This page provides an overview of social care in Newham, along with key metrics that could affect social care. Understanding these metrics is important because they help contextualise the challenges with social care provision in each local authority. These statistics are important to keep in mind when reviewing the other pages.
Why are these metrics important? Population size and density can affect the demand for social care services. For example, if a local authority has a high population (relative to other areas), it may need to allocate more resources to meet care needs. Similarly, areas with high population density may require more care services due to the increased number of people living in close proximity. Inversely, areas with a low population density may have fewer care needs, but residents may face challenges accessing services due to the distance between them. Lastly, people in rural areas might live further away from services, which can impact their ability to access care, or make it more expensive to provide.
Understanding these metrics can help local authorities plan and allocate resources effectively.
Deprivation decile is a measure of the level of deprivation in a local authority. It is calculated by ranking areas in England from 1 (most deprived) to 10 (least deprived) based on factors such as income, employment, education, and health. A higher decile indicates lower levels of deprivation, while a lower decile suggests higher levels of deprivation. Understanding deprivation levels can help local authorities identify areas that may require additional support and resources to address social care needs.
Deprivation rank is a measure of the relative deprivation of a local authority compared to other areas in England. It is calculated by ranking areas from 1 (most deprived) to 32,844 (least deprived) Lower Layer Super Output Areas (LSOA), which can be thought of as “small areas”. This rank is based on factors such as income, employment, education, and health. A lower rank indicates higher levels of deprivation, while a higher rank suggests lower levels of deprivation. Understanding deprivation ranks can help local authorities identify areas that may require additional support and resources to address social care needs.
Many people want care, some receive care, but a significant number go without. What types of care are being requested? What care is actually provided? This section explores the gap between need and provision, the types of care available, and how our own data contributes to the understanding of these challenges.
Access Social Care and other Helplines providers are working to bridge this gap by providing free legal support to people who are struggling to access social care services. This first chart illustrates the types of calls we are getting.
The rest of this page distingushes between the different types of care provided to Working Age People and Older People, as we are able to disaggregate at a greater level of granularity.
Note: these values are a work in progress… expect these numbers to go up
This plot shows a breakdown of the types of requests for assistance received by Access Social Care and other helplines. Understanding the themes of these calls can identify areas where additional support and resources may be needed. For example, a high number of calls related to housing may indicate a need for more affordable housing options, while a high number of calls related to social care assessments may suggest a need for improved access to care services. The request types are:
Assessments: An assessment is a meeting or form to find out what help someone needs with daily tasks.
Care Plan: A care plan is a written agreement that lists the support you’ll get and who to contact if things change.
Carers: Carers are people who help a disabled or ill person with daily tasks.
Charging: Charging refers to checking if you can afford to pay for some of your care based on your savings.
Information Seeking: Information seeking means getting advice about available care options.
Legal Issues and Complaints: Legal issues and complaints involve reporting problems with your care to the council or an ombudsman.
Safeguarding: Safeguarding is protecting people from abuse or neglect.
Of course, high numbers also mean that people know where to call, and this number can be impacted by advocacy efforts. As a counterpoint, areas with low numbers may indicate a lack of awareness of available services or a need for more outreach to connect people with support.
To protect privacy, our minimum bin size is 5, which means that if we field 1-5 queries on a topic, we display 5.
Are you a helpline and would like to combine data resources? Let us know!
Access Social Care casework, AccessAva data, and helpline partner submissions
Working Age People
Knowing how many people are requesting social care, how many people are recieving care and what percent of people are disabled helps understand need and social care provision at a top level. For example, a high number of people requesting care may indicate a need for additional resources or services, while a low number of people receiving care may suggest a gap in service provision. Understanding these metrics can help identify areas where additional support may be needed.
MW was diagnosed with Functional Chronic Pain, she cannot walk without support, she holds on to her furniture to move around the house. She uses a wheelchair, especially when she goes out, with support from friends and family. She lives on second floor with 5 flights because of the way the building is designed and there is no lift. She never goes out because of the difficulties she experiences with the stairs. She needs help with cooking, cleaning, shopping and showering. She relies on friends and her mum who has knee replacement.
