Council tax will remain unchanged. A council tax freeze would create a significant funding gap. A council tax increase below 4.99% would generate less income for council services and increase the amount of savings or efficiencies needed elsewhere to balance the budget. Under current government rules, councils can normally increase council tax by up to 4.99% without holding a local referendum.

A lower council tax increase would mean less funding is available to support services, increasing the need for savings or efficiencies elsewhere. Under current government rules, councils can normally increase council tax by up to 4.99% without holding a local referendum.

A lower council tax increase would mean less funding is available to support services, increasing the need for savings or efficiencies elsewhere. Under current government rules, councils can normally increase council tax by up to 4.99% without holding a local referendum.

This increase would provide additional funding for services, but less than is assumed in current financial planning. Under current government rules, councils can normally increase council tax by up to 4.99% without holding a local referendum.

This increase would provide additional funding for services, but less than is assumed in current financial planning. Under current government rules, councils can normally increase council tax by up to 4.99% without holding a local referendum.

Under current government rules, councils can normally increase council tax by up to 4.99% without holding a local referendum.

Under current government rules, councils can normally increase council tax by up to 4.99% without holding a local referendum.

Under current government rules, councils can normally increase council tax by up to 4.99% without holding a local referendum.

Under current government rules, councils can normally increase council tax by up to 4.99% without holding a local referendum.

875 people get less care. Many services closed or drastically reduced. Vulnerable adults may be left without support, increasing risk of harm. Delays in hospital discharges. The council is now at risk of breaking the law.

660 people get less care. Many people would see a significant reduction in support, affecting their ability to live independently. Community-based services would be scaled back, increasing pressure on families and unpaid carers. More people may experience avoidable crises, leading to increased hospital admissions and delayed discharges. The council is at serious risk of being unable to meet all of its legal duties.

450 people get less care. Services may be basic and not tailored to people's needs. Community services reduced, and more people admitted to hospital. The council is now at risk of breaking the law.

350 people get less care. Fewer people would be able to access preventative support, making it harder to remain independent and well. Some community services would be reduced or withdrawn, increasing demand on more expensive health and care services. Family carers would face greater pressure, and hospital discharge delays would become more common. The council would face increasing risk in meeting its legal responsibilities.

220 people get less care. Less local support for people who need it . Vulnerable adults might not get the help they need, which could lead to them being harmed. There would be more pressure on family carers which could lead to family breakdown. Hospital discharge delays more likely.

130 people get less care. Some people would receive reduced levels of support, making it harder to maintain their independence. Access to early help and preventative services would be more limited, which could allow needs to escalate. Family carers may need to provide more support, and pressure on NHS services could increase.

50 people would get less care. Less help for people to stay independent for longer. The council might not be able to provide social care, which puts more pressure on the NHS.

Adults commissioning is a process that local authorities use to plan, analyse and monitor the care services provided to residents.

Slightly more care available for disabled people, older people and people with mental health conditions. More help for people to stay independent for longer.

Better care for disabled people, older people and people with mental health conditions. Better support in the community and work early on with people who need it.

Much better care for disabled people, older people and people with mental health conditions. Less pressure on hospitals.

Not enough staff to provide a safe service. People don't get the help they need. More people end up in hospital. More people lose their independence. The council is now at risk of breaking the law.

Significant staffing reductions across social care teams. Fewer social workers, occupational therapists and care staff would be available, leading to substantial delays in assessments, reviews and support. People would be more likely to reach crisis point, increasing pressure on hospitals and emergency services. The council is at serious risk of being unable to meet its legal duties.

Fewer social workers and occupational therapists. This would mean assessments would be delayed and people would see different staff all the time. This could put people at greater risk of harm. The council is now at risk of breaking the law.

Reduced staffing levels would mean longer waiting times for assessments and support. Fewer staff would be available to work proactively with people, increasing the risk that needs escalate before help is provided. More people may require hospital care or more intensive support later.

Longer waiting lists and reduced time with care workers. People wait much longer to be seen unless it's an emergency. Increased risk to other residents as needs not assessed and met. Increase in avoidable hospital admissions and delayed discharges.

Some vacancies may remain unfilled, increasing workloads for existing staff. Waiting lists for assessments and reviews would grow, and people may experience delays in accessing support. Opportunities for preventative work would be reduced.

Longer waiting times for assessments and reviews due to a backlog.

Adult social work operations involve contracts that are aimed at improving the lives of individuals with disabilities or long-term illnesses.

More staff available to do assessments. This means people get help faster and can stay independent for longer.

More time for work to help people stay independent for longer. People are more likely to see the same staff.

More money to hire more staff. This would mean reduced waiting times and a better level of care. People are at less risk of harm.

Increased rough sleeping, longer stays in temporary accommodation, and higher demand on crisis services. The council is now at risk of breaking the law.

Significant increase in homelessness and rough sleeping, with fewer services available to support people before they reach crisis point. More households would spend longer in temporary accommodation, and vulnerable residents would face greater risks to their health and wellbeing. The council is at serious risk of being unable to meet its legal duties.

More people in crisis, reduced housing standards and people at risk of harm.

Reduced homelessness prevention services and support for vulnerable residents. More people would be at risk of losing their homes, housing issues would take longer to resolve, and demand on temporary accommodation and crisis services would increase.

Increased risk of homelessness, poorer housing conditions and delays in support.

Less capacity to provide early help and housing advice. More people may experience delays in accessing support, increasing the likelihood that housing problems escalate into homelessness or poor living conditions.

Less work in the community. Less advice, fewer inspections and options for accommodation. More people reaching crisis point.

Our housing service is responsible for providing stable and affordable housing to the community and managing damp and mould and providing emergency and temporary housing for those facing homelessness.

More work in the community. Quicker responses to residents.

Standard of housing is better and homelessness is reduced.

More money is available to spend on better quality housing. Better support for vulnerable people.

Risk that more children will come into the care of the local authority. We are unable to provide safe services to children. Children will be more at risk of serious harm. The council is now at risk of breaking the law.

This example is used for similar percentage changes. Risk that more children will come into the care of the local authority. We are unable to provide safe services to children. Children will be more at risk of serious harm. The council is now at risk of breaking the law.

Increased risk to children of abuse and harm outside the home. Children and families likely to wait a very long time to be seen and supported by a social worker. The council is now at risk of breaking the law.

This example is used for similar percentage changes. Increased risk to children of abuse and harm outside the home. Children and families likely to wait a very long time to be seen and supported by a social worker. The council is now at risk of breaking the law.

Children’s home would close. So, we would have to use expensive private providers. Limited short breaks for disabled children. Children at risk of harm. Adoptions more likely.

This example is used for similar percentage changes. Children’s home would close. So, we would have to use expensive private providers. Limited short breaks for disabled children. Children at risk of harm. Adoptions more likely.

Reduced short breaks for disabled children. Foster carers get less support. Children who are at risk get less support.

Children's Social Care supports children, young people, and families to help ensure children are safe, healthy, and able to achieve their potential. It provides a range of services including safeguarding and care for children who may be at risk of harm.

This increase is too small to make a difference. Services would be maintained at their current level.

Children in care and care leavers would get more support. Greater support for family carers so more children can stay with extended family. Increase promotion of foster care to recruit more foster carers.

Increase in mental health services for children in care. Increase in support and short breaks for disabled children. Increase in allowances and support for foster carers and family carers.

No money to tackle problems early on. For example, no money for parenting advice and support. Problems would escalate, meaning greater need for expensive support from the council such as more children requiring our care. Unable to deliver safe services to children. Children at risk of serious harm. The council is now at risk of breaking the law.

This example is used for similar percentage changes. No money to tackle problems early on. For example, no money for parenting advice and support. Problems would escalate, meaning greater need for expensive support from the council such as more children requiring our care. Unable to deliver safe services to children. Children at risk of serious harm. The council is now at risk of breaking the law.

Very limited funding for Best Start Family Hubs and youth work. No money to tackle problems early on. More people at crisis point and in need of expensive care from the council. The council is now at risk of breaking the law.

This example is used for similar percentage changes. Very limited funding for Best Start Family Hubs and youth work. No money to tackle problems early on. More people at crisis point and in need of expensive care from the council. The council is now at risk of breaking the law.

