2023/24 Revenue Budget Breakdown
Service Description	Employee Expenditure	Other Expenditure	Total Expenditure	Income From Fees, Charges & Rents	Other Income	Government Grants	Total Income	Total Budget Allocation	Capital Charges & Recharges	Net Expenditure / (Income)
Service Description	£m	£m	£m	£m	£m	£m	£m	£m	£m	£m
Families, Children & Learning	48.048	86.645	134.693	(4.386)	(6.987)	(21.490)	(32.864)	101.829	23.929	125.758
Health & Adult Social Care	32.139	113.059	145.198	(19.585)	(19.528)	(42.644)	(81.757)	63.441	6.056	69.497
Economy, Environment & Culture	44.061	72.511	116.572	(74.959)	(0.600)	(1.771)	(77.330)	39.242	26.029	65.271
Housing, Neighbourhoods & Communities	13.463	36.083	49.546	(18.145)	(1.057)	(8.245)	(27.446)	22.100	4.851	26.951
Governance, People & Resources	27.304	8.388	35.693	(1.700)	(1.467)	(1.735)	(4.903)	30.790	(24.032)	6.758
Service Areas Total	165.015	316.687	481.702	(118.775)	(29.639)	(75.886)	(224.300)	257.402	36.833	294.235
Centrally Managed Budgets	2.782	124.854	127.636	(2.752)	(5.033)	(139.613)	(147.397)	(19.761)	(42.089)	(61.850)
General Fund Total	167.798	441.541	609.338	(121.527)	(34.672)	(215.499)	(371.697)	237.641	(5.256)	232.385
Dedicated Schools Grant Funded (DSG)	159.180	61.545	220.725	(1.393)	-	(220.877)	(222.270)	(1.545)	1.545	-
Housing Revenue Account (HRA)	22.168	43.377	65.545	(69.038)	(0.218)	-	(69.256)	(3.711)	3.711	-
BHCC Revenue Total	349.146	546.463	895.609	(191.958)	(34.890)	(436.376)	(663.224)	232.385	-	232.385

2023/24 BUDGET - Budget changes from 2022/23 to 2023/24
	2022/23 Revised Base	Internal Transfers	Reversals of One Off Allocations	Corporate Inflation Provision	Additional Service & Inflationary Pressures	Commitments & Reinvestment	VFM & Other Savings	2023/24 Original Budget	Change Over Revised Base	Change Over Revised Base
	£m	£m	£m	£m	£m	£m	£m	£m	£m	%
Families, Children & Learning	105.045	(13.394)	(0.236)	2.860	10.974	(0.046)	(3.374)	101.829	10.414	11.39
Health & Adult Social Care	73.242	(16.678)	-	1.970	10.839	(2.835)	(3.097)	63.441	6.877	12.16
Economy, Environment & Culture	42.426	(1.450)	(1.514)	0.485	4.945	(1.075)	(4.575)	39.242	(0.220)	(0.56)
Housing, Neighbourhoods & Communities	24.139	(1.505)	(1.793)	0.683	2.415	0.035	(1.874)	22.100	1.259	6.04
Governance, People & Resources	29.532	(0.996)	(0.436)	0.950	2.676	0.284	(1.220)	30.790	2.690	9.57
Total Directorate Spending	274.384	(34.023)	(3.979)	6.948	31.849	(3.637)	(14.140)	257.402	21.020	8.89
Housing Benefit Subsidy	(0.751)	-	-	-	0.450	-	-	(0.301)	0.450	(59.92)
Bulk Insurance Premia	3.352	0.150	-	0.024	-	0.150	-	3.676	0.174	4.97
Capital Financing Costs	7.846	-	-	-	-	(1.268)	-	6.578	(1.268)	(16.16)
Corporate VFM Savings	(0.250)	-	-	(0.009)	-	-	(0.162)	(0.421)	(0.171)	68.40
Contingency and Risk Provisions	0.237	(5.791)	-	0.187	-	6.099	-	0.732	6.286	(113.18)
Unringfenced Grants	(49.047)	34.001	(4.649)	-	-	(8.918)	-	(28.613)	(8.918)	45.28
Levies to External Bodies	0.219	-	-	0.004	-	-	-	0.223	0.004	1.83
Other Corporate Budgets	(2.311)	(0.665)	(0.028)	(0.091)	-	0.100	-	(2.995)	0.009	(0.30)
NET REVENUE EXPENDITURE	233.679	(6.328)	(8.656)	7.063	32.299	(7.474)	(14.302)	236.281	17.586	8.04
Contributions to/ from(-) reserves	(33.826)	6.328	23.713	-	-	(0.111)	-	(3.896)	(0.111)	2.93
BUDGET REQUIREMENT	199.853	-	15.057	7.063	32.299	(7.585)	(14.302)	232.385	17.475	8.13
Funded By:
Revenue Support Grant	6.877							7.927	1.050	15.27
Business Rates Local Share	52.362		(4.649)					52.579	4.866	10.20
BRR Tariff/topup	(1.184)							1.212	2.396	(202.36)
Business Rates Levy payment	(0.140)							-	0.140	(100.00)
Business Rates Collection Fund surplus/(deficit)	(19.564)		20.542					0.412	(0.566)	(57.87)
Council Tax Collection Fund surplus/(deficit)	(2.150)		(0.836)					(3.043)	(0.057)	1.91
Council Tax	163.652							173.298	9.646	5.89
Total	199.853		15.057					232.385	17.475	8.13

Specific Government Grants 2023/24
Directorate	Grant	Budget 2023/24
Directorate	Grant	£m
Families, Children & Learning
Education & Skills	DfE - Extended Rights To Free Travel	(0.089)
Education & Skills	DfE LA PFI Revenue Payments	(2.390)
Education & Skills	MHCLG Troubled Families	(0.933)
Education & Skills	DfE Virtual school heads s31 grant	(0.059)
Education & Skills	DfE ESFA Adult Safeguarded Learning	(0.570)
Education & Skills	DWP Flexible Support Fund	(0.167)
Education & Skills	DFE- ESFA Multiply	(0.320)
Children’s Safeguarding & Care	DfE Extended Personal Adviser Duty Imp	(0.039)
Children’s Safeguarding & Care	MoJ Youth Justice Board General Funding	(0.257)
Children’s Safeguarding & Care	MHCLG Social Care Grant	(4.906)
Children’s Safeguarding & Care	DHSC Asylum Seekers	(3.042)
Children’s Safeguarding & Care	DfE Staying Put Implementation Grant	(0.279)
Children’s Safeguarding & Care	YJB Remand grant	(0.080)
Health, SEN & Disability Services	MHCLG Improved Better Care Fund	(2.611)
Health, SEN & Disability Services	MHCLG Social Care Grant	(4.327)
Health, SEN & Disability Services	MHCLG Independent Living Fund Grant	(0.000)
Health, SEN & Disability Services	DHSC Market sustainability and fair cost of care	(0.973)
Health, SEN & Disability Services	DHSC ASC Discharge fund	(0.448)
Families, Children & Learning Total		(21.490)
Health & Adult Social Care
Adult Social Care	MHCLG Improved Better Care Fund	(3.478)
Adult Social Care	DHSC Local Reform Community Voice Grant	(0.107)
Adult Social Care	MHCLG Social Care Grant	(5.864)
Adult Social Care	DHSC Market sustainability and fair cost of care	(1.295)
Adult Social Care	DHSC ASC Discharge fund	(0.597)
Integrated Commissioning	MHCLG Improved Better Care Fund	(1.733)
Life Events	Office of National Statistics Grant	(0.004)
Public Health	DHSC Ring-fenced Public Health Grant	(21.661)
Public Health	PH Rough Sleepers Drug and Alcohol Treatment Grant	(0.697)
Public Health	DHSE Improvement in Drug & Alcohol Treatment	(1.870)
S75 Sussex Partnership Foundation Trust (SPFT)	MHCLG Improved Better Care Fund	(1.637)
S75 Sussex Partnership Foundation Trust (SPFT)	DHSC Local Reform Community Voice Grant	(0.051)
S75 Sussex Partnership Foundation Trust (SPFT)	MHCLG Social Care Grant	(2.759)
S75 Sussex Partnership Foundation Trust (SPFT)	DHSC Market sustainability and fair cost of care	(0.609)
S75 Sussex Partnership Foundation Trust (SPFT)	DHSC ASC Discharge fund	(0.281)
Health & Adult Social Care Total		(42.644)
Economy, Environment & Culture
City Environmental Management	MHCLG PFI Grant	(1.498)
City Environmental Management	DEFRA Natural England High Level Steward	(0.060)
Transport	DfT Bus Service Operators Grant (BSOG)	(0.173)
Transport	DfT Cycle Training Grant	(0.040)
Economy, Environment & Culture Total		(1.771)
Housing, Neighbourhoods & Communities
Housing General Fund	MHCLG New Burden Funding	(0.500)
Housing General Fund	DLUHC - Homeless Prevention Grant	(6.240)
Libraries	MHCLG PFI Grant	(1.505)
Housing, Neighbourhoods & Communities Total		(8.245)
Governance, People & Resources
Finance	ESFA - Apprenticeship Service Funding	(0.002)
HR & Organisational Development	ESFA - Apprenticeship Service Funding	(0.009)
Elections & Land Charges	Cabinet Office IER funding	0.001
Welfare Revenue & Business Support	DWP HB Non-Subsidy Grants	(0.113)
Welfare Revenue & Business Support	DWP Housing Benefit Admin Grant	(0.966)
Welfare Revenue & Business Support	DWP Discretionary Housing Payment	(0.646)
Governance, People & Resources Total		(1.735)
Centrally Managed Budgets
Centrally Managed Budgets	MHCLG New Homes Bonus Scheme Grant	(0.241)
Centrally Managed Budgets	MHCLG S31 Small Business Rate Relief	(4.681)
Centrally Managed Budgets	MHCLG S31 BRR Multiplier Cap	(8.956)
Centrally Managed Budgets	MHCLG S31 SBRR First Property	(0.020)
Centrally Managed Budgets	MHCLG S31 Retail Relief	(11.439)
Centrally Managed Budgets	MHCLG S31 Top Up Cap Adjustment	(0.206)
Centrally Managed Budgets	MHCLG S31 Discretionary Rate Relief Scheme	(0.005)
Centrally Managed Budgets	MHCLG S31 Supporting Small Business	(0.768)
Centrally Managed Budgets	DLUHC Services Grant	(2.297)
Housing Benefit Subsidy	DWP Housing Benefit Rent Allowance Subs	(74.343)
Housing Benefit Subsidy	DWP Housing Benefit Rent Rebate Subsidy	(36.657)
Centrally Managed Budgets Total		(139.613)
General Fund Total		(215.499)
Dedicated Schools Grant Funded (DSG)
Dedicated Schools Grant (DSG)	DfE - Universal Infant Free School Meals	(1.832)
Dedicated Schools Grant (DSG)	DfE - Teachers Pension Grant	(6.990)
Dedicated Schools Grant (DSG)	DfE Dedicated Schools Grant	(193.698)
Dedicated Schools Grant (DSG)	DfE Pupil Premium Grant	(9.024)
Dedicated Schools Grant (DSG)	DfE Teachers Pay Grant	(1.660)
Dedicated Schools Grant (DSG)	DfE Funding for 6th Form Students	(3.046)
Dedicated Schools Grant (DSG)	Schools Supplementary Grant	(4.627)
Dedicated Schools Grant Funded (DSG) Total		(220.877)
BHCC Total		(436.376)

