Your target is to reduce spending by £9.40 m to balance the budget.
You have balanced the budget.
£0
Council would be in breach of statutory duties as we would provide no school meals to schools or care homes.
No cleaning provided in any schools, buildings or care homes.
Significant risk of failure to provide statutory duties across the services.
Significant drop in school meals uptake.
Only basic food provided to children and young people.
Option to increase the charge to parents of a school meal to ensure full cost recovery.
Low infection control with cleaning in schools and offices reduced only to toilet cleaning.
Redundancy risk for a very large number of posts.
School meal and food choices further reduced with a reliance on frozen, pre-prepared meals.
Further risk of drop in number of pupils choosing school meals.
Statutory obligations around school food and care home meals not guaranteed to be met.
May have to increase the charge to parents of a school meal to ensure full cost recovery.
Increasingly likely infection control failures in schools.
Redundancy risk for increased number of posts.
School meal and food choices for pupils further reduced with risk of fewer pupils choosing school meals.
Stop providing meals to all partner early years' settings.
More difficult to meet the statutory obligations for meals’ nutritional compliance.
Risk of service failure in school meals and care home catering.
Significantly increased risk of infection control failures in schools .
Redundancy risk for a significant number of posts.
School meal and food choices for pupils will be reduced, with less local, sustainable food served to pupils, no milk at lunchtime, no salad bars and fruit and veg choices removed.
Risk of drop in pupil numbers choosing school meals.
More difficult to meet statutory obligations around school food and care home meals.
Increased risk of infection control failures in schools.
School meal and food choices will continue to be provided to pupils, with a focus on increasing and sustaining uptake levels.
Given food cost inflation a 0% budget would mean a reduction in real terms therefore food cost savings would be needed.
Cleaning services in schools and public buildings would continue to basic health and safety and infection control standards.
School meal and food choices for pupils will continue.
Potential to increase pupils in schools and children in early years taking a school meal.
Cleaning services in schools and public buildings would continue to ensure that basic health and safety and infection control standards are in place.
The council would not be able to meet its statutory duty.
Residual services would return to Council and LiveArgyll would cease to operate.
Redundancy obligation placed on Council.
Catastrophic impact on local Health and Wellbeing and wider community social value contribution.
Withdrawal from Active Schools Partnership agreement and associated service provision.
Unable to safely operate assets and provide a viable service offering i.e. Leisure Centres.
LiveArgyll as an arms-length organisation would be unable to meet service specification requirements and would likely cease operation, however Council statutory obligations would remain.
Significant impact on Health and Wellbeing agenda.
Redundancy obligations placed on Council as 100% shareholder.
Major impact on local Health and Wellbeing and wider community social value contribution.
Potential risk to fulfilment of statutory obligation to provide adequate library service and Community learning obligations.
Targeted closure of community centre and hall venues.
Potential inequity in provision of services across geographical boundaries.
Significant impact on local Health and Wellbeing and wider community social value contribution.
Library and Community Learning Services would be reduced resulting in closure of some facilities.
Halls and Community Centres would not be readily available to members of the public.
A reduction at this level will result in a reduced service offering specifically within the non- income generating services of LiveArgyll.
Library, Museum and Community Learning and Development Services would be reduced.
There will be a need to significantly reduce staff structures and management arrangements of the various teams. This will include amalgamation of management roles.
Many properties would need to close on the basis that there would be no maintenance budget to allow compliance with building/workplace legislation.
The Utility Fund would disappear which combined with there being no resources to deal with Carbon Reduction/Net Zero would mean it is highly unlikely that the Council will reduce its carbon footprint/achieve net zero within the necessary timescale (2045).
The greater the budget decrease the higher the probability that we would be unable to maintain whichever council buildings remain open to acceptable standards.
The Utility Fund would disappear which combined with the reduction in resources to deal with Carbon Reduction/Net Zero would impact on the Council's ability to reduce carbon/achieve net zero within the necessary timescale (2045).
Alter staff structures and management arrangements of the various teams. This will include amalgamation of management roles. The Council's Out-of-Hours/On Call Property Officer Service would cease.
Multiple buildings would need to close on the basis that there would be no maintenance budget to allow compliance with building/workplace related legislation.
There will be a need to alter staff structures, reduce staff headcount / hours and management arrangements of the various teams. This is likely to include amalgamation of management roles. The Council's Out-of-Hours/On Call Property Officer Service would cease.
Some properties would need to close on the basis that there would be no maintenance budget to allow compliance with building/workplace related legislation.