She was referred by the Social Prescriber who referred her onto also referred her to Croydon Adult Support, they told her they are short of staff to allocate her a social worker, so she was placed on a long waiting list. MW case still hadn’t progressed until the Social Prescriber, who had been recently trained on the Care Act, referred her to Access Social Care’s free legal Chatbot letter clinic.
The legal clinic volunteer completed a letter to Croydon Council with MW within a week which was sent to Adult Social Services. Access Social Care then called her after two weeks to complete a follow up survey. MW informed them that she had had an assessment and was waiting to hear back from Croydon following the panel meeting. Social Services has now done the assessment after which the panel offered MW 9 hours of social care support.
This case study is based on real data from Croydon. Have a story to tell? Let us know, and we might display it here!
This plot shows the types of care provided to working-age people in Newham. Understanding the types of care available can help local authorities identify areas where additional support and resources may be needed. For example, a high number of people receiving personal care may indicate a need for more support with daily living activities, while a high number of people receiving respite care may suggest a need for additional support for carers.
ASCFR and SALT Data Tables 2023-24 Sheet T34
The age-standardised rate of disability in Newham is 17.5 %, almost the same as the England figure of 17.6 %. Because Newham has one of the youngest populations in the country, matching the national rate means that disability is concentrated in younger age groups more than elsewhere. The urban setting, high poverty, and past industrial work may all add to this pattern.
In 2024 there were 4,510 requests for help from working-age adults (18–64). This equals 1,244 requests per 100,000 residents, about 9 % above the national rate of 1,143. A high request rate in a young borough suggests that daily life in Newham places extra strain on disabled adults. Dense housing (9,690 people per km²) and low household income can make it harder for friends and family to give informal support, so people turn to the council sooner.
Newham funds support for 2,190 working-age adults, or 604 per 100,000 residents. That is 13 % above the England average of 533 per 100,000. The mix of services is notable.
Most people get help at home or in the community. Personal budgets managed by the council cover 346 per 100,000 residents, well above the national figure of 267. Direct payment only cases stand at 188 per 100,000, also higher than the England average of 122. Newham therefore leans strongly towards flexible, person-centred support. This fits a younger disabled group who wish to keep control of their lives and who can use public transport and local networks in a compact borough.
Use of buildings-based care is lower. Residential placements run at 29 per 100,000, less than half the national rate of 61. Nursing care is 8 per 100,000, compared with 14 across England. Limited land, high costs, and scarcity of local providers may restrict supply. The council may also be steering people away from institutional care because outcomes for working-age adults are often better at home.
In 2025 very few residents asked the council for advice on care plans, charging, or safeguarding—between 0.28 and 1.65 requests per 100,000, far below national levels. This can be read in two ways. Good online information and strong community groups could be answering questions early. Equally, language barriers or lack of trust in services might stop people from seeking help. Given Newham’s high deprivation (Index of Multiple Deprivation mean decile 3) and diverse population, monitoring this issue is important.
Demand for working-age social care is already above average and is likely to keep rising as the population grows from 362,500 today. Resources therefore need to stay focused on community support, with special effort to secure accessible housing and personal assistants. At the same time the low use of formal advice routes should be explored. Improving outreach, especially through neighbourhood centres and translation services, could uncover hidden needs and prevent crises that end in costly placements. Finally, the very small nursing and residential sector may require a risk plan so that people who do need 24-hour care can find it without leaving the borough.
✨ ✅ ❌Older People
Just like with Working Age people, knowing how many older people are requesting social care, how many people are recieving care and what percent of the population is 65+ helps understand need and social care provision at a top level.
Jamaican female, blind and in her 40s. She was in an emergency Bed & Breakfast with her Niece, who acts as her unofficial carer, she is unable to work but would like to go to University. She is receiving PIP but not the Daily Living Allowance which she applied for in June 2021. She is vulnerable and has a history of self harm so was assigned a rehab Support Worker. Vanessa supported her using the Chatbot to chase up her PIP Daily Living allowance application, after waiting for several months and they received a reply within a week but was awarded the lower rate.
