Risk Report Nov_2024__FINAL
Renfrewshire Council · 4 November 2024
Back to Audit, Risk and Scrutiny Board — 4 November 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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___________________________________________________________________ To: Audit, Risk and Scrutiny Board On: 4 November 2024 ___________________________________________________________________ Report by: Director of Finance and Resources ___________________________________________________________________ Heading: Risk Report, November 2024 ___________________________________________________________________ 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, at the mid- year point. 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 ________________________________________________________________________________ 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 May 2024 were: Strategic Risks: Very High Economy 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 Corporate Risks: Very High Successful Cyber Attack Very High Financial sustainability High Asset management - ongoing High Commercial vehicle & operators license High Financial Stability High Delivery of the Dargavel solution High Organisational learning from Dargavel High Workforce planning, recruitment, and retention High Delivery of homeless duties Moderate Administering elections Moderate National Care Service - governance and financial implications
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3.2 The strategic and corporate risk profile for the council in terms of its longer-term or imminent risks was as shown in the matrix below: Evaluation: Low Moderate High Very High Total LT or Imm Strategic Risks: 00 00 03 02 05 LT or Imm Corporate Risks: 00 02 07 02 11 3.3 Risks are evaluated using the Council’s adopted risk matrix; this involves multiplying the likelihood of a risk occurring by its potential impact. Risks are then evaluated as either ‘low’ (green), ‘moderate’ (yellow), ‘high’ (amber) or ‘very high’ (red). 3.4 It was noted that all service departments were revisiting their risk profiles on an ongoing basis to ensure good visibility of all risks across services. This work being captured in Appendix 3. 3.5 In recent weeks, the Corporate Risk Management Group has worked with service colleagues and risk owners to ensure risk information is readily available for this mid-year progress report. 3.6 The movement in risk profile since the May risk report to Board is summarised as follows: - Risks added/ NEW Strategic/ Corporate/ Service – nil report - Risks remaining, where scoring has Strategic/ Corporate/ Service – nil report - Risks remaining, where scoring has Strategic – nil report Corporate – nil report Service – RAAC in the learning estate - remedial works have almost completed, and the score is reduced to a low, acceptable risk, and is being removed from this report for local monitoring by Environment, Housing and Infrastructure (EHI) Services until completion. - Risks escalated from service/s to strategic or corporate - Nil report - Risks escalated from 'business as usual’ to strategic or corporate - nil report - Risks removed or de-escalated to service Strategic – nil report Corporate o The two risks relating to Dargavel (both high) have now been removed with any ongoing actions being monitored through business-as-usual activities or service risk registers. For example, future school capacity planning features on the Children’s Service risk register. o Following external review of the council’s fleet operations, the risk (high), relating to the Commercial Vehicle and Operators License has been de- escalated to EHI service. o Administering elections, the risk (moderate) is de-escalated to Finance and Resources service. The next scheduled election is 2026 however election preparedness is ongoing. Service – RAAC, as above.
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- Horizon Scanning and other points of note Firstly, in May, we highlighted three potential areas of risk on our radar that we were currently monitoring for possible addition to appropriate risk registers. At this mid-year review, the following updates can be noted. - Increasing public interest around the process of council decision making This had initially been brought to the Corporate Risk Management Group’s attention following a petition for judicial review lodged with the Court of Session regarding Mirin and Milldale services. The petition was subsequently withdrawn. In addition, the recent Accounts Commission report (a follow up to the Section 102 notice), did not draw out any further concerns, and so with this in mind, the risk will not be added to the corporate risk register and will hereafter be removed from this section of the report. - Emerging duties and current uncertainty around implications This was previously debated in relation to examples in scope which included the United Nations Convention on the Rights of the Child (UNCRC), the new equalities duty, and consumer duties. Since the previous risk report the UNCRC legislation has come into place and council papers have required to have UNCRC implications captured. Implementation and monitoring of other duties and their potential implications are still being monitored for risk, by the relevant lead services. - The increasing use of artificial intelligence (AI) In May we had noted that we were seeking to better understand the risks that AI might pose to council operations and reputation. Dis/misinformation and impact on council reputation as a trusted voice amongst stakeholders and communities is where we may be impacted and so this continues to be on our radar at present. In terms of the use of AI within the council, there is very limited use at present. Secondly, there are two specific care related matters we are closely monitoring. - The proposed National Care Service – governance and financial implications. This is, has been, and indeed continues to be recorded as one of our corporate risks. With COSLA’s recent withdrawal of support for the Bill in its present form, the situation is now more uncertain than before. There is no change to the scoring at present, but the shift in context is highlighted here. - Health and Social Care Partnership - financial stability As reported on 13 September to the Renfrewshire Integration Joint Board Audit, Risk and Scrutiny Committee, there is an increasing likelihood that the Integration Joint Board may require to enter financial recovery in the next financial year. This risk is now reflected within the context for the council’s financial sustainability risk and there is close monitoring of the position between senior council officers and colleagues in the HSCP, and the risk of knock on financial and service delivery risks that may arise should the position deteriorate. 3.7 With all of 3.6 in mind, the risk strategic and corporate risk profile is therefore now as follows: Evaluation: Low Moderate High Very High Total LT or Imm Strategic Risks: 00 00 03 02 05 LT or Imm Corporate Risks: 00 01 04 02 07
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3.8 Appendix 1 provides the detail for 05 longer-term or imminent strategic risks. Appendix 2 provides the detail for 07 longer-term or imminent corporate risks. Appendix 3 provides the detail for 20 longer-term or imminent service risks. Appendix 4 provides the assurance levels (to date) for business-as-usual risks. 3.9 The strategic and corporate risks are aligned with the council plan themes that were approved in 2022. Strategic Moderate riskVery high risk Economy Reducing inequalities High risk Migration and asylum related impacts Global environmental sustainability and route to Net Zero Strategic sustainable planning for people and assets Corporate Moderate risk National Care Service Very high risk Successful Cyber Attack Financial sustainability High risk Asset management - ongoing Financial Stability Workforce planning, recruitment and retention Delivery of homeless duties
