Research and analysis

Supporting Families - a foundation for family help: Annual report of the Supporting Families programme 2023-2024

Published 26 March 2024

Applies to England

Presented to Parliament pursuant to Section (3) 6 of the Welfare Reform and Work Act 2016

Ministerial foreword – Felicity Buchan MP and David Johnston MP

Since April 2015, over 612,000 vulnerable families have been given help and support to improve their lives through the Supporting Families Programme.

The programme has continuously championed the benefits of whole family working and Early Help. This approach has paid off - it has been shown that the Supporting Families programme is successful in preventing high cost-statutory intervention and provides a net benefit to the taxpayer. For example, the proportion of children on the programme going into care reduced by a third; the proportion of adults receiving custodial sentences decreased by a quarter; juveniles receiving custodial sentences decreased by almost 40%; and the proportion of adults on the programme claiming Jobseeker’s Allowance decreased by 11%.^{[footnote 1]}

Offering Early Help to families who are struggling is vital in preventing the need for expensive statutory intervention by the children’s social care system and this year, we have continued to push this rebalance of the system towards earlier, whole family help.

In 2023, we updated our Working Together to Safeguard Children guidance to provide local authorities with increased flexibility in the delivery of the programme and strengthened language around the importance of whole family working. The good practice projects we launched in 2022 have tested ways to improve the design, implementation and integration of Early Help systems. These projects have already begun to produce outputs that we will be using to improve the programme in future. So far, these projects have worked with a number of local authorities, using what they have learnt to support other areas.

However, we know there is more to be done to ensure we deliver an early, coordinated, whole system of support for children and families right across the country, as the norm. That’s why from April 2024, the Supporting Families programme is moving to sit in the Department for Education, which will bring together the spectrum of Family Help reforms, building on the incredible foundations the Supporting Families programme has laid.

This is an exciting time for the programme. The move to the Department for Education means that our joined up, cross-government approach to family policy will sit alongside the ambitious reform taking place for vulnerable families across the country. Our vision for reform is set out in Stable Homes, Built on Love.

Finally, we would like to thank all local authorities, their partners and their workforces which have supported and continue to support hundreds of thousands of families and children to thrive.

Felicity Buchan MP
Minister for Housing and Homelessness
Department for Levelling Up, Housing and Communities

David Johnston MP
Minister for Children, Families and Wellbeing
Department for Education

Executive summary

• Since the publication of our last Annual Report, 77,203 families have been supported to achieve a successful family outcome. The programme has now achieved 612,164 successful family outcomes from April 2015 to December 2023.

• Ownership of the Supporting Families programme is moving from Department for Levelling Up, Housing and Communities to the Department for Education from April 2024.

• Programme funding for 2023-24 was £181,645,127. This funding is a part of a total of up to £695 million for 2022-2025. This includes a £200 million uplift in funding across 2022-2025 compared to the previous Spending Review period.

• We have defined four vital steps for local authorities to rebalance the Early Help system towards earlier, whole Family Help. We shared the ‘Rebalancing the System’ report with local authorities this year. This provides a high-level blueprint for local authorities who are at different points in their journey to this approach.

• The Families First for Children Pathfinder is now underway. Government is investing over £45 million to design and test radical reforms to Family Help and wider system reform in a number of local areas. Wave one pathfinder areas are Dorset, Lincolnshire and Wolverhampton.

• 21 local authorities have now achieved Earned Autonomy status. This year we have seen 6 local authorities join the 15 local authorities who have already achieved Earned Autonomy. This removes the Payment by Results model for local authorities, with all funding being provided up front.

• The 2023 Data Survey shows improvements in local data systems. 149 local authorities responded to the survey, with 27% considering their system to be basic or manual compared to 33% in 2022. There has also been an increase in the proportion saying they are using early maturing, mature or advanced systems, from 25% in 2022 to 40% in 2023.