Another Chatbot letter was sent to request an urgent assessment due to her vulnerability and this was action quickly by the LA. Vanessa also supported her to use the chatbot and ask the Social worker to be moved to a place that supports her needs and rights. As she was having to use a shared bathroom, toilet and kitchen in a place with drug/alcohol abusers and being blind with no carer, this left her vulnerable. The Chatbot was used again to raise this issue and after a few weeks she was successfully moved to a private property in another area.
This case study is based on real data from Croydon. Have a story to tell? Let us know, and we might display it here!
As above, it is important to see what type of care older people are being provided because it can help explain where additional work is needed.
ASCFR and SALT Data Tables 2023-24 Sheet T34
Newham has a small share of older residents. In 2019 only 6.9 per cent of the people were aged 65 plus, rising gently to 7.5 per cent in 2023. England as a whole holds about 18 per cent in this age band, so Newham’s population is much younger. Even so, because the borough is growing fast, the actual number of older people has still gone up. Using the yearly population totals, the group grew from roughly 24,200 people in 2019 to about 27,100 in 2023, an increase of 12 per cent.
This change is important for planning. A rising head-count, even from a low base, means extra demand for health and care each year. The very high density of 9,690 residents per square kilometre also makes it harder to find space for new services such as day centres or care homes.
In 2024 the council recorded 4,105 requests for support from residents aged 65 plus. This equals 1,132 requests for every 100,000 older people, less than half the England average of 2,438. Some of the gap is expected because there are fewer older residents, yet the rate per head is low as well. Several factors may sit behind this. Newham is one of the most deprived areas in the country, so many families live together and give care at home, reducing formal contact with the council. Language and culture may also make people less likely to ask for help, or they may not know how to do so.
The number of older people actually getting long-term care is 2,690, or 742 per 100,000. Again, the national rate is higher at 1,003 per 100,000. The shortfall is seen in every setting. Only 52 per 100,000 are in nursing beds, compared with the England figure of 122. Residential placements stand at 70 per 100,000 against 250 nationally. Community support, whether by direct payment or council-managed budget, is nearer the norm yet still under the mean.
This pattern can be read in two ways. It may show healthy ageing and strong family networks, meaning fewer formal packages are needed. On the other hand, it may point to unmet need, hidden by barriers to access or by a wish to avoid fees. The very low figures for requests about charging, direct payments and safeguarding in 2025 (all below two per 10,000) give a similar signal. Either residents face fewer problems, or they are not reaching the council when problems arise.
The steady rise in older residents, together with high poverty and very limited space, suggests early action is wise. Outreach in community languages, clear advice on paying for care and schemes that help carers could bring hidden demand into view before crises occur. Planning new extra-care flats rather than large care homes may suit dense urban land and the wish of many older people to stay near family. Finally, monitoring per-capita rates year by year will show whether the current low use of services is a sign of success or of people still missing out.
✨ ✅ ❌When government support falls short, unpaid carers step in to provide care. However, many struggle with burnout, financial pressure, lack of social contact, and a lack of support. This section explores the number of unpaid carers, their increasing workload, and what forms of support are available.
Carers play a vital role in supporting vulnerable adults, often stepping in to provide care when professional services are unavailable or insufficient. The percentage of carers receiving direct payments highlights financial empowerment, the number of carers accessing services reflects local authority outreach, and the number turning to charities underscores unmet needs. Together, these data points reveal systemic strengths and weaknesses: low direct payment uptake may push carers toward charities, while effective services can reduce dependence on charitable support. Understanding these metrics enables targeted interventions to ensure carers receive the recognition and resources they deserve.
Unpaid carers play a crucial role in supporting vulnerable adults, often stepping in to provide care when professional services are unavailable or insufficient. Understanding the number of unpaid carers in a local authority can be complicated. On the one hand, a relatively high proportion might be indicative of not enough being done by the local authority, and/or a strong community. On the other hand, a relatively lower number can mean good service provision, lower need, lower availability to look after family, or a problem with reporting.
