Appendix 4 - Council Savings Templates
Argyll and Bute Council · 26 November 2025
Back to Argyll and Bute Council — 26 November 2025 and its agenda
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Commercial Services Ref: COM1 Service Delivery Area LiveArgyll Detail of Savings Proposal Reduction of Live Argyll Budget for 2026/27. This will be subject to a separate paper to a Council committee in October or November. The paper will be accompanied by a Business Plan which will detail what services Live Argyll believe can be delivered for a range of management fee options. The draft Business Plan currently includes a flat cash option but also a 10% reduction (and possibly more). A 10% reduction in Management fee was approved at the February 2025 Budget Meeting having been deferred for this financial year. Recent actions by the Live Argyll Board in 2025 to consider the closure of smaller libraries has been publicly unpopular. These small library closures were not approved by the Council and therefore are not progressing in 2025/26. Balancing measures to absorb a 10% reduction in management fee are currently detailed within the draft business plan with request from ELT to increase this to 15%+. A 10% reduction in Management fee will result in the cessation of certain Live Argyll services or facilities. Small libraries, halls and leisure centre opening hours likely to be impacted. This will obviously increase at 15% +. A 15% reduction in Management Fee (£489,841) & Buildings (£59,992) could generate Council savings of £549,000 cumulatively. 10% saving has already been included within the budget outlook figures and therefore the saving on this template is a further 5%. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 311 0 0 311 0 0 311 0 0 156 0 0 156 0 0 156 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Commercial Services and Education Service Ref: COM2 Service Delivery Area Increase Charges for School Meals Detail of Savings Proposal Increase the charge payable for school meals by 6% taking the cost of a Primary Meal from £2.30 to £2.45 and a Secondary School Meal from £2.40 to £2.55. Based on current uptake this would generate additional income of £50k. Due to the cost-of-living crisis and priority of protecting families there has been no annual increase of chargeable school meals since 2021-22. There is a mixed picture nationally in terms of school meals provision and charging. A range of other Council charges are:- West Dunbartonshire Council £3.19 for both Primary and Secondary, East Dumbartonshire Council £2.60 and £2.71, Highland Council £2.40 and £2.65, with North Lanarkshire charging £3.40 and £3.45. There is also a balance to be struck between increasing the cost of a school meal whilst not wishing to prompt the student to seek a meal outside of school. Most high schools have alternative options if prices are deemed to be excessive and therefore overall income could fall. A 6% increase in school meal charges could increase income by circa £50k. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 50 0 0 50 0 0 50 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Commercial Services Ref: COM3 Service Delivery Area Catering - School Food Procurement & Efficiency Detail of Savings Proposal Reduce operational budget through a variety of efficiency steps including:- • Lowering cost / quantity / quality of food products for school meals; • Mapping unit cost of meal and productivity per kitchen; • Forecasting of future demands in line with pupil numbers and being reactive to changes; • Investigate potential for loss of SOIL Association Accreditation The procurement of food is a high value budget line of £2.318m. The service is currently working on ways to further improve efficiency of the provision of School Meals, however this will be impacted on school roll numbers, demand and increase of Universal Free School Meals. Standards in terms of food quality and nutritional value are set by Scottish Government and will require to be adhered to. £150k Saving. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 150 0 0 150 0 0 150 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Commercial Services Ref: COM6 Service Delivery Area Consultancy Support Detail of Savings Proposal Reduce budget for consultancy across Commercial Services by £50k. This will result in reduced resilience, innovation and ability to deliver certain project. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 50 0 0 50 0 0 50 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Commercial Services Ref: COM7 Service Delivery Area One Council Detail of Savings Proposal One Council Notable changes in the commercial portfolio are likely to include:- Potential future significant income Project 2025/26 2026/27 OMW - HLCC lease to MOD £40,000 £85,000 Kilmory Business Park (ground leases) - £5,000 Oban Airport Business Park - £150,000 Helensburgh Waterfront (if excambion proceeds) - - TOTAL £40,000 £240,000 NB – not all of these rentals will hit from 1st April and with development projects there are delay risks so prudent / smoothed forecasts below for purpose of this exercise. In future years there is potential material increases in commercial portfolio at Kilmory Business Park and Oban Airport Business Park. A revenue deal may also be delivered at Sinclair Street in Helensburgh. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 240 X X 240 X X 240 X XX Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Commercial Services Ref: COM8 Service Delivery Area Energy Efficiency Fund - Carbon Reducing Projects Detail of Savings Proposal Remove Energy Efficiency Fund Earmarking – One off Saving This would reduce ability for the Council to reduce its Carbon Footprint. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 210 0 0 0 0 0 0 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Commercial Services Ref: COM9 Service Delivery Area Commercial Investment Technical Resource Detail of Savings Proposal Earmarking was in place to support commercial activity like development of Kilmory Business Park, Oban Airport Business Park and similar potentially income generating projects. Budget previously supported Commercial Investment Manager post which is now terminated Removal of Earmarking – One off Saving Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 79 0 0 0 0 0 0 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Commercial Services Ref: COM10 Service Delivery Area Site Investigation Works Detail of Savings Proposal Remove Earmarking for Site Investigations - £21k one off Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 21 0 0 0 0 0 0 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Customer Support Services Ref: CSS01 Service Delivery Area Customer Engagement Team Saving Target Current 2025/26 Budget is £ 1,660k of which £201k is uncontrollable (ICT and Blue Badge Contracts), leaving £1,459k controllable. 