The Utility Fund would disappear which would start to impact on the Council's ability to reduce carbon/achieve net zero within the necessary timescale (2045).
Slight increase in capacity to carry out maintenance on properties.
Possibly procure some additional resource to assist with the Net Zero journey.
Without a team that prioritises communication and engagement services, it would be significantly more difficult for communities to get information about the council, media would have no point of contact to get enquiries answered for their papers etc; there would be no support for councillors in promoting council policies and decisions and employees would not have the information they need to deliver services in what are challenging times for councils.
4 full time and 1 part-time job lost.
Resources are already spread thinly across different areas of work – communities, media, employees, councillors, addressing the challenges of Argyll and Bute as a whole, and others. Reducing this support by 50% across all areas would make it ineffective.
We would therefore have to stop providing some of our services, so we could provide a few services well enough to actually make a difference for people.
Job losses.
Focus on highest priority tasks. This would reduce information available for communities about services, support, and council decisions that could affect them; increase the risk of us missing deadlines for responding to public and media enquiries, and delays in information and support for employees and councillors.
Increased reduction in posts.
As well as having to reduce the level of our communication services for communities, employees, councillors and others, we would have to stop some of our services, which could include community engagement exercises, or our work to support Argyll and Bute’s economy, through attracting the skills and people Argyll and Bute’s future needs.
Reduction in posts.
Reduce our ability to produce and provide information about council services, support and decisions, and reduce promotion aimed at attracting skills and investment Argyll and Bute needs.
It could also stop us providing support in developing communities’ involvement with the council, by stopping our work in developing and promoting opportunities for on-line ‘have your say’ exercises and risks a reduction in staffing levels.
We would continue to support day-to-day life in Argyll and Bute, by informing our communities and responding to thousands of enquiries every year about services and support available; and the area’s longer term future through promotion of the area as a place to work and invest.
We would also continue to inform and involve council employees in council matters affecting them so we can deliver change effectively where needed.
More opportunities for our communities to get the support they need from the council, and get involved in having their say in developing how the council works.
Increased promotion of Argyll and Bute to support the area in beating competition for the skills, investment and workforce needed for its future.
Customer Service Point and Registration Service Districts would be located solely in the four large mainland town offices and registrars would cease to offer outside civil ceremonies; with consequent impact on registration and wedding tourism income.
Customer services would be exclusively digital only platforms, with very limited customer agent capacity directed at high priority services, such as vulnerable customers and the remainder directed to automated and online services.
Digital development would be confined to care and maintenance of core systems.
There would be a significant degradation of customer care standards for timeliness and quality of response, with long call waiting and email/eform response times.
Both the Customer Service Point and Registration service would need to be rationalised, with 3-4 local offices and registration districts closed. The Home Based Registration service on smaller islands would also be ceased, along with all non statutory registration services.
Digital Support and Development Teams would be reduced and hence their capacity for designing and implementing new digital services. Only essential changes could be actioned, with no proactive development, for example of emerging new technologies.
There would be fewer customer service agents to deal with customer enquiries and applications through telephone and digital channels. Customers would wait longer for a response or decision, and Customer Service Agents would have less time to assist with complex needs like benefit claims.
Less capacity to assist with emergency response situations or seasonal and other administrative exercises, such as Blue Badge applications and poverty related grants.
The Registration Service could only offer core statutory services relating to birth, deaths and marriages with fewer appointment slots to register births, deaths and marriages.
Severe reduction in staff numbers.
Inability to meet statutory duties, and likely risk of the financial failure of the council.
Major reduction in funds to provide support to households in need, and in income collected.
Substantial reduction in support for effective financial management through reduced audits.
Significant staff cuts, and issues in meeting statutory duties.
Customers would have to wait longer for benefits, crisis grants, and supplier payments.
Substantial reduction in support for effective financial management, through reduced audits.
Risk of loss of investment income and increased banking/borrowing costs.
Increased level of staff cuts would be required.
Reduction in benefits advice to customers and delays in processing benefits claims.
Reduced support for effective use of council funds through all scrutiny work being stopped and a reduction in core audit days.
Staff cuts would be required.
More resilience in the service to minimize processing backlogs, maximize level of support to low income households, increase recovery of taxes levied, ensure prompt payment to external businesses and staff, increase audit support for effective use of public funds.
Investment in new technologies to enhance the council’s ability to plan and deliver transformational change and improve stakeholders’ access to the Council’s financial information.
No centralised HR function.
The council would need to source alternative arrangements for professional HR guidance and managing employee contracts, performance reporting and meeting its equalities duties.