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__________________________________________________________________ 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: • 19 – protection from violence • 34 – protection from sexual abuse • 35 – protection from sale and trafficking • 36 – protection from exploitation 14. Cosla Policy Position – not relevant to report recommendations _________________________________________________________ Author: Karen Locke, Risk Manager 14/10/2024 Email: riskmanager@renfrewshire.gov.uk
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5 | P a g e Appendix 1: Strategic Risks, longer-term or imminent • ECONOMY – building an inclusive, green and resilient economy Context Risk Statement Owned by Current Controls Likelihood Impact Evaluation SRR.24.01.01 Economy Renfrewshire’s economy faces challenges such as: growing the working age population; more closely aligning the Education and skills provision with the needs of local employers; and achieving a strong and inclusive economy. The risk therefore is that significant economic improvement and upskilling of local workforce is difficult to progress until the current landscape improves and our investment programmes are completed Head of Economy and Development Head of Finance and Procurement Programme Director – City Deal & Infrastructure (1) Capital investment such as investment in housing and heritage assets; supporting Scotland’s investment by identifying and developing opportunities such as AMIDS1 and supporting local businesses seeking to export to new markets (2) Developing skills interventions to address the risks of unemployment, in particular those in low-paid employment, and parents. (3) Support for local businesses to bid for council contracts (4) Support for local businesses to become more carbon neutral 05 05 25 V.High Renfrewshire’s economy has well established strengths in transport (including Glasgow Airport), retail (including Braehead), manufacturing (including significant international exports) and construction and major initiatives such as AMIDs are key to future growth. There is a risk that failure to support economic growth will have a negative impact on residents, businesses, and public services. Action Codes Actions Latest Note Assigned To Date Status CESIP22.01.02 Maximise funding for regeneration of Renfrewshire’s places through grant submissions to external sources including UK and Scottish Governments. The Regeneration and Place Team have successfully secured funding through various external sources. Between 21/22 and 25/26 it has been allocated £2.9m from the Place Based Investment Fund for capital regeneration projects. Between 22/23 and 23/24 we have received £1.5m in funding for capital and revenue regeneration spend from the Shared Prosperity fund. The Council has consistently been successful in RCGF funding applications, most recently receiving £800k in funding for the PACE theatre project. Four applications have been submitted this year for the 24/25 allocation. We were invited to Stage 2 for two of these applications, which were duly submitted in November 2024. An application was also submitted this year to the Scottish Governments Vacant and Derelict Land Investment Programme (VDLIP) and again we were successful in progressing to Stage 2, with a further application submitted in November. However, all these applications have subsequently been put on hold by the Scottish Government indefinitely whilst a decision is made on the regeneration grant funding as a whole. However, due to funding reductions to the Scottish Government’s Regeneration funding, it has recently been announced that both the RCGF and VDLIP schemes have been put on hold indefinitely. Head of Economy and Development 31-Mar- 2026 1 Advanced Manufacturing Innovation District
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6 | P a g e Funding worth £85k has been secured from SEPA to investigate the potential deculverting and environmental enhancement of the Candren Burn in Ferguslie. The Regeneration team will continue to explore external funding opportunities to help deliver our place shaping agenda. CESDP21 - 01 - 27 Monitor benefits of City Deal Projects, including AMIDS, Clyde Waterfront and Renfrew Riverside and City Region wide employment programmes. Monitoring of benefits reported through the City Region PMO is ongoing. Note: City Region wide employment programmes delivered a number of years ago and no longer monitored. Programme Director - City Deal and Infrastructure 31-Mar- 2025 CESDP21 - 01 - 13 The transformation of Paisley on the back of the Action Plan is advancing at pace. Goals such as creating an international culture and heritage destination and acting as a stimulus for property investment, development and re-use has already been realised. A number of significant regeneration projects have successfully concluded (the Town Hall, the Arts Centre and the new Culture and Learning Hub in the High Street). The restoration of the Museum is also currently progressing. The publication of the Paisley Vision document acts as a further catalyst to inspire future development in and around the town centre. The Town Centre Strategies align with the guidance and principles outlined in NPF4. Chief Economic and Regeneration Manager 31-Mar- 2026 CESIP23 - 01 - 02 Work with the development partner and stakeholders to maximise the potential of AMIDS for Renfrewshire Development partner (Buccleuch) now in place with LLP joint venture company now set up. Work ongoing to secure new opportunities at AMIDS. Investment zone bid has been submitted to City Region. Construction of phase 1 which will deliver the next building on site, is progressing through the design phase. Construction of this phase is due for completion in 2025. Branding exercise underway to develop a core brand for AMIDS. This will see the launch of material and a specific website. Work ongoing with strategic advisory group to develop AMIDS further as well as discussions with key public and government agencies for support. Programme Director, City Deal and Infrastructure 31-Mar- 26 CP.22.02.01 Develop an Investment Proposition for Renfrewshire that is clear on our economic ambitions for place Two reports have been commissioned to analyse Renfrewshire’s Growth Sectors. The first highlighted that there are several opportunities which Renfrewshire needs to capitalise on to support the growth of its economy further. The second report aims to reconcile existing priorities, team capacity and skills engaged in the economic development and regeneration functions of the Chief Executive’s Department, with the future opportunities and challenges outlined in the first report and the Council’s Economic Strategy. This report highlights that there is a requirement to grow and increase visibility of Renfrewshire’s inward investment proposition to drive future economic growth and development. A new web page has been created which signposts the area’s Head of Economy and Development 31-Mar- 25
