Whole Family Wellbeing Funding Programme templates: year 3 analysis - 2024-2025

Executive summary

Introduction

Established by the Scottish Government in 2022, the Whole Family Wellbeing Funding (WFWF) programme aims to drive systems change at a local level to improve the delivery of holistic whole family support in line with the National Principles – so that every family in Scotland can access the right support at the right time, reducing the need for crisis intervention and helping children to thrive within their own families.

This analysis examines Year 3 (2024-25) reporting templates submitted in time to complete this research by 23 of Scotland’s 30 Children’s Services Planning Partnerships (CSPPs). It provides a descriptive overview of activities funded through Element 1 of WFWF, identifies emerging themes and highlights examples of positive practice to help CSPPs learn from each other’s approaches to delivering holistic whole family support.

Methods

A desk-based methodology was applied to review the WFWF templates and supporting documentation. Each CSPP’s submission was reviewed against an analysis framework, with analysts collating quantitative and qualitative data and distilling key information from the templates. Interviews with twelve staff involved in WFWF implementation in their area contributed further insight and informed the development of four case studies. The analysis is built around the four thematic areas (known as ‘core components’) which the Scottish Government and stakeholders have identified as key to achieving the aims of the WFWF programme (see Chapters 2 through 5). However, it was not within the scope of this research to specifically assess the extent to which the outcomes related to these aims are being achieved. This will be the focus of the future WFWF Year 3-4 evaluation.

Key Findings

Children and families at the centre of service design

CSPPs demonstrated a strong commitment to involving children, young people and families in the design and delivery of services. A wide range of engagement methods were used, including surveys, focus groups, workshops and creative approaches such as Talking Mats and storytelling. Structures for the ongoing engagement of particular groups such as Promise Boards (with care experienced children, young people and families), youth panels and parent forums were referenced in many submissions.

Many CSPPs have embedded lived experience in service design, with examples of children, families and young people influencing funding decisions, redesigning service pathways, and shaping physical service environments. There were also multiple examples of CSPPs using findings from engagement to adapt programmes, introduce new supports and services, refine referral routes or redesign governance processes.

Availability and access

Analysis of Year 3 activity shows that CSPPs have taken a range of steps to streamline and widen access to family support. CSPPs reported the development of centralised referral pathways, single points of access, merged services, and increased use of digital referral management systems such as Fast Online Referral Tracking (FORT). Flexible, community‑based delivery models were widely implemented, including family hubs, out‑of‑hours support, services available within school settings, mobile drop‑ins and outreach to rural or isolated communities.

Targeted support for priority groups such as care experienced children, neurodiverse young people, low‑income families, and families with children under three has been introduced in many areas. CSPPs have also broadened eligibility criteria and reduced reliance on referrals or waiting lists. Early signs of impact were noted in some submissions, including reduced escalation to statutory services, improved wellbeing and strengthened family resilience.

Whole systems approach

CSPPs continued to progress towards more coordinated, holistic models of support. Multi‑agency working was described across all areas, with partnerships between local authorities, health, education, third sector organisations and community groups contributing to earlier identification of need, reduced duplication and more responsive services. Family Hubs were highlighted as an important mechanism for integrated support in some areas.

Several areas described implementation of shared referral processes or digital systems to improve communication and collective planning.

Leadership, workforce and culture

CSPPs reported investment in workforce development activity, including training in trauma‑informed practice, neurodiversity, suicide prevention, sleep support and rights‑based approaches. Many training opportunities were open to practitioners from different agencies and specialisms, promoting a shared culture and consistent practice across services. Some areas have recruited a dedicated training and development coordination role or established professional learning communities to support ongoing development.

Leadership commitment was recognised as a key enabler of system change. Senior level buy‑in has supported restructuring, alignment of priorities and scaling of early intervention services. A few areas referenced measures to support staff wellbeing, including reflective practice sessions.

Challenges

CSPPs identified a range of challenges which have impacted the delivery of WFWF activity. Recruitment and retention issues were described as a barrier in many submissions, often linked to the need for highly skilled specialists or job insecurity caused by short term funding cycles. Capacity constraints driven by financial pressures and rising demand were also frequently cited as a challenge. Geographical challenges associated with remote and rural communities affected the reach of services in some areas.

Progress toward Year 2 evaluation recommendations

Templates described clear progress towards many of the recommendations identified in the evaluation of Year 2 of the WFWF programme. This included enhanced processes for capturing and using feedback from children, young people and families, strengthened analytical capacity and improved local data collection.

Some CSPPs made advances in sustainability planning by embedding activities into core budgets, securing external funding or implementing train‑the‑trainer models. Several areas progressed improvements to case management systems, particularly through the rollout of FORT or single access pathways.

Conclusions

Overall, Year 3 templates illustrate how CSPPs are using WFWF to advance more responsive, preventative and holistic models of family support. Information provided in templates and supporting documentation demonstrates a range of activity being delivered in line with the WFWF programme’s aims of strengthening early intervention, widening access to support, and embedding multi-agency approaches.

Taken together, these insights provide a strong foundation for ongoing policy development and will complement the wider evaluation of Years 3 and 4 by offering timely, descriptive evidence on how, despite some challenges in implementation, WFWF is contributing to system change and improved support for children, young people and families across Scotland.