Content

14.1
 
 
 
 
 
 
 
 
 
 
14.2

The Committee considered a report of the
Strategic Director of Adult Care and Wellbeing which sought to
deliver on a commitment to transparent and accountable financial
reporting. The update provided:
 
•      
An analysis of the underlying financial pressure to be carried
forward into 2024/25 financial year.
•      
An outline of our financial recovery plan for 2024/25, including
the Adult Future Options Transformation Programme.
•      
Context of the impact of the financial position on 2024/25 business
planning.
 
RESOLVED UNANIMOUSLY: That the
Adult Health and Social Care Policy Committee:-
 
1. Note the ongoing activity to implement
savings as agreed under the 2023/24 budget and existing recovery
plan.
2. Note the impact of funding changes on the
financial position and recovery plan for 2024/25.
3. Note the recovery plan at Appendix 2 to
mitigate underlying demand and cost pressures in 2024/ 2025.
4. Note as part of the CQC Assurance, the
local authority must have effective budget oversight,
accountability, and governance. It assesses the impact of any
budget reductions and whether the level of savings required will
affect its ability to meet statutory duties, including comparison
with regional and national benchmarking groups. Note that a report
will be provided to December 2023 Committee setting out an update
and next steps required.
 

14.3   
Reasons for Decision
 
These
recommendations are made to support strategic planning and
operational decisions that are necessary for the long-term
sustainability of Adult Social Care and the long-term benefit of
people in Sheffield.
 
14.4   
Alternatives Considered and Rejected
 
Reductions to or
restrictions on access to services have not been considered at this
stage. Our strategy for Adult Social Care is to take a
strengths-based approach, working with people to reduce their need
for formal support. The proposals in this Recovery Plan are
consistent with that approach.
 
Reductions to
staffing have previously been agreed as part of the budget setting
process and use of temporary budgets. Where alternative funding is
available it will be the preferred policy of the Adults Care and
Wellbeing directorate to retain workforce capacity.