Agenda reports pack
Argyll and Bute Council · 4 December 2025
Back to Policy and Resources Committee — 4 December 2025 and its agenda
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Argyll and Bute Council Comhairle Earra-Ghàidheal Agus Bhòid Executive Director: Douglas Hendry Kilmory, Lochgilphead, PA31 8RT Tel: 01546 605522 DX 599700 LOCHGILPHEAD 27 November 2025 NOTICE OF MEETING A meeting of the POLICY AND RESOURCES COMMITTEE will be held IN THE COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD AND BY MICROSOFT TEAMS on THURSDAY, 4 DECEMBER 2025 at 10:30 AM, which you are requested to attend. Douglas Hendry Executive Director BUSINESS 1. APOLOGIES FOR ABSENCE 2. DECLARATIONS OF INTEREST (IF ANY) 3. MINUTES (Pages 3 - 6) Policy and Resources Committee held on 9 October 2025 * 4. FINANCIAL MONITORING OVERVIEW - 31 OCTOBER 2025 (Pages 7 - 102) Report by Section 95 Officer 5. BUDGET OUTLOOK 2026-27 TO 2030-31 (Pages 103 - 126) Report by Section 95 Officer 6. ASPIRING PLACES: COMMUNITY PROJECTS IN ARGYLL AND BUTE (Pages 127 - 136) Report by Chief Executive * 7. ROYAL NATIONAL MOD 2028 - UPDATE (Pages 137 - 144) Report by Executive Director with responsibility for Development and Economic Growth 8. EVALUATION OF THE ARGYLL AND BUTE GIFT CARD SCHEME (Pages 145 - 154) Report by Executive Director with responsibility for Development and Economic Growth Public Document Pack
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REPORTS FOR NOTING 9. POLICY AND RESOURCES COMMITTEE WORKPLAN (Pages 155 - 158) Items marked with an “asterisk” are items, on the basis of information available at the time this Agenda is published, on which the Committee may not have delegated powers to act, and which may therefore require to be referred to the Council or another Committee, and that referral may depend on the decision reached at the meeting. Policy and Resources Committee Councillor John Armour Councillor Gordon Blair Councillor Math Campbell-Sturgess Councillor Audrey Forrest Councillor Kieron Green Councillor Amanda Hampsey Councillor Mark Irvine Councillor Reeni Kennedy-Boyle Councillor Jim Lynch (Chair) Councillor Luna Martin Councillor Dougie McFadzean Councillor Yvonne McNeilly Councillor Ross Moreland Councillor Gary Mulvaney Councillor Dougie Philand Councillor Peter Wallace Contact: Hazel MacInnes, Senior Committee Officer Tel:01546 604269
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MINUTES of MEETING of POLICY AND RESOURCES COMMITTEE held IN THE COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD AND BY MICROSOFT TEAMS on THURSDAY, 9 OCTOBER 2025 Present: Councillor Audrey Forrest (Chair) Councillor John Armour Councillor Gordon Blair Councillor Kieron Green Councillor Amanda Hampsey Councillor Mark Irvine Councillor Reeni Kennedy-Boyle Councillor Luna Martin Councillor Liz McCabe Councillor Dougie McFadzean Councillor Yvonne McNeilly Councillor Ross Moreland Councillor Dougie Philand Attending: Pippa Milne, Chief Executive Carolyn Earl, Interim Head of Financial Services Fergus Murray, Head of Development and Economic Growth Stuart McLean, Committee Manager Matt Mulderrig, Development Policy and Housing Manager 1. APOLOGIES FOR ABSENCE Apologies for absence were received from Councillors Math Campbell-Sturgess, Jim Lynch and Gary Mulvaney. 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. 3. MINUTES The Minutes of the meeting of the Policy and Resources Committee held on 21 August 2025 were approved as a correct record. 4. FINANCIAL MONITORING OVERVIEW - 31 AUGUST 2025 The Committee gave consideration to a report providing a summary of the overall financial position of the Council for 2025-26 as at 31 August 2025. Decision The Policy and Resources Committee – 1. approved the budget changes as set out in Section 3 of the 2025-26 Revenue Budget Monitoring report; and 2. noted the content of the 2025-26 Revenue Budget Monitoring, Financial Risks, and Reserves and Balances reports as at 31 August 2025. (Reference: Report by Section 95 Officer dated 9 September 2025, submitted) Page 3 Agenda Item 3
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5. BUDGET OUTLOOK 2026-27 TO 2030-31 The Committee gave consideration to a report summarising the Budget Outlook for the 5- year period 2026-27 to 2030-31 and providing an update to the position previously reported to the Policy and Resources Committee in August 2025. Decision The Policy and Resources Committee noted the current Budget Outlook position for the period 2026-27 to 2030-31. (Reference: Report by Section 95 Officer dated 9 September 2025, submitted) 6. FUNDING EXTERNAL BODIES AND FOLLOWING THE PUBLIC POUND - CODE OF PRACTICE The Committee gave consideration to a report seeking approval for the adoption of a local Code of Practice on Funding External Bodies and Following the Public Pound, providing a consistent and structured framework for ensuring robust governance and accountability in the use of public funds. Decision The Policy and Resources Committee – 1. approved the adoption of a local council Code of Practice for Funding External Bodies and Following the Public Pound; 2. instructed officers to implement the Code of Practice across all relevant funding arrangements; and 3. requested future reporting on compliance and effectiveness of the Code of Practice. (Reference: Report by Section 95 Officer dated 20 August 2025, submitted) 7. EMPTY BUSINESS PROPERTY – UPDATE ON BUSINESS GRANT SCHEME The Committee gave consideration to a report providing an update on the implementation of the Empty Business Property Grant Scheme. Decision The Policy and Resources Committee – 1. noted the early progress of the Business Grant Scheme; 2. noted the implementation of a new data dashboard incorporated into Area Scorecards to ensure quarterly updates are provided on empty property rates by administration area; Page 4
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3. agreed that future updates on the Empty Business Property Grant Scheme would be reported as part of the 6 monthly Transformational Projects and Regeneration Team reports to the Environment, Development and Infrastructure Committee; and 4. noted that the Empty Business Grant Scheme would continue to be administered in line with the approved governance procedures. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated 13 August 2025, submitted) 8. LORN ARC TAX INCREMENTAL FINANCE (TIF) UPDATE The Committee gave consideration to a report providing an update on the Lorn Arc Programme and the current live Lorn Arc projects at Dunbeg and Oban Airport Business Park. Decision The Policy and Resources Committee noted – 1. the significant ten-year extension to the TIF project; and 2. the substantive progress that was being made both at Dunbeg Corridor and Oban Airport Business Park. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated August 2025, submitted) 9. UK SHARED PROSPERITY FUND UPDATE The Committee gave consideration to a report providing an update on the UK Shared Prosperity Fund (UKSPF) Investment Plan 2022-2025, activity in the final transition year 2025/26, plans for evaluation of the programme, and issues surrounding its potential replacement. Decision The Policy and Resources Committee – 1. noted the content of the submitted report; and 2. endorsed that an evaluation of the lessons learned and initial impacts of the UKSPF be presented to the Policy and Resources Committee in August 2026. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated 2 October 2025, submitted) 10. POLICY AND RESOURCES COMMITTEE WORKPLAN The Policy and Resources Committee Workplan was before the Committee for noting. Page 5
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Decision The Policy and Resources Committee noted the content of the Workplan. (Reference: Policy and Resources Committee Workplan dated 9 October 2025, submitted) Page 6
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ARGYLL AND BUTE COUNCIL POLICY AND RESOURCES COMMITTEE FINANCIAL SERVICES 04 DECEMBER 2025 FINANCIAL MONITORING OVERVIEW – 31 OCTOBER 2025 1. INTRODUCTION 1.1 This report provides a summary of the overall financial position of the council for 2025-26 as at 31 October 2025. It outlines the key highlights from the detailed financial monitoring reports in respect of the following: • Revenue Budget; • Capital Plan (Quarter 2, 30 September 2025); • Financial Risks; and • Reserves and Balances. 2. DETAIL 2.1 Revenue Budget 2.1.1 2.1.2 2.1.3 This report provides a summary of the actual and forecast outturn expenditure and income of the council in comparison to the approved 2025-26 revenue budget. Since last reporting, the net expenditure budget has increased by £5.651m to reflect funding for ferries, now provided within the Scottish Government Grant Settlement as part of the General Revenue Grant, rather than Specific Grant (£2.810m) and amounts drawn down from earmarked reserve balances (£2.841m). The revised 2025-26 revenue net expenditure budget now totals £334.376m. There are also two budget virements over £200k, requiring committee approval. The recently approved pay awards for SJC and Chief Officers, and Teachers are not yet reflected within the budget monitoring position, however, it is currently anticipated that this will be funded in full through additional Scottish Government funding, with no impact on the financial position of the council in 2025-26. 2.1.4 As at 31 October 2025, there is an overall forecast underspend of £0.480m on the approved revenue budget for the year. This underspend is in respect of a forecast over-recovery of Council Tax income, estimated at £0.500m, offset by a net overspend of £0.020m across council services. 2.1.5 It is anticipated that savings in debt interest costs will be achieved during the year, providing an opportunity to redirect resources to future council priorities, including the forecast 2026-27 budget gap. At this stage, it is deemed prudent to assume no variance in the 2025-26 forecast outturn position in this respect. 2.1.6 The 2025-26 approved budget savings options, to be achieved in 2025-26, total £2.762m. There are 15 savings options impacting 2025-26, of which 8 have been delivered (£1.375m), with the remaining 7 on track to be delivered (£1.387m). Page 7 Agenda Item 4
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Progress on the delivery of approved savings options will continue to be monitored throughout the year. 2.1.7 The 2025-26 HSCP forecast outturn position in respect of Social Work services as at 31 October 2025 is an overspend of £0.733m. However, the HSCP expect this to be managed from within available HSCP reserves, with no impact on the council’s forecast financial position. This represents a significant financial risk to the council that will continue to be monitored on an ongoing basis throughout the year. 2.2 2.2.1 2.2.2 2.2.3 2.2.4 2.2.5 2.2.6 2.2.7 Capital Plan This report provides an update on financial performance and the delivery of capital projects against the approved capital plan budget resources and timescales as at Quarter 2, 30 September 2025. A number of budget changes totalling £1.852m are proposed, reflecting previously approved investment in respect of the Education ASN Review (£1.255m) and Mull Joint Campus (£0.434m); and available resources in respect of the TIF Oban Airport Project (£0.163m). Approved gross expenditure on the capital plan, excluding spend incurred in prior years, totals £212.124m, while project specific income, excluding amounts accounted for in prior years, totals £12.263m. This gives approved net expenditure of £199.861m to be incurred across 2025-26 and future years. Forecast gross expenditure and project specific income, taking account of budget changes, have been profiled across 2025-26, 2026-27 and future years. The resulting forecast gross expenditure profile as at Quarter 1 is £76.308m 2025-26, £64.467m 2026-27 and £71.522m future years, while forecast project specific income is profiled £12.243m 2025-26. The profile of forecast expenditure will be reviewed and updated throughout the year, with an explanation of future movements reported to committee. Actual gross expenditure of £24.298m has been incurred during the first quarter of 2025-26, representing 31.8% of the £76.308m gross expenditure forecast for the year. No project specific income has been received during the quarter. Forecast gross expenditure across 2025-26 and future years totals £212.297m, compared to an approved budget of £212.124m, giving rise to a forecast overspend of £0.173m (0.1%). Forecast income is in line with budget at £12.243m. There are 126 projects within the approved Capital Plan. Of this total, 123 or 98% are Complete or On Track and 3 are Off Track and Experiencing Problems 2.3 Financial Risks 2.3.1 This report provides an update on the current known financial risks facing the council in 2025-26. 2.3.2 There are 7 quantifiable council wide risks identified for 2025-26, with a potential annual value totalling £5.1m, and with varying degrees of likelihood. In addition, Page 8
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there are 32 departmental/service risks, with a potential annual value totalling £4.156m, of which 5 are categorised as ‘Likely’ (annual value £1.210m). 2.3.3 There have been no changes to the quantifiable risks since last reporting. Financial risks will continue to be monitored and reviewed on an ongoing basis, with actions put in place to mitigate or manage these risks. 2.4 Reserves and Balances 2.4.1 This report summarises the overall level of reserves and balances held by the council and monitors the use of the earmarked reserves held within the General Fund. 2.4.2 The council has a total of £406.347m unusable reserves that are not backed with resources. These are required purely for accounting purposes. 2.4.3 2.4.4 As at 31 March 2025, the council held usable reserves, totalling £121.235m, comprising the following: • £3.608m Repairs and Renewals Fund; • £3.358m Capital Funds; • £1.564m Capital Grants Unapplied; and • £112.705m General Fund, with £105.161m of this balance earmarked for specific purposes. The 2025-26 opening earmarked reserves balance of £105.162m includes a significant level of reserves in respect of major infrastructure or projects of strategic importance. It is currently anticipated that a total of £22.349m will be drawn down during 2025-26, with £7.501m drawn down in the year to date. The expected drawdown includes £2.953m to balance the 2025-26 budget; as previously approved by Council in February 2025. Financial support of £30k for Mid Argyll Community Pool is also assumed, subject to Member approval. Similar to previous years, a review of earmarked reserves is now underway and will subsequently be reported to members, taking cognisance of strategic priorities and the financial challenges currently facing the council. 2.4.5 The council’s General Fund contingency is set at 2% of estimated net revenue expenditure for 2025-26, which amounts to £6.539m. At the beginning of the financial year, there was an unallocated General Fund Balance of £1.004m over and above the general contingency. This is currently forecast to increase to £1.246m as at 31 March 2026. 2.4.6 The table below summarises the current position on the unallocated General Fund balance. Heading Detail £000 Unallocated General Fund as at 1 April 2025 Unallocated balance over and above the 2% general contingency (£6.539m) 1,004 Current Forecast Outturn for 2025-26 as at 31 October 2025 Per Revenue Budget Monitoring report 480 Page 9
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Standby Rate Increase – 2025-26 Cost To fund 2025-26 cost of the Standby Rate increase, approved by Council 26 November 13 Royal National MOD To fund financial support to Royal National MOD over 4 years, subject to member approval 225 Forecast Unallocated General Fund as at 31 March 2026 1,246 3. RECOMMENDATIONS 3.1 It is recommended that the Policy and Resources Committee: a) Approve the budget changes set out in Section 3 of the 2025-26 Revenue Budget Monitoring report and Section 4 of the Capital Plan Monitoring report; b) Approve 2025-26 financial support of £30k to Mid Argyll Community Pool from the Priorities Investment Fund, as outlined within paragraph 3.3.6 of the Reserves and Balances report; c) Note the contents of the 2025-26 Revenue Budget Monitoring, Financial Risks, and Reserves and Balances reports as at 31 October 2025; and Capital Plan Monitoring report as at Quarter 2, 30 September 2025; and d) Recommend to Council that the revenue budget virements over £0.200m, set out at paragraph 3.2 of the Revenue Budget Monitoring report, are approved. 4. IMPLICATIONS 4.1 Policy – None. 4.2 Financial - Outlines the 2025-26 financial position of the council as at 31 October 2025. 4.3 Legal - None. 4.4 4.5 4.6 4.7 HR – Customer Service - Risk – Climate Change - None. None. Outlines 2025-26 Financial Risks. None 4.8 Fairer Scotland Duty - None 4.9 Equalities – protected characteristics - None. 4.10 Consumer Duty - None. 4.11 Island Communities - None. 4.12 Children’s Rights and Wellbeing - None. Page 10
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Kirsty Flanagan Executive Director /Section 95 Officer 20 November 2025 Councillor Ross Moreland, Policy Lead for Finance and Commercial Services For further information contact Carolyn Earl, Interim Head of Financial Services Carolyn.Earl@argyll-bute.gov.uk Page 11
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ARGYLL AND BUTE COUNCIL FINANCIAL SERVICES POLICY AND RESOURCES COMMITTEE 04 DECEMBER 2025 2025-26 REVENUE BUDGET MONITORING – 31 OCTOBER 2025 1. EXECUTIVE SUMMARY 1.1 The main purpose of this report is to provide a summary of the financial performance of the council against the approved 2025-26 revenue budget as at 31 October 2025. It reports on the monitoring of forecast net expenditure across services, in comparison to the approved annual budget, and provides an explanation of significant variances. Details of actual expenditure incurred during 2025-26 to date are also provided. The report reflects proper accounting practice; and is based on information contained within the council’s financial systems, estimation techniques and the professional judgement of council officers. 1.2 1.3 Since last reporting, the net expenditure budget has been increased by a further £5.651m to reflect funding for ferries now being provided within the Scottish Government Grant Settlement as part of the General Revenue Grant, rather than Specific Grant (£2.810m) and amounts drawn down from earmarked reserve balances (£2.841m). The revised 2025-26 revenue net expenditure budget now totals £334.376m. There are also two budget virements over £200k, requiring committee approval. The recently approved pay awards for SJC and Chief Officers, and Teachers are not yet reflected within the budget monitoring position, however, it is currently anticipated that this will be funded in full through additional Scottish Government funding, with no impact on the financial position of the council in 2025-26. 1.4 1.5 1.6 1.7 Overall, there is a forecast underspend of £0.480m for the year on the council’s approved 2025-26 revenue budget. This is due to a forecast over-recovery of Council Tax income, currently estimated at £0.500m, partially offset by a net overspend across services, totalling £0.020m. The forecast net overspend across services (£0.020m) comprises a forecast overspend of £0.419m within the Executive Directorate (Kirsty Flanagan), offset by a net underspend of £0.066m within the Executive Directorate (Douglas Hendry) and an underspend of £0.333m across Central budgets. This position will be monitored and reviewed on an ongoing basis, with regular updates reported to committee throughout the year. It is anticipated that savings in debt interest costs will be achieved during the year, providing an opportunity to redirect resources to future council priorities, including the forecast 2026-27 budget gap. At this stage, it is deemed prudent to assume no variance in the 2025-26 forecast outturn position in this respect. The 2025-26 revenue budget includes approved savings totalling £2.762m. At this stage, all approved savings have either been delivered or are on track to be delivered. Progress on delivery will continue to be monitored throughout the year. 1.8 The HSCP is currently forecasting an overspend of £0.733m in respect of Social Work services. However, the HSCP expect this to be managed from within Page 12
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1.9 existing HSCP reserves, with no impact on the council’s forecast position for the year. This represents a significant financial risk to the council. There are a number of financial risks, which may impact the financial position of the council during 2025-26. These are outlined in a separate financial risks report. Page 13
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ARGYLL AND BUTE COUNCIL FINANCIAL SERVICES POLICY AND RESOURCES COMMITTEE 04 DECEMBER 2025 2025-26 REVENUE BUDGET MONITORING – 31 OCTOBER 2025 2. INTRODUCTION 2.1 2.2 The main purpose of this report is to provide a summary of the financial performance of the council against the approved 2025-26 revenue budget as at 31 October 2025. It reports on the monitoring of forecast net expenditure across services, in comparison to the approved annual budget, and provides an explanation of significant variances. Details of actual expenditure incurred during 2025-26 to date are also provided. The report has been prepared in accordance with proper accounting practice. Financial forecasts are based on information contained within the council’s financial systems, estimation techniques and the professional judgement of council officers. 3. BUDGET CHANGES 3.1 3.2 3.3 The 2025-26 revenue net expenditure budget as at 31 August 2025 totalled £328.725m. This reflected the use of earmarked reserve balances totalling £2.953m to balance the 2025-26 budget, approved by Council in February 2025, including £331k in respect of deferred savings options, funded from the Priorities Investment Fund. Since last reporting, the net expenditure budget has increased by £5.651m to reflect funding for ferries now provided within the Scottish Government Grant Settlement as part of the General Revenue Grant, rather than Specific Grant (£2.810m) and amounts drawn down from earmarked reserve balances (£2.841m). The revised 2025-26 revenue net expenditure budget now totals £334.376m. Virement is the process of transferring budget between cost centres, services or departments. The Council’s constitution requires member approval of budget virements over £200k. There are two budget virements requiring approval, as follows: a) Re-alignment of NDR budgets – NDR 2025-26 budget right-sizing adjustment (£0.321m) held in Sundry Services, now allocated across services; and b) Re-alignment of ASN budget – Re-alignment of ASN budget resources within Education (£0.392m) to allow greater clarity for budget monitoring purposes. The 2025-26 budget included a 3% pay award assumption across all workforce categories, at all grades, based on the Public Sector Pay Policy of 9% over the 3 years 2025-26 to 2027-28. The pay award for SJC and Chief Officers has now been agreed at 4% for 2025-26 and 3.5% for 2026-27. Negotiations in respect of the pay award for teachers have also now concluded, with 7.5% agreed over the 2 years 2025-26 and 2026-27 (4% from 1 August 2025, rising to 4.25% from 1 April 2026, and 3.25% from 1 August 2026). At this stage, the expectation is that the increased cost of the 2025-26 pay award for all council and HSCP Social Page 14
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Work services employees will be fully funded from additional Scottish Government grant funding, with no impact on the financial position of the council in 2025-26. This has not yet been reflected within the budget monitoring position and will also remain subject to financial risk until confirmation of additional funding. 4. 4.1 4.1.1 4.2 4.2.1 4.2.2 4.2.3 4.3 4.3.1 SUMMARY FINANCIAL POSITION 2025-26 Overall Council Financial Position There is currently an overall forecast underspend of £0.480m or 0.1% for the year on the council’s approved 2025-26 revenue budget. This is due to a forecast over-recovery in funding in respect of Council Tax income, currently estimated at £0.500m, partially offset by a net overspend across council services, totalling £0.020m. A summary of the forecast net expenditure for the year, in comparison to the approved budget, both on a departmental and subjective basis, is outlined within Appendix 1. This also provides information in respect of council-wide operational challenges and proposed mitigating actions. Council Services Net Expenditure At this stage, there is a forecast net overspend on approved service net expenditure budgets, totalling £0.020m. This comprises a forecast net underspend of £0.066m in respect of Executive Directorate (Douglas Hendry), a forecast overspend of £0.419m in respect of Executive Directorate (Kirsty Flanagan) and a forecast underspend of £0.333m across Central budgets. This position will be monitored and reviewed on an ongoing basis, with regular updates reported to committee throughout the year. A more detailed analysis of the financial position at service level for each Executive Directorate is given within Appendix 2. The forecast net underspend in respect of Executive Directorate (Douglas Hendry) is largely due to delayed spend in 100 Day Promise funding and Catering efficiency savings, offset by demand for Schools Residential placements. Within Executive Directorate (Kirsty Flanagan), the most significant adverse variance is in respect of a forecast under- recovery in ferry berthing income within Roads and Infrastructure Services, aligned to the publication of the Cal Mac winter timetable. Appendix 2 also provides information in respect of service specific operational challenges and proposed mitigating actions. The forecast underspend across Central budgets includes an underspend of £0.200m in respect of Utlities, however, this is challenging to forecast and will be subject to actual usage over the winter months. There is also a forecast underspend in Payments to Joint Boards (£0.133m), with the council’s contribution to the Valuation Joint Board now confirmed at below the budgeted level. Loans Fund The council’s treasury position is actively managed in line with the approved 2025-26 Treasury Management Strategy and Annual Investment Strategy, in order to minimise debt interest costs. In addition, as at 31 March 2025, the council’s external borrowing was below the level required to finance capital investment. It had been possible to defer new external borrowing due to the Page 15
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4.3.2 4.4 4.4.1 4.4.2 4.4.3 4.5 4.5.1 significant level of internal reserve balances held by the council. This position will be impacted by the planned use of earmarked reserves in 2025-26, however, it is expected to continue to some extent throughout 2025-26. Furthermore, there has been slippage experienced in the delivery of the approved capital programme. These factors will impact the net financing costs incurred during the year. A review of the current Loans Fund and projected debt position of the council is recommended, to highlight potential opportunities within the existing budget for recurring or one-off savings, or the capacity to meet future capital investment priorities, such as the LEIP school. This will be progressed under the wider review of capital arrangements, approved as part of the 2025-26 revenue budget, to be undertaken during 2025-26. A report on this review will be submitted to members later in the year. At this stage, it is deemed prudent to assume that any potential budget underspend will be redirected to future council priorities, which may include a contribution to the 2026-27 forecast budget gap, with no impact on the revenue budget position in 2025-26. Council Funding Council Tax A more sophisticated financial modelling tool has been developed to assist with Council Tax income projections for 2025-26 and future years. The forecast level of Council Tax income is based on current and forecast Band D equivalents, and reflects actual collection levels to date; and projected levels for the remainder of the year, based on historical payment profile and collection rate data. There is a forecast over-recovery of Council Tax income for the year, in comparison to the approved annual budget of £70.204m. This is currently estimated at £0.500m or 0.7% but will be subject to ongoing review and refinement, as the year progresses. The 2024-25 final outturn included additional Council Tax income of £1.234m in respect of 2024-25 and prior years, an element of which was expected to be recurring in 2025-26 and future years. A significant element of this additional income (some £0.5m) related to the reclassification of self-catering units as domestic dwellings by the Assessor, following completion of both the 2022-23 and 2023-24 canvasses during the year, which saw the transfer of properties from the Non-domestic Rates to Council Tax registers. There is a significant level of uncertainty in respect of the regulatory environment in this respect, with a risk of appeals being granted and properties returning to Non-domestic Rates. This uncertainty in respect of both timing and financial value, presents an added element of complexity in respect of Council Tax income projections. The financial risk in this respect will be subject to ongoing review throughout the year with regular updates provided as part of the separate financial risks report. HSCP Financial Position In respect of the Health and Social Care Partnership (HSCP), it is the responsibility of the Chief Officer and Chief Financial Officer to manage the HSCP financial position. If an overspend is forecast, a budget recovery plan will be prepared and submitted to the IJB, Argyll and Bute Council and NHS Highland. Where recovery plans are unsuccessful and an overspend occurs at the financial Page 16
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4.5.2 4.6 4.6.1 4.7 4.7.1 year end, and the HSCP has insufficient reserves to meet the overspend, then the partners will be required to make additional payments to the HSCP. The council’s contribution would reflect the element of the overspend related to Social Work. Whilst any additional payments by the council and NHS Highland will be deducted from future years funding, there is a risk that the council may require to make an additional unbudgeted contribution to the HSCP during the year. As at 31 October 2025, the HSCP is forecasting an overspend of £0.733m for the year in respect of Social Work services, due to demand for residential placements within both Children and Families and Older People Services. However, the HSCP expect this to be managed from within available HSCP reserves, with no impact on the council’s forecast financial position. This represents a significant financial risk to the council. The financial position of the HSCP in respect of Social Work services will continue to be monitored on an ongoing basis throughout the year. 2025-26 Year to Date Financial Position Actual services net expenditure incurred during the year to date totals £172.172m. This indicates an overspend of £8.494m in comparison to the current profiled budget to 31 October 2025. However, the year to date variances within services largely relate to the timing of income and expenditure, and outstanding recharges to capital projects. Further detailed information in respect of the year to date position is included at summary level within Appendix 1 and at service level within Appendix 2. Approved Revenue Budget Savings The 2025-26 revenue budget included approved Operational/Management and Policy savings options to be delivered in 2025-26, totalling £2.762m. The delivery of these savings will be monitored throughout the year, with progress updates regularly reported to committee. A summary of the position as at 31 October 2025 is provided within Appendix 3. There are 15 savings options impacting 2025-26, of which 8 have been delivered (£1.375m), with the remaining 7 on track to be delivered (£1.387m). 5. 5.1 FINANCIAL RISKS Financial risks are monitored and reviewed on an ongoing basis, with actions put in place to continue to mitigate or manage these risks. There are a number of both council-wide and service specific financial risks, which may impact the financial position of the council during 2025-26. These are outlined in a separate financial risks report. 6. CONCLUSION 6.1 This report summarises the financial performance of the council in respect of the approved 2025-26 revenue budget as at 31 October 2025. 7. IMPLICATIONS Page 17
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7.1 Policy - None. 7.2 Financial - Outlines the financial position of the council in respect of the approved 2025-26 revenue budget. 7.3 Legal - None. 7.4 HR - None. 7.5 Customer Service - None. 7.6 Risk - Details of Financial Risks are separately reported. 7.7 Climate Change - None. 7.8 Fairer Scotland Duty - None. 7.9 Equalities – Protected Characteristics - None. 7.10 Consumer Duty- None. 7.11 Island Communities - None. 7.12 Children’s Rights and Wellbeing - None. Kirsty Flanagan Executive Director/Section 95 Officer 20 November 2025 Councillor Ross Moreland, Policy Lead for Finance and Commercial Services APPENDICES Appendix 1 – Summary Financial Position as at 31 October 2025 Appendix 2 – Departmental Financial Position as at 31 October 2025 Appendix 3 – Approved 2025-26 Revenue Budget Savings For further information contact Carolyn Earl, Interim Head of Financial Services Carolyn.Earl@argyll-bute.gov.uk Page 18
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FINANCIAL POSITION AS AT 31 OCTOBER 2025 Appendix 1 OBJECTIVE SUMMARY – OVERALL COUNCIL POSITION AS AT 31 OCTOBER 2025 YEAR TO DATE (YTD) POSITION CURRENT PROJECTED FINAL OUTTURN YTD Actual YTD Budget YTD Variance Variance Annual Budget Forecast Outturn Forecast Variance Variance £'000 £'000 £'000 % £'000 £'000 £'000 % Departmental Budgets Chief Executive's Unit 580 564 (16) (2.8%) 1,241 1,241 0 0.0% Executive Director (Douglas Hendry) 87,514 87,671 157 0.2% 160,906 160,840 66 0.0% Executive Director (Kirsty Flanagan) 41,669 32,055 (9,614) (30.0%) 66,205 66,624 (419) (0.6%) Social Work 37,724 37,355 (369) (1.0%) 81,945 81,945 0 0.0% Total Departmental Budgets 167,487 157,645 (9,842) (6.2%) 310,297 310,650 (353) (0.1%) Central Budgets Other Operating Income and Expenditure (3,307) 1,168 4,475 383.1% 3,566 3,366 200 5.6% Joint Boards 657 890 233 26.2% 1,525 1,392 133 8.7% Non-Controllable Costs 7,335 3,975 (3,360) (84.5%) 18,988 18,988 0 0.0% Total Central Budgets 4,685 6,033 1,348 22.3% 24,079 23,746 333 1.4% TOTAL NET EXPENDITURE 172,172 163,678 (8,494) (5.2%) 334,376 334,396 (20) (0.0%) Financed By Scottish Government Grant Funding (138,214) (138,214) 0 0.0% (266,037) (266,037) 0 0.0% Page 19
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Local Tax Requirement (49,281) (49,281) 0 0.0% (70,204) (70,704) 500 (0.7%) Net Contributions to General Fund 0 0 0 0.0% 9,366 9,366 0 0.0% Earmarked Reserves 0 0 0 0.0% (7,501) (7,501) 0 0.0% Total Funding (187,495) (187,495) 0 0.0% (334,376) (334,876) 500 (0.2%) (Deficit)/Surplus for Period (15,323) (23,817) (8,494) 0 (480) 480 0.1% Page 20
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SUBJECTIVE SUMMARY – OVERALL COUNCIL POSITION AS AT 31 OCTOBER 2025 YEAR TO DATE (YTD) POSITION CURRENT PROJECTED FINAL OUTTURN YTD Actual YTD Budget YTD Variance Variance Annual Budget Forecast Outturn Forecast Variance Variance £'000 £'000 £'000 % £'000 £'000 £'000 % Subjective Category Employee Expenses 112,993 111,372 (1,620) (1.5%) 207,561 207,050 511 0.3% Premises Related Expenditure 12,873 12,358 (515) (4.2%) 24,168 23,987 181 0.8% Supplies and Services 18,501 17,165 (1,336) (7.8%) 29,169 29,119 50 0.2% Transport Related Expenditure 9,131 7,652 (1,479) (19.3%) 19,935 19,935 0 0.0% Third Party Payments 105,615 107,265 1,649 1.5% 195,860 196,393 (533) (0.3%) Capital Financing 1,938 (2,836) (4,774) 11,356 11,356 0 0.0% TOTAL EXPENDITURE 261,051 252,976 (8,075) (3.2%) 488,049 487,840 209 0.0% Income (276,374) (276,793) (419) 0.2% (488,049) (488,320) 271 (0.1%) (Deficit)/Surplus for Period (15,323) (23,817) (8,494) 0 (480) 480 Notes YTD represents the actual or budgeted expenditure and income for the financial year so far. Forecast Outturn is the estimate now of what expenditure or income will be for the whole of the financial year. Variance is the difference between budget and actual or forecast outturn. A positive variance is when actual or forecast expenditure is less than budget or actual or forecast income is more than budget. A negative variance is shown in brackets and is when actual or forecast expenditure is more than budget or actual or forecast income is less than budget. Page 21
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Key Financial Challenges Proposed Actions to address Financial Challenges Addressing service demand/expectation and the increasing challenges facing departments across the council in relation to the recruitment and retention of suitably qualified and experienced staff. Engagement and monitoring of both issues with departments to assess how these challenges are affecting service capacity and capability, staff attendance, utilisation of agency staff and costs. Collaboration with services and other back-office teams to consider and develop mitigating actions. Achieving a favourable year-end position and achieving savings targets in light of council wide risks to expenditure. Robust monitoring of the financial position and delivery of savings to ensure budget issues inform the budget monitoring process. Identifying further savings and delivering services more efficiently with less resources, as whilst a balanced 2025-26 budget was agreed in February 2025 there are still significant budget gaps in future years. The council will continue to progress savings options identified, refine options that require further development and seek to identify further savings through themed reviews and business process reviews. A longer-term approach is being explored with the intention to develop a pipeline of savings that can be delivered over a number of years. Maintaining or improving the level of service income recovered, for example planning, building standards and car parking. Actively monitor income recovery and ensure council fees and charges policies are regularly reviewed. Managing spend in service areas which are demand led and, to some extent, outwith service control, for example Winter Maintenance. Use a risk-based approach to budget monitoring to focus additional attention on these areas. Ongoing requirement to fund unavoidable inflationary increases in areas like utility costs, fuel, food etc. Ensure emerging issues are highlighted as soon as possible so that the financial impact can be evaluated and reported through the budget monitoring and preparation processes. Future ongoing impact on revenue budgets as a result of the delivery of substantial capital projects such as Rothesay Pavilion and a new school on Mull. Ensure costs are identified and reported on early in the process so Members are aware of the ongoing financial impact to budgets. Monitor and report on these regularly as part of the routine budget monitoring once the projects are complete. Delivery of climate change measures which can be costly and result in overspends. The council will look at financially sustainable options and closely monitor the impact of these on the budget position. Page 22
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CHIEF EXECUTIVE’S UNIT – AS AT 31 OCTOBER 2025 The department is currently forecasting spend in line with budget. The department has a year to date underspend of £0.016m (4.2%) which can be attributed to budget profiling issues. Forecast Outturn Position Service Annual Budget £000 Forecast Outturn £000 Current Forecast Variance (Oct) £000 Previous Forecast Variance Reported to P&R (Aug) £000 Change £000 Chief Executive 1,241 1,241 0 0 0 Totals 1,241 1,241 0 0 0 Year to Date Position Key Financial Successes: • All savings options have been delivered. • The department’s 2024-25 outturn position was an underspend of £0.020m. This resulted from an overall underspend of £0.055m offset by earmarking of £0.035m due to an auto-carry forward for unspent grants. 0% 25% 50% 75% 100% Chief Executive Expenditure to date against the remaining budget for each Service YTD Actual £000 Remaining Budget £000 Page 23
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CHIEF EXECUTIVE’S UNIT – AS AT 31 OCTOBER 2025 Key Financial Challenges: Proposed Actions to address Financial Challenges: To continue to deliver a high-quality service to support community engagement and participation. Regular monitoring, reflection and improvement cycle on service provision to ensure most efficient use of staffing and financial resources to meet national and local policy requirements for quality engagement. To continue to deliver a high quality support service function to community organisations and community planning partners during a time of challenge arising from continuing reductions in funding. Within the partnership working of the CPP we seek to establish working groups and collate resources within this to deliver high quality solutions to identified needs. Demands for funding from community applications to the Supporting Communities Fund higher than available annual funds by about 40%. Continue to monitor fund criteria adapting this to align with priority outcomes for Argyll & Bute and continue to support groups to seek alternative sources of funding from our database of funding providers. Page 24
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CHIEF EXECUTIVE’S UNIT – OBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 Service Area YTD Actual £000 YTD Budget £000 YTD Variance £000 % Variance Annual Budget £000 Forecast Outturn £000 Forecast Variance £000 % Variance Explanation Chief Executive 287 271 (16) (5.9%) 511 511 0 0.0% Outwith reporting criteria. Community Planning & Development 293 293 0 0.0% 730 730 0 0.0% Outwith reporting criteria. 580 564 (16) (2.8%) 1,241 1,241 0 0.0% YTD is year to date and represents the actual or budgeted expenditure and income for the financial year so far. Forecast Outturn is the estimate now of what expenditure or income will be for the whole of the financial year. The Variance is the difference between budget and actual or forecast outturn. A positive variance is when actual or forecast expenditure is less than budget or actual or forecast income is more than budget. A negative variance is shown in brackets and is when actual or forecast expenditure is more than budget or actual or forecast income is less than budget. An explanation is given for any variance which exceeds £50,000 or 10%. Page 25
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CHIEF EXECUTIVE’S UNIT – SUBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 Subjective Category YTD Actual £000 YTD Budget £000 YTD Variance £000 % Variance Annual Budget £000 Forecast Outturn £000 Forecast Variance £000 % Variance Explanation Employee 616 593 (23) (3.9%) 1,095 1,095 0 0.0% The variance is profile related and will be refined later in the year. Supplies and Services 19 17 (2) (11.8%) 22 22 0 0.0% The variance is profile related and will be refined later in the year. Transport 6 9 3 33.3% 15 15 0 0.0% The variance is profile related and will be refined later in the year. Third Party 59 66 7 10.6% 230 230 0 0.0% The variance is profile related and will be refined later in the year. Income (121) (121) 0 0.0% (121) (121) 0 0.0% Outwith reporting criteria. Totals 580 564 (16) (2.8%) 1,241 1,241 0 0.0% YTD is year to date and represents the actual or budgeted expenditure and income for the financial year so far. Forecast Outturn is the estimate now of what expenditure or income will be for the whole of the financial year. The Variance is the difference between budget and actual or forecast outturn. A positive variance is when actual or forecast expenditure is less than budget or actual or forecast income is more than budget. A negative variance is shown in brackets and is when actual or forecast expenditure is more than budget or actual or forecast income is less than budget. An explanation is given for any variance which exceeds £50,000 or 10%. Page 26
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EXECUTIVE DIRECTOR (DOUGLAS HENDRY) – AS AT 31 OCTOBER 2025 The department is currently forecasting an underspend position of £0.066m (0.04%). Within Education this is a result of slippage in 100 day promise budget and maintaining teacher number budgets, due to delays in recruitment, the majority of this is offset by the Schools Residential Budget having a higher demand for placements than budget allows. In Commercial Services the forecast variance of £0.070m is due to lower use of bank staff and delays in recruitment. The department has a year to date (YTD) underspend of £0.157m (0.2%). This is mainly due to delays in recruitment and the current budget profile, partially offset by the overspend in Schools Residential Budget. Forecast Outturn Position Service Annual Budget £000 Forecast Outturn £000 Current Forecast Variance (Oct) £000 Previous Forecast Variance Reported to P&R (Aug) £000 Change £000 Executive Director (Douglas Hendry) 345 345 0 0 0 Head of Commercial Services 10,521 10,451 70 0 70 Head of Education 128,570 128,574 (4) (183) 179 Head of Legal and Regulatory Support 21,470 21,470 0 0 0 Totals 160,906 160,840 66 (183) 249 Year to Date Position Page 27
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EXECUTIVE DIRECTOR (DOUGLAS HENDRY) – AS AT 31 OCTOBER 2025 Key Financial Successes: The 2024-25 year-end consolidated outturn position was an under spend of £0.767m after adjusting for automatic earmarking. Contributing factors included: • Continuation of NDEEF and expansion of CEEF projects resulting in recurring annual saving in utilities and a significant contribution to meeting net zero targets. • Received funding from DRAX for energy saving lighting in 7 schools, located in the area surrounding Cruachan Power Station, to the value of £148.8k, with potential for further funding. • Further rationalisation of office space through Our Modern Workspace Programme has reduced utility costs, printer costs and cleaning costs as well as receiving Non-Domestic Rates relief for closed buildings. • Income generation within Early Years, including expansion at Rothesay Joint Campus to accommodate care for children under the age of 2. • Successful grant applications to Bord na Gaidlig and Armed Forces Covenant Grant for Early Years. • Effective contract management of NPDO and Hub School contracts, including a lower-than-expected insurance premium due to the annual renegotiation of insurance costs. • Successful funding awards have enabled the Welfare Rights Team to expand its service. In 2024-25 the whole team have helped residents of Argyll and Bute claim £4.45m in additional benefits that they were entitled to. The support is targeted at some of the most vulnerable in our communities and makes a significant difference to families and individuals both financially and to their overall health and wellbeing. Key Financial Challenges: Proposed Actions to address Financial Challenges: The legacy impact of COVID-19 on our young learners has led to an increased demand on the additional support need functions of the Education Service in response to the growing health and wellbeing needs of our young people and their families. This annual increase in assessed need is consistent across Scotland. Continuous analysis and review of delivery models, robust costings of agreed changes to the current delivery model being implemented in August 2025 and continual monitoring of associated budgets. Maximise use of Additional Support for Learning Funding and Mental Health and Wellbeing Funding whilst working collaboratively across Children’s Services. Impact of the current cost of living crisis on the cost of the school day for learners and their families. Collaborate with schools to ensure effective use of Strategic Equity Funding, Pupil Equity Funding and SG Core Curriculum funding to close the poverty related attainment gap and identify other multi agency funding sources to ensure equity of experience for all children. Page 28