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7 | P a g e main investment locations. (https://www.renfrewshire.gov.uk/article/13818/Renfrewshire- investment-prospectus) Future works includes looking at developing a dedicated investment page on the Invest Renfrewshire webpage. Moreover, a dedicated website to drive investment at AMIDS is being developed and is hoped to be launched later this year. CP.22.02.07 Develop a Community Wealth Building Plan for Renfrewshire Community Wealth Building featured as a key theme in the 2024 Renfrewshire Economy Conference. A workshop on the principles and strategies of Community Wealth was delivered to council colleagues, senior management and local businesses from all sectors as part of the conference agenda, which was supported by the Procurement Team. The workshop provided the opportunity for engagement, discussion, collaboration and practice sharing across colleagues and organisations. Agreed actions from the workshop will be taken forward to form working groups and to inform the next steps in progressing Community Wealth Building in Renfrewshire. A new Community Wealth Building Co-ordinator role has been created to drive forward community wealth as a key development area for Renfrewshire. The Co-ordinator will progress the council’s role as an anchor organisation through strong internal engagement and alignment of Community Wealth Building aims with council policies, practices and work streams. A key focus for the Co-ordinator will be to progress the development of a Renfrewshire Community Wealth Building Partnership. The partnership will collaborate on building resources, identifying new initiatives and raising awareness and engagement of the principles of Community Wealth Building across all of Renfrewshire’s business, communities and people, creating a strong community of practice. Head of Economy and Development with Head of Finance and Procurement 31-Mar- 25 CESDP21 - 01 - 03 Support and grow supply chain management and knowledge exchange among manufacturing SMEs to supply Scottish / UK businesses and global supply chain A key aim of the recent Growth Sectors report is for the Council to identify opportunities for local supply chain growth and development. For the past 18 months the Economic Development and Procurement teams in the council have been developing and delivering a wide range of new supports to local businesses to encourage them to bid for public sector contracts. This builds on existing work with the Supplier Development Programme and Business Gateway support. The main driver of this is work around the Community Wealth Building agenda and the aim of increasing and sustaining local economic growth and also increasing council, and other public sector spend, in the local area. NMIS has recently been approved a £100k allocation from the Business Challenge Fund to support and bring together manufacturing SMEs for innovation development and new productivity models. The programme commences in April 2024 for 12 months. Head of Economy and Development With Head of Finance and Procurement 31-Mar- 2025
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8 | P a g e • PLACE - working together to enhance wellbeing across communities • FAIR - nurturing bright, happy and healthy futures for all Context Risk Statement Owned by Current Controls Likelihood Impact Evaluation SRR.24.02.02 Reducing inequalities in Renfrewshire If we don’t have a coordinated approach to tackling inequalities across Renfrewshire (including for example, the causes and consequences of poverty), this could jeopardise the effort in reducing both the short-term impacts on households but also have wider long-term consequences on attainment and health for people living on low incomes. Head of Policy & Partnerships (1) Fairer Renfrewshire Programme (2) Attainment Challenge and Pupil Equity Funding (3) Strong partnership working (e.g. Community Planning Partnership (CPP). Advice Partnership, Empowering Communities Forum, Improving Life Chances, CPP Board (4) Community Plan identifies ‘Fair’ priorities with associated actions relating to cost of living crisis, addressing the impact of alcohol and drugs, and a just transition to Net Zero. Social Renewal Plan has been developed through a programme of analysis, research, and engagement. 05 05 25 V.High The Council plays a key role in tackling inequalities and providing the best possible services to our communities, particularly those who are experiencing the poorest outcomes. As well as our focus on health and wellbeing, we are also committed to support vulnerable individuals, groups or communities through early intervention and prevention, responding to poverty, supporting routes to employment as well as dealing with welfare reforms. The pandemic is thought to have exacerbated existing inequalities in terms of for example educational attainment, health, poverty and mental health. There is a significant focus on ensuring that people receive the economic and wellbeing support that is needed, with a real opportunity to work in a different way, and to tackle some of the existing inequalities across communities as we do this. The current cost of living crisis impacts disproportionately on particular groups in society. In the short term, significant focus is on supporting food insecurity and supporting people on low incomes to maximise income and seek advice with income and debt management. Action Codes Actions Latest Note Assigned To Date Status CESIP22.03.01 Develop the new Fairer Renfrewshire programme. The Fairer Renfrewshire Sub-Committee has been meeting since August 22 and a Fairer Renfrewshire Officers Group made up of officers from across services is meeting monthly. Work with partners to develop the Fairer Renfrewshire Programme is ongoing. There are four key emerging themes which are shared across all elements of the programme, and these are: •Improving financial security •Advancing equality of opportunity •Building community capacity and resilience •Listening to lived experience The Fairer Renfrewshire Sub-Committee has been meeting since August 2022 and a Fairer Renfrewshire Officers Group from across services is meeting monthly. In March 2023 existing funds were brought together into a single resource for Fairer Renfrewshire at around £5million, and partners are working together to further develop the programme. There are four key emerging themes which are shared across all elements of the programme, under which key projects are being funded: · Improving financial security · Advancing equality of opportunity · Building community capacity and resilience · Listening to lived experience Strategic Partnerships & Inequalities Manager 31-Mar- 2025
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9 | P a g e The new School Support service is now in place across all Renfrewshire secondary schools. This service, provided by Renfrewshire Citizens Advice Bureau (RCAB), embeds advice workers in schools, and referrals can be received by pupils over 16, parents/carers, and school staff. Advice Works is providing a Family Support service to families with younger children, which can be accessed by telephone or online. Both services provide support to maximise family income and both also receive referrals under the new school meal debt processes, which prioritises supporting families. Winter Connections ran for a 2nd year in Winter 23/24, providing opportunities for communities to come together and take part in free activities and including food. This has contributed to wellbeing over the winter. The Fairer Renfrewshire Panel has provided insight in a number of areas including holiday provision in Renfrewshire, with the Panel contributing to the plans for our ‘Summer of Fun’, both for summer 23 and 24, the Council’s new School Meal Debt processes, digital exclusion employability, especially parental employability. CESIP22.03.02 Develop the Trauma Informed and Responsive Renfrewshire Programme Trauma Road map approved by Leadership Board in February 2024 and will now be progressed and implemented on a partnership basis. Head of Policy & Partnerships 31-Mar- 2024 CESIP22.03.03 Deliver the Stigma/Language Matters project. I Am Me were commissioned to deliver a training resource for Council staff on stigma and its impact, with a specific focus on people who use alcohol and drugs. The I Am Me team have engaged with a group of people with lived experience to develop and test the materials. The materials are in the final stage of review and will be available on the Council's iLearn platform within the next quarter, and work is ongoing with colleagues in HR and Comms to promote the new resources and encourage uptake. Work is underway to launch the resource in Summer 2024. The due date has been revised to 30 September 2024 [Q2 update due 15 October] Head of Policy & Partnerships 30-Sep 2024 * * CESIP22.03.09 Carry out an evaluation of the Tackling Poverty programme and develop a transition plan for mainstreaming this work. Work has been underway with services to review projects and to transition to Fairer Renfrewshire funding arrangements, 24/25 funding proposals to be presented to Leadership Board on 1 May 2024. Strategic Partnerships & Inequalities Manager 30-Sep- 2023 CP.22.01.09 Develop new options for services and partners to work together more closely across localities to provide advice and support to local people and develop community capacity. We are progressing new connected communities approach - considering how we develop our ‘front door’ services for people accessing advice and support; exploring family advice services; and developing options for locality working. Head of Policy & Partnerships 31 Dec 25