Investment to support Corporate Plan Commitments and Service Pressures 2023/24
Priority	Proposed Corporate Plan Investments	Annual Revenue Investment 2023/24	One-off Revenue Support
Priority	Proposed Corporate Plan Investments	£m	£m
Housing	Investment in Temporary Accommodation to meet increased demand and address increased lease and other costs	1.625	0.730
Housing	NEW GENERAL FUND HOUSING INVESTMENTS	1.625	0.730
A City Working For All	Funding to maintain Sport & Leisure facilities, including funding for increased energy costs	0.200
	Funding to address 'Protect' legislation with regards to Counter Terrorism Measures for Public Open Spaces		0.070
	Continued waiver of Tables & Chairs licences to Sept 2023		0.050
	Investment to maintain third party reporting centres for hate incidents following ending of temporary funding	0.060
	Funding for increased number of Regulation 13 Housing Benefit claims (attracting reduced subsidy)	0.450
	NEW INVESTMENT TO SUPPPORT A WELL-RUN CITY	0.710	0.120
Climate Action & Sustainability	Investment to maintain Active Travel measures (and enhance public health and air quality)	0.550
	Investment to meet increased maintenance and cleaning costs of public toilets and provide additional business support for future resilience of the service	0.465
	Investment to maintain and improve City Environmental Services (Refuse & Recycling)	0.700
	Managing Ash and Elm Dieback to improve and safely maintain public spaces		0.600
	Investment to improve the maintenance and upkeep of City Parks	0.300
	NEW INVESTMENT TO SUPPORT CLIMATE ACTION & SUSTAINABILITY	2.015	0.600
A Growing & Learning City	Investment to manage the ongoing increase in Education, Health and Care Plans (Education Psychologists)	0.065
	Investment in SEN Casework Officers for increased Education, Health & Care Plans	0.045
	Funding to address income pressures in retained nurseries	0.150
	NEW INVESTMENT TO SUPPORT A GROWING & LEARNING CITY	0.260	0.000
A Health & Caring City / A Stronger City	Investment to meet inflation and increased demand for Adult Social Care – Physical Disability Age 18-64	1.451
	Investment to meet inflation and increased demand for Adult Social Care – Physical Disability Age 65+	3.479
	Investment to meet inflation for Adult Social Care – Mental Health	2.627
	Investment to meet inflation and increased demand for Adult Social Care – Memory & Cognition support	1.528
	Investment to meet the Fair Cost of Care	1.200
	Investment to meet inflation and increased demand, including 'transitions', for Adult Learning Disability services	5.552
	Investment to maintain in-house Care Home provision (Drove Road)	0.100
	Investment to maintain in-house Adult Social Care Home Care services	0.175
	Investment to meet increased Children in Care costs, including Children’s Disability placement costs	3.225
	Increased funding to meet inflation and increased demands on the Home to School Transport Service	1.337
	Investment to meet the increased cost of supporting Unaccompanied Asylum Seeking Children (NTS)	0.500
	Funding for the redesign of Assessment, Business Support and Preventive services in Adult Social Care to underpin long term savings delivery	0.359
	Increased cost of repairs across Hostel sites	0.020
	Investment to meet the increased cost of awarding carers relief discount on council tax	0.073
	Funding to support increased caseload on children's related court work, including SEN and Education cases	0.075
	NEW INVESTMENT TO SUPPORT A HEALTHY & CARING CITY	21.701	0.000
Unavoidable Corporate Pressures	Contractual requirement to meet pay award costs for the Royal Pavilion & Museums Trust	0.400
	Funding to maintain building security following retendering of contracts (driven by pay uplifts)	0.050
	Investment in reactive maintenance to reduce maintenance backlogs across corporate buildings	0.150
	Provision for substantial increase in energy costs across the corporate estate (excludes Schools and Council Housing)	1.410
	Orbis contribution (ACR) review for IT&D where BHCC costs have increased significantly (due to historic under-investment) together with service disaggregation of HR and Business Operations causing unwinding of savings	1.529
	Funding for approved Market Supplement across Legal Services due to severe labour market shortage of lawyers	0.405
	Funding for reduced income and recovery of court costs for Council Tax and Business Rates due to change in court procedures	0.285
	Provision for various unavoidable above-inflation contractual and service cost increases across a range of priority directorate services	0.309
	CORPORATE SERVICE PRESSURES	4.538	0.000
	TOTAL CORPORATE PLAN INVESTMENTS	30.849	1.450

Summary of Directorate Budget Plans
Unit	Savings Proposals 2023/24	Total 2023/24 Posts Deleted
Unit	£m	FTE
Director of Families, Children & Learning	-	0.0
Health, SEN & Disability Services	1.590	1.1
Education & Skills	0.482	7.0
Children's Safeguarding & Care	1.302	0.0
Quality Assurance & Performance	-	0.0
Families, Children & Learning Total	3.374	8.1
Adult Social Care	1.937	0.0
S75 Sussex Partnership Foundation Trust (SPFT)	0.987	0.0
Integrated Commissioning	0.173	0.0
Life Events	-	0.0
Public Health	-	0.0
Health & Adult Social Care Total	3.097	0.0
Transport	2.613	0.0
City Environmental Management	0.498	1.0
City Development & Regeneration	0.428	4.0
Culture, Tourism & Sport	0.563	1.0
Property	0.473	0.0
Economy, Environment & Culture Total	4.575	6.0
Housing General Fund	1.568	0.0
Libraires	0.141	4.3
Communities, Equalities & Third Sector	0.079	0.0
Safer Communities	0.086	8.0
Housing, Neighbourhoods & Communities Total	1.874	12.3
Chief Executive & Monitoring Officer	-	0.0
Policy & Communications	0.134	2.5
Legal & Democratic Services	0.201	3.5
Life Events	0.022	0.0
Customer Modernisation & Data	0.086	1.0
Finance (Mobo)	0.067	0.0
Procurement (Mobo)	-	0.0
HR & Organisational Development (Mobo)	0.214	3.0
IT&D (Mobo)	0.350	0.0
Welfare Revenues & Business Support	0.146	2.5
Contribution to Orbis	-	0.0
Governance, People & Resources Total	1.220	12.5
Corporate Services Total	0.162	2.5
Grand Total	14.302	41.4