• Alongside this report we are publishing an evaluation report for the Local Data Accelerator Fund looking at effective practice and service delivery. The report found that the fund had progressed the data maturity of participating local authorities and partners.

Chapter 1 – National programme update

This is the programme’s eighth annual report and sets out the key achievements and policy developments over the last year. This report fulfils the duty to report on disadvantaged families in the Welfare Reform and Work Act 2016.

The programme

The Supporting Families programme funds local authorities to work together with their partners to provide help for families facing, multiple, interconnected problems, including unemployment, poor school attendance, mental and physical health problems, involvement in crime and antisocial behaviour, domestic abuse, and children in need of help and protection. A Lead Practitioner works with the family and coordinates services around a common plan. Ultimately, the support they receive will help families become more resilient and enable them to thrive, as they address their problems and make long-lasting changes for the future.

Supporting Families is committed to driving strong multi-agency local partnerships in every local authority area and enabling mature local and national data systems. This means investing more in good practice, overcoming barriers to data-sharing, and involving the voice of families in service design and commissioning. Services are managed by upper tier local authorities in England working together with a range of local partner organisations, with an aim to drive service transformation across the system to ensure families only tell their stories once and get the targeted whole family support that they require to enable positive outcomes. More information about the programme can be found on GOV.UK.

Next steps to support families

The Supporting Families programme is a key part of the drive to develop a joined-up whole family, whole system approach to Early Help. For over 10 years, the programme has worked to develop the Early Help system and has proven that a whole family approach successfully improves outcomes for families with multiple needs and prevents high-cost statutory intervention. The programme has supported hundreds of thousands of families to make sustained improvements in their lives. However, we know that there is more to be done to continue to make improvements to the Early Help system and make wider reforms to children’s social care.

To deliver these ambitions, it is right that we continue to join up nationally. In April 2024, the ownership of the Supporting Families programme will move from the Department of Levelling Up, Housing and Communities (DLUHC) to the Department for Education (DfE). As recommended by the Independent Review of Children’s Social Care, this move will bring together the spectrum of reforms around Family Help, and will support our ambitions to deliver a coordinated, whole system of support for children and families, as well as ensuring services are sustainable for local government. 

This move will not affect the aims nor the delivery of the programme; we already work closely together, in a joint team with DfE, to drive improvements to Early Help.

Rebalancing the system

Prevention of the need for statutory intervention by the children’s social care system has been a long-standing objective of the Supporting Families programme, and an important part of wider children’s social care system transformation. This year, we worked with local authorities to create a shared definition of rebalancing the system towards earlier, whole family help, and what enables local areas to rebalance.

We identified four vital steps which enable rebalancing of the system:

1. Local buy-in and an appetite for change. This must include strategic senior leaders and, ideally, political leaders, as well as heads of service, heads of partner agencies, team leaders and workers.

2. Investment in partnerships. Heads of partner agencies engaged in local authorities’ vision is the first step to building successful partnerships. Universal and targeted services, delivered by partners, need investment to develop a resilient sector.

3. A streamlined access to help. Many areas we spoke to have moved to a ‘one front door’ approach which means children, families and professionals have one clear way to access help and support. The front door needs to have input from, and access to, the local partnership.

4. Shared data systems and a shared set of outcomes. Every area must gather data and report on outcomes for the children and families they are supporting. So, it needs to be a priority to invest in good data systems and embed shared outcomes across local authorities’ strong partnership and at their one front door.

The rebalancing the system report provides a high-level blueprint for local authorities who are at different points in their journey, for how to work towards a balanced system. This was shared with local authorities in September 2023. We also have an ongoing spend study, which looks at local authorities’ spending on Supporting Families and the Early Help system.

Updates to Working Together to Safeguard Children

We want children and their families to receive the right help at the right time, from practitioners with the right knowledge, skills, and relationships. We also want a renewed focus on family-led solutions where other family members and family friends can play an invaluable role in supporting parents.