Professional advice and support would be further limited and prioritizing the most complex matters.
Statutory requirements would be the priority for systems and policy development.
Significantly less capacity to support development and negotiation of local conditions of service.
Future focused talent management initiatives such as Growing our own would cease to be developed.
The ability to develop corporate systems such as the HR and Payroll system would be extremely limited with a focus on any statutory updates associated with pay and conditions.
Policy development activities would focus on prioritising statutory policies such as equalities.
Teams across the council would have limited access to advice and guidance.
Less money invested in training and developing our staff and leaders.
Teams across the council may need to wait longer for advice and guidance and data/ reports.
Additional budget would allow the team to consider, in consultation with internal customers, additional activities that would support teams across the council.
Resource for a project that would allow us to develop and programme Artificial Intelligence which could replace elements of the advice line/improve our online guidance and further automate processes and procedures reducing demand for advice services over time.
Severely impact our ability to support digital transformation with a reduction in the number of Project Leaders and Client Liaison Officers and ICT Management. We would be unable to support the introduction of new or upgraded systems and would manage the application environment on an as is basis.
We would downgrade Microsoft licences and invest in the minimal licensing level to allow staff to communicate using the basic web-based tools. This would remove key security protection from devices and servers and create a major threat to the security of all systems and data without added the added security, telephony, and data management benefits of the current licensed estate.
The loss of 5 desktop engineers would result in a huge reduction of services to schools. Primary Schools would then look be required after their own ICT requirements including PC and device support, PC and device setup and installation, application management, security management).
This would result in the loss of standards and an inability to provide a secure and safe online working environment in schools.
Severely impact our ability to support digital transformation with our partners such as the NHS and HSCP which could impact the support of vulnerable service users and national initiatives such as Federation, Digital Telecare and the National Care service.
A reduction in bandwidth to schools and offices, which would cause network bottlenecks in schools and offices and interrupt the smooth operations of learning and teaching and of corporate and education systems.
The removal of the Security Operations Centre would expose the Council to serious risk. The new SOC is providing a 24 hour a day monitoring service and is constantly scanning our network environment to protect us from an ever-increasing cyber threat.
The removal of the Kilmory Print and Mail service would result in the loss of 3 posts and would mean we could no longer produce in house print runs for benefits cheques, H&SCP care letters, bills, and debtor invoices. There would no longer be a central mail facility in Kilmory.
Whilst remaining as a cost-effective ICT Service, there is insufficient engineering resource to meet the demands for the Device for Every Child initiative. The schools digital requirement is expected to expand rapidly but resources are not available to cope with the expansion.
We have a single officer dealing with the increasing cyber security threat. This is becoming more and more demanding and additional resources are required to help manage the threat.
Increase the number of engineers supporting schools and the “Device for Every Child” and an increasing security burden.
Additional engineering support to keep our environment safe and secure from the escalating threat of cyber attacks.
Airports are regulated by the Civil Aviation Authority, in relation to safety and other elements of running an airport. Reducing the budget would mean we could no longer comply with regulations required to operate.
Increased likelihood of job losses.
Risk of job losses.
To operate, the council must have a CAA (Civil Aviation Authority) licence for each of its airports, in Oban, Coll and Colonsay; flights are used by pupils, residents and visitors.
The maintenance budget cannot be reduced if we are to meet maintenance and operational regulations needed to have the licence. Condition 2 of CAA Licence states “No aircraft shall take-off or land at the aerodrome unless such fire-fighting and rescue services and such medical services and equipment as are required in respect of such aircraft in the CAA's publication CAP 168 (Licensing of Aerodromes) are provided there. Such services and equipment shall at all times when the aerodrome is available for the take-off or landing of aircraft be kept fit and ready for immediate turnout”
Inflation and other rising costs put an additional burden on the maintenance budget for airports.
Maintenance budgets for airports must pay for services that ensure we meet compulsory, wide ranging safety and other regulations, covering everything from morse code signaling equipment, in-flight and ground communication systems, lighting and fuel systems, radio frequency licences, runway and vehicle safety maintenance, and fire safety equipment.
Additional fire fighter cover in event of sickness/leave – both on islands of Colonsay/Coll and at Oban.
Positive increase to Airports’ maintenance budget.
No capacity to provide local support to start-up and developing businesses (advice, information, signposting).
Failure to meet Business Gateway minimum service specification.
Web-based self-serve support only from bgateway.com.
No capacity to deliver the externally funded UKSPF business support (grants and specialist advice).
Insufficient capacity to provide local support to start-up and developing businesses (advice, information, signposting).