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EXECUTIVE DIRECTOR (DOUGLAS HENDRY) – AS AT 31 OCTOBER 2025 Impact of the current cost of living crisis on uptake in demand led service areas like catering, design services and licensing. Continually refine/develop systems to accurately forecast service usage, budget outturn and future budget requirements. Strategies in place to redesign services in line with demand. Reductions to Capital Funding and rising cost of statutory and regulatory work along with rising material and labour costs across departments may result in a reduction in activity or overspends within the Central Repairs Budgets. Costs are monitored regularly and contained as much as possible with any unavoidable overspends highlighted as soon as known, regular meetings with Property Services. Ensure that the School Catering Service remains efficient and effective as the requirement to comply with the Statutory Guidance supporting Nutritional Requirements for Food and Drink in Schools (Scotland) Regulations 2020, has increased the cost of producing a school meal. Continue working with finance to review the efficiency of the service, through good procurement of supplies and the use of a school meal pre order app that reduces food waste. Produce meals that pupils want to eat through regular consultation and a range of menu choices. The Council has a requirement to deliver 1140 hours of Early Learning and Childcare (ELC) to eligible 2-year-olds and all 3–5-year-old children. Following several years of reduced funding and a requirement to set a sustainable hourly rate for our valued partner providers, the service must continually redesign to fit the resources available. Robust service costings, financial monitoring and timely reporting to ensure the service can be delivered within the available budget. Medium to longer term forecasting on population to shape ongoing service redesign. Analysis of potential to extend income generation using “spare” capacity to expand paid care for under 2’s Impact of high inflationary uplifts within the NPDO/HUB School contracts. Ensuring continued effective contract management of NPDO/HUB Schools to minimise the impact of high inflationary uplifts. The Scottish Government has increased the amount of ringfenced Education funding. This funding is dependent on maintaining teacher numbers to a set level. Additionally, Councils have been asked to make progress towards reduced teacher class contact time. Monitor teacher numbers and associated costs, highlighting any budget pressures or potential penalties should staffing levels fall below target. Collaboration with the Education Service to prepare robust costings for the impact of any reduction in teacher class contact time. The demand for residential school placements for our children is growing and the costs for this service have had higher than budgeted inflation due to a reduction in Government financial assistance for Grant Aided Special Schools (GASS), impact of changes to National Insurance and commitment for providers to pay real living wage. These placements are jointly funded by Education and Social Work. Monitoring of placements and costs, collaborative working with other services to ensure that decisions are taken jointly by all services and all options have been considered and costed. Page 29
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EXECUTIVE DIRECTOR (DOUGLAS HENDRY) – OBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 Service Service Area YTD Actual £000 YTD Budget £000 YTD Variance £000 % Variance Annual Budget £000 Forecast Outturn £000 Forecast Variance £000 % Variance Explanation Executive Director (Douglas Hendry) Central/Management Costs 604 279 (325) (116.5%) 345 345 0 0.0% The YTD overspend variance is due to £314k of Storm Eowyn Costs for repairs to Council Properties being coded here. Additionally, the Education Review costs have been coded here and this variance will be rectified through draw downs from an earmarked reserve. 604 279 (325) (116.5%) 345 345 0 0.0% Head of Commercial Services Catering 43 97 54 55.7% 514 444 70 13.6% The YTD underspend of £54k is due to lower than budgeted staff and catering purchase costs. A favourable forecast variance of £70k has been processed in October to reflect the full year projected outturn. Head of Commercial Services Central/Management Costs 746 742 (4) (0.5%) 1,593 1,593 0 0.0% Outwith Reporting Criteria Head of Commercial Services CHORD 64 57 (7) (12.3%) 38 38 0 0.0% Outwith Reporting Criteria Head of Commercial Services Cleaning (81) (63) 18 (28.6%) 130 130 0 0.0% The YTD underspend is due to lower than anticipated use of bank staff. Head of Commercial Services Culture, Heritage, Recreation & Sport 3,067 3,107 40 1.3% 5,765 5,765 0 0.0% Outwith Reporting Criteria Head of Commercial Services Events & Commercial Catering 75 (12) (87) 725.0% 8 8 0 0.0% This YTD overspend is due to lower than forecasted income in commercial café's which is mainly as a result of the temporary closure of Pier Point Café. Head of Commercial Services Property Portfolio (194) (156) 38 (24.4%) (187) (187) 0 0.0% The YTD underspend is profile related and will be refined through November. Page 30
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EXECUTIVE DIRECTOR (DOUGLAS HENDRY) – OBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 Head of Commercial Services Property Services 133 327 194 59.3% 1,001 1,001 0 0.0% The YTD underspend is due to delays in recruitment. This will be reduced through harvesting vacancy savings. Head of Commercial Services Shared Offices 517 577 60 10.4% 1,659 1,659 0 0.0% The YTD underspend is due to reduction in building costs as a result of office rationalisation. 4,370 4,676 306 6.5% 10,521 10,451 70 0.7% Head of Education Additional Support for Learning 7,056 7,027 (29) (0.4%) 13,547 13,547 0 0.0% Outwith Reporting Criteria Head of Education Central/Management Costs 1,743 1,619 (124) (7.7%) 2,719 2,719 0 0.0% The YTD overspend is due to payment of subscriptions, PVG's, SRCO, Licensing, IT software; budget will require to be identified for these spends. Head of Education Community Learning & Development 2 2 0 0.0% 15 15 0 0.0% Outwith Reporting Criteria Head of Education COVID 0 0 0 0.0% 0 0 0 0.0% Outwith Reporting Criteria Head of Education Early Learning & Childcare 10,753 10,868 115 1.1% 19,268 19,268 0 0.0% The YTD underspend is profile related and will be refined through November. Head of Education Primary Education 23,710 24,020 310 1.3% 43,766 43,697 69 0.2% The YTD underspend is mainly due to delays in recruitment. Under the Scheme of Devolved School Management schools are permitted flexibility at year end, therefore no forecast variance will be processed. A forecast variance has been processed for slippage in UFSM budget Head of Education Pupil Support 2,743 2,592 (151) (5.8%) 4,671 5,254 (583) (12.5%) The YTD overspend is due to the higher demand for Residential School placements than budget allows as well as some offsetting profile related variances. A forecast variance has been processed for the current pressure in Residential Placements. Head of Education Schools - Central Services 1,341 1,249 (92) (7.4%) 2,440 2,040 400 16.4% The YTD overspend is profile related and will be refined through November. This is offset by an Page 31
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EXECUTIVE DIRECTOR (DOUGLAS HENDRY) – OBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 underspend in 100 Day Promise Budget due to delays in recruitment. A favourable forecast variance has been processed to reflect this. Head of Education Secondary Education 24,265 24,596 331 1.4% 42,144 42,034 110 0.3% The YTD underspend is mainly due to delays in recruitment. Under the Scheme of Devolved School Management schools are permitted flexibility at year end, therefore no forecast variance will be processed for £221k of this underspend. The remainder is slippage in Secondary School Headquarter budgets due to delays in recruitment and a favourable forecast variance has been processed to reflect this. 71,613 71,973 360 0.5% 128,570 128,574 (4) (0.0%) Head of Legal & Regulatory Support Central/Management Costs 150 144 (6) (4.2%) 269 269 0 0.0% Outwith Reporting Criteria Head of Legal & Regulatory Support Community Safety 175 144 (31) (21.5%) 197 197 0 0.0% The YTD overspend is due to removal of cost pressure funding for annual system costs, budget will need to be identified for this. Head of Legal & Regulatory Support Elections 18 13 (5) (38.5%) 16 16 0 0.0% The YTD over spend is profile related and will be refined through November. Head of Legal & Regulatory Support Governance 415 342 (73) (21.4%) 752 752 0 0.0% The YTD overspend is due to miscoding of retirement entries and will be rectified through November. Head of Legal & Regulatory Support Governance, Risk & Safety 320 302 (18) (6.0%) 584 584 0 0.0% Outwith Reporting Criteria Head of Legal & Regulatory Support Legal Services 347 281 (66) (23.5%) 768 768 0 0.0% The YTD overspend is profile related and will be refined through November. Page 32
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EXECUTIVE DIRECTOR (DOUGLAS HENDRY) – OBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 Head of Legal & Regulatory Support NPDO and Hub Schools 8,495 8,481 (14) (0.2%) 16,958 16,958 0 0.0% Outwith Reporting Criteria Head of Legal & Regulatory Support Procurement, Commercial and Contract Management 652 671 19 2.8% 1,264 1,264 0 0.0% Outwith Reporting Criteria Head of Legal & Regulatory Support Trading Standards & Advice Services 355 365 10 2.7% 662 662 0 0.0% Outwith Reporting Criteria 10,927 10,743 (184) (1.7%) 21,470 21,470 0 0.0% 87,514 87,671 157 0.2% 160,906 160,840 66 0.0% YTD is year to date and represents the actual or budgeted expenditure and income for the financial year so far. Forecast Outturn is the estimate now of what expenditure or income will be for the whole of the financial year. The Variance is the difference between budget and actual or forecast outturn. A positive variance is when actual or forecast expenditure is less than budget or actual or forecast income is more than budget. A negative variance is shown in brackets and is when actual or forecast expenditure is more than budget or actual or forecast income is less than budget. An explanation is given for any variance which exceeds £50,000 or 10%. Page 33
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EXECUTIVE DIRECTOR (DOUGLAS HENDRY) – SUBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 Subjective Category YTD Actual £000 YTD Budget £000 YTD Variance £000 % Variance Annual Budget £000 Forecast Outturn £000 Forecast Variance £000 % Variance Explanation Employee 64,184 64,229 45 0.1% 117,821 117,311 510 0.4% Although the YTD underspend is Outwith Reporting Criteria, we are reporting a Full Year Outturn position of a £401k underspend due to slippage in recruitment within 100 day Promise Budget. Premises 4,911 4,565 (346) (7.6%) 10,493 10,493 0 0.0% The YTD overspend is mainly profile related within Central Repairs and Minor Repairs with £314k being Storm Eowyn property repair costs coded under Exec Director DH, some of which may be covered by Insurance. Supplies and Services 8,470 8,762 292 3.3% 15,191 15,121 70 0.5% The YTD underspend within supplies and services is mainly profile related which will be refined through November. The forecast variance of £70k is due lower than anticipated catering purchases within the School Meal Service. Transport 260 213 (47) (22.1%) 377 377 0 0.0% The YTD overspend position is due to a high level of essential staff travel within Education. Third Party 30,436 30,200 (236) (0.8%) 47,467 47,981 (514) (1.1%) The YTD overspend is due to the budget pressure within School Residential Budget and a forecast variance has been processed to reflect the higher than budget demand for this service. Income (20,747) (20,298) 449 (2.2%) (30,443) (30,443) 0 0.0% The YTD over recovery of income is due to the current budget profile which will be refined through November, partially offset by an under recovery of School Meal Income in Hermitage Academy and Oban High. Totals 87,514 87,671 157 0.2% 160,906 160,840 66 0.0% YTD is year to date and represents the actual or budgeted expenditure and income for the financial year so far. Forecast Outturn is the estimate now of what expenditure or income will be for the whole of the financial year. The Variance is the difference between budget and actual or forecast outturn. A positive variance is when actual or forecast expenditure is less than budget or actual or forecast income is more than budget. A negative variance is shown in brackets and is when actual or forecast expenditure is more than budget or actual or forecast income is less than budget. An explanation is given for any variance which exceeds £50,000 or 10%. Page 34
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EXECUTIVE DIRECTOR (DOUGLAS HENDRY) – RED VARIANCES SUMMARY AS AT 31 OCTOBER 2025 Service Area Annual Budget £000 Forecast Outturn £000 Forecast Variance £000 % Variance Explanation Education - Pupil Support 4,675 5,259 (584) (12.5%) Higher than budgeted demand for placements within Residential Schools Budget. Education - School Support 2,683 2,283 400 14.9% Recruitment delays within 100 day Promise Budget. Commercial Services - Catering 514 444 70 13.6% Recruitment delays and lower than anticipated catering purchases. Education - Primary Education 43,766 43,697 70 0.2% Recruitment delays within Universal Free School Meal Budget. Education - Secondary Education 42,144 42,034 110 0.3% Recruitment delays within Secondary Education HQ A red variance is a forecast variance which is greater than +/- £50,000. Page 35
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EXECUTIVE DIRECTOR (KIRSTY FLANAGAN) – AS AT 31 OCTOBER 2025 Currently there is a forecast overspend of £419k in the department reported, mainly driven by anticipated under-recovery of ferry berthing income – finance officers will continue to work with their respective services throughout November to provide updates. The department has a year to date overspend of £9.614m (30.0%). This is currently being driven by profiling of budget for 2025-26 not aligning to actual spend/income (especially around Waste), lag in capital works progressing through final measures, accruals/prepayments from the 2024-25 year end that are still to come through and drawdowns from ear-markings which have not taken place yet. Forecast Outturn Position Service Annual Budget £000 Forecast Outturn £000 Current Forecast Variance (Oct) £000 Previous Forecast Variance Reported to P&R (Aug) £000 Change £000 Executive Director (Kirsty Flanagan) (226) (226) 0 0 0 Head of Customer Support Services 10,218 10,241 (23) (23) 0 Head of Development and Economic Growth 9,197 9,241 (44) (25) (19) Head of Financial Services 7,492 7,492 0 0 0 Head of Roads and Infrastructure Services 39,524 39,876 (352) 32 (384) Totals 66,205 66,624 (419) (16) (403) Year to Date Position 0% 25% 50% 75% 100% Executive Director (Kirsty Flanagan) Head of Customer Support Services Head of Development and Economic Growth Head of Financial Services Head of Roads and Infrastructure Services Expenditure to date against the remaining budget for each Service YTD Actual £000 Remaining Budget £000 Page 36
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EXECUTIVE DIRECTOR (KIRSTY FLANAGAN) – AS AT 31 OCTOBER 2025 Key Financial Successes: The department had a challenging 2024-25 financial year with a net overspend of £2.124 million reported after automatic earmarkings were applied. This was primarily driven by increased costs in school and public transport contracts, heightened maintenance requirements across piers, harbours and the Belnahua Ferry, escalated winter maintenance expenses, unachieved savings from the RIS review due to contractor delays, offset partially by over-recovered vacancy savings and higher-than-anticipated Planning and Building Warrant income. Key Financial Challenges: Proposed Actions to address Financial Challenges: Ensuring that services spend to budget and do not overspend. Detailed monitoring in the key areas overspent in 2024-25 to flag up concerns early and mitigate before becoming an overspend. Department / Service ongoing ability to meet future savings / efficiency requirements. Monitoring of trends / expenditure levels / service configuration and the Service Packages Policy Options savings process. Rising cost of materials, software and consultancy services across the service will result in a reduction in activity or overspends. Costs are monitored regularly and contained as much as possible with any unavoidable overspends highlighted as early as possible. Financial Services to continue to deliver a high-quality support service function during a time of substantial uncertainty and challenge arising from continuing reductions in funding whilst costs are increasing due to forecasted timelines for reductions in inflation having now been revised. Ensure the team is operating as efficiently and effectively as possible by building resilience across the team and working collaboratively with other services of the Council to support evidence-based decision making. Winter Maintenance costs are difficult to estimate as they are very much dependant on the weather. Close monitoring of Winter Maintenance activity and reporting of the financial implications through the budget monitoring process. The Council agreed the winter policy, setting out the intervention level and locations to be treated. The number of treatments is determined by weather conditions. There is a sophisticated weather monitoring system in place consisting of several weather stations, this is supported by a forecasting and meteorological service which is collaboratively procured by West of Scotland local authorities. Climate Change Mitigation impacting on the department’s key infrastructure will result in overspends as a result of increased inspection and maintenance activity. The Council will continue to tackle climate change, looking at financially sustainable options and will closely monitor the financial consequences. Page 37
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EXECUTIVE DIRECTOR (KIRSTY FLANAGAN) – AS AT 31 OCTOBER 2025 Dangerous buildings costs as there is no budget for this expenditure and the council has no control over the demand for the service. Building Standards, Legal Services and Financial Services are working closely to manage debt recovery and to consider other options to minimise corporate risk exposure. Due to the nature of the various components of Waste Management there are ongoing challenges with: • The delay of the Deposit Return Scheme. • Uncertainty with recycling income/gate fee costs due to the volatility of the market. • Challenges in the legislative changes around the disposal of Biodegradable Municipal Waste. • The Circular Economy Bill that has recently been passed and the implications that may bring. To closely monitor all service components of Waste Management and review the Waste Strategy in conjunction with our contractual partner Biffa. Berthing income from CalMac Ferries Larger CalMac ferries that normally berth at Craignure have been removed due to ongoing issues in the wider fleet, replaced with much smaller vessels (MV Isle of Mull having the biggest impact). The recent release of the winter timetable and vessel deployment means there is expected to be a significant drop in income. Finance Contact will be working with the service through the month to understand the full impact of this. Overspends showing in Roads & Lighting due to a lag in completed capital works progressing through final measures. Roads Operatives to be prompted to complete measures as soon as schemes are complete so that income will be recorded more timeously. Page 38
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EXECUTIVE DIRECTOR (KIRSTY FLANAGAN) – OBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 Service Service Area YTD Actual £000 YTD Budget £000 YTD Variance £000 % Variance Annual Budget £000 Forecast Outturn £000 Forecast Variance £000 % Variance Explanation Executive Director (Kirsty Flanagan) Central/Management Costs 223 200 (23) (11.5%) (226) (226) 0 0.0% £19k overspend on Consultants in regards RIS review. The be funded from Earmarked Reserve 194c 223 200 (23) (11.5%) (226) (226) 0 0.0% Head of Customer Support Services Central/Management Costs 87 85 (2) (2.4%) 176 189 (13) (7.4%) Outwith Reporting Criteria Head of Customer Support Services Communications 204 206 2 1.0% 360 360 0 0.0% Outwith Reporting Criteria Head of Customer Support Services Customer Service Centres 1,019 981 (38) (3.9%) 1,783 1,783 0 0.0% Outwith Reporting Criteria Head of Customer Support Services HR 1,876 1,841 (35) (1.9%) 3,147 3,157 (10) (0.3%) Outwith Reporting Criteria Head of Customer Support Services ICT 3,071 2,920 (151) (5.2%) 4,796 4,796 0 0.0% £121k overspend in Microsoft enterprise agreement - any overspend for MS365 will be drawn down from earmarked reserve 071 at year end. Some over/under profiling throughout and overspnd in application salary costs due to budget in 00803 - Pay inflation not being profiling out yet centrally. Head of Customer Support Services Registrars (15) (45) (30) 66.7% (44) (44) 0 0.0% Use of registrars is down compared to anticipated budget YTD, this will be monitored over the upcoming months. Registration income has been overestimated since the post pandemic single year surge. Registration income has been under recovered the past few Page 39
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EXECUTIVE DIRECTOR (KIRSTY FLANAGAN) – OBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 years, this resulting in a cost pressure. 6,242 5,988 (254) (4.2%) 10,218 10,241 (23) (0.2%) Head of Development & Economic Growth Airports 611 680 69 10.2% 1,272 1,272 0 0.0% Small variance due to income ahead of budget on fuel purchases by £52k YTD Head of Development & Economic Growth Building Control (202) (77) 125 (162.3%) (60) (60) 0 0.0% YTD income higher than budget due to fee restructure Head of Development & Economic Growth Central/Management Costs 356 329 (27) (8.2%) 629 629 0 0.0% Outwith Reporting Criteria Head of Development & Economic Growth Culture & Heritage 76 77 1 1.3% 235 235 0 0.0% Outwith Reporting Criteria Head of Development & Economic Growth Development Management (10) 40 50 125.0% 301 301 0 0.0% YTD variance due to higher than expected income Head of Development & Economic Growth Development Policy 366 218 (148) (67.9%) 385 385 0 0.0% YTD Variance due to £132k of Strategic Development Framework Helensburgh spend with no budget and unallocated saving in Dev Policy Head of Development & Economic Growth Economic Development 1,276 1,519 243 16.0% 1,850 1,850 0 0.0% YTD variance due to UK Shared Prosperity Fund Grant fully received and spend ongoing Head of Development & Economic Growth Environmental Health 733 756 23 3.0% 1,391 1,416 (25) (1.8%) Outwith Reporting Criteria Head of Development Environmental Initiatives 65 62 (3) (4.8%) 118 118 0 0.0% Outwith Reporting Criteria Page 40
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EXECUTIVE DIRECTOR (KIRSTY FLANAGAN) – OBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 & Economic Growth Head of Development & Economic Growth Housing 4,114 2,321 (1,793) (77.3%) 2,763 2,782 (19) (0.7%) YTD variance due to Strategic Housing Fund funded from earmarkings still to be drawn down (£2m set aside in earmarking 152) Head of Development & Economic Growth Private Landlords (226) (19) 207 (1089.5%) 0 0 0 0.0% Short Term LETS has no budgets, £240k of income YTD against £32k of spend) Head of Development & Economic Growth Transportation Policy 213 133 (80) (60.2%) 313 313 0 0.0% YTD variance due to Sustrans grants still to be received although issues with the Sustrans Grant portal have been rectified 7,372 6,039 (1,333) (22.1%) 9,197 9,241 (44) (0.5%) Head of Financial Services Accounting & Budgeting 1,599 1,501 (98) (6.5%) 2,776 2,776 0 0.0% Additional employee costs driving the overall variance, including agency costs linked to Itrent Head of Financial Services Internal Audit & Fraud 192 202 10 5.0% 355 355 0 0.0% Outwith Reporting Criteria Head of Financial Services Revenues & Benefits 747 906 159 17.6% 3,280 3,280 0 0.0% YTD underspend due to the timing of cash flows in comparison to the profiling of budget and will be rectified over the financial year. Head of Financial Services Scottish Welfare Fund 648 641 (7) (1.1%) 1,081 1,081 0 0.0% Outwith Reporting Criteria 3,186 3,250 64 2.0% 7,492 7,492 0 0.0% Page 41
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EXECUTIVE DIRECTOR (KIRSTY FLANAGAN) – OBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 Head of Roads & Infrastructure Services Amenity 2,848 2,342 (506) (21.6%) 3,413 3,414 (1) (0.0%) Largest variance across amenities continues to relate to under- recovery of interment income. Also during July aged debt was written off relating to the Pavilion café which went into liquidation during 2024 - funding to cover this to be discussed with the budget holder. Lastly street sweeper external hire costs high given 2 Council sweeper vehicles written off and external hire charges are high - awaiting information from Fleet/Service on leasing sweeper vehicles going forward before confirming Forecast Variance. Head of Roads & Infrastructure Services Car Parking (666) (540) 126 (23.3%) (557) (557) 0 0.0% Over recovery of DPE Fines vs forecast and incorrect profiling of maintenance spend. Head of Roads & Infrastructure Services Central/Management Costs 2,100 1,928 (172) (8.9%) 1,426 1,426 0 0.0% Stephen Hall was covering the Head of Service post. Awaiting final invoices and then will be drawn down from earmarked reserves and any differences will be included as a forecast variance. Additional variance made up of training costs, due to profile not matching YTD spend. Head of Roads & Infrastructure Services Depots 234 205 (29) (14.2%) (292) (292) 0 0.0% Internal Refuse Collection Recharge profile is still incorrect - to be corrected in November Head of Roads & Infrastructure Services Fleet & Transport 6,893 6,389 (504) (7.9%) 11,719 11,567 152 1.3% Continuing overspend in cost of internal fleet repairs. Lease costs paid in advance will be accrued at year end Head of Roads & Infrastructure Services Infrastructure 301 347 46 13.3% 765 765 0 0.0% Design fees over recovered versus level of fee income required, fee rate has been adjusted to reduce future income levels to correct over recovery. Page 42
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EXECUTIVE DIRECTOR (KIRSTY FLANAGAN) – OBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 Head of Roads & Infrastructure Services Marine (2,042) (3,136) (1,094) 34.9% (708) (173) (535) 75.6% Under recovery of berthing income, Ferries budget lines requiring reprofiling, Head of Roads & Infrastructure Services Network & Traffic Management 124 111 (13) (11.7%) 237 237 0 0.0% TRO income behind the forecast - TRO income subject to demand for TROs. Service will monitor and variance will be reported once confirmed. Head of Roads & Infrastructure Services Road Safety 70 46 (24) (52.2%) 159 159 0 0.0% Error in the budget resulted in saving being profiled incorrectly. The actual YTD Budget should be £71k which would produce a YTD underspend of £1k. The underspend is likely to be harvested for vacancy savings. Error in profile to be updated Head of Roads & Infrastructure Services Roads & Lighting 7,353 3,003 (4,350) (144.9%) 8,071 8,229 (158) (2.0%) Profiling errors within the roads trading account - primarily due to the lag on processing measures after completing capital schemes. N20 needs fully reprofiled to resolve and will be actioned before close of November. Page 43
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EXECUTIVE DIRECTOR (KIRSTY FLANAGAN) – OBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 Head of Roads & Infrastructure Services Waste 7,431 5,883 (1,548) (26.3%) 15,291 15,101 190 1.2% The adverse variance relates mainly to commercial refuse, external hires cost and profiling of waste PPP payments. In addition £170K of earmarked funding is yet to be drawn down and will be arranged during November. Work is underway by the service to recover additional income from gap sites, unable to confirm at this stage if the target income of £700K will be achieved. Forecast Variance - Over-recovery anticipated by year end in relation to recyclates sale of glass. 24,646 16,578 (8,068) (48.7%) 39,524 39,876 (352) (0.9%) 41,669 32,055 (9,614) (30.0%) 66,205 66,624 (419) (0.6%) YTD is year to date and represents the actual or budgeted expenditure and income for the financial year so far. Forecast Outturn is the estimate now of what expenditure or income will be for the whole of the financial year. The Variance is the difference between budget and actual or forecast outturn. A positive variance is when actual or forecast expenditure is less than budget or actual or forecast income is more than budget. A negative variance is shown in brackets and is when actual or forecast expenditure is more than budget or actual or forecast income is less than budget. An explanation is given for any variance which exceeds £50,000 or 10%. Page 44
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EXECUTIVE DIRECTOR (KIRSTY FLANAGAN) – SUBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 Subjective Category YTD Actual £000 YTD Budget £000 YTD Variance £000 % Variance Annual Budget £000 Forecast Outturn £000 Forecast Variance £000 % Variance Explanation Employee 25,564 25,661 97 0.4% 47,334 47,334 0 0.0% YTD variance mainly due to vacancies within the Roads and Lighting Holding Account which are being covered by external contractors Premises 1,650 1,801 151 8.4% 4,258 4,277 (19) (0.5%) YTD variance mainly due to the profile of the Depot internal recharges. Supplies and Services 8,093 6,477 (1,616) (25.0%) 11,234 11,254 (20) (0.2%) YTD variance mainly due to purchase of materials within Roads, which will be offset against additional income over the coming months, alongside payments made against UK Shared Prosperity Fund which will be offset with grant income once received Transport 8,364 6,983 (1,381) (19.8%) 18,393 18,393 0 0.0% Outstanding peofiling against the Ferries budget to reflect additional Scottish Government Funding, part of the overall block grant this year Third Party 38,863 38,587 (276) (0.7%) 74,119 74,270 (151) (0.2%) YTD variance mainly due to underspends on private contractors and transport operator payments, with profiling being the main driver of this and will begin to smooth out over the next few reporting periods. Capital Financing 0 0 0 0.0% 2,949 2,949 0 0.0% Outwith Reporting Criteria Income (40,865) (47,454) (6,589) 13.9% (92,082) (91,853) (229) 0.3% YTD variance due to profile of income recharges within the Roads Operational Holding Account on account of capital works still progressing through final measures, internal refuse recharge being processed later than profiled and recharge to education not yet done. Totals 41,669 32,055 (9,614) (30.0%) 66,205 66,624 (419) (0.6%) Page 45
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EXECUTIVE DIRECTOR (KIRSTY FLANAGAN) – SUBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 YTD is year to date and represents the actual or budgeted expenditure and income for the financial year so far. Forecast Outturn is the estimate now of what expenditure or income will be for the whole of the financial year. The Variance is the difference between budget and actual or forecast outturn. A positive variance is when actual or forecast expenditure is less than budget or actual or forecast income is more than budget. A negative variance is shown in brackets and is when actual or forecast expenditure is more than budget or actual or forecast income is less than budget. An explanation is given for any variance which exceeds £50,000 or 10% Page 46
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EXECUTIVE DIRECTOR (KIRSTY FLANAGAN) – RED VARIANCES AS AT 31OCTOBER 2025 Service Area Annual Budget £000 Forecast Outturn £000 Forecast Variance £000 % Variance Explanation Roads & Lighting 8,072 8,230 (158) (2.0%) An overspend of £158k is forecast mainly due to the reliance on external contractors and related vehicle costs (£138k) in street lighting as a result of internal staffing capacity being focused on delivering other capital works and higher than expected public liability claims and rising external software costs (£20k). Waste 15,291 15,101 190 1.2% The forecast underspend reflects an expected over-recovery of income from the sale of glass for recycling. Marine (708) (173) (535) 75.6% The forecast is due to updated expected under-recovery in ferry berthing incoming due to the announcements for the Cal Mac Ferry Timetable alongside the overhaul programme. Fleet & Transport 11,719 11,567 152 1.3% Forecast updated to relfect year-end recharge as other side of this workings had a different budgeted amount, but recharge will always match Red Variance is a forecast variance which is greater than +/- £50k Page 47
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SOCIAL WORK – AS AT 31 OCTOBER 2025 The department is currently forecasting an overspend of £0.733m (0.9%). This is due to demand for residential placements within Children and Families and Older People Services. The Integration Joint Board will be expected to recover this position by the end of the financial year or offset the overspend from its budget reserves. Consequently, there is a reported forecast variance of zero. The department has a year-to-date overspend of £0.369m (1.0%) which again is due to demand driven services within Children and Families and Older People along with timing differences for reserves drawdowns and grant income. Forecast Outturn Position Service Annual Budget £000 Forecast Outturn £000 Current Forecast Variance (Oct) £000 Previous Forecast Variance Reported (Aug) £000 Change £000 Chief Officer Integration (1,948) (1,948) 0 0 0 Head of Strategic Planning and Performance 508 508 0 0 0 Head of Health and Community Care 44,851 44,851 0 0 0 Head of Acute and Complex Care 21,663 21,663 0 0 0 Head of Children and Families 16,871 16,871 0 0 0 Totals 81,945 81,945 0 0 0 Year to Date Position Key Financial Successes: Delivered a balanced budget at the end of 2024/25 after utilising £2.553m of pension reserves held in the council and £0.156m of IJB reserves. -115% -90% -65% -40% -15% 10% 35% 60% 85% 110% Chief Officer Integration Head of Adult Services Head of Children and Families Head of Strategic Planning and Performance Expenditure to date against the remaining budget for each Service YTD Actual £000 Remaining Budget £000 Page 48
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SOCIAL WORK – AS AT 31 OCTOBER 2025 Key Financial Challenges: Proposed Actions to address Financial Challenges: Deliver the savings total for 2025/26 of £2.047m. Maintain a close working relationship with the HSCP Service Improvement Team to quickly and efficiently identify and assess options for delivering the outstanding savings. Development and delivery of future service redesigns which will be necessary to contain service expenditure within the allocated resource, noting that in year savings still need to be identified for 2025/26 to address the 2025/26 budget gap, as well as budget gaps in future years. Support from finance to assist strategic managers to develop and identify further savings options and to look beyond the short term to identify and plan the changes which will be needed to address the expected ongoing budget challenges over the current, and future, years. Cost of the use of agency staff to support service delivery across Social Work, but particularly in Older People services, due to recruitment and retention challenges within the service. Year to date spend at August 2025 of £1.707m. Close working relationship with the HSCP to support the costing of a plan to stabilise the service and ensure it is operationally and financially sustainable. This includes an exit plan from the reliance on agency staff. Cost of living crisis affecting pay inflation negotiations and financial sustainability of service providers, which could affect affordability and sustainability of service delivery. Ensure emerging issues are highlighted as soon as possible so that the financial impact can be evaluated and reported through the budget monitoring and preparation processes. Page 49
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SOCIAL WORK – OBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 Service Service Area YTD Actual £000 YTD Budget £000 YTD Variance £000 % Variance Annual Budget £000 Forecast Outturn £000 Forecast Variance £000 % Variance Explanation Chief Officer Integration Integration Headquarters 336 890 554 62.3% 1,726 1,726 0 0.0% The year to date variance is due to timing differences in third party payments and income recharges. The forecast variance is due to unallocated budgets held to offset likely overspends in other service areas including care at home and care home placements. Chief Officer Integration Social Work Central Support (161) (196) (35) 17.9% (3,674) (3,674) 0 0.0% The YTD and forecast variance are due to timing difference on vacancy savings targets offset by other timing differences in supplies and services. 175 694 519 80.1% (1,948) (1,948) 0 0.0% Head of Strategic Planning & Performance Management & Central Costs 250 246 (4) (1.6%) 474 474 0 0.0% The YTD and forecast variances are outwith reporting criteria Head of Strategic Planning & Performance Service Development 20 19 (1) (5.3%) 34 34 0 0.0% The YTD and forecast variances are outwith reporting criteria 270 265 (5) (6.9%) 508 508 0 0.0% Head of Health and Community Care Management & Central Costs 232 265 33 12.5% 608 608 0 0.0% The YTD and forecast variance are both due to staff vacancies. Head of Health and Community Care Older People 20,500 20,207 (293) (1.5%) 44,243 44,243 0 0.0% The YTD and forecast outturn variance reflects the demand for care home placements, home care packages and the use of agency staff partially offset by increased income from self funders in the HSCP's care homes. 20,732 20,472 (260) (1.3%) 44,851 44,851 0 0.0% Head of Acute and Complex Care Learning Disabilities 4,613 4,586 (27) (0.6%) 14,915 14,915 0 0.0% The YTD and forecast variance are both due to staff vacancies. Page 50
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SOCIAL WORK – OBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 Head of Acute and Complex Care Management & Central Costs 55 52 (3) (5.8%) 116 116 0 0.0% The YTD and forecast variance are both due to staff vacancies. Head of Acute and Complex Care Mental Health 1,356 1,215 (141) (11.6%) 3,392 3,392 0 0.0% The YTD variance is due to staff vacancies partially offset by spend on agency staff and timing differences with payments to third parties. The forecast overspend is due to current commitments for residential placements and the use of agency staff in assessment and care management. Head of Acute and Complex Care Physical Disability 1,437 1,470 33 2.2% 3,240 3,240 0 0.0% The YTD variance is outwith reporting criteria. The forecast variance is due to demand for residential placements. 7,461 7,323 (138) (15.7%) 21,663 21,663 0 0.0% Head of Children & Families Child Protection 1,887 1,908 21 1.1% 3,827 3,827 0 0.0% The YTD and forecast variances are outwith reporting criteria Head of Children & Families Children with a Disability 483 471 (12) (2.6%) 1,083 1,083 0 0.0% The YTD and forecast variances are outwith reporting criteria Head of Children & Families Criminal Justice 29 22 (7) (31.8%) 272 272 0 0.0% The YTD variance is due to timing differences on government grant income. The forecast variance is outwith reporting criteria. Head of Children & Families Looked After Children 4,781 4,193 (588) (14.0%) 7,605 7,605 0 0.0% The YTD variance is due to timing differences on third party payments and the forecast variance is due to demand for residential placements partially offset by forecast underspends in adoption and fostering. Head of Children & Families Management & Central Costs 1,906 2,007 101 5.0% 4,084 4,084 0 0.0% The YTD variance is due to timing differences on third party payments and income from health boards and other bodies. The forecast variance is due to vacant posts in the integrated care area teams and forecast underspends in third party payments. 9,086 8,601 (485) (5.6%) 16,871 16,871 0 0.0% GRAND TOTAL 37,724 37,355 (369) (1.0%) 81,945 81,945 0 0.0% Page 51
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SOCIAL WORK – OBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 YTD is year to date and represents the actual or budgeted expenditure and income for the financial year so far. Forecast Outturn is the estimate now of what expenditure or income will be for the whole of the financial year. The Variance is the difference between budget and actual or forecast outturn. A positive variance is when actual or forecast expenditure is less than budget or actual or forecast income is more than budget. A negative variance is shown in brackets and is when actual or forecast expenditure is more than budget or actual or forecast income is less than budget. An explanation is given for any variance which exceeds £50,000 or 10%. Page 52
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SOCIAL WORK – SUBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 Subjective Category YTD Actual £000 YTD Budget £000 YTD Variance £000 % Variance Annual Budget £000 Forecast Outturn £000 Forecast Variance £000 % Variance Explanation Employee 20,754 19,100 (1,654) (8.7%) 36,611 36,611 0 0.0% Both the YTD and forecast underspends are due to staff vacancies across HSCP partially offset by the use of agency staff. Premises 808 522 (286) (54.8%) 1,644 1,644 0 0.0% The YTD and forecast overspends are due to unbudgeted property maintenance and refuse collection costs within our Care Homes. Supplies & Services 1,052 826 (226) (27.4%) 783 783 0 0.0% The YTD and forecast overspend are largely due to a re-profiling of savings options that will no longer be achieved this financial year. Transport 480 409 (71) (17.4%) 684 684 0 0.0% The YTD variance is due to increased costs of pool cars within the care at home service area. The forecast variance is outwith reporting criteria. Third Party 35,226 35,896 670 1.9% 69,641 69,641 0 0.0% The YTD and forecast variance are due to demand for purchased care services across both Childrens and Adult Services. Income (20,596) (19,398) 1,198 (6.2%) (27,418) (27,418) 0 0.0% The YTD variance is due to timing difference in re-charges to health boards and forecast variance is due to profiling of reserves drawdowns. Totals 37,724 37,355 (369) (1.0%) 81,945 81,945 0 0.0% Page 53
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SOCIAL WORK – SUBJECTIVE SUMMARY AS AT 31 OCTOBER 2025 YTD is year to date and represents the actual or budgeted expenditure and income for the financial year so far. Forecast Outturn is the estimate now of what expenditure or income will be for the whole of the financial year. The Variance is the difference between budget and actual or forecast outturn. A positive variance is when actual or forecast expenditure is less than budget or actual or forecast income is more than budget. A negative variance is shown in brackets and is when actual or forecast expenditure is more than budget or actual or forecast income is less than budget. An explanation is given for any variance which exceeds £50,000 or 10%. Page 54
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MONITORING OF BUDGET SAVINGS OPTIONS APPROVED FEBRUARY 2025 Appendix 3 POSITION AS AT 31 OCTOBER 2025 2025-26 2025-26 2026-27 2026-27 Future Years Future Years £000 FTE £000 FTE £000 FTE EDU 001 25/26 Executive Director Douglas Hendry Education Services Education Services Education Service are about to commence a review of the service, in a similar way to Roads and Infrastructure. The savings figure represents a target level of savings for Year 1 only at this stage, as the review progresses, further savings will be identified. 200 0.0 200 0.0 200 0.0 On Track to be Delivered LRS 003 25/26 Executive Director Douglas Hendry Governance Governance Following a review of the Governance Team it is proposed to take advantage of a retirement within the team to re- structure. The revised team structure will allow for better use of available resource and ensure that key priority areas service levels are maintained. 33 2.0 44 2.0 44 2.0 Delivered LA 001 25/26 Executive Director Douglas Hendry Live Argyll Live Argyll 10% cut to Live Argyll Management Fee - savings options to deliver this level of saving will be determined by the Live Argyll Board. 0 0.0 311 tbc 311 tbc On Track to be Delivered CS 001 25/26 Executive Director Douglas Hendry Community Sport Community Sport Removal of payments to Camanachd Association and Scottish Rugby at £10,000 each. 0 0.0 20 0.0 20 0.0 On Track to be Delivered CS 002 25/26 Executive Director Douglas Hendry Council Catering Service Council Catering Service Over the last year the department has been revising delivery models to increase efficiency and effectiveness of the service and are able to reduce the budget as a result of this. 50 0.0 50 0.0 50 0.0 Delivered CS 003 25/26 Executive Director Douglas Hendry Property Services Property Services Condition Surveys - due to favourable market conditions and the frequency to undertake the condition surveys a one-off saving of £50k can be made in 2025/26. 50 0.0 0 0.0 0 0.0 Delivered LRS 001 25/26 Executive Director Douglas Hendry Schools Contracts - NPDO/DBFM Schools Contracts - NPDO/DBFM 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 going forward. 108 0.0 108 0.0 108 0.0 Delivered LRS 002 25/26 Executive Director Douglas Hendry Elections Elections The annual budget for elections of £36,751 covers the running costs of the election office £4,848 with the balance of £31,903 being available to fund by-elections for the Council and Community Councils. Given that these are unpredictable and as such outwith our control it is proposed that this is treated as a centrally funded cost pressure going forward with the budget of £31,903 being removed from the core budget. 32 0.0 32 0.0 32 0.0 Delivered FS 001 25/26 Executive Director Kirsty Flanagan Financial Services Financial Services Increase in Agency Income from Scottish Water and a reduction in supplies and services budgets following a review. 51 0.0 51 0.0 51 0.0 On Track to be Delivered Template Ref Department Service Service Delivery Area Savings Option Status of Implementation Page 55
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2025-26 2025-26 2026-27 2026-27 Future Years Future Years £000 FTE £000 FTE £000 FTE Template Ref Department Service Service Delivery Area Savings Option Status of Implementation DEG 001 25/26 Executive Director Kirsty Flanagan Development Policy Development Policy Re-organisation of the service and the posts therein that carry out specific functions creating a better structure for the future. 44 1.0 44 1.0 44 1.0 On Track to be Delivered DEG 002 25/26 Executive Director Kirsty Flanagan Development Projects (Planning) Development Projects (Planning) Introduction of new charges for returned applications, retrospective planning applications and discharge of planning conditions/confirmation of compliance. For future years assumed increase income as a result of SG review of statutory planning fees. 45 0.0 45 0.0 145 0.0 On Track to be Delivered RIS 001 25/26 Executive Director Kirsty Flanagan Roads and Infrastructure Services Roads and Infrastructure Services A review of Roads and Infrastructure is currently being carried out. Stage 1 was reported to EDI in June 2024 and Stage 3-4 are progressing. Savings are expected to be identified and Members will be asked to agree each saving option when it is identified. The savings figure represents a target level of savings. 300 tbc 800 tbc 800 tbc On Track to be Delivered RIS 002 25/26 Executive Director Kirsty Flanagan Commercial Waste Commercial Waste A high level review of self-catering units has highlighted that some do not have commercial waste contracts. A further more detailed review will be carried out but it is anticipated that there is additional income that can be budgeted for. This saving will be monitored and reported during the year. 700 0.0 700 0.0 700 0.0 On Track to be Delivered CW 001 25/26 Non Departmental Council Wide Council Wide Following a review of some supplies and services budgets, there are a number of small efficiencies that can be made within various cost centres will limited impact. 47 0.0 49 0.0 88 0.0 On Track to be Delivered CPD 001 25/26 Chief Executive's Unit Community Planning and Development Community Planning and Development Staffing efficiencies through workforce planning and service re- shaping to better meet needs from communities on assets and funding. 38 1.0 63 1.0 63 1.0 Delivered Loans FundFunding Loans Fund Loans Fund A detailed review of the loans fund will be undertaken, however, it is anticipated that a one-off saving of at least £0.500m will be achievable within 2024-25 that could be earmarked and used to balance the 2025-26 budget. The saving is a result of slippage in the capital programme and a better return on interest rate estimates. 500 0.0 0 0.0 0 0.0 Delivered Funding Funding Funding Funding After the Council set its 2024/25 budget, the SG allocated the Island Cost Crisis Funding that was to be used to support increasing service costs in islands. As our budget was already set, this funding was set aside and can be carried forward and used to help balance the 2025/26 budget on a one-off basis. 564 0.0 0 0.0 0 0.0 Delivered TOTAL 2,762 4.0 2,517 4.0 2,656 4.0 Page 56