Limited support for children to stay in school. Poor school attendance, anti-social behaviour and worse education results. Less money for Best Start Family Hubs.

This example is used for similar percentage changes. Limited support for children to stay in school. Poor school attendance, anti-social behaviour and worse education results. Less money for Best Start Family Hubs.

Less money to help children stay in education. Potential poor school attendance, anti-social behaviour and worse education results.

Early Help and School Support provides assistance to children, young people, and families at the earliest opportunity to address challenges before they escalate. Dorset also have a duty to support schools, for example Education Psychology.

More money to help people, for example through Best Start Family Hubs. Better education results.

More money for health and educational psychology, including Special Educational Needs and Disabilities. Support is given earlier, and more children stay in education. Better education results.

More money for things for young people, for example youth clubs, and support groups. Better education results.

Reduced budgets prioritise main roads only. Residential streets, country lanes and all roads not within the locally important network decline rapidly. Increased risk of accidents and vehicle damage due to poor conditions. The council's ability to successfully defend insurance claims is significantly impacted and compensation costs rise significantly.

This example is used for similar percentage changes. Reduced budgets prioritise main roads only. Residential streets, country lanes and all roads not within the locally important network decline rapidly. Increased risk of accidents and vehicle damage due to poor conditions. The council's ability to successfully defend insurance claims is significantly impacted and compensation costs rise significantly.

With a 10% budget cut, we would prioritise repairs on major roads. Smaller roads would deteriorate over time, potholes and drainage problems would increase, and more drivers could experience damage to their vehicles.

This example is used for similar percentage changes. With a budget cut, we would prioritise repairs on major roads. Smaller roads would deteriorate over time, potholes and drainage problems would increase, and more drivers could experience damage to their vehicles.

By the end of the year, road quality has noticeably declined in many areas. Persistent pothole and drainage trouble spots experience more significant problems.

This example is used for similar percentage changes. By the end of the year, road quality has noticeably declined in many areas. Persistent pothole and drainage trouble spots experience more significant problems.

Cutting the budget by 1% reduces the amount of road maintenance that can be done. Repairs are delayed, and road conditions slowly deteriorate.

Manages Dorset’s road network, including parking, maintenance, safety, walking, cycling and infrastructure improvements to keep people and vehicles moving efficiently.

A 1% increase would allow us to keep up with planned maintenance, maintain current service levels, and prevent the overall condition of the road network from worsening.

A 5% increase would allow more routine maintenance to be carried out. More drains would be cleared and more ditches cleaned, helping to improve road and roadside conditions across Dorset.

A 10% increase would lead to noticeable improvements. Potholes would be repaired more quickly, weeds removed, signs cleaned or replaced, and overhanging vegetation cut back. Roads, cycleways and footways would be better maintained.

A 20% budget cut would mean more children are unable to access school transport and families would face greater difficulties getting children to and from school.

This example is used for similar percentage changes. A budget cut would mean more children are unable to access school transport and families would face greater difficulties getting children to and from school.

A 10% budget cut would have a serious impact on transport services. Some eligible children could face difficulties accessing home-to-school or special educational needs transport, affecting their access to education. Some public bus services would also be withdrawn.

This example is used for similar percentage changes. A budget cut would have a serious impact on transport services. Some eligible children could face difficulties accessing home-to-school or special educational needs transport, affecting their access to education. Some public bus services would also be withdrawn.

A 5% budget cut would require tighter eligibility for school transport. More children would have longer travel times, creating additional challenges for families. Increased car use could add to school traffic, while some public bus services may be reduced.

This example is used for similar percentage changes. A budget cut would require tighter eligibility for school transport. More children would have longer travel times, creating additional challenges for families. Increased car use could add to school traffic, while some public bus services may be reduced.

A 1% budget cut would mean fewer options when arranging home-to-school transport. Services would be closer to the legal minimum, and some children would spend longer travelling to and from school.

Provides safe and reliable transport services for school children, vulnerable passengers, and the wider community across Dorset.

With a 1% budget increase, the council must operate strict rules on who would be eligible for school and special needs transport. There would be little scope to improve services or support more families.

A 5% budget increase would allow the council to keep providing the current level of service, helping to cover rising fuel and transport costs.

A 10% budget increase would allow some improvements to Saturday bus services, but because the funding would be spread across Dorset and throughout the year, overall improvements to public transport would be modest.

A 20% budget cut would have a serious impact on flood and coastal protection work. Planned projects to reduce future flooding and coastal erosion would be put on hold, while existing defences would become more difficult to maintain, increasing risks over time.

This example is used for similar percentage changes. A budget cut would have a serious impact on flood and coastal protection work. Planned projects to reduce future flooding and coastal erosion would be put on hold, while existing defences would become more difficult to maintain, increasing risks over time.

A 10% budget cut would mean less work to prepare for future flooding and improve flood defences. The condition of public rights of way and council-managed green spaces would decline, increasing safety risks for residents and making it harder for the council to defend insurance claims.

This example is used for similar percentage changes. A budget cut would mean less work to prepare for future flooding and improve flood defences. The condition of public rights of way and council-managed green spaces would decline, increasing safety risks for residents and making it harder for the council to defend insurance claims.

A 5% budget cut would mean less maintenance of flood defences and drainage systems, reducing our ability to respond to flooding. As rainfall increases during winter and spring, more communities could experience local flooding.

This example is used for similar percentage changes. A budget cut would mean less maintenance of flood defences and drainage systems, reducing our ability to respond to flooding. As rainfall increases during winter and spring, more communities could experience local flooding.

With a 1% budget cut, less work would be carried out on flood defences and drainage. This could lead to more local flooding in the future and reduce Dorset's ability to cope with extreme weather.

Protects people, property, and infrastructure from flooding and coastal erosion through engineering works and long-term resilience planning.

1% budget rise doesn’t match inflation, requiring a small reduction in coastal flood defence and inland drainage maintenance.

Annual increase of 1–5% needed to maintain current maintenance levels for coastal flood defences and inland drainage, keeping pace with inflation.

A 10% increase in funding would allow us to target known problem areas, improving drainage and reducing the risk of local flooding.

Most country park facilities would close. Reduced grass cutting, tree safety work and weed control would increase risks on roads and public paths, while infrastructure would deteriorate more quickly. The traveller transit site would also close.

This example is used for similar percentage changes. Most country park facilities would close. Reduced grass cutting, tree safety work and weed control would increase risks on roads and public paths, while infrastructure would deteriorate more quickly. The traveller transit site would also close.

Reduced funding would lead to closures or shorter opening hours at some country park facilities, less grass cutting, fewer tree safety inspections, no routine highway weed control, and reduced management of unauthorised traveller encampments.

This example is used for similar percentage changes. Reduced funding would lead to closures or shorter opening hours at some country park facilities, less grass cutting, fewer tree safety inspections, no routine highway weed control, and reduced management of unauthorised traveller encampments.

A 5% reduction would mean less maintenance of parks, verges and public rights of way. This could affect road safety, make some areas harder to use, and reduce our ability to manage traveller sites. Weed control on highways would only take place when requested.

This example is used for similar percentage changes. A reduction would mean less maintenance of parks, verges and public rights of way. This could affect road safety, make some areas harder to use, and reduce our ability to manage traveller sites. Weed control on highways would only take place when requested.

Green spaces would be maintained less often, leading to more overgrown vegetation, more wear and tear on paths and bridges, and increased pressure on tree safety inspections.

Maintains and enhances Dorset’s countryside sites, public rights of way, and green assets to support biodiversity and community wellbeing.

Enables the service to keep up with increasing workloads and the maintenance of additional roads and green spaces taken on by the council.

Residents would see quicker maintenance of verges and public paths, improvements to parks and country parks, fewer outstanding maintenance issues, and more proactive tree care.

Residents and visitors would benefit from better-maintained public paths, including the coast path, improved country park facilities, fewer outstanding maintenance issues, and more investment in nature and biodiversity.

Significant reductions to health and activity programmes, with fewer opportunities for residents to stay active and less support for those at risk of poor health and isolation.

This example is used for similar percentage changes. Significant reductions to health and activity programmes, with fewer opportunities for residents to stay active and less support for those at risk of poor health and isolation.