15% of that would give a savings target of £219k Detail of Savings Proposal 1. Close Service Points to walk in customers and move to an appointment only system, retaining offices solely as statutory registration offices (which bring in £330kpa income) and by appointment support and application processing hubs for vulnerable and digitally excluded customers. 2. Move all phone and email traffic currently handled by CSPs into CSC, except emergency backup. This would reduce initial customer service response standards, but they would still be well within acceptable norms. The above would allow us to reduce FTE in CSPs by the amounts noted below and would save £224.3k based on 4.8FTE LGE6 and 1.6FTE LGE7 reduction as follows: Service Point Current FTE Proposed Reduction Remaining FTE Average footfall p/Month Registration Events 2024 Campbeltown 2.7 0.7 LGE6 2.0 166 226 Dunoon 2.8 0.5 LGE6 2.3 147 454 Helensburgh 4.7 1.0 LGE7 3.7 211 803 Islay 2 0.4 LGE6 0.2 LGE7 1.4 38 110 Lochgilphead 3 1.0 LGE6 2.0 89 374 Mull 1.7 0.7 LGE6 1.0 49 107 Oban 3.5 1.0 LGE6 2.5 163 472 Rothesay 1.5 0.5 LGE6 1.0 105 182 Tiree 0.4 0.4 LGE7 0 7 23 Total 22.3 4.8 LGE6/1.6 LGE7 15.9 975 2751 Saving Calculation: Grade / Number £ Salary and Oncosts SAVING LGE6 4.8FTE £34,490 per FTE £165,552 LGE7 1.6 FTE £36,746 per FTE £58,794 Total 6.4 FTE £224,346 Therefore saving offered of £224.3k vs Target of £219k. Risks: 1. The above changes were planned to take place over time as part of a service redesign of the Customer Engagement Team, with the harvested savings being redeployed to our Digital Service Team. That team will need to be increased if the transformations being highlighted by the current Digital Opportunities Survey and AI are to be realised. Taking all the savings Appendix 4
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above towards budget cuts without increasing our digital development capacity will hobble our capability to deliver digital transformations requested by Services. 2. Members have previously rejected budget proposals around Service Points and Integrated Impact Assessments will need to be undertaken. However footfall is now below 1000 a month across the CSP estate and the proposal is not to entirely close offices (except Tiree), but to move to appointment only. We also have a Community Service Point offering following the successful pilot at Cove and Kilcreggan. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count £224.3 6.4 FTE 10 £224.3* 6.4 FTE 10 £224.3* 6.4 FTE 10 • Assumes nil inflation. Appendix 4
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2025-26 BUDGET PREPARATION – SAVING OPTION Head of Customer Support Services Ref: CSS02 Service Delivery Area Communications Saving Target Controllable budget £312k. What can be achieved? (Staff = £295,098 / Other = £17,159) (figures to be updated) Detail of Savings Proposal Immediate term – 11.25% of budget Remove p/t LGE10 Research and Insight Officer post - £27,401 - No one single contact for producing area- wide updates on population statistics for the area; TBC what services have re their own resource + the Data Group/Manager roles are now in place; the council’s requirement for population-related information goes there in part already. - the Comms Team would reduce time spent on posting information to social media to create time to collate/analyse social media data on what works (one week per month would have fewer posts to use the planning/production time for this analysis instead as it helps shape effective content) - no Argyll and Bute representation on council meetings about population stats – unless this is picked up by DEG – still to discuss From staffing budget (no impact on staff) - £11,000 - This is the residual from changing a LGE11 post to two part time LGE10 posts Longer term Our budget really is staff: Manager, Senior Comms Officer, 2 x Comms Officers, p/t graphic designer. Currently looking into if/how AI or other technology opportunities could help reduce the time we spend on various tasks, but if reductions are required in future, knowing how best to make them will overall depend on priorities for the council and what most needs comms support. Saving 2025-26 2026-27 2027-28 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 38,401 0.5 1 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTIONS Head of Customer Support Services Ref: CSS03 Service Delivery Area ICT Saving Target ICT Total Budget 2025/26 = £4,751,173 Uncontrollable budget: Infrastructure £1,870,715 Applications £35,419 Mgmt and Support £3,632 TOTAL UNCONTROLLABLE BUDGET: £1,909,766 Controllable Budget: £2,841,407 Target at 15% = £426,211 Detail of Savings Proposal ICT-1 SWAN Networking Cost Reductions SWAN1/ SWAN2 rental charges and Broadband Charges. We are currently migrating from the SWAN1 contract provided by Capita to the SWAN2 contract managed by BT. This is a national contract providing network services and bandwidth to all of our schools and offices. Our aim is to complete the transfer by 31st March 2026. We are also introducing a new cheaper self-managed technology called SDWAN to some of our sites and this will help to reduce the overall cost of this service. While it is difficult to forecast the timing and exact cost of transitions from SWAN1 to SWAN2 sites, our self-managed SDWAN sites should result in lower costs and it is this saving that is offered here. Our original plan was to use any saving to boost bandwidth in schools and offices where better services are available but currently unaffordable. These better services are generally not available on SWAN2 yet. If such services become available post implementation, we would return for additional funding. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 239 0 0 491 0 0 614 0 0 Detail of Savings Proposal ICT-2 Reduce Microsoft SQL Licences We use Microsoft SQL Database licences for a number of our key databases associated with our Microsoft estate. Following the migration from Skype for Business to Teams Telephony we will need less SQL servers and therefore, less SQL licences. These are part of our annual Enterprise Agreement (EA) with Microsoft and are purchased each year - 16 core licences (or 8 dual cores) can be removed Appendix 4