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ARGYLL AND BUTE COUNCIL POLICY AND RESOURCES COMMITTEE FINANCIAL SERVICES 4 DECEMBER 2025 CAPITAL PLAN MONITORING REPORT - 2025-26 QUARTER 2 1.0 EXECUTIVE SUMMARY 1.1 This report provides an update on financial performance and the delivery of capital projects against the approved Capital Plan budget resources and timescales as at Quarter 2, 30 September 2025. 1.2 A number of budget changes totalling £1.852m are proposed, reflecting previously approved investment in respect of the Education ASN Review (£1.255m) and Mull Joint Campus (£0.434m); and available resources in respect of the TIF Oban Airport Project (£0.163m). 1.3 Financial Position: • Capital Plan Budget – Approved gross expenditure totals £212.124m, while income totals £12.263m, resulting in approved net expenditure of £199.861m, to be incurred across 2025-26 and future years. • Capital Plan Forecast – Forecast gross expenditure totals £212.297m, compared to an approved budget of £212.124m, giving rise to a forecast overspend of £0.173m (0.1%) across 2025-26 and future years. Forecast income is in line with budget at £12.263m. • 2025-26 Actual To Date – Actual gross expenditure of £24.298m has been incurred in the year to date, representing 31.8% of the £76.308m gross expenditure forecast for the year. No project specific income has been received in the year to date. 1.4 Physical Delivery: • Asset Sustainability – Of the 84 projects, there are currently 83 projects (99%) on track and 1 project off track. • Service Development - Of the 26 projects, there are currently 25 projects (96%) on track and 1 project off track. • Strategic Change – Of the 16 projects, there are currently 15 projects (94%) on track and 1 project off track. 1.5 There are a number of known risks, specifically related to the Capital Plan, which may impact delivery within available resources and target timescales. The monitoring and review of risks will be undertaken on an ongoing basis throughout the year. Page 57
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ARGYLL AND BUTE COUNCIL POLICY AND RESOURCES COMMITTEE FINANCIAL SERVICES 4 DECEMBER 2025 CAPITAL PLAN MONITORING REPORT – 2025-26 QUARTER 2 2.0 INTRODUCTION 2.1 This monitoring report provides an update on financial performance and the delivery of capital projects against the approved Capital Plan budget resources and timescales as at Quarter 2, 30 September 2025. The report reflects proper accounting practice, and is based on information contained within the council’s financial systems, estimation techniques and the professional judgement of council officers. 2.2 A key function of the council’s treasury management service is the funding of the authority’s capital investment plans. The Capital Plan provides a guide to the borrowing need of the authority, essentially informing longer-term cash flow planning. The CIPFA Code of Practice on Treasury Management (the Code) and regulatory environment requires governance reporting on treasury management to be undertaken on a quarterly basis. In line with this guidance, the responsibility for the monitoring and scrutiny of treasury management activities, strategy and policies is delegated to the Audit and Scrutiny Committee. The Code also requires full Council to receive a Treasury Management Strategy, Mid-year Review and Annual Report. The Capital Plan Monitoring report is also prepared on a quarterly basis, in order to support treasury governance reporting requirements. 2.3 The report compares the forecast expenditure with the approved budget for each project within the plan and provides a profile of forecast expenditure over 2025- 26 and future years. Details of actual expenditure incurred and project specific income received during 2025-26 to date are also provided. 3.0 RECOMMENDATIONS 3.1 It is recommended that the Policy and Resources Committee note the contents of this report and approve the proposed budget changes to the Capital Plan, as detailed within section 4. 4.0 BUDGET CHANGES 4.1 Previously Approved Budget Changes There is a requirement to increase project gross expenditure by £1.689m to reflect previously approved capital investment, funded from within the current funding framework, including existing earmarked reserves, as outlined in the table below. Project Service Category 2025-26 £000 ASN Review EDU Asset Sustainability 1,255 Mull Joint Campus EDU Strategic Change 434 Total 1,689 Page 58
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4.2 Proposed Budget Changes There is a requirement to increase project gross expenditure by £0.163m to reflect the cost of preliminary works, funded from Tax Increment Financing (TIF) resources, as outlined in the table below. Project Service Category 2025-26 £000 Oban Airport Business Park DEG Strategic Change 163 Total 163 4.3 The following budget virements between individual projects are requested to manage project costs within overall available resources and in accordance with council priorities: Budget Virement From Budget Virement To Amount £000 Explanation Server Sustainability Telecomms Network 15 Reprioritisation of IT Block Allocation resources to manage Telecomms Network requirements within available resources. Coastal Protection Bute Sea Wall Repairs 100 Reprioritisation of RIS Block Allocation resources to manage increased costs of Bute Sea Wall repairs, with tender submissions higher than assumed within the original budget allocation. Total 115 4.4 Summary The revised approved Capital Plan gross expenditure budget, excluding spend incurred in prior years and reflecting the proposed changes outlined above, totals £212.124m, while project specific income on this basis totals £12.263m. This gives revised approved net expenditure on capital plan projects under completion, excluding net expenditure incurred in prior years, of £199.861m 4.5 The revised approved gross expenditure budget for individual capital projects within the plan is outlined within Appendix 1, whilst project specific income is outlined within Appendix 2. This also includes details of the forecast spend, profiled across 2025-26 and future years, in comparison to the approved project budgets; together with actual spend to date. 5.0 CAPITAL FINANCING 5.1 There is an overall funding framework in place to finance the Capital Plan net expenditure, comprising the following: • General Capital Grant; • General Capital Receipts from Asset Sales; • Capital Financed from Current Revenue; and • Borrowing. Page 59
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5.2 There is a rolling 3 year target for capital receipts from asset sales, forming part of the overall funding framework for the 2025-28 Capital Plan. The level of receipts that may reasonably be achieved over the 3 years 2025-28 totals £1.750m, profiled £0.750m 2025-26 and £0.500m across each of the years 2026-27 and 2027-28. Receipts of £0.938m have been received to date in 2025- 26. Updated forecasts for 2025-26 and future years will be provided in future capital monitoring reports. 5.3 The ongoing monitoring of the Capital Plan and the impact on borrowing is reported as part of the Treasury Management reporting requirements to the Audit and Scrutiny Committee and Council throughout the year. For example, any slippage in planned capital expenditure from 2025-26 into future years will have an impact on the council’s forecast borrowing requirements. 5.4 The annual debt charges arising from borrowing require to be managed within available revenue resources. This includes reserve balances earmarked for capital projects and additional revenue income related to prudential borrowing projects, such as the Harbour Investment Programme, and Tax Increment Financing (TIF). 5.5 The Section 95 Officer will take a strategic approach to manage the impact of capital investment on the council’s revenue budget, including the use of earmarked reserves, to ensure that capital investment is affordable, prudent and sustainable. 6.0 SPEND PROFILE 6.1 The profile of forecast expenditure across 2025-26, 2026-27 and future years continues to be reviewed and updated throughout the year, with an explanation of movements reported to committee. This is expected to include project slippage from 2025-26 and 2026-27 into 2026-27 and future years, and potentially acceleration from 2026-27 and future years into 2025-26 and 2026- 27. 6.2 Forecast gross expenditure and project specific income have been profiled across 2025-26, 2026-27 and future years. This takes account of the budget changes outlined within Section 4. The resulting forecast gross expenditure profile as at Quarter 2 is £76.308m 2025-26, £64.467m 2026-27 and £71.522m future years, while forecast project specific income is profiled £12.263m 2025- 26. 6.3 The table below provides a summary of the movements from the previously reported position as at Quarter 1 2025-26. More detailed explanations of re- profiling in respect of project slippage are provided within Appendix 3. Forecast Gross Expenditure 2025-26 2026-27 Future Years Total £000 £000 £000 £000 Qu.1 Profile 75,384 63,546 71,522 210,452 Qu.2 Budget Changes 1,852 0 0 0 Variance Movement (7) 0 0 0 Re-profiling (921) 921 0 0 Qu.2 Profile 76,308 64,467 71,522 212,297 Page 60
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7.0 SUMMARY FINANCIAL POSITION 7.1 Actual gross expenditure of £24.298m has been incurred during the year to Quarter 2 2025-26, representing 31.8% of the £76.308m gross expenditure forecast for the year. There has been no actual project specific income received in the year to date in respect of the £12.263m forecast for 2025-26. 7.2 The forecast gross expenditure on the Capital Plan across 2025-26 and future years totals £212.297m, compared to an approved budget, excluding prior year spend, of £212.124m, giving rise to a forecast overspend for the overall capital plan of £0.173m (0.1%). Forecast income is in line with budget at £12.263m. This gives forecast net expenditure of £200.034m, against a comparable approved budget of £199.861m. 7.3 The following table provides a comparison of the forecast gross expenditure across 2025-26 and future years with the approved Capital Plan budget, by project type and across services. The forecast variance comprises an overspend of £125k in respect of Lochgilphead Depot Rationalisation, together with a number of variances across specific projects, individually less than £50k. There are currently no variances in respect of project specific income to be reported. Project Type: Capital Plan Budget £000 Forecast Outturn £000 Variance (Over)/ Under £000 Asset Sustainability 51,341 51,341 0 Service Development 10,017 10,162 (145) Strategic Change 150,766 150,794 (28) Total 212,124 212,297 (173) Service: Central - Storm Provision 900 900 0 CHORD 22,016 22,016 0 Development & Economic Growth 6,377 6,425 (48) Education 11,113 11,113 0 Health & Social Care Partnership 2,935 2.935 0 ICT 2,537 2,537 0 Live Argyll 1,470 1,470 0 Roads & Infrastructure 158,928 159,053 (125) Shared Offices 5,848 5,848 0 Total 212,124 212,297 (173) 8.0 STRATEGIC CHANGE PROJECTS 8.1 Detailed information in respect of the Strategic Change Projects within the Capital Plan is provided within Appendix 4. For each project, this gives details of the forecast spend against the approved budget; the start and anticipated completion date; and an assessment of risk, using a RAG status. Where the RAG status of a project is not Green, an explanation is provided. 9.0 CAPITAL PLAN DELIVERY Page 61
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9.1 There are a total of 126 projects within the overall Capital Plan. Of this total, 123 or 98% are Complete or On Track, and 3 are Off Track or Experiencing Problems. 9.2 The table below provides a summary of the delivery status of the projects within the Capital Plan by project type and across services. Project Type: Complete/ On Track Off Track/ Recoverable Off Track/ Problem Total Asset Sustainability 83 0 1 84 Service Development 25 0 1 26 Strategic Change 15 0 1 16 Total 123 0 3 126 Service: ICT 3 0 0 3 Education 11 0 0 12 Live Argyll 11 0 0 11 HSCP 19 0 0 19 Shared Offices 18 0 0 18 Roads & Infrastructure 37 0 3 40 Dev & Economic Growth 20 0 0 20 CHORD 4 0 0 4 Total 123 0 3 126 9.3 Details of the projects currently designated as ‘Off Track’ are summarised in the table below. Project Type Project Title What is Off Track? Explanation RIS - Asset Sustainabili ty Environmen tal Projects Progress on delivery Slippage from 2025-26 into 2026-27. RIS - Service Developme nt Lochgilphea d Depot Rationalisati on Total forecast spend There is a forecast overspend of £125k overall. The additional costs are associated with the removal and replacement of Bishopton Road Depot with a temporary structure after the building became dangerous. Overspend relates to previous years costs, mainly year end design and property recharges, as well as some late invoices. This overspend is being addressed at the Depot Rationalisation Board. RIS – Strategic Change Campbelto wn Flood Scheme Progress on delivery Slippage from 2025-26 into 2026-27. Page 62
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10.0 CAPITAL PLAN RISKS 10.1 The council’s funding bid to the Scottish Government’s Learning Estate Investment Programme (LEIP) for a new school campus on Mull was successful. While this is good news and will provide welcome investment in the school estate, it will not meet the full cost of the project. The funding gap requires to be met by the council and presents a financial pressure. The Scottish Government will fund up to 50% of eligible costs, with the balance of circa. £20m to be funded by the council. 10.2 At the budget meeting in February 2024, £1.1m of funding was set aside as an initial high level estimate of works anticipated to be required at the A816 Bealach Mor to convert the temporary road, put in place following the October 2023 landslip, into a permanent road. An options study as now been carried out to explore a number of options for this stretch of road going forward. A report will be presented to EDI in September 2025 outlining 9 options, which have been shortlisted to 4 at this stage. The preferred option cost estimate is significantly higher than the budget set aside in February 2024, estimated to be between £7.25m and £8.5m. Further work is required to develop a business case options appraisal and we would look to get independent design and project management consultants to take this forward. Once we have firmer proposals, this will be reported to Council and consideration will need to be given as to how the shortfall will be funded. 10.3 The capital programme is continuing to see significant price increases, as well as supply chain disruptions, due to the impact of world events on the global economy, inflationary increases and additional costs from suppliers, due to the challenges in delivering capital projects within our geographical location. In recent years, additional funding has been allocated to capital projects to deal with these cost pressures, which has mitigated the impact to date. However, there remains a financial risk in respect of projects, where contracts have yet to be entered into. 10.4 The continued impact on worldwide supply chains may also impact delivery timescales. It will be challenging to manage these impacts within available resources and target completion timescales. Mitigating actions will be taken to manage financial risk, for example, re-profiling, project re-design, re-engineering or curtailment, and the re-prioritisation of uncommitted resources across the programme. However, there remains a risk that it will not be possible to manage potential increased costs within the approved capital resources. 10.5 The funding framework for the approved Capital Plan includes an assumed level of capital receipts from asset sales. Whilst the target of £0.750m for the current financial year has been achieved, future years remain subject to assets being made available for sale and changing market conditions. The level of receipts that may reasonably be achieved will be kept under review, to reflect changing market conditions and due diligence undertaken on asset condition. 11.0 IMPLICATIONS 11.1 Policy Monitors progress against the Capital Plan. 11.2 Financial Monitors financial performance on delivery of the Capital Plan. Page 63
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Kirsty Flanagan Executive Director / Section 95 Officer 31 October 2025 Policy Lead for Finance and Commercial Services – Councillor Ross APPENDICES: Appendix 1 – Capital Plan Monitoring – Gross Expenditure Appendix 2 – Capital Plan Monitoring – Project Income Appendix 3 – Re-profiling of Forecast Spend Appendix 4 – Strategic Change Projects For further information contact: Carolyn Earl, Interim Head of Financial Services carolyn.earl@argyll-bute.gov.uk 11.3 Legal Highlights where available funding may not address all Statutory and Regulatory requirements in relation to Health and Safety. 11.4 HR Available funding may have an impact on the sustainability of the Property Design Team and Infrastructure Design Team. 11.5 Customer Service None 11.6 Risk There are risks to the delivery of the Capital Plan within available resources and delivery timescales and these continue to be monitored and reviewed, as outlined in the report. 11.7 Climate Change The Council is committed to addressing climate change via delivery of projects within the Capital Plan. 11.8 Fairer Scotland Duty None 11.9 Equalities – protected characteristics None 11.10 Consumer Duty None 11.11 Island Communities None 11.12 Children’s Rights and Wellbeing None Page 64
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Argyll and Bute Council Appendix 1 Capital Plan Monitoring Report as at Quarter 2 2025-26 Gross Expenditure Original Budget Budget Changes Revised Budget Forecast Outturn Variance (Over) /Under Budget Prior Years Actual 2025-26 2026-27 Future Years Total Capital Plan Prior Years Actual 2025-26 to Quarter 2 Total Service Category Project Title £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 Central Asset Sustainability Central Storm Provision - 900 900 900 - - 900 - - 900 - - - Asset Sustainability Total - 900 900 900 - - 900 - - 900 - - - Central Total - 900 900 900 - - 900 - - 900 - - - CHORD Strategic Change CHORD - Dunoon 19 - 19 19 - - 19 - - 19 - - - CHORD - Helensburgh -Public Realm Imprv 25 - 25 25 - 3 22 - - 25 3 3 6 CHORD - Oban 629 - 629 629 - - 629 - - 629 - 53 53 CHORD - Rothesay 45,414 - 45,414 45,414 - 25,337 8,554 11,523 - 45,414 25,337 2,990 28,327 Helensburgh Waterfront Development 443 - 443 443 - - 443 - - 443 - 733 733 HWD - FFE 350 - 350 350 - 316 34 - - 350 316 - 316 Kilmory Business Park Phase 2AA 1,121 26 1,147 1,147 - 355 774 18 - 1,147 355 256 611 Strategic Change Total 48,001 26 48,027 48,027 - 26,011 10,475 11,541 - 48,027 26,011 4,035 30,046 CHORD Total 48,001 26 48,027 48,027 - 26,011 10,475 11,541 - 48,027 26,011 4,035 30,046 DEG Service Development Albert Pier Demolition - Crown Estate Funding - 40 40 40 - 2 38 - - 40 2 28 30 Ardrishaig North Active Travel 880 - 880 880 - 917 37- - - 880 917 63- 854 Arinagour, Coll - Site Investigation 90 - 90 110 20- 110 - - - 110 110 - 110 Cycleways - H&L (FSPT) 3,402 - 3,402 3,402 - 3,113 289 - - 3,402 3,113 - 3,113 Dunoon Cycle Bothy 662 - 662 662 - 592 70 - - 662 592 10 602 Dunoon STEM Hub 2,513 - 2,513 2,513 - 150 613 1,750 - 2,513 150 22 172 Gibraltar Street Public Realm Improvements 250 - 250 250 - 248 2 - - 250 248 - 248 Glenmorag Car Park PC 4 - 4 4 - 4 - - - 4 4 - 4 Helensburgh Public Realm - Arts Strategy Fund 53 - 53 53 - 4 49 - - 53 4 - 4 Hermitage Park 26 - 26 26 - - 26 - - 26 - - - Nature Restoration Fund 1,244 - 1,244 1,244 - 26 1,218 - - 1,244 26 160 186 Rural Growth Deal 1,319 - 1,319 1,319 - 698 621 - - 1,319 698 595 1,293 Safe Streets, Walking and Cycling (CWSS) 4,161 - 4,161 4,161 - 3,411 750 - - 4,161 3,411 - 3,411 SPT - bus infrastructure 1,430 - 1,430 1,430 - 1,405 25 - - 1,430 1,405 - 1,405 Tier 1 Active Travel Route Design and Planning 93 - 93 93 - 103 10- - - 93 103 2- 101 Town Centre Funds 4,190 - 4,190 4,190 - 4,134 56 - - 4,190 4,134 173- 3,961 Service Development Total 20,317 40 20,357 20,377 20- 14,917 3,710 1,750 - 20,377 14,917 577 15,494 Strategic Change 01 TIF - Lorn/Kirk Road 1 - 1 1 - - 1 - - 1 - - - 09 TIF - Oban Airport Business Park 987 384 1,371 1,371 - 996 375 - - 1,371 996 375 1,371 Oban Business Park - Buliding Costs (Not TIF Funded) - - - 28 28- 13 15 - - 28 13 15 28 TIF - Halfway House Roundabout 640 - 640 640 - 66 574 - - 640 66 - 66 Strategic Change Total 1,628 384 2,012 2,040 28- 1,075 965 - - 2,040 1,075 390 1,465 DEG Total 21,945 424 22,369 22,417 48- 15,992 4,675 1,750 - 22,417 15,992 967 16,959 Education Asset Sustainability Block Allocation - Education 2,266 1,988 4,254 4,254 - - 278 1,988 1,988 4,254 - - - Digital Inclusion 20-21 9 - 9 9 - - 9 - - 9 - - - Free School Meals 454 - 454 454 - - 454 - - 454 - 115 115 Preliminary RAAC Investigation 1,175 - 1,175 1,175 - - 1,175 - - 1,175 - 1,391 1,391 Primary Schools 2,237 628 2,865 2,865 - - 2,865 - - 2,865 - 2,292 2,292 Secondary Schools 260 627 887 887 - - 887 - - 887 - 474 474 Asset Sustainability Total 6,401 3,243 9,644 9,644 - - 5,668 1,988 1,988 9,644 - 4,272 4,272 Service Development Bowmore Primary School - Gaelic Medium Grant 47 - 47 47 - 16 31 - - 47 16 - 16 CO2 Monitoring - Covid Mitigation in Schools 192 - 192 192 - 79 113 - - 192 79 - 79 Early Learning and Childcare - 1140 Hours 8,017 - 8,017 8,017 - 7,836 181 - - 8,017 7,836 7 7,843 Service Development Total 8,256 - 8,256 8,256 - 7,931 325 - - 8,256 7,931 7 7,938 Strategic Change Campbeltown Schools Redevelopment 38 - 38 38 - - 38 - - 38 - - - Dunoon Primary School 232 - 232 232 - - 232 - - 232 - - - Kirn Primary School 34 - 34 34 - - 34 - - 34 - - - Mull Joint Campus 208 434 642 642 - 208 434 - - 642 208 303 511 Replacement of Oban High School 406 - 406 406 - - 406 - - 406 - - - Strategic Change Total 918 434 1,352 1,352 - 208 1,144 - - 1,352 208 303 511 Education Total 15,575 3,677 19,252 19,252 - 8,139 7,137 1,988 1,988 19,252 8,139 4,582 12,721 HSCP Asset Sustainability Ardfenaig - - - - - - - - - - - 34 34 Block Allocation - HSCP - 382 382 382 - - - - 382 382 - - - Capital Property Works 9 - 9 9 - - 9 - - 9 - - - Eadar Glinn 28 - 28 28 - - 28 - - 28 - 4 4 Approved Plan Budget v Forecast Gross Expenditure Forecast Outturn Profile Actual Gross Expenditure Page 65
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Argyll and Bute Council Appendix 1 Capital Plan Monitoring Report as at Quarter 2 2025-26 Gross Expenditure Original Budget Budget Changes Revised Budget Forecast Outturn Variance (Over) /Under Budget Prior Years Actual 2025-26 2026-27 Future Years Total Capital Plan Prior Years Actual 2025-26 to Quarter 2 Total Service Category Project Title £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 Approved Plan Budget v Forecast Gross Expenditure Forecast Outturn Profile Actual Gross Expenditure Glencruitten Hostel 30 - 30 30 - - 30 - - 30 - 115 115 Greenwood/Woodlands 15 - 15 15 - - 15 - - 15 - 16 16 East King Street 1 - 1 1 - - 1 - - 1 - 1 1 Kintyre Care Home 617 - 617 617 - - 617 - - 617 - 64 64 Lorn Resource Centre - - - 40 Shellach View 23 - 23 23 - - 23 - - 23 - 23 23 Struan Lodge Boiler 651 - 651 651 - - 651 - - 651 - 5 5 Thomson Home Rothesay 761 - 761 761 - - 761 - - 761 - 33 33 Tigh An Rudha HFE 389 - 389 389 - - 389 - - 389 - 134 134 Asset Sustainability Total 2,524 382 2,906 2,906 - - 2,524 - 382 2,906 - 469 469 Service Development Dunclutha Childrens Home 29 - 29 29 - - 29 - - 29 - - - Service Development Total 29 - 29 29 - - 29 - - 29 - - - HSCP Total 2,553 382 2,935 2,935 - - 2,553 - 382 2,935 - 469 469 ICT Asset Sustainability Block Allocation - ICT 820 688 1,508 1,508 - - - 820 688 1,508 - - - PC Replacement 664 - 664 664 - - 664 - - 664 - 551 551 Server Sustainability 193 15- 178 178 - - 178 - - 178 - 178 178 Telecomms Network 101 86 187 187 - - 187 - - 187 - 96 96 Asset Sustainability Total 1,778 759 2,537 2,537 - - 1,029 820 688 2,537 - 825 825 ICT Total 1,778 759 2,537 2,537 - - 1,029 820 688 2,537 - 825 825 Live Argyll Asset Sustainability Aqualibrium 54 - 54 54 - - 54 - - 54 - 7 7 Block Allocation - Live Argyll 394 382 776 776 - - 12 382 382 776 - - - Corran Halls Gaelic Centre 105 - 105 105 - - 19 86 - 105 - 4 4 Lochgilphead Community Ed Centre 34 - 34 34 - - 34 - - 34 - 1 1 Queen's Hall - Legionella Works 4 - 4 4 - - 4 - - 4 - 4 4 Riverside Leisure Centre 13 305 318 318 - - 318 - - 318 - 7 7 Rothesay Swimming Pool 91 - 91 91 - - 91 - - 91 - 24 24 The Moat Centre 21 - 21 21 - - 21 - - 21 - 16 16 Victoria Halls, Helensburgh 3 - 3 3 - - 3 - - 3 - 3 3 Asset Sustainability Total 719 687 1,406 1,406 - - 556 468 382 1,406 - 66 66 Service Development Riverside Leisure Centre Refurbishment 43 - 43 43 - - 43 - - 43 - 43 43 Service Development Total 43 - 43 43 - - 43 - - 43 - 43 43 Strategic Change Carbon Management 50 - 50 50 - 29 21 - - 50 29 - 29 Strategic Change Total 50 - 50 50 - 29 21 - - 50 29 - 29 Live Argyll Total 812 687 1,499 1,499 - 29 620 468 382 1,499 29 109 138 RIS Asset Sustainability Block Allocation - RIS 3,601 3,823 7,424 7,424 - - 222- 3,823 3,823 7,424 - - - Bridge Strengthening 1,516 - 1,516 1,516 - - 708 808 - 1,516 - 399 399 Bute Sea Wall Repairs 522 100 622 622 - - 522 - - 522 - 89 89 Claonaig Landslip 12- 12 - - - - - - - - - 35- 35- Coastal Change Adaptation 246 250 496 496 - - 246 250 - 496 - 24 24 Coastal Change Adaptation - Case Study - Inverlussa, Jura - 50 50 50 - - 50 - - 50 - 3 3 Coastal Change Adaptation - Case Study - Laggan Bay, Isla - 50 50 50 - - 50 - - 50 - 3 3 Coastal Change Adaptation - Case Study - Tiree - 60 60 60 - - 60 - - 60 - 4 4 Coastal Protection 694 100- 594 594 - - 694 - - 694 - 9 9 Environmental Projects 688 - 688 688 - - 91 597 - 688 - 1 1 EV Quick Chargers 31 - 31 31 - - 31 - - 31 - 4 4 Flood Prevention 437 156 593 593 - - 437 - 156 593 - 55 55 Footway Improvements 97 - 97 97 - - 97 - - 97 - - - Gartbreck - Capping 42- 42 - - - - - - - - - - - Glengorm - Cell and Transfer Station (PB) 249 - 249 249 - - 249 - - 249 - 30 30 Helensburgh CHORD - Signage etc 10 - 10 10 - - 10 - - 10 - - - Helensburgh Flood Mitigation 427 - 427 427 - - 427 - - 427 - - - Investment in Active Travel 200 - 200 200 - - 200 - - 200 - - - Lighting 320 - 320 320 - - 320 - - 320 - 4 4 Local Bridge Maintenance Fund 4,733 - 4,733 4,733 - - 389 4,344 - 4,733 - 87 87 Play Park Renewal 917 - 917 917 - - 917 - - 917 - 226 226 POPs Waste 86 - 86 86 - - 86 - - 86 - - - Public Convenience Upgrades 149 - 149 149 - - 149 - - 149 - 1 1 Page 66
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Argyll and Bute Council Appendix 1 Capital Plan Monitoring Report as at Quarter 2 2025-26 Gross Expenditure Original Budget Budget Changes Revised Budget Forecast Outturn Variance (Over) /Under Budget Prior Years Actual 2025-26 2026-27 Future Years Total Capital Plan Prior Years Actual 2025-26 to Quarter 2 Total Service Category Project Title £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 Approved Plan Budget v Forecast Gross Expenditure Forecast Outturn Profile Actual Gross Expenditure Roads Reconstruction 2,527 8,000 10,527 10,527 - - 10,527 - - 10,527 - 3,322 3,322 Roads Reconstruction - Helensburgh CHORD 37 - 37 37 - - 37 - - 37 - - - Roads Reconstruction - Oban CHORD 3 - 3 3 - - 3 - - 3 - - - Roads Safety and Improvement Fund 60 - 60 60 - - 60 - - 60 - 1 1 Tobermory Car Park 96 - 96 96 - - 96 - - 96 - - - Asset Sustainability Total 17,592 12,443 30,035 30,035 - - 16,234 9,822 3,979 30,035 - 4,227 4,227 Service Development Depot Rationalisation 10 - 10 10 - - 10 - - 10 - - - EV Infrastructure Fund 56 - 56 56 - 19 37 - - 56 19 11 30 Fleet Management 258 - 258 258 - - 258 - - 258 - - - Fleet Management - Prudential Borrowing 773 - 773 773 - - 773 - - 773 - 205 205 Jackson's Quarry Refurbishment 285 - 285 285 - 285 - - - 285 285 - 285 Lismore Ferry Replacement 35 - 35 35 - - 35 - - 35 - - - Lochgilphead Depot Rationalisation 269 - 269 394 125- 394 - - - 394 394 12 406 Oban Depot Development 37- 37 - - - - - - - - - 2 2 Preliminary design for Regional Transport projects (tif) 16 - 16 16 - - 16 - - 16 - - - Weather Incident 4,634 - 4,634 4,634 - 2,287 2,347 - - 4,634 2,287 553 2,840 Zero Waste Scotland - Recycling Improvement Fund 63 829 892 892 - 63 829 - - 892 63 95 158 Service Development Total 6,362 866 7,228 7,353 125- 3,048 4,305 - - 7,353 3,048 878 3,926 Strategic Change Campbeltown Flood Scheme 15,939 - 15,939 15,939 - 14,986 242 711 - 15,939 14,986 11 14,997 Harbour Investment Programme Non PB 53 - 53 53 - - 53 - - 53 - - - Harbour Investment Programme PB 143,046 - 143,046 143,046 - 19,896 22,729 36,700 63,721 143,046 19,896 7,758 27,654 Street Lighting LED Replacement 3,900 - 3,900 3,900 - 3,343 557 - - 3,900 3,343 4 3,347 Strategic Change Total 162,938 - 162,938 162,938 - 38,225 23,581 37,411 63,721 162,938 38,225 7,773 45,998 RIS Total 186,892 13,309 200,201 200,326 125- 41,273 44,120 47,233 67,700 200,326 41,273 12,878 54,151 Shared Offices Asset Sustainability 5-7 East Clyde Street - Coastal Communities Fund 389 - 389 389 - - 389 - - 389 - 2 2 Argyll House, Dunoon 3 - 3 3 - - 3 - - 3 - 3 3 Block Allocation - Shared Offices 887 345 1,232 1,232 - - 468 382 382 1,232 - - - Burnett Building 243 12 255 255 - - 255 - - 255 - 255 255 Graham Williamson IT Building 1 2 3 3 - - 3 - - 3 - 3 3 Helensburgh and Lomond Civic Centre 11 23 34 34 - - 34 - - 34 - 34 34 Kilmory Castle 1,545 - 1,545 1,545 - - 1,545 - - 1,545 - 8 8 Our Modern Workspace 452 - 452 452 - - 452 - - 452 - 128 128 Asset Sustainability Total 3,531 382 3,913 3,913 - - 3,149 382 382 3,913 - 433 433 Strategic Change Campbeltown Office Rationalisation 596 - 596 596 - 595 1 - - 596 595 - 595 Clean Energy - NDEEF1 1,441 - 1,441 1,441 - 1,203 238 - - 1,441 1,203 - 1,203 Clean Energy - NDEEF2 1,140 - 1,140 1,140 - - 855 285 - 1,140 - - - Helensburgh Office Rationalisation (FPB,REC) 300 - 300 300 - - 300 - - 300 - - - Net Zero 256 - 256 256 - - 256 - - 256 - - - Strategic Change Total 3,733 - 3,733 3,733 - 1,798 1,650 285 - 3,733 1,798 - 1,798 Shared Offices Total 7,264 382 7,646 7,646 - 1,798 4,799 667 382 7,646 1,798 433 2,231 Overall Total 284,820 20,546 305,366 305,539 173- 93,242 76,308 64,467 71,522 305,539 93,242 24,298 117,540 Original Budget Budget Changes Revised Budget Forecast Outturn Variance (Over) /Under Budget Prior Years Actual 2025-26 2026-27 Future Years Total Capital Plan Prior Years Actual 2025-26 to Quarter 2 Total Category £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 Asset Sustainability 32,545 18,796 51,341 51,341 - - 30,060 13,480 7,801 51,341 - 10,292 10,292 Service Development 35,007 906 35,913 36,058 145- 25,896 8,412 1,750 - 36,058 25,896 1,505 27,401 Strategic Change 217,268 844 218,112 218,140 28- 67,346 37,836 49,237 63,721 218,140 67,346 12,501 79,847 Overall Total 284,820 20,546 305,366 305,539 173- 93,242 76,308 64,467 71,522 305,539 93,242 24,298 117,540 Approved Plan Budget v Forecast Gross Expenditure Forecast Outturn Profile Actual Gross Expenditure Page 67
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Argyll and Bute Council Appendix 2 Capital Plan Monitoring Report as at Quarter 2 2025-26 Income Original Budget Budget Changes Revised Budget Forecast Income Variance (Over) /Under Budget Prior Years Actual 2025-26 2026-27 Future Years Total Capital Plan Prior Years Actual 2025-26 to Quarter 2 Total Service Category Project Title £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 Chord Strategic Change Helensburgh Waterfront Development 2,320- - 2,320- 2,320- - - 2,320- - - 2,320- - - - Rothesay CHORD 9,697- 9,697- 9,697- - 7,688- 2,009- - - 9,697- 7,688- - 7,688- Kilmory Business Park Phase 2AA - SG RCGF 829- 829- 829- - - 829- - - 829- - - - Kilmory Business Park Phase 2AA - HIE 150- 150- 150- - - 150- - - 150- - - - Strategic Change Total 12,996- - 12,996- 12,996- - 7,688- 5,308- - - 12,996- 7,688- - 7,688- Chord Total 12,996- - 12,996- 12,996- - 7,688- 5,308- - - 12,996- 7,688- - 7,688- DEG Service Development Cycling, Walking and Safer Routes (CWSR) 2,988- 2,988- 2,988- - 2,612- 376- - - 2,988- 2,612- - 2,612- SPT - bus infrastructure 1,268- 1,268- 1,268- - 1,243- 25- - - 1,268- 1,243- - 1,243- Cycleways - H&L (SPT) 3,502- 3,502- 3,502- - 3,210- 292- - - 3,502- 3,210- - 3,210- Town Centre Funds 2,730- 2,730- 2,730- - 2,468- 262- - - 2,730- 2,468- - 2,468- Rural Growth Deal 835- 835- 835- - 126- 709- - - 835- 126- - 126- Dunoon STEM Hub 2,558- 2,558- 2,558- - 508- 2,050- - - 2,558- 508- - 508- Ardrishaig North Active Travel 50- 50- 50- - 50- - - - 50- 50- - 50- Dunoon Cycle Bothy 566- 566- 566- - 566- - - - 566- 566- - 566- Gibraltar Street Public Realm Improvements 250- 250- 250- - 250- - - - 250- 250- - 250- Glenmorag Car Park PC 4- - 4- 4- - - 4- - - 4- - - - Albert Pier - Toilet Demolition (Crown Estates) 40- - 40- 40- - - 40- - - 40- - - - Service Development Total 14,791- - 14,791- 14,791- - 11,033- 3,758- - - 14,791- 11,033- - 11,033- DEG Total 14,791- - 14,791- 14,791- - 11,033- 3,758- - - 14,791- 11,033- - 11,033- Education Asset Sustainability Tobermory Top Flat 125- - 125- 125- - - 125- - - 125- - - - Asset Sustainability Total 125- - 125- 125- - - 125- - - 125- - - - Service Development Early Years 1140 Hours 6,300- - 6,300- 6,300- - 6,300- - - - 6,300- 6,300- - 6,300- Bowmore Primary School - Gaelic Medium Grant 47- 47- 47- - 47- - - - 47- 47- - 47- Service Development Total 6,347- - 6,347- 6,347- - 6,347- - - - 6,347- 6,347- - 6,347- Education Total 6,472- - 6,472- 6,472- - 6,347- 125- - - 6,472- 6,347- - 6,347- HSCP Asset Sustainability Kintyre Care Home 753- - 753- 753- - - 753- - - 753- - - - Thomson Home Rothesay 157- - 157- 157- - - 157- - - 157- - - - Capital Property Works 260- - 260- 260- - - 260- - - 260- - - - Asset Sustainability Total 1,170- - 1,170- 1,170- - - 1,170- - - 1,170- - - - HSCP Total 1,170- - 1,170- 1,170- - - 1,170- - - 1,170- - - - RIS Asset Sustainability EV Quick Chargers 6- - 6- 6- - - 6- - - 6- - - - Environmental Projects 400- - 400- 400- - - 400- - - 400- - - - Public Convenience Upgrades 200- - 200- 200- - - 200- - - 200- - - - Asset Sustainability Total 606- - 606- 606- - - 606- - - 606- - - - Strategic Change Fleet Management 49- - 49- 49- - 49- - - - 49- 49- - 49- Oban Depot - Revenue and EVC funding 67- - 67- 67- - - 67- - - 67- - - - EV Infrastructure Fund 56- - 56- 56- - 56- - - - 56- 56- - 56- Zero Waste Scotland - Recycling Improvement Fund 892- - 892- 892- - 63- 829- - - 892- 63- - 63- Weather Incident 500- - 500- 500- - 500- - - - 500- 500- - 500- Campbeltown Flood Scheme 270- - 270- 270- - 270- - - - 270- 270- - 270- Harbour Investment Programme - Crown Estates 10- - 10- 10- - 10- - - - 10- 10- - 10- Strategic Change Total 1,844- - 1,844- 1,844- - 948- 896- - - 1,844- 948- - 948- RIS Total 2,450- - 2,450- 2,450- - 948- 1,502- - - 2,450- 948- - 948- Shared Offices Asset Sustainability 5-7 East Clyde Street - Coastal Communities Fund 400- - 400- 400- - - 400- - - 400- - - - Asset Sustainability Total 400- - 400- 400- - - 400- - - 400- - - - Shared Offices Total 400- - 400- 400- - - 400- - - 400- - - - Totals -38,279 - -38,279 -38,279 - -26,016 -12,263 - - -38,279 -26,016 - -26,016 Original Budget Budget Changes Revised Budget Forecast Income Variance (Over) /Under Budget Prior Years Actual 2025-26 2026-27 Future Years Total Capital Plan Prior Years Actual 2025-26 to Quarter 2 Total Category £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 Asset Sustainability 2,301- - 2,301- 2,301- - - 2,301- - - 2,301- - - - Service Development 21,138- - 21,138- 21,138- - 17,380- 3,758- - - 21,138- 17,380- - 17,380- Strategic Change 14,840- - 14,840- 14,840- - 8,636- 6,204- - - 14,840- 8,636- - 8,636- Overall Total 38,279- - 38,279- 38,279- - 26,016- 12,263- - - 38,279- 26,016- - 26,016- Approved Income Budget v Forecast Income Forecast Income Profile Actual Income Approved Income Budget v Forecast Income Forecast Income Profile Actual Income Page 68
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APPENDIX 3 – Changes to Capital Plan and Financial Impact SLIPPAGES AND ACCELERATIONS Project 2025- 26 £’000 2026- 27 £’000 Future Years £’000 Total Capital Plan £’000 Recommendation Explanation Environmental Projects (597) 597 0 0 Slip budget from 2025-26 to 2026-27 Slippage into 2026-27. Ground investigations and land acquisitions will delay works out of 2025-26. Campbeltown Flood Scheme (324) 324 0 0 Slip budget from 2025-26 to 2026-27 Slippage into 2026-27. Property Flood Resilience contract no longer forecast to be awarded in 2025- 26. Total Slippages and Accelerations (921) 921 0 0 Page 69
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Strategic Change Projects - Cumulative Spend, Start/Finish Dates and Project Risks APPENDIX 4 Strategic Change Projects - Greater than £1m Budget Prior Years Spend £'000 Current Year Forecast £'000 Total Project Forecast £'000 Total Project Budget £'000 Project Start Date Estimated Completion Date Project Risks Identified Explanation Campbeltown Flood Scheme 14,986 242 15,939 15,939 01/08/2016 31/03/2027 Red Property Flood Resilience works slipped into 2026-27. CHORD Rothesay 25,337 8,554 45,414 45,414 01/05/2024 31/03/2027 Green Harbour Investment Programme 19,896 22,782 143,099 143,099 01/04/2017 31/03/2028 Red Project in progress - Whilst resources haven’t been comitted there are concerns over the potential costs of Craignure exceeding the previously allocated budget. Clean Energy - NDEEF1 1,203 238 1,441 1,441 01/04/2021 31/03/2026 Green Clean Energy - NDEEF2 0 855 1,140 1,140 01/04/2024 31/03/2027 Green Street Lighting LED Replacement 3,343 557 3,900 3,900 01/08/2016 31/12/2025 Green Kilmory Business Park Phase 2AA 355 774 1,147 1,147 01/02/2022 31/03/2026 Green TIF - Oban Airport Business Park 996 375 1,371 1,371 22/01/2015 31/03/2028 Green All remaining Strategic Change Projects falling under £1m 1,230 2,604 3,549 3,521 Strategic Change Total Gross Expenditure 67,346 37,836 218,140 218,112 Gross Capital Expenditure Dates Risks Page 70
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ARGYLL AND BUTE COUNCIL FINANCIAL SERVICES POLICY AND RESOURCES COMMITTEE 04 DECEMBER 2025 FINANCIAL RISKS ANALYSIS 2025-26 1 EXECUTIVE SUMMARY 1.1 The main purpose of this report is to provide a summary of the known key financial risks facing the council in 2025-26, as at 31 October 2025. 1.2 A number of council wide financial risks, both revenue and capital, have been identified, in addition to specific departmental or service risks. For each quantifiable risk, the potential annual financial impact has been estimated; and the likelihood of the risk materialising assessed, based on a standard risk matrix. 1.3 There are currently 7 council wide quantifiable risks identified for 2025-26, with a potential annual value totalling £5.1m, and with varying degrees of likelihood. 1.4 There are currently 32 departmental/service risks, with a potential annual value totalling £4.156m, of which 5 are categorised as ‘Likely’ (annual value £1.210m). 1.5 There have been no changes to the quantifiable risks since last reporting. Financial risks will continue to be monitored and reviewed on an ongoing basis, with actions put in place to mitigate or manage these risks. Page 71
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ARGYLL AND BUTE COUNCIL FINANCIAL SERVICES POLICY AND RESOURCES COMMITTEE 04 DECEMBER 2025 FINANCIAL RISKS ANALYSIS 2025-26 2. INTRODUCTION 2.1 This report outlines the process and approach to financial risk assessment, and provides details of the known key financial risks facing the council in 2025-26, as at 31 October 2025. 3 DETAIL 3.1 Process and Approach 3.1.1 The council continues to experience significant financial challenges and uncertainty. In developing its budget to address both funding, and cost and demand pressures, consideration is given to financial risk. However, both existing and new or emerging financial risks require to be monitored and reviewed on an ongoing basis throughout the year, with actions put in place to mitigate or manage these risks. Risks that cannot be mitigated or managed may have a detrimental impact on the financial position of the council. 3.1.2 There are a number of risks that may impact income or expenditure across the entire council. These are identified as council wide risks. In addition, specific financial risks impacting each department or service of the council have been considered. These are identified as departmental/service risks. 3.1.3 For each quantifiable risk, the potential annual financial impact has been estimated; and the likelihood assessed, based on the following standard risk matrix: 1 – Remote 2 – Unlikely 3 – Possible 4 – Likely 5 – Almost Certain 3.1.4 The Argyll and Bute Integrated Joint Board (IJB) with responsibility for Social Work and a range of Health services was established and came into effect on 1 April 2016. The IJB is responsible for financial management and strategic oversight of these services. It is the responsibility of the IJB to consider the individual financial risks associated with Integration Services and these risks are therefore not contained within this report. A council wide risk has been included in respect of the IJB being unable to deliver the social care service within the budget allocated. Page 72
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3.2 3.2.1 3.2.2 Council Wide Risks General There is a risk of further severe weather incidents, requiring both revenue and capital expenditure to be incurred. Whilst there may be additional funding available through the Bellwin Scheme, this is limited to eligible revenue expenditure and there is an assumption that local authorities will meet a proportion of the costs of emergency incidents from within existing resources. The threshold, over which councils can claim for eligible expenditure is 0.2% of a local authority's budgeted net revenue expenditure. For Argyll and Bute Council, this equates to £0.654m for 2025-26. As part of the 2025-26 budget process, £2.9m was provided for severe weather related costs (£2m from the Priorities Investment Fund and £0.9m within the Capital Plan). However, by their very nature, it is difficult to estimate potential additional costs and there remains a risk of costs being incurred above the level currently provided for within financial plans. It is therefore deemed prudent to recognise a financial risk in this respect. A risk value of £1m is deemed to be reasonable. The council is generally able to recover all input VAT incurred on its expenditure, subject to certain conditions being met. Some activities are VAT exempt, such as, the lease of land or property, where the land or property has not been opted to tax. VAT incurred on expenditure attributable to exempt activities, such as, capital investment in property development or refurbishment must be less than 5% of the total VAT incurred in the year. A breach of this 5% limit would result in VAT paid on all expenditure attributable to exempt activities being irrecoverable. As opportunities to support economic development are explored, it is increasingly likely that the council will enter into commercial arrangements, such as in respect of Rothesay Pavilion. The tax position in respect of these arrangements requires to be given due consideration, with mitigations put in place, as appropriate, for example, opting to tax land and property. This position will be subject to ongoing monitoring and review, to ensure that the council continues to remain within the 5% threshold and recover all VAT incurred. Revenue 3.2.3 The 2025-26 budget included a 3% pay award assumption across all workforce categories, at all grades, based on the Public Sector Pay Policy of 9% over the 3 years 2025-26 to 2027-28. The pay award for SJC and Chief Officers has now been agreed at 4% for 2025-26 and 3.5% for 2026-27. In addition, the Teachers pay award has been agreed at 7.5% over the 2 years 2025-26 and 2026-27 (4% from 1 August 2025, rising to 4.25% from 1 April 2026, and 3.25% from 1 August 2026). At this stage, the expectation is that the increased cost of the 2025-26 pay award will be fully funded from additional Scottish Government grant funding, however, a potential annual risk value of £0.7m has been retained pending confirmation of additional Scottish Government funding. 3.2.4 Whilst the 2025-26 approved budget provides for inflationary increases, there is a risk of continued volatility in utilities pricing and demand can also be subject to unpredictable weather extremes. At this stage, a potential annual risk value Page 73
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equivalent to 10% of the annual utilities budget provision is deemed reasonable. This equates to £0.9m. It is anticipated that this risk value may reduce as the year progresses. 3.2.5 The estimated level of Council Tax income is based on current and forecast Band D equivalents, and reflects our expected collection rates, based on historical data. A potential annual risk value equivalent to 1% of the annual Council Tax income budget is deemed reasonable in this respect. Furthermore, there is currently a significant level of uncertainty in respect of the classification of self-catering units as either non-domestic or domestic dwellings, which may impact Council Tax income, presenting an additional risk to financial planning assumptions. These factors equate to a combined estimated risk value of £1m. 3.2.6 3.2.7 3.2.8 In respect of the Health and Social Care Partnership (HSCP), it is the responsibility of the Chief Officer and Chief Financial Officer to manage the HSCP financial position. If an overspend is forecast, a budget recovery plan will be prepared and submitted to the IJB, Argyll and Bute Council and NHS Highland. Where recovery plans are unsuccessful and an overspend occurs at the financial year end, and the HSCP has insufficient reserves to meet the overspend, then the partners will be required to make additional payments to the HSCP. The council’s contribution would reflect the element of the overspend related to Social Work. Whilst any additional payments by the council and NHS Highland will be deducted from future years funding, there is a risk that the council may require to make an additional unbudgeted contribution to the HSCP during the year. As at 31 October 2025, the forecast outturn for 2025-26 on Social Work services is an overspend of £0.733m. This includes an assessment on the delivery of approved savings, including the £0.500m of unidentified savings built into the budget, as part of the recovery plan. At this stage, the HSCP expect the forecast overspend to be managed within available HSCP reserves. However, the financial situation facing Social Work is extremely challenging due to increases in service demand; complexity of cases; increasing costs; and difficulty recruiting permanent staff and, therefore, having to rely on agency staff, at an additional cost. There is a risk that the level of overspend will increase beyond the level that can be managed through available reserves as the year progresses. A potential annual risk value equivalent to 1% of the approved budgeted contribution is deemed reasonable. This equates to £0.9m. It is also recognised that any potential unbudgeted use of reserves or additional funding, required for 2025-26, will have implications for the HSCP 2026-27 and future years’ budget outlook. The 2025-26 budget includes both Operational/Management and Policy savings options, totalling £2.762m. Whilst the council has a good track record in delivering savings, there is a risk that this target will not be fully delivered. A potential annual risk value equivalent to a 10% shortfall in the annual savings target is deemed reasonable. This equates to £0.3m. 3.2.9 There is an ongoing requirement to fund unavoidable inflationary cost increases across a number of areas such as food and fuel. Inflation is currently exceeding the latest Bank of England forecasts but is expected will fall back towards the 2% government target later in the year. This position will continue to be closely Page 74