Reduced health and activity programmes, limiting preventative support for older people and residents with disabilities or long-term health conditions.

This example is used for similar percentage changes. Reduced health and activity programmes, limiting preventative support for older people and residents with disabilities or long-term health conditions.

Fewer health walks, cycle rides and community activities, with less support for volunteers and reduced opportunities for residents to stay active and connected.

This example is used for similar percentage changes. Fewer health walks, cycle rides and community activities, with less support for volunteers and reduced opportunities for residents to stay active and connected.

Reduced health promotion and volunteer support, making it harder to help residents become more active and connected in their communities.

Encourages residents to get active through accessible outdoor activities, health walks, and exercise programmes for all abilities.

A 1% increase in funding would support more volunteer recruitment, training and promotion of activities, helping more residents take part in health and wellbeing programmes in parks and green spaces.

A 5% increase in funding would expand health walks, cycle rides and accessible cycling activities, helping more residents, particularly in rural areas, to stay active and connected.

A 10% increase would expand programmes such as Active 4 Health, Green Exercise Referral and Accessible Cycling, helping more residents stay active and provide preventative health support.

Significant disruption to waste disposal arrangements, putting household waste and recycling collection services at risk.

This example is used for similar percentage changes. Significant disruption to waste disposal arrangements, putting household waste and recycling collection services at risk.

A 10% reduction would result in the closure of all household recycling centres, leaving residents without a local place to recycle and dispose of many types of household waste.

This example is used for similar percentage changes. A reduction would result in the closure of all household recycling centres, leaving residents without a local place to recycle and dispose of many types of household waste.

Closure of several Household Recycling Centres

This example is used for similar percentage changes. Closure of several Household Recycling Centres

A 1% reduction would mean less work to encourage recycling and reduce waste, along with reduced opening hours at household recycling centres.

Delivers cost-effective waste services for businesses and sets strategic plans to reduce waste, increase recycling, and support a circular economy.

A 1% increase in funding would support more campaigns and activities to encourage residents to recycle more and reduce waste, helping to bring about long-term behaviour change.

Provide more opportunities for residents to recycle a wider range of items, including electrical and electronic equipment, helping to reduce waste and increase recycling rates.

Improves household recycling centres, making them more accessible and increasing the range of items residents can recycle.

Significant reductions to street cleaning and waste collection services, with some roads no longer cleaned routinely and missed bins not collected until the next scheduled collection.

This example is used for similar percentage changes. Significant reductions to street cleaning and waste collection services, with some roads no longer cleaned routinely and missed bins not collected until the next scheduled collection.

Litter bins would be emptied less often, increasing litter and fly-tipping. Residents may also experience longer waits for missed collections and replacement bins.

This example is used for similar percentage changes. Litter bins would be emptied less often, increasing litter and fly-tipping. Residents may also experience longer waits for missed collections and replacement bins.

Reduced street cleaning and slower responses to missed collections and bin requests, with a greater risk of disruption to bin collection services.

This example is used for similar percentage changes. Reduced street cleaning and slower responses to missed collections and bin requests, with a greater risk of disruption to bin collection services.

Roadside litter would be cleared less often, and responses to missed collections and bin requests could take longer.

Runs kerbside collections, recycling centres, and street cleaning to manage household waste and keep Dorset clean.

Improves response times for street cleaning issues, missed bin collections, and requests for new or replacement bins.

Improved street cleaning in hotspot areas and quicker bin collection and replacement services.

More street sweeping and litter bin emptying in busy locations, alongside more reliable collections and quicker responses to missed bins and container requests.

Reduced investment in council vehicles and maintenance could lead to more breakdowns, greater service disruption, and increased risks around meeting legal vehicle safety requirements.

This example is used for similar percentage changes. Reduced investment in council vehicles and maintenance could lead to more breakdowns, greater service disruption, and increased risks around meeting legal vehicle safety requirements.

Reduced vehicle maintenance capacity could lead to more vehicle breakdowns, less reliable council services, and increased challenges in meeting legal vehicle safety requirements.

This example is used for similar percentage changes. Reduced vehicle maintenance capacity could lead to more vehicle breakdowns, less reliable council services, and increased challenges in meeting legal vehicle safety requirements.

A 5% reduction would mean less routine maintenance of council vehicles, increasing the risk of breakdowns. This could lead to more disruption and delays to some council services.

This example is used for similar percentage changes. A reduction would mean less routine maintenance of council vehicles, increasing the risk of breakdowns. This could lead to more disruption and delays to some council services.

A 1% reduction would put additional pressure on fleet maintenance services, meaning some vehicle repairs may take longer to complete.

Maintains and manages Dorset Council’s vehicle fleet to ensure safe, efficient transport for essential services.

A 1% increase in funding would slighty improve vehicle maintenance response times, reducing the time council vehicles spend off the road and helping services run more smoothly.

A 5% increase in funding would support faster vehicle repairs and more preventative maintenance, reducing the time vehicles spend off the road. This would help improve the reliability of council services that depend on the fleet.

Increased investment in vehicle maintenance would reduce breakdowns, improve reliability and ensure more vehicles are available to deliver council services.

Major projects and initiatives could be delayed, scaled back or cancelled. This would significantly reduce regeneration, housing delivery, skills development, tourism growth, environmental progress and inward investment, impacting the town's long-term growth and prosperity.

This example is used for similar percentage changes. Major projects and initiatives could be delayed, scaled back or cancelled. This would significantly reduce regeneration, housing delivery, skills development, tourism growth, environmental progress and inward investment, impacting the town's long-term growth and prosperity.

Noticeable reductions in investment and project delivery. Fewer improvements, homes, employment opportunities, tourism benefits and sustainability schemes would be delivered, slowing regeneration and economic growth across the town.

This example is used for similar percentage changes. Noticeable reductions in investment and project delivery. Fewer improvements, homes, employment opportunities, tourism benefits and sustainability schemes would be delivered, slowing regeneration and economic growth across the town.

Some projects, programmes and initiatives would be delayed, reduced or postponed. This would slow delivery of improvements, investment, housing, skills development, tourism activity and environmental projects, reducing benefits to residents, visitors and businesses.

This example is used for similar percentage changes. Some projects, programmes and initiatives would be delayed, reduced or postponed. This would slow delivery of improvements, investment, housing, skills development, tourism activity and environmental projects, reducing benefits to residents, visitors and businesses.

Small delays to planned improvements and projects. Progress across regeneration, housing, skills, tourism, clean energy and business growth would be slower, with a reduction in engagement, promotion and development activity.

Supports regeneration projects to transform Weymouth into a vibrant hub for homes, jobs, and leisure.

Small improvements could be delivered sooner, with modest increases in development, training, tourism promotion, environmental projects and business support activity.

More projects and initiatives could be brought forward, including town centre improvements, housing schemes, skills programmes, tourism activity, sustainability projects and investment promotion.

Significant improvements in project delivery and investment. More homes, jobs, training opportunities, visitor attractions, environmental schemes and regeneration projects would be delivered, supporting growth across the town.

Team reduced by 20% and no budget to support businesses or careers. No capacity to bid for external funding to support growth and infrastructure. Removal of all support for skills and careers development including delivery of DWP schemes. No coordinated business engagement plan resulting in reduced support for key businesses and awaresness of economic shocks. Visit Dorset promotion and marketing cut so less overall visitor numbers and reduction in visitor spend. Significantly impacting on delivery of the economic growth strategy and Council Plan objectives.

This example is used for similar percentage changes. A reduction to the team and no budget to support businesses or careers. No capacity to bid for external funding to support growth and infrastructure. Removal of all support for skills and careers development including delivery of DWP schemes. No coordinated business engagement plan resulting in reduced support for key businesses and awareness of economic shocks. Visit Dorset promotion and marketing cut so less overall visitor numbers and reduction in visitor spend. Significantly impacting on delivery of the economic growth strategy and Council Plan objectives.

Economic projects significantly impacted. Business engagement programme reduced resulting in reduced number of key businesses account managed. No support for careers and skills development resulting in reduced training course provision and reduction in careers support in schools. No funds to deliver business start up courses or support for new businesses. Visit Dorset focus on more limited number of tourism sectors and locations reducing the promotion range and circulation, resulting in less visitor spend away from the coast and out of season.