Stable Homes, Built on Love (PDF, 586 KB), outlined the strategy for whole system reform, including Family Help. This will provide effective and intensive support to any family facing significant challenges. The Families First for Children Pathfinder will test new approaches to delivering Family Help. We will then consider what revisions to statutory guidance are needed. But ahead of this, revisions to Working Together have been made to strengthen language around whole family working. In particular, paragraphs 12-17 of Working Together 2023 set out a child-centred approach within a whole family focus.

Working Together 2023 has also been updated to reflect that the primary legislation does not require a social worker to be a lead practitioner for the family. It has replaced references to social worker in section 17 assessment, planning and review with the term ‘lead practitioner’. This indicates where a broader range of practitioners with the right skills, knowledge, competence, and capacity can undertake direct work with families. The lead practitioner can hold the primary relationship with the family and co-ordinate support and services. The lead practitioner may or may not be a social worker. These updates aim to reduce the number of handovers when a child’s needs change and help strengthen the relationship between families and the lead practitioner. We expect these changes to improve the quality of support that children and families receive. These changes allow local authorities the flexibility to structure their local support and services in the most effective way which fits with their local service delivery.

Working Together 2023 also clarifies that the local authority continues to be accountable for section 17 support and services. It also makes it clear where decisions should be taken by a social work qualified practice supervisor or team manager.

Families First for Children (FFC) Pathfinder

The Department for Education’s FFC pathfinder was announced in February 2023 to test the key strategy commitments in the government’s implementation strategy, Stable homes, built on love. From July 2023 to March 2025, the pathfinder programme is investing over £45 million to design and test radical reforms in a number of local areas, across Family Help, child protection, family network support packages (FNSPs), and safeguarding partners. Wave one pathfinders are Dorset, Lincolnshire, and Wolverhampton.

A summary design specification (PDF, 219 KB) sets out the key features and minimum expectations for the new system.

Research and evaluation update

This year we have started two new research projects: a spend study and a trial of family therapy. The spend study looks at local areas spending on Supporting Families and wider Early Help services. The study is using case study research to develop a model for recording spend on Early Help. The Family Therapy Trial aims to test the use of systemic family therapy in some local areas to see whether this can help improve practice with families.  

Chapter 2 – Local service improvement

The national Supporting Families team continues to work closely with local authorities and their partners. This section outlines work that has been taken at national and local level to ensure service delivery continues to improve in England.

Early Help System Guide

The Early Help System Guide (EHSG) provides a national vision and thirty-one descriptors (structured into five sections) for a mature Early Help system that is shared by DLUHC, DfE and across government. It has also been widely consulted upon across other government departments and is based on what is working around the country.

As a self-assessment document, it provides an ongoing framework for areas to understand their progress and prioritise next steps. Areas are asked to submit their current self-assessment on an annual basis and structured feedback is provided to all areas. The scores and narrative provided in the self-assessments are used to support areas to continue to develop their system maturity.

The collection of these self-assessments in July 2023 was the second in two years. This has allowed us to conduct a comparison on the change in self-assessment scores. The chart below shows the average self-assessed scores for 2022 and 2023 and a very positive average increase of 0.3 on most sections where the scale for each descriptor is zero-five.

Self-assessed headline comparison 2022/23

Self-assessment	2022	2023
Family Voice	3.2	3.5
Workforce	3	3.3
Communities	2.9	3.2
Leaders	2.9	3.2
Data	2.7	2.9

All areas also identified 3 of the 31 descriptors to prioritise for improvement during 2023-24. The following were the most often identified:

• Early Help is understood and seen as everyone’s responsibility across the partnership of services working with children, adults, and families. We have a shared culture and set of core principles that underpin the wider Early Help system?

• We have a model of place-based or hub-based working in the community with a common footprint. Partners are integrated either virtually or physically in e.g., Family or Community Hubs. The model helps underpin the principles of whole family working.

• We have regular data feeds from all parts of the partnership to support whole family working. These are open feeds and underpinned by strong data sharing agreements.

