Local Government Outcomes Framework Explained
Local Government Outcomes Framework Explained
The Local Government Outcomes Framework (LGOF) is a set of 16 national priority outcomes that central and local government in England have agreed to deliver together, replacing fragmented departmental reporting with a single accountability structure.
For suppliers selling to councils, the LGOF signals where procurement priorities will shift. This guide covers what the framework contains, how it works, and how to position services around the outcomes that now shape local government spending.
What the Local Government Outcomes Framework is
The Local Government Outcomes Framework (LGOF) is a set of 16 national priority outcomes that central government and local government in England have agreed to work towards together. MHCLG published the framework in 2025 to replace the fragmented reporting arrangements where councils submitted different metrics to different Whitehall departments.
Think of it as a shared scorecard. Rather than the Department for Education asking for one set of numbers, DHSC asking for another, and DLUHC asking for a third, the LGOF creates a single list of outcomes that everyone agrees matter. Children achieving in school. Adults living independently. Homes being built. Communities feeling safe.
The framework focuses on results rather than processes. It does not tell councils how to run their services. Instead, it defines what good looks like and lets local authorities figure out how to get there.
Why central government introduced the LGOF
For years, councils faced a reporting tangle. A single authority might send housing data to one department, children's services data to another, and public health data to a third. Each department used different definitions, different timescales, and different formats. The administrative burden was significant, and the data rarely connected into a coherent picture.
Reducing reporting burden: The LGOF consolidates accountability into one framework. Councils spend less time on compliance paperwork and more time on actual service delivery. Where possible, metrics draw from existing national datasets rather than requiring new data collection.
Enabling local flexibility: A rural district council and an inner-London borough face very different challenges. The LGOF sets the destination without dictating the journey. Both work towards the same outcomes, but the routes they take will differ based on local context.
Supporting devolution: The English Devolution White Paper positioned the LGOF as part of a new relationship between central and local government. Multi-year funding settlements replace annual grant uncertainty. Mayoral combined authorities and county deals fit within this same architecture.
How the Local Government Outcomes Framework works
The framework operates through three connected layers. At the top sit the 16 priority outcomes, which describe the results government wants to see in terms residents would recognise. "Everyone has access to a decent, safe, secure, and affordable home" is an outcome. "Number of planning applications processed" is not.
Each outcome has associated metrics that allow progress to be measured. Some metrics draw from existing datasets like the census or NHS records. Others require new data collection arrangements still being finalised through the consultation process.
Statistical neighbours make comparisons meaningful. A statistical neighbour is a council with similar demographic and economic characteristics. Comparing a wealthy rural district to a deprived urban borough tells you little. Comparing councils facing similar challenges reveals genuine differences in performance.
Accountability conversations replace top-down targets. Central government uses the data to understand where councils are struggling and where support might help, rather than simply publishing league tables.
The 16 priority outcomes in the LGOF
The framework groups its outcomes into themes, though some span multiple policy areas.
Theme | Priority outcomes |
|---|---|
Housing | Housing supply and delivery; decent, safe, affordable homes; preventing homelessness and rough sleeping |
Children and families | Best start in life; every child achieving; keeping children safe |
Health and social care | Improving public health; quality adult social care; supporting independence; NHS integration |
Place and community | Safe, cohesive neighbourhoods; pride in place |
Environment | Net zero and circular economy; local transport infrastructure |
Economy | Economic prosperity; reducing child poverty |
Housing supply, quality, and homelessness
Three outcomes address the housing crisis from different angles. Housing supply focuses on new homes being built. Decent homes standards address the quality of existing stock, particularly in the private rented sector. Homelessness prevention targets rough sleeping and temporary accommodation.
Best start in life and every child achieving
Early years development measures whether children reach expected developmental milestones before starting school. Educational attainment tracks progress through the school system. Both outcomes recognise that what happens in childhood shapes life chances decades later.
Keeping children safe through social care
Children's social care carries its own outcome, reflecting the safeguarding responsibilities councils hold. The metrics here focus on children in care, child protection plans, and the quality of social work practice.
Health, wellbeing, and adult social care
Four outcomes cover the health and care system. Public health addresses prevention and population health. Social care quality measures the experience of people receiving care. Independence focuses on helping people live in their own homes. Integration tracks how well councils and NHS bodies work together through structures like Integrated Care Systems.