Still, understanding the number of unpaid carers is a baseline number that must be considered.
NOMIS NM_2213_1
These values are widely considered to be an underestimate. See this report from Carers UK for more information.
August 2021 - Patient with dementia who lives in a shared lives setting. Carer had been requesting respite from the council since September 2020. Croydon Social Prescriber helped with a referral to the local authority in March 2021. Assessment conducted, with the promise they would come back with support, which did not happen. 25 August, social prescriber used the chatbot to find the right legal wording for the situation. The email was sent at 4.52pm that day. At 5.12pm the council contacted the carer to discuss the respite. This was the impact of one letter, addressed to a senior team.
This case study is based on real data from Croydon. Have a story to tell? Let us know, and we might display it here!
Social contact is important for carers’ well-being, as it can help reduce feelings of isolation and loneliness. Understanding the level of social contact that carers have can help local authorities identify areas where additional support and resources may be needed. For example, a low level of social contact may indicate a need for more social activities or support groups for carers, while a high level of social contact may suggest that carers have a strong support network.
Survey of Adult Carers in England (SACE) - question 11
The type of support available to carers can vary significantly, impacting their ability to provide care effectively. Understanding the types of support available can help identify areas where additional resources may be needed. For example, a high number of carers receiving respite care may indicate a need for more support with caregiving responsibilities, while a low number of carers receiving financial support may suggest a need for additional financial assistance.
ASCFR/SALT Sheet T47
Access to information is crucial for carers to navigate the social care system effectively. Understanding how easy it is for carers to get information can help local authorities identify areas where additional support and resources may be needed. For example, a high number of carers finding it difficult to get information may indicate a need for improved communication and support services, while a low number of carers finding it difficult to get information may suggest that existing services are effective.
Would you like social care information? Try our Chatbot!
Survey of Adult Carers in England (SACE) - question 17
Note: these values are a work in progress… expect these numbers to go up
Access Social Care and other Helplines help people with information, advice, and support related to social care. Understanding the types of calls received by carers can highlight areas where additional support and resources may be needed. For example, a high number of calls related to financial support may indicate a need for more financial assistance for carers, while a high number of calls related to respite care may suggest a need for additional support with caregiving responsibilities.
It is important to note that, just as in the previous section, low numbers of requests might indicate that people don’t know where to get help, don’t feel they can get (or deserve) help, or other outreach problems. This is particularly important because we often work with people where the role of a carer is not recognised, or where the carer themselves does not recognise their role.
Access Social Care casework, AccessAva data, and helpline partner submissions
In 2021 around 21,500 Newham residents, or 6,137 per 100,000 people, said that they care for a friend or relative. The England average was 8,204 per 100,000. A lower rate in Newham fits with its young age-profile and fast population growth; there are fewer older adults who usually need long-term care. It may also point to under-reporting. Many families speak languages other than English and live in tight family networks, so they may see caring as part of daily life rather than a role that should be declared.
Only 34.3 % of Newham carers feel that they have as much social contact as they would like. This is slightly better than the national figure of 29.3 %, and the borough’s very high density of 9,690 residents per km² may help neighbours, relatives and faith groups to stay in touch. Nonetheless, two out of three carers still feel lonely at least some of the time, showing that geography alone does not remove isolation.
Just over half of carers (51.5 %) say it is easy to find information about support, below the England rate of 59.3 %. This gap matters because good advice often decides whether a carer can stay in work, keep healthy or claim the right benefits. Language barriers and a complex local service map may make information harder to reach in Newham than in less diverse areas.
Direct payments are rare. Only 15 carers per 100,000 receive a payment they can manage themselves – about 50 people in total – compared with 150 per 100,000 nationally. By contrast, respite or other help delivered to the cared-for person is supplied at 159 per 100,000 (about 560 cases), more than double the England average of 70. The council also offers information and advice at a rate (308 per 100,000) close to the national level, yet this has not translated into higher satisfaction with finding information.