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10 | P a g e CESIP23 - 01 - 01 Deliver a participatory budgeting framework for the Council This year £1.2M was allocated by Environment, Housing & Infrastructure through their #Youdecide programme. The project delivery is well underway, and an evaluation report is being finalised. The updated CONSUL site for Renfrewshire is now ready to be put into use. Arrangements are being put in place for the Data Analytics teams to manage the site in the interim while a permanent host is agreed. A range of services have undertaken training in CONSUL to enable potential future PB projects to take place within their services. The planning of the £25k PB project for Johnstone Christmas event is ongoing with a steering group including residents being formed and the group are currently planning the initial engagement work. Strategic Partnerships & Inequalities Manager 31-Mar- 24 CP.22.03.08 Take forward the recommendations of the Alcohol and Drugs Commission The Alcohol and Drug Change Programme is in its final phase and during 2024/25 evaluation work will be undertaken and responsibility for governance and oversight will transition to Renfrewshire Alcohol and Drug Partnership. The Programme Board will continue to meet in 2024 until those arrangements have been finalised. As the funding associated with the Programme will also come to an end, decisions will be required as to the future of projects in receipt of test-of-change funding. Qualitative research has been commissioned to support project leads in gathering information about the impact of their work which can support decision making. This research will also help inform the programme evaluation which will be reported in the autumn. ▪ Several projects have been mainstreamed or completed: o The Alcohol and Substance Awareness Education pack is in use in education establishments across Renfrewshire. o The additional specialist training for First Crisis means that specialist support for people using alcohol or drugs is now part of the core First Crisis service. o The Youth Health and Wellbeing pilot has concluded. o Two research pieces on Hidden Harm and Family Support are complete. o The Alcohol Policy post has ended, and elements will be incorporated into a new ADP post. o Connecting and Caring Renfrewshire is near completion, with only the evaluation element to complete. o Recovery Change Fund has concluded. ▪ Several projects have funding remaining and so continue: o MYLA, supporting people to sustain settled housing. o Safeguarding Vulnerable Young People, creating additional pastoral support for a small number of pupils in a Renfrewshire secondary school. Head of Policy & Partnerships 31-Mar- 25
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11 | P a g e o Peer support work as part of CIRCLE. o HARRT, delivering mobile outreach services for those not currently engaged with other services. o Stigma/Language Matters, a training resource for staff. Specific work on trauma is part of the wider Trauma Informed and Responsive Renfrewshire programme. This action will be closed and the final evaluation work and transition to new governance will be reported as part of the Fairer Renfrewshire programme. CP.22.03.02 Work with partners to support Renfrewshire residents through the cost-of-living crisis Fairer Renfrewshire continues to deliver range of supports with partners to respond to the cost-of-living crisis. This includes Summer Holiday Funding, Winter School Clothing grants, schools advice etc. Strategic Partnerships & Inequalities Manager 31-Dec- 23 CESIP22.03.07 Develop mechanisms for supporting individuals with lived experience of poverty to influence policy in this area Fairer Renfrewshire Lived Experience was established over the past 18 months, supported by the Poverty Alliance and Star project. The Panel has a regular programme of meetings and has engaged with services, partners and elected members on issues identified. Officers will continue to work with Panel and ensure there is a strong link to the wider Fairer Renfrewshire programme. Strategic Partnerships & Inequalities Manager 31-Mar- 24 CESIP23.03.02 Develop the Fair Food Renfrewshire strategy. The Fair Food Renfrewshire Steering Group, which met initially in September 2023 has continued to meet. A baselining exercise was carried out to establish the current position within Renfrewshire regarding three priority areas: Working to reduce, then eradicate food poverty, by promoting a collaborative approach across all communities, ensuring a dignified and fair access to healthy and affordable food for all. Increased access and availability of growing grounds in every town and village within Renfrewshire. Widen access and availability to educational opportunities regarding nutrition and cooking skills, and wider use of "home economics" type classes within education, health, and community settings. The survey will inform the Fair Food Renfrewshire Plan, and Renfrewshire is pursuing membership of Sustainable Food Places. Strategic Partnerships & Inequalities Manager 31-Dec- 24 CESIP23.03.01 Deliver targeted programmes of community-based adult literacy and numeracy, ESOL, digital, personal and social development, and family learning activities in response to identified need and as set out in Renfrewshire’s CLD Strategy 2021-24 (CF) 61 courses and activities delivered across Renfrewshire between Jan-March 24, with the following delivered weekly: • 12 numeracy courses for adult learners and families with Fun With Numbers and Talk, Learn & Do delivered in 2 primary and 6 early years campuses. • 10 New Scots groups working on their languages skills and integration into the community though Beginners ESOL classes and conversation sessions, including Community Development Manager 31-Mar- 26