This example is used for similar percentage changes. Economic projects significantly impacted. Business engagement programme reduced resulting in reduced number of key businesses account managed. No support for careers and skills development resulting in reduced training course provision and reduction in careers support in schools. No funds to deliver business start up courses or support for new businesses. Visit Dorset focus on more limited number of tourism sectors and locations reducing the promotion range and circulation, resulting in less visitor spend away from the coast and out of season.

Major reduction in business suport activity resulting in no external promotion of the county as an investment location. Reduction in careers hub service limiting the ability to influence young people's career choices. Removal from all industrial sector networks so no influencing regional level investment priorities. Visit Dorset reduce range of promotion as a tourism destination leading to likely reduction in paid membership and less visitor numbers.

This example is used for similar percentage changes. Major reduction in business suport activity resulting in no external promotion of the county as an investment location. Reduction in careers hub service limiting the ability to influence young people's career choices. Removal from all industrial sector networks so no influencing regional level investment priorities. Visit Dorset reduce range of promotion as a tourism destination leading to likely reduction in paid membership and less visitor numbers.

Minor reductions in support for start up businesses and likely withdrawl from some industrial sector networks reducing capacity to attract investment and influence external funding opportunities for Dorset.

Drives sustainable economic growth by supporting businesses, attracting investment, and delivering regeneration initiatives.

Slight increase in business engagements resulting in improved ability to support business growth.

Improved careers hub service increasing the range of schools that have dedicated support to access careers and work experience advice. Provide additional support for businesses in form of specific training and mentoring, targeting high growth sectors leading to increased employment opportunities.

Bolster inward investment activities through proactive investor engagement, marketing campaigns and investment pipeline development helping to attract new businesses and jobs to Dorset. Invest in skills programmes to strengthen collaboration with employers, training providers, and education partners to adrress workforce challenges and improve employability leading to increased and better job opportunities for local people. Deliver targeted tourism initiatives featuring enhanced desitination promotion, leading to increased visitor numbers and tourism spend.

Harbour assets deteriorate more quickly due to significantly reduced maintenance and investment. Harbour offices at smaller harbours may close, opening hours in Weymouth could be reduced, and visitor numbers may decline. Increased risks to navigation, infrastructure resilience and the local economy.

This is example is used for similar percentages. Harbour assets deteriorate more quickly due to significantly reduced maintenance and investment. Harbour offices at smaller harbours may close, opening hours in Weymouth could be reduced, and visitor numbers may decline. Increased risks to navigation, infrastructure resilience and the local economy.

Reduced harbour maintenance and delayed investment in essential infrastructure. Increased risk of service disruptions, safety concerns and restrictions on harbour operations. Harbour office opening hours may be reduced.

This is example is used for similar percentages. Reduced harbour maintenance and delayed investment in essential infrastructure. Increased risk of service disruptions, safety concerns and restrictions on harbour operations. Harbour office opening hours may be reduced.

Less dredging and maintenance of harbour infrastructure, increasing the risk of siltation and deterioration of pontoons, slipways and quays. Access for some vessels may become more difficult and repairs would take longer to complete.

This is example is used for similar percentages. Less dredging and maintenance of harbour infrastructure, increasing the risk of siltation and deterioration of pontoons, slipways and quays. Access for some vessels may become more difficult and repairs would take longer to complete.

Small reductions in routine maintenance and inspections. Minor repairs may take longer to complete and customers may experience slight delays during busy periods. Harbour facilities remain open but with reduced flexibility to respond to issues.

Operates and maintains Dorset’s three harbours to enable safe navigation, trade, and leisure activities while protecting coastal infrastructure.

Additional investment in accessibility improvements, including signage, handrails and other small upgrades to improve access and customer experience across Dorset's harbours.

Targeted improvements to visitor facilities and harbour infrastructure, such as signage, seating, safety enhancements and minor repairs, improving the experience for harbour users and visitors.

Increased investment in harbour assets, including pontoons, quays, slipways and other infrastructure, improving reliability, safety and service quality for commercial and leisure users.

Some leisure centres close permanently. Most work to support sports, arts, and culture ceases. The viability of the whole function is called into question.

This example is used for similar percentage changes. Some leisure centres close permanently. Most work to support sports, arts, and culture ceases. The viability of the whole function is called into question.

A reduction in operating opening days. Support for arts and culture drops significantly. Council can’t support sports venues like Potterne Park and Redlands.

This example is used for similar percentage changes. A reduction in operating opening days. Support for arts and culture drops significantly. Council can’t support sports venues like Potterne Park and Redlands.

A 5% cut means higher charges, more off-peak closures, and the risk of service reduction.

This example is used for similar percentage changes. A cut means higher charges, more off-peak closures, and the risk of service reduction.

Above-inflation increases in public charges for swimming and leisure activities. Leisure centre opening hours may be restricted to reduce off-peak running costs.

Provides opportunities for sport, arts, and cultural engagement to enrich community life and wellbeing.

Above inflation increases in public charges for swimming and leisure activities are inevitable. Cleaning and general maintenance in leisure centres reduces.

A 5% budget increase is actually a cut due to lost government funding. Existing services reviewed, likely above-inflation increases in public charges for leisure activities

Nearly 10% budget increase needed just to maintain existing services, due to government funding cuts for leisure centres on school sites.

A 20% reduction would have a substantial impact on the Council's ability to maintain, manage and improve its property portfolio, increasing risks to asset condition, service resilience, capital programme delivery and the long-term sustainability of the estate.

This example is used for similar percentage changes. A reduction would have a substantial impact on the Council's ability to maintain, manage and improve its property portfolio, increasing risks to asset condition, service resilience, capital programme delivery and the long-term sustainability of the estate.

A 10% reduction would significantly constrain proactive asset and estate management, requiring resources to focus on statutory compliance and business-critical assets, whilst reducing capital delivery and strategic improvement activity.

This example is used for similar percentage changes. A reduction would significantly constrain proactive asset and estate management, requiring resources to focus on statutory compliance and business-critical assets, whilst reducing capital delivery and strategic improvement activity.

A 5% reduction would lead to delays in planned maintenance, estate management and asset improvement programmes, increasing the risk of asset deterioration and reducing capacity to progress strategic property objectives.

This example is used for similar percentage changes. A reduction would lead to delays in planned maintenance, estate management and asset improvement programmes, increasing the risk of asset deterioration and reducing capacity to progress strategic property objectives.

A 1% reduction would require tighter prioritisation of maintenance, estate management and asset improvement activity, reducing flexibility to address emerging property issues and support strategic asset initiatives.

Manages council-owned land and buildings to optimise use, maintain safety, and support service delivery.

A 1% increase would provide additional capacity to address priority maintenance requirements, strengthen estate management activity and support the delivery of strategic asset management priorities.

A 5% increase would support enhanced planned maintenance and estate management programmes, helping to improve asset condition, reduce future liabilities and accelerate strategic property initiatives.

A 10% increase would enable greater investment in maintenance, estate management and capital delivery, improving building condition, reducing maintenance backlogs and supporting the optimisation of the Council's property portfolio.

Progress on Dorset’s new Local Plan stops. Without an updated planning policy, housing developers have more freedom. This leads to a risk of uncontrolled housing development.

This example is used for similar percentage changes. Progress on Dorset’s new Local Plan stops. Without an updated planning policy, housing developers have more freedom. This leads to a risk of uncontrolled housing development.

Applications for listed buildings and protected trees take longer. Customer experience with planning services worsens considerably due to increased delays.

This example is used for similar percentage changes. Applications for listed buildings and protected trees take longer. Customer experience with planning services worsens considerably due to increased delays.

Planning applications take longer, progress on Dorset’s new Local Plan slows, affecting council's ability to control housing development.

This example is used for similar percentage changes. Planning applications take longer, progress on Dorset’s new Local Plan slows, affecting council's ability to control housing development.

Less work on non-statutory areas such as providing discretionary planning advice and supporting partnership work like nature conservation, archaeology, historic monuments, and litter. Some ongoing projects may be abandoned or delayed.

Shapes Dorset’s future development through planning policy, applications, and sustainable land use decisions.

