5 Risk Report May_2026_FINAL BV 1
Renfrewshire Council · 18 May 2026
Back to Audit, Risk and Scrutiny Board — 18 May 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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PUBLIC ___________________________________________________________________ To: Audit, Risk and Scrutiny Board On: 18 May 2026 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Risk Report, May 2026 ___________________________________________________________________ 1. Summary 1.1 Each year the Board considers and approves the council’s risks. 1.2 This paper sets out the latest position in managing the council’s risks, on entering the new financial year. The appendices attached provide details of: 1: longer-term or imminent strategic risks 2: longer-term significant corporate risks 3: service risks 4: assurance levels for business-as-usual risks 1.3 This paper does not include specific programme or project risks as each programme board has established governance arrangements for the ongoing monitoring of such risks throughout the lifetime of the various projects. ________________________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board approves the report. 3. Background 3.1 The key areas of risk previously reported to the Audit, Risk & Scrutiny Board in November 2025 were: Strategic Risks: Very High Reducing inequalities High Migration and asylum related impacts High Global environmental sustainability and route to Net Zero High Strategic sustainable planning for people and assets Moderate Economy Corporate Risks: Very High Successful Cyber Attack Very High Partner financial sustainability High Asset management High Delivery of homeless duties High Financial Stability High Financial Sustainability High Increasing scrutiny/ info requests High Misinformation/ disinformation High Workforce planning, recruitment, and retention Moderate National Care Service Moderate Renfrew Bridge
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PUBLIC 3.2 The strategic and corporate risk profile for the council in terms of its longer-term or imminent risks was: Evaluation: Low Moderate High Very High Total LT or Imm Strategic Risks: 00 01 03 01 05 LT or Imm Corporate Risks: 00 02 07 02 11 3.3 Service department risk profiles were as follows: Chief Executives Children’s Services Environment, Housing & Infrastructure Finance & Resources - - 6 - 7 - - - - 2 - 3 - 5 - 1 3.4 All risks were evaluated using the Council’s risk matrix; this involves multiplying the likelihood of a risk event occurring by its potential impact. Risks are then evaluated as either ‘low’ (green), ‘moderate’ (yellow), ‘high’ (amber) or ‘very high’ (red). 3.5 Turning to 2026/2027, as is our normal practice, we look to the annual Global Risk Report for risk context in terms of the immediate risk landscape, the next two year period and then ten year period. The standout theme of the report is uncertainty with a ‘darkening outlook.’ “As global risks continue to spiral in scale, interconnectivity and velocity, 2026 marks an age of competition. As cooperative mechanisms crumble, with governments retreating from multilateral frameworks, stability is under siege. A contested multipolar landscape is emerging where confrontation is replacing collaboration, and trust – the currency of cooperation – is losing its value.” The images below, taken from the report provide an overview of the current global risk landscape (figure 2, specifically the top 10 global risks and figure 3, risk ranked in severity both short and longer term). Share of Respondents
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PUBLIC While international instability does not feature in the council’s risk registers specifically, some potential impacts (for example cost of living pressures, pricing volatility) are captured within other risks. 3.6 Focusing on a national rather than global context, the council turns to the UK National Risk Register [2025] for further intelligence. In our review of risk data/ intelligence for the May Risk Report, it is noted that there has been no update to the 2025 edition of the National Risk Register. The NRR provides reasonable worst- case scenarios for ‘acute’ risks, described as discrete events requiring an emergency response. What the NRR does not do, is provide any sense of imminency or timeframe. 3.7 Focusing more on local matters, which include the West Community Risk Register (2024 edition), and indeed those risks for which we have more influence, in terms of our ability to control or mitigate, the Corporate Management Team has captured, assessed and reviewed what we believe to be the material risks going forward, in relation to delivery of the council plan and related services, both in terms of strategic and corporate risks. 3.8 Individually, service directors have captured, assessed and reviewed their service- specific risks. 3.9 This section of the report sets out the movement in risks from the November 2025 report to now.
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PUBLIC • Risks added/ **NEW** Strategic o SRR.26.03.04 - Learning Estate Programme – High The Learning Estate risk was previously included within the Strategic sustainable planning for people and assets risk (SRR.25.03.05). This risk is now captured on its own merits, given the inherent risk in the scale of the investment and the importance of delivering on this programme of work for our citizens. o SRR.26.03.05 – Housing Investment and Regeneration Programmes – High This risk is included in the service risk register as two separate risks (one about investment and the other about regeneration), and further detailed risks are captured and monitored via the project board/s. This risk is however being added to the strategic risk register to better reflect the strategic importance of delivering on this work for the benefit of our citizens. Corporate - nil Service o Education Reform - Moderate (Children’s Services) Education reform in Scotland refers to a programme of structural, curricular and assessment change led by the Scottish Government to improve outcomes for learners, strengthen accountability, and modernise how education is governed, inspected, and assessed across the system (from early years to senior secondary and post school learning). This programme is now gathering some momentum and so it is beneficial now to have an increased focus on related emerging risk. o DWP subsidy – High - (Finance & Resources) The migration of customers from Housing Benefit to Universal Credit makes housing benefit accuracy increasing challenging due to the decreased volume of claims, increased complexity of claims and overall reduction in HB expenditure - and this means that the council could be at much higher risk of being impacted financially through subsidy loss. • Risks remaining, where scoring has Ï / Ð Strategic o SRR26.01.01 Economy – this risk has increased Ï from moderate to high to reflect current geoeconomic pressures and uncertainties. Corporate o CRR.26.04.14 Information demands and deadlines - this risk has increased Ï from high to high (scoring up from 12 to 16), as we are experiencing the negative impact of Artificial Intelligence on volume, complexity and length of requests and the speed with which requesters and complainers are seeking reviews and appeals.
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PUBLIC Service - nil • Risks escalated from service/s to strategic or corporate o CRR.26.04.17 Administering Elections risk - escalated from Finance and Resources service risk register to corporate risk register. This risk has been monitored over the past couple of years via the Finance and Resources service risk register. Historically the risk has escalated back to the corporate risk register when electoral events are in the nearer future. The risk was escalated again in light of the Scottish Parliamentary Election in May 2026 and the forthcoming Local Government Elections in May 2027. That said however, the intention is to keep this risk on the corporate risk register going forward, recognising that we must always be prepared for any unplanned by- elections or “snap” elections. o CRR26.04.15 21-hours risk – reduction in teacher class contact time - escalated from Children’s Services service risk register to corporate risk register. This risk was captured in the Children’s Services risk register in the November 2025 report. It was noted that to deliver on the national commitment of a reduction in teacher class contact time from 22.5 hours to 21 hours, there would be significant financial implications and planning for a required an increase in teacher numbers. Although ‘service’ related in nature, the risk qualifies for escalation to the corporate risk register given the significant financial pressures. Although funding has been confirmed by the Scottish Government, it is part-funded (at the time of this report), and so additional funding will still need to be sought ensuring that delivery is sustainable and beneficial for both the education system and local authority. • Risks escalated from 'business as usual’ to strategic or corporate – nil • Risks removed or de-escalated to service Strategic o Sustainable planning for people and assets Noting that this risk is not so much ‘removed’ but rather, different elements of the risk are now being picked up in other existing risks. For example, the financial sustainability/ funding aspects of the Verity Agreement align to the financial sustainability risk, and the future proofing/ longer-term investment of assets aligns with the asset management and learning estate risks. Corporate o National Care Service This risk had been put on hold when the related bill failed to be passed in the Scottish Parliament. With no further development over the past year, the risk has now been removed.
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PUBLIC Service o Discontinuation of Shared Prosperity Fund (Chief Executives) This risk was about service, and staff impacts if the Fund were to cease without a replacement. While the fund has ceased, it has been replaced with Pride in Place funding and local growth funding administered via the City Region. o AMIDS – Investment Zone status (Chief Executives) This risk was about place shaping ambitions and impact to local economy if IZ status was not achieved, however IZ status has now been achieved. o Collections Management /Routing Software for Waste and Recycling Services (EHI Services) This risk was directly associated with the introduction of the waste route management system and the transition from paper based to digital routes. Although the system is now fully implemented, the service remains committed to improving service delivery and continues to closely monitor system performance to ensure any issues are identified and resolved promptly. o Recruitment and Retention in Technical Services (EHI Services) Noting that the risk is not so much removed but merged into the existing corporate risk for workforce planning, recruitment and retention. • Risks with material updates but no change to scores o SRR.26.02.02 Reducing inequalities – the title of this risk has been revised to “Tackling health, wellbeing and low-income inequalities” to make the scope of the risk clearer. o SRR.26.03.06 Global environmental sustainability and route to Net Zero – title of this risk has been revised to Climate change and transition to Net Zero since the latter was more action specific and reflective of what we are doing at a local level in Renfrewshire to tackle climate change directly through decarbonisation and transition actions. o CRR.26.04.10 Property Asset Management – officers have developed a Property Asset Management Strategy 2026 – 2030 to outline the strategy moving forward. This strategic document highlights the on-going work including a detailed lifecycle plan, condition surveys and work on repairs and maintenance across the portfolio. A new Strategic Facilities Manager (Asset Management and Hard FM) and Lead Facilities Manager – Development and Strategy (Assets) have been recruited to focus on Assets moving forward. On- going work in relation to CAMIS to improve the system continues. o CRR.26.04.14, Increased scrutiny burden/ information requests – this risk has been revised to “Information Demands and Deadlines.” The increased scrutiny burden element of the risk has receded following a positive Best Value report and the Council being recognised by APSE as Council of the Year. o CRR.26.04.16 Workforce planning, recruitment and retention – updated to reflect recruitment and retention difficulties across various housing-related services and to include the Technical Services risk that had been recorded in the EHI service risk register.
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PUBLIC • Risk-related actions running behind original timescales o CRR.26.04.10 Property Asset Management Some actions relating to the development of CAMIS (the Corporate Asset Management and Information System, are behind original planned timescales, however for reassurance the appointment of a new Lead Facilities Manager – Development and Strategy (Assets) will assist in driving this forward. o SRR.26.03.06 Climate change and transition to Net Zero The action to “explore the options around developing a carbon budget for the Council” is ongoing and so the original due date of 31 March 2026 will be extended. 3.10 Horizon scanning and other points of note There are a number of matters that the Corporate Management Team keep a watching brief on. This is particularly relevant for ‘known unknowns’ i.e. matters that we know could be of concern but are not yet tangible enough for an informed assessment of risk, or, risks where we will be called upon to respond to, but most likely at the direction of national government. These are captured below for information. a) Geopolitical context In keeping with views reflected in the global risk report, CMT continually monitor the geopolitical landscape as what has become clearer in recent months and years is how strategic decisions taken elsewhere globally can very quickly lead to local impacts being felt. As mentioned earlier in the covering paper, while international instability does not feature in the council’s risk registers specifically, some potential impacts (for example cost of living pressures, pricing volatility) are captured within other risks. b) Emerging duties and current uncertainty around implications In the previous report we advised that a developing area to be assessed was a new corporate offence of failure to prevent fraud (the Economic Crime and Corporate Transparency Act 2023 that came into force on 1 September 2025). An organisation is only criminally liable when the offence to commit fraud is for the benefit of the organisation and the organisation does not have adequate prevention measures in place. Since the council has a Corporate Fraud Policy stating we have zero tolerance of fraud, we have a Corporate Fraud Team, and a host of other fraud prevention measures, we no longer see this as something that needs to be reflected under the horizon scanning section of this report. Separately, work continues in relation to ascertaining consumer duty compliance under provisions set out in the Consumer Scotland Act 2020. c) Public health matters A watching brief is kept in relation to the potential for a further pandemic. Additionally, there is recognition of the potential for animal-related public health incidents which include diseases such as avian flu, swine flu etc. The council would take guidance from the Department for Environment, Food & Rural Affairs (DEFRA), on such matters.