The pattern suggests that Newham relies on council-commissioned services rather than personal budgets. This may suit carers who prefer ready-made help, but it limits personal choice and could explain why some do not see services as easy to navigate.
Newham sits in the third most deprived decile in England and has no rural areas. High living costs and low incomes mean many households cannot afford to reduce paid work to care, which might suppress the recorded carer rate. At the same time deprivation raises the risk of poor health, so the underlying need for care may be greater than the figures suggest.
Improving the visibility of carers should be a priority. Community outreach in different languages and links with primary care could help residents recognise themselves as carers earlier. Expanding direct payments or flexible personal budgets would offer more control and may fit well with multi-generational households that can organise care themselves. Finally, the high level of loneliness shows a need for low-cost social spaces and peer-support groups, something that dense urban areas can provide if coordinated.
✨ ✅ ❌Care providers are essential for delivering social care services, including home care agencies and care homes. The quality of care they provide can vary significantly, impacting the well-being of service users. This section examines the number and types of care providers, their quality ratings, and some of the difficulties of maintaining high standards. Understanding these metrics is crucial for ensuring that vulnerable individuals receive high-quality care.
The number and types of care providers in a local authority can impact the availability and quality of social care services. Understanding the distribution of care providers directly influences people’s ability to get the care they need.
The Care Quality Commission (CQC) rates care providers based on their quality of care, safety, and effectiveness. Understanding the quality ratings of care providers can help local authorities identify areas where additional support and resources may be needed. For example, a high number of care providers with low ratings may indicate a need for improved training and support, while a high number of care providers with high ratings may suggest that existing services are effective.
Framework rates are the agreed prices that local authorities pay care providers for social care services, such as home care and residential care. These rates are crucial because they determine the affordability, availability, and quality of care in a city. If rates are too low, providers may struggle to sustain services, leading to workforce shortages, poor care quality, and limited access for those relying on council-funded care.
Understanding framework rates helps assess whether local authorities are adequately funding social care, ensuring fair pay for care workers, and maintaining a sustainable care market that meets residents’ needs.
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Several providers are finding it increasingly difficult to stay in business, and sometimes several providers collapse at once. For example, when pay rises are approved without consultation and effective immediately, providers may not be able to afford to pay their staff. This can cause a chain-effect which leads to collapse in the market, and a lack of care for those who need it.
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Workforce turnover rate is a measure of the number of staff leaving a care provider over a specific period. High turnover rates can indicate issues with staff retention, such as low pay, poor working conditions, or lack of training and support. Understanding workforce turnover rates can help local authorities identify areas where additional support and resources may be needed to improve staff retention and ensure high-quality care services.
NOTE: This data series is based on regional data
Staff retention is crucial for maintaining high-quality care services. Understanding the challenges faced by care providers in retaining staff can help local authorities identify areas where additional support and resources may be needed. For example, a high number of care providers struggling to retain staff may indicate a need for improved training and support, while a low number of care providers facing retention challenges may suggest that existing services are effective.
This dataset describes the results of a survey asking care providers about their challenges in retaining staff.
NOTE: This data series is based on regional data
Workforce_survey_data_tables, Tab 6_2
Vacancy rate is a measure of the number of unfilled positions within a care provider over a specific period. High vacancy rates can indicate issues with staff recruitment, such as low pay, poor working conditions, or lack of training and support. Understanding vacancy rates can help local authorities identify areas where additional support and resources may be needed to improve staff recruitment and ensure high-quality care services.
Recruiting staff is essential for maintaining high-quality care services, and for backfilling staff when they leave. Understanding the challenges faced by care providers in recruiting staff can help local authorities identify areas where additional support and resources may be needed. For example, a high number of care providers struggling to recruit staff may indicate a need for improved training and support, or can point to a systemic problem, such as low pay, poor working conditions, or not enough people interested in this job type.
Staff recruitment is important as it’s one of the areas that have levers to pull outside of social care, for example, by changing how many visas are awarded to social care workers.