• Our case management system allows all partners to  securely access all relevant cases and record whole family assessments.

• We have a system that allows us to pull together all data, analyse these data and ensure practitioners can see results.

• We have developed innovative analytical products. This could be needs analysis, place-based analysis, individual or family level risk analytics, apps or systems to improve information available to practitioners and partners, quantifying qualitative case notes or other documentation or any other product or system that has changed/improved our ways of working.

Earned Autonomy

This year, we have awarded six areas Earned Autonomy (EA) status. These are Dorset, Hertfordshire, Lancashire, Norfolk, Somerset and Wolverhampton. EA is a progression from Payment by Results (PbR) for areas who have reached a defined standard of maturity with their Early Help system. As well as receiving the status of having achieved this defined standard of maturity, areas awarded EA status receive all of their funding upfront. The following markers underpin the criteria to become an EA area:

• Comfortably exceeding minimum numbers for successful family outcomes.
• Met the 2020-21 data milestones set out in the 2021-22 programme sign up conditions.
• Committed to work on being able to report on all issues and outcomes faced by all families supported in Early Help and Supporting Families.
• Strong evidence that whole family working is an essential element of practice.
• Strong evidence of family voice informing service delivery.

The Early Help System Guide (EHSG) self-assessment is used as the first stage of assessment for Earned Autonomy. Areas self-assessing at or above a minimum score for nine specific EHSG descriptors and have over-achieved on successful family outcomes are invited to apply for Earned Autonomy. The nine specific descriptors from the EHSG are connected to maturity markers outlined above. An assessment visit is conducted with those who applied.

Case study: Supporting system improvement

Oxfordshire has been on a transformational journey to improve Early Help across the partnership. A number of families who had a child protection plan were not known to Early Help before being placed on a plan which indicated more could be done to support families earlier. Oxfordshire has been working to highlight the importance of Early Help across children services and partner agencies which has led to an increase in the number of services completing an Early Help assessment (locally known as Strength and Needs).  

Their starting point was to work with families and practitioners to develop new ways of working. Through co-production, they have adapted the Early Help Assessment and created the Strengths and Needs Form which enables a conversation which ultimately belongs to the family.   

It is stored in one place with the local authority so families don’t need to keep repeating their story and it can travel with the family easily if they change settings or the team that support the family changes. Strengths and Needs Forms are started by any practitioner in the community who identifies a family with support needs. Having done this, the practitioner is able to identify the support the family needs and bring the relevant services or community/family support together into a team around the family working to one plan.  

Oxfordshire Locality workers have knowledge and experience of the localities they operate within and provide visits and review meetings to schools, offering advice and support on starting Strengths and Needs Forms and delivering early help to improve the outcomes for children and their families.

Using the data they are now gathering, they have been able to target support to different settings and practitioners, for example, planning and ensuring professionals are trained to manage the number of families needing support. Currently primary schools hold most cases followed by secondary schools.

They have invested in Early Help training and are proud of the multi-agency group which includes health, education and the voluntary sector who all come together to deliver the training. They also facilitate peer to peer support meetings to improve Early Help practice across the services.

Training is advertised via the Oxfordshire children safeguarding board website and delivered during the day and in the evening every month to meet demand. To date they have trained 750 professionals. The training uses a restorative approach and encourages professionals to slow down enough to listen properly and reflect, rather than rushing to ‘refer on’ or to ‘fix’ people’s problems. They stress the importance of listening to people’s stories, helping them clarify their problems and needs, and empower them to find their own solutions to what is concerning them. It promotes child, family, and professional participation in key decision-making processes.

Feedback from the training has been positive from lead professionals and partners who can see it is more of a conversation and feel more confident about being curious when gathering information. Equally they have the knowledge to access partners’ support when required.

The Locality Community Support Service team quality assures every community Strengths and Needs Form, and they assess the child voice and family views and experience. This information helps them provide professional recommendations to improve outcomes for children and families and ensures clear plans are made for children and families which are supported by a multi-agency team in the community. 