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PUBLIC 3.11 With 3.5 - 3.10 in mind, the strategic and corporate risk profile is now as follows: Evaluation: Low Moderate High Very High Total LT or Imm Strategic Risks: 00 00 06 01 07 LT or Imm Corporate Risks: 00 02 07 02 11 00 02 13 03 18 3.12 The service department risk profiles are now as follows: Chief Executives Children’s Services Environment, Housing & Infrastructure Finance & Resources - - 5 - 8 - 1 - - - - 4 3 - - 3.13 Appendix 1 provides the detail for 07 longer-term or imminent strategic risks. Appendix 2 provides the detail for 11 longer-term or imminent corporate risks. Appendix 3 provides the detail for 21 longer-term or imminent service risks. Appendix 4 provides the assurance levels (to date) for business-as-usual risks. 3.14 The strategic and corporate risks remain aligned with the council plan themes that were approved in 2022. Strategic Risks: Very High Tackling health, wellbeing and low-income inequalities High Economy High Climate Change and transition to Net Zero High Housing Investment & Regen. Programmes High Learning Estate Programme High Migration and asylum related impacts High Misinformation/ disinformation Corporate Risks: Very High Successful Cyber Attack Very High Partner financial sustainability High Property Asset management High Delivery of homeless duties High Financial stability High Financial sustainability High Information demands & deadlines High The 21-hours commitment High Workforce planning, recruitment, and retention Moderate Administering elections Moderate Renfrew Bridge
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PUBLIC _________________________________________________ Implications of the Report 1. Financial Recurring costs associated with the measures in place for each risk are considered proportionate to the level of risk, and new planned actions are also considered to be cost effective. The financial requirements to support the risks should be met within the budget of each relevant risk owner, nevertheless, any unplanned and unbudgeted cost pressures that arise in relation to any of the risks identified will be subject to review in consultation with the Director of Finance and Resources. 2. HR & Organisational Development – not relevant to report recommendations 3. Community/Council Planning – effective risk management supports the delivery of all community/ council plan outcomes 4. Legal – not relevant to report recommendations 5. Property/Assets – not relevant to report recommendations 6. Information Technology – not relevant to report recommendations 7. Equality & Human Rights – not relevant to report recommendations 8. Health & Safety – not relevant to report recommendations 9. Procurement – not relevant to report recommendations 10. Risk – as per the subject matter of this report 11. Privacy Impact – not relevant to report recommendations 12. Climate Risk – not relevant to report recommendations 13. Children’s Rights – This report does not present a new policy, function, or strategy, nor a substantive change to an existing policy, function or strategy which will have an impact on children’s rights. The report itself is therefore largely neural on children. However, management of certain risks described in the report support a number of the Articles contained within the United Nations Convention on the Rights of the Child (Incorporation) (Scotland) Act 2024. For example, managing the risk relating to ‘Community and Public Safety’ supports Articles: a. 19 – protection from violence b. 34 – protection from sexual abuse c. 35 – protection from sale and trafficking d. 36 – protection from exploitation 14. Cosla Policy Position – not relevant to report recommendations _________________________________________________________ Author: Karen Locke, Strategic Risk & Insurance Services Manager, 21/04/2026 Email: riskmanagement@renfrewshire.gov.uk
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9 | Page PUBLIC Appendix 1: Strategic Risks, longer-term or imminent • ECONOMY – Building an inclusive, green and resilient economy (matching people, skills and opportunities) Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source SRR.26.01.01 Economy Renfrewshire’s economy faces challenges such as growing the economically active working age population; more closely aligning the employability and skills provision with the needs of local employers; and achieving a strong and inclusive economy. Head of Economy and Development; Head of Finance and Procurement; Insufficient support for economic growth, combined with current geo-economic pressures. Category: (Picklist) Event Finance and Economy Reduction in employment opportunities, construction and growth initiatives. Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) National and Renfrewshire data Data on standard of living vs cost of living, GDP, Unemployment. Negative impact on businesses, residents and public services. Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 04 03 12 [High] Effectiveness (Assurance) Sub/Reas/Limited Who What and Why Freq. Head of Economy and Development Identifying and developing opportunities to support Scotland and the local economy (e.g. capital investment programmes and local business seeking to export to new markets). Ongoing Development of an upǦtoǦdate investment proposition that clearly positions and promotes Renfrewshire as a location to invest and grow a business. To be confirmed Economic Development Manager Developing skills interventions to address labour market shortages and the risks of future unemployment (for those in work, particularly those in low-paid employment, and parents). Ongoing Number of people getting support through Renfrewshire Council Employability Services. To be confirmed Procurement Manager; Economic Development Manager Increasing the level and % of procurement spend with local businesses. Ongoing Ensuring council services adopt community wealth building practises and include local businesses in the ITT. Supporting local businesses to bid for council contracts. To be confirmed
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10 | Page PUBLIC Economic Development Manager Supporting local businesses to become more carbon neutral Ongoing Number of local businesses undertaking carbon baseline assessments and / or securing Net Zero growth grants from Renfrewshire Council Business Grants To be confirmed Chief Planning Officer Monitoring the supply and take-up of land readily available for employment/ business uses in Renfrewshire Ongoing Annual publication of land supply audit by Council [monitor trends / change in volume] To be confirmed Head of Economy and Development Monitoring the occupation of the proposed AMIDS Tax Site Ongoing Number of new businesses locating in AMIDS Netherton Farm site per annum [floorspace and job creation] To be confirmed Economic Development Manager Growing the working age economically active population: Continuing to support local unemployed people into work through the delivery of targeted support through the Council’s employability programme. Ongoing Number of people getting support through Renfrewshire Council Employability Services. Number of unemployed/ low waged people moving into paid employment through Renfrewshire Council Employability Programme To be confirmed Head of Economy and Development Continuing to progress core actions to support local and regional economic growth. Ongoing Existence of an approved economic development / regeneration strategy and associated action plan explicitly referencing support to: • capital investment • local supply chain • business growth To be confirmed Regeneration and Place Manager Collaborating with partners to transform our key centres and progress the actions outlined in our town centre strategies/visions Ongoing Periodic production of town centre strategies and vision documents for Renfrewshire’s towns. To be confirmed Response Terminate Tolerate Treat* See Action Log Below Transfer Take տ տ ց տ տ Action (SMART – Specific, Measurable, Achievable, Realistic, Timebound) Action Due Progress Monitoring Key
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11 | Page PUBLIC Action code Responsible Officer/s Evidence of completion Achieved On target Slippage- recoverable Unlikely to achieve 03/26 06/26 09/26 12/26 03/27 06/27 09/27 12/27 03/28 SRR26.01 .01a Develop a Community Wealth Building Plan for Renfrewshire Economic Development Manager 30 Oct 2026 Community Wealth Building Plan approved SRR26.01 .01b Ensure there is sufficient employment land allocated in adopted Local Development Plan Chief Planning Officer 1 Dec 2028 LDP adopted with sufficient employment land SRR26.01 .01c Complete the Tech Terrace development and attract the first large occupier. AMIDS JV (Buccleuch and RenfCo) 1 Dec 2028 Tech Terrace operational
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12 | Page PUBLIC • PLACE - working together to enhance wellbeing across communities • FAIR - nurturing bright, happy and healthy futures for all Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source SRR.26.02.02 Tackling health, wellbeing and low-income inequalities This covers health and wellbeing challenges, welfare reform impacts, barriers to employment, and poverty – particularly the ongoing cost of living crisis. In response, the Council has developed a Fairer Renfrewshire programme. Chief Executive/ delegation to: Head of Policy and Partnerships Persistent inequality driven by poverty, the disproportionate impact of the cost-of-living crisis on low-income households, and ongoing changes to welfare reforms. Category: (Picklist) Event Social and Community Worsening social and economic outcomes for vulnerable and low- income households. Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) e.g. Health inequalities – for example, healthy life expectancy gap Poverty rates including % of children living in poverty Various metrics tracked through Cost of Living dashboard reported to Fairer Renfrewshire Sub Committee Increased demand for support services and reduced progress in reducing inequalities. Note - short-term impacts on households but also wider long-term consequences on attainment and health for people experiencing inequality through for example low income. Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 05 05 25 [V.High] Effectiveness (Assurance) Sub/Reas/Limited Who W hat and Why Freq. Connected Communities Manager Progressing the delivery of the Fairer Renfrewshire Action Plan, including supporting residents through the cost-of- living crisis Ongoing Income maximisation statistics Regular progress updates to Fairer Ren Officer Group and Fairer Ren sub; delivery of key programmes such as W inter Connections To be confirmed Head of Education Administering Pupil Equity Funding to improve outcomes for children affected by socioǦeconomic disadvantage Ongoing Reports to Education and Children’s Services Policy Board To be confirmed Connected Communities Manager Progressing a new workstream that will focus on advancing equality of opportunity and ensuring we have a robust and authentic organisational approach to implementing our duties (including UNCRC). Ongoing Progress against actions identified within Equality Outcomes Action Plan To be confirmed
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13 | Page PUBLIC Response Terminate Tolerate Treat* See Action Log Below Transfer Take տ տ ց տ տ Action (SMART – Specific, Measurable, Achievable, Realistic, Timebound) Action code Action Responsible Officer/s Due Evidence of completion Progress Monitoring Key Achieved On target Slippage- recoverable Unlikely to achieve 03/26 06/26 09/26 12/26 03/27 06/27 09/27 12/27 03/28 SRR.26.0 2.02a Develop Family Poverty Insight Partnership to better understand local child poverty data and intelligence, and most effective service response Connected Communities Manager April 2027 To be confirmed SRR.26.0 2.02b Design a new Connected Communities service model for the Council – implementing a new service structure and developing the corporate approach for the whole organisation Connected Communities Manager April 2027 To be confirmed