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from the 2026/27 EA renewal (at current prices). This would result in a saving of approximately £21,000. Reducing our 2-core licence count from 30 to 22 2-cores. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 21 0 0 42 0 0 63 0 0 Detail of Savings Proposal ICT-6 Remove Forcepoint Content Filtering All Internet activity is filtered through our Forcepoint Content Filtering system to ensure we access only appropriate material on the Internet. This service will be replaced by a new service from Cisco called Umbrella. This service will not be required once the council has migrated to Cisco Umbrella. The migration is not expected to complete until March 2027 and so the saving can be applied from April 2027 onwards at £71,000 per annum Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 0 0 0 71 0 0 142 0 0 OVERALL ICT TOTALS Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 260 0 0 604 0 0 819 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Customer Support Services Ref: CSS04 Service Delivery Area Human Resources and Organisational Development Saving Target 15% of controllable budget £365, 188 Non controllable budget includes corporate contracts/ Systems and social work training budget which is managed by the social work training board and there are currently proposals to remove it from the HROD budget and transfer it to social work Detail of Savings Proposal The purpose of the HR and OD team is to ensure employee experiences are positive and that the council as an employer creates an environment where employees can thrive and deliver their best work. Some of the risks associated with reducing the level of service provided by the HR and OD team include: - Increasing sickness absence rates and cost of sick pay - Increasing litigation and cost of legal processes/settlements - Widening the capacity and skills gap to support rapid transformation across services The HR and OD team have digital transformation projects in progress which are set to transform the way in which employees and managers access information, process data and manage the employment relationship. Additionally, a planned programme of savings linked to this, and a refocussing of OD implemented in 2024 has been identified with £45k already delivered in 25/26 and another £105k planned for delivery over the course of 26/27 and 27/28. On request for a review of potential savings the following increased savings (inclusive of already planned savings) are being proposed. Calculations include additional 7% pay award on current salary template costings • 1.5 FTE SLGE 6 dependent of successful implementation of itrent and HROD digital project. £44, 525 • 0.5 FTE Vacant SLGE 9 post (dependent on successful implementation of itrent) £20, 810 • 0.15 FTE Reduction in hours of 35-hour post @SLGE9 to 30 hours due to employee contract £5945 • Non staffing savings from various budgets including additional reduction in training budget, travel and subsistence etc £25, 000 Total for 26/27- £96, 275 Total for 27/28- £95, 000 (further savings based on review of realised outcomes from HROD digital project and ongoing refocussing OD activities) Total for 28/29- unknown although exploration of shared service arrangements for some HR and OD activities over the next two years at national level and via the ongoing exploration of a Single Authority Model could present opportunities for efficiencies and economies of scale. Appendix 4
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Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 96 2.15 3 191 TBC TBC 191 X XX Appendix 4
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DEG - 2026-27 BUDGET PREPARATION – SAVING OPTIONS Head of Development and Economic Growth (DEG) Ref: DEG01 Service Delivery Area Transformational Projects Detail of Savings Proposal Stopping of support of Strategic Events and Festivals Risk: Loss of support for key community/economic events across Argyll and Bute. For example, the Cowal Games, albeit this is a competitive fund. Loss of over £2m of economic impacts linked to this one event. £9m loss associated with all events albeit the council are part funders through this fund. If the saving is to be achieved in 2026-27, a decision is required prior to February 2026 as applications are usually approved at P&R in February. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count £90k 0 0 £90K 0 0 £90K 0 0 Appendix 4
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DEG - 2026-27 BUDGET PREPARATION – SAVING OPTIONS Head of Development and Economic Growth (DEG) Ref: DEG03 Service Delivery Area Regulatory Services Detail of Savings Proposal Removal of Crown Estates funding allocated to redevelopment of 5-7 East Clyde Street, Helensburgh Note: £80K of Crown Estates funding to be retained to support ongoing works and costs associated with the compulsory purchase, legal costs incurred in services and potential appeal, to fund ongoing maintenance to the property to protect public safety and potentially to secure majority ownership of the site. Risks: 1. Due to difficulties delivering this project due to multiple owners, legal issues and pursuing compulsory purchase provisions, these monies will not be allocated within the next year. 2. Future development could be supported by funding from the Strategic Housing Improvement Plan (SHIP) and from ACHA 3. Full monies will not be available if the Council requires to involve formal powers to demolish the property. This will fall to corporate budget/strategic housing fund Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 270 0 0 0 0 0 0 0 0 Appendix 4
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Head of Development and Economic Growth (DEG) Ref: DEG04 Service Delivery Area Strategic Transport - Airports Detail of Savings Proposal With Bristows due to operate from Oban Airport from 1 April 2026, it is estimated that there will be £90k income for the Council in relation to fuel sales (this estimate has been provided by Bristows). The Council was successful in securing £508,193 from the Regulators Pioneer Fund. The funding is linked to further trials in using drones to improve public services. £50,000 can be used towards staff costs which can be substituted for existing staff costs – this is a one-off saving. delivery. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 90 0 0 90 0 0 90 0 0 50 0 0 0 0 0 0 0 0 Appendix 4