A key finding for Oxfordshire is that investing time in relationships can save time and money and improve outcomes in the longer term. 

Improving local practice

Continuing to drive improvement is at the heart of the Supporting Families programme. However, our efforts to improve good practice go further than the outcomes local authorities and families achieve. We have continued to deliver our national good practice projects into 2024.

Supporting Families Employment Advisors (SFEAs) - This project is supporting delivery of good practice and collation of evidence of impact to give clearer guidance to all areas to maximise the impact of this role and measure success consistently. Ealing Council, our delivery partner, have conducted a series of deep dive conversations and workshops with SFEAs and local authority Supporting Families Coordinators. Ealing have produced a report, collating the findings from the deep dive sessions and workshops. Findings were shared with stakeholders at a webinar in February 2024.

Connecting the Early Help and Special Educational Needs and Disabilities (SEND) systems - This project has been developed to test ways of better aligning the SEND and Early Help pathways and is being delivered in five local authorities: Hertfordshire, Leeds, Nottingham, Southwark, and Wakefield. Whilst each local authority is taking a slightly different approach, all are trying to bring these services closer. This will ensure support for the whole family is earlier and prevents escalation to Education Health and Care Plans where it is not necessary. The project will run until December 2024, and we will see more outcomes over the rest of the year.

Connecting the Early Help and Mental Health systems - This project aims to test new ways of aligning mental health and Early Help pathways. Hull, Kirklees, Leicestershire, Southwark and Wiltshire are being funded to test new approaches. There are a range of approaches being tested, such as recruiting specialist practitioners and co-location of teams and/or practitioners. We are already seeing positive impacts on relationships between services and professionals, and links with local communities. Findings from the project will be summarised in an evaluation report, by our delivery partner Northumberland County Council, which will inform practice.

Family Voice - This is a cross-government project that aims to increase the use of feedback from families to drive ongoing improvements in national policy and in local service delivery. We are delivering this jointly with the Department for Work and Pensions, the Department of Health and Social Care and DfE. We have commissioned Safe Lives to deliver this project. Safe Lives have a significant amount of experience in working with families, which will be beneficial to support local authorities to improve their local service delivery. The project is delivered through two work strands – national and local. The aim of the national workstream is to engage with families with a range of lived experience, while the local workstream aims to work directly with local authorities and partners to improve their service design and delivery.

So far, we have engaged with 14 local areas; nine areas are sharing good practice, and five areas are being provided with support to improve. We have delivered two webinars for all local authorities on incorporating the authentic voice of families into their policy design and service delivery.

Voluntary and Community Sector - This project has been developed to share good practice across local authorities which exemplify the five descriptors in the communities section of the Early Help System Guide.

Workforce project

We want to ensure there is a stable, sustainable and skilled multi-disciplinary workforce to deliver Early Help. To deliver this, we have begun work to reform the Early Help workforce. These reforms will continue through to 2024/25.

Reform work is being undertaken in collaboration with local authority teams. This has enabled us to understand the Family Help workforce required and to understand the role of non-social workers within the Family Help space. This was implemented through taking a test and learn (evaluation) approach through the Families First for Children Pathfinder. We have gathered information on workforce sufficiency, the skills, knowledge and experience of practitioners, their qualifications, and routes into their roles. This will be used to help shape national policy.

Data survey

The Supporting Families programme has always promoted the use of data as an enabler to help local services to identify, understand and better support children and families at the right time, to prevent them reaching crisis point. To understand the maturity of local authorities’ data systems, we run a data survey every year. The Supporting Families Data Survey ran for its fifth year in 2023. This is a comprehensive survey on local data maturity, systems, reporting and analytics. The response rate is 97%, with 149 local authorities responding in 2023.

Sharing data between agencies is the first building block of any mature data system. Compared to 2022, overall, the levels of data sharing across local authority area partnerships have improved. 45% of local authorities said data sharing had improved over the last twelve months (compared to 43% in 2022).

