Your target is to reduce spending by £34.1m to balance the budget.
You have balanced the budget.
Moderate increase in Reablement services and day care, allowing more people to remain independent and in their own homes for longer. Less pressure on hospital admissions. Fewer hospital admissions and people going into long term care.
Real difficulty meeting legal obligations. Only children in care or with protection plan helped. No short breaks or external support services
Severe increased risk of abuse to children. No external services for children in care, children running away and adoptive parents.
Minor improvements to social care services or services can reach more children. Increased capacity would mean less external assessments and more focus to family finding for children who need to be adopted. Early intervention can prevent families experiencing extreme pressure, reaching crisis point and breaking down.
Severely reduced psychology service and occupational therapy.
Reduced psychology service to schools and occupational therapy support for disabled children.
Reduced psychology service to schools and occupational therapy support for disabled children.
Reduced services for children excluded from education. Funding for external services will cease.
Minor improvements to services or services can reach more children.
The majority of the 60 neighbourhood parks are closed or if that is not possible allowed to become wildflower meadows. Some of the 14 smaller district parks locked and left. Only the 10 major city parks would be maintained but at a minimal level.
Reduction in maintenance and standards across 10 major parks & 60 neighbourhood parks e.g. grass cutting in parks falls from fortnightly to monthly.
Insufficient resources to complete the things we have to do by law – for example inspecting high risk food businesses, houses of multiple occupation, noise complaints etc. This could compromise public health and safety and our most vulnerable communities.
Difficult to complete statutory food inspections. Number of unrated, uninspected premises will increase. The majority of food-related complaints would no longer be investigated.
Wards will continue to have their bins emptied, streets cleaned etc. However, the council will no longer have the resources to investigate local environmental problems, with only minimal staff kept on to manage contracts with our partners.
No proactive work in neighbourhoods to tackle environmental issues. Reactive response to only the most serious incidents.
Significant reductions in work to address fly tipping, domestic and trade bin issues and other local environmental issues. Residents left to solve local environmental issues themselves
No resource in some wards to address fly-tipping or waste storage issues collection issues etc. with single officers responsible for delivering a service to the most deprived wards only. Resulting in backlogs in investigating complaints
Response to public and elected member complaints will reduce. Less money to address local issues including dumping in alleyways, bins being left on the streets after collection, complaints about street cleaning etc.
Unable to clean streets or carry out waste collections to standard required by law. Impact on health and wellbeing of city’s residents due to increase in litter, vermin and dirt. Business and economy suffers as city centre becomes less attractive.
Unable to meet statutory requirements (by law) to keep the city clean, leading to increased litter. Possible reduction in frequency of residents’ bin collections.
Cleansing of high footfall areas e.g. around shops etc. will be reduced, residential areas may only be visited once or twice a year.
Cleansing services will focus on shopping areas, neighbourhood streets will be cleaned less regularly.
Less able to deal with fly-tipping promptly, leading to delays in removal.
Collection charges could be introduced green waste collections.
Unable to provide a citywide coverage of sports/ leisure centres. No support for grass roots sports.
Four Lifestyles centres close, with reduced opening hours across all remaining centres. The council offers reduced support to sports-related health and education projects.
Further Lifestyle Centre closes removing local leisure services from communities in two areas of the city.
One swimming pool closes. Less capacity to support primary school children learning to swim
Reduced opening hours across all nine Lifestyles centres with 1 day closures at a number of sites and only key sites open at weekends.
The service would not be able to provide the required citywide statutory library service.
Possible closure of up to 10 libraries. The council would look to community organisations to step in or other alternatives. Service would consist of Central Library plus 7 community libraries, the home library service, online library services and e-books
The Council will look to community organisations to step in. Services would consist of Central Library plus 10 Community Libraries, the home library service, online library services and e books.
Withdraw some funding for the external organisations running community libraries. This could affect the service they offer and put 4 libraries at risk of closure.