Shift to web-based self-serve support from bgateway.com, with significant reduction in access to business adviser support.
Further staff cuts required, further limiting capacity to provide local support to start-up and developing businesses (advice, information, signposting); and
Restricted access to business support services, focusing on priority businesses only.
Further staff cuts required, further limiting capacity to provide local support to start-up and developing businesses (advice, information, signposting); and/or
Staff cuts likely to be required, limiting capacity to provide local support to start-up and developing businesses (advice, information, signposting); or
Business Gateway local support to start-up and developing businesses is maintained (advice, information, signposting).
Potential for a small increase in scale or scope of existing business support services, aligned to priorities.
Over 60 community groups and organisations per year at risk of no longer receiving opportunity of funding.
30-35 less community groups supported per year due to service efficiencies.
Further reduction of approximately 135 capacity building support sessions with community groups (includes advice and support on funding, governance, engaging with community, developing plans).
20% reduction in the Supporting Communities Fund resulting in a reduction of approx. 20 less groups per year receiving funding for local projects and activities.
20% reduction to support for Gaelic Fèis activities impacting external contract with Fèisean nan Gàidheal
Due to potential efficiencies through staffing, reduced capacity to support community groups.
Potential changes to staffing support to community groups.
Resulting in a reduction of approximately 54 capacity building support sessions with community groups (includes advice and support on funding, governance, engaging with community, developing plans).
Reduced support to 10-15 community groups.
10% reduction in the Supporting Communities Fund resulting in a reduction of approximately. 10 groups per year receiving funding for local projects and activities; potential changes to staffing administering fund.
10% reduction to support for Gaelic Fèis activities impacting external contract with Fèisean nan Gàidheal.
Reduced information to communities about funds that can support them.
Support to council services in engaging with communities on service design.
Package of support to community councils to assist with growth and development and engagement in communities.
Increased support to community groups and organisations seeking to lease, own or otherwise develop a council asset.
No capacity to provide local support to communities and sectors or existing contracts; no capacity to support externally funded teams.
No ability to apply for or access or manage funding streams.
No ability to deliver place-based regeneration projects in our communities.
Insufficient capacity to provide local support to communities and sectors and no ability to access external funding and deliver meaningful regeneration or deliver place-based regeneration.
Shift to web-based self-serve support for Economic growth.
Very limited capacity to support externally funded teams.
Further staff cuts will be required significantly limiting capacity to provide local support to communities and sectors and ability to access external funding and deliver regeneration; or
Loss of staff and resulting resources will significantly restrict access to Economic Services, limiting focus to selected priority projects and/or interventions only.
Further staff cuts will be required, limiting capacity to provide local support to communities and sectors and ability to access external funding and deliver regeneration; or
Further restricted access to Economic Services, increased risk in management of grant contracts, challenging to even focus on the main priority projects and/or interventions.
Staff cuts likely to be required, limiting capacity to provide local support to communities and sectors and deliver meaningful community regeneration; and or
Restricted access to Economic Services, focusing on key priority projects and/or interventions.
Maintains the delivery of externally funded support activity.
Deliver Strategic Events and Festival funding rounds, small grants for regeneration purposes.
Economic Growth support to local Economic Service provision is maintained.
Potential for a small increase in scale or scope of existing Economic Services support services, aligned to priorities.
Limited potential to support community regeneration projects with micro funding offers.
Increased number of failed tenancies and evictions.
Rough sleeping significantly increased.
Anti-social behavior increases.
Increased NHS demand, potential for increased mortality.
Housing waiting lists lengthen.
No common repairs supported.
Less vulnerable households able to sustain their accommodation.
No women’s refuge maintained.
Unable to house offenders.
Intervention from Scottish Government and Scottish Housing Regulator.
Vulnerable households not able to sustain their accommodation. Difficulty maintaining women’s refuge.
Difficulty housing offenders.
Housing advice and information work would need to be further reduced, impacting on the ability of vulnerable people to maintain tenancies, increasing homeless presentations and pressure on NHS and Social Care demands.
Longer lengths on housing waiting list.
Little or no support for common repairs.
Reduced support for vulnerable households within their homes.
Housing advice and information work would need to be further reduced, impacting on the ability of vulnerable people to maintain tenancies, increasing homeless presentations and pressure on NHS, Social Care and Registered Social Landlords.
Reduced support for common repairs issues.
Increased resources to support households with securing suitable accommodation, to support vulnerable households in sustaining their accommodation, and to improve capacity to cater for people with complex needs.
Increased resources to support the supply of homeless temporary accommodation across the local authority area.