Summary of Capital Investment Programme 2023/24 to 2027/28
	Profiled Payments 2023/24	Profiled Payments 2024/25	Profiled Payments 2025/26	Profiled Payments 2026/27	Profiled Payments 2027/28
	£000	£000	£000	£000	£000
Approved Schemes
Families, Children & Learning	12.121	13.046	-	-	-
Health & Adult Social Care	2.000	5.000	2.090	-	-
Economy, Environment & Culture	58.986	29.212	10.276	4.000	2.500
Housing, Neighbourhood & Communities - GF	2.230	3.380	3.000	1.500	0.500
Housing, Neighbourhood & Communities - HRA	34.224	-	-	-	-
Governance, People & Resources	1.533	-	-	-	-
Identified Schemes Not Yet approved
Families, Children & Learning	7.100	5.000	5.000	5.000	5.000
Health & Adult Social Care	0.500	4.500	0.500	0.500	0.500
Economy, Environment & Culture	21.838	36.588	19.207	20.750	11.924
Housing, Neighbourhood & Communities - GF	4.000	1.000	1.000	1.000	1.000
Housing, Neighbourhood & Communities - HRA	57.791	50.492	41.313	35.273	33.317
Governance, People & Resources	9.374	5.055	2.000	1.250	1.250
Total	211.698	153.273	84.386	69.273	55.991
Funded by:
Government Grants (non ringfenced) - no conditions	26.795	17.964	9.300	13.300	9.300
Government Grants (ringfenced) - with conditions	17.263	23.532	2.180	2.000	2.000
Capital Receipts	18.884	5.521	1.359	0.795	-
Capital Reserves	2.036	4.800	-	-	-
Specific Reserves	4.720	0.700	4.568	0.500	0.500
External Contributions	7.714	3.365	0.574	-	2.000
Direct Revenue Funding - GF	0.770	0.500	0.500	0.500	0.500
Revenue contribution to capital (HRA self financing)	19.281	18.757	19.830	18.313	18.589
Borrowing	114.234	76.384	44.325	32.115	21.352
Total Funding	211.698	151.523	82.636	67.523	54.241
Funding Shortfall	(0.000)	1.750	1.750	1.750	1.750

Families, Children & Learning Directorate

Service Context

The Families, Children and Learning Directorate brings together different services for children and young people as well as services for adults with learning disabilities (LD) and support for skills and employment. Much of the education and special educational needs provision is funded through the ring-fenced Dedicated Schools Grant (DSG). This budget strategy is focused on General Fund spend.

The main area of General Fund spend relates to the placement costs for children and young people in care and adults with LD. Spend on children’s placements is under pressure given the national placement sufficiency issues, which have been exacerbated by the pandemic. There is a national shortage of foster care placements and this has resulted in children being placed in provision on the basis of availability rather than need. Such placements tend to be more expensive residential provision. There are also significant pressures on the community care budget for adults with learning disabilities. These pressures are expected to last some time, leading to ongoing financial pressures as high-cost placements continue to be needed.

Nationally the number of children with child protection plans and children being brought into care has reduced slightly over the past 12 months. Over recent years the numbers in Brighton & Hove had been reducing in the context of national rises. During 2022 there has been an increase in the number of children subject to a child protection plan locally. The number of children in care, excluding unaccompanied asylum-seeking children, has decreased although the complexity of need has increased. The impact of covid and national lockdowns on family relationships, particularly in those families with adolescents has been significant and there has been a concerning decline in the emotional health and wellbeing of children There has also been an increase in the number of children with disabilities and complex needs requiring special residential provision. Further pressure on these budgets is anticipated as the impact of Covid-19 manifests itself over the coming years. The cost-of-living crisis is also likely to cause an increase in demand for statutory social work services given the casual link between poverty and child abuse and neglect.

In addition, both locally and nationally there has been an increase in the number of adolescents requiring intensive support, including high-cost residential placements. In part, this is related to the greater focus on meeting the needs of young people who are vulnerable to exploitation. There is also a significant national issue regarding foster placement sufficiency, resulting from the significant rise in the number of children in care. The impact locally is that when placements are required, the lack of options means that placements can sometimes be made on the basis of availability rather than need.

Our vision is for a Directorate that is ambitious and works closely with partners. We want all of the city’s families and children to be happy, healthy and safe, fulfilling their potential. Over the last few years, services have been redesigned in order to improve efficiency and reduce costs and this will continue in future years. Inevitably, this requires difficult decisions in balancing untargeted, non-statutory support with preventative, statutory and safeguarding provision.

There are three key branches in the directorate together with a performance and safeguarding service that ensures that we meet our duties and provides quality assurance. The key branches are as follows:

Education and Skills £11.093m

This service area includes:

· Early Years, Youth and Family Support (including Children’s Centres);

· School Organisation and Access to Education and Hidden Children;

· Education Standards and Achievement;

· Skills and Employment;

· Virtual School for children in care and those previously in care;

· Stronger Families (Troubled Families programme);

· Ethnic Minority Achievement Service and Traveller Education Service.

Health SEN and Disability Services £47.562m

This service area includes:

· Inclusion Support Services for Schools including Education Psychology services and Schools Wellbeing services;

· Special Educational Needs services;

· Social work and early help support for children with a disability;

· Residential, short break and respite provision for children with a disability;

· Assessment, social work, behaviour support and health services for adults with learning disabilities;

· Council residential and day activities services for adults with learning disabilities.

Children’s Safeguarding and Care £41.425m

This service area includes:

· Fostering, family placement and permanence services;

· Children in need and child protection social work services;

· Children in care and leaving care services;

· Unaccompanied asylum seeking children services;

· Adolescence and youth offending services;

· Front Door for Families which includes MASH (Multi Agency Safeguarding Hub);

· Multi-disciplinary Partners in Change Hub including Early Parenting Assessment Programme;

· Contact and Family Group Conference Services.

Users of Families, Children and Learning Services

The directorate provides a range of different services from universal to those targeted at small groups of people with very high levels of need and/or where we are required to fulfil a statutory duty. Some of the key groups of users we interact with are as follows*:

· 31,654 children attend city’s school (January 2022)

· 16,944 contacts were received by the Multi Agency Safeguarding Hub/Front Door for Families during the year ending September 2022, of these 3,152 were safeguarding concerns that required follow up work;

· 7,790 Parents/Carers applied for school places (2021-22 academic year);

· 6,061 children receive SEND support in maintained schools (including 1,352 children who have an Education Health & Care plan) (January 2022);

· 6,834 children are eligible for free school meals (January 2022);

· 663 individual unique children attending children’s centre nurseries between April 2021 and March 2022.

· , 1093 case work interventions in children’s centres in 2021/22, for 1,024 children aged five and under

· 1,013 families were supported by Early Help teams April 2021 to March 2022

· 1,545 children aged under 18 supported by social work to be safe (as at 30 September 2022)

· 297 children are on a child protection plan (as at 30^th September 2022);

· We act as Corporate Parent to 385 children in care and 392 care leavers aged between the ages of 18 and 25 (September 2022)

· We provide care for 42 unaccompanied asylum-seeking children (September 2022);

· 486 pupils in Brighton and Hove are educated at home (30^th June 2022);

· There are 192 in–house Foster Care Households as at 30^th September 2022 including 18 Supported Lodging Households;

· 6 children have been adopted in the last 12 months;

· 743 Adults with a Learning Disability aged 18-64 are in receipt of Adult Social Care as at 30^th September 2022.

* Please note these figures are a mixture of snapshots in time or usage over a set period and are shared with the intention of being illustrative.

Budget Strategy

Direction of Travel

We are committed to working as one Families, Children and Learning Directorate to deliver safe and whole family services, with a focus on improving outcomes and delivering inclusive and accessible provision. The voice of children, young people, their families, and those of adults with learning disabilities is at the heart of everything we do. Our staff are our greatest resource, and we are committed to supporting them and their professional development.

To achieve this, we:

• Promote, support and deliver high quality educational and skills provision;

• Promote whole family working with a focus on reviewing Early Help provision and developing Family Hubs to improve outcomes for disadvantaged and vulnerable people;

• Deliver a safe and effective social work service which responds to changing needs of children and their families;

• Work to support adults with learning disabilities to live independent and positive lives;

• Work with young people and other partners to deliver high quality youth services across the city;

• Co-produce and continue to improve SEND provision and services in the city;

• Manage effective budget arrangements across the directorate;

• Improve the diversity of the workforce.