Case study 2: Supporting system and data improvement

Local authority expertise and capacity 

One of the key strengths of the Supporting Families Programme is the mature partnership between central and local government, as well as the importance placed on using and sharing the wealth of local expertise.

In the last year, the Supporting Families national team established a new initiative, through an open bidding process, to fund local areas who have expertise in the development of strong data and system maturity to support their peers across England. 

Lincolnshire County Council and Staffordshire County Council are providing system maturity support to areas to improve and integrate their services and embed whole family working across their partnerships in line with the Early Help System Guide. They are providing insight, testing and challenge to other areas, including on governance, partnership arrangements, service delivery improvements, and community and family engagement.

They have supported 19 areas in total, working with Supporting Families Co-ordinators, Senior Responsible Officers, Data Leads, others within the Council and in the partnership. The Early Help System Guide has been used to identify priorities for improvement and to understand their current situation. The support provided has varied from very practical and detailed support around programme delivery to strategic discussions around the Early Help vision and strategy in the local area. The workforce table has been used to support prioritising around workforce development and analyse current skills set. 

It is important for areas to have a clear vision and strong leadership to drive forward and deliver their Early Help Strategy. Building relationships with partners and co-producing a vision for Early Help is essential to secure joint ownership and encourage long term system transformation.

Somerset Council have provided data sharing and maturity support to local authority areas to develop the maturity of their data infrastructure and enable them to track the needs and outcomes of families, support multi-agency working and/or identify families requiring support at the earliest possible point. 

They have worked with 20 areas and the feedback has been positive. Whilst local authorities are at different stages of their data maturity journey, there was some commonality in the challenges that they were grappling with. These tended to focus on financial, staffing and skills challenges. This has caused some delays in the ability of areas to fully engage with the support or commit to a maturity/data sharing development plan. However, most of these areas have used the support to identify the required resources and will be prioritising their development of data over the next year. 

They have adapted their support accordingly to meet the local authorities’ current digital infrastructure. As a result, their support has varied from; delivering presentations to Leadership, data and IT teams to demonstrate the art of the possible, helping local authorities develop information sharing agreements to access partner data, establishing processes and helping local authorities develop plans for mature infrastructures.

Their focus has been on the importance of using data to enable early intervention, help them to tell the data and prevention story to strategic partners, and use data as an enabler for the whole partnership system supporting families. 

They have been encouraging local authorities to take a building block, iterative approach to their data journey, for example starting by embedding internal data feeds such as education and Children’s Social Care, building towards wider partnership data.

They have also been working with areas to tackle skills deficits, helping them in recruitment processes and working with them as they invest in Data Apprenticeships as a way of investing in future skills for their workforce and building capacity. This investment can help them future proof an organisation to meet the demands placed on data and analytics.

Their support has been positively received, local authorities are reporting that their data maturity and sharing is improving as a result, and they have appreciated the support and advice. They continue to offer this support and share good practice and recommendations with the national team which will feed into our 2024/5 data improvement support and plans.

Evaluation of the Local Data Accelerator Fund

The Local Data Accelerator Fund was a £7.9 million innovation fund running from 2021-2023. It aimed to improve services for children and families by improving the local use of data. This funding was provided by HM Treasury’s £200 million Shared Outcomes Fund. Ten projects were awarded funding for the two years. Alongside this report, we are publishing an evaluation of the Local Data Accelerator Fund. This found that the fund was successful in improving data maturity in the ten areas. Where data-linkage and/or flows were in place, projects had equipped practitioners with new and more holistic, high-quality information about children and families. It also identified the significant challenges to data sharing projects and set out how they were being overcome in different areas.

Chapter 3 – Successful Family Outcomes 2023-24

Successful family outcomes are the way the programme records positive sustainable change in families. In most local authorities, successful family outcomes can be claimed through a Payment by Results claim. In 2023/24, 15 local authorities have Earned Autonomy status and Greater Manchester has a devolution deal with the government. These local authorities receive all their funding up front and do not make Payment by Results claims, however, they continue to track and report successful family outcomes. The figures in this report combine the Payment by Results outcomes and the successful outcomes from Earned Autonomy local authorities and Greater Manchester.