A 15% reduction in expenditure would require the Council to redesign its priorities and stop statutory work it currently delivers.
Potential risk for meeting statutory duties.
Loss of services to public, businesses and communities.
Stop some services and increase charges for others.
Food and other inspections to manufacturing and high-risk businesses only. Only investigate service requests where formal action is appropriate and otherwise public advised to take their own civil actions.
Redesign administrative arrangements with better use of digital.
A 5% reduction in expenditure would require the Council to seek efficiencies in how we currently deliver the service.
Response timescales and quality of services will reduce.
Fees and charges will increase.
Council would return verifiers license to Scottish Government meaning that there is no local service within Argyll and Bute. Significant impact to economy and building sector in Argyll and Bute.
Increased risk to public safety and buildings fall into further disrepair or dangerous buildings.
Council would fail to meet its statutory duties under the Buildings (Scotland) Act 2023.
Council will risk losing its verifiers license from the Scottish Government which will mean we can no longer verify building warrants or issue completion certificates.
Poor service which will adversely impact on construction sector, works to buildings and the economy.
Performance against key national performance measures will fall below national performance targets creating a risk to current verifiers status.
No capacity to deal with fluctuations in work.
Unable to deliver any commercial work which will result in further budget pressure of £100K annually.
Performance against key national performance measures will fall.
No capacity to deal with any increase in building warrant work or responses to dangerous buildings etc.
Introduce pre- warrant application fees and increase general fees and charges.
Maintains the current building standard service which is regarded by Scottish Government as a “strong performing building standards service”.
Would be better equipped to deal with the increasing demands of poorly maintained property in our communities.
Failure to deliver vital environmental services.
No protection of rights of way or access.
No protection of marine and land environment and biodiversity.
No protection of enhancement of historic built environment.
No processing of planning applications and complete loss of local control over development.
Inability of development industry to function.
No enforcement of planning regulations with very significant adverse impacts upon the environment, property value, and amenity.
No new housing development.
Scottish Government intervention.
Widespread substantial economic and environmental impact.
Limited ability to deliver vital environmental services.
Limited protection of rights of way or access.
Limited protection of marine and land environment and biodiversity.
Limited protection of enhancement of historic built environment.
Limited processing of planning applications and significantly increased timescales for determination – significantly diminished local control over development as a significant volume of planning applications would ultimately require to be determined by Scottish Government on appeal.
Very limited planning enforcement activity resulting in significant adverse effects upon the environment, property value and amenity.
Limited new housing development.
Significant negative economic and environmental impact.
Further increased impact on points listed under 5% consequences.
Negative economic and environmental impact.
Increased impact on points listed under 5% consequences.
Minor economic and environmental impact.
Reduction in ability to deliver vital environmental services.
Reduced ability to protect rights of way or access, marine and land environment and biodiversity, and historic built environment.
Slightly increased time to process planning applications.
Reduced ability of development industry to function.
Increased time to respond to complaints and enforce planning regulations.
Reduced new housing development.
Slight economic and environmental impact.
The removal of this budget would result in no additional support for learning.
It would also mean no support at break times for any children with additional support needs.
The service would fail to meet the requirements of the statutory duty.
Closure of all Learning Centers within mainstream schools and significant reduction in capacity of Argyll and Bute’s specialist provision.
This combined with the loss of support services in school would mean it is challenging for the service to meet the requirements of the statutory duty.
Loss of visual and auditory specialist teachers directly impacting on pupils’ attainment and staff training.
Loss of 10 Additional Support Needs Assistants, which would significantly impact on support in the class but also support at break and lunchtimes.
This reduction would lead to further loss of 5 pupil support teachers across the local authority.
There would be the loss of 4 Additional Support Need Assistants which would not only impact on support in the class but also support at break and lunchtimes.
A delay in the ability of the service to effectively plan for children and young people with additional support needs.
This could mean the removal of 4 Education Support Officer Posts, resulting in schools coordinating their own ASN teacher and support Hours.
Schools would be required to assess and agree who has the greatest need for support.
Headteachers would need to agree local allocations of support for additional support needs and undertake all the associated HR processes.
No central support, training or advice will be available to schools.
The service has a statutory duty to deliver ELC for eligible children. To meet this duty there would be a significant reduction in the ELC workforce resulting in closure of almost half our ELCs.
Parents would be required to transport children to ELCs in towns where there may be insufficient capacity to meet need.
A reduction of this level could result in the removal of all lead Practitioners from large ELCs and closure of the smallest ELCs.
There would be multiple job losses.