We commission and deliver services with partners to ensure children, young people and adults with learning disabilities live happy, safe and positive lives, achieving their potential. This is achieved within the context of high demand and reducing resources.

Areas of Focus for Savings

The Directorate has looked at all the services it delivers, identifying those that are essential. Essential services include those that are statutory, those where a business case demonstrates the service is the best use of resources and those that generate income for the Council. This has led to proposals to make savings in Council Nurseries, Youth, Employment and Skills and Placements.

The Directorate is exploring options for savings on Adults with Learning Disabilities through a number of targeted strategies including:

• Continuation of the 'Move On' project supporting adults with LD to move on from high cost placements into new living arrangements which promote independence.

• Appropriate joint funding arrangements to be pursued i.e. Continuing Health Care funding.

• Improved transition arrangements for young people. The Specialist Community Disability Service 14-25 pod will seek to provide a greater focus on this high cost area.

• Review of existing block contracts for outsourced services, to address any over provision and more effective utilisation of voids.

• Expansion of Shared Lives capacity.

The project to increase the number of foster placements and reduce reliance on more expensive residential provider provision is ongoing. This will enable further savings in Children’s Agency Placements:

• Ensuring value for money is obtained when using external providers; this is supported by the children's services framework contract arrangements and preferred provider guidelines.

• Relationship based social work practice and the specialist adolescence service continues to contribute to diverting children from the care system by meeting need and managing risk within the home.

• For those already in care, there is a focus on stepping down to in house and/or less expensive placements, in line with assessed need, and on returning children to their families where this is safe to do so.

Other areas identified for savings include:

· Cease the Supported Employment Service.

· Reduction in the Youth Led Grants Programme.

Elsewhere, a review of all lines of the FCL budget took place to identify other savings and efficiencies.

Investment in Services

The following investment in services is planned to meet demographic and other cost increase to maintain investment in priority services and meet statutory requirements:

· Adults with Learning Disabilities £5.602m;

· Support for Children in Care £3.065m;

· Home to School Transport £1.337m;

· Unaccompanied Asylum Seeking Children £0.500m;

· Support for Children with Disabilities £0.300m;

· Other £0.170m.

Supporting the Council’s Priorities

The budget position is challenging. In undertaking the review of budgets to identify savings, those services supporting the most vulnerable in the City have been protected and it has been ensured that all statutory obligations can be met. Systems for managing demand led services within FCL are well established and robust. A review of Early Help services is in process to ensure that preventive work is effective at reducing the need for high-cost interventions at a later stage.

Horizon scanning, modernisation and planning for future needs is a priority. Work is underway to explore in-house options for children with a disability; this is an area where we currently experience high unit costs.

Below is a summary of work we have planned over the next three years that supports council’s priorities as set out in the City’s Council Plan and the administration’s priorities.

A city to call home

· Work to ensure care leavers and adults with a Learning Disability have suitable accommodation.

A City Working for All

· Lead on apprenticeship work.

· Support the education and skills city plan.

A Stronger City

· Coordinate and support the development of the anti-racist schools’ strategy.

· Support to schools in delivering equalities curriculums.

· Continued development of anti-racist social work practice.

· Implementing a coproduced all ages SEND Strategy, including improving access for disabled people.

· Continuing our investment in and partnership working with the local voluntary and community sector.

A growing and learning city

· Supporting high quality early years and education provision in the city

· Coordinating the city’s Education Partnership.

· Retaining a focus on disadvantaged families, supporting the development of a multi-agency city wide strategic approach and the development of Family Hubs.

· Delivering and supporting high quality youth support in the city and further developing youth engagement opportunities.

· Supporting lifelong learning via the Adult Education Hub and through work with partner agencies.

A Sustainable City

· Ensuring sustainability is a priority factor in all delivery and contract management.

· Further exploring environmental education.

A Heathy and Caring City

· Delivering a strongly regarded social work service for children and adults with disabilities.

· Delivering on the prevention focussed Starting Well priority in the city’s Health and Wellbeing Strategy.

Families, Children & Learning Budget Summary
2022/23 Net Expenditure / (Income)		2023/24 Budget					2023/24 Budgeted Contracted Staff
2022/23 Net Expenditure / (Income)	Service Area	Expenditure	Income	Budget Allocation	Capital Charges & Recharges	Net Expenditure / (Income)	2023/24 Budgeted Contracted Staff
£m		£m	£m	£m	£m	£m	FTE
1.731	Director of Families, Children & Learning	0.396	(0.219)	0.177	1.962	2.139	5.0
52.680	Health, SEN & Disability Services	63.822	(16.260)	47.562	2.681	50.243	269.6
25.906	Education & Skills	18.219	(7.126)	11.093	16.031	27.124	234.4
45.597	Childrens Safeguarding & Care	50.576	(9.151)	41.425	2.938	44.363	308.8
1.782	Quality Assurance & Performance	1.679	(0.107)	1.572	0.316	1.888	28.9
127.696	Families, Children & Leaning Total (Excluding DSG)	134.693	(32.864)	101.829	23.929	125.758	846.7
-	Dedicated Schools Grant Funded (DSG)	220.725	(222.270)	(1.545)	1.545	-	113.7
127.696	Families, Children & Leaning Total (Including DSG)	355.418	(255.134)	100.284	25.474	125.758	960.4

Families, Children & Learning 2023/24 Revenue Budget Breakdown
Service Description	Employee Expenditure	Other Expenditure	Total Expenditure	Income From Fees, Charges & Rents	Other Income	Government Grants	Total Income	Total Budget Allocation	Capital Charges & Recharges	Net Expenditure / (Income)
Service Description	£m	£m	£m	£m	£m	£m	£m	£m	£m	£m
Director of Families, Children & Learning
Children's Services Central Costs	0.348	0.048	0.396	-	(0.219)	-	(0.219)	0.177	1.962	2.139
Director of Families, Children & Learning Total	0.348	0.048	0.396	-	(0.219)	-	(0.219)	0.177	1.962	2.139
Health, SEN & Disability Services
Adult Learning Disability Services	8.388	43.333	51.721	(2.711)	(1.298)	(8.359)	(12.367)	39.354	1.739	41.093
Children in Care	2.465	3.224	5.690	-	(0.395)	-	(0.395)	5.295	0.454	5.749
Children's Social Care Services	1.269	1.482	2.752	(0.004)	(0.635)	-	(0.639)	2.113	0.175	2.288
Special Educational Needs	3.864	(0.205)	3.659	(0.005)	(2.854)	-	(2.859)	0.800	0.313	1.113
Health, SEN & Disability Services Total	15.987	47.834	63.822	(2.720)	(5.181)	(8.359)	(16.260)	47.562	2.681	50.243
Education & Skills
Children in Care	0.061	0.017	0.077	-	-	-	-	0.077	0.016	0.093
Early Years and Early Help	6.324	(0.325)	6.000	(1.263)	(0.062)	(0.933)	(2.259)	3.741	1.888	5.629
Other Education Services	1.516	7.361	8.877	(0.084)	(0.512)	(2.537)	(3.134)	5.743	13.599	19.342
Schools	0.087	0.021	0.108	-	-	-	-	0.108	0.013	0.121
Schools Skills & Learning	1.679	0.618	2.297	(0.174)	(0.222)	(1.057)	(1.453)	0.843	0.322	1.165
Services for Young People	0.347	0.514	0.861	(0.021)	(0.260)	-	(0.281)	0.580	0.194	0.774
Education & Skills Total	10.014	8.206	18.219	(1.541)	(1.057)	(4.528)	(7.126)	11.093	16.031	27.124
Children’s Safeguarding & Care
Children in Care	5.263	28.425	33.689	(0.040)	(0.093)	(3.440)	(3.572)	30.116	1.097	31.213
Children's Social Care Services	14.433	2.203	16.636	(0.081)	(0.302)	(5.163)	(5.547)	11.089	1.809	12.898
Early Years and Early Help	0.239	0.013	0.252	-	(0.032)	-	(0.032)	0.220	0.032	0.252
Children’s Safeguarding & Care Total	19.935	30.641	50.576	(0.121)	(0.428)	(8.603)	(9.151)	41.425	2.938	44.363
Quality Assurance & Performance
Children's Social Care Services	1.593	(0.133)	1.460	-	-	-	-	1.460	0.274	1.734
Children's Services Central Costs	0.170	0.048	0.219	(0.004)	(0.103)	-	(0.107)	0.112	0.043	0.154
Quality Assurance & Performance Total	1.764	(0.085)	1.679	(0.004)	(0.103)	-	(0.107)	1.572	0.316	1.888
Families Children & Learning Total	48.048	86.645	134.693	(4.386)	(6.987)	(21.490)	(32.864)	101.829	23.929	125.758