Introduce charges for some events and exhibitions in our libraries, which could impact on attendance. Any money made would be reinvested in the service.
No resource to support communities in dealing with ASB and low level crime
Risk to victims of crime increases – for example, impact on domestic abuse victims due to lack of a co-ordinated response from all the different Citysafe partners.
Planning decisions delayed by two weeks. Risk of not meeting statutory targets set by National Government. Risk to investment and funding that is time dependent.
There is statutory deadlines where the BC team must make a decision at five week or two months from the date of submission. A two week delay would potentially push decisions beyond the statutory time periods causing the application to be rejected and potential delaying construction or losing the business to a private BCB with a loss of income.
Dangerous structure response received during office hours are responded to within one hour of receipt and two hours outside of office hours. This response cannot be delayed as public safety would be put at risk. Buildings open to access are also inspected within one hour of receipt during normal office hours. Such reports out of hours will have to inspect in case there is a danger internally and hence such reports will be responded to within two hours of receipt. A delayed response expose the Council to a risk if persons are subsequently injured.
The BC team have a statutory obligation to ensure designated sports stadia are safe to use and that sports stadia management are meeting their obligations under the Safety at Sports Ground Act 1975.
Public safety at designated sporting stadia cannot be left unchecked. The Council would be exposed and be at risk should harm occur to a spectator/spectators.
Failure to inspect can result in defective building work and expose the Council to future claims for us not exercise our duty of care.
More potholes, more tripping accidents and more flooding on the roads
Severe service reductions, failure to meet legal obligations leading to judgments and / or significant monetary fines against the council. Lack of legal support slowing down delivery of major projects which are key to the growth of the city.
Sanctions against electoral services; fewer prosecutions including environmental prosecutions resulting in increased littering / dog fouling and fraudulent trading in the city; much slower response to resident’s concerns; more legal work needing to be done by external firms significantly increasing cost to the council
Integrity of elections challenged; large numbers of electors not registered. Longer wait for Birth Marriage Death certificates. Delays in council decisions which could slow down the delivery of important regeneration projects which create jobs.
Reduced audit function leading to an increased risk of non compliance and / or fraud with consequent financial loss.
Affects voting rights, increase in Registry Office waiting times, rising costs in legal work, reduced scrutiny of decisions and potential delays in holding inquests leading to distress for bereaved families
Would reduce scrutiny committees to minimum so less opportunity for third party examination of executive decisions. Reduced ability to deal with enquiries; Reduced Register office Service meaning longer waits for appointments
More legal work done in-house thereby reducing costs paid to external legal advisers. Quicker FOI and DPA compliance. Better scrutiny of decisions and member training. Speedier response to residents
Reduced ability to manage cash flow and respond to and defend claims leading to increased costs. Not managing contracts properly. Increased risk of undetected fraud and reduced opportunity to find savings. Claim processing would be delayed leading to longer waiting times for benefits. Likely delays in updating taxpayer details and issuing of bills and reduced ability to collect taxes and debts. Reduced funds for discretionary support to households in need. Significant reductions in ICT support impacting upon internal council operations and external interfaces. Further reductions in payroll and pension controls increasing risk of errors, fines and interest charges.
Increased risk of undetected fraud, reduced opportunity to find savings, less ability to monitor contracts and get best purchasing deal. Claim processing would be delayed leading to longer waiting times for benefits. Some delays in updating taxpayer details and issuing of bills and reduced ability to collect taxes and debts. Further reduction in ICT support and in payroll and pension controls increasing risk of errors and potential fines.
Reduced financial support impacting upon decision-making and effectiveness of services. Increased risk of waste and inefficiency. Reduction in availability of advice and occasional delays in claim processing. Some delays in updating taxpayer details and issuing of bills. Some reduction in ICT support and in payroll and pension controls increasing risk of errors.
Better financial support and planning, more effective use of money and assets, less errors, risks and fraud. Improvement of digital interfaces for the public to access council services. More proactive approach to support those in need.
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