Parents in affected areas would be require to transport their child to an alternative ELC.
Children would not be well placed to transition to school.
This is likely to place more pressure on the additional support need budget for schools as more children will require support for learning.
This could result in the closure of up to 10 of the smallest ELCs which exist in our most rural communities.
Parents would be required to transport children to the nearest alternative ELC provision.
This will impact on those already most isolated and could mean some parents are unable to use the 1140 placement for their child.
A reduction of this size could result in job losses.
This would see the removal of all Lead Practitioner posts from ELCs, removing leadership from our larger ELCs.
This would reduce literacy, numeracy and wellbeing support for children.
This role also provides cover for staff absences, not providing the cover could mean that children have to be sent home due to lack of staff.
Children would not be as well placed as they are currently to transition to school.
Recruitment of 8 Lead Practitioners across the area who could support parent and toddler groups.
These posts would support practitioners to raise standards in early literacy and numeracy.
Support in developing the use of the outdoors and local environment to further enhance learning.
Statutory duty would not be met.
All children on external specialist placements will be placed in local schools. Resulting in the reassessment and reallocating of existing resources significantly affecting support for more than 200/260 learners across our schools. The needs of the children returning are unlikely to be effectively met.
Half of the children currently in specialist day and residential placements will return to home/local authority care and will be placed in local schools, reducing placements available for other children.
To support these children existing resources will need to be reassessed and reallocated, impacting significantly on the additional support provision for 100/130 children currently receiving this support in our schools.
The needs of the children returning are unlikely to be effectively met. It will be extremely challenging to meet our statutory duty.
2 children from specialist day placements and 2 children from specialist residential placement will return to local schools requiring support from existing resources.
30/40 children with additional support needs will have their learning support affected by this reassessment and reallocation of resources.
The needs of the children returning from specialist placements are unlikely to be effectively met without extremely significant investment.
2 children in specialist residential placements would return to care within the local authority and require specialist support to access education.
This support will mean the removal of ASN (Additional Support Needs) support for between 25-30 children with complex needs in our schools.
The needs of the children returning from specialist placements are unlikely to be effectively met without significant investment.
The home setting will require support targeted and long term from social work with budgetary consequence.
2 children would return from external specialist day placement and require high level support to attend local school.
This would mean that support for 8/10 other children with complex needs in schools would need to be reassessed and reallocated.
This is likely to mean stopping all practical subjects across schools as there would be no budget for consumable resources.
Only emergency teacher cover available so classes may have to be sent home when no teacher is available.
An increase in use of remote learning.
No supported study or Spring revision support for qualifications.
Removal of all breakfast and afterschool clubs.
This could result in a reduction in cover for teacher absence across all schools leading to school leaders teaching more regularly and unable to commit to leadership functions.
It is likely to lead to increased response times to parental enquiries.
It could lead to the delay of Child Planning meetings and meetings with parents and other services which support children; and to schools being unable to replace or update learning and teaching materials.
A reduction at this level may resulting in reduced learning and teaching resources.
Schools may be unable to fund travel for swimming/outdoor learning and local outings.
Support for Elected Members would be dramatically reduced or removed in full.
Support for Area Community Planning would stop.
The Anti-Social Behaviour function, support for community councils, and the council’s meeting schedule would be reduced.
The Council would not be able to manage Electoral processes.
A 15% reduction would require a significant service redesign. There will be a reduction in the number of posts.
Support for Elected Members would be reduced
Likely that there would require to be a reduction to the service provided to Area Community Planning Groups.
The provision of legal advice would be severely restricted and support to services such as social work, education and human resources would cease.
Significant risk of service failure.
Strong likelihood of the Council being exposed to increased litigation.
The redesign would require to focus on the delivery of a priority based service with the emphasis on the statutory areas of service delivery.
Risk of reduction in staffing levels.
Lower service response rates in all areas of service.
The Council would have to seek alternative arrangements for the delivery of all procurement activity
The Council would not be able to meet its statutory requirements for all spend over £50k.
Procurement support for services would be reduced or removed in full.
A self-service approach would be required for all good/supplies/services and works below statutory thresholds.
This would require a significant service redesign and reduction in posts.
The level of direct purchasing support would reduce significantly with services expected to carry out their own purchasing, and the level of contract management support to services would be impacted.
This would require service redesign and reduction in the number of posts.
The level of direct purchasing support would reduce significantly with council services expected to carry out their own purchasing.
No burials or cremations will be able to take place.
Burial grounds would be left to grow wild and would become inaccessible and unsafe.
Reduced lair availability and reduced burial times would be available.