Dedicated Schools Grant (DSG) 2023/24 Revenue Budget Breakdown
Service Description	Employee Expenditure	Other Expenditure	Total Expenditure	Income From Fees, Charges & Rents	Other Income	Government Grants	Total Income	Total Budget Allocation	Capital Charges & Recharges	Net Expenditure / (Income)
Service Description	£m	£m	£m	£m	£m	£m	£m	£m	£m	£m
Dedicated Schools Grant	-	-	-	-	-	(193.698)	(193.698)	(193.698)	-	(193.698)
Early Years and Early Help	0.415	14.864	15.279	(0.025)	-	-	(0.025)	15.254	0.110	15.364
Other Education Services	0.327	0.037	0.364	(0.110)	-	-	(0.110)	0.254	0.060	0.314
Schools	154.208	22.076	176.285	(1.206)	-	(26.579)	(27.785)	148.500	0.752	149.252
Special Educational Needs	4.229	24.568	28.797	(0.052)	-	(0.600)	(0.652)	28.145	0.623	28.768
Dedicated Schools Grant (DSG) Total	159.180	61.545	220.725	(1.393)	-	(220.877)	(222.270)	(1.545)	1.545	-

Families, Children & Learning Directorate Budget Plan
Section	Service Area	Brief Summary of Budget Proposal/Strategy and Risks	Savings Proposals 2023/24
Section	Service Area	Brief Summary of Budget Proposal/Strategy and Risks	£m
Director of Families, Children & Learning
There are no savings planned in the service area for 2023/24.
Director of Families, Children & Learning Total			-
Health, SEN & Disability Services
Services for children with disabilities and Adults with learning disabilities	Management, assessment, operations and admin	Vacant hours within Specialist Community Disability Service admin team establishment Risk - minimal.	0.020
Agency placements - disabled children	Independent and non maintained children's homes, special schools and boarding school placements	Limit the number of expensive external residential placements through commissioning and brokerage work (£0.250m). Seek appropriate joint funding arrangements with third parties such as Health for high cost young people under the age of 18 (£0.200m). Risk: demand led budget that has to respond to presenting needs, including high cost placements. See EIA 1a & 1b.	0.450
Learning Disabilities - Adults Community Care placements	Learning Disabilities	Significant pressure funding to this budget in 2023/24 (mainly for transitions and fee uplift of 5%) will fund the service, enabling it to focus on implementing targeted strategies to reduce placement costs as in previous years, including: - Continuation of The 'Move On' project supporting adults with LD to move on from high cost placements into new living arrangements which promote independence (£0.500m); - Appropriate joint funding arrangements to be pursued with third parties i.e. Continuing Health Care funding (£0.250m); - Improved transition planning arrangements for young people. The social work pod will seek to provide a greater focus on this high cost area (£0.200m); - Review of existing block contracts for outsourced services, to address any over provision and more effective utilisation of voids (£0.050m).; - Expansion of Shared Lives capacity to reduce existing higher cost placements (£0.100m) Risk: demand led budget that has to respond to presenting needs, including high cost placements. See EIA 2.	1.100
Learning Disabilities - Community Support (Adults)	Community Support Service	Vacant hours in existing staffing budget. Saving can be delivered with no change to establishment. Risk minimal.	0.020
Health, SEN & Disability Services Total			1.590
Education & Skills
Youth Services	The Youth Led Grants Programme provides additionally funded youth activities/projects delivered by the community and voluntary sector across the city.	Non-statutory funding where the proposal is to cease the Youth Led Grants Programme. Risks: No additional projects funded but reduction could potentially be offset through use of the Holiday Activity and Food (HAF) programme funding. This is dependent upon this funding being continued as part of the annual spending review. HAF monies could be ringfenced for youth groups to focus on providing holiday activities with a healthy meal for young people taking up free school meals. See EIA 3.	0.080
Youth Services	Internal council services – Youth Participation Team provide a range of services for children and young people who are/have been in care or receiving social work support; this includes youth advocacy, Children in Care Council. The service also provides wider participation activities, e.g. Youth Council, Youth Wise.	Reduce the Youth Work management by reviewing structure and tasks. This would be dependant on the youth led grant proposals being accepted. No savings proposed on the statutory Youth Advocacy or youth participation projects, e.g. Children in Care Council, Care Leavers Forum. Youth Ambassadors, Youth Council etc.	0.043
Youth Services	The service also provides an accredited Youth Arts Programme	Cease the Youth Arts programme - non-statutory, discretionary service. Risks: Reduced opportunities for children to achieve a nationally accredited award and reintegrate them back into education, training or employment. See EIA 4.	0.048
Early Years - Children's Centres	City-wide service providing family support, early learning and support for parents to train and work to improve outcomes for children under 5. These teams will become part of family hub networks moving forward changing existing CC's to family hubs delivering the Early Help services. Health visiting and midwifery services also deliver from CCs. Integrated Team for Families and Parenting Service based in Tarner and Moulsecoomb. Seven designated Children’s Centre’s are: Roundabout, Moulsecoomb, Tarner, Hollingdean, Hangleton, Conway Court (SCFT building), Portslade. Note: statutory duty to secure sufficient children's centres and to consult before making significant changes or closing children’s centres.	Proposal 1: £0.015m saving on Children's Centre Monitoring database being decommissioned. Proposal 2: Stop funding external SLA's totalling £0.034m: Early Childhood project providing stay and play £0.013m; Cease funding to libraries for bookstart post £0.021m. Risks: Impact on service delivery by external partners, review needed of SLA's with legal. Note: Children's Centres are in scope for family hub transformation and will be reprofiled against the family hub structure. See EIA 5.	0.049
Pavilion Pre-School	Pavilion Pre-School Portslade, 24 places, term time, school day. Total budget including DSG is 103k.	Pavilion pre school is moving to Mile Oak school in January 2023.	0.002
Skills & Employment	Apprenticeship and Pre-employment Team	Non statutory service. £0.050m savings - would end paid placement opportunities as part of the pre-employment programme. Paid placements in the council are for disabled people of all ages with a particular focus on Looked After Children, NEETs who have a disability or EHCP under the age of 25. Risk: This work currently supports the workforce diversity agenda and the wider Fair and Inclusive strategy. The remaining budget supports apprenticeship and pre-employment programmes. Unspent levy is returned to the government on a 'use it or lose it basis' so without this budget further levy would return. Invest to save. The staff support £2m of Levy - over 160 apprentices (length 13months -5 years) As a levy employer we have to ensure quality and adhere to technical funding and apprenticeship regulations. Failure to comply would put the council at financial and reputational risk. Managed transfer of funds to SME’s currently at c£0.500m. See EIA 6.	0.050
Skills & Employment	Employability Service (Youth Employment, Youth Employment Hub and Supported Employment)	Cease Supported Employment provision and retain Youth Employability Team. Supported Employment Officers work intensely with residents who have learning disabilities to help them seek and maintain paid employment using the supported employment model of place and train. Additionally, support is provided to clients who are employed as well as their employer through training, job coaching and advice. Risks re ceasing Supported Employment Team: Reduced support to disabled people in finding and sustaining employment. Equalities impacts upon people over 25 with a learning disability and or autism, ending support for employers and work colleagues through training, job coaching and advice. Under these proposals: • We will continue our statutory duties and non-statutory extended service to BAME young people below level 2 qualification, young carers, care leavers and send up to age 25 • We will continue the ESF Think Futures project in partnership with WSCC till the end of the project in December 2023 • The Youth Employment Hub is 100% funded by DWP till October 2023 at which time the Hub will discontinue. See EIA 7.	0.210
Education & Skills Total			0.482
Children's Safeguarding & Care
Agency Placements	Residential, fostering and secure placements for looked after children provided by external agencies	Project to increase the number of in house foster placements and reduce reliance on more expensive independent provider provision is ongoing. Provision of high quality, value for money provision though contracted services with external providers supported by the children's services framework contract arrangements and preferred provider guidelines. In addition to the savings proposed, there is pressure funding for 2023/24 to cover future anticipated increased costs for existing clients. Relationship based social work practice and the specialist adolescence service is contributing to diverting children from the care system, and for those already in care, a stepping down to in house and/or less expensive placements. Close scrutiny of placement costs, together with an increase in in-house foster carers is contributing to a reduction in unit costs. Delivery Risk: This is a high cost service where the failure of effective prevention and demand management would not only impact on the achievement of cost reduction but is likely to be of corporate financial significance to the council's challenging medium term financial position. The proposals set out here assume that other pressures on this budget will be met across the overall budget. A small number of adolescents with very significant needs continue to provide pressure on these budgets combined with a national shortage of placements. Impact on Outcomes: Improved practice model prevents children needing care and contributes to improved outcomes for young people. Demand management has implications for managing risk effectively to meet safeguarding requirements and statutory duties. See EIA 8.	1.282
Adolescent Service	Support and supervision to young people at risk of exploitation, some of whom are at risk of becoming involved in the Criminal Justice System and preventative work for children and young people at risk of becoming involved in offending.	Modest efficiency savings are possible.	0.020
Children's Safeguarding & Care Total			1.302
Quality Assurance & Performance
There are no savings planned in the service area for 2023/24.
Quality Assurance & Performance Total			-
Families, Children & Learning Total			3.374