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3.2.10 3.2.11 3.2.12 monitored, with financial forecasts updated to reflect information available, on an ongoing basis. The annual budget is underpinned by inflationary assumptions, however, there is a risk that inflationary impacts have been under-estimated. A potential annual risk value equivalent to 10% of the inflationary assumptions in respect of relevant non-pay budgets is deemed reasonable. This equates to £0.3m. Capital The funding framework for the approved Capital Plan includes capital receipts from asset sales, estimated at £0.750m in 2025-26 and £1.750m over the 3 years 2025-28. This is based on an assessment provided by the Estates Team in January 2025, however, is subject to changing market conditions. The level of receipts that may reasonably be achieved will be kept under review, to reflect changing market conditions and due diligence undertaken on asset condition. Any variation from this assumption will require to be managed within the overall Capital Plan resources. It is generally the case that the capital programme experiences slippage throughout the year and as such, this risk is expected to be manageable. At the budget meeting in February 2024, £1.1m of funding was set aside as an initial high level estimate of works anticipated to be required at the A816 Bealach Mor to convert the temporary road into a permanent road. An options study has been carried out to explore a number of options for this stretch of road going forward. A report will be presented to EDI in September 2025 outlining 9 options, which have been shortlisted to 4 at this stage. The preferred option cost estimate is significantly higher than the budget set aside in February 2024, estimated to be between £7.25m and £8.5m. Further work is required to develop a business case options appraisal and we would look to get independent design and project management consultants to take this forward. Once we have firmer proposals, this will be reported to Council and consideration will need to be given as to how the shortfall will be funded. The capital programme is continuing to see significant price increases caused by rising inflation and additional costs from suppliers, due to the challenges in delivering capital projects within our geographical location. Previous inflationary contingencies set aside for the capital programme have now been fully allocated but there could be other cost pressures in respect of projects within the current capital programme, where contracts have yet to be entered into. It will be challenging to manage these impacts within available resources and target completion timescales. Mitigating actions will be taken to manage financial risk, for example, re-profiling, project re-design, re-engineering or curtailment, and the re-prioritisation of uncommitted resources across the programme. However, there remains a risk that costs could increase for the projects that are included within the capital plan. Council Wide Summary 3.2.13 The council wide risks are summarised within the following table. Page 75
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Description Likelihood Assessed Financial Impact £m Unbudgeted Severe Weather costs 3 1.0 Unfunded Pay Award 3 0.7 Utilities cost increases 3 0.9 Council Tax Income reduction 3 1.0 IJB refer to Council for additional funding to deliver social work services 3 0.9 Shortfall in Savings delivery 2 0.3 Variation in non-pay inflation 3 0.3 Total 5.1 3.3 Departmental/Service Risks 3.3.1 Specific service financial risks are detailed within Appendix 1. The following table provides a summary of the number of risks within each department, across each likelihood category, together with the potential annual financial impact value. Department 1 - Remote 2 - Unlikely 3 - Possible 4 - Likely 5 - Almost Certain Total No £000 No £000 No £000 No £000 No £000 No £000 Chief Executive's Unit 0 0 0 0 0 0 0 0 0 0 0 0 Executive Director Douglas Hendry 0 0 6 510 9 780 2 360 0 0 17 1,650 Executive Director Kirsty Flanagan 4 375 1 100 7 1,181 3 850 0 0 15 2,506 Total 4 375 7 610 16 1,961 5 1,210 0 0 32 4,156 3.3.2 The current top 3 risks in terms of financial impact are noted in the table below. Service Risk Title Risk Description Likelihood Financial Impact £000 Roads and Infrastructure Services Piers & Harbours Income Changes to ferry services resulting in reduced berthing and passenger income. 4 600 Financial Services NDR ALEO Baseline Scottish Government are going to undertake a review of the current Arms Length External Organisations (ALEO) baseline for 2024-25 which could increase the pressure on the balance of costs vs relief. 3 316 Page 76
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Council Wide - Commercial Services Council Wide Central Repairs Increased demands on central repair budgets (CRA) due to a decrease in Capital funding, increase in statutory and emergency repairs and increases in supplier /contractor charges. This impacts on all departments of the Council with a Central Repairs Budget. 4 300 3.3.3 The risks, which are considered likely total £1.210m and are detailed in the following table: Service Risk Title Description of Risk Likelihood Financial Impact £000 Roads and Infrastructure Services Piers & Harbours Income Changes to ferry services resulting in reduced berthing and passenger income. 4 600 Council Wide - Commercial Services Council Wide Central Repairs Increased demands on central repair budgets (CRA) due to a decrease in Capital funding, increase in statutory and emergency repairs and increases in supplier/contractor charges. This impacts on all departments of the Council with a Central Repairs Budget. 4 300 Development and Economic Growth Homelessness Temporary Accommodation Income Unpredictable number of Homeless applications. Inability to recover rent. Increased costs of property maintenance and tenancy change over. 4 150 Roads and Infrastructure Services Fleet Maintenance Increased costs to maintain internal fleet due to inflationary increases on vehicle parts. 4 100 Legal and Regulatory Support Elections Should a by-election be required this would be an immediate cost pressure as budget has been removed. 4 60 3.3.4 3.4 In addition to the specified service risks, there is a risk in respect of waste (Compost Like Output, CLO), which at this point, is unquantifiable. Financial provision of £500k has been reflected within the annual accounts for the year ending 31 March 2025 in respect of CLO. This estimated liability was calculated on a basis agreed with Biffa, however, remains subject to approval by the Scottish Environment Protection Agency, SEPA. There is a risk that SEPA may require the disposal of CLO as landfill of contaminated waste, which would result in significantly higher costs. At this stage, it is not clear to what extent the existing waste earmarked reserve may mitigate this risk and any additional cost would result in the unplanned depletion of the earmarked reserve. Changes to Financial Risks 3.4.1 There have been no changes to the quantifiable risks since last reporting, although a level of certainty has been achieved in relation to anticipated 2025-26 funding from the Department for Environment, Food & Rural Affairs, DEFRA in respect of Extended Producer Responsibility. However, uncertainty remains in respect of funding and expenditure commitments for future years. 3.5 Monitoring of Financial Risks Page 77
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3.5.1 Financial risks are monitored and reviewed on an ongoing basis, with actions put in place to continue to mitigate or manage these risks. The updated position on financial risks will continue to be regularly reported to committee. 3.6 Future Years’ Risks 3.6.1 Financial risks impacting 2026-27 and future years will be reported as part of the 2026-27 Budget Pack. 4 CONCLUSION 4.1 This report summarises the known key financial risks facing the council in 2025- 26. There are 7 council wide and 32 service specific quantifiable risks identified, with 5 categorised as ‘Likely’. These risks are monitored and reviewed on an ongoing basis, with actions put in place to continue to manage or mitigate the risks. 5 IMPLICATIONS 5.1 Policy - None. 5.2 Financial - Outlines the potential annual value of financial risks. 5.3 Legal - None. 5.4 HR - None. 5.5 Customer Service- None. 5.6 Risk - Provides details of financial risks. 5.7 Climate Change - None. 5.8 Fairer Scotland Duty - None. 5.9 Equalities - protected characteristics - None. 5.10 Consumer Duty - None. 5.11 Island Communities - None. 5.12 Children’s Rights and Wellbeing - None. Kirsty Flanagan Executive Director/Section 95 Officer 20 November 2025 Councillor Ross Moreland, Policy Lead for Finance and Commercial Services APPENDICES Appendix 1 – Departmental/Service Financial Risks For further information contact Carolyn Earl, Interim Head of Financial Services Carolyn.Earl@argyll-bute.gov.uk Page 78
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APPENDIX 1 DEPARTMENT/SERVICE FINANCIAL RISKS AS AT 31 OCTOBER 2025 DEPARTMENT SERVICE TITLE OF RISK DESCRIPTION OF RISK MITIGATING ACTIONS IN PLACE LIKELIHOOD FINANCIAL IMPACT £000 Executive Director Douglas Hendry Commercial Services Catering Costs - Provision of Meals to Early Years Children The Children and Young People (Scotland) Act placed duties on Councils to provide meals in an Early Years setting to entitled children where sessions span over lunch time. The total quantum of grant funding is reducing and may not be sufficient to fund the additional costs depending on uptake and the additional costs to support the meal provision in partner provider settings. Joint strategy with procurement colleagues to reduce potential impact of supplier charges. Control food wastage/portion controls. 2 100 Executive Director Douglas Hendry Commercial Services Rental Income from Properties Due to current economic climate, there may be reduced ability to recover rental income from leased properties or place suitable tenants in properties as leases come to an end. Management of leasehold properties by Estates team, any issues with debt recovery being dealt with in line with Council debt recovery policy. 2 60 Executive Director Douglas Hendry Commercial Services Surplus Properties Ongoing market difficulties lead to increased numbers of surplus properties, in addition, as Our Modern Workspace Project gains traction more properties will become surplus to operational requirements. There are residual running costs associated with all surplus properties. One Council property team in place who will monitor market conditions and work with prospective tenants/ purchasers to let/sell surplus properties. 3 50 Executive Director Douglas Hendry Commercial Services Leisure Service Level Agreements Increase in RPI and/or other running costs (eg utilities, payroll etc) resulting in requests for additional funding. Monitoring annual alteration to contract RPI rate, communication with service providers and mitigation through financial forecasting and review of existing budget. 3 100 Executive Director Douglas Hendry Commercial Services LiveArgyll Service Fee Inability to deliver required services within available budget resources (e.g.. pay award and ENICs budget pressures), resulting in increased service fee request. Communication with service providers and mitigation through monitoring and review of budget monitoring information and forecasts. 3 100 Executive Director Douglas Hendry Council Wide - Commercial Services Council Wide Central Repairs Increased demands on central repair budgets (CRA) due to a decrease in Capital funding, increase in statutory and emergency repairs and increases in supplier/contractor charges. This impacts on all departments of the Council with a Central Repairs Budget. Joint strategy with procurement colleagues to reduce potential impact of supplier/contractor charges. Close monitoring of central repairs budgets and commitments and instructing only statutory tests/inspections and essential repairs. 4 300 Executive Director Douglas Hendry Education ASN Support Demand for ASN support continues to increase. Scottish Government statistics suggest a 3% year on year increase, resulting in an additional resource requirement particularly where gaps in our enhanced provision exist. The medium-term detriments on the development of young children which occurred as a consequence of service closures during the COVID pandemic have increased demands on the service as children require additional support to catch up. The Additional Support for Learning National Implementation plan continues to inform our strategic direction in line with the Angela Morgan Review. Service is currently looking at alternative options for service delivery to mitigate the inescapable pressures. Continuing to ensure robust assessment of needs, monthly monitoring of budget, any delays in recruitment factored into projections to enable informed decision making on allocation of funding for new/amended /additional support packages. Following a full ASN review, the service are currently investing in the development of four new learning centres in order to provide greater equity in meeting the more complex needs of some learners as well as considering plans to develop enhanced wellbeing resources across our learning estate in future. This aims to reduce the frequency of children having to be educated in high cost out of area placements. 2 50 Executive Director Douglas Hendry Education Pre-Five Units - retention of partner providers Failure in the commissioning or retention of pre-five partner provider units to deliver 1140 hours would result in an increased pressure on the Council to deliver the service. Annual financial appraisal, uplift of sustainable rate to providers; Support network; Short-term cash injections. 2 100 As at 31 October 2025 Page 79
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DEPARTMENT SERVICE TITLE OF RISK DESCRIPTION OF RISK MITIGATING ACTIONS IN PLACE LIKELIHOOD FINANCIAL IMPACT £000 Executive Director Douglas Hendry Education Children and Young People (Scotland) Act - ELC 1140 hours The Council has been required to deliver 1140 hours of Early Learning and Childcare since August 2021. The Scottish Government has committed to funding this and the Council has revised its service model to align it to the Scottish Government's reduced funding profile. A risk remains that actual costs of delivery exceed the Government Grant in any given year. For example, if child numbers are higher than estimated, this may require additional staffing which has not been included in the staffing model funded by Scottish Government. Continuous monitoring and review of the service model, usage and resources. 3 100 Executive Director Douglas Hendry Education Legislative Requirements - Education (Scotland) Act The Education (Scotland) Act 2000 requires Councils to undertake assessments of the need for the provision of Gaelic Medium Primary Education (GMPE) and the duty to support and promote Gaelic Education. This may lead to additional staffing requirements depending upon the demand for Gaelic from parents. Continuous monitoring and review of the service model and resources available within budget. 3 50 Executive Director Douglas Hendry Legal and Regulatory Support Hub DBDA/DBFM Schools - Litigation Increased risk of the requirement to litigate due to latent defects in a number of schools Ongoing reporting of issues and monitoring of actions taken to repair. 2 150 Executive Director Douglas Hendry Legal and Regulatory Support Contract RPI for NPDO and Hub Schools Increase in RPI would result in higher costs. Monitoring annual alteration to contract RPI rate and mitigation through financial forecasting and review of existing budget. 3 100 Executive Director Douglas Hendry Legal and Regulatory Support NPDO - Increase in insurance costs within NPDO Schools Increase in insurance costs as a result of the long-term effects of Covid-19 on the insurance market and flood claims. Monitoring annual alteration to contract insurance rate and mitigation through financial forecasting and review of existing budget. 3 75 Executive Director Douglas Hendry Legal and Regulatory Support Elections Should a bi-election be required this would be an immediate cost pressure as budget has been removed. Outwith direct management control. 4 60 Executive Director Douglas Hendry Legal and Regulatory Support Legal Services - Litigation Increased number of litigation cases. Ensure Legal Services are gateway to access all legal advice and that advice is sought at earliest opportunity. 3 150 Executive Director Douglas Hendry Legal and Regulatory Support NPDO/Hub DBFM contract management efficiencies Reduction in ability to generate contract management efficiencies. Monitoring annual efficiencies generated and mitigation through robust contract management and application of contract specifications / requirements. 2 50 Executive Director Douglas Hendry Legal and Regulatory Support Licensing Reduced numbers of licensing applications leading to reduced income. Monitoring of trends and reporting the financial impact in the budget monitoring. 3 55 Executive Director Kirsty Flanagan Customer Support Services Software Licences Potential risk of being under licensed for software which will be identified via software audits which would incur additional costs. ICT security and compliance officer in post and duties include review of systems to ensure fully licenced. 2 100 Executive Director Kirsty Flanagan Development and Economic Growth Homelessness Temporary Accommodation Income Unpredictable number of Homeless applications. Inability to recover rent. Increase costs of property maintenance and tenancy change over. Provision of Housing Options information and advice service to minimise number of applicants proceeding to full homeless application. Implementation of Rapid Rehousing Plan. 4 150 Executive Director Kirsty Flanagan Development and Economic Growth Dangerous Buildings Interventions Building Standards having to deal with an increasing level of dangerous building work which has significant financial implications for Council. Monitor activity and seek to recover costs from the owner. 3 100 Executive Director Kirsty Flanagan Development and Economic Growth Planning Fee Penalties Potential that the Scottish Government may apply sanction penalties due to poor performance by the Planning Authority. The Scottish Government has recently appointed a national Planning Performance Champion however the detail of how this role intends to incentivise improvement/penalise poor performance at a local authority level remains unclear at this time. Maintain high levels of performance as articulated by performance markers detailed in Planning Performance Framework annual report. 1 100 Executive Director Kirsty Flanagan Development and Economic Growth Planning fee shortfalls Due to downturn in economic / building activity, in particular renewable energy development and other major developments could lead to planning fee income shortfalls leading to revenue budget pressures. Current income levels are looking more positive, however, we are dependent on some high value applications coming in which, if they don't materialise, will impact the overall position. Will continue to monitor Development Management income and expenditure tightly and investigate further income generation streams. 1 100 Page 80
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DEPARTMENT SERVICE TITLE OF RISK DESCRIPTION OF RISK MITIGATING ACTIONS IN PLACE LIKELIHOOD FINANCIAL IMPACT £000 Executive Director Kirsty Flanagan Development and Economic Growth Building Warrant fee shortfalls Due to loss of commercial income and downturn in economic / building activity, building warrant fee income shortfalls leading to revenue budget pressures. Continue to monitor Building Standards income and expenditure tightly and investigate further income generation streams. 1 50 Executive Director Kirsty Flanagan Financial Services NDR ALEO Baseline Scottish Government are going to undertake a review of the current Arms Length External Organisations (ALEO) baseline for 2024-25 which could increase the pressure on the balance of costs vs relief. Outwith direct management control. 3 316 Executive Director Kirsty Flanagan Financial Services Housing Benefit Subsidy Loss of Housing Benefit Subsidy due to exceeding LA error threshold. Processes in place for handling of claims accurately and efficiently. 1 125 Executive Director Kirsty Flanagan Financial Services Sundry Debt Recovery Recovery of debt becomes more difficult to pursue in the current economic climate. Additional staff are being put in place in the Sundry Debt Team who will work jointly with Legal Services to enhance the robustness of the Council's debt recovery processes. 3 85 Executive Director Kirsty Flanagan Roads and Infrastructure Services Roads Maintenance - Roads Network Adverse weather conditions result in deterioration of the road network necessitating greater spend on repair of defects. Manage maintenance budgets to ensure that spend is prioritised to deal with safety defects. 3 230 Executive Director Kirsty Flanagan Roads and Infrastructure Services Car Parking Income Reduced number of visitors to the area and use of council owned car parks resulting in a reduction in income. Closely monitor income levels throughout the year, especially in high visitor seasons. 3 200 Executive Director Kirsty Flanagan Roads and Infrastructure Services Piers & Harbours Income Changes to ferry services resulting in reduced berthing and passenger income. As Cal Mac work to provide services across their network, an ageing fleet and delays to new ferries coming into service is meaning larger ferries are being removed from routes where we have the berthing infrastructure (mostly Craignure). Smaller ferries are allowing for services to operate but the drop in income can be up to 75% per berthing. Closely monitor passenger number information coming from CalMac to identify any emerging trends with reducing passenger numbers. 4 600 Executive Director Kirsty Flanagan Roads and Infrastructure Services Winter Maintenance Adverse weather conditions which require greater than budgeted number of gritting runs. Monitor weather conditions and apply gritting policy to minimise costs. 3 150 Executive Director Kirsty Flanagan Roads and Infrastructure Services Street Lighting Age of lighting stock requires greater maintenance as health and safety becomes a consideration. Manage maintenance budgets to ensure that spend is prioritised to deal with safety defects. 3 100 Executive Director Kirsty Flanagan Roads and Infrastructure Services Fleet Maintenance Increased costs to maintain internal fleet due to inflationary increases on vehicle parts. Review of Fleet underway to determine where reductions could possibly be made. 4 100 32 4,156 Page 81
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ARGYLL AND BUTE COUNCIL POLICY AND RESOURCES COMMITTEE FINANCIAL SERVICES 04 DECEMBER 2025 RESERVES AND BALANCES – UPDATE AS AT 31 OCTOBER 2025 1 EXECUTIVE SUMMARY 1.1 The main purpose of this report is to advise Members of the nature and level of reserves and balances currently held by the council. It also provides details of the earmarked reserve balances held within the General Fund and the unallocated General Fund balance. 1.2 The council had a total of £406.347m unusable reserves as at 31 March 2025 that are not backed with resources. These are required purely for accounting purposes. 1.3 As at 31 March 2025, the council had a total of £121.235m usable reserves, comprising the following: • £3.608m Repairs and Renewals Fund; • £3.358m Capital Funds; • £1.564m Capital Grants Unapplied; and • £112.705m General Fund, with £105.162m of this balance earmarked for specific purposes. 1.4 1.5 The 2025-26 opening earmarked reserves balance of £105.162m includes a significant level of reserves in respect of major infrastructure or projects of strategic importance. It is currently anticipated that a total of £22.349m will be drawn down during 2025-26, while £7.501m has been drawn down in the year to 31 October 2025, for previously approved specific purposes. The expected use includes £30k financial support for Mid Argyll Community Pool, subject to Member approval. Similar to previous years, a review of earmarked reserves is now underway and will subsequently be reported to members, taking cognisance of strategic priorities and the financial challenges currently facing the council. The council’s General Fund contingency is set at 2% of estimated net revenue expenditure for 2025-26, which amounts to £6.539m. At the beginning of the financial year, there was an unallocated General Fund Balance of £1.004m over and above the general contingency. After taking into consideration the current revenue budget forecast outturn and commitments for 2025-26, this surplus is forecast to increase to £1.246m as at 31 March 2026. Page 82
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ARGYLL AND BUTE COUNCIL POLICY AND RESOURCES COMMITTEE FINANCIAL SERVICES 04 DECEMBER 2025 RESERVES AND BALANCES – UPDATE AS AT 31 OCTOBER 2025 2 INTRODUCTION 2.1 This report outlines the nature and level of reserves and balances, both usable and unusable, currently held by the council. It also provides details of the earmarked reserve balances held within the General Fund and the unallocated General Fund balance. 3. DETAIL 3.1 Types of Reserves 3.1.1 Usable Reserves - Councils have powers to establish certain resource backed reserves, which can be used to fund expenditure. The powers of councils to establish reserves are laid out in Schedule 3 of the Local Government (Scotland) Act 1975. These allow councils to establish a Renewal and Repairs Fund, Insurance Fund and Capital Fund. Councils can also establish a Capital Grants Unapplied and Useable Capital Receipts Reserve. The council must also maintain a General Fund and can earmark balances for specific purposes within the General Fund. 3.1.2 Unusable Reserves – Councils are also required to establish certain reserves that are not backed by resources. These are required purely for accounting purposes and do not represent resources available for councils to utilise. The Pensions Reserve, Revaluation Reserve, Capital Adjustment Account, Financial Instruments Adjustment Account and Accumulated Absences Account are examples of unusable reserves. 3.2 Reserve Balances as at 31 March 2025 3.2.1 The balances on each type of reserve as at 31 March 2025 are set out in the tables below, per the Pre-audit Annual Accounts for 2024-25. Unusable Reserves £000 Revaluation Reserve 179,662 Capital Adjustment Account 256,344 Financial Instruments Adjustment Account (1,413) Pensions Reserve (16,984) Accumulated Absences Account (11,262) Total Unusable Reserves 406,347 Usable Reserves £000 Capital Grants Unapplied 1,564 Capital Fund and Usable Capital Receipts Reserve 3,358 Page 83
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Repairs and Renewals Fund 3,608 General Fund 112,705 Total Usable Reserves 121,235 Total Reserves 527,582 3.2.2 The Revaluation Reserve represents the unrealised gains in the valuation of fixed assets. The Capital Adjustment Account represents the difference between depreciation based on proper accounting practice and statutory charges for financing capital expenditure. The Financial Instruments Adjustment Account represents the difference between gains and losses on borrowing and statutory capital financing charges. The Pensions Reserve represents the difference between pension costs based on proper accounting practice and payments made for pension costs. The Accumulated Absences Account represents the costed difference between holiday pay entitlement and actual holidays taken as at 31 March 2025. 3.2.3 The Capital Grants Unapplied Fund holds capital grants and contributions that have been received but not yet used to fund capital expenditure. 3.2.4 The Capital Fund was established to receive all capital receipts generated by the council and can be used to support the capital plan or meet the principal repayments on loan charges. The council decides as part of the budget process each year how it wishes to draw funding from the Capital Fund. 3.2.5 The Usable Capital Receipts Reserve relates to the accumulated unspent capital receipts from the sale of council houses prior to the transfer of the housing stock. The reserve forms part of the council’s Strategic Housing Fund and can only be used for investment in social housing. The reserve will be used in accordance with the approach to investing in housing, agreed by Council in August 2012. 3.2.6 The Repairs and Renewals Fund was established to support funding of renewal and replacement of school equipment. Schools can only draw on the Repairs and Renewals Fund to the extent they have previously paid into the Fund and contributions must be contained within schools devolved budgets. 3.3 General Fund 3.3.1 The General Fund balance as at 31 March 2025 can be analysed as follows: Balance £000 Balance on General Fund as at 31 March 2024 115,741 Movement in General Fund balance during 2024-25 (3,036) Earmarked Balances (105,162) Contingency allowance at 2% of net expenditure (6,539) Unallocated balance as at 31 March 2025 1,004 3.3.2 The General Fund includes reserve balances that Council has agreed to earmark for specific purposes, as outlined within the 2024-25 year end report to Council. Page 84
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The movement in the balance of earmarked reserves during 2024-25 is given in the table below. £000 Earmarked Balance as at 31 March 2024 107,443 Funds used during 2024-25 (26,457) New automatic earmarking at the end of 2024-25 (as per policy on end of year flexibility) 8,278 Earmarking previously agreed and created during 2024-25 13,298 New earmarking proposals for approval 2,600 Earmarked Balance as at 31 March 2025 105,162 3.3.3 The 2025-26 opening earmarked reserves balance of £105.162m includes a significant level of reserves in respect of major infrastructure or projects of strategic importance. Similar to previous years, a review of earmarked reserves is now underway and will subsequently be reported to members, taking cognisance of strategic priorities and the financial challenges currently facing the council. 3.3.4 An element of the earmarked reserve balances will require to be drawn down in 2025-26, to meet expenditure incurred during the current financial year. This includes £2.953m to balance the 2025-26 budget as previously approved by Council in February 2025. To assist with financial planning, a review of the projected use of reserves, aligned to service plans, has been undertaken by officers, with the projected use of resources profiled across 2025-26 and future years. The movement in the reserves balance during 2025-26 and the profile of planned spend across 2025-26 and future years will be monitored and reviewed on an ongoing basis throughout the year, with regular update reports to committee. 3.3.5 3.3.6 A summary of the earmarked reserves position by category is provided within Appendix 1, while Appendix 2 provides a summary of the position across services and departments, as at 31 October 2025. A detailed analysis is given within Appendix 3, outlining the purpose of each earmarked reserve, the opening balance, amounts drawn down to date and the planned use of reserves across 2025-26 and future years. It is currently anticipated that a total of £22.349m will be drawn down during 2025-26, while £7.501m has been drawn down in the year to 31 October 2025, for previously approved specific purposes. It had not been possible to consider an external funding request from Mid Argyll Community (MAC) Pool as part of the 2025-25 budget process. However, financial support is now being sought for 2025-26, in order to safeguard the continued provision of services. Details of this request are outlined within Appendix 4. In light of the organisation’s current financial position, Members are requested to approve financial support to MAC Pool in 2025-26 of £30k, to be funded from the Priorities Investment Fund earmarked reserve. This has been reflected within the expected use of reserves in 2025-26. 3.3.7 It should be noted that the council’s earmarked reserves include a historic balance in relation to Social Work of £0.014m as at 31 October 2025. As per CIPFA LASAAC Guidance, any new earmarking relating to the HSCP since financial year Page 85
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2020-21 must be held as a creditor on the Balance Sheet rather than an earmarking within the council’s General Fund as this is money due to the HSCP. The balance held in this manner as at 31 March 2025 was £2.247m and does not include the £0.500m of the Strathclyde Pension Fund saving in 2025-26 that Council agreed to ring fence to support future HSCP transformation. 3.4 Unallocated General Fund Balance 3.4.1 The council’s General Fund contingency is set at 2% of estimated net revenue expenditure for 2025-26, which amounts to £6.539m. At the beginning of the financial year, there was an unallocated General Fund Balance of £1.004m over and above the general contingency. After taking into consideration the current revenue budget forecast outturn and commitments for 2025-26, this surplus is forecast to increase to £1.246m as at 31 March 2026. 3.4.2 3.4.3 3.4.4 The revenue budget monitoring position as at 31 October 2025 is a forecast underspend of £0.480m. This is due to a forecast over-recovery of Council Tax income, estimated at £0.500m; partially offset by net overspends across services, totalling £0.020m. There is also a forecast overspend of £0.733m in respect of Social Work services, however, the HSCP expect this to be managed from within available HSCP reserves. At its meeting of 26 November 2025, Council approved an increase to the current Standby Rate of pay to £130 per week from December 2025, at a cost of £13k in 2025-26, to be funded from the unallocated General Fund balance. The full year recurring implications of this approval from 2026-27 (£41k) is reflected within the current Budget Outlook. Subject to member approval, it is recommended that financial support is provided to the Royal National MOD, to be funded from the unallocated General Fund balance. This totals up to a maximum of £225k (up to £200k An Comunn + £25k LiveArgyll) over 4 years from 2025-26. 3.4.5 The following table summarises the current position on the unallocated General Fund balance, taking into consideration the points noted above. Description £000 Unallocated General Fund as at 1 April 2025 Unallocated balance over and above the 2% general contingency (£6.539m) 1,004 Current Forecast Outturn for 2025-26 as at 31 October 2025 Per Revenue Budget Monitoring report 480 Standby Rate Increase – 2025-26 Cost To fund 2025-26 cost of the Standby Rate increase, approved by Council 26 November 13 Royal National MOD To fund financial support to Royal National MOD over 4 years, subject to member approval 225 Forecast Unallocated General Fund as at 31 March 2026 1,246 Page 86
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4. CONCLUSION 4.1 This report outlines the nature and level of reserves and balances held by the council. It also provides details of the earmarked reserve balances held within the General Fund and the unallocated General Fund balance. 4.2 After taking account of the current forecast outturn for 2025-26, the council’s unallocated General Fund balance, over and above the general contingency balance of £6.539m, is forecast to be £1.246m as at 31 March 2026. 5. IMPLICATIONS 5.1 Policy - Earmarked funds and funds set aside for delivery of Single Outcome Agreement are available to support council policy. 5.2 Financial - Outlines the balances held within the council’s usable and unusable reserves. 5.3 Legal - None. 5.4 HR - None. 5.5 Customer Service None. 5.6 Risk - A contingency of £6.539m (equivalent to 2% of net expenditure) has been set aside as part of the General Fund. This has been subject to a risk assessment. 5.7 Climate Change - None. 5.8 Fairer Scotland Duty - None. 5.9 Equalities - protected characteristics - None. 5.10 Consumer Duty - None. 5.11 Island Communities - None. 5.12 Children’s Rights and Wellbeing - None. Kirsty Flanagan Executive Director/Section 95 Officer 20 November 2025 Councillor Ross Moreland, Policy Lead for Finance and Commercial Services APPENDICES Appendix 1 – Earmarked Reserves Summary by Category as at 31 October 2025 Appendix 2 - Earmarked Reserves Summary by Service as at 31 October 2025 Appendix 3 – Earmarked Reserves Detailed Analysis as at 31 October 2025 Appendix 4 – Funding Request – MAC Pool For further information contact Carolyn Earl, Interim Head of Financial Services Carolyn.Earl@argyll-bute.gov.uk Page 87
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Appendix 1 Earmarking Category Opening Balance 1 April 2025 - per year end published report New Earmarkings in year Movement between categories Invested or committed for major initiatives /capital projects Drawn-down to 2025-26 Budget as at 31 October 2025 Remaining Balance as at 31 October 2025 Released to General Fund £ £ £ £ £ £ £ Strategic Housing Fund 10,141,692 10,141,692 10,141,692 Investment in Affordable Housing 3,024,000 3,024,000 3,024,000 Capital Projects 37,493,675 37,493,675 37,493,675 Lochgilphead and Tarbert Regeneration 288,579 288,579 288,579 Support for Rural Growth Deal 441,690 441,690 441,690 Piers and Harbours Investment Fund 5,303,977 5,303,977 5,303,977 Scottish Government Initiatives 1,156,530 333,118 823,412 CHORD 0 0 DMR Schools 1,205,590 1,205,590 0 Energy Efficiency Fund 214,521 214,521 Unspent Grant 12,184,971 155,219 1,841,399 10,343,572 Unspent Third Party Contribution 408,975 42,582 366,393 Previous Council Decision - Other 4,274,925 720,486 19,800 4,255,125 Redundancy Provision 2,659,358 480,000 2,179,358 Connect for Success Fund 899,721 65,802 833,919 Fleet - Timing Delay 483,661 483,661 483,661 Hermitage Park 56,383 56,383 Priorities Investment Fund 1,426,800 138,550 1,288,250 Unspent Budget 14,294,911 328,465 13,966,446 SPF - Transformation/spe nd to save - Council 2,004,764 92,951 1,911,813 Severe weather related cost reserve 4,244,000 4,244,000 To balance 25/26 Budget 2,952,661 2,952,661 0 Totals 105,161,384 0 0 58,052,979 7,500,918 97,660,466 0 Page 88
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Appendix 2 Service Opening Balance 1 April 2025 Drawndown 2025- 26 as at 31 October Planned Spend FY 2025-26 Planned Spend 2026-27 Planned Spend 2027/28 onwards £ £ £ £ £ Community Planning 307,672 121,949 126,656 181,016 - Chief Executive's Unit Total 307,672 121,949 126,656 181,016 - Commercial Services 1,862,482 13,867 76,577 1,483,905 302,000 Education 9,775,650 2,496,404 4,274,365 5,213,859 287,426 Legal and Regulatory Support 663,875 48,705 282,412 351,183 30,280 Executive Director (Douglas Hendry) Total 12,302,007 2,558,976 4,633,354 7,048,947 619,706 Customer Support Services 1,681,376 77,481 619,887 618,489 443,000 Development and Economic Growth 6,296,428 606,127 3,472,140 2,466,060 358,228 Financial Services 1,406,862 275,494 799,188 607,674 - Roads and Infrastructure Services 13,013,640 72,035 4,468,424 1,664,018 6,881,199 Executive Director (Kirsty Flanagan) Total 22,398,306 1,031,137 9,359,639 5,356,241 7,682,427 Council wide 5,252,661 2,952,661 3,852,661 900,000 500,000 Non Departmental 64,833,188 782,303 4,323,269 9,296,654 51,213,264 Other Operating Income and Expenditure 53,892 53,892 53,892 - - Non Departmental Total 70,139,741 3,788,856 8,229,822 10,196,654 51,713,264 Adult Services 13,658 - - 13,658 - Social Work Total 13,658 - - 13,658 - Total 105,161,384 7,500,918 22,349,471 22,796,516 60,015,397 Page 89
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Appendix 3 Ref Description Plans for Use Opening Balance 1 April 2025 Drawndown 2025- 26 as at 31 October Remaining Balance as at 31 October Planned Spend FY 2025-26 Planned Spend 2026-27 Planned Spend 2027/28 onwards £ £ £ £ £ £ 1 Service Concessions - Priorities Investment Fund (Area Plans) As agreed by Policy and Resources Committee on 23 October 23 - drawdown of £200,000 from the Priorities Investment Fund to fund two temporary posts and associated costs to produce meaningful area plans 108,793 88,115 20,678 90,000 18,793 - 2 NHS Highland and other CPP Partners Contribution Towards the CPP Running and Project Costs CPP action plan will be finalised qtr 4 and spending happening from then 83,368 - 83,368 - 83,368 - 3 Community Planning - temp post to support communities Community engagement support spending in 25/26 & 26/27 63,855 17,850 46,005 20,000 43,855 - 5 Gaelic Development To fund Gaelic specific work and project work of the Community Planning Partnership including the development of the new 10 year Outcome Improvement Plan 15,984 15,984 - 15,984 - - 7 Recovered unspent third sector grant funding. To be distributed through the Supporting Communities Fund for communities based projects across Argyll and Bute. 672 - 672 672 - - 220 NHS Highland and other CPP Partners Contribution Towards the CPP Running and Project Costs Spending plan as outlined in SLA 35,000 - 35,000 - 35,000 - 307,672 121,949 185,723 126,656 181,016 - 307,672 121,949 185,723 126,656 181,016 - 10 Rothesay Pavilion Charity Agreed at Council meeting February 2020,Unspent Budget Earmarking 010 of £750k additional revenue support subject to conditions which seek to minimise the risk to the Council as far as is reasonably practicable including requirement for adequate business and financial management and regular reporting by RPC. This funding is to support Rothesay Pavilion Charity in the first 2 years of the building being operational. Merged September 24 per Council decision with CHORD earmarking 094 £409k which was about building up a provision towards future Council commitment to provide up to £150,000 per annum running costs for Rothesay Pavilion. Additional revenue support subject to conditions which seek to minimise the risk to the Council as far as is reasonably practicable including requirement for adequate business and financial management and regular reporting by RPC. 1,159,204 - 1,159,204 - 1,159,204 - 11 Climate Change Programme At the Council Budget meeting on 24 February 2022, the Council committed to additional investments with £0.500m for Climate Change, building on previous £1.1m investments, including projects within Argyll and Bute’s schools. Expenditure in 23/24, draw down in 24/25. Capital spend agreed to be moved by S Clark and C Earl 302,000 - 302,000 - - 302,000 13 Energy Efficiency Fund The Central Energy Efficiency Fund (CEEF) was launched by SG in 2004 to support the delivery of energy efficiency and renewable energy measures. The original allocation of funding was £286k and part of the stipulation of the funding was that any savings from energy efficiencies were reinvested into the fund in energy efficiency measures. The terms and conditions attached to the fund expired on 31 March 2016, however there is an expectation that local authorities will maintain a revolving energy efficiency fund to support future carbon reducing projects. 214,521 - 214,521 - 214,521 - 14 Commercial Investment Manager post and specialist consultant technical resource (previously Asset Management Fund) The Asset Management Fund has been redirected to Capital going forward but the interest for 2023-24 is to be used towards a Commercial Investment Manager Post. This is because funding of £200k from the Asset Management Fund was agreed at ELT in June 22 for the post, along with specialist consultancy and technical resources that will be required to support early projects. The post is now vacant and plans are still to be devised. 79,242 - 79,242 - 79,242 - 15 Estates - NDR Revaluation Appeals The Council agreed to make provision to meet the cost of appealing Non Domestic Rates (NDR) revaluations which were imposed from April 2017. The remaining funds were carried forward to the 2023/24 revaluation cycle however a recent change in position by the Scottish Government may restrict the appeals which can be made. This is still under discussion and Gerald Eve Surveyors have been appointed as specialist advisers on this matter, who are progressing 2023-26 appeals. In the event that appeals are limited there may be an opportunity to utilise Gerald Eve for more general valuation advice subject to Procurement approval. 59,938 - 59,938 50,000 9,938 - 18 Site Investigation Works For Site Investigation works and pre-development works exploring and developing commercial opportunities across Argyll and Bute. Having a procured supplier to provide floor plans at short notice is required to be able to react quickly to requests. If this isn't available Estates would need to go through the procurement process again which would delay any projects by several months. There isn’t a detailed plan to use this resource it is more about being able to react quickly and not delay projects. 33,710 - 33,710 12,710 21,000 - 19 Free Sanitary Provision Scheme To fund the continued implementation of the scheme through increased provision of reusable products, improved provision in rural communities by working in partnership with Education and improving the storage of products in toilets so that they are more readily available. A dedicated officer was appointed in November 2022 to develop the scheme and increase provision across Argyll and Bute including a postage facility. 13,867 13,867 - 13,867 - - Commercial Services Total 1,862,482 13,867 1,848,615 76,577 1,483,905 302,000 9 Digital Projects (Supply Staff Booking System) To deliver a number of Digital Service Transformation Projects with a commitment of £0.035m towards a Supply Staff Booking system. Phase 1 of the project is nearing completion. 5,300 5,300 - 5,300 - - 20 EDU - Early Learning & Childcare - 1140 Hours Expansion The funds will be utilised to improve and expand the Argyll and Bute Early Years Delivery Plan for 1140 hours which will increase access to affordable Early Learning and Childcare across the Council area. There is a detailed plan of spend which has been shared with S95 officer and Head of Finance. The Scottish Government were happy for us to move ahead with plan instead of losing funding. For 2024-25 the ring fencing has been removed, however the wording of the letter states funds must still be used for Early Years. 3,906,651 395,258 3,511,393 811,370 3,095,281 - 21 ASN Review Transferred from Education to fund ASN review upgrades in Islay High School, Castlehill Primary School, Tobermory High School and Hermitage Academy 967,574 - 967,574 - 967,574 - 23 Provision for Learning Estate Investment Programme At the Council Budget meeting on 24 February 2022, the Council committed to additional investments - £1m to help safeguard and support future learning for Argyll and Bute's Learning Estate Investment programme. Update: The LEIP funding bid was approved by SG late 2023. Council approval granted at 25th April 2024 meeting to commence business case, undertake engagement exercises and site selection process. Permission was also approved for spend up to £5m. 1,000,000 - 1,000,000 434,000 566,000 - 25 DSM - Devolved School Management Scheme To be spent in accordance with DSM regulations. 1,205,590 1,205,590 - 1,205,590 - - Chief Executive's Unit Community Planning Executive Director (Douglas Hendry) Commercial Services Education Community Planning Total Chief Executive's Unit Total Page 90