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14 | Page PUBLIC Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source SRR.26.02.03 Migration and Asylum-Related Service Pressures *Ongoing refugee resettlement, asylum dispersal, and inward migration continue *Asylum dispersal programme, support for Ukrainian displaced persons, statutory responsibilities for Unaccompanied Asylum-Seeking Children under the National Transfer Scheme, and Syrian/Afghan resettlement commitments. *Supporting resettlement through the New Scots approach. Head of Policy and Partnerships Head of Child Care and Criminal Justice Head of Housing Services The rapid scale and pace of asylum dispersal and refugee resettlement since 2022, exceeding previous local experience, combined with a constrained housing market, limited foster and residential care capacity, and heightened national discourse on migration. Category: Event Social and Community Increased and sustained pressure on housing and homelessness services, education, health and social care, and children’s social work Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) Taken from CAHS SIP 2026-29 • Average time from households presenting themselves as homeless to completion of duty (number of weeks) • Review operation and impact of ‘No.31 Well-being Hub’ Reduced service capacity and increased costs, challenges in meeting statutory duties— particularly for housing and children— and potential negative impacts on community integration, cohesion, and public confidence if pressures are not effectively managed. Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 04 04 16 [High] Effectiveness (Assurance) Sub/Reas/Limited Who What and Why Freq. Strategic Migration Group Reviewing and discussing developments across all migration and resettlement programmes Quarterly Quarterly reporting provides early visibility of migration pressures and agreed mitigating actions. (Work in progress) Head of Policy and Partnerships, Head of Child Care and Criminal Justice, Head of Housing Services Asylum Dispersal meetings are held every 8 weeks with senior Council officers and representatives from the UK Government Home Office and their agent Mears to ensure effective communication and collaboration between all relevant partners 8 weekly Regular information sharing enables forward planning and reduces unplanned or emergency dispersal impacts. (Work in progress) Head of Policy and Partnerships, Head of Child Care and Criminal Justice, Head of Housing Services Undertake liaison meetings with Migrant Help and other partner organisations such as Police Scotland and HSCP to ensure effective communication and collaboration between all relevant partners 8 weekly Coordinated partner engagement supports timely response to safeguarding, welfare and community safety issues. (Work in progress)
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15 | Page PUBLIC Renfrewshire Community Protection Chief Officer Group Receiving regular updates on migration and asylum issues and any emerging issues to ensure membership of the Chief Officer Group are fully informed. 8 weekly Senior officers maintain oversight of migrationǦrelated risks and escalate emerging issues appropriately. (Work in progress) Renfrewshire Community Protection Member Officer Group Receiving regular updates on migration and asylum issues and any emerging issues to ensure Elected Members and senior Council officials and partners are fully informed. 8 weekly Elected Members are kept informed of migration pressures, supporting informed leadership and decisionǦmaking. (Work in progress) Fairer Renfrewshire Officer’s Group Monitoring progress against New Scots/population changes and community cohesion actions contained in the Equalities Action Plan As required Monitoring of New Scots and equality actions identifies and addresses community cohesion risks. (Work in progress) Head of Policy and Partnerships Providing updates to the Leadership Board of the council. Between cycles, briefings are provided to Group Leaders by the Head of Policy and Partnerships and the Head of Housing As required Corporate leadership receives timely intelligence to inform strategic and resource decisions. (Work in progress) Response Terminate Tolerate Treat* See Action Log Below Transfer Take տ տ ց տ տ Action (SMART – Specific, Measurable, Achievable, Realistic, Timebound) Action code Action Responsible Officer/s Due Evidence of completion Progress Monitoring Key Achieved On target Slippage- recoverable Unlikely to achieve 03/26 06/26 09/26 12/26 03/27 06/27 09/27 12/27 03/28 SRR26.02 .03a Finalise strategic Needs Assessment in relation to New Scots Senior Policy Officer Sept 2026 Needs assessment completed Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source
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16 | Page PUBLIC SRR.26.02.04 Learning Estate Programme (Scale, Complexity and Investment Value) The Learning Estate Strategy is a high value capital programme involving numerous school refurbishments and/ or replacements. There is a risk that the scale and value of the Learning Estate investment programme, combined with delivery complexity, outstrip the Council’s financial, organisational and market capacity. Resulting in affordability challenges, delayed delivery and diminished strategic benefits. Director of Children’s Services (Shared accountability with Director of Finance & Resources and Director of Environment, Housing & Infrastructure) High levels of capital investment sensitive to construction inflation, interest rates, contractor capacity and market volatility. External dependencies such as Scottish Government funding, supply chain performance, planning and statutory approvals introduce additional complexity and uncertainty. Category: Event Programmes and Projects Inability to deliver the Learning Estate Strategy Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) Capital costs exceeding approved budgets, placing pressure on the wider Council Capital Plan and borrowing limits. Slippage to agreed delivery timescales, delaying educational and community benefits. Requirement to defer, rephase or reduce scope of projects, undermining strategic objectives. Adverse impact on stakeholder or partners confidence in programme delivery and governance. Reduced ability to progress other priority capital investments due to constrained financial capacity. Capital affordability pressure. Delays to delivery. Reduction in scope or quality of Learning Estate projects. Increased revenue impacts. Reputational damage. Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 03 05 15 [High] Effectiveness (Assurance) Sub/Reas/Limited Who What and Why Freq. Learning Estate Delivery Board Ensuring a phased delivery approach with clear affordability gateways and break points in order to manage cost and delivery risks and ensure the learning estate investment remains sustainable and strategically aligned. Monthly Project Status Reports, Programme and Project Plans, Risk and Actions Register Substantial Learning Estate Delivery Board Implementing robust programme governance, including Gateway reviews, escalation routes and Member oversight in order to provide clear accountability, transparent decision making, and appropriate Member assurance throughout the life of the programme Monthly Project Status Reports, Programme and Project Plans, Risk, Decisions and Actions Register Substantial Learning Estate Delivery Board Regularly reviewing capital affordability, borrowing assumptions and whole life cost impacts in order to ensure investment decisions remain aligned with organisational strategy and funding constraints. Monthly Formal governance and financial scrutiny Substantial
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17 | Page PUBLIC Learning Estate Delivery Board Ensuring ongoing market testing, cost benchmarking and early contractor engagement to manage inflation and capacity risk. Ongoing Formal market engagement strategy, live benchmarking data, early contractor involvement, and commercial governance oversight. Reasonable Learning Estate Delivery Board Implementing strengthened programme management and client side capacity, including use of external support where appropriate to reduce delivery risk, address capability gaps, and provide resilience during peak or complex phases of the programme. Ongoing Clear governance, experienced technical leadership, targeted external support, regular performance reporting and independent gateway reviews. Substantial Learning Estate Delivery Board Ensuring clear prioritisation framework to align investment decisions with educational outcomes and statutory need. Ongoing A documented and approved prioritisation framework with clear criteria linking investment decisions to educational outcomes and statutory duties. Substantial Learning Estate Team Supporting the delivery of the programme on a day-to-day basis in order to ensure effective and timely programme delivery. Ongoing The Terms of Reference for the Programme clearly defines roles and responsibilities for dayǦtoǦday programme support which is embedded within agreed governance arrangements. Substantial Learning Estate Team Undertaking planned and coordinated engagement and consultation to inform strategic decision making and provide confidence that business case proposals are robust, evidence led and stakeholder informed. Ongoing A defined engagement strategy, representative stakeholder input, structured analysis of feedback, and governance oversight demonstrating its influence on business case decisions. Substantial Learning Estate Project Board Implementation of a data governance framework supported by defined ownership and access controls in order to reduce data related risk, prevent unauthorised use, and provide assurance over the quality and reliability of data. Ongoing Role specific access controls and segregation of duties, embedded within corporate systems and reviewed regularly. Reasonable Response: Terminate տ Tolerate տ Treat ܈ Transfer տ Take տ Action code Action Responsible Officer/s Due Evidence of completion Progress Monitoring Key Achieved On target Slippage- recoverable Unlikely to achieve 03/26 06/26 09/26 12/26 03/27 06/27 09/27 12/27 03/28 SRR26.02 .04a Further strengthen benefit realisation reporting. Programme Manager Aug-2027 All business cases detail benefits realisation
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18 | Page PUBLIC Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source SRR.26.02.05 Housing Investment and Regeneration Programmes The Council’s Housing Investment and Regeneration Programmes are multi year programmes of significant investment in our Council housing stock, delivering a range of internal and external improvement works as well as the delivery of new-build housing projects. Head of Housing Services Inflationary pressures, contractor capacity, lower than anticipated owner participation in mixed tenure blocks. Category: Event Social and Community Programmes and Projects Failure to meet the required regulatory standards. The anticipated outcomes from the programmes are not wholly achieved. Impact on Housing Revenue Account (HRA) Business Plan if costs increase. Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) Increased costs Any delays to programmes / impact on timescales Lack of owner participation in mixed tenure blocks Impact on financial stability of HRA Business Plan Logistical or capacity challenges across the Programmes. Impact on tenants whose properties cannot be improved due to lack of owner participation. Reputational impact for Council. Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 04 04 16 [High] Effectiveness (Assurance) Sub/Reas/Limited Who What and Why Freq. Housing Asset & Investment Programme Board Monitoring programme risk register that reflects assumptions, interdependencies and common risks across all projects to ensure early identification and response as challenges emerge. Annual report on Programme to Communities and Housing Policy Board to ensure transparency and governance. Ongoing KPIs to monitor contractor performance Monitor owner participation Monthly budget review process Reasonable Housing-led Regeneration and Renewal Programme Board Monitoring programme risk register that reflects assumptions, interdependencies and common risks across all projects to ensure early identification and response as challenges emerge. Providing regular updates on the Programme to Corporate Management Team (CMT) to ensure transparency and involvement in key decisions involving risk. Annual report on Programme to Communities and Housing Policy Board to ensure transparency and governance. Ongoing KPIs to monitor contractor performance Monitor owner participation Monthly budget review process Reasonable
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19 | Page PUBLIC Response Terminate Tolerate Treat* See Action Log Below Transfer Take տ տ ܈ տ տ Action (SMART – Specific, Measurable, Achievable, Realistic, Timebound) Action code Action Responsible Officer/s Due Evidence of completion Progress Monitoring Key Achieved On target Slippage- recoverable Unlikely to achieve 03/26 06/26 09/26 12/26 03/27 06/27 09/27 12/27 03/28 SRR.26.0 2.05a Deliver the housing capital investment programme as set out in the Housing Revenue Account (HRA) Budget and Rent Levels 2026/27 to 2027/28 and Capital Investment Plan 2026/27 to 2030/31 approved by Council in February 2026 Head of Housing Services. Housing Asset and Investment Manager 2030/31 SRR.26.0 2.05b Deliver the 10 year Housing-led Regeneration and Renewal Programme approved by the Communities, Housing and Planning Policy Board in January 2022 Head of Housing Services. Housing Regeneration and Development Manager 2032