Maintenance only carried out in burial grounds where interments are taking place, no maintenance to closed burial grounds.
This could be offset by a significant increase in fees and charges to balance the budget.
Reduced lair availability and reduced burial time availability.
Only essential maintenance of burial grounds, no maintenance to closed burial grounds.
Inability to maintain cemeteries and the grounds of the Crematorium to an acceptable standard, this could be offset by corresponding increase in fees and charges to balance the budget.
Reduced grass cutting and strimming, areas becoming unsightly.
A reduction in pathway maintenance such as weedkilling and sweeping.
Taking longer to carry out the levelling of sunken lairs, this becomes a health and safety issues to visitor and mourners alike.
Warden coverage of the geographical area reduced by 50% - very little enforcement would be achieved.
Increase in fly tipping, dog fouling, litter etc.
Inability to effectively carry out duties under the Control of Dogs Act.
The Warden service covers litter enforcement, fly tipping, dog control, dog fouling, stray dogs, abandoned vehicles, enforcement of waste collections and commercial waste duty of care (commercial agreements).
The service would continue at around its current level.
The Warden service covers litter enforcement, fly tipping, dog control, dog fouling, stray dogs, abandoned vehicles, enforcement of waste collections and commercial waste duty of care (commercial agreements.
An increased budget would increase our ability to deliver this range of duties.
This would have a significant impact across all services.
Possible changes could mean less frequent and reliable bin collections and a compromised home care service.
The Council would not be capable of fulfilling its statutory obligations in providing a service if funding was decreased by 50%.
This would mean services would need to change in line with the available fleet.
Statutory services would remain the focus of service provision.
Possible changes could mean longer wait times for home care services, longer response times to road repairs etc.
Removal of parking warden service which would increase the number of inconsiderate and dangerous parking events. This would significantly affect traffic management for our communities.
No car park maintenance.
Significant reduction to car park maintenance, priority given to pay and display car parks.
Staffing reduction, leading to increase in inconsiderate parking habits, and obstructions for drivers getting to where they need to be.
Reduced upkeep of car parks such as sweeping and groundworks.
No open spaces or outdoor facilities for our communities.
Deterioration of public areas due to no maintenance causing health and safety hazards to the public.
Reduction in outdoor facilities for young people.
Loss of community asset.
Major increase in dog fouling, littering and health and safety hazards due to reduced grass cutting.
Deterioration of public areas due to reduced maintenance resulting in increased costs to bring these back into usable service.
Sports fields not presentable for football, shinty etc.
Increase in dog fouling, littering and health and safety hazards due to reduced grass cutting.
HLF funding implications (possible claim back of funding if Hermitage Park were to be closed).
Reduction in aesthetical appearance of areas.
All maintenance on areas not under council ownership will cease, unless agreements can be made with landowner, e.g. Inveraray front green, large swathe of verges on the Isle of Bute.
Response times to issues such as removal of litter/dog fouling/ leaves etc. sports fields and prominent town centre areas will reduce.
Appearances of these areas will be affected.
Planting of outer lying floral beds with herbaceous plant material.
Less available facilities for visitors and residents.
The majority of the Council’s toilets would become seasonal, closing during autumn and winter months.
Facilities requiring repairs may have to close until funding is available.
Less available toilets for visitors and residents.
This may have an impact in providing welfare for key frontline services such as roads, waste and grounds operations.
Less available hours for visitors and residents.
Some of the Council’s toilets would have to become seasonal, closing during the autumn and winter months.
Significant decrease in inspection and maintenance of bridges and other assets, and ability to respond to unplanned or reactive works.
Lifeline routes prioritised.
Further decrease in inspection and maintenance of bridges and other assets.
Further reduction in ability to respond to unplanned or reactive works.
Decrease in inspection and maintenance of 900 bridges and 1,000 retaining walls.
Reduced ability to respond to unplanned or reactive works.
Reduced works for all activities including pot holing and jet patching which would reduce our overall road condition.
Reduction to emergency works which would also see an increase in attendance and completion timescales.
Reduction in verge maintenance, including grass and scrub cutting programmes, leading to sightline and overhanging trees issues and blocked ditches which will create hazards for drivers/riders and pedestrians.
No inspection or maintenance of coastal protection and flood assets.
Accelerated deterioration of 1,000 Coastal Protection assets in Argyll and Bute.
Deterioration of assets because of significantly reduced level of inspection and maintenance of assets.
Only Coastal Protection assets on Lifeline routes maintained.
Further reduced level of inspections and maintenance of assets.