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Ref Description Plans for Use Opening Balance 1 April 2025 Drawndown 2025- 26 as at 31 October Remaining Balance as at 31 October Planned Spend FY 2025-26 Planned Spend 2026-27 Planned Spend 2027/28 onwards £ £ £ £ £ £ 27 100 Day Promise - Increase Teacher and Pupil Support Assistant Numbers Scottish Government initiative to increase the number of teachers and support assistants in schools. Required to fund teachers to end of academic year and beyond. 593,197 - 593,197 93,197 500,000 - 29 Access to Counsellors in Schools Government initiative to support delivery of the access to school counselling service, in line with the commitment set out in Programme for Government. The delivery of the service will enable children and young people to be supported with issues affecting their mental health and wellbeing. The service is currently seeking the views of head teachers around the need for increased counselling for under 10s. Service is also engaged in multi- agency discussions around the development of a single point of access and the School Counselling monies will help support the development of this in collaboration with HSCP. 275,251 275,251 - 275,251 - - 31 Pupil Equity Fund Carry Forward To provide targeted support for children and young people affected by poverty to achieve their full potential. Funding is used over the academic year. 274,549 274,549 - 274,549 - - 32 Additional Support Needs - Additional Support for Learning Project Government initiative to support the provision of support staff in schools as part of 'Support for Additional Support for Learning Implementation'. The funding will be used to supplement the ASN Assistants budget 25-26 by funding additional support need hours required due to a lack of local specialist provision in some areas, as well as for vital training for visual and hearing impairment specialists which a significant number of Argyll and Bute's children require. 216,557 - 216,557 216,557 - - 35 Strategic Equity Fund Strategic Equity Funding must provide targeted support for children and young people (and their families if appropriate) affected by poverty to achieve their full potential, focusing on targeted improvement activity in literacy, numeracy and health and wellbeing. The Strategic Equity Fund Spending Plan will enhance staffing, provide teacher cover and support to schools not in receipt of PEF funding, to be spent by the end of the 2024-25 academic year. 84,235 84,235 - 84,235 - - 36 MCR Pathways Pilot Funding to support implementation of MCR Pathways mentoring programme within three secondary schools for 2025-26 academic year. Funding will allow the employment of a dedicated Co-ordinator within each setting to develop and implement the programme which is designed to benefit care experienced and other disadvantaged pupils through targeted mentoring support. 80,000 - 80,000 - 80,000 - 37 Scottish Milk and Healthy Snack Scheme (SMHSS) The Scottish Milk and Healthy Snack Scheme funds a daily portion of plain fresh cow’s milk (or specified alternative) and a healthy snack (fruit or vegetables) for pre-school children spending 2 hours or more in the care of a regulated day care provider and/or childminders that has registered for the Scheme. The unspent grant from 2024/25 will contribute towards the cost of the scheme in 2025/26. 71,846 71,846 - 71,846 - - 40 EDU - Music Instructors Scottish Government Initiative to support music tuition. Unspent amount designated for expansion of the service within the 2024/25 academic year. 44,000 44,000 - 44,000 - - 41 Youth Music Initiative To fund YMI projects across the remainder of the academic year 2024/25. 40,647 40,647 - 40,647 - - 42 Gaelic Specific Grant Gaelic Specific Grant £30k - This earmarking refers to the Council contribution towards the Gaelic grant for 22-23 and will fund the costs of Gaelic Language Principal Teacher in 25-26 academic year. 30,000 30,000 - 30,000 - - 43 (2023 Digital Projects) Cashless Catering To support the ongoing implementation of the new cashless catering system during the testing and roll out phase. £20k released back to General Fund September 24 per Council decision as no longer required. 5,004 - 5,004 - 5,004 - 46 Scottish Attainment Challenge - Care Experienced CYP Funding To provide targeted support for care experienced children and young people to achieve their full potential. The balance funds a Virtual Head Teacher and Health and Wellbeing Family Support Workers. Earmarked funding is allowing the Virtual HT to create impact both within Education but also to drive forward work around The Promise across partners and other services. 8,007 8,007 - 8,007 - - 53 Play on Pedals Unspent Play On Pedals grant to allow the procurement of a fleet of cycles and helmets to support delivery across up to 19 nurseries, as well as other equipment and maintenance. 1,553 1,553 - 1,553 - - 54 Food for Thought Ardrishaig Primary £872 and Gigha Primary & ELC £403 have orders pending and plans for the remaining balance of the Food for Thought Grant. Will be spent in 2025-26 1,275 1,275 - 1,275 - - 197 Education Network Programme Council agreed to merge 030/033/034/049 as they all related to the Education Network Programme: EMR030 - Additional Teaching/Support in Schools/Digital Devices/Family Home Learning Support Fund - Continuation of funding for additional staffing, teachers, support staff, additional devices for pupils and additional family/home learning programmes. £351k at 31/03/24. EMR033 - School WiFi Upgrades - To extend WiFi coverage within school settings through the purchase of additional hardware such as access points, switches and other networking hardware. This will result in more flexible learning spaces and support the growing number of devices within schools. Project now underway and if budget not fully utilised it is hoped that the balance could be diverted to assist with Capital costs of Education Network Paper. £167k at 31/03/24. EMR 034 - Education Transformation Fund - At the Council meeting on 27 February 2020, it was agreed to input £400k into Education Digital Learning. The additional funds have been spent in 20/21, 21/22 and 22/23 as part of the ongoing transformation work in the Education service, focussing on digital and virtual learning technology and the development of learning clusters. £145k at 31/03/24. EMR 049 - Skype for Business for Education - To fund the initial capital costs for the implementation of Skype for Business for Education. This will bring the Education service in line with other council departments and will improve staff collaboration and modernise school telephony to deliver the service more efficiently and cost effectively. £10k at 31/03/24. 612,686 - 612,686 612,686 - - 198 ASN Review Upgrades - Capital Transferred from Education to fund ASN review upgrades in Islay High School, Castlehill Primary School, Tobermory High School and Hermitage Academy 287,426 - 287,426 - - 287,426 205 Foundation Apprenticeships Foundation Apprentice Income to cover employee and material costs for remainder of academic year 2024-25 42,582 42,582 - 42,582 - - 206 School Meal Debt Grant Scottish Government Grant funding - overpayment received from SG combined with debtors balances yet to be written off 9,774 4,365 5,409 9,774 - - 207 Gaelic Learners in Primary Schools 9GLPS) The Gaelic Learners in Primary Schools grant funding is funding for Tutor costs and online training sessions. The unspent grant will be utilised in 2025- 26 in accordance to current spending plans. 7,661 7,661 - 7,661 - - 208 Bord na Gaidhlig - Gaelic Plans Fund The Education Service is in receipt of grant funding from Bord na Gaidhlig from the Gaelic Plans Fund. Within Education the grant is part-funding the Furan Gaelic Centre and Online Team Teaching. The Grant Income Profile does not match the Expenditure Profile with the result that surplus funding from 2024-25 requires to be carried forward to help offset a shortfall in the Grant Income Profile in 2025-26. 2,790 2,790 - 2,790 - - Page 91
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Ref Description Plans for Use Opening Balance 1 April 2025 Drawndown 2025- 26 as at 31 October Remaining Balance as at 31 October Planned Spend FY 2025-26 Planned Spend 2026-27 Planned Spend 2027/28 onwards £ £ £ £ £ £ 209 Raise - Drax Funding The Drax Community Fund provides small grants and donations of up to £2,000 to support local projects and programmes that deliver social and economic benefit within the communities where Drax operates. £1,998 awarded, remaining funds, project to June 25 1,311 1,311 - 1,311 - - 210 Raise - RSC Funding Royal society of Chemistry for £500, The Inspiring Young Chemist Fund. 184 184 - 184 - - 9,775,650 2,496,404 7,279,246 4,274,365 5,213,859 287,426 57 Meridian BCMS (Business Continuity Management System) Meridian BCMS (Business Continuity Management System) For period covering: 19th February 2024 – 18th February 2027 Civil Contingencies System, this earmarking will be used over the next 6 years for maintenance costs for Meridian BCMS 37,376 19,800 17,576 19,800 17,576 - 58 LRS - Housing Services - Welfare Rights Grant agreement between the Improvement Service and Argyll and Bute Council for participation in the Welfare Advice and Health Partnerships- ‘Test and Learn’ Programme 19,535 19,535 - 19,535 - - 59 Education Purchasing Officers The earmarked funds will be used to fund an education purchasing team within the Procurement Service for two years. The team will embed good procurement practice, train headteachers on current procurement process requirements, develop spend plans that evidence best value. 210,000 - 210,000 - 210,000 - 60 CCTV Maintenance Maintenance of CCTV systems. Funds transferred from external bodies (Police Scotland) to maintain systems for future years Council Decision of 20 Sept 2007. Merged with funds from Community Safety Partnership to be used for Community Safety Partnership purposes. 98,426 2,151 96,275 50,595 47,831 - 61 Information Management (Digitalisation of Title Deeds) To support a number of initiatives in respect of improving the Council's information management in line with the transformation agenda and increasing the pace of change as outlined in the BV Review. The planned initiatives include: Digitalisation of Title Deeds £92k - document management. Staffing now in place for this project to be completed. 92,000 - 92,000 46,000 46,000 - 62 Welfare Rights Support As agreed at the Council Meeting on 25 February 2021 - an allocation of £0.172m. As part of our focus on Improving Opportunities for People and Communities, agrees to provide additional resources to proactively support people experiencing poverty and hardship, by investing in two additional Welfare Rights support staff for two years. 66,728 - 66,728 66,728 - - 63 (2023 Digital Projects) Replacement of Council Chambers Online Meeting Equipment Current online meeting system is less than resilient and has failed on a number of occasions, leading to issues at strategic committees. A condition assessment by the incumbent maintenance contractor has highlighted that the current equipment is now at end of life and unsupportable due to the obsolescence of the system. Discussions with ICT have taken place to identify a simpler more robust solution to be procured. NUWAY system and maintenance, system installed, ongoing maintenance contract to 2030 44,718 7,219 37,499 7,219 7,219 30,280 64 Councillor IT Equipment There is currently no budget for the provision and renewal of IT equipment for members. The earmarking identifies a resource to utilise spend for that purpose to ensure that members have continued support in maintaining and replacing vital IT equipment. 44,557 - 44,557 22,000 22,557 - 66 Debt Counselling & Welfare Rights To meet the cost of a Debt Counselling and Welfare Rights Management System. Balance of £15k released back to General Fund per Council decision September 24 and an associated cost pressure built in to 2025-26 budget cover the routine annual costs. 735 - 735 735 - - 211 MS365 Completion of Project Rollout Additional Funding required to complete the MS365 project 49,800 - 49,800 49,800 - - 663,875 48,705 615,170 282,412 351,183 30,280 Executive Director (Douglas Hendry) Total 12,302,007 2,558,976 9,743,031 4,633,354 7,048,947 619,706 68 Digital Projects (Increase in Schools Bandwidth) To complete one of a number of Digital Service Transformation projects with a commitment of £0.064m to increase Schools Bandwidth. Committed for MS 365 project - D Logan/I Jackson. Paper went to ELT in Dec 24. 63,455 - 63,455 - 63,455 - 69 Digital Projects (Replacement Learning Management System) To deliver a number of Digital Service Transformation Projects with an original commitment of £0.030m towards a replacement Learning Management System £0.030m. This money will be used to pay for consultancy for an interface between iTrent and totara. Profiled for 24/25 based on decision to do a phased implementation of itrent. 11,470 - 11,470 11,470 - - 71 Microsoft Licensing Costs To meet licensing and set-up costs for the Microsoft 365 rollout. The spend is profiled and reported to MS365 board each month. Currently projecting £74k 24/25, 272k 25/26, 454k 26/27 but all subject to change if licence upgrades are required for Power BI or Teams Telephony. The above profile would mean we will exhaust earmarkings in 26/27 but still expect to have a cost pressure in 26/27 of £27,309 and a much larger cost pressure from 27/28 onwards of at least £377k. Sept 25 update - Theres has been a delay to the Copilot project resulting in a slight reduction in the drawndown for 25- 26. 257,266 is required from earmarkings in 25-26. 726,632 - 726,632 257,266 469,366 - 72 ICT computer replacement At the Council Budget meeting on 23 February 2023, the Council committed to supporting the council's digital resilience and overall efficiency with investment in ICT assets. £88k will be drawn down in 24-25 for expenditure incurred in 23-24, £323k drawn down in 25-26 for expenditure planned in 24-25 with the balance of £120k drawn down in 26-27. Capital spend agreed to be moved by S Clark and C Earl 443,000 - 443,000 - - 443,000 74 Skills Development Scotland ER074 24-25 - £151k - We receive the money from Skills Development Scotland (SDS) to enable us to deliver Foundation and Modern Apprenticeship programmes. The money covers the salaries of the two Tutors we employ and also any materials we require to deliver the programmes. Update: This is being spent on contract overlaps around the move from Resourcelink, Crown, Iken to ITrent. Delay in start of project due to resource in ITrent. Reprofiled for 25-26. Agreed by Council September 24 to merge with 085 Establishing HR Service Centre (£14k) - To facilitate the implementation of technical efficiency improvements and new processes. This money will be used to support phase two of the itrent project. Spend reprofiled following delays in itrent project. 164,760 - 164,760 164,760 - - 75 Growing our Own and Modern Apprentices Funding earmarked to support trainee development and modern apprenticeship opportunities based on priority workforce risk areas. A Trainee Regulatory Services post has been proposed by the manager who was unable to secure a suitable candidate for the original advert. The spend will be in 25/26 once a suitable candidate is in post. Post interviewed for, awaiting references. Successful candidate unlikely to start before April 25. Balance of £40k released back to General Fund per Council decision September 24 as only £69k is still required for the intended purpose. 69,150 - 69,150 69,150 - - Education Total Legal and Regulatory Support Legal and Regulatory Support Total Executive Director (Kirsty Flanagan) Customer Support Services Page 92
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Ref Description Plans for Use Opening Balance 1 April 2025 Drawndown 2025- 26 as at 31 October Remaining Balance as at 31 October Planned Spend FY 2025-26 Planned Spend 2026-27 Planned Spend 2027/28 onwards £ £ £ £ £ £ 76 Security Operations Centre Subscription There is a requirement to pay for a 3-year subscription at £60,000 per annum with a cost pressure being added to the ICT revenue budget to cover the costs from 2026-27 onwards. Sept 25 update - Invoice for year 3 for Quorum Cyber Security is 42,405.87. 28,782 will be used in 26-27 to offset next year's expected cost 42,406 plus inflation. 71,188 42,406 28,782 42,406 28,782 - 77 (2023 Digital Projects) Resilient Website Project Cybersecurity action to move to a cloud based website platform that would improve resilience and enable service continuity in the event of a cyber attack. Procurement in progress for resilient website solution and Scotgov Cloud Services Project providing input. Contract Award expected by end 2023. Procurement in progress for resilient website solution. Contract Award expected FQ1 2024-5. 3 year contract has been awarded to BigBlueDoor. 14k spend 24/25, 29.5k in 25/26 and 16.5k in 26/27. 46,000 29,500 16,500 29,500 16,500 - 78 (2023 Digital Projects) Digital Project Officer Employ a temporary Digital Project Officer as part of OD changes - additional member of staff required to action changes, unable to recruit so existing staff increasing hours. 34,121 - 34,121 34,121 - - 79 Implementation of Gaelic Language Plan Agreed at Council Meeting February 2021. Provision of funding for delivery and implementation of the council’s Gaelic Language Plan in recognition of the contribution that Gaelic makes to economic growth and to the tourism sector, and to enable delivery of key activities within the plan which currently receive no revenue funding. In discussion with Bord na Gaidhlig about a 3-year Gaelic Plan funding programme as opposed to individual grant applications for specific projects. This earmarking would be used to provide match funding for that 3 year programme of projects. 3 year match funding approved December 2024. Sept 2025 confirmed no spending in 25-26, moved on one year 30,000 - 30,000 - 30,000 - 80 Business Development Training £27k budget from original Business Development Training earmarking 080 remaining at 31/03/24. This budget is funding ongoing leadership development, coaching, action learning sets and commissioned training including Priority Management. Agreed by Council September 24 to merge with 24-25 EMR 082 - In order to maximise the opportunities and efficiencies of digital learning, this funding will be used to support the extension of digital learning in order to deliver the Digital Learning Strategy, which was approved in FQ4 20/21. This money is to support the additional digital learning capacity required to build online elements of AB365 and other key digital learning as we increase our digital learning offering linked to the digital skills survey and review of corporate training. Delays in recruitment meant this has been reprofiled for spend in 24/25. 11,214 5,575 5,639 11,214 - - 81 Bord na Gaidhlig Grant funding from Bord na Gaidhlig. Ongoing spend ad hoc to deliver on commitments in the Gaelic Language Plan. Grant income from GLAIF continues to be added to this total and then paid out to projects. Sept 2025 confirmed no spending in 25-26, moved on one year 10,386 - 10,386 - 10,386 - 1,681,376 77,481 1,603,895 619,887 618,489 443,000 70 Information Management (Document Management and Workflow for Planning, Building Standards and Environmental Health) Hoping to implement the replacement for IDOX in March 2024 but there have been severe issues/delays with the new programme . Dec 24 Project has been scrapped as it was not working. Awaiting procurement to write termination of contract legal documents, until this is completed we will not know if any further cost are due. Amount moved to 2026-27 21,177 - 21,177 - 21,177 - 86 Crown Estates 2024-25 Crown Estates Grant to be spent on a number of projects. 2023-24 grant funding for Coastal Communities Fund (Crown Estates) Original EMR086- £838k 2022-23 grant funding for Coastal Communities Fund (Crown Estates). Balance remaining at 23-24 year end £981 (EMR087). Projects ongoing - Rockfield Centre (£60k), Campbeltown War Memorial (£17k) and Bowmore Hall (£53k). The remaining projects are underway with no confirmed spend - Jura Passenger Ferry (£100k), Pier Feasibility Studies (£100k), Airport Resilience (£100k), Cemetery Maintenance (£300k), Kilmartin Car Park (£50k) and Electric Charging Points (£200k). 2021/22 Crown Estate Funding (Coastal Communities Fund) - £857k remaining at 23-24 year end- EMR088). The remaining projects are underway - Tarbert Public Realm (£196k - contract in place, spend during 24-25), Kilmory Industrial Estate (£150k - no indication of when will be needed), Rothesay Kiddies Corner (£44k, no indication of when will be drawn down at present), Jura Community Gigsbit Programme (£50k, no indication of when will be spent), Dunoon Cycle Bothy (£145k, work ongoing to progress this project, hopefully will be spent 24-25), Dunoon STEM hub (£150k, work ongoing to progress this project, hopefully will be spent 24-25), Glenmorag Caravan Site (£100k, works are starting with spend expected during 24-25), £22k contingency. 2020/21 Crown Estate Funding (Coastal Communities Fund) with balance at 31/03/24 of £419k 24-25 EMR089). Remaining balance for Campbeltown Community Action Plan (£50k), Helensburgh Clyde Street (£350k), Bute Community Land Bike Transfer Station (£10k) Modular Hub Lochgilphead (£5k) and Tarbert Public Realm (£4k) to be spent in 24-25. 2,776,190 433,808 2,342,382 1,000,000 1,776,190 - 90 UK Shared Prosperity Fund (UKSPF) 2022-23 grant funding for UK Shared Prosperity Fund (UKSPF). Funding can be spent up to end of March 2025 & 2023-24 grant funding for UK Shared Prosperity Fund (UKSPF). spend currently £742K grant of £2.5m received in April, all to be spent by March 2025. Dec 24 Some projects are currently underspent and any underspent may have to be returned to the Govt. we have been advised a further allocation will be made in 25/26. Sept 25 - to be drawn down by end of 25/26 as project ends any unspent funds to be returned to Govt Year end 24-25 The UK Government have extended the UKSPF for a final, transitional year (2025/26). MoU has been signed for the funding. However, the UK Government has indicated that, rather than asking for money to be returned, they will reduce the amount they send us in FY25/26 by our underspend from the 2022-2025 programme, so that it ‘works out’. i.e. we have been allocated c £1.4million for this FY so are expecting roughly the balance based on the funds remaining in the reserve to be sent to us to fund this years programme. An amount will to remain which is administration funding used within our team. So effectively we are expecting what you have there to be ‘topped up’ relatively soon and then spent by end of the FY. 2024-25 grant funding for UK Shared Prosperity Fund (UKSPF). 1,079,897 - 1,079,897 1,079,897 - - 91 Scottish Government Islands Programme 2023-24 grant funding for Scottish Govt Islands Programme. (Tobermory Housing RGD) 324,085 74,214 249,871 270,045 54,040 - 92 Place based investment programme Projects approved at 12 August 2021 P&R Committee totalling £821k, Remaining funds committed. Includes 2023-24 grant funding for Place Based Investment Programme. 232,779 31,878 200,901 232,779 - - Development and Economic Growth Customer Support Services Total Page 93
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Ref Description Plans for Use Opening Balance 1 April 2025 Drawndown 2025- 26 as at 31 October Remaining Balance as at 31 October Planned Spend FY 2025-26 Planned Spend 2026-27 Planned Spend 2027/28 onwards £ £ £ £ £ £ 93 Short Term Lets These monies are to fund the STL licensing scheme until the renewal period of 27/28 as the majority for the licences will have renewal dates of 2027. There will also be ongoing staffing costs, maintenance fees for ICT systems and ongoing fees associated with short-term let licensing. Income from the scheme is intended to be directed to delivering the licensing scheme 232,604 - 232,604 - 232,604 - 95 LHEES (Local Heat & Energy Strategy) This is used to finance the delivery of the Local Heat and Energy Strategy, involving resourcing a full time member of staff and use of external consultants. This is fulfilling a statutory requirement for the Council. Production of the LHEES will be instrumental in achieving funding for the decarbonisation of heat and energy use in Argyll and Bute’s Buildings. SC Update - used to cover any overspend in c centre, underspent at present so most moved to future years 61,105 - 61,105 10,000 51,105 - 97 Islands Infrastructure Fund 2022-23 grant funding for Islands Infrastructure Fund. Dec 24 Draw down will be in Q4 24/25 Can be released 35 - 35 35 - - 98 Shelter Scotland Housing Funding Contribution from Shelter Scotland to fund 50% of a 2 year temporary Empty Homes Officer. Post holder now in place with remainder of costs to be incurred and earmarking drawn down in 25-26. Dec 24 Costs partially drawdown remainder by Q4. Post funded by HSCP in future years 9,373 - 9,373 9,373 - - 101 Coastal Communities (Capital) 2020/21 Crown Estate Funding (Coastal Communities Fund) totalling £1.504m. Expenditure/allocation to projects delayed due to covid, now allocated as per report to P&R on 18 Feb 2021. Projects include Dunoon STEM Hub 100k, Dunoon Cycle Bothy 249k, Ardrishaig North Project 50k and Arrochar car park £90k. Agreed Capital move to 27/28 with C Earl and S Clark 155,219 - 155,219 - - 155,219 102 Staycation and Marketing Argyll and Bute As agreed at the Council Meeting on 25 February 2021 with an original allocation of £0.800m. This will include provision of additional waste disposal facilities and other facilities that will be informed by the Motorhome and Informal Camping Survey. As agreed at Council on 24 February 2022, Staycation investment £0.100m. Augments the 2021/22 £0.5m staycation initiative with an additional investment of £100k, including support for community groups and partners in the provision of facilities which can support increasing staycation visitor numbers during the tourist periods. A further £155k committed for 24-25 across Clipper Race (£30k), Road Signs (£50k) and Marketing (£75k). Balance of £62k released back to General Fund per Council decision September 24 leaving the balance of £155k which is required for the intended purpose. Dec 24 marketing £56250, & clipper both drawn down, roads 50 still in discussions 68,750 - 68,750 68,750 - - 104 Lochgilphead CARS Conservation Area Regeneration Scheme for Lochgilphead Grants awarded to upgrade conservation areas in Lochgilphead such as shop fronts, town centre accommodation and other priority buildings. No drawdown required in 23/24 .These are multi year projects with spend generally increasing towards the end of the project life. Spend committed for 2024-25 and beyond. Project runs until March 2026. 200,000 - 200,000 200,000 - - 105 Service Concessions - Priorities Investment Fund (Project Officer for Housing Emergency) As agreed by Policy and Resources Committee on 15 February 2024 - drawdown of £200,000 from the Priorities Investment Fund to fund a Project Officer to assist in accelerating the work of the Housing Emergency. Dec 24 post holder now in place awaiting further instruction from Budget holder 200,000 34,806 165,194 65,000 135,000 - 106 Helensburgh CARS Conservation Area Regeneration Scheme for Helensburgh. Grants awarded to upgrade conservation areas in Helensburgh such as shop fronts, town centre accommodation and other priority buildings. 37,486 - 37,486 37,486 - - 107 Strategic Events & Festivals At the Council meeting on 25 February 21, a decision was taken to agree £90k funding for Events and Festivals for 22/23, in order that the application process can commence during 21/22 and that this agreed figure be augmented by any underspend remaining from the 20/21 financial year. At 24 February 22, decision made to agree £90k for 23/24, in order that the application process can commence during 22/23 and that this agreed figure be augmented by any underspend remaining from the 21/22 financial year. Applications have been received and payments will be made in 23-24. Final balance (£41,260) to be spent in 24/25 1,460 - 1,460 1,460 - - 108 Tackling Digital Exclusion Top-Up Fund As agreed at the Council Meeting on 25 February 2021 to support communities and in some cases individuals that are missing out on national programmes due to logistics and economies of scale. Earmarking was originally £217,600 but £177,600 has been released back to the general fund. The balance is committed for Mobile Mapping (£25k) with expenditure expected during 24-25 and the current Kerrera project (£15k) in 25-26. 14,000 - 14,000 14,000 - - 109 Economic Development - temp post to support economic recovery As agreed at Policy & Resources committee on 9 December 2021, allocation of £0.055m to a post to support the economic and social recovery together with the building back stronger themes. To be used to fund Settlement Project Support Officer during 23-24. Post holder resigned Dec 23. Dec 24 looking unlikely post will be filled though negotiations still taking place Year End 24-25 Management decided to carry on with this post for a further year, position is now filled and employment commences on 2nd June 2025. We also just had notification that the SG will contribute £22,500 towards costs to be claimed at end of year 35,895 - 35,895 35,895 - - 111 Gypsy Traveller Grant/LACER Funding (Gypsy Travellers) Local Authority COVID Economic Recovery Fund grant. This funding would pay for MECOPP (Minority Ethnic Carers of People Project) to engage with the Gypsy Travellers community on the important subject of the cost of living increases, fuel poverty and the impact of factors such as their remote rural locations and the facilities available to them for everyday living have on their livelihoods. This was originally LACER and additional funding routed through SG for Gypsy Traveller sites received on behalf of ACHA (the sites have been transferred to ACHA). This therefore isn't all a Council budget. The ACHA element of funding was for site improvements - hence the planned roadway improvements Sept update - 10k for road improvements to be spent 25/26 (Service think Earmarking is only 10K - a previous value was not drawn down in 22/23) Year end 24/25 awaiting invoice from ACHA for payment for roadway improvements expected q1 25/26 32,826 - 32,826 10,000 22,826 - 112 Screen Machine At the Council Budget meeting on 22 February 2024, the Council committed to a one-off investment of £0.028m to Screen Machine in response to an external funding request. Dec 24 Grant offer has now been sent out but payment now not due until Q1 25/26 5,000 5,000 - 5,000 - - Page 94
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Ref Description Plans for Use Opening Balance 1 April 2025 Drawndown 2025- 26 as at 31 October Remaining Balance as at 31 October Planned Spend FY 2025-26 Planned Spend 2026-27 Planned Spend 2027/28 onwards £ £ £ £ £ £ 115 LACER Funding (Sector Support Grant) Local Authority COVID Economic Recovery Fund grant. This will provide funding, either part of the small business development grant or standalone, to help micros and small business to implement projects that contribute to the sector as well as benefitting the business, for example: Tourism and hospitality, food and drink or retail. With option to provide additional business support to hard hit areas including Bute and Kintyre where unemployment remains higher than average - support via specialist advice, locally tailored grants to meet local priorities and targeted marketing activity. to be split £115,000 for Shop fronts and £35,000 Business support via Business Gateway. As at 31/03/2024 Shop fronts have £9860 remaining and Bus support £9050. The Bus support element along with ER refs 122 & 124 (totalling 36130) are to be spent on Digital Reviews as agreed at P&R committee on 09.05.2024. We expect to commit all the spend in this FY 24-25, but as suppliers are paid for work only after it has been completed, some of the costs may not actually be defrayed until Q1 25-26 Shop fronts now all spent Business support ongoing 4,606 702 3,904 4,606 - - 116 EH Covid Posts Funding initially for 2 posts for 2 years. Posts were initially recruited to with one leaving and the other going on maternity leave resulting in delays in expenditure. Council agreed September 24 to allow a change of use as unable to recruit to the posts. To be used to fund additional costs related to the review and assessment of site investigation reports and provide support to consultants. 13,062 - 13,062 13,062 - - 117 LACER Funding (Shop Local) Local Authority COVID Economic Recovery Fund grant. This funding would provide funding to continue the Shop Local scheme into 2023/24 and 2024/25, buying additional cards and allow the cards to gather momentum and support local businesses. Dec 24 spend should be through by Q4 24/25 5,997 1,200 4,797 5,997 - - 118 LACER Funding (Small Business Development Grant) Local Authority COVID Economic Recovery Fund grant. This funding will provide funding of between £500 and £5,000 to help existing micro and small businesses to improve their resilience or growth via projects to implement green initiatives, implement digital development, implement marketing improvements and improve efficiency/innovation. This along with ER 115 & 122 (totalling 36130) are to be spent on Digital Reviews as agreed at P&R committee on 09.05.2024 We expect to commit all the spend in this FY 24-25, but as suppliers are paid for work only after it has been completed, some of the costs may not actually be defrayed until Q1 25-26 Year End 24-25 funds will not all be fully spent until q2 25/26 12,651 7,919 4,732 12,651 - - 119 LACER Funding (New Enterprise Support Grant) Local Authority COVID Economic Recovery Fund grant. This funding would provide £3,000 grants to help new businesses start up and establish. This along with ER 115 & 124 (totalling 36130) are to be spent on Digital Reviews as agreed at P&R committee on 09.05.2024 We expect to commit all the spend in this FY 24-25, but as suppliers are paid for work only after it has been completed, some of the costs may not actually be defrayed until Q1 25-26 Year End 24-25 funds will not all be fully spent until q2 25/26 12,329 - 12,329 12,329 - - 204 Planning Services Depending on the outcome of a number of S36 Windfarm planning applications, this earmarking will be used to cover consultation advice and a potential public inquiry if applications are refused. 300,000 - 300,000 150,000 150,000 - 212 Community Led Local Development 2024-25 grant funding for Community Led Local Development 82,466 - 82,466 82,466 - - 213 Empty Business Property Officer To fund Empty Business Property Officer post into 26-27. 73,118 - 73,118 50,000 23,118 - 214 Addressing Depopulation Fund - Private Sector Resettlement Officer To fund Addressing Depopulation post during 25-26. 56,309 16,600 39,709 56,309 - - 215 Levelling Up Partnership Funds 2024-25 grant funding for Levelling Up Fund 45,000 - 45,000 45,000 - - 221 Short Term Lets These monies are to fund the STL licensing scheme until the renewal period of 27/28 as the majority for the licences will have renewal dates of 2027. There will also be ongoing staffing costs, maintenance fees for ICT systems and ongoing fees associated with short-term let licensing. Income from the scheme is intended to be directed to delivering the licensing scheme 126,109 - 126,109 - - 126,109 222 Rothesay Pavilion Additional revenue support subject to conditions which seek to minimise the risk to the Council as far as is reasonably practicable including requirement for adequate business and financial management and regular reporting by RPC. 76,900 - 76,900 - - 76,900 Development and Economic Growth Total 6,296,428 606,127 5,690,301 3,472,140 2,466,060 358,228 121 Benefit Admin Grant Grant monies which would have to be repaid if not utilised for intended purpose. Benefit Administration activities in the build up to the migration of Housing Benefit to Universal Credit. These monies are committed to cover ongoing Benefit Administration activities in 22/23, 23/24 and 24/25 when it is now expected that the full migration of working age Housing Benefit caseload to Universal Credit will be complete. Monies will be used to implement the recommended changes from the recent Revs and Bens BPR including ongoing improvements to the Council's debt recovery policies (£50,000), build resilience including staff overtime, outsourcing of Housing Benefit processing during the transition and cover casual staff for the Universal Credit migration (£20,500). Monies also set aside for additional works to the value of £40,000 with the software suppliers around enhancing the Revs and Bens system, automating processes and transitioning customers to use digital gateways to contact the service. 155,166 - 155,166 20,000 135,166 - 122 Housing Benefits Private Specific funding allocation for Housing Benefit including DHP. Funds will be used to continue to support vulnerable people initially financially affected by the COVID-19 outbreak but now facing the cost of living crisis to sustain their tenancies. This earmarking will help offset potential overspends in the DHP/ Scottish Welfare Fund budget going forward. 107,444 - 107,444 50,000 57,444 - 123 Flexible Food Fund Financial Insecurity funding from Scottish Government routed into the Argyll and Bute Flexible Food and Fuel Fund (ABFFFF) is aimed at tackling financial insecurity for adults and families across Argyll and Bute. Working in partnership with the Community Food Forum, Bute Advice Centre and ALIenergy, households with low incomes and no access to cash savings can apply for immediate financial support. The Fund helps support daily living expenses. Since inception in January 2021 until March 2023 client gain in extra benefits income for families was £3.8 million with 2,500 families had been supported. The project has been extended to 31 March 2025 with funding coming from the UK Shared Prosperity Fund and this earmarking to support it. The Council's Financial Inclusion and Advice Group have proposed that monies from the Flexible Funding for Supporting People at tier 4 COVID earmarking should be used to support this project to ensure it can continue to the contract end date of 31 March 2025. The Scottish Government have provided this funding and have endorsed this award winning project promoting it as part of the solution to end the need for foodbanks nationally. 22,561 22,561 - 22,561 - - 124 Revenue and Benefits BPR - extra staff to implement savings targets On 23 February 2023, the Council agreed to the implementation of savings option FIS2324-002 in relation to the Revenue and Benefits - Income Generation and Business Process Review. This included an extra 4 FTE of staff. Delays in recruitment have caused slippage in the allocated budget for these posts. 86,955 - 86,955 - 86,955 - Financial Services Page 95
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Ref Description Plans for Use Opening Balance 1 April 2025 Drawndown 2025- 26 as at 31 October Remaining Balance as at 31 October Planned Spend FY 2025-26 Planned Spend 2026-27 Planned Spend 2027/28 onwards £ £ £ £ £ £ 125 Cost of Living Payments - Admin funding Administration funding associated with Scottish Government schemes to issue monies to Low income Households for the Cost of Living Payments. To provide additional staffing to help with the backlog and to support the administration of the double charges on second homes in 2024/2025. We continue to receive a large number of enquiries from this customer profile particularly given upcoming changes being made by the Assessor at DABVJB 72,550 72,550 - 72,550 - - 126 Flexible Funding for Supporting People while at Tier 4 COVID Funding from SG to strengthen local authority responses to meet emerging needs and support people in their communities struggling with the restrictions and guidance at all protection levels re COVID, particularly those at risk through health and social inequalities. This support could cover the same types of support. In June 2021 the Council agreed to support 20 projects led by a range of Council officers, officers from the HSCP and members of the third sector to deliver wide ranging support across our region. A report will be presented to members in due course. 58,981 32,000 26,981 58,981 - - 128 Pandemic Support Payments (CTR - Admin) Administration funding associated with Scottish Government schemes to issue monies to CTR recipients. Provide additional staffing to support the recovery from backlog of Council Tax administration caused by Pandemic Support Payment process, further administration duties related to LACER fund and also to support any further Scottish Government funding initiatives that occur during 24/25 51,968 51,968 - 51,968 - - 129 Financial Systems The council is required to implement the IFRS16 Leases accounting standard from the 1st April 2024. 33,748 - 33,748 33,748 - - 130 Accounting and Budgeting Team Resilience Training and examination fees for 6 staff who are currently undertaking their professional CIPFA/ACCA training. In addition funding the further training of 1 of our auditors and providing finance business partner training to a group of our existing professional staff. 36,055 3,509 32,546 8,000 28,055 - 131 FIS - BEIS Energy Grants Grant monies which would have to be repaid if not utilised for intended purpose, Additional staff to cover pressures of administering double charge of council tax in 2nd homes £28k 27,590 27,590 - 27,590 - - 132 Self Isolated Support Grant Unspent admin funding for processing Self isolation Support Grants. 5,316 5,316 - 5,316 - - 201 Food banks At the budget meeting in February 2025, it was agreed that general reserve would contribute £5k to each of the 12 foodbanks across Argyll and Bute and its islands making a total investment of £60k to assist local families in coping with the cost of living pressures 60,000 - 60,000 60,000 - - 216 LACER Funding Food banks - make payment to 12 local community food organisations 64,260 60,000 4,260 64,260 - - 217 Empty Property Relief This represents unspent Scottish Government Empty Property Relief monies earmarked as business grant funding to incentivise the regeneration of business properties within our communities. Although the earmarking appears under Financial Services, the funds will be drawn down by colleagues in Economic Development to support grant-funded projects. 224,214 - 224,214 224,214 - - 218 FIS - Scottish Welfare Fund - Community Care Grants This balance comprises underspent Scottish Welfare Fund monies from 2024/2025, combined with additional Scottish Government funding received in February 2024 for SWF activity. We anticipate drawing down circa £200,000 this yearend to cover SWF overspend in 2025/26, and the remaining funds are likely to be required to support Crisis Grant and Community Care Grant activity in 2026/27. Maintaining current priority award levels within the Fund is essential to ensuring that individuals can access the support needed to establish and sustain new tenancies. If these monies were instead taken as savings, the burden of expenditure could transfer to Housing and Social Care Services, as they would need to fund essential household items and tenancy setup costs. This could slow the transition of individuals from temporary accommodation into permanent housing, leading to additional cost pressures within core service budgets. 400,054 - 400,054 100,000 300,054 - 1,406,862 275,494 1,131,368 799,188 607,674 - 133 Service Concessions - Biodegradable Municipal Waste (BMW) Ban As agreed at Council meeting 23 February 2023 - Ensuring Argyll and Bute is able to better address the challenges faced by a remote/rural/ island region in complying with the forthcoming national BMW ban. Following a project review of the Helensburgh Waste Transfer Station this is no longer going ahead. The earmarking continues to be required to assist with the financial pressures in relation to BWW Ban compliance and the end of the PPP contract. The proposal is to amalgamate this reserve with the existing waste earmarking, reference 134. Agreed C Earl and S Clark Capital moved to 27/28 3,500,000 - 3,500,000 - - 3,500,000 134 Waste Variation Monies Waste Variation Monies remaining of - £1m, to be used to assist with the Council's compliance with the 2026 ban on the Landfill of Biodegradable Municipal Waste and supporting the overall Waste Strategy) £990K in 2025-26 consisting of:- Island restoration/capping, waste PPP conversion of sites (including consultants for waste PPP MBT conversion monitoring and sign off), consultancy costs relating to additional monitoring data for SEPA and Recycling Improve Fund design works. £10K in 2026-27 consisting of:- consultancy costs relating to additional monitoring data for SEPA. 1,000,043 - 1,000,043 1,000,043 - - 135 Roads Reconstruction programme At the Council Budget meeting on 23 February 2023, the Council committed to augmenting overall allocation for the roads repair and maintenance programme with additional funds to bring up to £8m total investment for 2023/24 and 2024/25. This will be drawn down to the capital plan during 24- 25 and 25-26. Agreed C Earl and S Clark Capital moved to 27/28 1,042,000 - 1,042,000 0 - 1,042,000 136 Footpath improvements At the Council Budget meeting on 23 February 2023, the Council committed to providing additional funding for footpath improvements across Argyll and Bute. Spend forecast for 23/24, draw down in 24/25. Agreed C Earl and S Clark Capital moved to 27/28 219,000 - 219,000 0 - 219,000 137 Vehicle Replacement Timing delay in fleet replacement causing one-off saving. Vehicles purchased and received in 22/23 for £174k, draw down to capital will be processed in 23/24. remainder has been spent in 23-24 and will be drawn down in 24-25. Agreed C Earl and S Clark Capital moved to 27/28 483,661 - 483,661 0 - 483,661 138 Service Concessions - Priorities Investment Fund (Strategic Development Framework) As agreed by Policy and Resources Committee on 15 February 2024 - drawdown of £450,000 to procure consultancy support to assist in driving forward the Strategic Development Frameworks. 433,804 72,035 361,769 433,804 - - 139 Active Travel At the Council Budget meeting on 24 February 2022, the Council committed to additional investments. For Active Travel £0.500m for further improvements for footpaths and pavements and supporting safer routes to schools across Argyll and Bute. Some capital expenditure to be incurred in 22-23 and drawn down in 23-24, remainder planned to be spent in 23-24 and drawn down in 24-25. Agreed C Earl and S Clark Capital moved to 27/28 181,000 - 181,000 - - 181,000 141 3G pitches / Tarbert Sports Pitches In November 2018, the Council agreed to a maintenance funding package to be progressed for a number of 3G pitches including Tarbert. This funding was proposed to provide an estimated 6.5 years’ worth of ongoing maintenance up to 2025-26. There is the potential to extend the continued upkeep of the pitches until 2026-27 given the earmarking available will not be fully utilised by the end of 2025-26. However, there will be potential redundancy costs for 1 employee that will need to be covered from the remaining balance. Paper on proposed extension to be prepared. Sept update - Note comment earmark may not be fully utilised 213,769 - 213,769 150,000 63,769 - Financial Services Total Roads and Infrastructure Services Page 96
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Ref Description Plans for Use Opening Balance 1 April 2025 Drawndown 2025- 26 as at 31 October Remaining Balance as at 31 October Planned Spend FY 2025-26 Planned Spend 2026-27 Planned Spend 2027/28 onwards £ £ £ £ £ £ 143 Hermitage Park The Hermitage Park regeneration project has a significant investment from the Heritage Lottery Fund (HLF) which has a requirement to have a 10 year Management and Maintenance Plan. This will be partly funded by existing Council revenue budgets but should also be supplemented by any additional income which can be generated from park activities. Part of the HLF conditions are that all income generated by the park should be retained to support the Management and Maintenance Plan and a result of this requirement, any unspent income generated by the park is retained for future years requirements. Notification at the start of August 2024 that the lessee of the Pavilion cafe in the park has gone into liquidation. Awaiting a conclusion from the liquidators to determine the potential extent of the aged debt to be written off. It is expected the aged debt with be written off in full, a total of £42.5. It is anticipated the earmarking will assist with the aged debt write off as well as continue to fund park maintenance. Should the full £42.5K be covered by this earmarking it will significantly reduce funding for the Park. This could leave the project in a precarious position going forward. It should also be noted that the park has stopped generating income to top up the reserve, given the library and pop up kiosk are currently located in the Pavilion. To date the Service have had no update on the timescales on these temporary arrangements. 56,383 - 56,383 30,796 25,587 - 144 Parking Grant Grant from Scottish Transport for the assessment of footway parking required under the Transport (Scotland) Act 2019. Assessment criteria from the Scottish Gov which will take approx. 12 months to complete throughout 23/24 with work then to follow in 24/25. 50,013 - 50,013 50,013 - - 145 Mercury Abatement - Crematorium Phase 1 and 2 of Cardross Crematorium work completed. Phase 3 of the Cardross Crematorium works commenced April 2024. Delayed by Property Services in appointing a Contractor. As a consequence the work will not be concluded until 2025-26. These works will ensure DDA (Disability Discrimination Act) compliance. 14,456 - 14,456 14,456 - - 146 Climate Change At the Council meeting on 27 February 2020, it was agreed to input £500k budget to mitigate the impacts of weather related damage and climate change with specific emphasis on gully cleaning and drainage improvements. Spend has been delayed due to COVID and the intention is to spend the funds on 2 Gully Motors plus staff over next 2 years. Vehicles have been received and budget will be drawn down to cover their cost. The remaining budget will be used towards running the vehicles. Sept 25 exercise moved on 1 year 40,942 - 40,942 - 40,942 - 150 Piers and Harbours Investment Fund Funding generated through increased harbour fees and charges in order to generate funds to meet the costs of the prudential borrowing required to develop and maintain the Council's harbour assets and infrastructure. Under the Harbours Act 1964, section 42, as a statutory harbour undertaker, the Council must prepare an annual statement of accounts relating to the harbour activities and any associated activities for each harbour for which it is the statutory harbour authority. This requirement cannot be satisfied by the preparation of a statement of accounts which relates to other Council activities in addition to harbour activities. In essence, any surplus in the Piers and Harbours budget must be reinvested in the marine asset and reflected in accounts. Reserve will not be needed until circa 2026-27 when borrowing costs will exceed the additional income received in revenue and reserve will then be used to pay borrowing costs. Income from P&H to be used to pay of Prudential Borrowing costs for Harbour Investment Programme. 5,303,977 - 5,303,977 2,789,311 1,335,720 1,178,946 151 Weather Incident costs not covered by Bellwin claim. £839k was set aside at budget meeting ng in February 2024 as part of the unallocated general fund balance workings to cover the weather incident costs not covered by the Bellwin Claim. As £641k was utilised during 23-24, the balance of £0.198m is being earmarked for costs expected in 24-25. Sept 25 - Moved on one year as no weather incident 198,000 - 198,000 - 198,000 - 199 Cardross Cremator - Capital £26,592 transferred from ER 145 to fund capital cost relating to the cremator at Cardross during 24-25. Agreed C Earl and S Clark move Capital to 27/28 26,592 - 26,592 - - 26,592 200 Gartbreck Cell - Capital £250k transferred from Waste Variation ER 134 to fund capital cost relating to Gartbreck Cell during 24-25. Agreed C Earl and S Clark move Capital to 27/28 250,000 - 250,000 - - 250,000 13,013,640 72,035 12,941,605 4,468,424 1,664,018 6,881,199 Executive Director (Kirsty Flanagan) Total 22,398,306 1,031,137 21,367,169 9,359,639 5,356,241 7,682,427 202 Top up to Transformation/Spend-to-save fund In order to support the longer term budget approach it is certain that there will be a requirement for some up-front expenditure which could range from buying in expertise to challenge the status quo in some service areas, providing seed corn funding for the development of new ways to deliver services, commissioning business case preparation for opportunities that could deliver savings/increased income in the future and staff time to manage what is going to have to be a significant programme of transformation/service re-design. 1,000,000 - 1,000,000 250,000 250,000 500,000 203 Storm Eowyn The estimated gap for Storm Eowyn was estimated at £0.712m in June 2025. This gap does not include any costs for Helensburgh Leisure Centre. On the basis that the Council will require to undertake a technical assessment that will not be covered by the Insurers like for like cover and in the knowledge that not all costs incurred by the Council will ultimately be recoverable, it would be prudent to set aside some funding to cover any additional costs to ensure that the HLC is suitably reinstated for use at the earliest opportunity. A total earmarking of £1.2m. 1,300,000 - 1,300,000 650,000 650,000 - 219 GF - to be used to fund 2025-26 Budget GF - to be used to fund 2025-26 Budget 2,952,661 2,952,661 - 2,952,661 - - 5,252,661 2,952,661 2,300,000 3,852,661 900,000 500,000 152 Strategic Housing Fund Accumulation of Council tax collected from the second homes discount on properties is earmarked as part of the Strategic Housing Fund balance. Plans in place to utilise £11.472m over the next 5 years to provide affordable housing as part of the Strategic Housing Improvement Plan which will utilise this reserve as well as future income expected from Council Tax on second homes. Strategic Housing Fund. Council tax collected during 2024-25 from the second homes discount on properties. Requires to be earmarked as part of the Strategic Housing Fund balance. 10,141,692 - 10,141,692 2,000,000 2,000,000 6,141,692 153 Service Concessions - Learning Estate Investment Strategy As agreed at Council meeting 23 February 2023 - Signalling council’s commitment to working in partnership to secure new schools for Argyll and Bute, through substantial investment to support future-proofing of Argyll and Bute’s schools estate. Agreed C Earl and S Clark move Capital to 27/28 8,000,000 - 8,000,000 - - 8,000,000 154 Service Concessions - Replace previous loans fund principal repayment holiday As agreed at Council meeting 23 February 2023 - The one-off retrospective benefit will be used to replace exercising the principal repayment holiday that was previously agreed by Council. 5,400,000 - 5,400,000 - - 5,400,000 Roads and Infrastructure Services Total Council wide Non Departmental Council wide Total Non Departmental Page 97