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20 | Page PUBLIC • GREEN – leading Renfrewshire to Net Zero Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source SRR26.03.06 CClimate Change and Transition to Net Zero The Council has statutory duties under the Climate Change (Scotland) Act 2009 to achieve net zero emissions and deliver climate change adaptation and mitigation. There is an urgent need to secure the funding, resources, tools and powers to enable us to deliver net zero and become nature positive. Climate change and increasing extreme weather pose risks to service delivery and resilience. Progress towards net zero is constrained by significant investment requirements and the absence of sustainable funding. Head of Climate, Public Protection and Roads Insufficient financial and skills resources locally, to meet the scale of the climate and nature emergency. Under investment in the public building portfolio with buildings now requiring significant resource to meet targets. Cost pressures cannot be met through existing budgets or current grant funding. Category: Event Environmental and Natural Unable to meet net zero targets and sustain public services Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) Decarbonising the Council’s estate is estimated to require £550m, with further substantial but uncertain costs associated with transitioning the fleet and supporting infrastructure to zero emission technologies. Statutory duty under Scotland’s Climate Change Act (2009) Statutory duty under the Nature Conservation (Scotland) Act 2004. Council’s own target of working towards net zero by 2030 in both its own operational emissions and Renfrewshire’s areawide emissions. Disruption to and reshaping of the Renfrewshire area, change in biodiversity, increase in extreme weather that impacts service delivery and the integrity of our roads, open space and buildings infrastructure, and operational, financial, legal and reputational impacts for the council. Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 04 04 16 [High] Effectiveness (Assurance) Sub/Reas/Limited Who What and Why Freq. Head of Climate, Public Protection and Roads Monitoring of Net Zero objectives (such as those included in the Council Plan), to ascertain progress towards reducing emissions. [Note - work is underway to develop a new iteration of the Plan for Net Zero] Ongoing https://www.renfrewshire.gov.uk/arti cle/11733/Climate-change-action-to- make-Renfrewshire-net-zero Reasonable Planning & Climate Change Policy Board Receiving regular updates to ensure full project management oversight Quarterly Full project management methodology: Project milestones on track etc Net Zero Oversight Group Reasonable
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21 | Page PUBLIC Head of Policy and Partnerships Administering the Sustainable Communities Fund – (applications considered and approved/ declined), to support local people develop sustainable projects that promote or improve community collaboration, health and wellbeing, local spaces, economic development, biodiversity and the environment Monthly Currently developing interventions in Climate View to allow emissions to be tracked, considered and reduced where possible. Reasonable Sustainability Team Using an emissions modelling tool to quantify the impact of actions, inform future targets and present emissions data. Annually Annual progress reports to the Infrastructure, Land and Environment Board. Reasonable Sustainability Team Monitoring the Carbon Management Plan to ensure delivery Every 5 years Annual progress reports to the Planning and Climate Change Board Reasonable Sustainability Team Monitoring an approved Adaptation Plan to ensure delivery Every 5 years Annual progress reports to the Planning and Climate Change Board Reasonable Sustainability Team Rolling out Climate Change Impact Assessments for all projects or policy changes Ongoing Annual progress reports to the Planning and Climate Change Board and quarterly updates to the NetZero Oversight Group Substantial Senior Manager, Climate and Public Protection Monitoring the approved capital programme in year 25/26 to ensure expansion of Building Management Systems and Solar Array across non-domestic buildings. Annually Annual progress reports to the Infrastructure, Land and Environment Board. Reasonable Senior Manager, Climate and Public Protection Monitoring implementation of the Local Heat and Energy Efficiency Strategy Delivery Plan. Every 3 years Regular updates provided to the Oversight Board Reasonable Sustainability Team Identifying opportunities for Partnership Delivery Models for clean energy projects such as solar and battery storage Ongoing Regular updates provided to the Oversight Board Reasonable Sustainability Team Prioritising actions in relation to the biggest emissions sources, where we have the most influence, through project pathfinder approaches for decarbonisation of domestic and non-domestic properties and vehicles to bring scale and pace to emissions reduction. Ongoing Regular updates provided to the Oversight Board Reasonable Sustainability Team Continuing to work with stakeholders to articulate the potential costs and skills required to reach our net zero target. Ongoing Regular updates provided to the Oversight Board Reasonable Sustainability Team Continuing to work with communities to ensure a holistic approach to tacking climate change is taken and to ensure no community is left behind Ongoing Regular updates provided to the Oversight Board Reasonable
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22 | Page PUBLIC Response Terminate Tolerate Treat* See Action Log Below Transfer Take տ տ ց տ տ Action (SMART – Specific, Measurable, Achievable, Realistic, Timebound) Action code Action Responsible Officer/s Due Evidence of completion Progress Monitoring Key Achieved On target Slippage- recoverable Unlikely to achieve 03/26 06/26 09/26 12/26 03/27 06/27 09/27 12/27 03/28 SRR.26.0 3.04a Report transparently on our emissions to ensure that Renfrewshire’s emissions baseline is clearly understood. Head of Climate, Public Protection and Roads 30-Nov- 2026 Annual Return submitted to the Scottish Government in line with Climate Change (Duties of Public Bodies: Reporting Requirements) (Scotland) Order 2015, SRR.26.0 3.04b Develop our adaptation measures, as part of an approved Adaptation Plan, as we are aware that mitigation alone will not protect communities from the impact of climate change. Head of Climate, Public Protection and Roads 31-Aug 2026 Adaptation Plan developed SRR.24.0 3.04a Develop a Circular Economy Strategy to minimise waste generation and encourage reuse and recycling to support a more sustainable and circular economy Head of Climate, Public Protection and Roads 31-Mar 2027 The Circular Economy Strategy developed SRR.24.0 3.04b Explore opportunities for expansion of carbon sinks Head of Climate, Public 31-Mar 2030 Carbon sinks and carbon capture
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23 | Page PUBLIC and other carbon capture technologies Protection and Roads technologies implemented SRR.24.0 3.04c Explore the options around developing a carbon budget for the Council. Head of Climate, Public Protection and Roads 31-Mar 2027 A carbon budget developed SRR.24.0 3.04d Develop a route map to decarbonise our estate Head of Climate, Public Protection and Roads 31 Mar 2027 Route map to decarbonising our estate develop
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24 | Page PUBLIC • LIVING our VALUES – making a difference together Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source SRR.26.04.07 Misinformation and Disinformation The proliferation of information providers and social media and online channels has increased the risk of mal/mis/disinformation which can undermine trust in public bodies through creating and/ or spreading false information. Head of Marketing and Comms A significant increase in the number of online channels available, the diversification of audiences and spread of false information. Category: Event Social and Community Intentional or accidental spreading of false information and shared by others who may not be aware of any inaccuracies in the information. Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) Online information observed Potential for growing mistrust within communities because of inaccurate/ false information being shared, causing tension within communities and undermining trust in public organisations. Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 04 04 16 [High] Effectiveness (Assurance) Sub/Reas/Limited Who What and Why Freq. Comms Team Reviewing our comms channels to ensure our information is reaching key audiences and is accurate and appropriate for the audience, keeping in mind the expanding use of AI search tools. Annually or more freq. as required Comms and marketing KPIs Reasonable Comms Team Reviewing our social media strategy to ensure effective performance of online channels and content, and that it is achieving the objectives in the marketing and communications strategy Annually or more freq. as required Social media KPIs Reasonable Comms Team Reviewing our Marketing and Communications Strategy 2024-2027 to ensure our approach is addressing any risk, can respond to issues in a timely way and support the council as a trusted source of information Annually or more freq. as required KPIs Reasonable Comms Team Equipping key partners and stakeholders with accurate information to mitigate the spread of any dis/misinformation. As required Assurance only Reasonable
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25 | Page PUBLIC Response Terminate Tolerate Treat* See Action Log Below Transfer Take տ տ ܈ տ տ Action (SMART – Specific, Measurable, Achievable, Realistic, Timebound) Action code Action Responsible Officer/s Due Evidence of completion Progress Monitoring Key Achieved On target Slippage- recoverable Unlikely to achieve 03/26 06/26 09/26 12/26 03/27 06/27 09/27 12/27 03/28 CRR26.0 4.07a Launch a new Council website – Renfrewshire.gov.uk – and implement the digital experience strategy, transforming how citizens interact with the Council across digital platforms. Head of Marketing and Communications 31- Mar- 2027 New website launched
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26 | Page PUBLIC Appendix 2: Corporate Risks, longer-term or imminent • LIVING our VALUES – making a difference together Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source CRR.26.04.08 Successful cyber attack The risk is specific to a successful cyber-attack as increasingly, this risk comes closer to home, despite the sophisticated technical security protocols and cyber architecture in place, and for those organisations who have been impacted by successful attacks, and we know that the effects are devastating. No matter the technology deployed, the risk is materially impacted by individual employee behaviours – i.e. learning how to recognise a cyber-attack and keeping that knowledge up to date by reading cyber updates and doing mandatory cyber training, being alert to phishing attacks and understanding the need for rapid escalation should an error inadvertently be made and criticality of urgently reporting when they have reacted to a phishing email and explaining all actions taken. Director of Finance & Resources (But noting that all service Directors have a responsibility here) An ever-present threat which remains acute, despite the Council’s technical preparedness for an attack. Category: Event Cyber and Digital Successful cyber attack Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) Increasing no of successful attacks on partner bodies including other local authorities Number of local threats successfully dealt with Risk of significant impact on all council operations and the ability to recover Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 04 05 20 [V. High] Effectiveness (Assurance) Sub/Reas/Limited Who What and Why Freq. For security reasons, technical security controls and any further planned actions are not published in the public domain
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27 | Page PUBLIC Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source CRR.26.04.09 Partnership Financial Sustainability Medium to long-term risk of the HSCP’s ability to meet expected future costs of service delivery. Director of Finance and Resources The HSCP is currently forecasting a budget gap in 2026/27 of £7.2m. Reserves are expected to bridge this gap, but in doing so will close the year at c£6m, which is not sufficient to cover 2027/28 budget pressures, and leaves no reserves available for future years. Category: Event Finance and Economy The HSCP would formally enter Financial Recovery if this situation materialises and be unable to meet service delivery. Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) Budget Monitoring discussions Medium term financial monitoring and Reserves tracking The Integration Scheme states that should the IJB be unable to achieve a balanced budget for future years, it would be required to seek additional funding from its Partner Bodies, including the Council. Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 05 04 20 [V. High] Effectiveness (Assurance) Sub/Reas/Limited Who What and Why Freq. HSCP Budget holders and Finance Team The IJB’s Sustainable Futures programme looks to mitigate some of the pressure through a portfolio of savings measures Ongoing Board Reports on savings programme / IJB decisions Reasonable Director of Finance and Resources The Council is fully passing through settlement funding for Free Personal Care and Adult Social Care Real Living Wage increases Annual Local Government Finance Settlement Reasonable Director of Finance and Resources and Head of Finance and Procurement Regular budget monitoring discussions between Council and HSCP finance officers Quarterly Budget monitoring reports / projections Reasonable Director of Finance and Resources / HSCP CFO Regular medium term financial monitoring between Council and HSCP finance officers Bi-annual Medium term plans and forecasts Reasonable Response Terminate Tolerate ց Treat* See Action Log Below Transfer Take