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DEG - 2026-27 BUDGET PREPARATION – SAVING OPTIONS Head of Development and Economic Growth (DEG) Ref: DEG05 Service Delivery Area Regulatory Services – Short Term Lets Detail of Savings Proposal Proposed increase to short terms lets licensing fees by 10%. The short terms lets fee income should not make a profit and should support the costs required to run the short term lets service. A further proposal is to re-charge short term lets for a number of services provided across the Council in relation to Short Term Lets – these should be covered by the short term lets fee income. Potential risk that number of STL applications may reduce in future due to market, and impact of possible Short- term Let Planning Control Areas. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 43 0 0 172 0 0 237 0 0 Appendix 4
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Head of Development and Economic Growth Ref: DEG06 Service Delivery Area Transformational Projects Detail of Savings Proposal There is the opportunity to capitalize the costs associated with the RGD Project Officer and Administrative and Finance Assistant posts. Note that this funding cannot be taken from the capital grants associated with the RGD as councils and key delivery partners must fund PMO costs in line with the deal agreement. Therefore, if this option is taken then capital funding would have to be identified within the capital plan. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 112 0 0 112 0 0 112 0 0 Appendix 4
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2026/27 BUDGET PREPARATION – SAVING OPTIONS Head of Development & Economic Growth Ref: DEG07 Service Delivery Area Development Management Detail of Savings Proposal Increase budgeted income target for recovery of statutory planning fees. Statutory planning fees have generated surplus income averaging £294k over a period of 5 years. This position is has arisen in part as a result of a review of statutory fees by the Scottish Government, an increased apportionment of fees voluntarily paid to the planning authority in relation to S36/S37 consultations under the Electricity Act, and most pertinently higher than average number of S36/S37 submissions during this time period. The impact of revisions to revised statutory fees remains uncertain as no clear trend has emerged since their revision during 2022/23 – this is in part due to an initial spike in demand for development post-Covid, and a subsequent reduction which appears to be ‘normalising’. The abnormally high volume of S36/S37 submissions over the last 4 year period have been driven by planned upgrades to the high voltage network which are now on site, and a more speculative approach to wind energy development in response to the Scottish Government’s declaration of a ‘climate emergency’. It is however recognised that we have experienced a boom period that is unlikely to be sustained, and as such a similar volume of submissions should not be relied upon for fee receipts in the longer term. Whilst the outlook for fee income remains positive, in the absence of sufficient data to establish the expected value of income in the longer term it is proposed that a cautious approach be adopted. In this respect it is proposed that increased income for 2026/27 TO be taken as a £50k permanent saving and a £100k one-off saving (FOR 26/27 ONLY) which will allow for the ability to deliver additional future savings to be reviewed. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 50 0 0 50 0 0 50 0 0 100 0 0 0 0 0 0 0 0 Appendix 4
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Head of Development and Economic Growth Ref: DEG08 Service Delivery Area Development Policy and Housing Detail of Savings Proposal Propose to transfer salary costs to the Strategic Housing Fund of staff who are currently working almost entirely on projects relating to the delivery of housing. Two members of staff are identified who currently lie outwith the Development Policy and Housing team but are currently working under the direction of the Development Policy and Housing Manager on housing related tasks. Transferring the salary costs of these staff to the SHF provides the equivalent saving to the Council. The Corporate Support Manager, currently residing within the Chief Executives Service is working full time on housing delivery issues. This post is an SLGE13, and the salary mid-point for 26/27 including Oncosts is £77,897. The Arc Regeneration Project Manager, currently residing within DEG is currently working almost full time on the delivery of housing related issues, this specifically involves the development of new short term let planning control areas, the development of Phase 4 at Dunbeg, and contributing to other housing delivery issues including the Oban Strategic Development Framework, and Ganavan footpath improvements. The post is an SLGE12, and the salary mid-point for 26/27 including Oncosts is £69,149. NB: There is an assumption that the current working arrangements / areas of focus, are continued for this arrangement to make sense. It is recognised that the current staff structure and job titles do not neatly reflect the ongoing operational arrangements. It may be necessary to consider a re-structure to make this arrangement permanent, but that will of course require consultation with HR, the employees involved, and potentially creation of new posts with new job evaluations. This would be a medium-term solution if required. The Arc Regeneration Manager could alternatively be funded by the Lorn Arc TIF funding, however this would need to be carefully considered in terms of the ability of the TIF scheme to finance the proposed infrastructure developments going forwards. Ten years of the Arc Regeneration Project Manager costs would equate to £778,970 plus any inflationary costs and this is a significant amount in terms of TIF expenditure. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 147 2 2 147 2 2 147 2 2 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Education Ref: EDU - 01 Service Delivery Area Early Years Detail of Savings Proposal Scottish Child Minder Association is currently working with us on a similar placement programme- Family Childminding Partnership. Which comes at no cost to the Council. This budget funds Social Work and Health placement of vulnerable children under the age of 3 with Childminders and Partner providers. Social Work have confirmed there will be no impact to their services by the removal of this budget. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 50 0 0 50 0 0 50 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Education Ref: EDU -02 Service Delivery Area Primary Education – Closed Schools Detail of Savings Proposal As a result of falling school rolls and parental choices for children to attend larger nearby schools 4 schools, Minard, Achaleven, Kilchrenan and Southend have been formally closed by agreement at Community Services Committee following the statutory process outlined in the Schools (Consultation) Act 2010. As a result of these closures staff were redeployed as necessary. These budgets were held within the salary template to maintain teacher numbers, this is no longer required as a risk based approach is being taken. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 700 0 0 700 0 0 700 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Education Ref: EDU - 03 Service Delivery Area Early Years Detail of Savings Proposal Remove 2 Early Years Lead posts which are not required due to reducing ELC rolls in some areas. These posts are currently vacant, therefore no impact on current staffing. Risk is, if Scottish Government further expands Early Learning and Childcare entitlement the service may not have the capacity to support delivery. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 82 2 2 82 2 2 82 2 2 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Education Ref: EDU - 04 Service Delivery Area Lifelong Learning and Support Detail of Savings Proposal Remove a 0.4fte Teacher Post at end of current contract period. This post supported schools with English as an Additional Language, inclusion, UNCRC including Rights Respecting Schools. With the legislation now fully in place, and schools understanding their responsibilities along with all schools now on the Rights Respecting School Journey, capacity has been created within the system. These responsibilities will sit with current permanent posts and this temporary post will not be required from June 26. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 18 0.4 1 24 0.4 1 24 0.4 1 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Education Ref: EDU - 05 Service Delivery Area Wellbeing, Inclusion and achievement Detail of Savings Proposal Principal teacher of wellbeing post which has been developing the work from an education perspective to enable the delivery of the single point of access for accessing support for neurodivergent children young people and their families. This temporary post will have delivered on this work and will come to an end in July 2026. Part saving in 2026-27 and full saving from 2027-28. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 46 1 1 74 1 1 74 1 1 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Education Ref: EDU - 06 Service Delivery Area Early Years – Third Sector Grant Funding Detail of Savings Proposal Removal of Early Years Third Sector grants allocated to non-statutory services. This grant provides essential funding support for partner providers delivering statutory services. The saving proposal relates only to the funding allocated to partners delivering non statutory services. This will include Parent and Toddler Groups and school age childcare providers Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 0 0 0 40 0 0 40 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Education Ref: EDU - 07 Service Delivery Area MCR pathways Detail of Savings Proposal There is an £80k earmarked reserve that was set aside by the service to ensure MCR Pathways programme could be delivered across all of our schools. This earmarking is now no longer required as schools contribute funding and other funding streams have been identified to deliver this important work. This is a one-off saving. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 80 0 0 0 0 0 0 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Education and Head of Commercial Services Ref: EDU - 08 Service Delivery Area Universal Free School Meal Funding Detail of Savings Proposal Scottish Government funded the expansion of Free School Meals to all children in Primary 1 to P5. This was further expanded to deliver to all children in learning centres up to S6 while also extending qualifying criteria to families on Scottish Child Payment. As a result of an efficiency exercise in catering and a falling school role we are able to offer a saving of £250k. Risk – If uptake did increase this would not be funded. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 250 0 0 250 0 0 250 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Education Ref: EDU - 09 Service Delivery Area Early Years Teachers Detail of Savings Proposal The service currently allocates teacher time to every ELC including partner providers. Since the development of 1140 hrs the EY workforce increasingly includes graduate practitioners and highly skilled practitioners. As a result, the service can offer up the equivalent of 1.66 FTE Teacher Posts from our smallest settings where the adult child ratio is already very good. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 108 1.66 15 108 1.66 15 108 1.66 15 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Education Ref: EDU10 – Maintaining Teacher Numbers Service Delivery Area Primary and Secondary Education - Maintaining Teacher Numbers Detail of Savings Proposal Removal of 100 day promise earmarked reserve; this reserve has built up through delays in recruitment of additional Teachers and Support Staff and being unable to maintain teacher numbers at our target of 848. Removing this earmarking will leave less flexibility in 2026-27 to maintain teacher numbers at 848 FTE, as we continue to take a risk-based approach with funding on salary template for 837FTE teachers. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 0 0 o 500 0 0 0 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Financial Services Ref: FS01 Service Delivery Area Revenues and Benefits - Benefits Saving Target Detail of Savings Proposal Opportunity through managed migration to Universal Credit from HB to release 2 FTE (1 SLGE9 and 1 SLGE6) from process efficiencies and increased productivity - 1 post vacant from November 2025 (SLGE6), the other would require to be made redundant (SLGE9 expected to be voluntary). Notes 2025-26 part year saving from November 2025. Would require TU consultation, targeted voluntary redundancy. Potential redundancy cost implications (expected to be minimal). 2025-26 part year saving from November 2025 (£10k) carried forward and earmarked to contribute towards 2026-27 budget gap. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 90 2 2 80 2 2 80 2 2 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Financial Services Ref: FS02 Service Delivery Area Revenue and Benefits – Council Tax Admin Detail of Savings Proposal Opportunity to secure efficiency savings from within Council Tax Admin team. A reduction of 0.6 FTE SLGE6 post proposed. (Long term sickness absence currently being managed from within existing resources.) This post would require to be made redundant. Notes Would require TU consultation, targeted voluntary redundancy. Potential redundancy cost implications (expected to be minimal). Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 20 0.6 1 20 0.6 1 20 0.6 1 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Financial Services Ref: FS03 Service Delivery Area Revenue and Benefits – Agency Income Detail of Savings Proposal Non-recurring saving related to forecast over-recovery of agency income in 2025-26 in respect of collection of Scottish Water charges. Notes Non-recurring. Income budget has been right-sized in 2025-26 to reflect increased agency income on collection of Scottish Water charges. Over-recovery in 2025-26 relates to prior year activity. 2025-26 saving carried forward and earmarked to contribute towards 2026-27 budget gap. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 40 0 0 0 0 0 0 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Financial Services Ref: FS04 Service Delivery Area Revenue and Benefits – Devolved Empty Property Relief Detail of Savings Proposal Empty Property Relief policy has been devolved to local authorities. There is a 3-year Empty Property Relief SG grant allocation of £608k in each of the years 2023-24 to 2025-26, with no specific conditions. An underspend in 2024-25 (£224k) was transferred to an earmarked reserve for business support / economic development purposes. A new Business Support Grants Scheme was approved by council during 2025-26. There may be an opportunity for 2025-26 awards (based on current applications) to be managed from the existing available reserve balance as at 31 March 2025, with no further transfer to reserves from the 2025-26 underspend. The forecast underspend in 2025-26 is circa. £330k (New Empty Property Relief Policy costs + dedicated officer post circa. £270k). Members may wish to consider earmarking the forecast 2025-26 underspend of circa. £330k to contribute to meeting the forecast 2026-27 budget gap. Notes Non-recurring. Would adversely impact capacity for Business Support/Economic Development. Subject to consultation with Fergus Murray and confirmation of 2025-26 commitments. Future years funding 2026-29 not yet confirmed - likely to be included within GRG settlement, with distribution agreed via COSLA. Would require to be considered in 2026-27 in the context of priority Economic Development/Regeneration and available resources. 2025-26 saving carried forward and earmarked to contribute towards 2026-27 budget gap. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 330 0 0 0 0 0 0 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Financial Services Ref: FS06 Service Delivery Area Accounting & Budgeting – Recharge to Capital Detail of Savings Proposal Opportunity to provide short term revenue budget savings through the recharge of relevant FS employee costs to the capital programme. An additional recharge equivalent to 1 qualified post (SLGE11) included within 2025-26 approved budget is proposed. Notes Additional Finance Manager post, recharged to capital, not included within 2025-26 revenue budget. Impact on future debt charges expected to be managed from within existing debt charges budget. 2025-26 saving (£60k) carried forward and earmarked to contribute towards 2026-27 budget gap. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 120 0 0 60 0 0 60 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Financial Services Ref: FS07 Service Delivery Area General – Reduction in Sundries Miscellaneous Budget Detail of Savings Proposal Opportunity to release an element of the Sundries Miscellaneous budget. This has been built up over a number of years, to provide for any additional spending commitments associated with GAE increases. Notes Not FS budget. Contingency of circa. £100k remaining in respect of unbudgeted spending commitments. 2025-26 saving (£100k) carried forward and earmarked to contribute towards 2026-27 budget gap. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 200 0 0 100 0 0 100 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Financial Services Ref: FS08 Service Delivery Area General – Release of Earmarked Reserves Detail of Savings Proposal Review of existing earmarked reserve balances has provided an opportunity to redirect existing resources to the 2026-27 budget gap. Proposal is to re-prioritise spend within reduced earmarked reserve balance (50% of budget underspend earmarkings released). Notes Non-recurring. May require alternative future funding if original purpose deemed as priority spend. Balance of FS c/fwd unspent budget £155k as at 31 March 2025. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 80 0 0 0 0 0 0 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Legal and Regulatory Support Ref: LRS01 Service Delivery Area NPDO and Hub Schools Detail of Savings Proposal As part of contract management measures there has been a contractual review of the provision requirements, and the base can be reduced by £150,000 on a one-off basis. As part of contract management measures there has been a contractual review of the ongoing base budget requirements, and the base can be reduced on a recurring basis by £100,000 going forward. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 250 0 0 100 0 0 100 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Legal and Regulatory Support Ref: LRS02 Service Delivery Area Procurement, Commercial and Contract Management Detail of Savings Proposal The Education Procurement pilot has been ongoing and the success has led to Education agreeing to fund both posts from April 2026. That being the case the earmarking balance can now be given up. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 210 0 0 0 0 0 0 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Legal and Regulatory Support Ref: LRS04 Service Delivery Area Legal Services Detail of Savings Proposal Removal of SM’s (Senior Solicitor) post. Postholder on phased retirement and finishes December 2025. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 14 0.2 1 14 0.2 1 14 0.2 1 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Legal and Regulatory Support Ref: LRS05 Service Delivery Area Legal Services Detail of Savings Proposal Reduction in Solicitor LGE11 post by 14 hours. Following a period of special leave the postholder has requested a flexible working arrangement with a move to 21 hours. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 25 0.4 0 25 0.4 0 25 0.4 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Legal and Regulatory Support Ref: LRS06 Service Delivery Area Legal Services Detail of Savings Proposal We propose to review the current clerical support hours as this post is currently vacant. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 25 0.9 1 25 0.9 1 25 0.9 1 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Legal and Regulatory Support Ref: LRS07 Service Delivery Area IJB Governance & Committee Services Detail of Savings Proposal As part of IJB Governance & Committee Services management arrangements it is proposed to increase the recharge by 4% to reflect the increased costs from the annual pay award. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 4.2 0 0 4.2 0 0 4.2 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Legal and Regulatory Support Ref: LRS08 Service Delivery Area NPDO Schools Detail of Savings Proposal As part of contract management arrangements there has been a review of the school survey arrangements, as a result the base can be reduced on a recurring basis by £8,000 going forward. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 8 0 0 8 0 0 8 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Legal and Regulatory Support Ref: LRS09 Service Delivery Area NPDO Schools Detail of Savings Proposal Recharge to Argyll College UHI Limited Argyll College UHI Limited have leased part of Rothesay Joint Campus since 2009. This income to date has been utilised to offset additional costs. It is treated as a recharge for the facilities management, utilities and maintenance that their areas receive under the NPDO agreement as they receive the same services as the rest of the school. A review has allowed us to now fully budget for the income received. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 8.798 0 0 8.798 0 0 8.798 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Roads and Infrastructure Ref: RIS01 Service Delivery Area Fees and charges for parking Detail of Savings Proposal RIS collects income on behalf of the council for On street parking £32,000 and Off street parking £115,000 Total £147,000 The proposal would be to increase these fees and charges by 15%, generating additional £22,000 of income. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 22 0 0 22 X X 22 X XX Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Roads and Infrastructure Ref: RIS02 Service Delivery Area Fees and charges for bereavement services Detail of Savings Proposal RIS collects income on behalf of the council Cemeteries £41,000 and Crematorium £322,000 Total £363,000 The proposal would be to increase these fees and charges by 15%, generating additional £33,000 of income (6% already built into budget outlook). Some informal benchmarking with neighbouring Councils has taken place as summarised in the table below. Burials Local Authorites Adult New Lair Adult Interment Ashes New Lair Ashes interment Foundations Argyll& Bute £1,239 £1,052 £225 £237 £205 Glasgow City £1,542 £1,148 £711 £338 £235 Stirling Council £1,580 £1,408 £546 £381 £408 Highland Coucil £935 £1,003 £658 £234 £183 East Dunbartonshire Council £1,321 £1,088 £676 £516 £439 West Dunbartonshire Council £1,361 £1,044 £1,029 £230 £287 Inverclyde Council £1,273 £1,182 £701 £197 £213 Average £1,322 £1,132 £649 £305 £281 %age difference between ABC and Average 7% 8% 189% 29% 37% Crematoria Local Authorities Adult Cremation Direct Cremation Argyll& Bute £1,034 £721.00 Glasgow City £886 £397 Stirling Council NIL NIL Highland Council £1,003.00 £820 East Dunbartonshire Council NIL NIL West Dunbartonshire Council £993.00 £553 Inverclyde Council £925.00 £492.35 Average £968 £597 %age difference between ABC and Average -10.54% -31.71% The information outlines that there is scope for increasing fees and charges relating to burials, however, ABC is already the highest charging council for cremations and therefore it is suggested that Council may wish to only focus on increases above inflation for burials. Appendix 4
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This demonstrates that, whilst there is scope for increasing fees and charges relating to burials, ABC is already the highest charging council for cremations. Council would need to give consideration as to whether the fees should be increased by 15% for both burials and cremations and the impact that may have. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count Burial 4 0 0 4 0 0 4 0 0 Cremation 29 0 0 29 0 0 29 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Roads and Infrastructure Ref: RIS03 Service Delivery Area Public conveniences Detail of Savings Proposal This proposal is aimed at withdrawing council involvement in all facilities, whether by closure, sale or community asset transfer. Proposals will require significant engagement with stakeholders prior to implementation to identify where sale or transfer could take place, and may mean that the savings can only be implemented part way through the financial year – assumed a half year saving in 2026-27 followed by a full year saving in 2027-28. Argyll and Bute Council operates 57 dedicated public conveniences across one of the largest and most rural local authority areas in Scotland. The facilities and services have consistently been highlighted by communities as an important and valued part of local infrastructure - particularly in areas that support tourism, long-distance travel, and ferry-based connectivity. However, they are not a statutory service. The public convenience estate has a projected net operating cost of just over £0.331m for 2025-26. This includes staffing, utilities, supplies, and income offsets. There has been investment in facilities, for example on Iona, as part of the harbour upgrades at these locations. However, from local knowledge, and from feedback from elected members and communities, many of our facilities are in poor condition. The council does not have the capital funding required to bring these facilities up to an acceptable standard. In addition, the financial challenges facing the council mean that we need to review existing provision and identify how we can reduce expenditure by either • Introducing alternative service provision (community asset transfer / sale / lease to local business / comfort scheme), or • Where this is not possible, close facilities. This has been identified through the review of Roads and Infrastructure through in the Asset Management workstream. It is anticipated that any proposals to change existing service provision will result in a negative response from our stakeholders, especially those with particular health conditions A comprehensive comms strategy outlining the reasons for the proposals, the alternatives being considered (Community Asset Transfer, partnerships with local businesses, increased use of existing publicly accessible council buildings). Identifying capacity within the council to support communities to take on the running of public conveniences through sale, Community Asset Transfers, licenses to occupy, or leases. Appendix 4