Families, Children & Learning Capital Investment Programme 2023/24 to 2027/28
	Profiled Payments 2023/24	Profiled Payments 2024/25	Profiled Payments 2025/26	Profiled Payments 2026/27	Profiled Payments 2027/28
	£000	£000	£000	£000	£000
Approved Schemes
New Pupil Places (Basic Need)	4.684	7.812	-	-	-
Capital Maintenance 2019/20	0.052	-	-	-	-
Capital Maintenance 2020/21	1.098	-	-	-	-
Capital Maintenance 2021/22	0.785	-	-	-	-
Education Capital Maintenance 2022/23	1.722	-	-	-	-
High Needs Provision Capital	1.930	5.234	-	-	-
Cardinal Newman 4G Pitch & Changing Rooms	1.850	-	-	-	-
Identified Schemes Not Yet approved
Education Capital Maintenance Grant	4.000	4.000	4.000	4.000	4.000
Devolved Formula Capital Grant	0.500	0.500	0.500	0.500	0.500
Structural Maintenance Contribution	0.500	0.500	0.500	0.500	0.500
Brighton Youth Centre	2.100	-	-	-	-
Total Families, Children & Learning	19.221	18.046	5.000	5.000	5.000

Health and Adult Social Care Directorate

Service Context

The Health and Adult Social Care Directorate (HASC) consist of Public Health, Adult Social Care and Life Events.

Principle service area responsibilities covered in this strategy include services for vulnerable adults including older people, physical disability, mental health, public health and all ancillary activities. Life Events services include Registrars, Bereavement and Coroner. It is to be noted that the provision of services for adults with learning disability and autism sit within Family, Children and Learning Directorate, and are therefore not within scope of this strategy

The wellbeing of Brighton & Hove residents remains at the heart of our approach and is reflected in the HASC core offer, which is to:

· Provide information and advice for all adults seeking care and support;

· Assess need and arrange help for individuals and their carers who are eligible under the Care Act for support from Adult Social Care;

· Target Public Health interventions to support population health outcomes and reduce health inequalities across the city

· Promote preventative approaches to maintain health & wellbeing, insofar as this reduces immediate demand for more expensive, statutory services;

· Maintain and support the local care market;

· Provide support that reduces the need for social care in the longer term and/or prevents the need for a more expensive service; and

· Safeguard vulnerable adults who are at risk of harm or abuse.

· Provide bereavement and registration services.

While there are a range of service areas across the Directorate that contribute to the delivery of this activity, there are three main budget areas, and these are detailed below:

1) Public Health £0.171m (Funded by grant - gross budget £25.159m)

This service area includes:

Substance Misuse
Sexual Health

Children 0-19 Public Health programmes
Health Improvement

With respect to the Public Health ring fenced grant, whilst this budget strategy does not propose a focus on this area it continues to play a vital role in the overarching HASC budget strategy for the following reasons:

· Public Health grant is ring fenced with very specific criteria for spend and has to be considered separately from the general fund.

· HASC strategy, expressed in large part in policy terms through the adopted Joint Health and Wellbeing Strategy is key to resourcing and delivering whole population health outcomes and in the medium/longer term this preventative focus will contribute to the overall financial stability of both the directorate and the Council.

· In the short term the influence and osmosis of Public Health resource is critical to delivery of wider corporate and directorate priorities working with external partners and stakeholders.

2) Adult Social Care Services (including mental health under S75 arrangement with Sussex Partnership Foundation Trust) £41.201m

This service area includes:

Assessment, Social Work, Occupational Therapy and community care for adults requiring physical support, mental health support and memory & cognition support
Community Short Term services
Telecare and equipment services
In house provider services

3) Commissioning, Contracts and Performance £3.580m

This service area includes:

Commissioning & Performance teams
Self-directed support

· Carer support

4) Life Events (£0.027m)

This service area includes:

Bereavement Services
Coroner Services
Registration Services

In total therefore HASC net budget for 2023/24 is £63.441m. The Community Care budget is £48.921m and equates to 68% of the overall HASC budget, meaning our main area of spend relates to the provision of care for those people who have been assessed as eligible for social care support (Community Care). This covers a vast array of services and includes such areas as Residential and Nursing Care and Home Care. Adult Social Care provision is primarily commissioned rather than internally provided. HASC does manage some in house services, which are residential care units at Craven Vale, Ireland Lodge and Wayfield Avenue, home care with a reablement focus through Independence at Home and two hostels, New Steine Mews and Glenwood Lodge.

Budget Context

Since 2019/20 there has been a notable change in requests for support from new clients by age group. NHS Digital data shows that nationally there has been an ongoing decrease in requests for social care services from people 65 years and older, and nationally an increase in requests for services from those who are 18 – 64 years, despite a growing population aged 65+. Locally we have seen decreases since 2019/20 in new requests for support across both age groups. However, the rate of decrease has been most notable within 65+ ages, and new requests for 18 – 64 year olds have proportionally risen (2020/21 the proportion of 18–64 year old new requests was 29% of all requests, 2021/22 this has risen to 46%).

The impact of the above is that the number of people in long term funded care services has dropped nationally, and locally has fallen below 3,000 for the first time (though it is to be noted that the 2022/23 data is a head count from April- Sept so does not include the winter months).

FUNDED CARE SERVICE	2019/20	2020/21	2021/22	2022/23 (Apr – Sept)
Adults receiving domiciliary care	1,647	1,856	1,653	1,364
Adults receiving residential care	651	637	556	502
Adults receiving nursing care	697	591	486	418
Adults receiving a direct payment	459	432	436	421
Total number of adults provided with long term funded care during the period	3,454	3,516	3,131	2,705

In breaking down the data into age groups we can see a drop in numbers of 65+ clients accessing long term support, falling from 6,530 per 100,000 adults in 2019/20 to 5,490 per 100,000 adults in 2021/22. However, we have seen increases in numbers of 18-64 clients accessing long term support rising from 855 per 100,000 adults in 2019/20 to 910 per 100,000 within 2021/22.

The latest CIPFA Performance tracker for 2022 notes a few possible reasons for this. Firstly, the prevalence of Covid in care homes and the risk of carers bringing Covid into households, likely discouraged older people from seeking residential and home care. Secondly, there is evidence that nationally millions more people provided unpaid care during the first year of the pandemic, as people spent more time at home, or were unwilling to allow others into their home due to fears about spreading Covid. This may have depressed demand for local- authority-provided care for older people. It is unclear what has driven the increase of 18–64 year-old clients, but this rising demand for social care from working-age adults will impact on spending, due to this group often having more complex and longer-term requirements than the older population (aged 65+).

The rising cost of services and the increasing cost pressures experienced by many of our providers means that ensuring we have the right services at a sustainable price remains challenging. This is a national picture being faced by many local authorities with Adult Social Care responsibilities. From a budget strategy perspective, the impact of rising inflation and the impact of the pandemic on our unit costs for both residential and nursing care confirms that our current pricing framework, which was already significantly strained, remains challenged.

Following the impact of Covid-19 and potentially of EU Exit, care providers have been dealing with difficulties in workforce recruitment. This has impacted all care sectors across the country but has been particularly acute for home care providers. Our direction of travel is still to enable people to receive care in their own homes rather than for them move to residential care, though this has been challenging over the past year due to there being currently higher demand for home care than availability.

Adult Social Care Charging Reform is planned to be introduced from October 2025, having been delayed from the planned date of October 2023. The reforms include a more generous means-test, a cap on care costs of £86,000, a move towards a ‘fair’ cost of care, and the ability for people who arrange and fund their own care to ask their local authority to do it on their behalf. The financial impact of these reforms is as yet not fully understood, with the Local Government Association warning that the cost of the reforms could be significantly higher than currently estimated, and could create further workforce pressure, with additional staff projected to be requires to carry out extra care and financial assessments for those seeking benefits from the reforms. Based on the information known so far we are modelling the investment required for HASC to deliver on these reforms.

Budget Strategy – Direction of Travel

HASC’s vision is for everyone in Brighton & Hove to have the best opportunity to live a healthy, happy and fulfilling life, by ensuring that they are starting well, living well, ageing well and dying well, and this is set out in the joint Health and Wellbeing Strategy. Our mission is to promote and improve health and wellbeing, supporting people to live independent and fulfilling lives.