NOTE: This data series is based on regional data
Workforce_survey_data_tables, Tab 6_2
Newham has 51 community-based adult social care services and 22 residential social care homes. Allowing for the 2023 population of around 363,000 people, this equals about 14 community providers and only 6 residential homes per 100,000 residents. Nationally, councils report on average 64 community services and 91 residential homes in total, so the borough is well below average on both counts. The gap is widest for residential care, where Newham offers roughly one residential home for every fifteen that exist, on average, in a similarly sized English area. Space pressures help explain this picture: Newham is the second most densely populated place in England, with 9,690 residents per square kilometre and no rural land. Building or expanding care homes is therefore hard and expensive. The shortfall may push more older or disabled residents to seek support outside the borough or rely on intensified community and family care.
Only 11 % of Newham’s registered providers are rated “requires improvement” or “inadequate”, compared with 17 % nationally. This suggests that, despite the small provider base, quality oversight is working and staff teams are delivering care that meets regulators’ expectations. High deprivation, with the borough sitting in the third most deprived decile, often correlates with lower quality, yet Newham bucks this trend. Small provider numbers might make it easier for commissioners and the local Care Quality Commission team to maintain close relationships and intervene early when standards dip.
The annual turnover rate is 19 %, almost identical to the London average, but the vacancy rate stands at 15 %, nearly double the England figure of 8 %. Services are therefore losing staff at a normal pace yet struggling to fill the posts they have. Two out of three managers report that recruiting is “more” or “much more” challenging, slightly better than the national picture (80 %) yet still very high. Staff retention feels less difficult than elsewhere (56 % versus 68 % nationally). Lower retention pressure could link to Newham’s young, ethnically diverse labour market and good public transport, which make short-distance job moves easier but also widen the potential workforce pool. However, housing costs in east London may deter experienced carers from moving into the area, feeding the vacancy gap.
Fewer care settings mean choice is limited, especially for people who need a residential bed. Quality is mostly good, but sustained vacancies risk stretching teams and eroding standards over time. High density and scarce land call for creative solutions, such as vertical care home design, mixed-use developments or intensive home-care packages backed by digital monitoring. The stable yet under-sized workforce could benefit from targeted training and recruitment campaigns that draw on local colleges and migrant communities. Newham’s deprivation profile also points to higher underlying need, so commissioning plans may have to grow capacity faster than population growth alone suggests.
Newham’s social care sector is small but performs well on quality. The main strategic challenge is to expand capacity—particularly residential care—while tackling long-running recruitment and vacancy pressures. Addressing these issues early can help ensure that residents continue to receive safe, timely and local care as the borough’s population rises.
✨ ✅ ❌Historically, hospital delays have been due in large part, to the inability to discharge patients into social care. We no longer have DTOC data, but we can still look at the number of hospital delays and the number of facilities requiring improvement.
CQC, as the regulator of health and social care services in England, is beginning to rate Local Authorities on their social care provision. Understanding the CQC rating of a local authority should be used as the most official evaluation of service care provision. For example, a low rating may indicate a need for improved service delivery, while a high rating may suggest that existing services are effective.
Hospital delays can have a significant impact on patient care and outcomes, and are in large part the result of not having invested sufficiently in social care. Understanding the number of hospital delays in a local authority can be a sympthom of a poorly working social care sector. For example, a high number of hospital delays may indicate a need for improved discharge planning and coordination, not enough places to discharge people to, lack of sufficient staff to assess patients, or a lack of care providers.
Discharge-Ready-Date-monthly-data-webfile-November-2024, Tab UTLA Acceptable
This metric illustrates how long patients are delayed in hospital before being discharged. Higher average delays mean that patients are spending more time in hospital than necessary, which can lead to increased costs, reduced bed availability, and poorer patient outcomes. This also means that the beds are not available for people that might desperately need them for life-saving procedures.
Discharge-Ready-Date-monthly-data-webfile-November-2024, Tab UTLA Acceptable
Delayed Transfer of Care (DTOC) refers to the time between a patient being declared medically fit for discharge and actually leaving the hospital. Understanding the number of DTOCs in a local authority can help identify precisely where the social care system is failing.
Unfortunately, this dataset is no longer being generated.