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28 | Page PUBLIC Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source CRR.26.04.10 Property Asset Management The Council’s property asset portfolio faces challenges in ensuring effective governance, clarity of roles and responsibilities, and ongoing statutory compliance across estates, facilities management, property services and operational services. These challenges are compounded by financial pressures, rising costs, supply chain constraints, the need to modernise assets (including lighting upgrades), and the requirement to meet Net Zero targets ahead of the Scottish Government’s 2045 deadline. Head of Facilities and Property Services; Head of Economy & Development Services (But noting that all Heads of Service have a responsibility here in terms of Responsible Persons, inspection inventories and response, people elements of fire risk assessment) Financial challenges in managing the public building portfolio, alongside the longstanding compliant, wind and watertight policy, has adversely impacted the condition of Council assets. In addition, Scottish Government Net Zero requirements place increasing demands on the property portfolio to meet the 2045 targets Category: Event Finance and Economy; Environmental and Natural; Programmes and Projects; Social and Community Decline in effective governance and management of the Council’s property assets (within existing resources) Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) Condition surveys undertaken for Public Building portfolio Overspend in compliance, repairs and maintenance budgets over financial years Planned Preventative Maintenance experience Anecdotal evidence from building users Potential risk of harm, financial loss, service disruption, statutory noncompliance, fines, rising energy costs, reduced insurability, and failure to meet national Net Zero commitments. Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 04 04 16 [High] Effectiveness (Assurance) Sub/Reas/Limited Who W hat and Why Freq. Head of Facilities and Property Services; Head of Economy & Development Services Meeting regularly and through the CAMIS Development Group (Corporate Asset Management Information System), taking forward a workplan to more effectively consolidate and oversee asset management risk Quarterly CAMIS workplan performance indicators Reasonable Lead Facilities Manager (Hard FM); Estates Lead Monitoring Heads of Service responses to the Asset Management module within the BAU Risk Assurance Model to identify any support required Annually Subject Matter Expert Dashboard results Reasonable Heads of Service Monitoring Responsible Person inventories for properties to ensure compliance, clear roles etc Ongoing CAMIS data Reasonable
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29 | Page PUBLIC Head of Facilities and Property Services Measuring and maintaining Key Performance indicators for compliance (gas/water/electrics) to ensure checks and remedial works undertaken. Increase in Planned Preventative Maintenance in 2026/27 (where possible and budget dependent). Each Board reporting period Key Performance Indicators reported to Finance, Resources and Customer Services Policy Board for each cycle. Substantial [Approx 15,000 jobs, plus 4000 statutory compliance inspections undertaken per year for compliance, repairs and maintenance] Head of Facilities and Property Services Undertaking capital lifecycle works (5-year plan of works, including Net Zero surveys across Category C premises), to improve the fabric of the building. Aligned with condition surveys and the Core Facts for Learning Estate, targeted works to improve the Public Building portfolio Annually Reviewing of condition surveys and linking to Strategic Property Programme. Delivery of de- carbonisation surveys and delivering work in relation to this. Reasonable Head of Facilities and Property Services Prioritising allocation of funding to different elements of upgrades to target poorer performing buildings Annually Budget Monitoring and review. Physical delivery of works to buildings. Reasonable Head of Facilities and Property Service Head of Finance and Procurement Administering additional funding allocated in 2025/26 and 2026/2027 to ensure no overspend in budgets. Annually New structure reported and monthly budget monitoring with the Finance Business Partner. Substantial Head of Facilities and Property Services Head of Economy and Development Undertaking routine checks on vacant/ surplus buildings on a 2 weekly basis to ensure assets are protected and insurance requirements are met. 2-weekly Checklist of inspection and any remedial actions required. Reasonable Response Terminate Tolerate Treat* See Action Log Below Transfer Take տ տ ց տ տ Action (SMART – Specific, Measurable, Achievable, Realistic, Timebound) Action code Action Responsible Officer/s Due Evidence of completion Progress Monitoring Key Achieved On target Slippage- recoverable Unlikely to achieve 03/26 06/26 09/26 12/26 03/27 06/27 09/27 12/27 03/28 CRR22. 05.10d Undertake gap analysis to identify activities that take place outside of the CAMIS environment and consider if these can be brought CAMIS Development Group 31- Mar-26 ƒ Gap analysis completed ƒ List of outside CAMIS activities identified
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30 | Page PUBLIC into CAMIS by way of system development ƒ Identified activities added to CAMIS system. CRR22. 05.10e Explore data and status monitoring CAMIS Development Group 31- Mar-26 ƒ Data access Improved ƒ Status monitoring achieved CRR22. 05.10f Progress first phase of radon monitoring programme and evaluation of results to determine whether mitigation measures are required within any affected premises Heads of Service/ Corporate Health and Safety 31- Mar26 Required mitigation measures are identified CRR22. 05.10f Progress radon monitoring programme for buildings with basements Heads of Service/ Corporate Health and Safety 30 June 2026 Required mitigation measures are identified. CRR.26.0 4.10a Review and update structure within Facilities and Property Services to recruit additional 6 posts to support key work around Public Building portfolio.: ƒ Strategic Facilities Manager (Asset Management and Hard FM) ƒ Lead Facilities Manager – Development and Strategy (Assets ƒ Asset Management Coordinator ƒ Senior Building Surveyor (Hard FM) ƒ Facilities Coordinator (Hard FM) ƒ Apprentice Administrator Head of Facilities and Property Services 30 June 2026 Recruitment process complete and all posts filled. . CRR.26.0 4.10b Increase investment in Facilities and Property Services to ensure budget is realigned to current costs and outturn. Head of Facilities and Property Services 31 March 2027 Investment increased CRR.26.0 4.10c Undertake further works in relation to Planned Preventative Maintenance, repairs, maintenance, capital lifecycle works and Asset rationalisation. Strategic Facilities Manager – Asset Management and Hard FM 31 March 2027 ƒ All KPI reviewed ƒ All identified work are complete ƒ Reports to relevant Policy Boards
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31 | Page PUBLIC CRR.26.0 4.10d Review and update roles and responsibilities across both Estates, and Facilities and Property Services (focus on Building Security first, then expand to other parts of Asset Management) Lead Facilities Manager – Development and Strategy (Assets) & Estates Lead 30 June 2026 Documented procedure and process being prepared CRR.26.0 4.10e Undertake review to ascertain if CAMIS is best repository for Responsible Person inventories Facilities and Property Services Senior Managers 31 Oct. 2026 Spreadsheet completed CRR.26.0 4.10f Develop process for ensuring Responsible Person data is updated in response to changes such as new starts, leavers etc Lead Facilities Manager – Development and Strategy (Hard FM) 31 Oct. 2026 Written process in place and being adhered to CRR.26.0 4.10g Prepare a checklist and identify suitable resource to ensure vacant/ surplus public buildings are checked at the required frequency. Head of Facilities and Property Services and Head of Economy and Regeneration 30 June 2026 Nominated Officer in place Checklist and visits being undertaken and recorded.
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32 | Page PUBLIC Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source CRR26.04.11 Delivering Homeless Duties Renfrewshire Council has several legal duties in relation to meeting the needs of those who are statutorily homeless. The sustained demand pressures on social rented housing are increasing the risk that the Council is unable to always meet all legal duties. Head of Housing Services The increase in homelessness in Renfrewshire is in line with the national trend. The causes of homelessness include the impact of cost-of-living crisis, national migration policies, changes in the private rented sector, changes to homeless legislation and reduced turnover of social rented housing. Category: (Picklist) Employees and Service Users; Finance and Economy; Social and Community; Digital and Cyber; Environmental and Natural; Geopolitical and Supply Chain Resilience; Public Health and Biological; Programmes and Projects Event Employees – on-going strain / pressure on dealing with high service demand and people waiting to be provided with accommodation. Increased risk of ‘burn out’ Service Users – risk of increase in rough-sleeping if Council cannot provide temporary accommodation Finance and Economy – cost of hotel accommodation for those who require temporary accommodation but no furnished flats available Social and Community - increase in rough-sleeping within communities Increase in scale of statutory homelessness which exceeds available temporary accommodation and social rented tenancies. Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) Increase in homeless applications from 834 in 2020/21 to over 1200 in 2025/26 Cost of temporary accommodation and placement in hotels Council currently has 290 furnished properties for use as temporary accommodation for those who present as homeless, which is not adequate for the scale of increase in homeless presentations. Increased challenges in providing temporary accommodation for those who have nowhere to stay, meeting the support needs of those who are homeless, and providing settled accommodation. People who have nowhere to stay not being provided with temporary or settled accommodation. Reputational risk for Council if unable to fulfil legal duties towards those who are homeless Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 04 03 12 [High] Effectiveness (Assurance) Sub/Reas/Limited Who What and Why Freq. Homeless & Housing Support Services Manager Implementing a comprehensive Homelessness Action Plan for Renfrewshire which includes tasks for Council services and partners which will mitigate the Ongoing ƒ Number of homeless applications ƒ Increase in number of properties that can be used as temporary accommodation Reasonable
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33 | Page PUBLIC impacts from the increase in homelessness and demand for temporary accommodation, covered in the Risk Indicators and Effect section, above ƒ Number of breaches of Unsuitable Accommodation Order ƒ Number of ‘failures to offer temporary accommodation’ ƒ Number of lets to homeless applicants Homeless & Housing Support Services Manager Continuing with the increased target of 55% of general lets to homeless applicants in 2025/2026 (as was approved by the Policy Board in January 2025). Ongoing ƒ Performance against target Reasonable Response Terminate Tolerate Treat* See Action Log Below Transfer Take տ տ ց տ տ Action (SMART – Specific, Measurable, Achievable, Realistic, Timebound) Action code Action Responsible Officer/s Due Evidence of completion Progress Monitoring Key Achieved On target Slippage- recoverable Unlikely to achieve 03/26 06/26 09/26 12/26 03/27 06/27 09/27 12/27 03/28 CRR24. 04.14a Increase the stock of temporary accommodation by 30 new properties between June 2025 and March 2026. Head of Housing Services 31- Mar- 2026 30 new properties added. Note – currently 22 / 30 properties) CRR26. 04.11a Policy Board approval for detailed Homelessness Action Plan 2026-2028 Homeless & Housing Support Services Manager 31- May- 2026 Policy Board approval (being sought May 2026) CRR26. 04.11b Increase stock of furnished temporary accommodation from Council and RSL mainstream housing stock. Homeless & Housing Support Serv. Mgr/ Housing Services Manager 31- Mar- 2028 Reduced the need to place homeless applicants in hotels / B&B CRR26. 04.11c Reduction in breaches of Unsuitable Accommodation Orders by having homeless applicants spending less than 7 days in hotels if / when stock of temporary accommodation meets demand. Homeless & Housing Support Services Manager 31- Mar- 2028 ƒ No. breaches of Unsuitable Accommodation Orders.