This increase is too small to make a difference.

This increase is too small to make a difference. Planning service levels are maintained.

Faster determination of planning applications with more pre-application support. More services available online for customers, which would make it easier for residents to follow their applications.

All services would be reduced and some might stop altogether. Less specialist care available and longer waiting lists for people referred by their doctor for support. No resources to follow up invitations for health checks. Hospital admissions for alcohol-related illness and cardiovascular disease could increase.

Major reductions to Public Health services, with some specialist support significantly scaled back or no longer available. Waiting times for services such as smoking cessation, weight management, drugs and alcohol support would increase. Fewer residents would receive preventative support, leading to poorer health outcomes and greater pressure on NHS services and hospitals.

Significant delays or reduction in access to services for residents, e.g. stop smoking services. Health checks would only be offered for a small group of residents.

Reduced access to a range of Public Health services, particularly preventative and early intervention support. Fewer residents would be able to access help to improve their health and wellbeing, increasing the risk of avoidable illness, hospital admissions and health inequalities.

Cuts to nationally mandated Public Health services for Dorset residents. Sexual health services, behavioural support services including stop smoking, weight management, drugs and alcohol support all at risk. Cuts to children and young peoples' Public Health nursing services e.g. health visiting and school nurses.

Some Public Health services would need to reduce capacity, resulting in longer waits and fewer opportunities for preventative support. Community outreach, health improvement programmes and health checks may be scaled back, meaning some residents receive help later than they need it.

It could take longer for residents to receive a service.

Public Health helps improve and protect the health of Dorset's 391,000 residents by providing services such as stop smoking support, sexual health services, drug and alcohol treatment, health visiting, school nursing and NHS Health Checks, while working to reduce health inequalities across communities. Reducing the budget would lead to longer waits and cuts to key services, while increased funding would improve access to support, expand community and workplace health programmes, and help more people stay healthy for longer.

Slight improvement in access to services like sexual health services, behavioural support services including smoking cessation, weight management, drugs and alcohol.

More money for community work which means more people could get help. Public Health services like lifestyle support and health check activity would be focussed on the people who need it most. More money for school nurses and health visitors.

More workplace health projects. More working across local communities to support wellbeing.

The council is now at risk of breaking the law by not upholding some services. This includes: inspecting high risk food businesses and houses of multiple occupation, fly tipping, and noise complaints. Reactive response to only the most serious incidents.

Major reductions to enforcement, regulatory and community safety services. Many inspections and investigations would only take place where there is a significant risk to public safety. Residents would face much longer waits for responses to complaints, and fewer checks would take place on businesses, housing standards and environmental health issues. The council is at serious risk of being unable to meet all of its legal duties.

Significant delays in being able to respond to Environmental Health complaints. Food hygiene inspections cannot be completed. Very limited ability to deal with residents complaints e.g. noise, food complaints, dogs etc.

Reduced capacity across Environmental Health, Trading Standards, Community Safety and Registration Services. Response times for complaints would increase, fewer inspections could be carried out, and less support would be available to residents and businesses. Risks to public health, consumer protection and community safety would increase.

Support for businesses no longer available. The majority of food-related complaints would no longer be investigated. Potential delays in ability to register births and deaths.

Fewer resources available to carry out inspections, investigations and preventative work. Residents may experience delays in receiving responses to complaints about issues such as noise, nuisance, rogue traders and housing conditions. Some business support and community engagement activity would be reduced.

Fewer staff available in areas such as environmental health (e.g. premises checks, noise complaints) and trading standards (rogue traders). Wait times longer and public at risk of harm.

This is made up of Environmental Protection, Food, Safety and Port Health, Trading Standards, Licensing, Community Safety, Registration and Bereavement services.

This increase is too small to make any real difference.

More appointment times for registration services available. More support for communities and businesses for product safety and food hygiene. Increased enforcement activity for rogue traders, illegal tobacco and vapes. Additional resources to support CCTV and community safety activity in more locations. More work to support improvement in issues such as air quality.

More help available to communities across Dorset. More appointment times for registration services available. More support for communities and businesses for product safety and food hygiene. Increased enforcement activity for rogue traders,

Significant service redesign required. Priority focused on statutory, regulatory and critical financial controls. Reduced strategic finance support, fewer investment and commercial opportunities assessed, increased processing times, reduced debt recovery performance and higher risk exposure. Potential impacts on income collection, supplier relationships, cash flow management and organisational decision-making.

This example is used for similar percentage changes. Significant service redesign required. Priority focused on statutory, regulatory and critical financial controls. Reduced strategic finance support, fewer investment and commercial opportunities assessed, increased processing times, reduced debt recovery performance and higher risk exposure. Potential impacts on income collection, supplier relationships, cash flow management and organisational decision-making.

Noticeable reduction in service capacity. Delays in financial planning, investment appraisals, procurement exercises and project support. Greater risk of backlogs in Accounts Payable, Accounts Receivable and Debt Collection activities. Reduced resilience during peak periods, audits and year-end processes. Increased operational and compliance risk.

This example is used for similar percentage changes. Noticeable reduction in service capacity. Delays in financial planning, investment appraisals, procurement exercises and project support. Greater risk of backlogs in Accounts Payable, Accounts Receivable and Debt Collection activities. Reduced resilience during peak periods, audits and year-end processes. Increased operational and compliance risk.

Reduced ability to undertake transformational work alongside business-as-usual activity. Longer response times for financial analysis, procurement support and supplier/customer queries. Increased prioritisation of statutory and core financial activities over value-add services.

This example is used for similar percentage changes. Reduced ability to undertake transformational work alongside business-as-usual activity. Longer response times for financial analysis, procurement support and supplier/customer queries. Increased prioritisation of statutory and core financial activities over value-add services.

Minor efficiency savings achievable through vacancy management, reduced discretionary spend, training limitations and tighter controls on non-essential activity. Service levels largely maintained. Small impact on capacity for improvement initiatives and strategic projects.

The Finance, Commercial & Investment Service supports Dorset Council in managing its finances responsibly and sustainably. It provides financial planning, budget management, accounting, supplier payment processing, customer income allocation, investment management, procurement and commercial expertise to help deliver high-quality services, maximise returns on council investments, achieve value for money and ensure the Council remains financially resilient for the future.

Opportunity to strengthen staff development, process improvements and modest technology enhancements. Improved resilience during peak workloads and year-end activity. Small improvements in customer and stakeholder responsiveness.

Additional capacity for business partnering, financial insight and strategic support. Improved procurement planning, contract management, debt recovery activity and supplier/customer service levels. Greater ability to deliver efficiency projects and service improvements.

Enhanced capability to drive transformation, automation and commercial value. Improved forecasting, investment appraisal, treasury management and financial modelling. Increased capacity to accelerate income collection, optimise contracts and deliver measurable savings and benefits.

Resource reductions across all teams would reduce capacity to deliver organisational change and slow or undermine transformation programmes intended to deliver wider savings and efficiencies. Reduced investment in workforce development and organisational capability could make it harder to attract and retain critical talent, while increasing the risk of workforce shortages, lower productivity, higher absence levels and staff turnover.

This example is used for similar percentage changes. Resource reductions across all teams would reduce capacity to deliver organisational change and slow or undermine transformation programmes intended to deliver wider savings and efficiencies. Reduced investment in workforce development and organisational capability could make it harder to attract and retain critical talent, while increasing the risk of workforce shortages, lower productivity, higher absence levels and staff turnover.

Additionaly, a reduction in OD and Change Management resource, impacting on the council’s ability to meet its transformation saving targets and move to become a modern, sustainable unitary council

This example is used for similar percentage changes. Additionally, a reduction in OD and Change Management resource, impacting on the council’s ability to meet its transformation saving targets and move to become a modern, sustainable unitary council

Additionaly, a reduction in Advisory support, impacting on the support available to managers and employees to resolve workplace issues and increasing the likelihood of employment tribunal claims

This example is used for similar percentage changes. Additionally, a reduction in Advisory support, impacting on the support available to managers and employees to resolve workplace issues and increasing the likelihood of employment tribunal claims

This could be met through a reduction in our Employee Wellbeing budget, impacting on the scale and scope of our employee wellbeing offer, which would result in an increase in sickness absence and physical and psychological wellbeing of our workforce.