In order to achieve this and meet our corporate financial responsibilities of savings and reducing pressures our budget strategy requires:

- Demand and Complexity management – whilst both Public Health and Adult Social Care are driven in large part by demand we will continue to adopt means that manage this effectively and equally look to the best services to support the increasing complexity of need we continue to see. This will require ongoing close working with our NHS partners and other key stakeholders. For example, the mental health JSNA shows a significant rise in demand and complexity for people with mental health needs; the Changing Futures Programme provides a multi-agency framework with financial input to support this area. In managing demand, we will focus on prevention and reablement to support and enable people to remain well and independent for as long as possible, reducing the need for long term care. We will also focus on technology enabled care to support people in the most person centred and cost-effective way. We will adopt new models of working in order to manage the increased demand the new Charging Reforms will bring to reduce the pressure on workforce requirements, such as increasing and improving customers' ability to self-assess.

- Market management – a review of framework rates will be undertaken alongside continued investment into other service areas such as our domiciliary care services, community support services and supported living provision to ensure that provision across the city remains financially sustainable. We will continue to review the in-house service offer to ensure it aligns with these commissioning intentions. We will enhance the current brokerage offer to manage unit costs for care and support. We will review the Direct Payment offer, with the ambition of increasing the uptake of Direct Payments to employ Personal Assistants.

- Financial Management – ensuring robust financial management, value for money and efficiencies. We will focus on our in-house care delivery, ensuring effective use of these services, to manage costs and to support reducing long term care needs. We will continue with budget scrutiny and controls on spend to ensure good financial management. We will look at what we charge for services to ensure they are in line with costs and will improve collection processes to maximise income.

Investment in Services

The directorate has received growth funding over the past 3 years of £20.2m acknowledging a combination of increasing demand, complexity and unit cost. HASC are requesting budget growth for 2023/24 of £8m for adult social care services. Adult Social Care pressures are calculated on unit cost increases and increases in demand and complexity in line with trends from previous years.

In 2022/23 HASC committed to managing its pressures and reducing its budget by £2.224m, as part of the Council’s savings programme. HASC is projected to deliver a forecast within budget for 2022/23.

Supporting the Council’s Priorities – HASC supports a One Council approach recognising that it will lead on delivering corporate priorities in some areas working with partners and stakeholders and equally elsewhere, where it may not lead, it can still offer significant support.

A city to call home

The Directorate will work jointly with colleagues in Housing, Neighbourhoods and Communities Directorate to ensure the accommodation and social care needs of residents are met. This includes close working on the Changing Futures Programme and confirming service level agreements. We are continuing to identify new models of accommodation in the city for people with complex eligible needs.

A City Working for All

The Directorate’s Commissioning Strategy will use of the Council’s spending power to support local people and businesses, including consideration of social value within contracts. We will continue the integration agenda working with our NHS colleagues to optimise commercial opportunity and economies of scale using our joint buying power. With our sector’s significant contribution to the local economy we will support actions agreed to stimulate recovery and respond to any negative impact from the EU exit.

A Stronger City

The Directorate will continue our investment in, and partnership working with the local voluntary and community sector and build on joint community working developed through the Covid-19 response.

Ongoing development of social work practice continues to safeguard the most vulnerable in the City from harm, abuse and exploitation. The Directorate is working jointly across the council to support the Accessible City Strategy and the Anti-Racism Strategy.

A Growing and Learning City

The Directorate will continue to support strong professional practice informed by national drivers and evidence-based approaches to deliver impact for people and communities. We will explore all the learning from Covid-19 to apply opportunities to improve working practices. The pandemic has raised both nationally and locally the profile of both public health and Adult Social Care (independently from and working with our NHS partners) and we will ensure this learning is applied to future planning. We will work with colleagues from Families, Children and Learning to ensure well managed transitions for individuals between Children and Adult services.

A Sustainable City

The Directorate will explore opportunities to support to delivery of key corporate priorities, for example. carbon reduction in the City. Through our commissioning responsibilities and relationships with providers across the city we will explore options to promote and measure carbon reduction.

A Heathy and Caring City

The Directorate will take a key role in the delivering actions of the Joint Health and Wellbeing Strategy, supporting an increase in healthy life expectancy and a reduction of health inequalities.

Health & Adult Social Care Budget Summary
2022/23 Net Expenditure / (Income)		2023/24 Budget					2023/24 Budgeted Contracted Staff
2022/23 Net Expenditure / (Income)	Service Area	Expenditure	Income	Budget Allocation	Capital Charges & Recharges	Net Expenditure / (Income)	2023/24 Budgeted Contracted Staff
£m		£m	£m	£m	£m	£m	FTE
51.297	Adult Social Care	73.812	(32.611)	41.201	4.902	46.103	437.9
23.730	S75 Sussex Partnership Foundation Trust (SPFT)	36.176	(17.660)	18.516	1.139	19.655	56.8
2.237	Integrated Commissioning	7.019	(3.439)	3.580	(1.288)	2.292	49.6
0.311	Public Health	25.159	(24.988)	0.171	0.188	0.359	40.7
0.955	Life Events	3.033	(3.060)	(0.027)	1.115	1.088	52.1
78.529	Health & Adult Social Care Total	145.198	(81.757)	63.441	6.056	69.497	637.1

Health & Adult Social Care 2023/24 Revenue Budget Breakdown
Service Description	Employee Expenditure	Other Expenditure	Total Expenditure	Income From Fees, Charges & Rents	Other Income	Government Grants	Total Income	Total Budget Allocation	Capital Charges & Recharges	Net Expenditure / (Income)
Service Description	£m	£m	£m	£m	£m	£m	£m	£m	£m	£m
Adult Social Care
Assistive Equipment & Technology	1.573	2.533	4.106	(0.646)	(2.718)	-	(3.364)	0.742	0.247	0.989
Clients with Memory/Cognition Support	3.351	0.190	3.540	(0.719)	-	-	(0.719)	2.822	0.969	3.790
Clients with Physical Support	4.510	49.187	53.697	(9.452)	(5.900)	(11.341)	(26.693)	27.003	1.867	28.870
Clients with Sensory Support	-	0.251	0.251	(0.033)	-	-	(0.033)	0.218	0.055	0.273
Clients with Substance Misuse Support	-	0.683	0.683	(0.035)	-	-	(0.035)	0.648	0.041	0.689
Social Care Activities	9.303	0.314	9.617	(0.039)	(0.816)	-	(0.855)	8.762	1.367	10.130
Supported Accommodation	1.388	0.530	1.918	(0.857)	(0.055)	-	(0.912)	1.006	0.356	1.362
Adult Social Care Total	20.125	53.687	73.812	(11.780)	(9.490)	(11.341)	(32.611)	41.201	4.902	46.103
S75 Sussex Partnership Foundation Trust (SPFT)
Clients with Memory/Cognition Support	-	17.809	17.809	(4.209)	(3.578)	(2.669)	(10.455)	7.354	0.319	7.673
Clients with Mental Health Support	-	14.681	14.681	(0.459)	(3.752)	(2.669)	(6.879)	7.802	0.310	8.112
Social Care Activities	3.181	0.504	3.685	-	(0.325)	-	(0.325)	3.360	0.510	3.870
S75 SPFT Total	3.181	32.995	36.176	(4.668)	(7.655)	(5.337)	(17.660)	18.516	1.139	19.655
Integrated Commissioning
Commissioning & Service Delivery	3.200	1.976	5.176	(0.016)	(0.969)	(1.733)	(2.718)	2.458	(1.448)	1.010
Housing Related (Supporting People)	-	0.805	0.805	(0.089)	-	-	(0.089)	0.716	0.042	0.758
Information & Early Intervention	0.094	0.211	0.305	-	(0.100)	-	(0.100)	0.205	0.095	0.300
Support To Carers	-	0.732	0.732	-	(0.530)	-	(0.530)	0.202	0.022	0.224
Integrated Commissioning Total	3.295	3.724	7.019	(0.105)	(1.600)	(1.733)	(3.439)	3.580	(1.288)	2.292
Public Health
Children's Public Health Programmes (5-19)	0.121	5.587	5.708	-	(0.013)	-	(0.013)	5.696	0.062	5.758
Commissioning	0.552	0.311	0.864	-	(0.016)	(21.661)	(21.677)	(20.814)	(0.934)	(21.747)
Miscellaneous Public Health Services	1.785	2.028	3.813	(0.005)	(0.584)	-	(0.589)	3.224	0.248	3.471
NHS Health Check Programmes	0.079	0.240	0.318	-	-	-	-	0.318	0.124	0.442
Obesity	-	0.400	0.400	-	(0.004)	-	(0.004)	0.396	0.062	0.458
Physical Activity	0.439	0.295	0.734	(0.009)	(0.009)	-	(0.018)	0.717	0.130	0.847
Public Health Advice	0.261	0.016	0.277	-	-	-	-	0.277	0.062	0.338
Sexual Health Services	0.128	4.662	4.790	-	-	-	-	4.790	0.186	4.975
Substance Misuse	0.328	7.927	8.255	-	(0.120)	(2.567)	(2.687)	5.568	0.248	5.816
Public Health Total	3.693	21.466	25.159	(0.014)	(0.746)	(24.229)	(24.988)	0.171	0.188	0.359
Life Events
Bereavement Services	1.102	1.144	2.246	(2.000)	(0.037)	-	(2.037)	0.210	0.896	1.106
Registrars	0.743	0.043	0.787	(1.018)	(0.001)	(0.004)	(1.023)	(0.237)	0.219	(0.018)
Life Events Total	1.846	1.187	3.033	(3.018)	(0.038)	(0.004)	(3.060)	(0.027)	1.115	1.088
Health & Adult Social Care Total	32.139	113.059	145.198	(19.585)	(19.528)	(42.644)	(81.757)	63.441	6.056	69.497