Reablement is a short-term service that helps people regain independence and confidence after a period of illness or injury. Understanding the number of people receiving reablement services can help local authorities identify areas where additional support and resources may be needed. For example, a high number of people receiving reablement services may indicate a need for more support with daily living activities, while a low number of people receiving reablement services may suggest that existing services are effective.
Coming soon!
Service user satisfaction is a key indicator of the quality of social care services. Understanding service user satisfaction can help local authorities identify areas where additional support and resources may be needed. For example, a low level of service user satisfaction may indicate a need for improved service delivery, while a high level of service user satisfaction may suggest that existing services are effective.
It is important to note that the people surveyed are already receiving service care. Notably absent are all the people that are not yet lucky enough to be receiving care.
Personal Social Services Adult Social Care Survey, question 1
Access to information is crucial for people using social care services to navigate the system effectively. Understanding how easy it is for people to get information can help local authorities identify areas where additional support and resources may be needed. For example, a high number of people finding it difficult to get information may indicate a need for improved communication and support services, while a low number of people finding it difficult to get information may suggest that existing services are effective.
Would you like social care information? Try our Chatbot!
Personal Social Services Adult Social Care Survey, question 13
An ombudsman is a person who has been appointed to look into complaints about companies and organisations. The number of cases received and decided by the Ombudsman is important because it provides insight into the volume of complaints about a local authority’s social care services and how effectively these complaints are being addressed. The number of cases received indicates the level of dissatisfaction or systemic issues within a council’s care provision, while the number of cases decided shows how efficiently the Ombudsman is processing and resolving complaints. A large gap between the two may suggest delays in complaint handling, leaving individuals waiting.
It is important to note that contacting the Ombudsman is widely considered a last resort, often discouraged, and sometimes penalised.
Newham has about 363,000 people and is one of the most crowded places in England, with almost 9,700 residents for each square kilometre. No part of the borough is rural. It is also very poor: its mean deprivation score sits in the third decile, far below the national midpoint. This mix of high density and high need puts strong pressure on health and care services.
Almost every hospital stay that ends in Newham finishes in a trust judged acceptable by the Care Quality Commission. The rate is 99.8 per cent, well above the England figure of 89 per cent. Once people are ready to leave hospital, they do so quickly. Only 3.8 per cent of discharges are delayed, compared with 12.3 per cent nationally, and the average delay is just 0.26 days against a national 0.7 days. This suggests tight joint working between the council, local hospitals and community teams. A younger age profile than many areas may also help, because fewer very frail patients need complex packages of care. Good flow releases beds, cuts costs and lowers the risk of harm linked to long stays.
While discharge works well, the picture is less strong when we look at how people feel about services. Sixty-one per cent of survey respondents say they are satisfied with the care and support they receive, a little below the national 65 per cent. A separate NatCen source hints that 57 per cent are dissatisfied, pointing to a possible polarised view: some residents are happy, others clearly are not. Language barriers and high turnover of residents may make it harder for staff to build lasting relationships, which can influence how people rate their care.
Only 66.8 per cent of service users say it is easy to get information about help, slightly under the England average of 68.2 per cent. In a borough with more than 200 spoken languages, clear signposting in many formats is essential. The small gap therefore still matters because poor knowledge can lead to late requests for help and rising need.
Newham receives 4.4 complaints per 100,000 residents, in line with the national 4.45. However, 4.7 complaints per 100,000 reach a decision stage, above the England rate of 4.12. More investigations could mean that issues are complex or that the council is open to external review. Either way, each case absorbs staff time and carries a reputational cost, so learning from outcomes is vital.
The borough has proved it can run an efficient hospital discharge system even under heavy demand. This strength frees money and staff for other tasks. The next challenge is to raise satisfaction and make information easier to find. Doing so may require more face-to-face advice in community settings, better digital content in several languages and stronger feedback loops so that early concerns do not turn into formal complaints. Given high deprivation, small gains in user experience can have a large effect on health and wellbeing. Maintaining current discharge performance while investing in clearer communication and responsive support will help Newham move closer to national averages and, more importantly, to what its residents need.