The service includes a wide range of functions, from learning and development to health & safety, all of which aim to ensure we have the right people, with the right skills, in the right place and that every employee thrives, every team is empowered, and every community benefits from our collective success.

Permanent funding of critical resources that are only funding through temporary funding sources

Permanent funding of critical resources that are only funding through temporary funding sources and strengthened leadership to drive the necessary changes to how we work as a council

Permanent funding of critical resources that are only funding through temporary funding sources and strengthened leadership to drive the necessary changes to how we work as a council.

Core service viability at risk. Limited or no capacity for strategic planning, corporate performance management, policy development or strategic relationship management, creating a significant risk to delivery of corporate priorities and outcomes. Significant reduction in comms campaigns, public information and employee communications, with fewer opportunities to promote services, engage residents and provide timely updates during major issues or emergencies. Significant reduction in service and ability to support council delivery of its carbon reduction targets. No free support to other organisations to reduce costs and carbon emissions and engage with residents

This example is used for similar percentage changes. Core service viability at risk. Limited or no capacity for strategic planning, corporate performance management, policy development or strategic relationship management, creating a significant risk to delivery of corporate priorities and outcomes. Significant reduction in comms campaigns, public information and employee communications, with fewer opportunities to promote services, engage residents and provide timely updates during major issues or emergencies. Significant reduction in service and ability to support council delivery of its carbon reduction targets. No free support to other organisations to reduce costs and carbon emissions and engage with residents

Significant reduction in analytical and policy capability. Reduced ability to maintain the corporate performance framework, coordinate strategic planning, and provide evidence-based decision support. Reduced campaigns, less communication with residents and fewer resources to support staff communications, increasing the risk that important information doesn't reach people. No capacity to develop a coordinated countywide approach to Climate resilience with partners.Unable to effectively influence partners critical to tackling climate change. Loss of capacity to attract external funding to support programmes and residents to take action.

This example is used for similar percentage changes. Significant reduction in analytical and policy capability. Reduced ability to maintain the corporate performance framework, coordinate strategic planning, and provide evidence-based decision support. Reduced campaigns, less communication with residents and fewer resources to support staff communications, increasing the risk that important information doesn't reach people. No capacity to develop a coordinated countywide approach to Climate resilience with partners.Unable to effectively influence partners critical to tackling climate change. Loss of capacity to attract external funding to support programmes and residents to take action.

Reduced capacity for strategic planning, policy development, performance monitoring and audit compliance. Less ability to support organisational change and influence regional and national agendas. Fewer council comms campaigns and less promotion of services and support available to residents, meaning some people may be less aware of help, opportunities and important information. Unable to effectively manage the council and schools' energy supply contracts, introducing significant financial risk. And, loss of any income from solar panel export on council buildings, due to lack of capacity to claim and administer.

This example is used for similar percentage changes. Reduced capacity for strategic planning, policy development, performance monitoring and audit compliance. Less ability to support organisational change and influence regional and national agendas. Fewer council comms campaigns and less promotion of services and support available to residents, meaning some people may be less aware of help, opportunities and important information. Unable to effectively manage the council and schools' energy supply contracts, introducing significant financial risk. And, loss of any income from solar panel export on council buildings, due to lack of capacity to claim and administer.

Minor delays to performance reporting, policy briefings and insight products. Reduced capacity for ad hoc analysis and quality assurance. Minor delays in responding to media enquiries and in sharing information with residents and council employees. Unable to deliver Solar Together program to support residents in reducing bills and installing solar, or unable to undertake feasibility work to identify new carbon reduction and income opportunities.

The service includes a wide range of functions, including corporate leadership for strategic planning, policy development, performance management, insight and intelligence, and external relations, as well as our communications function. The service also enables the council and wider county to respond effectively to the climate emergency.

Increased analytical capacity, improving responsiveness to service demands and evidence-based decision-making. Marginally more communication activity to help residents understand and access council services, with greater reach through digital channels.Strengthen engagement with residents and to take action on climate and encourage resilient communities. Improve solar monitoring to enable greater savings and income opportunities.

Enhanced support for transformation, organisational improvement and policy development, strengthening Dorset Council's regional and national influence. More campaigns promoting council services and community initiatives, helping more residents find out about the support and opportunities available to them. Strengthen capacity to co-ordinate a county-wide partnership approach to climate resilience. Maximise Dorset's ability to secure significant government funding for low-carbon energy and community energy.

Advanced analytical and intelligence capability, enabling greater innovation, insight-led decision-making and external influence. Increased promotion of services, more targeted communication for different communities, and greater resident engagement on council priorities and decisions. Strengthen and accelerate identification of future decarbonisation projects, securing funding, savings, and income, helping meet council and wider targets. Significantly strengthen engagement with residents, town and communities to encourage and support them to take action.

A fundamental redesign of the service would be required, resulting in a significant reduction in support available to services. The current operating model would be unlikely to remain sustainable, with a material impact on organisational resilience and service delivery.

This example is used for similar percentage changes. A fundamental redesign of the service would be required, resulting in a significant reduction in support available to services. The current operating model would be unlikely to remain sustainable, with a material impact on organisational resilience and service delivery.

Significant impact on service capacity and resilience, with a likely requirement to reduce service provision or reprioritise support. Increased risk of delays to business-critical processes, alongside a reduced ability to support major corporate programmes and organisational change.

This example is used for similar percentage changes. Significant impact on service capacity and resilience, with a likely requirement to reduce service provision or reprioritise support. Increased risk of delays to business-critical processes, alongside a reduced ability to support major corporate programmes and organisational change.

Noticeable impact on the support provided to operational services, reduced responsiveness and potential increases in backlogs, less capacity for transformation, automation and service improvement work, and increased reliance on frontline services to undertake support activities.

This example is used for similar percentage changes. Noticeable impact on the support provided to operational services, reduced responsiveness and potential increases in backlogs, less capacity for transformation, automation and service improvement work, and increased reliance on frontline services to undertake support activities.

Limited capacity to absorb further reductions without impacting resilience, increasing workload pressures on existing teams, reducing flexibility to respond to demand peaks, and constraining training, development and service improvement activities.

Business Support provides the people, processes, data, and systems that enable council services to operate efficiently. We reduce operational friction, improve performance, and create capacity for services to focus on delivering outcomes for residents.

Provides additional resilience and helps maintain current service levels, while supporting limited investment in training and workforce development.

Creates capacity for structured digital skills development, strengthens resilience across frontline support functions, and supports improved service responsiveness and quality.

Enables the accelerated delivery of automation and service improvement initiatives, increases capacity to support organisational transformation programmes, and supports the development of future digital and AI capability across the workforce.

Significant risk to the technology, data and cyber security systems that underpin council services. Reduced resilience could increase the likelihood and impact of cyber attacks, system failures and prolonged service disruption. This could affect the council's ability to collect income and payments, process benefits, manage social care and safeguarding information, support children's services, coordinate waste and highways services, and respond to residents when they need help. Widespread disruption could impact residents, businesses and communities across Dorset.

This example is used for similar percentage changes. Significant risk to the technology, data and cyber security systems that underpin council services. Reduced resilience could increase the likelihood and impact of cyber attacks, system failures and prolonged service disruption. This could affect the council's ability to collect income and payments, process benefits, manage social care and safeguarding information, support children's services, coordinate waste and highways services, and respond to residents when they need help. Widespread disruption could impact residents, businesses and communities across Dorset.

Reduced ability to modernise council services and replace ageing technology. More staff time would be spent on manual administration and maintaining older systems, reducing efficiency across services. This would slow improvements in areas such as council tax and benefits, customer services, social care, planning and waste services, making it harder for the council to manage increasing demand and financial pressures.

This example is used for similar percentage changes. Reduced ability to modernise council services and replace ageing technology. More staff time would be spent on manual administration and maintaining older systems, reducing efficiency across services. This would slow improvements in areas such as council tax and benefits, customer services, social care, planning and waste services, making it harder for the council to manage increasing demand and financial pressures.

Greater focus on maintaining existing systems rather than improving them. Fewer digital improvements would be delivered and staff would spend more time on manual processes, reducing efficiency across council services.