The latest figures submitted up to 3 January 2024 show that a total of 64,280 families have achieved successful family outcomes in 2023-24. This represents 61% of the national allocation of outcomes for the year with three months to go. The number of outcomes achieved is expected to rise in year three, in line with the increased annual allocations of funded successful family outcomes.

Since April 2015, Supporting Families (previously known as the Troubled Families Programme) has funded local areas to help 612,164 families with multiple and complex needs to make significant positive changes to their lives.

Validation of claims

The validation process makes sure that local programmes are meeting the national programme requirements. It is also referred to as the assurance or ‘spot check’ process.

The assurance process seeks to ensure outcomes meet the criteria set out in guidance and in a local authority’s own local outcomes plan. There is also a review of how local authorities use their case management and data systems and how they are progressing against the sign-up conditions^{[footnote 2]}. On an assurance visit, the team meet with Lead Practitioners and partners to understand how whole family working is being embedded within the local authority and how Early Help is being delivered. The team offer support and guidance to the local authority. Increasingly population level data is used to support the conversations.

The national team take a risk-based approach to assurance of the programme. This approach enables support to be directed where it was most needed. Indicators used to determine local authorities that might benefit from an assurance visit included:

• An unexpected number of successful family outcomes.
• Issues identified during a previous engagement.
• No engagement for a significant length of time.
• A local authority identified as needing performance improvement support.

These indicators are not exhaustive and are not looked at in isolation.

This year the national team undertook a scaled down assurance of all payment by results areas. Two cases from each area submitted using the new framework were looked at to consider:

• The composition of the family
• reason for referral
• the needs identified
• an overview of the whole intervention
• outcomes achieved at the end of the intervention
• evidence used to identify needs and outcomes

These cases demonstrated successful implementation of the new framework, with all criteria within the new framework being identified.

No claims were found to be invalid during this check.