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34 | Page PUBLIC Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source CRR.26.04.12 Financial Stability Imminent shorter-term risk for Financial Stability, recognising the immediate financial situation of the Council. Note: the medium to longer term financial position is captured under the Financial Sustainability risk. Head of Finance and Procurement Significant short-term costs and income losses emerging but not fully anticipated. Category: (Picklist) Employees and Service Users; Finance and Economy; Social and Community; Digital and Cyber; Environmental and Natural; Geopolitical and Supply Chain Resilience; Public Health and Biological; Programmes and Projects Event Finance and Economy Finances potentially destabilised in-year with immediate cost control measures, or short-term savings required. Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) Budget Monitoring projections Budget v actual reporting from the general ledger Reserves balances tracking A deterioration of the Council’s financial position (in-year or year-end deficit) would see the Council having to draw from reserves that could be earmarked for other commitments with significant impact on service delivery Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 03 05 15 [High] Effectiveness (Assurance) Sub/Reas/Limited Who What and Why Freq. Budget holders and Finance Team Providing Revenue and Capital budget monitoring reports to Policy Boards to focus on the forecast year-end position so that significant variances are reported early and any mitigating action can be taken. Incorporates ongoing discussion with Directors to understand financial consequences of the current economic climate and how these will be managed. Five times per year Forecast spend v budget for the current financial year Reasonable Budget holders and Finance Team Reviewing savings workstreams to ensure targets remain achievable Quarterly Actual and Forecast spend v budget (net of saving) for each impacted budget line Reasonable
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35 | Page PUBLIC Budget holders and Finance Team Clear tracking and analysis of the Council’s reserves position to consider adequacy, prioritisation potential redirection, including the development of plans to rebuild financial resilience in the medium term. Quarterly Actual reserve balances v forecast year-end balance for each earmarked reserve (and uncommitted balance) Substantial Project Owners and Finance Team Reviewing capital spend v plan and ongoing projects to ensure clear understanding of phasing of future spend Every 4- weekly period Forecast capital spend v budget for the current financial year Profiling of spend in-year v future years compared to Capital Plan Reasonable Response Terminate Tolerate Treat* See Action Log Below Transfer Take տ ց տ տ տ
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36 | Page PUBLIC Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source CRR.26.04.13 Financial Sustainability Medium to long-term sustainability of the Council’s ability to meet its expected costs. Note: shorter term risk is included in Financial Stability measure. Director of Finance and Resources and Head of Finance and Procurement Significant cost pressures that cannot be adequately funded, successfully planned for or managed effectively over the medium to longer term Category: (Picklist) Employees and Service Users; Finance and Economy; Social and Community; Digital and Cyber; Environmental and Natural; Geopolitical and Supply Chain Resilience; Public Health and Biological; Programmes and Projects Event Finance and Economy Financial sustainability of the Council jeopardised Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) Medium-Term Financial Outlook Well-developed budget planning, budget setting and budgetary control system Reserves tracking and planning Planning and monitoring of savings targets Decisions required on the continuity or scope of some services currently offered, and capital investment resources that the Council can deliver. Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 03 05 15 [High] Effectiveness (Assurance) Sub/Reas/Limited Who What and Why Freq. Dir. of FARs; Head of Finance and Procurement Revised medium - to long-term Financial Outlook reassessed the various risks to the Council’s short, medium - and longer-term financial sustainability. Refreshed medium term outlook was reported to Council on 25 September 2025 and outlined the immediate financial concerns and plans to address these, including savings, and managed use of reserve balances; however, as the position continues to develop and evolve, close monitoring will be required to ensure that the Council manages costs in the short term and fully appreciates the longer term consequences of actions taken to address short-term risks. Committee reports of this nature cover a wide range of current and future financial and economic factors e.g., Strategic Economic and National Policy Context, Cost Pressures, Pressures on Income and Mitigation Strategies to deal with such uncertainties. Bi-annual Medium-term budget gap / financial outlook Substantial Dir. of FARs; Head of Finance and Procurement A well-developed and embedded budget planning, budget setting and budgetary control system is in place throughout the organisation, and this informs members and officers regarding financial performance and stability. This facilitates robust and transparent Annual Revenue Estimates report, Financial Strategy planning, Substantial
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37 | Page PUBLIC decision making and incorporates an escalation process with regards budget management issues which may arise. The Council will consider the 2026/27 budget on 26 February 2026. budget monitoring reporting Dir. of FARs; Head of Finance and Procurement; Budget holders and Finance Team Proactively planning for the future by identifying and agreeing a series of savings targets over the medium term. It remains the case that savings will continue to require be generated at scale to ensure the ongoing financial sustainability of the Council. There is close financial monitoring of the agreed savings to ensure that they are delivered within the agreed timescales, or where this is not possible, to understand and reschedule planned delivery to achieve the associated objectives. Monitoring is undertaken via a combination of financial and operational measures, actions and related update reports. Year- round / Ongoing Board papers, budget monitoring reports Substantial CMT The CMT now has a regular formal focus on financial sustainability, and quarterly as a Financial Sustainability and Transformation Board. These spotlight director-led savings and any associated policy changes or risks for discussion. Quarterly Board papers, budget monitoring reports Reasonable Dir. of FARs; Head of Finance and Procurement; Finance Team Managing the level and use of reserves has been a key tool in addressing the costs of the pandemic, therefore the planned use of reserves in the medium term, and the Council’s Capital Investment and Treasury Management Strategy, are key to ensuring ongoing financial sustainability. Year- round / Ongoing Financial Strategy / Balances Tracker Reasonable Audit Risk and Scrutiny Board Reports and publications from Audit Scotland in relation to the Local Government financial outlook, financial planning and related developments and improvements are supplemented with a Renfrewshire context report, with both reports being submitted to the Council's Audit Risk and Scrutiny Board. Board cycle Audit, Risk and Scrutiny Board reports Limited Dir. of FARs; Head of Finance and Procurement Regular review of HSCP financial position along with HSCP colleagues (please refer to new related risk CRR25.04.07) Quarterly IJB Board Reports, financial monitoring discussions Reasonable Response Terminate Tolerate Treat* See Action Log Below Transfer Take տ տ ց տ տ Action (SMART – Specific, Measurable, Achievable, Realistic, Timebound) Action code Action Responsible Officer/s Due Evidence of completion Progress Monitoring Key Achieved On target Slippage-recoverable Unlikely to achieve 03/26 06/26 09/26 12/26 03/27 06/27 09/27 12/27 03/28 CRR25.04. 10 Directorate savings targets 2025/26 to 2027/28 CMT 31- Mar-28 Budget monitoring
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38 | Page PUBLIC Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source CRR.26.04.14 Information demands and deadlines Significant volumes of enquiries (FOIs, EIRs, SARs, Complaints from public/ residents, elected members, MPs and MSPs), all requiring responses to be managed, responded to timeously and actions be planned and taken. W e are now also experiencing the negative impact of AI on volume, complexity and length of requests and the speed with which requesters and complainers are seeking reviews and appeals. SIRO (Director of FARs) Increasing use of AI to lodge requests, to complain/appeal Increasing numbers of requests Increasing complexity of requests Category: Event Information and Communication Unable to keep pace with requests, and deadlines missed Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) No./ vvolumes of requests/ comparison year on year Services impacted as resources/ focus diverted to requests. Potential errors in information disclosed, failure to meet statutory deadlines, reputational damage, and potential fines. Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 04 04 16 [High] Effectiveness (Assurance) Sub/Reas/Limited Who What and Why Freq. CMT Monitors FOI/ EIR and SARs information report to track corporate compliance and identify any areas of concern and mitigations required. Ongoing Performance against targets Reasonable Services Directors Monitor Councillor, MP and MSP enquiries to track compliance with timescales, identify any areas of concern and any mitigations required Ongoing Performance against targets Reasonable Head of Policy and Partnerships Monitor corporate complaints performance to track compliance with timescales, identify any areas of concern and any mitigations required Ongoing Performance against targets Reasonable Head of Policy and Partnerships Audit of corporate complaints Annually Performance against targets Reasonable SIRO; Managing Solicitor (DPO) Reviewing stats, DPO complaints, FOI review process (DPO complaints and reviews as received and 20 working days to respond) Ongoing Discussion/ assurance only Reasonable Response
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39 | Page PUBLIC Terminate Tolerate Treat* See Action Log Below Transfer Take տ տ ց տ տ Action (SMART – Specific, Measurable, Achievable, Realistic, Timebound) Action code Action Responsible Officer/s Due Evidence of completion Progress Monitoring Key Achieved On target Slippage-recoverable Unlikely to achieve 03/26 06/26 09/26 12/26 03/27 06/27 09/27 12/27 03/28 CRR.26.04. 14a Explore the potential to streamline the FOI and SAR process by implementing centralised electronic searches for information requested. Head of Digital and Transformation TBC Solution ruled in or out.