✨ ✅ ❌We need to understand how much money is being spent on social care, and what this provides. First, let’s look at values reported by local authorities.
Gross Current Expenditure (2023-24) captures the total operational cost of services, indicating overall demand and financial commitment. This includes spending on residential and non-residential care, direct payments, and other social care services. Understanding gross expenditure helps assess the scale of social care provision and financial pressures on local authorities.
ASCFR/SALT Sheet T3
This figure reflects the net cost of social care provision to the local authority, indicating the extent of financial support required to meet service demands. Understanding net expenditure helps assess the financial sustainability of social care services and the commitment level of the local authority.
ASCFR/SALT Sheet T3
Client Contributions, otherwise known as “Charging”, show the extent to which service users offset costs. Understanding client contributions helps assess the financial burden on individuals and the local authority, highlighting the need for fair and equitable funding mechanisms.
It is important to note that not all local authorities charge for social care services, and that charging can be a barrier to accessing care for some individuals.
ASCFR/SALT Sheet T3
Income from NHS reflects external funding and collaboration with the health sector. Understanding NHS contributions helps understand the level of integration between health and social care.
ASCFR/SALT Sheet T3
Budget Cuts indicate financial constraints and potential service reductions. Sometimes, budget cuts are explicit, but other times, they aren’t mentioned directly, making tracking this information difficult to access.
As such, this data is not consistently available for all local authorities.
Access Social Care have made a series of Freedom of Information requests about the government’s own assessment of sufficiency of social care funding. The social care sector is in crisis, yet the government refuses to disclose how it determines funding sufficiency. Without transparency, there is little accountability, no independent scrutiny to improve decision-making, and government trust heavily impacted. Evidence from across the sector indicates a severe funding gap, but without open data, meaningful reform remains impossible. True solutions require honesty about the scale of the problem to then work towards a fair and equitable funding model.
The government appears to know how much money is required for social care, and yet they are not making that known.
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Newham spent about £129 million on adult social care in 2024. This figure comes from the gross total expenditure of £35 798 for every 100 000 residents and a mid-2023 population of 362 552. The national spend is much higher at £47 758 per 100 000 people. After income and other offsets, Newham’s net spend falls to about £118 million, or £32 716 per 100 000 residents, again well below the England figure of £40 472.
On first sight, Newham appears to spend less than most councils. Part of the gap can be explained by the borough’s special context. It is the second most densely populated area in the data set, with almost 9 700 people per square kilometre. High density can bring economies of scale: care workers travel shorter distances, and day centres serve more clients from one site. These factors can push unit costs down.
However, Newham is also one of the most deprived places in England, sitting in decile 3 for deprivation where 1 is the poorest. Deprivation often leads to poorer health and a higher need for support at earlier ages. If need is high but spending per person is low, there is a risk that some residents do not receive the help they require or must wait longer for it.
Only £3 082 per 100 000 residents comes from client contributions, equal to roughly £11 million in cash terms. Across England, the figure is £7 286. The shortfall is easy to understand: many Newham residents have low incomes and little savings, so fewer have to pay full fees. The council therefore depends more on other sources.
The main outside partner is the NHS. Newham receives £9 526 per 100 000 residents from the health service, about £34.5 million in total. This is higher than the national average of £7 878. Strong NHS support may reflect close working on hospital discharge or a higher share of continuing health-care cases. While valuable, such funding can be volatile because it relies on yearly agreements between organisations.
The number of usual residents has grown by roughly 13 000 since 2019. Even if per-person spend stays the same, the cash budget will need to rise each year simply to keep pace. Growth is taking place in a borough with no rural areas, meaning that any extra demand must be met in already busy neighbourhoods.
Newham is keeping spending low compared with England, helped by urban scale and strong NHS contributions. Yet underlying deprivation and steady population growth point to rising need. The low level of client income leaves the council with limited flexibility if NHS money falls or costs climb. Maintaining current service quality will therefore depend on firm joint planning and a clear long-term funding plan.
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