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Ref Description Plans for Use Opening Balance 1 April 2025 Drawndown 2025- 26 as at 31 October Remaining Balance as at 31 October Planned Spend FY 2025-26 Planned Spend 2026-27 Planned Spend 2027/28 onwards £ £ £ £ £ £ 155 Rothesay Pavilion - Capital Spends (previously service concession) Original earmarking 155 was called Service Concessions - Rothesay Pavilion but renamed to Rothesay Pavilion - Capital spends. At Council Meeting September 24, it was agreed to merge the 4 capital earmarkings for Rothesay Pavilion into one line with the narrative indicating the sources. Earmarkings 012, 155, 167 and 170 combined under reference 155. ER155 - Service Concessions - Rothesay Pavilion £4.772m - As agreed at Council meeting 23 February 2023 - Building on previous commitments to securing a future for this building of international, national and local significance with additional contribution to the overall funding target which requires collective action; helping project to progress towards success with funding that supports completion of certain work stages and securing wind/watertight status. ER012 - Rothesay Pavilion Essential Repairs £306k - Essential repairs to deal with potential health and safety risks and to avoid further deterioration. Budget provision was approved by the Policy and Resources Committee on 21 August 2014. ER167 - Rothesay Pavilion (Recovery and Renewal Fund) - £1.360m- As agreed at Council on 24 February 2022, this is provision for future recovery, regeneration and renewal, as well as any future pressures which may arise following the Covid-19 pandemic through a dedicated Recovery and Renewal Fund. ER170 - Underwriting development of Rothesay Pavilion - Funding to meet additional costs identified as necessary for the refurbishment of Rothesay Pavilion (£1m). Agreed C Earl and S Clark move Capital to 27/28 7,438,400 - 7,438,400 - - 7,438,400 156 Service Concessions - Priorities Investment Fund As agreed at Council meeting 23 February 2023 - Safeguarding future investment in Priorities for Argyll and Bute by making long-term use of service concession gain to establish dedicated fund to lever in, secure and support key strategic investments in this year and future years. Going to P&R for approval Dec 2025 - 30k for McPool 1,007,000 - 1,007,000 361,000 646,000 - 156b Service Concessions - Priorities Investment Fund (Storm Cost Reserve) Agreed at Council meeting February 27 2025 - Storm Costs, plus agreed amount in P&R Paper - 15th August 2024 - Agenda Item 18 as not utilised in 24/25 2,944,000 - 2,944,000 - 2,944,000 - 156c Service Concessions - Priorities Investment Fund (Creation of Business Cases for Future Development of Leisure Facilities in Dunoon) Agreed at Council meeting February 27 2025 - Funding allocated towards creation of a business case for future development of leisure facilities in Dunoon 200,000 - 200,000 200,000 - - 156f Service Concessions - Priorities Investment Fund (CHARTS) Agreed at Council meeting February 27 2025 to fund CHARTS - funding capped at 75k 75,000 50,000 25,000 75,000 - - 156g Service Concessions - Priorities Investment Fund (AITC) Agreed at Council meeting February 27 2025 to fund AITC 75,000 18,750 56,250 75,000 - - 156h Service Concessions - Priorities Investment Fund (Islay Pool) Agreed at Council meeting February 27 2025 to fund Islay Pool 30,000 30,000 - 30,000 - - 156i Service Concessions - Priorities Investment Fund (National Patk) Agreed at Council meeting February 27 2025 to fund National Park 10,000 10,000 - 10,000 - - 156j Service Concessions - Priorities Investment Fund (Clipper Race) Agreed at Council meeting February 27 2025 to fund clipper Race, plus remainder of agreed amount in P&R meeting on 9th May 2024 29,800 29,800 - 29,800 - - 157 Service Concessions - Roads Investment to Capital As agreed at Council meeting 23 February 2023 - Augmenting overall allocation for roads repair and maintenance programme with additional funds to bring up to £8m total investment for 2024/25. Agreed C Earl and S Clark move Capital to 27/28 1,246,000 - 1,246,000 - - 1,246,000 158 Investment in Affordable Housing Agreed at Council Meeting 11 February 2016. This balance reduces as the Loans to RSL balances are reducing. 3,024,000 - 3,024,000 - - 3,024,000 159 Redundancy Costs One-off re-profiling gain as a result of the loans fund review to fund known liabilities/cost pressures as agreed at budget setting meeting in February 2020. Future redundancies provision. Given the budget gap over the next 5 years and 61% of our costs being staff costs, redundancy costs are likely to increase and there is a need to provide for possibility of covering those costs. 2,659,358 480,000 2,179,358 100,000 100,000 2,459,358 160 Further Capital pressures per budget pack February 22 As agreed at Council on 24 February 2022, a provision for Capital contract increases £3.900m. £1.133m draw down in 24-25 for Campbeltown Flood plus a further £0.468 for other capital increases. £0.322m draw down in 25-26 for ICT and £0.279 in 26-27. Agreed C Earl and S Clark move Capital to 27/28 £0.446m is unallocated 1,302,000 - 1,302,000 - - 1,302,000 161 Capital Budget At the Council Budget meeting on 22 February 2024, the Council committed to allocating released earmarkings amounting to £2.212m towards the Capital budget. Agreed C Earl and S Clark move Capital to 27/28 2,212,000 - 2,212,000 - - 2,212,000 162 Capital Budget (Previously Asset Management Fund) At the Council meeting on 22 February 24, it was agreed that the balance in this reserve be allocated to the Capital budget. Exact profile not known for the capital projects this will be funding but likely draw down will be 25-26. Agreed C Earl and S Clark move Capital to 27/28 151,190 - 151,190 - - 151,190 163 Service Concessions - Capital Projects Inflation Pressures As agreed at Council meeting 23 February 2023 -Boosting resilience of Capital Programme and providing added support as required for key capital/infrastructure projects - £2m. Further allocation agreed Council meeting 22 February 24 - increase capital contract earmarking to protect current capital projects in plan £0.297m Agreed C Earl and S Clark move Capital to 27/28 2,000,000 - 2,000,000 - - 2,000,000 164 Pay Inflation Contingency Negotiations for the 2024/25 pay award are ongoing but initial discussions suggest it will be beyond the 3% increase currently built into the budget outlook. £1.7m equates to approximately a 1% pay rise therefore providing a contingency at this level is prudent 1,297,550 - 1,297,550 700,000 597,550 - 166 Campbeltown Flood Prevention Funding agreed as part of the Loans Fund Review for Campbeltown Flood Prevention. Agreed C Earl and S Clark move Capital to 27/28 1,331,000 - 1,331,000 - - 1,331,000 168 Regeneration and Economic sustainability in Lochgilphead and Tarbert. Agreed at Council Meeting 11 February 2016. £761k will be drawn down in 24-25 to fund prior years expenditure for Lochgilphead Front Green and Ardrishaig North. £289k unallocated. Agreed C Earl and S Clark move Capital to 27/28 288,579 - 288,579 - - 288,579 169 Service Concessions - Priorities Investment Fund (Capital Programme) As agreed by Council on 22 February 2024- transfer of £1,028,000 from the Priorities Investment Fund to the Capital plan. Agreed C Earl and S Clark move Capital to 27/28 1,028,000 - 1,028,000 - - 1,028,000 171 Oban TIF (Tax Incremental Financing - Excess NDR) This is the surplus NDR after paying all Loans Charges in respect of TIF infrastructure projects. This fund will be used in the future as TIF projects are delivered. Discussions in place on future ff the next TIF project (Oban Airport) which will utilise this reserve. If the project does not go ahead, we will need to return NDR to Scottish Government 875,651 - 875,651 - 875,651 - Page 98
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Ref Description Plans for Use Opening Balance 1 April 2025 Drawndown 2025- 26 as at 31 October Remaining Balance as at 31 October Planned Spend FY 2025-26 Planned Spend 2026-27 Planned Spend 2027/28 onwards £ £ £ £ £ £ 172 Oban TIF Will be used to fund the TIF Programme office for a further 3 years as well as the programme office for Rural Growth Deal beyond the funding that was agreed at Council for this in February 2021. 1,526,750 - 1,526,750 - 751,929 774,821 173 Service Concessions - New refuse collection vehicles As agreed at Council meeting 23 February 2023 - Enhancing waste and recycling uplift arrangements through placing orders for new refuse vehicles. Agreed C Earl and S Clark move Capital to 27/28 700,000 - 700,000 - - 700,000 174 Connect for Success Fund (previously Supporting Organisational Change) - amended February 24 per ELT) One-off re-profiling gain as a result of the loans fund review to fund known liabilities/cost pressures as agreed at budget setting meeting in February 2020 - Provision to support organisational change (£0.500m) It is proposed to supplement the existing 'Supporting Organisational Change' reserve first established in February 2020 with a further £1.2m to enable the Council to deliver longer term, more fundamental, service redesign which will require funding to support the identification and delivery of solutions that take account of future requirements and community engagement and deliver longer term revenue and benefits to the Council 899,721 65,802 833,919 100,000 406,271 393,450 175 Service Concessions - Climate Change As agreed at Council meeting 23 February 2023 - Continuing our track record of investing in climate change with funding to further enhance school estate climate change measures, with allocations for primary and secondary schools across the area in Campbeltown, Dunoon, Helensburgh, Lochgilphead, Oban and Rothesay. Agreed C Earl and S Clark move Capital to 27/28 610,343 - 610,343 - - 610,343 176 Inward investment Fund Agreed at Council Meeting 11 February 2016. Original balance of funding was £833k for Rural Growth Deal - P&R Committee have already approved spend of £600k leaving a balance of £233k uncommitted. The approved spend consists of consultancy, project development and design and the remaining £233k will be used for the same purpose to complete design work and get endorsed full business cases to allow RGD projects to commence. Agreed C Earl and S Clark move Capital to 27/28 441,690 - 441,690 - - 441,690 179 Capital Inflation cost pressures Further allocation agreed Council meeting 22 February 24 - increase capital contract earmarking to protect current capital projects in plan £0.297m Agreed C Earl and S Clark move Capital to 27/28 297,000 - 297,000 - - 297,000 181 Capital pressure Pressure identified on the 20/21 COSLA COVID costs spreadsheets - requires to be earmarked to be drawn down when required against the Capital Plan. To be incurred during 23-24 and drawn down in 24-25. Agreed C Earl and S Clark move Capital to 27/28 257,000 - 257,000 - - 257,000 182 Service Concessions - New Jet Patcher Vehicle As agreed at Council meeting 23 February 2023 - Complementing multi-million pound capital investment in roads repair and maintenance with new jet patcher order to support delivery of programme. Agreed C Earl and S Clark move Capital to 27/28 250,000 - 250,000 - - 250,000 183 Service Concessions - New Road Marking Vehicle As agreed at Council meeting 23 February 2023 - Completing suite of investments in new fleet procurement, to support delivery of roads repair and maintenance programme, with order for additional road marking vehicle. Agreed C Earl and S Clark move Capital to 27/28 230,000 - 230,000 - - 230,000 184 Information Management (Balance of Funding) To support a number of initiatives in respect of improving the Council's information management in line with the transformation agenda and increasing the pace of change as outlined in the BV Review. This was the balance of funding to explore information management solutions in a strategic and coherent way £209k. Committed for MS 365 project - D Logan/I Jackson. Paper went to DMT in Dec. 200,469 - 200,469 200,469 - - 185 Levelling up bid costs (Recovery and Renewal Fund) As agreed at Council on 24 February 2022, Recovery and Renewal Fund £1.547m. This is provision for future recovery, regeneration and renewal, as well as any future pressures which may arise following the Covid-19 pandemic through a dedicated Recovery and Renewal Fund. Commitments have been made against this fund as follows: Levelling up bid costs £0.150m, Scotland Loves Local overspend £0.037m and Rothesay Pavilion £1.360m. 150,000 - 150,000 150,000 - - 186 Engagement with Hub North re provision of services for older adults and vulnerable people across Argyll and Bute At the Council budget meeting February 23, an allocation of £0.1m from the Unallocated General Fund balance for the Health and Social Care Partnership to engage, in partnership with the Council, with Hub North to develop a strategic business case in relation to the provision of services for older adults and other vulnerable people across Argyll and Bute. It is intended that this will be spent on an on-going business case and options appraisal work with Hub and that a sizable proportion will be spent during 24/25 95,005 - 95,005 - 95,005 - 187 Spend to Save Route Optimisation Software One-off re-profiling gain as a result of the loans fund review to fund known liabilities/cost pressures as agreed at budget setting meeting in February 2020. The route optimisation project has been delayed due to staff turnover and absences, recent meetings involving the Council and Routeware have set out future objectives and the project has been extended to 2025-26. Further delays anticipated due to our GIS system and Routeware system compatibility issues. 55,484 - 55,484 - 55,484 - 188 CHARTS At the Council Budget meeting on 22 February 2024, the Council committed to £0.075m one-off investment in CHARTS in response to an external funding request will be spent in 24-25. There remains £0.005m from a COVID earmarking for CHARTS as well. 5,000 5,000 - - 5,000 - 189 Levelling up Fund bids per P&R February 22 £15k to be drawn down in 2024-25 for post that is currently in place. £55k to be utilised in 2024-25 for Student Summer post, contaminated land consultants, ICT development, increased costs for current staff on a temp arrangement and to part fund 2 year temporary Regulatory Service Officer post. Not all spend has been agreed yet and business cases are pending. Alan Morrison is budget holder 70,000 - 70,000 70,000 - - 190 Scotland Loves Local Overspend (Recovery and Renewal Fund) As agreed at Council on 24 February 2022, Recovery and Renewal Fund £1.547m. This is provision for future recovery, regeneration and renewal, as well as any future pressures which may arise following the Covid-19 pandemic through a dedicated Recovery and Renewal Fund. Commitments have been made against this fund as follows: Levelling up bid costs £0.150m, Scotland Loves Local overspend £0.037m and Rothesay Pavilion £1.360m. 37,000 - 37,000 37,000 - - 194b Council Strathclyde Pension Fund Saving 24-25 (£3.75m allocation to capital plan) This is part of the revenue budget for 24-25 and is the saving on pension budgets resulting from the drop in employers pension rate. The total of £6.875m is split as follows: £2m to balance the budget, £3.75m allocation to capital plan, per budget meeting 22 February 24 and the balance of £1.125m going towards what will be total of £2m over the two years pot to be directed to transformation and projects that will save revenue in the future. Agreed C Earl and S Clark move Capital to 27/28 3,361,742 - 3,361,742 - - 3,361,741 194c Council Strathclyde Pension Fund Saving 24-25 (£2m to be directed to transformation and projects that will save revenue in the future) This is part of the revenue budget for 24-25 and is the saving on pension budgets resulting from the drop in employers pension rate. The total of £6.875m is split as follows: £2m to balance the budget, £3.75m allocation to capital plan, per budget meeting 22 February 24 and the balance of £1.125m going towards what will be total of £2m over the two years pot to be directed to transformation and projects that will save revenue in the future. RIS Review £150k 25-26 cost coming from this to 7000000000 1,004,764 92,951 911,813 185,000 819,764 - 196 Capital Plan At the budget meeting on 22 February 2024, Council agreed to transfer £1.875m from the revenue budget over to the capital plan. Agreed C Earl and S Clark move Capital to 27/28 1,875,000 - 1,875,000 - - 1,875,000 64,833,188 782,303 64,050,885 4,323,269 9,296,654 51,213,264 Non Departmental Total Other Operating Income and Expenditure Page 99
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Ref Description Plans for Use Opening Balance 1 April 2025 Drawndown 2025- 26 as at 31 October Remaining Balance as at 31 October Planned Spend FY 2025-26 Planned Spend 2026-27 Planned Spend 2027/28 onwards £ £ £ £ £ £ 191 Educational Support to Ukrainian Children and Young People Balance of grant received in 2022-23 for provision of childcare and education support to Ukrainian children and young people. Spending plan includes teaching and support staff within schools. 53,892 53,892 - 53,892 - - Other Operating Income and Expenditure Total 53,892 53,892 - 53,892 - - Non Departmental Total 70,139,741 3,788,856 66,350,885 8,229,822 10,196,654 51,713,264 192 See Hear Funding Funding has been received specifically from the Scottish Government to support activity around implementation of the See Hear recommendations and the identified priorities of individual Sensory Partnerships. No plans for spend in current financial year, funds will be used in the next two years in accordance with the See Hear plan and Argyll and Bute's BSL Local plan. 13,658 - 13,658 - 13,658 - Adult Services Total 13,658 - 13,658 - 13,658 - Social Work Total 13,658 - 13,658 - 13,658 - Grand Total 105,161,384 7,500,918 97,660,466 22,349,471 22,796,516 60,015,397 Adult Services Social Work Page 100
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Appendix 4 Funding Request – Mid Argyll Community (MAC) Pool 1. Introduction 1.1 1.2 1.3 Over the last three financial years, both Mid Argyll Community (MAC) Pool and MacTaggart Leisure Centre, Islay have received additional financial support from the council, over and above budgeted Service Level Fees. As part of the 2025-26 budget process, a number of funding requests from external organisations were received for consideration. Members agreed to fund external funding requests from the Priorities Investment Fund earmarked reserve, totalling £210k, including £30k in respect of MacTaggart Leisure Centre, Islay. At that point, MAC Pool had not been in a position to submit a detailed 2025-26 funding request within the required timescale for consideration as part of the budget process, with a newly formed Board in its infancy. As part of the 2024-25 budget process a funding request for £30k was approved in respect of MAC pool. A similar funding request for £30k has now been received for 2025-26. 2. Mid Argyll Community (MAC) Pool 2.1 2.2 2.3 2.4 3. 3.1 MAC Pool supports 600 swimmers per week to learn to swim, for recreation, to keep active and to aid recovery from injury or illness. Whilst income from activities is expected to increase year on year, this is not expected to be sufficient to manage inflationary and other budget pressures. Employee costs have increased due to inflation and increases in the national living wage, and energy costs have also significantly increased over the last couple of years. The organisation has been successful in securing £180k from Heritage and Islands Enterprise funding to meet the costs of required capital works within the building and are pursuing other potential funding sources. However, this will not provide funding to meet ongoing operational costs. Officers have reviewed current year cashflow forecasts and deem the request reasonable to safeguard service delivery in 2025-26. In addition, the level of reserves held is not sufficient to manage recurring budget pressures and additional funding may also be requested for future years, in order to ensure that the organisation remains a going concern. Conclusion Additional funding of £30k in 2025-26 is deemed appropriate to provide required revenue support for the continued provision of the range of health, Page 101
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3.2 wellbeing, swimming and leisure functions in Mid Argyll. As such, Members are requested to approve financial support to MAC Pool in 2025-26 of £30k, to be funded from the Priorities Investment Fund earmarked reserve. Funding requests for future years will require to be considered as part of the budget process for 2026-27 and future years. Page 102
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ARGYLL AND BUTE COUNCIL POLICY AND RESOURCES COMMITTEE FINANCIAL SERVICES 4 DECEMBER 2025 BUDGET OUTLOOK 2026-27 TO 2030-31 1. EXECUTIVE SUMMARY 1.1 This report summarises the Budget Outlook for the 5-year period 2026-27 to 2030-31 and provides an update to the position previously reported to the Policy and Resources Committee in October 2025. It is underpinned by planning assumptions that will continue to be updated and refined, on an ongoing basis, throughout the year. 1.2 The Budget Outlook has been prepared using three different scenarios, best case, worst case and mid-range. The detailed information contained within the report focusses primarily on the mid-range scenario, however, all three scenarios are outlined within Appendix 1. 1.3 There are no changes to suggested planning assumptions in respect of Scottish Government funding, ranging between an increase of 0.25% (best case) and a reduction of 0.75% (worst case), with a reduction of 0.25% in the mid-range scenario. 1.4 Additional recurring funding to fully meet the increased cost of the 2025-26 pay award, in respect of both council and Social Work services, continues to be assumed for planning purposes, with additional funding in respect of the increased cost of the 2026-27 pay award assumed in the best case scenario only. Our current Budget Outlook also continues to assume that the Teachers pay award for 2025-26 and 2026-27 will have additional match Scottish Government funding. 1.5 The Head of Local Government Finance recently confirmed the Scottish Government’s intention to provide multi-year budgets. This should provide a greater level of certainty in respect of our longer-term planning assumptions. However, the proposed timing of the Scottish Budget announcement has now been confirmed as 13 January 2026. This prolongs the period of uncertainty in respect of our grant funding and confirmation of the final budget gap. 1.6 The Department of Environment, Food and Rural Affairs (DEFRA) funding in respect of Packaging Extended Producer Responsibility for 2025-26 has been confirmed at £2.786m, providing a reduced carry forward of £1.438m into 2026- 27. Since last reporting, the anticipated level of DEFRA funding available for 2026-27 has been confirmed at £2.851m. It remains uncertain as to whether this funding will be recurring at this level in 2027-28 and future years, and without a reduction in Scottish Government grant. At this stage, funding is assumed to continue into 2027-28 and future years at the 2026-27 level in the best case, at 50% of the 2026-27 level in the mid-range and £nil in the worst case scenarios. Funding conditions and future years budget pressures, in Page 103 Agenda Item 5
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respect of potential new spending commitments, remain unclear. 1.7 There are no changes to previous assumptions in respect of Council Tax growth. The Council Tax base is assumed to grow by 0.25% in the worst case, 0.5% in the mid-range and 0.75% in the best case scenarios. 1.8 The 2024-25 final outturn included additional income of £1.234m in respect of 2024-25 and prior years, an element of which was expected to be recurring in 2025-26 and future years. A more sophisticated financial modelling tool has now been developed to assist with Council Tax income projections. However, there is currently a significant level of uncertainty in respect of the classification of self-catering units as either non-domestic or domestic dwellings, and the implications for council tax income, presenting a risk to financial planning assumptions. At this stage, a re-base of the current Council Tax budget, estimated at £0.500m in the mid-range scenario (£0.250m in the worst case and £0.750m in the best case scenarios) continues to be assumed within the Budget Outlook. This position will be subject to ongoing review and refinement throughout the year. 1.9 There has been no change to the following employee costs assumptions since last reporting: • An increase of 4% for 2025-26 and 3.5% for 2026-27 across all scenarios, 3% for 2027-28 in both the best case and mid-range scenarios, with 5% assumed in the worst case scenario. For 2028-29 and 2029-30, the best case scenario has been reduced to 2%, while the mid-range remains at 3% and worst case remains at 5%. • The Teachers pay award now covers the period August to July and had been agreed up to 31 July 2025. However, earlier this month, the teachers did agree a revised pay offer of 4% from 1 August 2025, rising to 4.25% from 1 April 2026 with a further 3.25% from 1 August 2026 to 31 July 2027. Within the budget outlook, the increase was assumed to be in line with the SJC agreed pay award. This new agreement is marginally different, and it has still to be confirmed whether Scottish Government will provide additional funding. Should it not be funded, there is sufficient in the employee pay inflation earmarking to pay for the increase in 2026-27 as outlined in paragraphs 4.3.15 and 4.3.16. • The cost of pay increments for 2025-26 is estimated at £0.599m. For future years, an equivalent cost has been assumed in the mid-range and worst case scenarios, while half the estimated 2025-26 cost has been assumed in the best case scenario. 1.10 Financial Services have almost concluded the annual salary template exercise, however, the latest estimate suggests that there will be a required increase to current estimates of circa. £1.2m. This is primarily due to the implications of the increased employer’s pension contribution rate from 2026-27 on the 2024- 25 and 2025-26 pay inflation, and the latest teachers pay offer, which totals 7.5% over 2 years but is profiled slightly differently to the SJC and Chief Officers pay award. There is an existing earmarked reserve balance of £1.3m, specifically set aside to provide for employee pay increases beyond budgeted Page 104
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levels. As such, there will be minimal impact on the forecast budget gap in respect of these anticipated updates. 1.11 An increase to the current Standby Rate of pay from December 2025 was approved by Council 26 November 2025. The full year recurring impact at an estimated additional cost of £41k from 2026-27 has now been incorporated into the Budget Outlook across all budget scenarios. 1.12 Following a review of Scottish Local Authorities Chief Executive’s pay, COSLA Leaders at their meeting on 31 October 2025 agreed a new pay framework with a phased implementation in two steps a year apart with the first phase applying from 1 November 2025. The Chief Executive’s new pay framework has consequential impacts on other Chief Officers. The additional cost within 2025- 26 is £0.039m and the increased cost, over and above inflation already accounted for in the budget outlook for 2026-27, is £0.158m across Council and HSCP (Council £0.129m, HSCP £0.029m). 1.13 For non-pay inflation, only unavoidable inflation has been provided for within each scenario, with the mid-range scenario based on current market forecast data, where available. A further general inflation contingency has been built into the mid-range and worst case scenarios. This position continues to be monitored in light of market volatility. However, at this stage, given prevalent levels of uncertainty, there continues to be no change to the inflationary assumptions included within the 2025-26 Budget Pack. 1.14 There are a number of cost and demand pressures for council services built into each scenario, across all five years, comprising the following: • ASN Support • School Clothing Grants • Schools Residential • Education ICT Network Infrastructure • Election Costs • Planning (Local Development Plan) • Universal Credit – HB Admin grant • Civica Revenue and Benefits Management System • Microsoft 365 Licenses • Compliance with BMW Ban • Bus Transport Contracts • Valuation Joint Board • Security Operations Centre Contract Renewal • Wi-Fi Network Subscription • Civica Housing Case Management System. 1.15 In addition to the identified cost and demand pressures, a general allowance for currently unforeseen or unquantifiable cost and demand pressures continues to be included in each scenario (best case £0.250m, mid-range £0.500m and worst case £1m per year). Page 105
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1.16 Political decisions will require to be made in respect of the allocation to the Health and Social Care Partnership in future years, subject to Scottish Government grant funding and the council’s overall financial position. As part of the 2025-26 budget process, indicative base allocations of £85.045m were agreed for 2026-27 and 2027-28, subsequently updated in respect of the 2025- 27 pay award and funding assumptions. The current and forecast financial position of the HSCP represents a significant risk to the council. 1.17 The updated budget gap in the mid-range scenario, prior to measures to balance the budget, either from previous savings decisions or new potential options, is estimated at £14.229m in 2026-27 and £58.503m over the five year period 2026-27 to 2030-31. 1.18 The measures to balance the budget over the next five years have been updated to include new Management/Operational savings options, impacting from 2026-27, endorsed by Council in November 2025. Measures to balance the budget now comprise the following: • Proposed increases to fees and charges of between 3% and 9% each year (6% mid-range). • Proposed increases to Council Tax at 5% each year across all scenarios. • Management/Operational and Policy savings already agreed by Council in February 2025 and previous years. • New Management/Operational savings, impacting from 2026-27. 1.19 The updated budget gap in the mid-range scenario, after measures to balance the budget, is estimated at £6.196m in 2026-27 and £31.098m over the five year period 2026-27 to 2030-31. 1.20 The updated budget gap in the best case scenario is estimated at £1.546m in 2026-27 and £7.933m over five years, increasing to £9.923m in 2026-27 and £62.838m over five years in the worst case scenario. A summary of all three scenarios is included within Appendix 1. 1.21 It is recommended that the Policy and Resources Committee consider the current Budget Outlook position for the period 2026-27 to 2030-31. Page 106
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ARGYLL AND BUTE COUNCIL POLICY AND RESOURCES COMMITTEE FINANCIAL SERVICES 4 DECEMBER 2025 BUDGET OUTLOOK 2026-27 TO 2030-31 2. INTRODUCTION 2.1 This report summarises the Budget Outlook for the 5-year period 2026-27 to 2030-31 and provides an update to the position previously reported to the Policy and Resources Committee in October 2025. It is underpinned by planning assumptions that will continue to be updated and refined, on an ongoing basis, throughout the year. It should be noted that relatively small variations in planning assumptions can lead to fairly significant changes to the budget forecast outcome. 2.2 The Budget Outlook has been prepared using three different scenarios, best case, worst case and mid-range. The detailed information contained within the report focusses primarily on the mid-range scenario, however, all three scenarios are outlined within Appendix 1. 3. RECOMMENDATIONS 3.1 It is recommended that the Policy and Resources Committee consider the current Budget Outlook position for the period 2026-27 to 2030-31. 3.2 Members are asked to note the revised Chief Executive pay agreed at COSLA Leaders, to note the consequential increases in remaining Chief Officers pay to maintain the Council’s established policy position as set out at paragraph 4.3.12 and to agree that the cost of implementing these measures will be met from the existing earmarked reserve set aside for pay inflation increases in 2025-26 and the cost for 2026-27 and subsequent years will be added into the budget outlook estimates of the Council and IJB. 4. DETAIL 4.1 Funding Scottish Government Finance Settlement 4.1.1 4.1.2 Estimated future Scottish Government funding levels is one of the key assumptions under- pinning the Budget Outlook. Whilst council’s are recommended to prepare longer-term financial plans, with a focus on financial sustainability, this is more challenging with one year only finance settlements. Council’s have continued to lobby via COSLA for multi-year settlements to assist with longer-term financial planning. The Head of Local Government Finance recently confirmed the Scottish Government’s intention to provide 3-year revenue and 5-year capital grant figures, albeit the level of detail remains to be clarified. This is very welcome and should provide a greater level of Page 107
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4.1.3 4.1.4 certainty in respect of our Budget Outlook planning assumptions. However, it is also worth noting that, as a result of the delayed UK budget announcement (confirmed as 26 November), the timing of the Scottish Budget announcement has now been confirmed as 13 January 2026. Given that the level of government grant funding is a key assumption within our Budget Outlook, this prolongs the period of funding uncertainty and confirmation of the budget gap. There are no changes to Scottish Government grant funding assumptions since last reporting. As part of the 2025-26 budget setting process, members were advised that despite an unexpected effective increase of 1.47% in our 2025-26 settlement, it would be imprudent to assume similar increases in future years, with increases over the previous 3 years being as low as 0.01%. Current suggested planning assumptions are for a Scottish average increase in Scottish Government funding of 0.5% for the mid-range, with a variation of 0.5% for the best and worst case scenarios. As this council relies on the floor mechanism to protect its funding level, our settlement is lower than the Scottish average change. The floor was set at 0.75% below the Scottish average in 2025-26 and is likely to continue at this level. As such, funding assumptions for this council range between an increase of 0.25% (best case) and a reduction of 0.75% (worst case), with a reduction of 0.25% in the mid-range scenario. Additional recurring funding to fully meet the increased cost of the 2025-26 pay award, in respect of both council and Social Work services, continues to be assumed for planning purposes, with additional funding in respect of the increased cost of the 2026-27 pay award assumed in the best case scenario only. Our current Budget Outlook also continues to assume that the Teachers pay award for 2025-26 and 2026-27 will have additional match Scottish Government funding. 4.1.5 The table below summarises the mid-range scenario estimates based on a 0.25% settlement reduction year on year. This includes additional funding in respect of the agreed 2025-26 pay award for SJC and Chief Officers, and assumed for Teachers, in respect of both council and HSCP staff (Social Work services). 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 SG Funding - Base 261,058 260,406 259,755 259,106 258,459 2025-26 Pay Award 2,305 2,300 2,294 2,288 2,282 Total SG Funding 263,363 262,706 262,049 261,394 260,741 4.1.6 As part of the 2025-26 budget process, £2.499m of the estimated 2025-26 funding available in respect of Packaging Extended Producer Responsibility (pEPR) from the Department of Environment, Food and Rural Affairs (DEFRA) was carried forward into 2026-27. As previously reported, the funding allocation for 2025-26 has been confirmed at £2.786m, £1.061m less than the original estimate provided by DEFRA of £3.847m, reducing the carry forward into 2026-27 to £1.438m. Since last reporting, the anticipated level of DEFRA funding available for 2026-27 has been confirmed at £2.851m. It remains uncertain as to whether this funding will be recurring at this level in 2027-28 and future years, and without a reduction in Scottish Government grant. At this stage, funding is assumed to continue into 2027-28 and future years at the 2026-27 level in the best case, at 50% of the 2026-27 level in the mid-range and £nil in the worst case scenarios. Funding conditions and future years budget pressures, in respect of potential new Page 108
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spending commitments, remain unclear. Council Tax 4.1.7 The Council Tax base for 2025-26 is set at £70.204m, which reflects the 9.9% increase agreed by the Council on 27 February 2025. 4.1.8 4.1.9 4.1.10 There are no changes to previous assumptions around the growth in Council Tax. It has been assumed that there will be 0.5% growth in the mid-range scenario for all years from 2026-27 (0.75% in the best and 0.25% in the worst case scenarios). Following the setting of Council Tax in February, the future years estimates have been updated reflecting the adjusted base Council Tax budget. The 2024-25 final outturn included additional income of £1.234m in respect of 2024-25 and prior years, an element of which was expected to be recurring in 2025-26 and future years. A more sophisticated financial modelling tool has now been developed to assist with Council Tax income projections. However, a significant element of the 2024-25 additional income (some £0.5m) related to the reclassification of self-catering units as domestic dwellings by the Assessor, following completion of both the 2022-23 and 2023-24 canvasses during the year, which saw the transfer of properties from the Non-domestic Rates to Council Tax registers. There is a significant level of uncertainty in respect of the regulatory environment in relation to self-catering units, with a risk of appeals being granted and properties returning to Non-domestic Rates. This uncertainty in respect of both timing and financial value, presents a risk to financial planning assumptions. At this stage, a re-base of the current Council Tax budget, estimated at £0.250m in the worst case, £0.500m in the mid-range and £0.750m in the best case scenarios, continues to be assumed within the Budget Outlook. This position will be subject to ongoing review and refinement throughout the year. 4.1.11 In the first instance, this report presents the budget gap, prior to any measures to balance the budget. For this purpose, Council Tax is assumed to remain at the same levels as 2025-26, with only growth in the Council Tax base reflected. General Fund 4.1.12 As reported in prior years, reduced employer contribution rates payable to Strathclyde Pension Fund will result in one-off savings in 2024-25 and 2025-26. It was agreed by Council in February 2024 that £2m of the pension fund gain would be released each year for a period of 3 years (2024-25 through to 2026-27), in order to help bridge the budget gap. Funding Summary 4.1.13 The following table summarises the estimated total funding in the mid-range scenario over the 5 years 2026-27 to 2030-31, increased from the previously reported position in respect of anticipated 2026-27 DEFRA funding, now confirmed. 2026-27 2027-28 2028-29 2029-30 2030-31 Page 109
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£000 £000 £000 £000 £000 SG Funding 263,363 262,706 262,049 261,394 260,741 pEPR – DEFRA Funding 2,851 1,426 1,426 1,426 1,426 EPR – 2025-26 Funding C/fwd 1,438 0 0 0 0 Released SPF Gain 2,000 0 0 0 0 Council Tax Base 70,204 70,204 70,204 70,204 70,204 Council Tax Re-base 500 500 500 500 500 Council Tax Growth 354 709 1,066 1,425 1,786 Total Estimated Funding 340,710 335,545 335,245 334,949 334,657 4.2 Base Budget 4.2.1 The 2025-26 budget approved by Council on 27 February 2025 was £328.289m. This included the 2025-26 debt charge implications of approved borrowing for additional capital investment. There was also a decision to defer a policy saving in respect of Community Sports until 2026-27 onwards. As previously reported, the full year effect of these previous budget decisions on 2026-27 and future years are incorporated as base budget adjustments. 4.2.2 The revised base budget is unchanged from the previously reported position, as outlined in the table below. 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 Base Budget 2025-26 328,289 328,289 328,289 328,289 328,289 Debt Charges Increase 95 95 95 95 95 Approved Policy Savings (20) (20) (20) (20) (20) Revised Base Budget 328,364 328,364 328,364 328,364 328,364 4.3 Employee Cost Changes Pay Award 4.3.1 The Public Sector Pay Policy, published alongside the Scottish Budget, set out a multi- year framework of a 9% pay envelope covering 2025-26, 2026-27 and 2027-28. This underpinned our original planning assumption of 3% across each of these years. However, following agreement of the SJC and Chief Officers pay award for 2025-26 and 2026-27 at 4% and 3.5% respectively, these assumptions were subsequently updated. 4.3.2 There have been no further changes to pay assumptions since last reporting. An increase of 4% for 2025-26 and 3.5% for 2026-27 across all scenarios, 3% for 2027-28 in both the best case and mid-range scenarios, with 5% in the worst case scenario has been assumed (at this stage, at 2025-26 prices). For 2028-29 to 2030-31, the best case scenario has been reduced to 2%, while the mid-range remains at 3% and worst case remains at 5%. Page 110
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4.3.3 The Teachers pay award now covers the period August to July and had been agreed up to 31 July 2025. However, earlier this month, the teachers did agree a revised pay offer of 4% from 1 August 2025, rising to 4.25% from 1 April 2026 with a further 3.25% from 1 August 2026 to 31 July 2027. Within the budget outlook, the increase was assumed to be in line with the SJC agreed pay award. This new agreement is marginally different, and it has still to be confirmed whether Scottish Government will provide additional funding. Should it not be funded, there is sufficient in the employee pay inflation earmarking to pay for the increase in 2026-27 as outlined in paragraphs 4.3.15 and 4.3.16. Increments 4.3.4 There remains a fairly regular turnover of staff within posts and when this happens, the cost of increments can, in some cases, be absorbed within the existing budget provision, as leavers who may be at the top their grade may be replaced by new starts at the grade entry point. The cost of pay increments for 2025-26 continues to be estimated at £0.599m. 4.3.5 For future years, an equivalent cost has been assumed in the mid-range and worst case scenarios, while half the estimated 2025-26 cost has been assumed in the best case scenario. Strathclyde Pension Fund 4.3.6 As previously reported, the employer contribution rate paid to the Strathclyde Pension Fund fell from 19.3% to 6.5% in 2024-25 and 2025-26, rising to a sustainable long-term rate of 17.5% from 2026-27. The reduction in the first 2 years equates to reduced costs of £6.875m per annum relating to council employees (excluding HSCP). The increased cost to 17.5% from 2026-27 has been built into projections for 2026-27 and future years. Standby Rate 4.3.7 An increase to the current Standby Rate of pay from December 2025 was approved by Council 26 November 2025. The full year recurring impact at an estimated additional cost of £41k from 2026-27 has now been incorporated into the Budget Outlook across all budget scenarios. Independent Review of Chief Executive’s Pay 4.3.8 In 2021 COSLA and the Association of Local Authority Chief Executive’s (ALACE) jointly commissioned an independent review of Scottish Local Authorities Chief Executive’s pay. Prior to this review, Chief Executive’s pay had not been fully reviewed since 2001. 4.3.9 There is clear justification and rationale behind the proposal to implement a new Chief Executive pay framework with a built-in cycle of future review. The key rationale for implementation includes: • There have been significant changes in the size of population served by some councils since the current Chief Executive salary structure, which is based on population size, was established in 2001. • Changes in the political and financial landscape for councils has impacted the size, scope and demands of the Chief Executive role over the past 20 years. This includes increased complexity and risk, greater requirement for partnership working, Page 111