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12 | P a g e a new Craft, Culture and Conversation group established for older Ukrainian refugees in Gallowhill. • 7 adult literacies sessions for people needing help with reading, writing, spelling or numbers both in-person and online. • 18 groups for learners wanting to build confidence, skills and self-esteem with a range of activities including crafting, sewing, singing, gardening and growing and lively discussion-based sessions including an evening tabletop gaming sessions for autistic adults from the Lived Experience group. • 10 digital learning groups including Get Safe Online, Digital Beginners and Digital Life Skills supporting people access technology. • 4family Play and Learn events were held in February on school in-service days for parents and younger children to have fun together with games and creative activities in Southend Action Centre, Bargarran CLD Centre and Glenburn Learning Centre. CESIP23.03.03 Continue to deliver new approaches to Building Communities and identify further new opportunities for locality area-based support which builds community capacity. “Take the Lead” was launched in May 2023 to promote responsible dog walking behaviours, primarily to reduce instances of dog fouling within communities. Dog owners who sign the Pledge agree to adhere to good practices such as picking up after their dog. Signatories receive a free lead, mobile dog fouling dispenser, (bags included) and bandana promoting the Campaign. The Green Spaces, Play Parks and Villages Investment Fund has supported 104 community projects since its launch in 2018. In 2023, 16 projects have been supported including gala days, community gardening projects and community murals. Feedback from communities demonstrates the Team’s support is appreciated and the funds bring neighbourhoods together, as well as deliver physical improvements. Community Development Manager 31-Mar- 26
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13 | P a g e Context Risk Statement Owned by Current Controls Likelihood Impact Evaluation SRR.24.02.03 Migration and asylum related service pressures The pace at which asylum dispersal and refugee resettlement has taken place in Renfrewshire since 2022 has been significant, and beyond anything previously experienced. Partnership governance structures have been established to enable partners to share information and to identify and respond to issues as these emerge. In the short term, these are anticipated to be in relation to potential pressure on local education, health and social care services. There are significant pressure on, homelessness and housing services, given the tightness of the current housing market locally and on children’s social work due to availability of foster care and residential provision. Head of Child Care & Criminal Justice Head of Policy and Partnerships Head of Housing Services (1) The Migration and Resettlement Strategic Group meets regularly to review and discuss developments across all migration and resettlement programmes. This group is comprised of senior officers from across appropriate council services. (2) Asylum Dispersal meetings are held once every two weeks with senior council officers and representatives from the UK Government Home Office and their agent Mears. (3) Liaison Meetings with Migrant Help are held approximately once every six weeks with senior council officers and other partner organisations such as Police Scotland and HSCP. (4) The Renfrewshire Community Protection Chief Officer Group receives regular updates on migration and asylum issues and any emerging issues. (5) The Renfrewshire Community Protection Member Officer Group receives regular updates on migration and asylum issues and any emerging issues. (6) Updates are provided, as required, to the Leadership Board of the council. 04 04 16 High Migration/ Ukraine/ Asylum programmes - this is an area which is developing and could be a potential major issue moving forward. The impact of the conflict in Ukraine is reflected within the Financial Sustainability Risk, but only in relation to pricing volatility and global supply issues. The risk here is wider ranging and includes: - Ukrainian Displaced Persons - Home Office Asylum dispersal programme – use of hotel accommodation in Renfrewshire - – increase in volume and speed of decision making - Unaccompanied Asylum-Seeking Children – new requirement from UK Government for Renfrewshire to provide for children and young people under the National Transfer Scheme - Syrian/ Afghan resettlement programme - Support to ensure effective resettlement to New Scots Action Codes Actions Assigned To Date Status Ongoing Monitoring
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14 | P a g e • GREEN – leading Renfrewshire to Net Zero Context Risk Statement Owned by Current Controls Likelihood Impact Evaluation SRR.24.03.04 Global environmental sustainability and route to Net Zero (Renamed from Climate, Sustainability risk) A key risk to the Council is that it may not achieve its target to become net zero by 2030 in both its own operational emissions and Renfrewshire’s area-wide emissions. Decarbonising our domestic and non-domestic properties and fleet alone will require significant capital investment. In terms of reducing Renfrewshire’s area-wide emissions there are challenges around influencing behavioural changes, and a risk that others do not contribute towards the 2030 target. The climate emergency also brings a risk to the Council in terms of increased frequency of severe weather events may lead to more instances of damage to Council infrastructure and property, interruptions to service delivery and increased demands on services, often with little notice. There is risk to life, transport disruption and pollution to the local environment, as well as impact adversely on the local economy if businesses are unable to operate. The Council has a requirement to provide immediate response and manage the adverse effects of more frequent and severe weather emergency situations, including support to local communities and businesses. Head of Climate, Public Protection and Roads (1) Renfrewshire’s Plan for Net Zero has specific objectives to reduce emissions, and these are included in other key documents such as the Council Plan (2) Governance through the Planning & Climate Change Policy Board (3) Development of Costed Delivery Plans and a Climate Delivery Action Plan. (4) Sustainable Communities Fund – to support local people to develop sustainable projects that will promote or improve community collaboration, health and wellbeing, local spaces, economic development, biodiversity and the environment. (5) Use of an emissions modelling tool to quantify the impact of actions, inform future targets and present emissions data. (6) A Project and Carbon Footprint Register 04 04 16 High Climate change is expected to continue and worsen in the future if no action is taken, with increases to mean global temperatures, sea level rises and the increasing frequency and severity of weather events such as floods, heatwaves, droughts and storms. More frequent and intense heavy rainfall events increase the risk of soil erosion and flooding. Severe weather is already affecting public services across Scotland, with operational, reputational, financial and legal consequences. There is also an ongoing impact of severe winter weather including snowfall and freezing temperatures which impact service delivery and the integrity of our roads open space and buildings infrastructure. This shift in weather patterns caused by climate change is also affecting biodiversity across Scotland. Renfrewshire Council declared a Climate Emergency in 2019 and approved the target to work towards being net zero, for both Council estate emissions and area – wide emissions by 2030. In 2022 the Council approved RenZero, the first stage of Renfrewshire’s Plan for Net Zero. This Plan sets out the strategic framework required to work towards our climate change targets. The Planning and Climate Change Policy Board oversee this work. Actions include: leading by example by decarbonising our estate and fleet, publishing our Local Heat and Energy Efficiency Strategy and Delivery Plan, maximising the carbon absorption potential of our natural environment and supporting communities to become more resilient to the impact of extreme weather events. Action Codes New Actions Assigned To Date Status SRR.24.03.04a Continue to report transparently on our emissions to ensure that Renfrewshire’s emissions baseline is clearly understood. Head of Climate, Public Protection and Roads 31-Mar- 25