This example is used for similar percentage changes. Greater focus on maintaining existing systems rather than improving them. Fewer digital improvements would be delivered and staff would spend more time on manual processes, reducing efficiency across council services.

Fewer improvements to the technology, systems and data that support council services. Day-to-day services would continue, but it would take longer to improve systems, processes and the way services respond to changing demand.

Provides the digital, technology and data foundations that enable council services to operate safely, efficiently and securely. The team manages core technology, cyber security, infrastructure and support services, ensuring colleagues and some partners can deliver services and modernise, innovate and adapt to future needs.

Investment would support essential upgrades to technology and infrastructure, helping council services run more reliably and efficiently.

More services could be improved and simplified, reducing manual administration and helping staff provide quicker, more effective support to residents.

Greater use of technology, data and automation would improve productivity across the council, reducing manual administration and helping services respond more quickly to residents' needs. Better use of data would support improved decision-making, more efficient use of resources and allow staff to spend more time supporting residents and communities.

Closure of Out of Hours service with the Contact Centre operating on skeleton staff. Concerns about missing enquiries relating to safeguarding and vulnerable individuals. Enquiry answer rate likely to be around 31%.

This example is used for similar percentage changes. Closure of Out of Hours service with the Contact Centre operating on skeleton staff. Concerns about missing enquiries relating to safeguarding and vulnerable individuals. Enquiry answer rate likely to be around 31%.

Only digital contact channels available to customers. Enquiry answer rate likely to be around 48%.

This example is used for similar percentage changes. Only digital contact channels available to customers. Enquiry answer rate likely to be around 48%.

Removal of face to face Customer Access Points - resulting in even longer wait times. Enquiry answer rate likely to be around 67%.

This example is used for similar percentage changes. Removal of face to face Customer Access Points - resulting in even longer wait times. Enquiry answer rate likely to be around 67%.

Fewer agents available to answer customers enquiries, meaning longer waits. Enquiry answer rate likely to be around 78%.

The Customer Hub provides a single front door to council services, making it easier for residents, businesses and communities to access help and information. The service uses customer insight to improve customer experience and ensure our teams and services can focus on the most complex work.

Improved access during busy periods. Enquiry answer rate increased to 80% with reduced wait times during peak hours.

Enquiry answer rate 85%, with significantly shorter wait times. Customers benefit from a choice of contact methods—phone, digital, and face-to-face.

Enquiry answer rate 90%. Investment in technology that makes a customer's experience smoother and faster. Wait times significantly reduced.

Fewer library staff would mean fewer libraries open and shorter opening hours. Some libraries may be unstaffed for parts of the week, and some could close altogether. Residents would have less access to books, computers, learning opportunities and community support.

This example is used for similar percentage changes. Fewer library staff would mean fewer libraries open and shorter opening hours. Some libraries may be unstaffed for parts of the week, and some could close altogether. Residents would have less access to books, computers, learning opportunities and community support.

Changes to how we operate would need to include alternatives to paid employees with reliance on seeking new volunteers and partnerships to maintain service consistency and capacity. Service offer - including outreach, library events and activities may need to cease or be paid for.

This example is used for similar percentage changes. Changes to how we operate would need to include alternatives to paid employees with reliance on seeking new volunteers and partnerships to maintain service consistency and capacity. Service offer - including outreach, library events and activities may need to cease or be paid for.

No work in the community, and limited access to essential resources and support for isolated and disadvantaged groups. Reduction in opportunities for children to develop early literacy and for people of all ages to engage in lifelong learning.

This example is used for similar percentage changes. No work in the community, and limited access to essential resources and support for isolated and disadvantaged groups. Reduction in opportunities for children to develop early literacy and for people of all ages to engage in lifelong learning.

People may need to pay for some library services. Impact on low-income people relying on free access. Less access to essential digital services like computers and printing.

Library Services supports learning, wellbeing, digital inclusion and community resilience across Dorset. Libraries provide trusted local spaces where people can access information, technology, support and opportunities, helping communities stay connected and independent.

Money available to run things like digital literacy sessions and Support Ready for School. Some minor equipment improvements. Usage increase 1 to 5%.

Trial pop up libraries at community spaces. Usage increase: 6 to 12%. More digital devices available for people that need them. Opportunity to remove some charges for overdue books.

Some libraries could be open for longer. More community work in rural and isolated areas. Technology workshops. Opportunity to remove some overdue book charges.

We risk missing legal deadlines and may struggle to collect money like council tax which could affect how we fund essential services. The council is now at risk of breaking the law.

This example is used for similar percentage changes. We risk missing legal deadlines and may struggle to collect money like council tax which could affect how we fund essential services. The council is now at risk of breaking the law.

The team would not be able to function due to lack of staff, which would put the council at legal risk.

This example is used for similar percentage changes. The team would not be able to function due to lack of staff, which would put the council at legal risk.

It would take longer for residents to receive support for Council Tax and benefits.

This example is used for similar percentage changes. It would take longer for residents to receive support for Council Tax and benefits.

The council might not be able to give out council tax discounts and business rate reliefs.

The Revenues & Benefits service supports residents and businesses with council tax, business rates and financial support. The team helps ensure the council collects income fairly and efficiently, while providing advice, support and assistance to residents who may be experiencing financial difficulty or need help accessing benefits.

A modest uplift could allow for minor service enhancements, meaning customer service would improve.

Income and debt teams could scale up recovery efforts. More personalised support for customers could be made available.

New tools and technology could be introduced to improve efficiency.

Significant reduction in Dorset Council's ability to deliver major programmes, transformation and improvement activity. The council would have less capacity to implement new technologies, deliver savings initiatives, modernise services and respond to changing demand. Opportunities to prevent problems before they arise, redesign services around residents and reduce avoidable demand would be significantly reduced. This could lead to increased costs, fewer service improvements and greater pressure on frontline services such as customer services, social care, housing, waste and highways.

This example is used for similar percentage changes. Significant reduction in Dorset Council's ability to deliver major programmes, transformation and improvement activity. The council would have less capacity to implement new technologies, deliver savings initiatives, modernise services and respond to changing demand. Opportunities to prevent problems before they arise, redesign services around residents and reduce avoidable demand would be significantly reduced. This could lead to increased costs, fewer service improvements and greater pressure on frontline services such as customer services, social care, housing, waste and highways.

Reduced capacity to deliver change and prevent future pressures on council services. Fewer savings programmes, service improvements and digital transformation initiatives could be implemented, making it harder to modernise services and respond to growing demand. Opportunities to introduce new technology, improve customer experience and redesign services to address issues earlier would be delayed, increasing pressure on frontline services and limiting future efficiencies.

This example is used for similar percentage changes. Reduced capacity to deliver change and prevent future pressures on council services. Fewer savings programmes, service improvements and digital transformation initiatives could be implemented, making it harder to modernise services and respond to growing demand. Opportunities to introduce new technology, improve customer experience and redesign services to address issues earlier would be delayed, increasing pressure on frontline services and limiting future efficiencies.

Greater focus on delivering only the highest-priority programmes and statutory changes. Fewer transformation projects would be progressed, slowing the implementation of new services, technologies and ways of working designed to improve efficiency and resident experience.

This example is used for similar percentage changes. Greater focus on delivering only the highest-priority programmes and statutory changes. Fewer transformation projects would be progressed, slowing the implementation of new services, technologies and ways of working designed to improve efficiency and resident experience.

Fewer improvements and change projects could be delivered each year. Essential programmes would continue, but it would take longer to introduce new services, technologies and improvements that help residents access support more easily and efficiently.

The Transformation, Innovation and Design team enables Dorset Council to modernise how it works. Working across all services, the team leads service redesign, improvement, innovation and change programmes, helping the council respond to financial pressures, improve customer experience and create a modern, sustainable unitary organisation for the future.

Investment would support additional improvement projects and strengthen the delivery of priority programmes, helping services become more efficient and responsive.

More programmes could be delivered to improve council services, introduce new technology and support modern ways of working. This would help improve efficiency and enhance the experience of residents and businesses.

Greater investment would accelerate the delivery of transformation programmes, digital services and new technologies. This would help Dorset Council redesign services, reduce inefficiencies and improve how residents access support. More capacity to deliver savings initiatives and service improvements would support better outcomes while helping manage financial pressures.