Neighbourhoods and community safety
Community cohesion, safety, and pride in place form a single outcome. The metrics blend crime statistics with resident perception surveys, recognising that feeling safe matters as much as being safe.
Environment, climate, and transport
Net zero and circular economy outcomes reflect the climate agenda. Local transport infrastructure addresses connectivity and sustainable travel. Councils control some levers directly while influencing others through planning and partnership.
Economic prosperity and child poverty
The framework marks economic prosperity and child poverty as "contextual" outcomes. Councils influence both but do not control them. A recession or benefit changes can shift the metrics regardless of local action. The framework acknowledges this distinction rather than holding councils accountable for factors beyond their control.
How local government outcomes are measured
Metrics translate outcomes into numbers. The LGOF consultation document lists draft metrics for each outcome, though many remain subject to refinement based on feedback from councils and sector bodies.
Where possible, metrics draw from existing national datasets. The Office for National Statistics, NHS Digital, and the Department for Education already collect much of the relevant data. Using existing sources reduces the burden on councils and ensures consistency across authorities.
Some outcomes require new metrics. The framework acknowledges gaps and commits to developing additional measures over time. Councils have fed back through the consultation process on which metrics work and which need revision.
How the LGOF connects to government social ambition
The framework translates broad government priorities into measurable local delivery. Child poverty, health inequalities, and the housing crisis all feature prominently in ministerial speeches. The LGOF creates a mechanism for tracking whether local action is making a difference.
Cross-departmental alignment represents a significant shift. Previously, the Department for Education cared about schools, DHSC cared about social care, and DLUHC cared about housing. The LGOF creates shared ownership of outcomes that span departmental boundaries.
For suppliers, this alignment signals where government attention and funding will flow. Services that demonstrably contribute to priority outcomes and deliver social value become easier to justify in business cases and procurement evaluations.
What the Local Government Outcomes Framework means for suppliers
Councils will increasingly evaluate procurement through an outcomes lens. Commissioners want to know how a proposed service contributes to the priorities they are accountable for delivering.
Procurement alignment: Tender specifications may reference specific LGOF outcomes. A children's services contract might explicitly link to "every child achieving" or "keeping children safe." Suppliers who understand this language can respond more effectively.
Evaluation criteria: Two suppliers offering similar services at similar prices might be differentiated by which one can demonstrate clearer outcome impact. Evaluation scoring may weight proposals by their contribution to priority outcomes.
Contract management: Performance metrics increasingly tie to LGOF indicators. Suppliers may find their contract KPIs aligned with the same metrics councils report to central government.
Where to find official LGOF documentation
GOV.UK publication page hosts the primary framework document, the metrics annexes, and the principles for use. This is the authoritative source for what the framework contains and how government intends it to operate.
MHCLG consultations publish updated metrics and framework revisions for comment. The framework will evolve over time, and consultations offer early visibility into proposed changes.
LGiU and sector bodies provide analysis and interpretation. The Local Government Information Unit, APSE, and similar organisations publish briefings explaining what the LGOF means for councils and their partners.
How to align your proposition with priority outcomes
1. Map your services to specific outcomes
Identify which of the 16 outcomes your product or service directly supports. A digital platform for housing allocations connects to housing outcomes. A training provider for social workers connects to children's social care. Specificity matters more than breadth.
2. Quantify your contribution to measurable metrics
Where possible, frame value propositions using the same metrics councils report against. If the LGOF measures "proportion of adults receiving social care who feel safe," a supplier whose service improves that metric has a compelling story to tell.
3. Reference outcomes in tender responses
Use LGOF language in bid documents. Evaluators increasingly expect suppliers to understand council priorities. A response that explicitly connects to "best start in life" signals alignment with what the authority cares about.
4. Track authority outcome priorities
Different councils emphasise different outcomes based on local context. A coastal authority might prioritise economic prosperity. An urban authority might focus on housing. Monitoring buyer signals and published strategies reveals which outcomes matter most to target authorities.
Build pipeline around local government priorities
Tracking which authorities prioritise which outcomes requires monitoring multiple sources: corporate plans, committee papers, cabinet reports, and procurement pipelines. Manually scanning documents across hundreds of councils is impractical for most teams.
Stotles aggregates buyer intelligence across UK local authorities, surfacing the priorities and procurement signals that indicate where outcome-aligned open tenders are emerging. Contract expiry tracking identifies when existing services come up for renewal. Open tender tracking catches LGOF-aligned opportunities as they publish.
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