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15 | P a g e SRR.24.03.04b Develop the Local Heat and Energy Efficiency Strategy Delivery Plan. Head of Climate, Public Protection and Roads 31-Mar- 25 SRR.24.03.04c Identify opportunities for Partnership Delivery Models for clean energy projects such as solar and battery storage Head of Climate, Public Protection and Roads 31-Mar- 25 SRR.24.03.04d Prioritise 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. Head of Climate, Public Protection and Roads 31-Mar- 25 SRR.24.03.04e Continue to work with stakeholders to articulate the potential costs and skills required to reach our net zero target. Head of Climate, Public Protection and Roads 31-Mar- 25 SRR.24.03.04f Continue to develop our adaptation measures, 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-Mar- 25 SRR.24.03.04g Develop a Zero Waste 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- 25 SRR.24.03.04h Explore opportunities for expansion of carbon sinks and other carbon capture technologies. Head of Climate, Public Protection and Roads 31-Mar- 25 SRR.24.03.04i Explore the options around developing a carbon budget for the Council. Head of Climate, Public Protection and Roads 31-Mar- 25 SRR.24.03.04j Continue to work with communities to ensure a holistic approach to tacking climate change is taken and to ensure no community is left behind. Head of Climate, Public Protection and Roads 31-Mar- 25 Forward action linked to Net Zero plan: Climate change action to make Renfrewshire net zero - Renfrewshire Website
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16 | P a g e Context Risk Statement Owned by Current Controls Likelihood Impact Evaluation SRR.24.03.05 Strategic sustainable planning for people and assets There is a risk that decisions could be made in the short term, for example to address financial pressures, which may then impact adversely on sustainability goals for the longer term impacting on our communities and organisation. CMT (1) Learning Estate Programme Board established (2) Implementation of the Corporate Asset Management Strategy ensures that property assets are managed effectively and efficiently through the provision of relevant management and performance information (3) The Energy Management Team: ensure energy management initiatives are aligned to the capital investment programme and corporate asset strategy to optimise use of property estate and reduce overall running costs and energy consumption levels. Promote reductions in energy usage and advise employees and residents about energy efficiency (4) Through the Procurement Unit, sustainability and community benefits are considered in the development of all contract strategies, with a Sustainable Procurement Strategy approved in November 2023. 04 04 16 High - Deliver sustainable person-centred public services (the Verity Agreement) and an engaged sustainable workforce - Ensure infrastructure future-proofing, with investment in solar and wind farms, electric charging networks and public transport, showing that taking the right risks right now, can transform communities - For capital projects, ensure new assets are fit for purpose for the future and have sustainable maintenance and repairs strategies - Strategic decision making regarding the estate, including the condition and sufficiency of the learning estate Action Codes Linked Actions Latest Note Assigned Date Status Previous actions in relation to the learning estate/ school capacity planning are now reflected in Children’s Services risk register Further action TBC
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17 | P a g e Appendix 2: Corporate Risks, longer-term or imminent • LIVING our VALUES – making a difference together Context Risk Statement Owned by Current Controls Likelihood Impact Evaluation CRR24.04.06 Financial Sustainability If significant cost pressures are not successfully planned for and managed effectively over the medium to longer term, this could jeopardise the financial sustainability of the council and result in a significant impact on availability and quality of front- line services and capital investment resources. Decisions will then be required on the continuity or scope of some services currently offered. Director of Finance and Resources; and Head of Finance and Procurement (1) Revised medium- to long-term Financial Outlook reassessed the various risks to the Council’s short, medium- and longer-term financial sustainability. Refreshed report to Council on 26 September 2024 outlined the immediate financial concerns and plans to address these, including, financial sustainability workstreams, 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. (2) 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 decision making and incorporates an escalation process with regards budget management issues which may arise. The Council agreed the 2024/25 budget on 29 February 2024. (3) In conjunction with the medium to longer term financial outlook and the Council’s ongoing financial sustainability workstreams, Renfrewshire Council has been proactive in planning for the future by identifying and agreeing a series of directorate-led savings targets over the medium term (2025/26 to 2027/28). It remains the case that savings will continue to require be generated at scale in order to ensure the ongoing financial sustainability of the Council. (4) 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. (5) Regular updates and bespoke reports are provided to CMT and the Council with regards the national fiscal position, likely developments 05 05 25 V.High Financial recovery from global events - Potential reduced income from NDR/CT over the medium term as full economic implications of the cost-of-living crisis, in particular energy cost inflation, continue to impact local businesses and communities - Volatility in the global supply chains leading to shortage of labour and materials following Brexit and the outbreak of the Ukraine war Best value report - Recommendation in Best Value report to prioritise how services need to be provided in future to be funded from within available resources. Cost and Income pressures - Future grant settlements and the level of funding available. - Implications of national economic policy choices to protect certain services from real-terms reductions in funding such as the Police and NHS - Local Government pay settlements, and non-payroll inflation - Demographics and demand pressures, such as an ageing population with increased associated service demands, and
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18 | P a g e increases in demand for children’s social care - HSCP financial situation and real risk of entering financial recovery in 2024/25 - Implications of welfare policies and poverty levels, exacerbated by cost- of-living crisis. - Reductions in income from fee- generating services such as car parking; implications of the national economic recovery and associated risks/uncertainty in economic factors e.g., interest rates and inflation. - Implications of third party provider financial stability, such as childcare providers in current economic climate - Liability for predecessor organisations, in light of the removal of the limitation period for historic child abuse claims and the impact on the council through close liaison with national groups e.g., CIPFA DoFs, COSLA and the Scottish Government. This liaison remains critical in ensuring the Council is aware of potential financial developments and is in a position to influence these. (6) The CMT now has a regular formal focus on financial sustainability, with one meeting in four being a Financial Sustainability and Transformation Board. These spotlight director-led savings and any associated policy changes or risks for discussion. (7) 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. (8) 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. (9) Energy consumption data and condition surveys are used to identify priority areas for investment in the Council’s estate, support