tangible outcomes, several key features must be present: 1. A common vision and coordination mechanism between all partners involved This is less about who leads than whether partners share a common vision and clear ways of working to­gether. Without coordination and shared ownership, us­ers may continue to experience fragmented and discon­nected services. → The partnerships behind one-stop-shops should be horizontal and able to adapt flexibly to local actors, governance structures and needs rather than relying on a top-down one-size-fits-all model. 2. A capacity to identify and adapt to new migration trends, needs and target groups Migration patterns, local context and target groups change over time. The examples in this report show that effective one-stop-shop models continuously re­view and adapt their services to user feedback and changing realities. → One-stop-shops should be designed as open, itera­tive service models, based on co-creation, continuous mapping of needs and regular review of services and target groups. 3. Accessibility and capacity to focus on user needs A low entry threshold, multilingual support, a welcom­ing environment and trusted partnerships are essential to enable people to effectively access support early and without fear. The strongest models also organise servic­es around people’s journeys and practical needs rather than around institutional structures. → As a tool to improve access to rights, services at one­stop-shops should aim to be accessible for everyone, empowering and people-centred and avoid exclusive­ly serving certain groups, such as highly-skilled mi­grants, in separate structures. 4. A capacity to create opportunities for interaction with the wider community Many of the examples in this report show that one­stop-shops can play a role that goes beyond service co­ordination. By creating welcoming and accessible spac­es open to a broad range of residents, they can also support interaction, participation and a shared sense of belonging within neighbourhoods and cities. In this way, one-stop-shops become a visible expression of a shared»culture of welcome« between public authorities, civil society and local communities. → One-stop-shops should support social integration and interaction by serving as a hub connecting new­comers with established residents and civil society initiatives. 5. An understanding of one-stop-shops as a long­term investment in coordination, inclusion and social cohesion One-stop-shops require long-term investment in coordi­nation, relationships and infrastructure. However, many continue to rely heavily on short-term project funding despite performing functions that are increasingly part of mainstream local integration systems. → Reflecting their partnership model, one-stop shops should be funded by joining national, local and, where relevant, regional sources and not rely exclu­sively on temporary EU funding. One-stop-shops: coordinating integration from day one 9