Annex A – Table of successful family outcomes by local authority

Local Authority	Maximum funded successful family outcomes 2023-24	Total successful family outcomes achieved up to 3 January 2024**	Percentage successful family outcomes achieved up to 3 January 2024
Barking and Dagenham*	820	820	100%
Barnet	557	324	58%
Barnsley	596	253	42%
Bath and North East Somerset	165	134	81%
BCP	564	514	91%
Bedford	336	150	45%
Bexley	375	125	33%
Birmingham	3940	1379	35%
Blackburn with Darwen	505	245	49%
Blackpool	505	162	32%
Bracknell Forest	119	80	67%
Bradford	1763	555	31%
Brent	764	389	51%
Brighton and Hove*	445	422	95%
Bristol*	988	841	85%
Bromley	438	336	77%
Buckinghamshire	501	137	27%
Calderdale	424	200	47%
Cambridgeshire	834	538	65%
Camden*	414	265	64%
Central Bedfordshire	329	251	76%
Cheshire East	480	307	64%
Cheshire West and Chester*	547	405	74%
Cornwall	981	609	62%
Coventry	785	347	44%
Croydon	820	283	35%
Cumberland	409	392	96%
Darlington	196	91	46%
Derby	645	284	44%
Derbyshire	1272	776	61%
Devon	1002	761	76%
Doncaster	831	547	66%
Dorset	424	371	88%
Dudley	659	132	20%
Durham*	1230	1142	93%
Ealing*	757	532	70%
East Riding of Yorkshire	424	125	29%
East Sussex	810	347	43%
Enfield	904	419	46%
Essex	2268	1870	82%
Gateshead	445	251	56%
Gloucestershire	789	592	75%
Greater Manchester*	7297	3443	47%
Greenwich	673	522	78%
Hackney	726	521	72%
Halton	354	176	50%
Hammersmith and Fulham	319	230	72%
Hampshire	1437	859	60%
Haringey	673	673	100%
Harrow	319	147	46%
Hartlepool	252	151	60%
Havering	361	242	67%
Herefordshire	259	156	60%
Hertfordshire	1483	1112	75%
Hillingdon	533	533	100%
Hounslow	641	343	54%
Isle of Wight	224	110	49%
Islington*	473	282	60%
Kensington and Chelsea	259	193	75%
Kent*	2751	2314	84%
Kingston upon Hull	922	213	23%
Kingston upon Thames	200	200	100%
Kirklees	974	479	49%
Knowsley	578	330	57%
Lambeth	631	631	100%
Lancashire	2566	1519	59%
Leeds*	2054	1029	50%
Leicester	995	726	73%
Leicestershire	750	102	14%
Lewisham	890	670	75%
Lincolnshire*	1300	1062	82%
Liverpool*	1742	1440	83%
Luton	519	410	79%
Medway Towns	529	529	100%
Merton	249	79	32%
Middlesbrough	536	488	91%
Milton Keynes	410	79	19%
Newcastle upon Tyne	676	308	46%
Newham	971	764	79%
Norfolk	1486	1224	82%
North and West Northamptonshire	1262	509	40%
North East Lincolnshire	428	52	12%
North Lincolnshire	298	82	28%
North Somerset	263	71	27%
North Tyneside	368	182	49%
North Yorkshire	761	269	35%
Northumberland	561	262	47%
Nottingham	922	711	77%
Nottinghamshire	1423	1195	84%
Oxfordshire	708	492	69%
Peterborough	512	337	66%
Plymouth	571	182	32%
Portsmouth	477	238	50%
Reading	277	200	72%
Redbridge	526	265	50%
Redcar and Cleveland	308	122	40%
Richmond upon Thames	175	175	100%
Rotherham	687	368	54%
Rutland	25	12	48%
Sandwell	1037	324	31%
Sefton	536	434	81%
Sheffield*	1335	1184	89%
Shropshire	428	148	35%
Slough	372	252	68%
Solihull	298	105	35%
Somerset	838	838	100%
South Gloucestershire	277	247	89%
South Tyneside	421	251	60%
Southampton	533	370	69%
Southend-on-Sea	322	174	54%
Southwark	676	620	92%
St. Helens	449	96	21%
Staffordshire*	1290	1243	96%
Stockton-on-Tees	505	182	36%
Stoke-on-Trent	803	457	57%
Suffolk	1150	622	54%
Sunderland	690	391	57%
Surrey	1101	919	83%
Sutton	270	31	11%
Swindon	382	264	69%
Telford and Wrekin	375	200	53%
Thurrock	361	290	80%
Torbay	287	48	17%
Tower Hamlets	697	521	75%
Wakefield	901	361	40%
Walsall	757	381	50%
Waltham Forest	708	443	63%
Wandsworth	449	419	93%
Warrington	343	137	40%
Warwickshire	740	241	33%
West Berkshire	140	41	29%
West Sussex	1037	445	43%
Westminster*	305	225	74%
Westmorland and Furness	288	244	85%
Wiltshire	543	463	85%
Windsor and Maidenhead	112	87	78%
Wirral	831	381	46%
Wokingham	84	84	100%
Wolverhampton	733	631	86%
Worcestershire	932	678	73%
York	189	92	49%

Footnotes

*Earned Autonomy local authorities and Greater Manchester (which delivers the programme under a devolution agreement) no longer submit numbers of family outcomes for Payment by Results purposes. Instead, they report successful family outcomes on a quarterly basis.

**All results are subject to assurance check.

1. National Evaluation of the Supporting Families Programme, 2015-2020 (PDF, 1655 KB). ↩

2. As a condition of the programme, local authorities must meet some basic conditions for delivery. Further information on these are in the Supporting Families Programme Guidance (PDF, 483 KB). ↩