informed investment decisions and formulate the Council’s Capital and Revenue budgets. (10) Regular review of HSCP financial position along with HSCP colleagues Action Codes Linked Actions Latest Note Assigned To Due Status CRR22.05.05a Strategic Property Review and new ways of working / Review of local policy positions Work on all of the financial sustainability workstreams is being progressed with updates regularly to Council. Agreed budget changes will then be incorporated into the General Fund base budget in future years to capture the recurring savings. [Some due dates extended from original to 2025 as certain workstream targets were phased across financial years] Director of Environment, Housing and Infrastructure 31-Mar- 2025 CRR22.05.05b Charging, fees and commercialisation / review of Council risk Director of Finance and Resources 31-Mar- 2025 CRR22.05.05c Strategic review of procurement Head of Finance and Procurement 31-Mar- 2023 CRR22.05.05d Connected Communities Chief Executive (Head of Policy and Partnerships) 31-Mar- 2025 CRR22.05.05e Digital Strategy Director of Finance and Resources 31-Mar- 2025 CRR22.05.05f Council Tax and Tax Policy Director of Finance and Resources 31-Mar- 2023
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19 | P a g e Context Risk Statement Owned by Current Controls Likelihood Impact Evaluation CRR24.04.07 Successful Cyber Attack Regardless of the Council’s technical preparedness for a cyber attack, the threat remains acute and present, as evidenced by successful attacks on partner bodies, with the risk of significant impact on council operations. CMT For security reasons, technical security controls are not published in the public domain. 04 05 20 V.High Context: The risk has been updated from cyber attack to risk of a successful cyber attack as more and more 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, we see that the effects are devastating. No matter what technology is 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. Action Codes Linked Actions Latest Note Assigned Due Date Status As agreed by the Corporate Management Team
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20 | P a g e Context Risk Statement Owned by Current Controls Likelihood Impact Evaluation CRR24.04.08 Financial Stability If significant short-term costs and income losses are not closely monitored and understood, this could destabilise the finances of the Council to an extent beyond the financial resilience of the Council, resulting in a need for immediate cost control measures, or short-term savings which have an immediate impact on service delivery. Head of Finance and Procurement (1) Revenue budget monitoring reports to Policy Boards focus on the forecast year-end outturn position rather than the historic periodic position, so that significant variances are reported early, and any mitigating steps can be taken. This is already highlighting severe price pressures (such as contractual inflation) across different services. The impact of pay inflation is also highlighted through this reporting mechanism. (2) Review of Financial Sustainability workstreams following approval of the 2024/25 Revenue Budget to ensure targets remain achievable. (3) Clear analysis of the Council’s reserves position and potential for reprioritisation or redirection; including the development of plans to rebuild financial resilience of the Council in the medium term. (4) Ongoing discussion with directors to understand the financial consequences of the current economic climate for each service and how these will be managed. (5) Review of capital plan and ongoing projects to ensure clear understanding of phasing of potential spend. 03 05 15 High Context: 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 financial ‘sustainability’) Action Codes Linked Actions Latest Note Assigned Due Date Status Ongoing monitoring CRR24.04.09 – Removed: Commercial vehicle and operator licence compliance
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21 | P a g e Context Risk Statement Owned by Current Controls Likelihood Impact Evaluation CRR24.04.10 Asset Management - Ongoing Effective governance and management of the council’s property assets is essential, otherwise there is a significant risk of harm, financial loss, service disruption, non- compliances, fines, rising energy costs and inability to recover losses via insurance proceeds Director of Environment , Housing & Infra- structure. Head of Economy & Developmen t Services Corporately: Key responsibilities with regards to the Estate span 2 specific service departments, but they come together through a CAMIS Development Group (Corporate Asset Management Information System) which is taking forward a workplan to more effectively consolidate and oversee asset management risk Heads of Service: Effective asset management in practice on the frontline is included within the new Risk Assurance model which went live on 1 April 2023. All UFAS related works should be completed by March 2025. Responsible person inventory currently being updated for all properties. 03 05 15 High Context: GOVERNANCE – roles and responsibilities - Estates (Leases – by and from the council, and on behalf of HSCP) - Facilities management (security, housekeeping, statutory duties/ inspection, maintenance, repair, building fire risk assessment) - Property services (capital works, and CAMIS development) - All services (inspection inventories and response, people elements of fire risk assessment) OTHER MATTERS IN SCOPE - Fluorescent Lights – requiring LED replacement. We continue to work through this and spot replacements will be on a like for like basis, however, larger complete renewal is being considered for Renfrewshire House. - Action in relation to Unwanted Fire Alarm Signalling and upgrade costs. Ongoing action to replace signalling equipment across the estate including changes to any activations/protocols to ensure this is being managed appropriately (responsible of duty holder on site) Codes Linked Actions Latest Note Assigned Due Status CRR22. 05.10d Undertake gap analysis to identify activities that take place outside of the CAMIS environment and consider if these can be brought into CAMIS by way of system development Due to competing demands, development work on CAMIS has moved to virtual environment and slower than initially planned. Work still being undertaken to assess what sits outside CAMIS and what can be brought in. Discussions with other Local Authorities that use CAMIS to see what can be added with Health and Safety module being reviewed. Due date therefore amended to June 2024, 2025. CAMIS Developmen t Group 30-Jun- 2025 CRR22. 05.10e Explore data and status monitoring Whilst CAMIS is noted to be a good repository for data, development work is required to improve the data and how it can be easily accessed. Due to resource requirements elsewhere in the Council, this has been delayed. However, conversations continue virtually to assess what can be done to improve CAMIS for users to ensure robust, up to date data is stored within the application. Due date therefore amended to June 2024, 2025. Engagement continues with Concerto and recent developments. Short life working group currently discussing the property “Responsible Person” to ensure known across the entire portfolio. CAMIS Developmen t Group 30-Jun- 2025 CRR24.04.11 – Removed: Delivery of the Dargavel solution CRR24.04.12 – Removed Organisational learning from Dargavel investigation