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and increased statutory accountabilities. • Benchmarking against other public bodies demonstrates that salaries of Local Authority Chief Executives have not maintained their position in the Scottish public sector marketplace relative to posts of lesser scope, scale, and accountability. • Nominal differentials set by McIntosh in 2001 against internal Local Government comparators (Head Teachers) have been significantly eroded. • Under the current remuneration framework councils are facing significant recruitment and retention difficulties in relation to Chief Executive roles as well as other senior council posts, particularly in islands authorities. There is a clear need to address this to ensure Local Government can secure the leadership capacity it requires to deliver for communities and meet current and future challenges. 4.3.10 COSLA Leaders considered the review findings at their meeting in February and April this year and most recently at their meeting on 31 October when the following was agreed: • Benchmarking of Chief Executive Salaries within Local Government – Accept the updated metric of a nominal 10% step between Head Teachers and a Director of Education, and a 20% step between a Director of Education and a Chief Executive as the new internal Local Government differential for setting the “bottom line”. • Proxy Measure of Job Size – Accept Total Estimated Expenditure (TEE) as the new proxy measure of relative job size (to replace population). • New Pay Framework Options – Agree to implement a new Chief Executive pay framework in line with Option 3 in the independent report with the application of an additional islands supplement and that in future recruitment the default position should be to use incremental progression and appoint on the first incremental point. • Approach to Implementation – Agree implementation of the uplift in new pay framework taking account of the 4% pay increase agreed in July. • Approach to Effective date and Phasing – Agree implementation using implementation date and phasing option a) ii) - Immediate effect from November 2025 with phasing in two steps a year apart • Future Cycle of Review – Agree to put in place a 5 yearly cycle of review of Chief Executive remuneration effective from the date of implementation. 4.3.11 The Chief Executive’s current salary is £155,014. Within the new agreed pay framework this will be £177,073. With the agreed phased implementation in two steps a year apart the salary increments that will be applied are as outlined below: 1st November 2025 - £166, 043 1st April 2026 (3.5% pay award) £171, 855 1st November 2026 £183, 270. 4.3.12 The Chief Executive’s new pay framework has consequential impacts on other Chief Officers. Chief Official salaries are set by the Council according to a formula. When the Council was established in 1995 Directors received 80% of the Chief Executive’s salary and Heads of Service 75% of the Chief Executive’s salary. This was revised in 2003 when the Council approved Strategic Directors, as they were then known, to continue to receive 80% of the Chief Executive’s salary and Heads of Service to receive 74% of the Directors’ salary. There has been no change to this formula approach. Chief Officers will need to be placed onto the closest spinal column point that maintains the integrity of the formula previously agreed by Council. Page 112
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4.3.13 The table in Appendix 4 outlines the salary changes for all Chief Officials that are employed by the Council, noting that some staff within the HSCP have an NHS contract which is outwith the scope of this pay framework. The additional cost within 2025-26 is £0.039m and the increased cost, over and above inflation already accounted for in the budget outlook for 2026-27, is £0.158m across Council and HSCP (Council £0.129m, HSCP £0.029m). Employee Costs Summary 4.3.14 The table below summarises the employee cost changes in the mid-range scenario, for council services, over the five years 2026-27 to 2030-31, unchanged from the previously reported position. Employee cost increases relating to Social Work within the Health and Social Care Partnership are summarised within paragraph 4.6.6. 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 Pay Award 7,346 12,124 17,046 22,115 27,337 Full Year Effect 2025-26 Teachers Pay Award 661 661 661 661 661 Increments 599 1,198 1,797 2,396 2,995 Reinstatement of SPF contribution 6,875 6,875 6,875 6,875 6,875 Standby Rate Increase 41 41 41 41 41 Chief Officers Pay (Council) 129 132 136 141 145 Total Employee Cost Changes 15,651 21,031 26,556 32,229 38,054 Further Anticipated Updates 4.3.15 Financial Services have almost concluded the annual salary template exercise, providing detailed costings for the required employee costs budgets for 2026-27. Further detail will be provided within the budget report to Council in February 2026, however, the latest estimate suggests that there will be a required increase to current estimates of circa. £1.2m. There are two reasons for this increase. Firstly, although the employer’s pension fund contribution rate increase from 6.5% to 17.5% from 2026-27 has been built back into the base, this was at 2023-24 prices (when the reduced rate of 6.5% was applicable), and there is a requirement to rebase the employer’s pension costs budget in respect of applying the contribution rate differential to the 2024-25 and 2025-26 pay awards. The second reason relates to the teachers pay agreement, which totals 7.5% over 2 years but is profiled slightly differently to the SJC and Chief Officers pay award, resulting in an increase to the current planning estimate of circa £0.080m. It has still to be confirmed whether Scottish Government will provide additional funding. 4.3.16 There is an existing earmarked reserve balance of £1.3m, specifically set aside to provide for employee pay increases beyond budgeted levels, that will now be utilised to meet the additional costs of both these items. Therefore, there will be minimal impact on the forecast budget gap in respect of these anticipated updates. Page 113
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4.4 Non-pay Inflation 4.4.1 Non-pay inflation is only provided for within budget plans, where it is deemed to be unavoidable, for example in respect of contractual obligations. As not all budget elements are subject to inflationary increases, inflationary budget pressures may arise in some other areas and in order to manage spend within available budget resources, service rationalisation or efficiencies may require to be delivered. 4.4.2 The Budget Outlook provides for unavoidable non-pay inflation within each budget scenario. Market forecast data, where available, is used to inform the mid-range scenario. Officers continue to review inflation assumptions on an ongoing basis, however, due to prevalent market volatility and levels of uncertainty, at this stage, there continues to be no change to the inflationary assumptions included within the 2025-26 Budget Pack. 4.4.3 In addition, due to prevailing levels of economic uncertainty, it continues to be deemed prudent to include a further general inflation contingency within the mid-range and worst case scenarios at £250k and £500k each year respectively. This contingency will either be required, reduced or removed to reflect changing circumstances before the 2026-27 budget is set. 4.4.4 The estimated cumulative inflation over the five years 2026-27 to 2030-31 in the mid-range scenario is outlined in the table below. Non-Pay Inflation (Unavoidable) 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 2,745 5,632 8,676 11,890 15,140 4.4.5 An analysis of the 2026-27 cost estimate in respect of the mid-range scenario across key inflationary drivers is given in the table below. The non-pay inflationary increases relating to Social Work within the Health and Social Care Partnership are summarised within paragraph 4.6.6. Inflation Category 2026-27 Estimate £000 Premises and Utilities (Rates, Electricity, Gas, Oil, Water) 280 Waste/Landfill Tax 335 NPDO/HUB Schools 382 Other Contracted Services 883 Insurance 414 Other Supplies and Services 201 General Contingency 250 Total 2,745 4.5 Cost and Demand Pressures 4.5.1 For a number of years, services have been required to manage any cost and demand pressures within current budgetary resources, as far as possible. However, there are Page 114
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several cost and demand pressures, already identified for future years, which cannot be contained without a detrimental impact on service provision. These continue to be monitored on an ongoing basis and reported within the Budget Outlook. 4.5.2 Since last reporting in October, the cost and demand pressures have been updated to include a newly identified budget pressure in respect of required upgrades to the Housing Case Management System, with an upfront unbudgeted cost of £32k in 2026-27. 4.5.3 When creating a longer-term budget outlook beyond the current year, there is a greater risk that currently unforeseen or unquantifiable cost and demand pressures will emerge across future years. It is, therefore, deemed prudent to continue to include a general contingency, proposed at £0.250m, within the best case, £0.500m within the mid-range and £1m within the worst case scenarios year on year. This contingency will either be required, reduced or removed to reflect changing circumstances before the 2026-27 budget is set. 4.5.4 The cost and demand pressures within the mid-range scenario are detailed in Appendix 2 and summarised in the table below. These will continue to be subject to ongoing review throughout the financial year. 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 ASN Support 208 422 422 422 422 School Clothing Grants 56 56 56 56 56 Schools Residential 800 800 800 800 800 Education ICT Network Infrastructure 0 53 53 53 53 Election costs 0 350 0 0 0 Planning (Local Development Plan) 50 0 0 0 0 Universal Credit – HB Admin Grant 40 80 120 160 200 Civica Revenue and Benefits System 0 63 63 63 63 Microsoft 365 Licenses 30 380 380 380 380 Compliance with BMW Ban 2,479 3,051 3,051 3,051 3,051 Bus Transport Contracts 400 400 400 400 400 Valuation Joint Board Requisition 255 301 301 301 301 Security Operations Centre Contracts 43 43 43 43 43 Wi-Fi Network Subscription License 15 58 58 58 58 Housing Management System Upgrades 32 4 4 4 4 Allowance for pressures in future years 500 1,000 1,500 2,000 2,500 Total Cost and Demand Pressures 4,908 7,061 7,251 7,791 8,331 Page 115
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4.5.5 The cost and demand pressures relating to Social Work within the Health and Social Care Partnership are summarised within paragraph 4.6.6. 4.6 Health and Social Care Partnership 4.6.1 As part of the 2025-26 budget process, indicative base allocations of £85.045m were agreed for 2026-27 and 2027-28, with future years’ allocations being subject to Scottish Government grant funding and the council’s overall financial position. The indicative base allocation for 2026-27 represents an increase of £3.053m, reflecting the non-recurring saving in relation to the Strathclyde Pension Fund contribution. 4.6.2 As previously reported, the base allocations have been updated to reflect the impact of the agreed pay award for 2025-26 in respect of Social Work services, on the planning assumption that these additional costs, estimated at £0.411m, will be met by the council, with additional Scottish Government grant funding assumed in this respect. An update to the allocation in respect of the 2026-27 pay award (estimated at £0.206m), funded by additional Scottish Government grant funding, continues to be reflected in the best case scenario only. 4.6.3 Political decisions will require to be made in respect of the allocation to the Health and Social Care Partnership (HSCP) in future years. For the purposes of the Budget Outlook, flat cash allocations, adjusted for the Strathclyde Pension Fund saving and the 2025-27 pay award, continue to be assumed across all scenarios. These are only indicative planning assumptions and it will be a matter for Council to consider any changes, as part of the budget process. 4.6.4 The HSCPs approved 2025-26 budget in respect of Social Work services included £0.500m of ‘unallocated savings’. In order to safeguard the financial position of the council, the council’s Section 95 Officer sought a financial recovery plan from the IJB, under the terms of the Integration Scheme, seeking assurance in respect of its current and future financial position. This recovery plan was approved by the IJB and reported to Council in June. 4.6.5 The HSCP is currently forecasting an overspend of £0.733m for 2025-26 in respect of Social Work services. This includes assumptions on the delivery of savings totalling around £3m, including £0.500m in respect of previously ‘unallocated savings’. At this stage, the HSCP expect the forecast overspend to be maintained within available HSCP reserves, however, there is little headroom in this respect. The potential use of reserves in the current year will also have an impact on the forecast budget gap for 2026-27 and future years, not currently reflected within the HSCPs financial planning assumptions. 4.6.6 In respect of the budget outlook for 2026-27 and future years, the HSCP is currently forecasting a budget gap in respect of Social Work services of £6.210m in 2026-27, rising to £11.248m by 2028-29. This reflects the required replacement of the £3.050m use of reserves in 2025-26 in respect of the pension fund saving, non-recurring in 2026-27, but does not yet reflect any further required use of remaining available reserves in 2025-26. The HSCP budget outlook also takes account of cost and demand pressures identified in respect of Social Work services and these are included as Appendix 3, with the mid-range scenario summarised below. These are provided for information purposes and extend to Page 116
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three years, rather than the five years of the council’s Budget Outlook. It is expected that the HSCP will manage these budget pressures within the funding allocated. 2026-27 £000 2027-28 £000 2028-29 £000 Pay Inflation 1,450 2,737 4,063 Pay Increments 198 396 594 Chief Officers Pay (HSCP) 29 30 31 Non-Pay Inflation 818 1,616 2,446 Adult Care - Older People 464 935 1,414 Adult Care – Mental Health 73 148 224 Looked After Children 75 152 230 General Contingency 700 900 1,100 Total Social Work Cost and Demand Pressures 3,807 6,914 10,102 4.6.7 This financial outlook is extremely challenging, particularly given the significant depletion of HSCP reserve balances as at 31 March 2026. In engaging with the HSCP on the current and forecast financial position, the HSCPs Chief Financial Officer has advised in relation to the budget gap for 2026-27 and future years ‘Savings of the magnitude required cannot be delivered without recourse to reductions in employment and the scope and scale of services offered and supported by the HSCP. Savings proposals on this scale are anticipated to be damaging to services, communities and care capacity at a time when we know that demand is increasing and staffing shortages in some areas may also increase. There is a significant risk that implementation of many of the savings proposals will have impacts upon future statutory provision and could be counter productive in the medium term.’ 4.6.8 There is a significant risk to the council in respect of failure to manage the delivery of Social Work services within available resources. Under the terms of the Integration Scheme, any overspend on Social Work services, which cannot be met from existing reserve balances, may fall to be met by the council. In order to safeguard the council’s position, the financial position of the HSCP and related financial risk to the council will be closely monitored throughout the year. This will continue to form part of the regular reporting to Policy and Resources Committee in respect of the current year revenue budget monitoring and financial risks, as well as future iterations of this Budget Outlook report. 4.7 LiveArgyll 4.7.1 Political decisions will require to be made in respect of the allocation to LiveArgyll in future years. For the purposes of the Budget Outlook, flat cash allocations continue to be assumed across all scenarios, with the exception of previous budget decisions in respect of the Strathclyde Pension Fund adjustment relating to the cessation of the one-off employer contribution rate saving (£0.118m increase) and deferral of the 2025-26 proposed saving in the service fee to 2026-27 (£311k reduction). These are only indicative planning assumptions and it will be a matter for Council to consider any changes, as part of the budget process next year. Page 117
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4.8 Estimated Budget Gap PRIOR to Measures to Balance the Budget 4.8.1 The updated budget gap in the mid-range scenario over the five years 2026-27 to 2030- 31, after allowing for the considerations outlined above and prior to measures to balance the budget, is outlined in the table below. This is the budget gap prior to factoring in any previous savings decisions or potential options towards balancing the budget. 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 Base Budget 328,289 328,289 328,289 328,289 328,289 Base Budget Adjustments 75 75 75 75 75 Employee Cost Changes 15,651 21,031 26,556 32,229 38,054 Non-Pay Inflation 2,745 5,632 8,676 11,890 15,140 Cost and Demand Pressures 4,908 7,061 7,251 7,791 8,331 Adjustment to HSCP Payment 3,464 3,464 3,464 3,464 3,464 Adjustment to LiveArgyll Payment (193) (193) (193) (193) (193) Total Estimated Net Expenditure 354,939 365,359 374,118 383,545 393,160 Estimated Funding 340,710 335,545 335,245 334,949 334,657 Estimated Budget Surplus / (Gap) Cumulative (14,229) (29,814) (38,873) (48,596) (58,503) 4.9 Measures to Balance the Budget 4.9.1 In 2025-26, a general inflationary increase of 6% was applied to relevant fees and charges. For the Budget Outlook, a range of between 3% (worst case) and 9% (best case), with a mid-range of 6% continues to be assumed each year over the five years 2026-27 to 2030-31. Further, as a result of 2025-26 budget decisions taken by Council on 27 February 2025 to freeze fees on council-run ferries, as previously reported, the forecast income from fees and charges in future years has been slightly reduced. 4.9.2 As previously reported, some of the management/operational and policy savings options agreed at the Council meeting on 27 February 2025 and in previous years will impact the 2026-27 and future years budgets. These are reflected within the Budget Outlook over the five years 2026-27 to 2030-31. 4.9.3 In terms of Council Tax, a 5% increase continues to be assumed each year in all scenarios. The average increase in Council Tax across all Scottish councils in 2025-26 was 9.3%, with 13 increasing theirs by at least 10%. With a focus on longer term financial sustainability and in light of the significant forecast budget gap over the next five years, the level of Council Tax increases in 2026-27 and in future years will require due consideration by Members, as part of the budget setting for 2026-27 and future years. Page 118
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4.9.4 The table below summarises the proposed measures to balance the budget in the mid- range scenario, updated from the previous reported position to include new Management/Operational savings, impacting from 2026-27, endorsed by Council in November 2025. 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 Fees and Charges Increase 382 787 1,217 1,672 2,155 Council Tax Increase 3,553 7,319 11,292 15,480 19,897 Management/Operational Savings – Previously Agreed (48) (9) (9) (9) (9) Policy Savings – Previously Agreed 1,012 1,748 2,217 2,331 2,445 New Management/Operational Savings 3,134 3,137 2,917 2,917 2,917 Total Measures to Balance the Budget 8,033 12,982 17,634 22,391 27,405 4.10 Estimated Budget Gap AFTER Measures to Balance the Budget 4.10.1 The table below summarises the updated estimated budget gap in the mid-range scenario. 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 Estimated Budget Gap Prior to Measures to Balance Budget (14,229) (29,814) (38,873) (48,596) (58,503) Measures to Balance Budget 8,033 12,982 17,634 22,391 27,405 Estimated Budget Surplus / (Gap) Cumulative (6,196) (16,832) (21,239) (26,205) (31,098) Estimated Budget Surplus / (Gap) In Year (6,196) (10,636) (4,407) (4,966) (4,893) 4.10.2 In the mid-range scenario, the updated budget gap is estimated at £6.196m in 2026-27 and £31.098m over the five year period 2026-27 to 2030-31. 4.10.3 The updated budget gap in the best case scenario is estimated at £1.417m in 2026-27 and £7.788m over five years, increasing to £9.794m in 2026-27 and £62.693m over five years in the worst case scenario. A summary of all three scenarios is included within Appendix 1. 4.10.4 The changes from the previous Budget Outlook in the mid-range scenario, reported to the Policy and Resources Committee in October 2025, are summarised in the table below. Page 119
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2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 Previously reported Budget Surplus / (Gap) Cumulative (10,586) (19,825) (24,008) (28,969) (33,858) Update to Employee Costs – Standby Rate (41) (41) (41) (41) (41) Updated to Employee Costs – Chief Officers Pay (129) (132) (136) (141) (145) Update to Cost and Demand Pressures (32) (4) (4) (4) (4) Update to Funding - DEFRA 1,458 33 33 33 33 Update to Measures to Balance the Budget – New Management/Operational Savings 3,134 3,137 2,917 2,917 2,917 Revised Budget Surplus / (Gap) Cumulative (6,196) (16,832) (21,239) (26,205) (31,098) 5. CONCLUSION 5.1 In the mid-range scenario, the budget gap is now estimated at £6.196m in 2026-27 and £31.098m over the five year period 2026-27 to 2030-31. Council officers have identified Management/Operational savings and are continuing to explore further budget savings options during 2025-26. These will be presented to Members in due course. 5.2 This is a very challenging Budget Outlook position. Variations to the assumptions, particularly in respect of future Scottish Government grant funding levels, would have a significant impact on the Budget Outlook. All assumptions will be kept under review, with the Budget Outlook updated, as and when further information becomes available. 6. IMPLICATIONS 6.1 Policy - Sets out the Budget Outlook that provides the financial envelope for policy decisions. 6.2 Financial - Sets best, worst and mid-range scenarios in respect of the Budget Outlook. The council are actively continuing to pursue opportunities to mitigate against future budget gaps. 6.3 Legal - None directly from this report but the Council requires to set a balanced budget. 6.4 HR - None directly from this report but there is a strong link between employee numbers and budgets. 6.5 Customer Service – None directly from this report but any proposals to address the estimated budget gap will require to consider customer service. Page 120
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6.6 Risk - None directly from this report but any proposals to address the estimated budget gap will require to consider risk. 6.7 6.8 6.9 Climate Change - Fairer Scotland Duty - Equalities – protected characteristics - The Council is committed to addressing climate change and reviews how Services are delivering this on an ongoing basis, within the available budget resources. None directly from this report but any proposals to address the estimated budget gap will require to consider fairer Scotland issues. None directly from this report but any proposals to address the estimated budget gap will require to consider equality issues. 6.10 Consumer Duty - None directly from this report but any proposals to address the estimated budget gap will require to consider any consumer specific issues. 6.11 6.12 Island Communities - Children’s Rights and Wellbeing - None directly from this report but any proposals to address the estimated budget gap will require to consider any island specific issues. None directly from this report but any proposals to address the estimated budget gap will require to consider any children’s rights and wellbeing specific issues. Kirsty Flanagan Executive Director/Section 95 Officer 19 November 2025 Councillor Ross Moreland, Policy Lead for Finance and Commercial Services APPENDICES: Appendix 1 – Budget Outlook - Best, Worst and Mid-range Scenarios Appendix 2 – Cost and Demand Pressures (Council Services) Appendix 3 – Cost and Demand Pressures (Social Work) Appendix 4 – Chief Officers Pay Adjustments 2025-26 and 2026-27 For further information contact Carolyn Earl, Interim Head of Financial Services Carolyn.earl@argyll-bute.gov.uk Page 121
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BUDGET OUTLOOK 2026-27 to 2030-31 APPENDIX 1 Policy and Resources Committee - October 2025 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 Base Budget 328,289 328,289 328,289 328,289 328,289 328,289 328,289 328,289 328,289 328,289 328,289 328,289 328,289 328,289 328,289 Base Budget Adjustments 75 75 75 75 75 75 75 75 75 75 75 75 75 75 75 Revised Base Budget 328,364 328,364 328,364 328,364 328,364 328,364 328,364 328,364 328,364 328,364 328,364 328,364 328,364 328,364 328,364 Pay Award 7,346 12,124 15,405 18,752 22,166 7,346 12,124 17,046 22,115 27,337 7,346 15,353 23,761 32,589 41,859 Full year effect of 2025-26 pay award for teachers in 2026-27 661 661 661 661 661 661 661 661 661 661 661 661 661 661 661 Pay Increments 300 599 899 1,198 1,498 599 1,198 1,797 2,396 2,995 599 1,198 1,797 2,396 2,995 Re-instate Employers Superannuation Rate 6,875 6,875 6,875 6,875 6,875 6,875 6,875 6,875 6,875 6,875 6,875 6,875 6,875 6,875 6,875 Chief Officers Pay Increase 129 132 136 141 145 129 132 136 141 145 129 132 136 141 145 Standby Rate Increase 41 41 41 41 41 41 41 41 41 41 41 41 41 41 41 Total Employee Cost Changes (Council Services) 15,352 20,432 24,017 27,668 31,386 15,651 21,031 26,556 32,229 38,054 15,651 24,260 33,271 42,703 52,576 Non-Pay Inflation - Council Services 1,771 4,011 6,381 8,893 11,871 2,745 5,632 8,676 11,890 15,140 3,692 7,259 11,012 14,968 18,968 ASN Support 208 422 422 422 422 208 422 422 422 422 208 422 422 422 422 School Clothing Grants 32 32 32 32 32 56 56 56 56 56 79 79 79 79 79 Schools Residential 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 Education ICT Network Infrastructure 0 53 53 53 53 0 53 53 53 53 0 53 53 53 53 Election Costs 0 327 0 0 0 0 350 0 0 0 0 370 0 0 0 Planning (Local Development Plan) 50 0 0 0 0 50 0 0 0 0 50 0 0 0 0 Housing Benefits Admin Grant 40 80 120 160 200 40 80 120 160 200 40 80 120 160 200 Civica Revenue and Benefits System 0 37 37 37 37 0 63 63 63 63 0 137 137 137 137 Microsoft 365 Licenses 30 380 380 380 380 30 380 380 380 380 50 400 400 400 400 Compliance with BMW Ban 2,231 2,746 2,746 2,746 2,746 2,479 3,051 3,051 3,051 3,051 2,727 3,356 3,356 3,356 3,356 Bus Transport Contracts 360 360 360 360 360 400 400 400 400 400 440 440 440 440 440 Valuation Joint Board 255 301 301 301 301 255 301 301 301 301 255 301 301 301 301 Security Operations Centre - Quorum Cyber Contract Renewal 43 43 43 43 43 43 43 43 43 43 43 43 43 43 43 Wi-Fi Network Subscription License Costs 15 58 58 58 58 15 58 58 58 58 15 58 58 58 58 Civica Housing Case Management System 32 4 4 4 4 32 4 4 4 4 32 4 4 4 4 Allowance for Cost and Demand Pressures Future Years 250 500 750 1,000 1,250 500 1,000 1,500 2,000 2,500 1,000 2,000 3,000 4,000 5,000 Total Cost and Demand Pressures 4,346 6,143 6,106 6,396 6,686 4,908 7,061 7,251 7,791 8,331 5,739 8,543 9,213 10,253 11,293 Adjustment to Health and Social Care Partnership Payment 3,670 3,670 3,670 3,670 3,670 3,464 3,464 3,464 3,464 3,464 3,464 3,464 3,464 3,464 3,464 Adjustment to Live Argyll Management Fee (193) (193) (193) (193) (193) (193) (193) (193) (193) (193) (193) (193) (193) (193) (193) Total Estimated Expenditure PRIOR to measures to balance the budget 353,310 362,427 368,345 374,798 381,784 354,939 365,359 374,118 383,545 393,160 356,717 371,697 385,131 399,559 414,472 Scottish Government Grant 265,742 266,406 267,072 267,740 268,409 263,363 262,706 262,049 261,394 260,741 262,054 260,089 258,139 256,203 254,281 Packing Extended Producer Responsibility Funding - DEFRA 2,851 2,851 2,851 2,851 2,851 2,851 1,426 1,426 1,426 1,426 2,851 0 0 0 0 Transfer from Reserves - EPR funding carried forward from 2025-26 1,438 0 0 0 0 1,438 0 0 0 0 1,438 0 0 0 0 Transfer from Reserves - SPF Gain agreed February 2024 2,000 0 0 0 0 2,000 0 0 0 0 2,000 0 0 0 0 Council Tax 71,486 72,022 72,562 73,106 73,654 71,058 71,413 71,770 72,129 72,490 70,630 70,807 70,984 71,161 71,339 Total Funding 343,517 341,279 342,485 343,697 344,914 340,710 335,545 335,245 334,949 334,657 338,973 330,896 329,123 327,364 325,620 Budget Surplus / (Gap) PRIOR to measures to balance the budget (9,792) (21,148) (25,860) (31,101) (36,870) (14,229) (29,814) (38,873) (48,596) (58,503) (17,744) (40,801) (56,008) (72,195) (88,852) Measures to Balance the Budget: Fees and Charges 574 1,199 1,880 2,623 3,433 382 787 1,217 1,672 2,155 191 388 591 800 1,015 Council Tax Increase 3,574 7,354 11,350 15,573 20,034 3,553 7,301 11,255 15,424 19,820 3,532 7,249 11,161 15,277 19,608 Council Tax Increase (Growth element) 0 27 55 85 117 0 18 37 56 77 0 9 18 28 38 Policy Savings Agreed Feb 2023 476 1,112 1,581 1,695 1,809 476 1,112 1,581 1,695 1,809 476 1,112 1,581 1,695 1,809 Management/Operational Options Agreed Feb 2025 (48) (9) (9) (9) (9) (48) (9) (9) (9) (9) (48) (9) (9) (9) (9) Policy Options 2025 536 636 636 636 636 536 636 636 636 636 536 636 636 636 636 New Management/Operational Options 3,134 3,137 2,917 2,917 2,917 3,134 3,137 2,917 2,917 2,917 3,134 3,137 2,917 2,917 2,917 Total Measures to Balance the Budget 8,246 13,456 18,410 23,520 28,937 8,033 12,982 17,634 22,391 27,405 7,821 12,522 16,895 21,344 26,014 Budget Surplus / (Gap) Cumulative AFTER measures to balance the budget (1,546) (7,692) (7,450) (7,581) (7,933) (6,196) (16,832) (21,239) (26,205) (31,098) (9,923) (28,279) (39,113) (50,851) (62,838) Budget Surplus / (Gap) In Year AFTER measures to balance the budget (1,546) (6,146) 243 (132) (352) (6,196) (10,636) (4,407) (4,966) (4,893) (9,923) (18,356) (10,834) (11,738) (11,987) Mid-Range ScenarioBest Case Scenario Worst Case Scenario Page 122
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COUNCIL COST AND DEMAND PRESSURES 2026-27 to 2030-31 Department Service Cost/Demand Pressure 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 Executive Director - Douglas Hendry Education The demand for ASN support in Argyll and Bute has continued to grow with a significant increase in, and early identification of children and young people presenting with complex additional support needs, including mental health difficulties which manifests often in dysregulated behaviours. IScottish Government statistics show that the number of pupils identified with ASN has increased markedly since 2010 and there continue to be year on year increases. These increases are likely due to continue as we see the impact of the Covid 19 pandemic on children and young people who were born from 2020 onwards and as we work with partners to streamline assessment processes which help us to understand need more thoroughly. Scottish Government statistical datasets show that the percentage of school roll in mainstream schools of pupils with ASN has increased by approximately 3% year on year. Within many authorities, this means increased numbers of children accessing specialist provision. As Argyll and Bute do not have equitable access to Specialist provision in all areas, the cost pressure associated with offering appropriate support within our local schools continues to increase in line with need. 208 422 422 422 422 208 422 422 422 422 208 422 422 422 422 Executive Director - Douglas Hendry Education Rightsize of School Clothing Grant Budget - Argyll and Bute Council pay the national minimum rate for School Clothing Grants. The payment is currently £120 for Primary School Children and £150 for Secondary School children. Over the past two years the number of clothing grants issued has increased and left Education with a demand pressure. 32 32 32 32 32 56 56 56 56 56 79 79 79 79 79 Executive Director - Douglas Hendry Education Rightsize the Schools Residential Budget - The Education Service contribute 38% towards the cost of jointly funded out of area Residential Placements with Social Work contributing 62%. Education also have a number of out of area day placements which they pay 100% of the cost. Over recent years the cost of these placements has risen significantly due to a reduction in subsidy for Grant Aided Special Schools (GASS) by the Govenment, along with the increase in demand for these type of placements. This has led to a cost pressure of £800k. 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 Executive Director - Douglas Hendry and Kirsty Flanagan Education and ICT The Education ICT Network required transformative technology upgrade, with improved security and reconfiguration to support in-school and at home learning, was approved as part of the budget for 2025- 26. However, the recommended cost plan included additional revenue consequences from 2027-28, estimated at £53k per annum, in respect of network equipment licencing costs. 0 53 53 53 53 0 53 53 53 53 0 53 53 53 53 Executive Director - Douglas Hendry Legal and Regulatory Services Estimated cost (to be borne by the Council) of carrying out local Government elections in May 2027 (and in financial year 2027/28). Operating approx. 100 polling stations and carrying out poll and count for 11 Multi member wards – requiring 11 separate counts 0 327 0 0 0 0 350 0 0 0 0 370 0 0 0 Executive Director - Kirsty Flanagan Development & Economic Growth Local development plan will require to be done under the new Planning legislation which is a revised process from the current one and will have a 10 year life. The new process has 2 stages where there is likely to be a cost pressure - a gate check followed by an examination some time later. 50 0 0 0 0 50 0 0 0 0 50 0 0 0 0 Executive Director - Kirsty Flanagan Financial Services Universal Credit “Full” Service went live in Sept 2018, managed migration for working age claimants began in August 2023 and will be completed by December 2025. Details of the migration of Pension age Housing Benefit claimants have not yet been released initial indications was that the overall migration to Pension Credit will be completed in 2028/2029 although that looks unlikely now. The DWP will reduce the Housing Benefit Administration Subsidy they pay to the Council as some claimants come off of Housing Benefit processed by Council staff and go onto Universal Credit processed by the DWP. The Council’s caseload has reduced since implementation of Universal Credit but it is hard to predict just how quickly the rest of the caseload will migrate from Housing Benefit to Universal Credit between now and 2028/2029. These figures represent our best estimates at this time. 40 80 120 160 200 40 80 120 160 200 40 80 120 160 200 Executive Director - Kirsty Flanagan Financial Services The Council has been engaged in discussions with the supplier of the Revenues and Benefits Management System and also the Electronic Document Management System. We expect cost increases in the future as the supplier moves the systems to the Cloud. The cost presure is an estimate at this time and will be refined as we get nearer to 2027-28. 0 37 37 37 37 0 63 63 63 63 0 137 137 137 137 Executive Director - Kirsty Flanagan ICT Microsoft 365 License Costs. An earmarked reserve, set up to contribute towards the licensing and set-up costs for the Microsoft 365 rollout, is projected to be fully depleted during 2026-27, with an estimated budget pressure of £30k in 2026-27, increasing to £380k in 2027-28. These estimates are subject to change, should licence upgrades be required for Power BI or Teams Telephony. 30 380 380 380 380 30 380 380 380 380 50 400 400 400 400 Executive Director - Kirsty Flanagan Roads & Infrastructure Services Achieving compliance with ban on biodegradable municipal waste (BMW) which comes into place on 1 January 2026. The costs are the best estimates at this stage and consultants have assisted in producing the estimates. The best case and worst case scenarios are based on the mid-range with a +/- 10% change 2,231 2,746 2,746 2,746 2,746 2,479 3,051 3,051 3,051 3,051 2,727 3,356 3,356 3,356 3,356 Best Case Mid-Range Worst Case APPENDIX 2 Page 123
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COUNCIL COST AND DEMAND PRESSURES 2026-27 to 2030-31 Department Service Cost/Demand Pressure 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 2030-31 £000 Best Case Mid-Range Worst Case APPENDIX 2 Executive Director - Kirsty Flanagan Roads & Infrastructure Services Bus Transport contracts have seen a siginificant increase in new contract prices due to increased costs for fuel, insurance, maintenance, regualtory compliance and driver wages. New contracts have seen a combined annual increase of £975k across Argyll and Bute during 2024-25 with further contract renewals due in 2025-26 and 2026-27. The cost pressure reflects the estimated increased costs of future renewals beyond budgeted levels. An options appraisal is currently being carried out to assess the best and most cost effective solution for future delivery of the school and public transport service. Increased certainty around the value of the budget pressure is expected following the renewal of a number of significant value contracts during October 2025. 360 360 360 360 360 400 400 400 400 400 440 440 440 440 440 Council Wide Council Wide A letter from the Dunbartonshire and Argyll and Bute Valuation Joint Board was received on 30 January 2025 advising of the financial challenges facing the Board and the estimated 2025-26 to 2027-28 budget gaps along with a request to increase the level of contribution that we make to the Board. Since 2012-13 the core constituent funding to the Board has either reduced or been flast cash for the past 7 years with the Board heavily reliant on reserves. As the reserves will be fully depleted by 2025-26 there is a required for the requisitions to increase. 255 301 301 301 301 255 301 301 301 301 255 301 301 301 301 Executive Director - Kirsty Flanagan ICT The Security Operations Centre (SOC) contract with Quorum Cyber provides constant monitoring of the council’s networks and 24/7/365 protection by proactively monitoring, detecting and analysing data, and providing incident response and recovery. It works alongside the council’s internal security posture to ensure we can operate securely, at all times. It is now an essential service for the Council and was funded for the first three years from earmarkings but will require a cost pressure from 2026/27 of £43k per annum. 43 43 43 43 43 43 43 43 43 43 43 43 43 43 43 Executive Director - Kirsty Flanagan ICT The Council’s Wi-fi network is based on a subscription licensing model from CISCO. Our current subscription was paid from excess capital and revenue but expires in January 2027 and will need renewed at a cost of £175k. This will cover a three year subscription. 15 58 58 58 58 15 58 58 58 58 15 58 58 58 58 Council Wide Council Wide General provision for unidentified Cost and Demand Pressures 250 500 750 1,000 1,250 500 1,000 1,500 2,000 2,500 1,000 2,000 3,000 4,000 5,000 Executive Director - Kirsty Flanagan ICT / Housing Works with Civica to upgrade the Civica Housing Case Management System, including the addition of Multi Factor Authentication and system version upgrades. 2026/27 initial cost of £31,900, with future annual costs of £3,510 from 2027-28 (subject to inflation). 32 4 4 4 4 32 4 4 4 4 32 4 4 4 4 TOTAL 4,346 6,143 6,106 6,396 6,686 4,908 7,061 7,251 7,791 8,331 5,739 8,543 9,213 10,253 11,293 Page 124
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SOCIAL WORK COST AND DEMAND PRESSURES - 2026-27 to 2028-29 Service Cost/Demand Pressure 2026-27 £000 2027-28 £000 2028-29 £000 2026-27 £000 2027-28 £000 2028-29 £000 2026-27 £000 2027-28 £000 2028-29 £000 All Social Work Estimated Pay inflation reflecting a best case at 3% up to 2027/28 reflecting the Scottish Government Public Sector Pay Policy before reducing to 2% in 2028/29, a mid-range of 3% and a worst case of 5%. Adjusted for the impact of the increase in the employer's pension contribution rate from 6.5% to 17.5% in 2026/27. 1,450 2,737 3,621 1,450 2,737 4,063 1,450 3,595 5,847 All Social Work Estimated Pay increments, best case is that 50% of the incremental changes based on 2025/26 are absorbed and in the mid-range and worst case, the increase is in line with the increase in 2025/26. 99 198 297 198 396 594 198 396 594 All Social Work Chief Officers pay increase as a consequence of new Chief Officers pay framework. 29 30 31 29 30 31 29 30 31 All Social Work Inescapable non-pay inflation across a range of activities and activity specific inflation rates with a 0.5% tolerance for the best and worst cases. 569 1,127 1,703 711 1,416 2,150 844 1,698 2,595 All Social Work Non-pay inflation impact of payroll inflation on NHS posts which are recharged to Social Work. 93 169 248 107 200 296 122 231 344 Adult Care Older People Demand Growth: The number of older people is increasing and older people are living longer with significant health and support needs and significant expectations of the support they are entitled to receive. Best case assumes that this will be offset by efficiency improvement and increasing unmet need / demand. The mid range allows for a 1.5% increase each year. Worst case is 3% per year on the older adult services budget. 0 0 0 464 935 1,414 928 1,885 2,872 Adult Care Mental Health Demand Growth - As above, services operating within budget overall. The best case assumes a 0% increase in spending reflecting the limited service capacity in the area, the mid-range reflects 2% growth in 26/27 and 27/28 and the worst case reflects 3% growth. 0 0 0 73 148 224 110 223 340 Children and Families Looked After Children Demand Growth - there is a continuing demand for placements of children who are cared for by the HSCP. The best case scenario is that the expected additional demand can be funded from within existing resources as a result of planned improvements to the service delivery model (eg shift away from high cost external residential care to local foster and kinship care), the mid case reflects that additional demand in 26/27 be funded from existing resource with £250k per annum thereafter and the worst case reflects £250k per annum. 38 76 114 75 152 230 113 229 349 All Social Work Allowance for unknown cost and demand pressures which could arise. 0 0 0 700 900 1,100 700 900 1,100 TOTAL UNFUNDED COST AND DEMAND PRESSURES 2,278 4,337 6,014 3,807 6,914 10,102 4,494 9,187 14,072 Worst CaseMid RangeBest Case Appendix 3 Page 125
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Appendix 4 - Chief Officers Pay Adjustments, 2025-26 and 2026-27 Summary of increase in cost not already included within the 2025-26 budget and to be provided for in the 2026-27 outlook Role & No of Employees Current Salary £ Revised Salary Nov 2025 £ Increase Nov 25 to March 26 (5 months) £ 2025-26 In Year Cost £ Revised Salary April 2026 (3.5% pay award) £ Increase April 26 to Oct 26 (7 months) £ Revised Salary Nov 2026 £ Increase Nov 26 to March 27 (5 months) £ 2026-27 In Year Cost £ Chief Executive (1) 155,014 166,043 4,595 4,595 171,855 9,824 183,270 11,773 21,597 Executive Directors (2) 127,520 (82.3%) 134,450 (SCP46 - 80.9%) 2,888 5,776 139,156 6,787 148,732 8,838 31,250 Heads of Services (11) 96,383 (75.6%) 101,158 (SCP 31 - 75.2%) 1,990 21,890 104,698 4,850 110,471 5,870 117,920 Total 32,261 Total 170,767 Plus On Costs (21.5%) 6,936 Plus On Costs (32.5%) 55,499 Less Inflation at 3.5% already in outlook (68,176) Total 39,197 Total 158,090 Page 126
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ARGYLL AND BUTE COUNCIL POLICY AND RESOURCES COMMITTEE CHIEF EXECUTIVE 04 December 2025 Aspiring Places; Community Projects in Argyll and Bute 1.0 EXECUTIVE SUMMARY 1.1 Members will recall from the Council meeting of September 2024, decisions in relation to ‘Aspiring Places: Community Projects in Argyll and Bute’ as set out in the Corporate Plan 2025 – 2027. 1.2 Members will be aware of the successful launch of the Aspiring Place digital platform in March 2025 and the registration of a number of community groups and community projects. 1.3 ‘Expressions of Interest’ for 3 government funds for projects were launched through the Aspiring Places platform and were compulsory for community projects to be considered. 1.4 An evaluation of the Aspiring Places initiative has been completed and the findings are set out in this report of which some key findings are as follows: a) Engagement - over 150 community group members registered, and 104 project proposals were published during the pilot phase. b) Level of participation - 83% of publishing groups submitted Expressions of Interest for funding. c) Correlation between funds and registrations – assumption that project proposals submitted by community groups was partly driven by the Council’s request for ‘Expressions of Interest’ for the 3 government funds. d) The critical importance of government grant funds for community projects. 1.5 In seeking to develop an understanding of the current grant funding environment and its relationship with the issues that Aspiring Places seeks to address, a further finding is a need to develop more sustainable solutions to managing government grant funds in an equitable manner for the Council and our communities alike. 1.6 It is proposed that new activity is now required to build on our understanding to date to develop those solutions for the benefit of our organisation and our communities alike before making further decisions with regards to Aspiring Places. Page 127 Agenda Item 6
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1.7 Parallel to the Aspiring Places initiative is the emergence of a ‘Funders Forum’ established for officers involved in administrating grants to share best practice, identify risks and coordinate activity for improved processes. 1.8 Subsequently the Council’s Executive Leadership Team (ELT) has requested that the Funders Forum undertake a formal review of our approach to the management of grant funding in a manner that is aligned with the Corporate Plan and Connect for Success principles and submit recommendations to ELT for improvement. 1.9 As part of the review, further consideration will be given to the future use of the Aspiring Places site which in the interim, will remain a live site and continued important resource to capture community projects and link with government funds until any future recommendations are made to Members. 1.10 This activity provides the opportunity to ensure that the Council develops a sufficient understanding of the complex and inter-related problems to support good decisions based on evidence and data and the future needs of the organisation and our communities. 1.11 Recommendations. a) Note the successful launch of the Aspiring Places platform and that it remains a live site for the benefit of communities, funders and the Council; b) Note the key findings from the evaluation of the scheme as set out in paragraphs 4.7 to 4.33 and in particular an emerging need to develop a more sustainable approach to managing government grant funds in an equitable manner for the Council and our communities alike; and c) Request the Chief Executive to undertake a formal review of our approach to the management of grant funding in a manner that is aligned with the Corporate Plan and Connect for Success principles. Page 128
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ARGYLL AND BUTE COUNCIL POLICY AND RESOURCES COMMITTEE CHIEF EXECUTIVE 04 DECEMBER 2025 Aspiring Places - Community Projects in Argyll and Bute 2.0 INTRODUCTION 2.1 Further to the launch of the Aspiring Place initiative, an evaluation has been completed setting and key findings are set out in this report. In seeking to develop an understanding of a new related issue that has emerged, it is argued that a wider and deeper piece of work is now required to build on our understanding to date and develop more sustainable solutions to managing grant funding. 2.2 Parallel to the Aspiring Places initiative is the emergence of a ‘Funders Forum’ who have been requested to undertake the review including the future of the Aspiring Places site which in the interim will remain a live site and continued important resource. 3.0 RECOMMENDATIONS 3.1 Members are asked to agree to: a) Note the successful launch of the Aspiring Places platform and that it remains a live site for the benefit of communities, funders and the Council; b) Note the key findings from the evaluation of the scheme as set out in paragraphs 4.7 to 4.33 and in particular an emerging need to develop a more sustainable approach to managing government grant funds in an equitable manner for the Council and our communities alike; and c) Request the Chief Executive to undertake a formal review of our approach to the management of grant funding in a manner that is aligned with the Corporate Plan and Connect for Success principles. Page 129
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4.0 DETAIL 4.1 Members will recall from the Council meeting of September 2024, agreement to the recommendations set out in the report ‘Aspiring Places: Community Projects in Argyll and Bute’ (formerly Area Plans) as follows: a) Rename the initiative as ‘Aspiring Places: Community Projects in Argyll and Bute’. b) Adopt Consul Democracy, a COSLA supported tool for civic participation, as a user friendly digital platform to which constituted community groups can promote their proposals (regardless of stage of development). c) Engage with all community groups over the same period of time rather than a phased approach on an area basis. d) Provide guidance to inform community groups of potential funding opportunities. e) With the emergence of a live community digital platform, no longer create the publication of 8 ‘Area Plan’ documents and subject to a trial period, alternatively report to members on a) the outcomes of the initiative through a formal evaluation and b) future recommendations on the long term viability and retention of the Aspiring Places – Community Projects in Argyll and Bute initiative. 4.2 The vision of the initiative is ‘to create in one place, a comprehensive picture of all community projects to increase the likelihood of collaboration, securing external funding and implementation of projects in a planned approach to place’. 4.3 Further to testing with a panel of community groups, Aspiring Places platform was launched as a digital platform in March 2025 and supported by the following: a. In collaboration with other services and organisations, participated in a promotional ‘Funding Connections Roadshow’ taking in Bute, Dunoon, Islay, Jura, Lochgilphead, Mull and Oban. Officers attended a separate and larger community event in Helensburgh at the time of the launch. b. In addition to online guidance, project officers were available to directly support community organisations in tutorials on the platform and responded to all enquiries and requests for assistance. 4.4 Set out in the table below is the number of registrations and projects published on the platform as of 30 June 2025, broken down by administrative area. Administrative Area No. of Registrations No. of Projects Published Argyll & Bute-wide 11 3 Bute & Cowal 31 13 Helensburgh & Lomond 27 9 Mid Argyll, Kintyre & the Islands 49 40 Page 130