Coastal Protection and flooding assets on lifeline routes prioritised.
Further reduced ability to respond to unplanned or reactive works.
Further reduction in capacity to inspect and maintain coastal protection and flood assets.
Further reduction in ability to respond to unplanned or reactive work.
Increased risk of flooding.
Less capacity to inspect and maintain coast protection and flood assets.
Less able to respond to unplanned work.
The Council would be unable to meet its statutory obligations.
Unable to transport eligible children and young people to their education establishment.
Unable to subsidise any public transport services.
Public Transport – the service could not be provided if this funding is reduced.
School Transport – not all existing home to school services would be provided resulting in the council not being able to meet its statutory obligations.
Service continues with minimal change.
Unable to provide budget for expenses and travel for reserve crossing patrollers which would mean when a patroller was absent from work there would be no cover.
No waste collections from any household or commercial premises.
Council unable to meet its statutory duties.
Kerbside recycling and waste collection services are a statutory requirement.
There would need to be a drastic cultural change from members of the public who would need to self-deliver parts of the service currently delivered by the council.
Assisted uplifts could be reduced but the criteria would need to change prior to implementation, e.g. provision of medical certificates as evidence etc. Legislation would determine that some form of service offering would be required.
No service to limited access properties.
Household general waste collections extended to four weekly.
Residents in affected areas would take their glass recycling to local bottle banks. This would align with arrangements across most of Argyll and Bute, where kerbside collection is not provided.
Increased litter and debris resulting in blocked/damaged drains, gullies etc. and other infrastructure.
Increased health and safety risk to the public.
No service during weekends or public holidays.
Inability to meet statutory requirements to keep public areas clean.
Increased reliance on communities to self-deliver on a voluntary basis.
Reduced resilience across wider service.
Removes any ability to litter pick on road verges and remove roadkill.
Removal of summer seasonal employees including evening street sweeping, beach cleaning and litter bin patrols.
Reduced resilience across wider council services.
Significant reduction ability to respond to littering, fly tipping and street cleanliness.
Laybys and road verges unsightly.
Negative impact on appearance of the area which may lead to less tourism.
At this level of budget reduction, care packages for the most vulnerable people in society would be reduced.
Some services would be at risk, particularly non-statutory provision such as day services, transport and support for third-sector providers.
Care packages for people with learning disabilities, physical disabilities or mental health conditions would need to be reduced. Delays in providing care-at-home packages would continue, and service levels would remain below those required.
Overall, these reductions could jeopardise the HSCP’s ability to deliver statutory services.
The HSCP would need to continue identifying efficiency savings, as this funding level would not provide sufficient resources to meet the needs of the area’s growing older population.
Ongoing restrictions would be required to keep service provision within budget, resulting in some reductions to current service levels.
The HSCP would use the additional funding of around £1 million to provide around 600 extra hours of care at home each week.
This could support at least 30 additional people, reduce waits for care packages, and help people leave hospital and return home sooner.
The HSCP would increase care-at-home provision, enabling more than 1,000 additional hours of care to be delivered each week.
This could support at least 50 additional people, reduce waits for care packages, and help people leave hospital and return home sooner.
The HSCP would also consider improving terms and conditions for care staff to address recruitment challenges and encourage more people to choose a career in care.
The additional funding would enable more than 1,500 extra hours of care at home to be delivered each week, supporting at least 75 more people. It would also help people access care packages sooner and support more timely discharge from hospital.
The HSCP would consider improving terms and conditions for care staff to address recruitment challenges and encourage more people to choose a career in care.
Funding would also be available to invest in preventative and community-based services and provide better support for carers.
The HSCP would increase care-at-home provision, enabling more than 1,500 additional hours of care to be delivered each week. This could support at least 75 more people, reduce waits for care packages and help people leave hospital sooner.
Additional funding would support investment in preventing ill health, strengthening community-based services and providing better support for carers.
Resources would also be used to improve care homes, support centres and children’s homes, recognising that many people rely on these facilities as their long-term residences.
Funding would be available to invest in preventative and community-based services and provide better support for carers.
Resources would also be used to increase capacity in residential care homes and improve the environments within care homes, support centres and children’s homes.
No additional income would be generated.
The annual charge for a Band D property would increase by £53, equivalent to an extra £1.02 per week.
This increases the amount of funding available to the Council to deliver vital services to the Community and therefore reduces the level of savings required to balance the budget.
The annual charge for a Band D property would increase by £89, equivalent to an extra £1.71 per week.
The annual charge for a Band D property would increase by £125, equivalent to an extra £2.40 per week.