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40 | Page PUBLIC Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source CRR26.04.15 Reduction in Teacher Class Contact Time (The 21-hrs Commitment) This Scottish Government policy reduces teachers’ maximum weekly class contact time to 21 hours, aiming to address workload pressures, improve teacher wellbeing, and support retention while maintaining educational standards. Partial funding only is in place. Director of Children’s Services Insufficient detail, recruitment challenges, lead time and flexible funding for implementing the ’21-hour’ changes. Category: Event Programmes and Projects Recruitment difficulties in the sector and unable to meet its statutory duties regarding education Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) Workforce and recruitment data Financial landscape Operational readiness Impact on children’s outcomes, delivery of statutory duties and increased financial pressures Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 03 04 12 [High] Effectiveness (Assurance) Sub/Reas/Limited Who What and Why Freq. Short Life Working Group Monitoring project milestones to ensure we keep on track the key workstream areas as identified below. Monthly Status of workstream plan actions (Work in Progress) Response Terminate Tolerate Treat* See Action Log Below Transfer Take տ տ ց տ տ Action (SMART – Specific, Measurable, Achievable, Realistic, Timebound) Action code Action Responsible Officer/s Due Evidence of completion Progress Monitoring Key Achieved On target Slippage-recoverable Unlikely to achieve 03/26 06/26 09/26 12/26 03/27 06/27 09/27 12/27 03/28
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41 | Page PUBLIC CRR26.04.15a Deliver on all actions within the wworkforce planning and recruitment project workstream W orkstream Lead Aug 27 (P) Aug 29 (S) Workstream meets all milestones CRR26.04.15b Deliver on all actions within the ffinancial planning project workstream W orkstream Lead Aug 27 (P) Aug 29 (S) Workstream meets all milestones CRR26.04.15c Deliver on all actions within the ttimetabling and operational readiness project workstream W orkstream Lead Aug 27 (P) Aug 29 (S) Workstream meets all milestones CRR26.04.15d Deliver on all actions within the sstakeholder engagement project workstream W orkstream Lead Aug 27 (P) Aug 29 (S) Workstream meets all milestones CRR26.04.15e Deliver on all actions within the mmonitoring and evaluation project workstream W orkstream Lead Aug 27 (P) Aug 29 (S) Workstream meets all milestones CRR26.04.15f Deliver on all actions within the ccontingency planning project workstream W orkstream Lead Aug 27 (P) Aug 29 (S) Workstream meets all milestones
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42 | Page PUBLIC Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source CRR.26.04.16 Workforce planning, recruitment & retention The workforce planning risk is captured by our model for business-as-usual risk, however a live issue exists in relation to recruitment and retention challenges for particular roles, such as trades, various professional services, social services, and various housing services. Head of People and Organisational Development (But noting that all Heads of Service have a responsibility here) National shortage in the UK labour market for certain jobs/ roles/ professions, combined with public sector challenges in competing with commercial sector salaries Category: Event Employees and Service Users Challenges for specialist recruitment campaigns Potential loss of key personnel Difficult to recruit and/ or retain certain roles, suitably qualified skills and officers Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) Turnover within service areas Exit questionnaire data Recruitment metrics Implications for service delivery, compliance, advisory, investigative and assurance work Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 04 04 16 [High] Effectiveness (Assurance) Sub/Reas/Limited Who What and Why Freq. Head of People & OD Monitoring with reporting twice yearly to the FRCS Board. 6 mthly Board Reports on People Strategy Progress and People Metrics Reasonable Corporate Workforce Planning Grp Managing and implementing the Corporate Workforce/ People Strategy Ongoing Board Reports on People Strategy annual progress Reasonable Head of People & OD Using data analytics to look at areas of risk, trends both recruitment and attrition Ongoing People Metrics Reports Reasonable Head of People & OD Ensuring we hire the right people in the first place by having solid recruitment methods Ongoing Regular reviews to Recruitment Policy and People Metrics – Turnover data and Mainstreaming Equality Statutory Reports Reasonable
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43 | Page PUBLIC Head of People & OD Creating opportunities for development Mandatory training/Leadership Development and People Development Programmes Reasonable All managers Offering workplace flexibility which can help enhance work life balance, and burnout Ongoing Flexible Working Provision and supportive policies, Programme of Health & Wellbeing, Employee Engagement Surveys / Turnover trends Reasonable Head of People & OD Partnering with employability, community, and further/ higher education programmes to support the Council as an employer of choice Graduate Apprenticeships, Supporting DFN Project Search / Keeping the Promise Partnership Work Reasonable Head of People & OD Taking different approaches to advertising hard-to-fill roles, such as advertising through Chartered Institute of Housing recruitment Ongoing To be confirmed To be confirmed Response Terminate Tolerate Treat* See Action Log Below Transfer Take տ ց տ տ տ
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44 | Page PUBLIC Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source CRR.26.04.17 Administering elections Ongoing election preparedness is important to respond to snap elections or by-elections. If we are not prepared and do not monitor on an ongoing basis the supply chain relied upon could struggle to deliver the administration of an event. The council however has a highly experienced group of staff to lead and deliver workstreams that support each electoral event with integrity. Planned: 2026 – Scottish Parliament 2027 – Local Government Unplanned: Snap elections By-elections Head of Corporate Governance Different types of electoral events involve different processes and procedures, and the supply chain for key processes is limited to a few companies across the UK. In addition, electoral events see a period of increased risk in terms of cyber security threats. Category: Event Programmes and Projects An adverse event which has a material bearing on the administration and/ or integrity of an electoral event Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) Track record in administering elections Results in question; Reputational impact for all involved; Possible additional financial costs. Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 02 04 08 Mod Effectiveness (Assurance) Sub/Reas/Limited Who What and Why Freq. Elections Board Monitoring project plans, milestones, risks, budgets for each electoral event to ensure we are on track to deliver on time Routine approach Project Reports Substantial W’stream leads Delivering workstreams (logistics, contingency planning etc), to ensure preparedness Routine approach Board agendas Substantial Elections Team Ensuring experienced colleagues appointed to the Elections Team to reduce risk of potential error Routine approach Skills/ experience Substantial Elections Team Engaging with Electoral Commission and Elections Management Board for Scotland to ensure rules are understood/ clarified and incorporated in training Routine approach Briefings Substantial Elections Team Training for all involved to ensure rules, roles and actions are understood Routine approach Training data Substantial Elections Team Monitoring of supply chain to ensure resilience Ongoing Board agendas Substantial ICT Monitoring of cyber risk to minimise cyber threat and facilitate cyber resilience Routine approach Project Reports Substantial Response: Terminate Tolerate ܈ Treat* See Action Log Below Transfer Take
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45 | Page PUBLIC Context Risk Detail Ref, Title, and Narrative: Risk Owner/s: Cause/ Source CRR.26.04.18 Renfrew Bridge The Council owns and operates a complex, firstǦofǦitsǦkind opening road bridge over the River Clyde, which must operate continuously (24/7), to balance the needs of road users, river traffic and community safety. This is compounded by challenges in maintaining specialist staffing cover, increasing maintenance and insurance costs, fluctuating volumes of river traffic outside Council control, and heightened public and economic expectations regarding connectivity and regeneration benefits. Head of Climate, Public Protection and Roads Technical and complex operations, technical skills requirement and some potential unforeseeable factors. Category: Event Employees and Service Users A prolonged adverse technical, safety or operations incident which results in the bridge being unavailable Key RISK indicators: (metrics linked to cause/ effects) Effect (Council and/ or Community Plan) Tracking of any bridge downtime Tracking of any formal complaints Tracking of any safety incidents Tracking of compliance with Peel Port requirements Disruption to road users and river traffic; potential liability for costs linked to vessel delays; financial loss through reactive repairs, claims, rising maintenance or insurance costs; reputational damage; and negative impacts on connectivity, economic activity and investor confidence in the area. Controls, Analysis and Evaluation Current Controls Key CONTROL Indicators Likelihood (of EVENT) Impact (of EFFECT) Evaluation 03 03 09 Mod Effectiveness (Assurance) Sub/Reas/Limited Who W hat and Why Freq. Bridge Team Operating the Bridge as per the procedures and legal agreement with Peel Port (opened to road traffic in May 2025). Ongoing Instances where bridge has failed to operate. Instances of any repairs not meeting defect repair targets Substantial Bridge Manager Ensuring Bridge operatives are trained for full operations as well as all aspects of health and safety and public safety Ongoing Training records, including mandatory/ essential training stats Substantial Bridge Team Ensuring effective Emergency Procedures should a vessel travelling inbound be unable to pass under the bridge and require berthing in the adjacent purpose-built layby dock Annual Number of occasions this procedure was used. Reasonable
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46 | Page PUBLIC Bridge Team Providing clear and accurate comms (Road traffic comms, Variable Message Signs across road network, website and Whatsapp group, live information on when the bridge is available / unavailable to road traffic. VHF Radio used to speak to Harbour Authority and Pilots. Ongoing Visits to webpage WhatsApp group member levels Suggestions/ complaints records. Substantial Bridge Manager Monitoring of the Maintenance Contract in place Annual Service Reports Unplanned maintenance stats Annual Contract KPI review Substantial Infrastructure & Transportation Manager Ensuring regular Bridge Board meetings with Peel Port, emergency services and neighbouring Councils to allow Stakeholders to voice any concerns Quarterly Status of any agreed actions Substantial Bridge Manager Keeping contingency plans in place and under review, including ability to operate in manual mode to allow unrestricted movement, or use of alternative routes. Annual (Contingency only) Reasonable Response Terminate Tolerate Treat* See Action Log Below Transfer Take տ տ ց տ տ Action (SMART – Specific, Measurable, Achievable, Realistic, Timebound) Action code Action Responsible Officer/s Due Evidence of completion Progress Monitoring Key Achieved On target Slippage- recoverable Unlikely to achieve 03/26 06/26 09/26 12/26 03/27 06/27 09/27 12/27 03/28 CRR26.04.19a Refresher of training for existing Bridge Operators Bridge Manager May 2026 Refresher Training Completed CRR26.04.19b Complete the annual review of procedures or documents. Bridge Manager June 2026 Review completed CRR26.04.19c Ensure contracts due for renewal are completed on time Bridge Manager June 2026 Contracts awarded
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47 | Page PUBLIC Appendix 3: Service Risks Risk (Cause and effect) Risk Capture † Service RR † Project RR † H&S PLAN Evaluation o Low o Moderate o High o Very High Means of Monitoring o Board Risk-Reporting o SIP o Project Board o H&S Planning Group Notes Chief Executive’s Service Children’s Services (1) Future school capacity planning If demand projections are not sufficiently robust there is a risk that the learning estate will be insufficient over the longer term Service RR High Board Risk-Reporting Robust demand projections (core projection, potential upper scenario and a long-term view) for scale and timing of short- term peak demand to inform decisions. Process and arrangements to support and provide detailed monitoring and updates to projections, for updates to actual data sets to facilitate a continual re-assessment of longer-term trend and likely requirements/ decision point required in relation to deployment of potential additional interventions. Options identified to deliver, if required, additional capacity (both temporary capacity and permanent long-term capacity) to ensure the council can respond appropriately to the potential for upper end demand scenarios and or temporary demand peaks to emerge. A new learning estate strategy has been approved by Elected Members, and this will be the blueprint for future decisions and developments (2) Temporary Funding Streams ending A number of service funding streams are coming to an end in the next two years. This will impact on the continuation of projects and programmes, staffing, services and goods which are linked to the service priorities such as closing poverty related attainment gap, improving mental health and wellbeing and delivering whole family wellbeing. Service RR High Board Risk-Reporting There are a number of funding streams which are ending in March 2026 including the Scottish Attainment Challenge and Pupil Equity Fund. Exit planning and the sustainability of projects has been regularly discussed at portfolio board meetings and as part of the Quality Improvement Framework in schools. (3) Pupil Attendance and Exclusion monitoring Pupil attendance in school has been declining over a number of years. This is due to a number of factors such as the impact of covid, inequalities, additional Service RR High Board Risk-Reporting This is a national issue which is being monitored on a monthly basis at DMT. Effective strategies and interventions are in place to support and improve attendance of identified children and young people. A number of our schools are participating in a
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48 | Page PUBLIC Risk (Cause and effect) Risk Capture † Service RR † Project RR † H&S PLAN Evaluation o Low o Moderate o High o Very High Means of Monitoring o Board Risk-Reporting o SIP o Project Board o H&S Planning Group Notes supports needs and poor mental health and wellbeing. As a result, this can impact on pupil attainment, achievement as well as health and wellbeing. At the same time, the service in monitoring exclusion rates across all establishments with a view to these reducing. national pilot developed by Education Scotland. There is an Emotional Based School Avoidance working group led by REPS developing a response to this issue locally. (4) Addressing Violence and Aggression Following feedback from staff and regular monitoring of data, the number of violent and aggressive incidents across the service has significantly increased and this poses a risk to children, young people and staff safety. It can lead to absence of children and young people which can have an impact on attainment, achievement and a sense of belonging. It can also have a significant impact on staff absence and wellbeing. Service RR High Board Risk-Reporting Work is ongoing to monitor violence and aggression in all establishments. A policy was recently launched as part of the support to colleagues and data is regularly reviewed from Business World. Strategies and interventions are in place to support the de-escalation of incidents. Addressing violence and aggression in the classroom must be considered in the context of Getting it Right for Every Learner. (5) Additional Support for Learning Establishments are reporting increased additional support needs and as a result require additional resource and staffing capacity to support needs all of learners within existing budgets. If needs are not supported, children and young people will not thrive in their learning and can also have an impact on wellbeing and sense of belonging. Service RR High Board Risk-Reporting Recent engagement sessions took place with staff to better understand the issues and potential solutions for schools going forward. (6) Portfolio Management Unintended delays in progress in each of the three portfolios listed below will impact on our ability to ensure that children and young people thrive, learning and achieve: 1. Curriculum, learning, teaching and assessment. 2. Inclusion; and 3. Families and Communities Project RR Moderate Board Risk-Reporting Effective governance arrangements are in place with oversight, leadership and direction being provided by the Portfolio Governance Board which meets on a monthly basis. The three portfolio groups provide updates to the Board. (7) Availability of Alternative Care Placement (Foster Care and Residential Care) This could result in a higher level of risk being managed within the community. Service RR Moderate Board Risk-Reporting Case managed by Social Work Management Teams with contingency plans in place.