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Oban, Lorn & the Isles 39 38 Unknown 1 0 Outwith Argyll & Bute 2 2 Total 159 104 4.5 Once a community group has published a project proposal on the platform, it can be connected with relevant funding opportunities and during the pilot period, three ‘expressions of interest’ for the following government funds were issued by council officers through the Aspiring Places platform: a) Carbon Neutral Islands Fund b) Regeneration Capital Grant Fund c) Community Led Local Development Fund 4.6 An important observation is the notable increase in the registration of community groups and projects in direct correlation with the announcement of request for expressions of interest for government funds. Evaluation 4.7 As agreed by the Council in September 2024, an evaluation was undertaken and the table below provides an overview of the approach and participants. Table: Numbers of evaluation participants by stakeholder group Evaluation Method Community group staff or volunteer Council Officers Elected Members Community Planning Partners Individuals in the Community 1 Baseline Survey 109 17 4 8 112 2 ‘Funding Connections’ Feedback Survey n/a 7 n/a n/a n/a 3 Semi-structured interviews n/a 8 n/a n/a n/a 4 Follow-up Survey 60 9 7 6 308 4.8 The key findings of the evaluation are set out below: a) Engagement - over 150 community group members registered, and 104 project proposals were published during the pilot phase. b) Level of participation - 83% of publishing groups submitted Expressions of Interest for funding. c) Correlation between funds and registrations - project proposals submitted by community groups appeared to be driven by the Council’s request for Page 131
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Expressions of Interest for the 3 government funds that had to be submitted via the Aspiring Places platform if to be considered. d) The critical importance of government grant funds for community projects. e) User satisfaction: i. 85% of users who published a project were satisfied with the submission process. ii. 80% of project-uploading groups found the platform valuable. f) Internal collaboration - the pilot strengthened cross-departmental collaboration, particularly between Community Development and Economic Growth teams, supporting the Council’s “One Council One Place” transformation principle. 4.9 Key challenges were identified as follows: a) Participation barriers: i. A small percentage of users faced difficulties with the platform. ii. Examples of communities with low confidence in accessing digital platforms. iii. A perception that the platform was not relevant to smaller or early-stage projects. b) Geographic disparities - uptake varied across the region. c) Cross-service dependencies: user satisfaction and value was (partially) dependent on successful collaboration between stakeholders. d) Sustainability - concerns were raised about the resources required to maintain and develop the platform beyond a pilot phase and a need for an efficient method of administrating grant funds. 4.10 As shared at the Elected Members Seminar 18 September 2025, the key recommendations from the evaluation are as follows: a) Strategic development: consideration to further developing a digital platform that supports delivery of the empowered and resilient communities theme in the Council’s Corporate Plan. b) Value: seek to ensure value for all participating, including those not seeking external funding. c) Funding: explain what funding will be promoted and how decisions will be made. d) Community engagement: target under-represented areas. e) Promotion: use a multi-channel approach. f) Data and evidence: consider how data can be used to support outcomes. Reassessing the problems we seek to address. 4.11 A particular challenge with this initiative has been to understand our future needs. As set out in the vision (to create in one place, a comprehensive picture of all community projects to increase the likelihood of collaboration, securing external Page 132
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funding and implementation of projects in a planned approach to place), Aspiring Places started out as a dynamic platform to address two problems defined as follows: a) Capture a comprehensive picture of all community projects. b) Due to the increasing critical importance of government grants to fund community projects, seek to increase our share. 4.12 Whilst the Aspiring Places platform has been successful in addressing the first problem defined above, as concluded in the evaluation, project proposals submitted by community groups was partly driven by the Council’s request for Expressions of Interest for the 3 government funds and had to be submitted via the Aspiring Places platform. 4.13 A counterfactual question has emerged that asks if the request for Expressions of Interest for funds were not launched via the Aspiring Places platform, what would the actual number of community project submissions be? Whilst we don’t know the answer, it is safe to assume that it would be less than the 104 received from 159 groups during the pilot period. 4.14 This in turn led to the project manager seeking an understanding of the current grant funding environment and its relationship with the problems defined above and concluded that there is anecdotal evidence that 2020 onwards (in a post EU environment), has witnessed a rapidly evolving landscape of (government) grant funding for community projects that has unwittingly resulted in a complex and systemic issue that: a) Places enormous and growing pressure on ‘local systems’ (i.e. local authorities and community groups). b) Created a hidden and growing cost to local government (and taxpayers). 4.16 Set out below is an abstract diagram that seeks to illustrate the modern practice of how governments connect grants with community projects based on an understanding of the following characteristics: a) Community groups receive capital benefits towards projects (whilst noting that many bids can be unsuccessful). b) Government (both UK and SG) receive policy benefits (i.e. demonstrable efforts in use of funds to address policy issues). c) Local authorities are de-facto ‘middle management’ and often with either no benefits (i.e. service is gratis) or benefits in the form of ‘capacity payments’ that are projected to reduce in value in proportion to the level of ‘management’ required. Page 133
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Diagram: illustration of the practice of how governments connect grants with community projects. 4.17 Recent information suggests that this issue is likely to deteriorate, and it is proposed that this defines a third problem (in addition to the two defined above) as follows: a) A need to develop more sustainable solutions to managing government grant funds in an equitable manner for the Council and our communities alike. 4.18 It is possible that due to the unpredictable future of public sector policy and funding arrangements, the Aspiring Places platform may not be suitable for our longer term future needs and in the absence of a satisfactory approach to managing government grant funds, noting the critical correlation between government grants for communities and the sharing of community projects, it is suggested that it cannot be assumed that continued investment in the Aspiring Places model at this stage is best value for money. 4.19 Therefore it is proposed that new activity is required to build on our understanding to date and develop more sustainable solutions for the benefit of our organisation and our communities alike before making further decisions with regards to Aspiring Places. 4.20 In response to this emerging need, an unintended benefit of this initiative is the emergence of an officer only ‘Funders Forum’ established with management approval for colleagues involved in administrating grants and with an approved Page 134
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purposed to inter-alia share intelligence, best practice, shared support, coordinate potential wider funding bids and identify and action on risks and opportunities. 4.21 Consequently the Council’s Executive Leadership Team (ELT) has requested that the Funders Forum undertake a formal review of our approach to the management of grant funding in a manner that is aligned with the Corporate Plan and Connect for Success principles and submit recommendations to ELT for improvement. 4.22 As part of the review, further consideration will be given to the future use of the Aspiring Places site which in the interim, will remain a live site and continued important resource to capture community projects and link with government funds until any future recommendations are made to Members. 4.33 This activity provides the opportunity to ensure that the Council develops a sufficient understanding of the complex and inter-related problems to support good decisions based on evidence and data and the future needs of the organisation and our communities. 5.0 CONCLUSION 5.1 The Aspiring Places initiative emerged from an idea to have a clear picture of community projects in order to be better placed to increase our share of government grant funds. 5.2 The initiative has been shaped by wider engagement with a range of stakeholders including communities and colleagues from which it has emerged that government grants are a) critical to community projects and b) is proving to be an increasingly complex issue that is increasing costs with diminishing benefits to local authorities (and taxpayers). 5.3 It is argued that a wider and deeper piece of work is now required to build on our understanding to date and develop alternative and potentially more sustainable solutions for the benefit of our organisation and our communities alike. 6.0 IMPLICATIONS 6.1 Policy; delivery of a priority within the Council’s Corporate Plan 2025 – 2027 to enhance and deepen our understanding of local issues and improve collaboration including launch of Aspiring Places: Community Projects in Argyll and Bute. 6.2 Financial; none, the next step review will be met from existing resources. 6.3 Legal; none. 6.4 HR; none. 6.5 Customer Service; none. Page 135
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6.6 Risk; none. 6.7 Climate Change; none. 6.8 Fairer Scotland Duty: none 6.9 Equalities - protected characteristics; none. 6.10 Consumer Duty; none. 6.11 Island Communities; none. 6.12 Children’s Rights and Wellbeing; none. Pippa Milne, Chief Executive Policy Lead, Councillor Jim Lynch. 05 November 2025 For further information contact: Stuart Green, Corporate Support Manager, Chief Executives Unit. stuart.green@argyll-bute.gov.uk Page 136
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ARGYLL AND BUTE COUNCIL POLICY AND RESOURCES COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 4 DECEMBER 2025 ROYAL NATIONAL MOD 2028 – UPDATE 1.0 EXECUTIVE SUMMARY 1.1 The Council recognises the cultural and educational significance of supporting the development of the Gaelic language and the provision of local and national Mòd events. From an economic perspective, a Royal National Mòd (RNM) in Argyll and Bute reaps a £3m economic impact, demonstrates the area’s ability to host national events and boosts the local tourism industry by providing ‘authentic experiences’ for visitors that underpins the industry’s wider growth ambitions. The Council has had an SLA with An Comunn for hosting the RNM in Argyll and Bute over a number of years, with a previous commitment to host an RNM in the area every three years. 1.2 The purpose of this report is to request formal approval for An Comunn’s offer for Argyll and Bute to host the Royal National Mòd (RNM) in 2028 which was approved in principle by Policy and Resources Committee in February 2025. 1.3 The in principle approval included funding of up to £200K from the Council to be allocated across financial years 2025-2026 to 2028-2029, and funding of circa £25k for Live Argyll staffing during the RNM delivery to be negotiated with Live Argyll. These discussions have now taken place and with Policy and Resources agreement can be taken forward at the in principle levels of funding and it is proposed that the total financial commitment from the council of up to £225k is funded from the Unallocated General Fund. 1.4 Officers were also instructed to develop and consider criteria for the most appropriate location, Dunoon or Oban, to host the RNM 2028. Meetings between council Officers, Live Argyll and An Comunn have taken place to discuss this based on agreed criteria. Given the evidence provided, Oban is recommended as the preferred location. 1.5 The reason for this is that although Dunoon offers many benefits, that given past performance, hosting the RNM 2028 in Oban would deliver the highest number of attendees, 100% of visitors staying in Argyll and Bute, better access for the islands, and the greatest economic impact. Crucially, the success of the RNM is dependent on the local organising committee and no such group currently exists in Dunoon whereas there is an experienced organising committee in Oban. In addition, hosting the RNM in Dunoon may result in additional cost to fit out the Argyll Suite in Queens Hall. Page 137 Agenda Item 7
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RECOMMENDATIONS It is recommended that Members of the Policy and Resources Committee: i. Agree to host the RNM in Oban in 2028. ii. Agree to enter into an agreement with An Comunn to provide a maximum of £200K financial support over a four year period with the final payment in financial year 2028-2029. iii. Agree to enter into an agreement with Live Argyll to secure the use of the venues for the duration of the RNM for £25k. iv. Recommend to Council that the total financial commitment of up to £225k is funded from the Unallocated General Fund. v. Note that this agreement will enable An Comunn Board to proceed with announcing the location of the RNM 2028 and to proceed with planning, publicity and attracting other funding to enable the event to take place. Page 138
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ARGYLL AND BUTE COUNCIL POLICY AND RESOURCES COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 4 DECEMBER 2025 ROYAL NATIONAL MOD 2028 2.0 INTRODUCTION 2.1 The Council recognises the cultural and educational significance of supporting the development of the Gaelic language and the provision of local and national Mòd events. The RNM holds a very special place in the history of Argyll and Scottish culture. The value of holding a national Mòd in Argyll has long been recognised by Argyll and Bute Council through its previous support. This support reflects the significance of the RNM event in providing opportunities to celebrate, support and develop our national language and culture as well as demonstrating the area’s ability to host national events, the boost it gives to the local tourism industry by providing ‘authentic experiences’ for visitors that underpins the industry’s wider growth ambitions. 3.0 RECOMMENDATIONS It is recommended that Members of the Policy and Resources Committee: i. Agree to host the RNM in Oban in 2028. ii. Agree to enter into an agreement with An Comunn to provide a maximum of £200K financial support over a four year period with the final payment in financial year 2028-2029. iii. Agree to enter into an agreement with Live Argyll to secure the use of the venues for the duration of the RNM for £25k. iv. Recommend to Council that the total financial commitment of up to £225k is funded from the Unallocated General Fund. v. Note that this agreement will enable An Comunn Board to proceed with announcing the location of the RNM 2028 and to proceed with planning, publicity and attracting other funding to enable the event to take place. Page 139
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4.0 DETAIL Background 4.1 The Council has had an SLA with An Comunn for hosting the RNM in Argyll and Bute over a number of years, with a previous commitment to host an RNM in the area every three years. Most recently, the RNM was held in Oban in 2024 and demonstrated the importance of the RNM for the Gaelic Language and an economic impact of circa £3.6m. 4.2 The current SLA expired in March 2025 however Policy and Resources Committee 20th February 2025 agreed in principle to a) host the RNM 2028, and for Officers to enter into an agreement with An Comunn to provide a maximum of £200K financial support over a four year period with the final payment in financial year 2028-2029 and b) Officers to enter into discussions with Live Argyll to secure the use of venues at no cost to the RNM. The cost to Council for Live Argyll venues in 2024 was £25k. 4.3 An Comunn had asked if Argyll and Bute Council would consider Oban as a venue for the 2028 event based on the success of last year’s RNM in the town and Officers were tasked with exploring whether Dunoon or Oban would be the most appropriate location for the RNM 2028. Current Position 4.4 Discussions have since taken place with An Comunn and Live Argyll to consider both Council funding which was approved in principle, and also the most appropriate location for the RNM 2028 which is to take place in either Dunoon or Oban. 4.5 An Comunn accepted that all council fees and charges will be included in the Council award of £200k e.g. TTRO costs, parking fees etc and that no additional costs in relation to the RNM 2028 will be paid out. This will be reflected in an SLA which will be drafted to cover the financial years 2025/6- 2028/2029 should P&R agree the recommendations. In order to progress with planning, publicity and attracting further funding for the RNM 2028 An Comunn now require to confirm the preferred location. 4.6 Live Argyll confirmed that they would deliver their part of the RNM for £25k (staffing and venues) however if the Argyll Suite in Queens Hall is required, additional funding may be required for technical equipment as this is not fitted out as a performance space. Drawdown of Live Argyll funding will be through invoices. 4.7 It is proposed that the total financial commitment from the council of up to £225k is funded from the Unallocated General Fund. The provision of financial support to the Royal National MOD will deliver a positive economic impact and a boost to our tourism industry, alongside cultural and educational benefits. It also provides a platform to demonstrate the ability of Argyll and Bute to host national events. Page 140
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Options and Preferred Option 4.8 Council Officers, Live Argyll and An Comunn agreed the criteria for decision making to determine whether the RNM 2028 takes place in Dunoon or Oban. Table 1 details the key criteria for this and demonstrates that although Dunoon offers many benefits, hosting the RNM 2028 in Oban would deliver the highest number of attendees, 100% of visitors staying in Argyll and Bute, better access for the islands, and the greatest economic impact. Crucially, the success of the RNM is dependent on the local organising committee and no such group currently exists in Dunoon whereas there is an experienced organising committee in Oban. In addition, hosting the RNM in Dunoon may result in additional cost associated with the fit out of the Argyll Suite in Queens Hall. Table 1 – Criteria and Detail Criteria Description/How measure Dunoon Oban Strength of the local organising committee Members/evidence of activity/discussions taken place/experience No organising committee in place. Organising committee has strong membership, experience and levels of activity. Also runs the annual Mòd. Infrastructure Transport/connectivity Location is accessible to mainland through a mix of ferry, airport and road. More difficult to access from islands. Location is accessible to islands and mainland through mix of train, ferry, airport and road. Accommodation Location, number and availability Less capacity than Oban and many larger hotels have closed. In 2018, 16% of staying visitors at the Mòd stayed in Inverclyde and 2% elsewhere. Large hotels and capacity demonstrated in RNM 2024. 100% of staying visitors stayed in Argyll and Bute. Venues and facilities Number and size to meet need and provide wrap around programming. Queens Hall - Dunoon Main Hall Seated 450 Mixture of Seated and Standing 700 Standing Only 900 Argyll Suite (not designed as performance space therefore would require additional funding for sound and lighting etc) Multi-use conference/function space overlooking the River Clyde. Capacity 200 – seated and standing Education venues are available. Corran Halls - Oban Main Hall Seated 508 Standing only 900 The Studio Theatre Seating 105 with a theatre-style tiered seating arrangement. Education venues are available. Page 141
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Economic Impact Economic £2m in 2018 (7,456 attendees) £3.6m in 2024 (8,933 attendees) 4.9 The preferred option is therefore to host the RNM 2028 in Oban and for Officers to be instructed to issue SLA to An Comunn to facilitate their planning, publicity and funding submissions to other organisations, and to finalise discussions with Live Argyll to secure their venues. 5.0 CONCLUSION 5.1 The RNM has provided a successful economic stimulus within the area and greatly contributed to supporting our Gaelic language and culture. Council recognises this and in February 2025 provided an in principle decision to host the RNM 2028 in Argyll and Bute with the associated budget. 5.2 In order to propose a preferred location for the RNM, Officers, Live Argyll and An Comunn have considered evidence for both Dunoon and Oban and this evidence has demonstrated that locating the RNM in Oban will deliver the greatest economic impacts to the area. Oban is therefore proposed as the preferred location to host the RNM in 2028. 5.3 It is therefore recommended that the Policy and Resources Committee provide formal acceptance to An Comunn’s offer to host RNM2028 and to confirm the associated funding for both An Comunn and Live Argyll. This will enable Officers to proceed with the SLA and enable An Comunn to plan, publicise and seek further funding for the RNM 2028. 6.0 IMPLICATIONS 6.1 Policy - The provision of support to the RNM fits with the Council’s Gaelic Plan and specifically the Council recognises the cultural and educational significance of supporting the development of the Gaelic language and the provision of local and national Mòd event. The economic impact and promotion of the area fit with the Argyll and Bute Economic Strategy. 6.2 Financial – 200k to An Comunn + £25k to Live Argyll. 6.3 Legal – A new agreement/SLA will require to be drafted. 6.4 HR – Resource will be required to manage this process however this is currently managed from existing staff. 6.5 Customer Service: None. 6.6 Risk: Risk is that if Argyll and Bute does not host a RNM then the benefits of the RNM outlined are not accrued to Argyll and Bute. RNM 2028 is dependent on Council support and funding from other sources. Page 142
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6.7 Climate Change: Consideration of this will be a condition of any Agreement with An Comunn. 6.8 Fairer Scotland Duty 6.9 Equalities – Protected characteristics: An Comunn will comply with all Equal Opportunities/Fairer Scotland Duty policies and obligations as part of any Agreement. 6.10 Consumer Duty – The RNM will support economic growth of the area. 6.11 Island Communities – Oban is accessible from the majority of Argyll and Bute islands. 6.12 Children’s Rights and Wellbeing – None. Kirsty Flanagan, Executive Director with overall responsibility for Development and Economic Growth 27th October 2025 Councillor Math Campbell-Sturgess, Policy Lead for Business Development For further information contact: Fergus Murray, Head of Development and Economic Growth fergus.murray@argyll-bute.gov.uk APPENDICES None Page 143
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ARGYLL AND BUTE COUNCIL POLICY AND RESOURCES COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH TRANSFORMATION, PROJECTS AND REGENERATION 4TH DECEMBER 2025 EVALUATION OF THE ARGYLL AND BUTE GIFT CARD SCHEME 1.0 EXECUTIVE SUMMARY 1.1 This report presents an overview of the Love Local Argyll and Bute Gift Card scheme, introduced in 2021 as part of the Council’s COVID-19 economic recovery response. The scheme was established to support local businesses, stimulate local spend and provide a secure, place-based mechanism for the delivery of targeted public funding, including cost-of-living support. 1.2 Since its inception, the scheme has facilitated over £939,000 in spend within the Argyll and Bute economy and secured the participation of more than 350 local businesses. In addition to gift card purchases by members of the public, the scheme was utilised to distribute public disbursements, including the Local Authority COVID Economic Recovery (LACER) and Islands Cost Crisis funding, reinforcing its role as a practical and locally responsive economic development tool during a period of significant need. 1.3 However, an evaluation of the scheme’s financial performance has highlighted that uptake through unsubsidised sales has remained modest in comparison to annual facilitation costs, which up until March 2026 will have been supported through LACER funds. While the scheme has achieved several of its intended outcomes, future growth would require a more commercial and sales-led approach, which falls out with the Council’s core remit. 1.4 Following discussions with the scheme provider Miconex, the Council has secured a revised offer to continue the Gift Card programme until the end of the current contract term (12 October 2027). This includes a 15% discount on physical programme fees, reducing monthly costs from £600 to £510, and a full waiver of the digital programme fee. In addition, Miconex and Scotland’s Towns Partnership have agreed to deliver previously commissioned promotional services at no cost. These discounts have been offered in recognition of the Council’s inability to identify ongoing funding for the annual facilitation costs, which have ranged from £9,000 to £13,000 per year, following the expiry of LACER support. The revised terms reduce the Page 145 Agenda Item 8
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total cost of continuation to £17,040, representing a £6,690 saving compared to standard fees. 1.4 Members are asked to note that the costs of terminating the scheme early would be £17,815. This is due to back to back commitments that Miconex has with both the issuer EML and Mastercard. As such, Argyll and Bute Council would be liable for these costs up to the contract end date. 1.5 It is therefore proposed that the scheme has now reached a natural conclusion and will be terminated at the next renewal date of 12th October 2027 following a period of business/customer support and a gradual wind down of the scheme. The Council will continue to promote the “Shop Local” message through corporate communications and community engagement activity and will refocus support for local economic development through alternative mechanisms that align more closely with its strategic responsibilities. This includes place-based investment and direct support for small and medium-sized enterprises through services such as Business Gateway. 2.0 RECOMMENDATIONS 2.1 It is recommended that the P&R Committee: 1. Note the positive outcomes of the Love Local Argyll and Bute Gift Card scheme, including its role in supporting local businesses and facilitating targeted public funding since its introduction in 2021. 2. Approve proposals to continue the scheme until the end of the current contract term (12 October 2027), with a focus on optimising impact, supporting businesses and winding down the scheme. 3. Approve the revised contract terms offered by Miconex, including a 15% discount on physical program fees and the waiver of digital program fees for the remainder of the term. 4. Approve additional spend of £17,040 in respect of the cost of proposals to continue the scheme until the end of the current contract term (12 October 2027), to be funded from the remaining uncommitted earmarked reserve balance (£22,826) in respect of LACER funding. 5. Agree that the Council will provide notice to Miconex on or before 12 April 2027 to terminate the scheme. 6. Endorses proposals for the Council to continue to promote the “Shop Local” message through the corporate communications team and other community engagement activities. Page 146
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ARGYLL AND BUTE COUNCIL POLICY AND RESOURCES COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH TRANSFORMATION, PROJECTS AND REGENERATION 4TH DECEMBER 2025 EVALUATION OF THE ARGYLL AND BUTE GIFT CARD SCHEME 3.0 INTRODUCTION 3.1 The Love Local Argyll and Bute Gift Card scheme was introduced in 2021 as part of a national economic recovery programme coordinated by Scotland’s Towns Partnership and supported by the Scottish Government in response to the impacts of the COVID-19 pandemic. The scheme formed part of the Scotland Loves Local initiative and was adopted by Argyll and Bute Council to support local economic recovery, encourage community-based spending and provide a secure and efficient platform for the disbursement of public funding. 3.2 Through the use of a prepaid gift card, the scheme aimed to retain local spend within businesses operating within Argyll and Bute, offering residents a way to support businesses directly while also enabling the Council to deliver targeted financial assistance via funds such as the Local Authority COVID Economic Recovery (LACER) Fund and the Islands Cost Crisis Fund. 3.3 This report provides an assessment of the scheme’s performance, and outlines the rationale for concluding these activities on the 12th October 2027 and focus on measures that align with the Council’s current economic development priorities and financial responsibilities. 4.0 RECOMMENDATIONS 4.1 It is recommended that the P&R Committee: 1. Note the positive outcomes of the Love Local Argyll and Bute Gift Card scheme, including its role in supporting local businesses and facilitating targeted public funding since its introduction in 2021. 2. Approve proposals to continue the scheme until the end of the current contract term (12 October 2027), with a focus on optimising impact, supporting businesses and winding down the scheme. Page 147
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3. Approve the revised contract terms offered by Miconex, including a 15% discount on physical program fees and the waiver of digital program fees for the remainder of the term. 4. Approve additional spend of £17,040 in respect of the cost of proposals to continue the scheme until the end of the current contract term (12 October 2027), to be funded from the remaining uncommitted earmarked reserve balance (£22,826) in respect of LACER funding. 5. Endorses proposals for the Council to continue to promote the “Shop Local” message through the corporate communications team and other community engagement activities. 5.0 DETAIL 5.1 The Love Local Argyll and Bute Gift Card scheme was introduced in 2021 as part of the Scottish Government’s COVID-19 recovery programme, coordinated nationally by Scotland’s Towns Partnership. Delivered locally with support from the supplier Miconex, the scheme aimed to stimulate community-level economic activity, retain spend within the region and provide a secure, flexible mechanism for distributing public funds to support households and local businesses. The first year of operation was funded by the Scottish Government, with responsibility thereafter falling to individual local authorities. It was agreed at Full Council on 28th April 2022 that funding from Local Authority COVID Economic Recovery (LACER) could be used to support the annual facilitation fees and associated marketing costs for operating the Gift Card. The LACER funding previously agreed to fund the gift card scheme will be fully expended during this financial year (2025/26) however, circa £22k of uncommitted LACER funding remains in earmarked reserves due to underspend on other projects. It is intended to use this funding to pay for the remaining contract costs up until October 2027. The Council have also undertaken an evaluation to determine whether the scheme represents good value for money to seek additional funding to take into future years. 5.2 Over the course of its operation, the scheme has facilitated over £939,000 in spend across Argyll and Bute and enabled the participation of more than 350 local businesses, including both town centre and rural enterprises. It has been used both for direct consumer purchases and for the delivery of public funding allocations, including the LACER and Islands Cost Crisis Funds. Latterly corporate gifting has been targeted as a potential area to grow sales. 5.3 A detailed review of the scheme’s performance has been undertaken to assess its ongoing viability and financial sustainability with a view to determining whether it is worthwhile seeking funding to support the ongoing annual running costs. This review focused particularly on unsubsidised card sales, i.e. gift cards purchased by individuals and organisations outside of public Page 148
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disbursement programmes as the clearest measure of public uptake and long- term viability. The following table summarises the scheme’s performance between 2022 and mid-2025: 5.5 An analysis of unsubsidised sales against annual facilitation costs highlights that, while the scheme generated modest income through public take-up, it does not appear to represent good value for money. Facilitation costs, which include the operational charges paid to the scheme provider Miconex, were between £9,000–£13,000 per year. In comparison, unsubsidised sales fluctuated between £8,000 and £20,000 per year, depending on levels of local engagement and promotional activity. The return on investment (ROI) calculated as the amount of unsubsidised spend generated for every £1 spent on facilitation, ranged from £0.76 to £2.10, with the strongest performance observed in 2024 following targeted awareness-raising activity. 5.6 The scheme was supported through a one-off £10,000 marketing budget, also funded through LACER, which was effectively used to undertake promotion, onboard businesses and align with wider "shop local" messaging. Whilst budget was available to support these activities, substantial staff resource was also required to raise the profile of the card amongst businesses and consumers. Whilst the sales figures demonstrate some positive correlation between investment and uptake, the overall financial model remains insufficient to justify ongoing Council funding in its current form. While unsubsidised sales provide the clearest indicator of the scheme’s long- term viability, it is important to note the gift card also played a significant role in supporting the local economy through the targeted disbursement of public funding. This directly benefited local businesses across Argyll and Bute, helped Year Organic Sales (£) Redemptions (£) Includes LACER / Islands disbursement allocations Facilitation Cost (£) Does not include Officer time Funding Source 2022-23 £7,755.00 £377,195.25 £9,715.00 Scottish Government Pilot and Rollover 2023-24 £19,525.00 £781,222.79 £13,320.00 LACER Funded 2024-25 £20,860.00 £115,231.22 £9,000.00 LACER Funded 2025-26 (to 31st July 2025) £3,346.00 £42,884.92 £9,000.00 LACER Funded Page 149
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sustain employment and provided residents with a flexible, dignified way to access financial support. The scheme therefore made a meaningful contribution to local economic resilience during a period of significant challenge and demonstrated the value of place-based delivery mechanisms in channelling support where it was most needed. Officers are however unable, given the demonstrated use, to justify a recommendation which seeks additional funding to continue the scheme past the contract term date of 12th October 2027. 5.7 While officers have explored alternative delivery models, no suitable partner has been identified to take on operational responsibility or cover the scheme’s ongoing costs. In this context and with the initial objectives now met, it is proposed that the scheme be concluded in a planned and managed way. This will include: • Engagement with participating businesses and customers • Closure of contractual arrangements with Miconex including providing notice by the 12th April 2027, commencing the 6 month statutory notice period. • Integration of local spend promotion into wider economic and community development activity 5.6 Following discussions with the scheme provider Miconex, the Council has secured a revised offer to continue the Gift Card programme until the end of the current contract term (12 October 2027). This includes a 15% discount on physical programme fees, reducing monthly costs from £600 to £510, and a full waiver of the digital programme fee. In addition, Miconex and Scotland’s Towns Partnership have agreed to deliver previously commissioned promotional services at no cost. These discounts have been offered in recognition of the Council’s inability to identify ongoing funding for the annual facilitation costs, which have ranged from £9,000 to £13,000 per year, following the expiry of LACER support. The revised terms reduce the total cost of continuation to £17,040, representing a £6,690 saving compared to standard fees. 5.7 Funding has been identified across existing residual uncommitted earmarked reserve balances to meet the costs set out above until the end of the contract period in October 2027. 5.8 Members are asked to note that the costs of terminating the scheme early would be £17,815. This is due to back to back commitments that Miconex has with both the issuer EML and Mastercard. As such, Argyll and Bute Council would be liable for these costs up to the contract end date. 5.9 The Council’s Communications team continues to promote local shopping as part of its corporate messaging strategy whilst the Transformation, Projects and Regeneration Team is actively supporting our communities with place-based investment activities and Business Gateway support businesses directly. Officers recognise the importance of these activities and will continue to promote Page 150
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the shop local message. This approach will enable the Council to focus its staff resources on ongoing projects and priority areas which we believe can deliver greater impact through place-based economic development, town centre regeneration and targeted business support. 6.0 CONCLUSION 6.1 Whilst the Love Local Argyll and Bute Gift Card scheme has been a valuable response to the impacts of the COVID-19 pandemic - particularly through the disbursement of targeted funding allocations, it does not appear to have grown into an important and valuable part of consumer or corporate gifting and spending within Argyll and Bute. With funds set aside to support the establishment and promotion of the Gift Card now depleted, no identified funding to support the ongoing fees and no viable solution to take this forward, officers are recommending that the Gift Card is concluded at the end of the contract term. Officers do, however, fully recognise the importance of encouraging and promoting the shop local message as a way to support our high streets. The Transformation, Projects and Regeneration Team and Communications Team will continue to promote the shop local message within the remit of our ongoing projects and activities. 7.0 IMPLICATIONS 7.1 Policy The proposed conclusion of the Love Local Argyll and Bute Gift Card scheme is consistent with the Council’s duty to achieve best value and ensure efficient use of public funds. While the scheme delivered measurable benefits in the context of pandemic recovery, its continuation is no longer considered the most effective or financially sustainable means of supporting local businesses. The Council will continue to support local economic activity through other interventions aligned with policy frameworks such as the Argyll and Bute Economic Strategy. 7.2 Financial The revised offer from Miconex reduces the total cost of continuation to £17,040, representing a saving of £6,690. This relieves some of the financial pressure previously associated with annual facilitation fees and avoids the upfront costs of early termination. Bringing the scheme to a planned conclusion will remove an ongoing financial pressure of approximately £9,000 - £13,000 per annum from the Transformational Projects and Regeneration Teams revenue budget. There Page 151
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are no redundancy costs associated with this proposal, and any residual administrative activity will be managed within existing budgets. 7.3 Legal There are no significant legal implications, the scheme is delivered through a service contract with Miconex Ltd, which includes provisions for termination by either party. Appropriate notice will be issued in accordance with the terms and conditions of the agreement, and officers will liaise with the provider to ensure a managed and compliant wind-down process. Any remaining obligations in relation to data protection, contractual reporting, or communications with participating merchants will be fulfilled prior to scheme closure. Legal Services will be consulted as required to ensure full compliance with procurement and contractual responsibilities. 7.4 HR There are no direct HR implications arising from this proposal. The scheme has been managed within existing staff resources, and its conclusion will not result in any changes to staffing levels, roles, or responsibilities. 7.5 Customer Service The scheme’s closure will be managed carefully to ensure continuity for existing cardholders and operating businesses. Clear communications will be issued through the Council’s website, social media channels and via direct contact with participating merchants to minimise confusion or inconvenience to service users. Customer service enquiries will continue to be handled by the scheme provider (Miconex) until final closure, with oversight from Council officers where required. 7.6 Risk Should the scheme continue without a revised delivery model, there is a risk that the Council will incur ongoing operational costs without achieving a corresponding return on investment. This may result in reduced value for money and the diversion of limited economic development resources away from other strategic priorities. Without a dedicated sales function or external delivery partner, the scheme is unlikely to generate sufficient growth in unsubsidised sales to become financially self-sustaining. Bringing the scheme to a managed close mitigates these risks and ensures that public funds are directed towards activity with demonstrable strategic impact and sustainability. There is some risk of reputational damage given that the Council has promoted the card, however it is clear that the card has delivered benefits associated with the dispersal of LACER and Island Cost Crisis funding. Page 152
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7.7 Climate Change Not applicable. 7.8 Fairer Scotland Duty Not applicable. 7.9 Equalities - protected characteristics Not applicable. 7.10 Consumer Duty The Council has maintained a duty of care to consumers throughout the operation of the Love Local Argyll and Bute Gift Card scheme, ensuring that all purchases, redemptions, and disbursements were delivered in a secure, transparent, and accessible manner. Appropriate communications will be issued to ensure that users are informed and supported during the transition period. There are no concerns in relation to consumer protection arising from the managed conclusion of the scheme. Officers will continue to monitor any residual enquiries to ensure that consumer expectations are met in full. 7.11 Island Communities The Love Local Argyll and Bute Gift Card scheme has provided a flexible and accessible mechanism for supporting small businesses and residents across the Council’s island communities. Its use in distributing targeted cost-of-living support, including through the Islands Cost Crisis Fund, enabled equitable access to resources in remote and rural settings. While the scheme has contributed positively to island resilience and local spend retention, its overall impact must now be balanced against the cost and sustainability of ongoing facilitation. The recommendation to conclude the scheme is not anticipated to disproportionately affect island communities, particularly as alternative mechanisms for support and shop local promotion will continue to be delivered through existing Council programmes. 7.12 Children’s Rights and Wellbeing Not applicable. Kirsty Flanagan Executive Director with responsibility for Development and Economic Growth Policy Lead Councillor Math Campbell-Sturgess for Business Development 31st October 2025 Page 153
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For further information contact: Jonathan Welch, Transformation, Projects and Regeneration Manager Natasha Galbraith, Economic Regeneration Officer Page 154
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Policy and Resources Committee Work Plan 2025-2026 This is an outline plan to facilitate forward planning of reports to the Policy and Resources Committee. Date Report Title Dept/Section How Often? Date Due Comments 4 December 2025 Financial Monitoring Overview – 31 October 2025 Financial Services Every meeting except May 4 November 2025 Budget Outlook 2026/27 to 2030/31 Financial Services 4 November 2025 Aspiring Places – Next Steps Chief Executive 4 November 2025 Royal National MOD 2028 - Update Development and Economic Growth 4 November 2025 Evaluation of the Argyll and Bute Gift Card Scheme Development and Economic Growth 4 November 2025 Date Report Title Dept/Section How Often? Date Due Comments 19 February 2026 Financial Monitoring Overview Financial Services Every meeting except May 20 January 2026 Budget 2026-2027 Financial Services 7. Treasury Management Strategy and Annual Investment Strategy Financial Services Costs and Savings from Early Departures from Council Employment Customer Support Services Procurement Strategy and Sustainable Procurement Policy 8. Legal and Regulatory Support Annual Page 155 Agenda Item 9
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Policy and Resources Committee Work Plan 2025-2026 This is an outline plan to facilitate forward planning of reports to the Policy and Resources Committee. Social Media Policy Customer Support Services Review of Recruitment and Selection Customer Support Services Date 9. Report Title Dept/Section How Often? Date Due Comments 21 May 2026 10. Budget Outlook Financial Services 7 April 2026 Date 11. Report Title Dept/Section How Often? Date Due Comments August 2026 Financial Monitoring Overview 12. Financial Services Community Empowerment – Expressions of Interest / Asset Transfer Requests Commercial Services UK Shared Prosperity Fund Update Development and Economic Growth Agreed at October 2025 meeting to report to August 2026 Date Report Title Dept/Section How Often? Date Due Comments October 2026 Financial Monitoring Overview Financial Services Every meeting except May Budget Outlook 2026-27 to 2030-31 Financial Services Lorn Arc Tax Incremental Finance (TIF) Update Development and Economic Growth Page 156
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Policy and Resources Committee Work Plan 2025-2026 This is an outline plan to facilitate forward planning of reports to the Policy and Resources Committee. Future Items – Date to be determined. Key Performance Indicators FQ2 – 2022/2023 – changing to Corporate Outcome Indicators Customer Support Services Annual Historic Environment Scotland Heritage and Place Programme – Opportunity for Place Based Heritage Funding Development and Economic Growth Rothesay Pavilion - Rural Growth Deal Development and Economic Growth Update to be provided following approval of the Rural Growth Deal Full Business Case by the UK and Scottish Government. Page 157
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