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It was originally intended that these proposals would be put to the Environment, Development and Infrastructure Committee on 11 September 2025. The purpose of the report was to update members and to seek approval prior to inclusion in budget proposals for Financial Year 2026 / 27. However the proposals are at a very early stage, and the mitigations mentioned above have not yet been developed. Public engagement without these mitigations in place will be extremely problematic. A target saving of £100,000 has been entered for financial year 2026-27, however, as noted above, the proposals are at an early stage and if Council are minded to accept this saving, it will be a target saving with further proposals and detail brought forward to Council during the year. There will remain a risk that the saving couldn’t be delivered in full in year, however, every attempt would be made to deliver it. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 100 4.0 Circa 12 100 4.0 Circa 12 100 4 Circa 12 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Roads and Infrastructure Ref: RIS04 Service Delivery Area Administration costs Detail of Savings Proposal RIS currently has a budget of £366,000 for admin costs. This proposal would reduce the admin resource by 1 x Grade 8 post, 1 FTE, releasing a saving of £36k in 2026-27 (part year), rising to £44k from 2027-28 (full year). Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 36 1 1 44 1 1 44 1 1 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Roads and Infrastructure Ref: RIS05 Service Delivery Area Amenity Service Wardens Detail of Savings Proposal The proposal involves the removal of the Amenity Service Environmental Wardens. This will require the downscaling or stopping of our environmental enforcement activity, or the reconfiguration of enforcement activity within RIS, e.g parking enforcement staff getting more involved in environmental enforcement, transfer of some enforcement activity to regulatory services. This will involve the deletion of 5 posts @ grade 7, providing a saving of £178k in 2026-27 (part year), rising to £214k from 2027-28 (full year). The activities currently carried out by the wardens are as follows • Removal of abandoned vehicles • Fly tipping investigation and enforcement • Commercial waste enforcement • Dog fouling enforcement and education • LEAMS inspections • Management of the assisted pull out service • Pest control • Liaison with traveller encampments Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 178 5 5 214 5 5 214 5 5 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Roads and Infrastructure Ref: RIS06 Service Delivery Area Roads Winter Maintenance Detail of Savings Proposal The budget for winter maintenance for 2025/26 is £2.662m. This proposal would involve a reduction in winter maintenance by 15%, delivering a saving of £0.399m. This will bring us closer to our comparator rural councils, and also mitigate against any reduction in the capital budget for road resurfacing A report went to EDI Committee on 11 September and the Committee endorsed that a further review of the winter maintenance policy is undertaken prior to the 2026/27 winter maintenance season which includes a review of the total percentage of the road network that is currently treated and, recognising this is 10% higher than the average for the rural group authorities, whether efficiencies on this can be achieved. With a report to Committee during early summer 2026. Reduction in staffing cannot be confirmed at this stage until review is carried out. The saving at this stage represents a target saving that will be further refined as part of the review to be reported during 2026. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 270 tbc tbc 270 tbc tbc 270 tbc tbc Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Roads and Infrastructure Services Ref: RIS07 Service Delivery Area Ports and Harbours Detail of Savings Proposal In line with other commercial ports, Campbeltown overtime to be covered by shipping berthing fees. This also ties in with audit finding to align the charges with similar ports. Current overtime: c.£35k to £40k. Template needs to reflect what change would be required to the berthing fees to make this saving. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 35 0 0 35 0 0 35 0 0 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Roads and Infrastructure Ref: RIS08 Service Delivery Area Parks Detail of Savings Proposal The total operational budget for Parks across Argyll and Bute is £989,176. This does not include £248,300 HQ overhead allocation. This proposal is to reduce expenditure by 15% where there is sufficient capacity to do this, i.e. not on small islands where budget is part of a post – Islay, Coll, Colonsay. The saving would equate to 3 FTE @ Grades 4 and 5, by reducing 1 FTE in Mid Argyll, Lorn and Helensburgh and Lomond. Activities reduced would include seasonal bedding and grass cutting The staffing levels in these areas is currently as follows Mid Argyll - 4FTE Oban and Lorn – 5FTE Helensburgh and Lomond - 9FTE The parks establishment on Bute is only 2.3FTE (5 employees), which was considered to be too small to reduce any further. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 88 3 3 106 3 3 106 3 3 Appendix 4
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2026-27 BUDGET PREPARATION – SAVING OPTION Head of Roads and Infrastructure Ref: RIS09 Service Delivery Area Street Sweeping Detail of Savings Proposal The operational budget for street sweeping across Argyll and Bute is £895k. This proposal would see the budget reduced by £147k in 2026-27 (part year), rising to £176k from 2027-28 (full year), through reduction of 5 FTE across Helensburgh and Lomond, Lorn, Mid Argyll and Bute and Cowal. Saving 2026-27 2027-28 2028-29 £000 FTE H/Count Cumulative £000 FTE H/Count Cumulative £000 FTE H/Count 147 5 5 176 5 5 176 5 5 Appendix 4