Health & Adult Social Care Directorate Budget Plan
Section	Service Area	Brief Summary of Budget Proposal/Strategy and Risks	Savings Proposals 2023/24
Section	Service Area	Brief Summary of Budget Proposal/Strategy and Risks	£m
Adult Social Care
Community Care budget funding packages of care to meet statutory responsibilities across adult care groups apart from Learning Disability and Mental Health. Services include; community support, home care, supported accommodation, residential and nursing care.	Physical Support & Sensory Support 2,080 budgeted capacity for 2022/23	HASC has a modernisation programme with programme support to achieve delivery. This is an ambitious programme and risks to delivery include a lack of resource to implement. Risks to delivery would include requiring urgent placements at high costs to meet the winter and other system pressures. The action the directorate will take will be to both manage the pressures and deliver the required savings through effective use of the community care budget by: - Managing demand - Technology enabled care - Focus on prevention - Commissioning Strategy Delivery Risk: The service is expected to receive investment of c£5m in 2023/24 to meet identified demand and inflationary pressures. This puts the service in a stronger starting position and means that it can focus on implementing improvements to care and service pathways to improve its cost base and reduce long term, expensive placements. See EIA 9.	1.500
Assessment and Support Teams. Social Work teams delivering statutory duties under the Care Act to assess eligible needs, intervene where people are at risk to themselves, others or the community. Deliver statutory duties under the Mental Capacity Act, Safeguarding Vulnerable Adults, Deprivation of Liberty Safeguards (DoL's)	Assistant Director Community Short Term Services Social Work Team Access Point Financial Assessments Rapid Response Team Hospital Discharge Service Acute Planned Response Service Carers Development Team Assessment and Reablement Deprivation of Liberty Safeguarding team Independent Living Carelink	It is proposed to increase Health income to the Hospital Social Work Team and to increase fees & charges. Delivery risk: This assumes the successful outcome of negotiations with the NHS. Increased income levels are dependent on the number of fee paying clients not reducing. See EIA 10.	0.124
Assessment & Support and Intervention Team (SIT)	Community Equipment Service	2% cash limited inflationary increase to contract. Delivery Risk: Increase in supply costs impact on delivery of the saving. See EIA 11.	0.049
Memory & Cognition Support - Residential	Ireland Lodge Residential Wayfield Ave Residential 58 budgeted capacity for 2022/23	Savings proposal are based on external rental income for an area of one of the buildings, increasing fees & charges and increasing long term beds in order to enhance client contributions. Delivery Risk: market for rental uncertain. Increase of long term beds reduces hospital discharge short term beds available. Increased income levels are dependent on the number of fee paying clients not reducing. See EIA 12.	0.264
Adult Social Care Total			1.937
S75 Sussex Partnership Foundation Trust (SPFT)
Community Care budget funding packages of care, support, residential/nursing care for people suffering a cognitive impairment (mainly dementia in older people); services will include Community Support, Home Care, direct payments, supported accommodation, residential/nursing care and specialist placements	Memory & Cognition Support 442 budgeted capacity for 2022/23	As for Physical Disability, HASC has a modernisation programme with programme support to deliver change. This is an ambitious programme and risks to delivery could include a lack of appropriate resources. Risks to delivery would include requiring urgent placements at high costs to meet the winter and other system pressures. The action the directorate will take will be to both manage the pressures and deliver the required savings through effective use of the community care budget by: - Managing demand - Technology enabled care - Focus on prevention - Commissioning Strategy Delivery Risk: The service is expected to receive investment of £1.5m in 2023/24 to meet identified demand and cost pressures. This puts the service in a strong starting position and means that it can focus on implementing improvements to care and service pathways to improve its cost base and reduce long term, expensive placements. See EIA 9.	0.433
Community Care budget funding packages of care, support, residential/nursing care for people suffering a functional mental illness services will include Community Support, Home Care, direct payments, supported accommodation, residential/nursing care and specialist placements	Mental Health Support 554 budgeted capacity for 2022/23	HASC has a modernisation programme with programme support to deliver the above. This is an ambitious programme and risks to delivery could include a lack of resource. Risks to delivery would include requiring urgent placements at high costs to meet the winter and other system pressures. The action the directorate will take will be to both manage the pressures and deliver the required savings through effective use of the community care budget by: - Managing demand - Technology enabled care - Focus on prevention - Commissioning Strategy Delivery Risk: The service is expected to receive investment of £2.6m in 2023/24 to meet identified demand and cost pressures. Together with S117 funding from the NHS, this puts the service in a strong starting position and means that it can focus on implementing improvements to care and service pathways to improve its cost base and reduce long term, expensive placements. See EIA 9.	0.432
Assessment, Support and Intervention Team (SIT). Social Work teams delivering statutory duties under the Care Act to assess eligible needs, intervene where people are at risk to themselves, others or the community. Deliver statutory duties under the Mental Capacity Act, Mental Health Act Safeguarding Vulnerable Adults, Deprivation of Liberty Safeguards (DoL's)	Section 75 Staffing teams Including: Mental Health Homeless Team Assessment Treatment Service Living Well with Dementia Service Adult Mental Health Practitioners (AMHP) Crisis Resolution Home Treatment Team (CRHTT) Mental Health Management	Section 75 review should achieve modest savings based on recent trend data and the effectiveness of the partnership in managing demands. Delivery Risk: Joint working with health partners and timescales required. See EIA 10.	0.122
S75 Sussex Partnership Foundation Trust (SPFT) Total			0.987
Integrated Commissioning
Commissioning & Contracts	Integrated Commissioning	Seeking alternative funding for non-statutory community advocacy and Community support worker contract. No inflationary increase to block contracts. Delivery Risk: Increased costs pressures present delivery of the savings challenges. See EIA 11.	0.173
Integrated Commissioning Total			0.173
Life Events
There are no savings planned in the service area for 2023/24.
Life Events Total			-
Public Health
There are no savings planned in the service area for 2023/24.
Public Health Total			-
Health & Adult Social Care Total			3.097

Health & Adult Social Care Capital Investment Programme 2023/24 to 2027/28
	Profiled Payments 2023/24	Profiled Payments 2024/25	Profiled Payments 2025/26	Profiled Payments 2026/27	Profiled Payments 2027/28
	£000	£000	£000	£000	£000
Approved Schemes
Knoll House Building Works	2.000	5.000	2.090	-	-
Identified Schemes Not Yet approved
Better Care Funding - Capital Grant	0.500

Revenue Budget Summary

2023/24 Revenue Budget Breakdown

2023/24 BUDGET - Budget changes from 2022/23 to 2023/24

2023/24 Revenue Budget – Gross Budget to Net Budget

Specific Government Grants 2023/24

Investment to support Corporate Plan Commitments and Service Pressures 2023/24

Summary of Directorate Budget Plans

Summary of Capital Investment Programme 2023/24 to 2027/28

Families, Children & Learning Directorate

Families, Children & Learning Budget Summary

Families, Children & Learning 2023/24 Revenue Budget Breakdown

Dedicated Schools Grant (DSG) 2023/24 Revenue Budget Breakdown

Families, Children & Learning Directorate Budget Plan

Families, Children & Learning Capital Investment Programme 2023/24 to 2027/28

Health and Adult Social Care Directorate

Health & Adult Social Care Budget Summary

Health & Adult Social Care 2023/24 Revenue Budget Breakdown

Health & Adult Social Care Directorate Budget Plan

Health & Adult Social Care Capital Investment Programme 2023/24 to 2027/28