Highly probable risk of Information Commissioner and Local Government & Social Care Ombudsman intervention/regulatory action; inability to perform category one responder obligations under the Civil Contingencies act.

This example is used for similar percentage changes. Highly probable risk of Information Commissioner and Local Government & Social Care Ombudsman intervention/regulatory action; inability to perform category one responder obligations under the Civil Contingencies act.

Non-compliance with statutory timescales for information requests and data breach management, with high risk of Information Commissioner intervention; lack of compliance with statutory social care complaint timescales and increase in referrals to ombudsman; significant reduction to resilience to emergency management and business continuity and resultant support to communities; further reduction in proactive community resilience.

This example is used for similar percentage changes. Non-compliance with statutory timescales for information requests and data breach management, with high risk of Information Commissioner intervention; lack of compliance with statutory social care complaint timescales and increase in referrals to ombudsman; significant reduction to resilience to emergency management and business continuity and resultant support to communities; further reduction in proactive community resilience.

Non-compliance with statutory timescales for information requests and increased risk of Information Commissioner intervention; increased risk of compliance failures with statutory social care complaint timescales and increase in referrals to ombudsman; further reduced resilience to emergency management and business continuity and resultant support to communities; further reduction in proactive community resilience.

This example is used for similar percentage changes. Non-compliance with statutory timescales for information requests and increased risk of Information Commissioner intervention; increased risk of compliance failures with statutory social care complaint timescales and increase in referrals to ombudsman; further reduced resilience to emergency management and business continuity and resultant support to communities; further reduction in proactive community resilience.

Non-compliance with statutory timescales for information requests; delays to response to complaints and increasing likelihood of referrals to ombudsman; reduced resilience to emergency management and business continuity and resultant support to communities; reduction in proactive community resilience.

The Assurance Service includes Emergency Planning and Resilience and the Team supports the whole Council in business continuity planning for and responding to events and in supporting communities to be more resilient.

Improved compliance with information requests and complaints statutory timecales; greater focus on community resilience.

Improved compliance with information requests and complaints statutory timecales; improved resilience across emergency management and resilience. More proactive community resilience.

Improved learning from data breaches; complaints and emergency responses, to enable proactive changes to service delivery; improved compliance with information requests and complaints statutory timescales; improved resilience across emergency management and resilience. More proactive community resilience.

Fewer committees resulting in slower decision-making. Council put at some legal and financial risk because of some non-compliance.

This example is used for similar percentage changes. Fewer committees resulting in slower decision-making. Council put at some legal and financial risk because of some non-compliance.

Fewer committees resulting in slower decision making. The council is now at risk of breaking the law.

This example is used for similar percentage changes. Fewer committees resulting in slower decision making. The council is now at risk of breaking the law.

Fewer committees resulting in slower decision making. Council put at some legal and financial risk because of some non-compliance.

This example is used for similar percentage changes. Fewer committees resulting in slower decision making. Council put at some legal and financial risk because of some non-compliance.

Reduced frequency of committee meetings, resulting in slower decision making.

The Democratic and Electoral Services Team ensures that local democracy runs smoothly and fairly. They support elected councillors, manage council meetings, and oversee elections and voter registration. Their work helps residents engage with local decision-making and ensures transparency and accountability in how the council operates.

Improved equipment and better responsiveness to any electoral or boundary changes.

Improved equipment and better responsiveness to any electoral or boundary changes.

Improved equipment and better responsiveness to any electoral or boundary changes.

Severe delays to search responses, leading to delays for buying or selling houses. The council is now at risk of breaking the law.

This example is used for similar percentage changes. Severe delays to search responses, leading to delays for buying or selling houses. The council is now at risk of breaking the law.

Significant delays to search responses, leading to delays for buying or selling houses. The council is now at risk of breaking the law.

This example is used for similar percentage changes. Significant delays to search responses, leading to delays for buying or selling houses. The council is now at risk of breaking the law.

Increased delays to search responses, leading to delays for buying or selling houses.

This example is used for similar percentage changes. Increased delays to search responses, leading to delays for buying or selling houses.

Delays to search responses, leading to delays for buying or selling houses.

The Land Charges Team ensure that important legal and planning information about land and property is properly recorded and shared with people on request. This service is especially important for people buying or selling property, as it helps identify any restrictions, responsibilities, or conditions that apply to the land.

More officers employed, resulting in improved search response times.

More officers employed, resulting in improved search response times.

More officers employed, resulting in improved search response times.

Severe delays to legal advice and legal work for the council. Significantly increased cost of using outside legal firms for essential work. Increased amount of legal work will have to stop which could slow down or stop work of other services who depend on us, like regeneration. Legal and financial risk of delays or stopping work.

This example is used for similar percentage changes. Severe delays to legal advice and legal work for the council. Significantly increased cost of using outside legal firms for essential work. Increased amount of legal work will have to stop which could slow down or stop work of other services who depend on us, like regeneration. Legal and financial risk of delays or stopping work.

Significant delays to legal advice and legal work for the council. Increased cost of using outside legal firms for essential work. Some work will have to stop which could slow down or stop work of other services who depend on us, like highways. Legal and financial risk of delays or stopping work.

This example is used for similar percentage changes. Significant delays to legal advice and legal work for the council. Increased cost of using outside legal firms for essential work. Some work will have to stop which could slow down or stop work of other services who depend on us, like highways. Legal and financial risk of delays or stopping work.

Increased delays to advice and legal work for the council and increased cost of using outside legal firms for essential work; e.g. work to to support children, adults or housing. Legal and financial risk of delays or stopping work.

This example is used for similar percentage changes. Increased delays to advice and legal work for the council and increased cost of using outside legal firms for essential work; e.g. work to to support children, adults or housing. Legal and financial risk of delays or stopping work.

Delays to legal advice and legal work for the council which may delay council services and decision making; e.g slower council property sales or purchases, slower support for council services

The Legal Services Team provides expert legal advice and support to council officers and councillors to help the council operate lawfully, fairly, and effectively. Their work ensures that decisions made by the council are legally sound and that public services are delivered in line with legislation and best practice.

More officers employed, resulting in better workload for staff, quicker response and more detailed work.

More officers employed, resulting in better workload for staff, covering a wider range of legal work, reducing use (and cost) of using external lawyers. Improved equipment and technology for improved response.

More officers employed, resulting in better workload for staff, covering a wider range of legal work, reducing use (and cost) of using external lawyers and possibly offering to do work for other councils to help towards council income. Improved equipment and technology for improved response.

Reduced public service, Staff restructure. Potential loss of single post functions. Failure to deliver £5 million NLHF (National Lottery Heritage Fund) funded project.

This example is used for similar percentage changes. Reduced public service, Staff restructure. Potential loss of single post functions. Failure to deliver £5 million NLHF (National Lottery Heritage Fund)funded project.

Reduced public service. Staff restructure. Risk to delivery of £5 million NLHF (National Lottery Heritage Fund) funded project.

This example is used for similar percentage changes. Reduced public service. Staff restructure. Risk to delivery of £5 million NLHF (National Lottery Heritage Fund) funded project.

Potential reduced opening hours at Dorset History Centre (down from current 3 days per week). Review of other areas of service capacity with potential reduction in hours for staff.

This example is used for similar percentage changes. Potential reduced opening hours at Dorset History Centre (down from current 3 days per week). Review of other areas of service capacity with potential reduction in hours for staff.

There is no longer a budget for training, and only essential supplies can be purchased.

The Archives Team helps preserve and share the history, heritage, and culture of the local area. They care for important records, objects, and stories that reflect the lives of local people, communities, and institutions, making them accessible for learning, research, and enjoyment. The Records Management team oversee corporate information from creation to destruction or permanent preservation in both paper and digital forms so promoting business efficiency and legal compliance.

More flexibility around spend on staff training (currently almost zero), equipment and ability to respond to contingencies.

Additional capacity to delivery on targeted areas of work - e.g. collections management, digitisation or public service delivery. Would need negotiation with partners to ensure parity of increase.

Additional staffing capacity across a range of areas. Improved staff training and development. Increased public service resource. Would need negotiation with partners to ensure parity of increase.