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49 | Page PUBLIC Risk (Cause and effect) Risk Capture † Service RR † Project RR † H&S PLAN Evaluation o Low o Moderate o High o Very High Means of Monitoring o Board Risk-Reporting o SIP o Project Board o H&S Planning Group Notes (8) Home to School Transport (ASN and Mainstream) Rapidly increasing costs and contractor availability places additional pressure on the Service and Council to deliver this provision. This is coupled with the increasing number of children and young people with ASN and expansion of Gaelic schooling provision. Service RR Moderate Board/Committee Risk -Reporting Renfrewshire Council currently provides home to school transport with primary school pupils provided with home to school transport if they live 1 mile or more from their catchment school, and secondary school pupils can access home to school transport at 2 miles or more. Home to school transport is also provided for pupils with no safe walking route to school, with particular medical issues and with some additional support needs. (9) Education Reform The Scottish Government is leading on an education reform which will have a systemic impact on education governance, accountability and leaner outcomes. As a result of the reform, there will be systemic changes to the education system. Local authorities will need to respond and adapt to the reform recommendation. Service RR Moderate Board Risk-Reporting Education reform in Scotland refers to a programme of structural, curricular and assessment change led by the Scottish Government to improve outcomes for learners, strengthen accountability, and modernise how education is governed, inspected, and assessed across the system (from early years to senior secondary and post school learning). Change resulting from the reform At system level, the greatest risks are associated with the following: •Pace versus capacity; •Affordability versus ambition •Coherence versus accumulation of change Effective mitigation depends on sequencing, workforce support, governance, and sustained stakeholder engagement. Environment, Housing and Infrastructure Services (10) Commercial Vehicle and Operators License Renfrewshire Council requires its fleet of vehicles to be effectively managed, otherwise there could be sustained impact in several areas including community care, housing maintenance and repairs, Neighbourhood Services and waste collection. Service RR High The fleet comprises around 500 vehicles including heavy and large goods vehicles, light vans and cars. The council implements a range of governance and operational measures to ensure ongoing vehicle operator licence compliance. External auditors carry out ongoing 6 monthly reviews of the operator’s compliance licence. (11) Review of electric vehicle (fleet) infrastructure Risks associated with the installation of charging facilities were managed during the related installation projects. There is however a need to review any residual risks that remain in relation to the siting, Service RR High The Council’s electric vehicle fleet comprises 99 vehicles, supported by a structured programme of safety, servicing, and maintenance to ensure continued operational readiness. All EV charging infrastructure is electrically tested at commissioning by a competent EV contractor and is serviced annually under the
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50 | Page PUBLIC Risk (Cause and effect) Risk Capture † Service RR † Project RR † H&S PLAN Evaluation o Low o Moderate o High o Very High Means of Monitoring o Board Risk-Reporting o SIP o Project Board o H&S Planning Group Notes inspection, and maintenance of the facilities, to further reduce any risks to people or property within their vicinity. existing warranty and maintenance arrangements. The wider backǦoffice system, communications platform, and maintenance contract for the EV charging network are currently under review, with a revised specification to be issued for tender within the next month, offering threeǦ or fiveǦyear terms with options for extended warranty cover. Chargers are also remotely monitored for faults, with onǦsite attendance arranged where issues cannot be resolved through backǦoffice diagnostics, ensuring the infrastructure remains safe, compliant, and reliable. (12) Tree Fall and Ash Die Back & Larch Infection With the emergence of Ash Die back in the UK there is now an increased potential for public injury and property damage, awards against the Council, reputational damage and statutory notices Service RR High The primary driver of this risk is the widespread outbreak of Ash Dieback across the UK, which has resulted in a substantial number of trees in Renfrewshire requiring removal. Mitigation measures have been implemented to identify diseased trees and to plan their removal through a structured approach. This includes assessing and prioritising locations where the risk is greatest— such as trees situated close to frequently used public areas, roads, paths, and buildings, and those that are large or mature enough that partial or total failure could cause significant damage. (13) Alcohol, drugs or prescription medication impacting employee performance If the Council is unable to identify employees whose performance is impaired by alcohol, drugs or prescription medications when driving or operating machinery, this could lead to an adverse event with impact on employees, service users, and/ or local citizens, and the Council’s Commercial Vehicle and Operator's Licence. Service RR High The Council fleet currently includes around 75 LGVs (Large Goods Vehicles) and social transport buses. The current corporate policy will be reviewed to clarify ways in which we can identify employees who need support for their own wellbeing, and the general safety of themselves and others when operating equipment (14) Housing renewal and regeneration programme Risks associated with delivering £100m regeneration and renewal programme Project RR High Risk Registers have been produced for each project and are regularly reviewed to identify, manage and mitigate known risks associated with the programme. (15) Housing IT System Replacement Programme Project RR High Renewal of main system dealing with Housing Services, Housing Asset Management and Homeless Services.
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51 | Page PUBLIC Risk (Cause and effect) Risk Capture † Service RR † Project RR † H&S PLAN Evaluation o Low o Moderate o High o Very High Means of Monitoring o Board Risk-Reporting o SIP o Project Board o H&S Planning Group Notes Ensuring replacement system procured fulfils all requirements and is delivered within target. (16) Housing Landlord Compliance Risk of failing to comply with statutory duties in relation to landlord compliance. This could result in legal penalties, financial losses, reputational damage and potential harm to tenants, staff or appointed contractors. Service RR High Housing Landlord Strategy and six associated policies approved at Communities and Housing Policy Board during 2025 and 2026. Additional policy on damp and mould to be established. Bi-annual Board reports presented to Communities, Housing and Policy Board in May and October, with updates on Landlord compliance. Additional reassurance provided through internal and external audit and scrutiny checks. (17) Housing Investment Programme Risk to delivering approved capital investment programmes and ensuring stock complies with statutory and regulatory standards. Project RR High Risk Registers have been produced for each project and are regularly reviewed to identify, manage and mitigate known risks associated with the programme. (18) Disposal of Coal Tar Coal tar is now classed as hazardous waste material. There is consequently a knock-on risk to the council’s resurfacing scheme with some moderate delays in only a few locations as alternative solutions are developed. Service RR Moderate Once detected, it is moved from resurfacing to another treatment type which ensures the material remains in-situ. We test all roads / footways in advance of our Roads Capital programme. For the resurfacing programme 26/27, the coal tar testing has already taken place and we have the results. Resurfacing is only taking place in carriageways where no coal tar has been detected. (19) Implementation of Local Heat and Energy Efficiency Strategy Key risk is reputational damage if the Council does not deliver on their Local Heat and Energy Efficiency Strategy and Local Heat and Energy Efficiency Delivery Plan. Both Strategy and Delivery Plan have been published. Work has commenced on the Delivery Plan. Project RR Moderate We have established an LHEES working group that has a wide mix of disciplines represented. Activity is underway to support delivery of the plan across our domestic and non-domestic buildings. One key project is the ongoing development of an outline business case for the creation of a new district heating network within Renfrewshire. (20) Risk that waste and recycling contractors are unable to accept waste materials Service RR Moderate Arrangements are in place to address this risk through our procurement process. Work is on-going to explore the opportunities which may exist to develop a Waste Transfer Station for handling this material. Finance and Resources Services
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52 | Page PUBLIC Risk (Cause and effect) Risk Capture † Service RR † Project RR † H&S PLAN Evaluation o Low o Moderate o High o Very High Means of Monitoring o Board Risk-Reporting o SIP o Project Board o H&S Planning Group Notes (21) DW P subsidy – potential income loss The migration of customers from Housing Benefit to Universal Credit makes housing benefit accuracy increasing challenging due to the decreased volume of claims, increased complexity of claims and overall reduction in HB expenditure - and this means that the council could be at much higher risk of being impacted financially through subsidy loss. Service RR High (4x4) Board risk reporting Risk controls and mitigating actions are currently being actively considered.
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53 | Page PUBLIC Appendix 4: Business-as-Usual Risks The council has 12 areas of risk monitored via BaURAM © Renfrewshire Council. Each Head of Service (and other officers who report directly to a Service Director), undertake an annual self-assessment against a set of questions for each risk and indicate what level of assurance they can provide in relation to how they and their teams perform in these areas. The image below shows the system output for 2025/26, and this compares favourably with the 2024/25 outputs. The CRMG monitors a performance target of 95% module responses providing reasonable or substantial assurance. The KPI for the year is 99.5%. It should be noted that the corporate risk function reports here on system outputs, whereas the Interim Chief Auditor will report separately on the quality of responses and levels of assurance, in discussion with individual Directors regarding the annual assurance statement A reminder of what the modules cover is provided overleaf.
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54 | Page PUBLIC While these are the council’s business-as-usual risks, where there is recognised need for specific corporate action in any of these aspects of risk, these are escalated from time to time to the corporate risk register. An example of this is nos. 2 and 7 below. Aspects of these risks are reflected not only within the risk assurance model bbut are also reflected in the corporate risk register. BAU RISK AREA ENCOMPASSING BAU RISK AREA ENCOMPASSING 1. Community & public safety Child and adult protection Serious and organised crime (external) 2. Asset management Statutory compliance Arrangements for void properties Fleet and other infrastructure ICT hardware and software assets and responsibilities 3. People wellbeing & development Staff health and wellbeing Training and development Corporate and local induction 4. Information handling GDPR compliance Information asset management Information security Records management 5. Health, safety & managing adverse events Staff incident recording RIDDOR arrangements Incident monitoring and trends analysis 6. Programme and project management Governance Compliance with industry standards/ adopted methods 7. Organisation resilience Business continuity: - Staffing resource - ICT and/ or power outages - Facility issue - Cyber security 8. Partnership management Partnership registers Agreements Liabilities 9. Financial control and governance Authorities and delegation Budgeting and accounting Conflict and whistleblowing Insider threat and crime Counter fraud 10. Service planning and performance monitoring Customer engagement Public/ stakeholder engagement KPI trends analysis Links to risk management and service improvement 11. Procurement and contract management Standing orders Roles and responsibilities Monitoring & Performance Mgt 12. Complaints, comments and claims handling Compliance Trends analysis Links to service improvement [Item End]