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22 | P a g e Context Risk Statement Owned by Current Controls Likelihood Impact Evaluation CRR24.04.13 Workforce planning, recruitment and retention There is a national shortage in the UK labour market for certain trades and professional services. For Renfrewshire Council that is impacting on certain specialist recruitment campaigns. This combined with diminution of salaries, the reality is that there is a risk the council may lose key personnel, it may be very difficult to recruit suitably qualified and skilled officers for compliance, advisory, investigative and assurance work, with significant impact on statutory responsibilities and slippage in professional activity. Director of Finance & Resources (1) Data analytics to look at areas of risk, trends both recruitment and attrition. (2) Ensuring we hire the right people in the first place by having solid recruitment methods (3) Offering workplace flexibility which can help enhance work life balance, and burnout (4) Creating opportunities for development (5) Partnering with employability, community, and further/higher education programmes to support the Council as an employer of choice 04 04 16 High Workforce planning risk is captured by our model for business-as-usual risk, however over recent months it has been clear that a live issue is emerging in relation to recruitment and retention challenges, particularly for various trades and professional services. Particular pressure points at April 2024: • Soft FM and building services • Hard FM and property services • Legal and Registrars • Social services • Others, as being identified/ confirmed Action Codes Actions Latest Note Assigned To Date Status CRR23.04.13a Agreed to introduce a working group focussed on workforce planning, the purpose of this is to look at new and innovation ways to support the recruitment, retention and upskilling of the Councils workforce. Workforce planning group now formed and an initial meeting held, further meeting dates have been scheduled. Work streams have been identified. Head of People and OD 31-Oct- 2023 CRR23.04.13b Review our recruitment training for managers with a focus on supporting onboarding, induction, and development support. Training has been reviewed and updated in line with the new policy provisions. Induction processes have been reviewed and updated Head of People and OD 31-Aug- 2024 CRR23.04.13c Develop an Equality, Diversity and Inclusion strategy, this aim of this is to enable colleagues to have equity of opportunity within the council during the whole employee lifecycle Complete, EDI plan was approved at the FARS board in February 2024. Head of People and OD 31-Dec- 2023 CRR23.04.13d Introduce a programme that enables our colleagues voice and provides platform for recognition Partially complete within some council services, work continues to drive this across the organisation. Development of employee recognition is in the early stages. [Date amended 31/12/23 to 31/12/24] Head of People and OD 31-Dec- 2024 CRR23.04.13e Continue the roll out of our Health & Wellbeing strategy, ensuring colleagues can have the best experience at work The H&WB plan was approved at the FARS board in February 2024. There is ongoing work underway to drive the 4 themes identified within the plan and target specific work groups. We have trained more mental health first aiders to support the workforce. Head of People and OD 31-Dec- 2024
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23 | P a g e Context Risk Statement Owned by Current Controls Likelihood Impact Evaluation CRR24.04.14 Delivering homeless duties It is becoming more difficult to fulfil our statutory duties for providing accommodation so breaches may occur with an increase in rough-sleeping and reputational harm. Director of Environment, Housing & Infrastructure (1) Monitored at weekly Housing SMT meetings with Head of Service and senior housing managers (2) Reports to Communities and Housing Policy Board (latest May 2024) (3) The Council’s stock of furnished properties being used to provide temporary accommodation for those who have nowhere to stay has been increased on a stepped basis to 276 (4) Additional staffing resources have been appointed within Homeless Services, with 3 x Accommodation Officer and 2 x Housing Options Adviser posts now filled on a temporary basis to support the Councils response to the increase in homelessness. Also, extension of 2 temporary posts to improve access to support, housing options advice and advocacy for tenants in the private rented sector (5) Two additional Housing Support Officer posts have now been created and filled on a temporary basis to help ensure the legal duty to assess the support needs of those who are homeless and ensure these needs are met can be complied with (6) Attendance at regular multi-agency meetings regarding utilisation of temporary hotel accommodation 04 04 16 High We are at risk of being unable to provide temporary/ settled accommodation for the increased number of homeless applicants, Ukraine and Afghan resettlement programmes, and those asylum seekers living in Renfrewshire receiving positive decisions. Action Codes Actions Assigned To Date Status CRR24.04.14a In response to the increase in the level of homelessness over the last two to three years, The Council has increased its target to provide 55% of general lets to homeless applicants in 2024/25 and this was approved by the Policy Board in March 2024. Head of Housing Services 31/03/2025 CRR24.04.14b Deliver the key initiatives detailed in Renfrewshire’s Rapid Rehousing Transition Plan, including, the provision of adequate temporary accommodation, increasing the number of lets to homeless in order to meet needs, provide assistance to help new tenants resettle, and upscaling the provision of wraparound support initiatives such as Housing First. Homeless & Housing Support Services Manager 31/03/2025
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24 | P a g e Context Risk Statement Owned by Current Controls Likelihood Impact Evaluation CRR24.04.15 National Care Service – governance and financial implications Cause: Consultation and negotiation breakdown in relation to fundamental elements of the Bill, with Government continuing to pursue this Policy. Event: Legislation for the new National Care Service being passed with insufficient resourcing or detail on how the service will operate, and unclear lines of accountability. Effect: The council will face further financial and operational pressures and increased risk in terms of liabilities for both the council and HSCP. CMT (1) Maintaining a watching brief through various professional networks 03 03 09 Moderate Under current proposals for the planned National Care Service, staff will continue to be employed by councils. However, under the terms of a partnership arrangement, legal responsibility for the service is to be ‘shared’ between the health service, councils, and Scottish government, with councils also responsible for buildings and the delivery of services. Parliament approved the general aims of the National Care Service (Scotland) Bill at Stage One with significant amendment to follow at Stage Two. Further to Stage Two consultation, COSLA has withdrawn support (in addition to trade unions), for the Bill in its present form, and the situation is now more uncertain than before. The risk statement is updated to reflect the above. Action Codes Actions Assigned Date Status Monitoring only CRR24.04.16 – De-escalated to service: Administering elections
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25 | P a g e Appendix 3: Service Risks Risk (Cause and effect) Risk Capture Service RR Project RR H&S PLAN Evaluation Low Moderate High Very High Means of Monitoring Board Risk-Reporting SIP Project Board H&S Planning Group Notes Chief Executive’s Service (1) Discontinuation of Shared Prosperity Fund If there is a change in government and the SPF ceases, funding for current economic development and place- based initiatives would be reduced by £5-6m. Service RR Moderate Board Risk-Reporting Renfrewshire Council benefits from the Fund through the Glasgow City Region arrangements. The current arrangements end in March 2025 and as yet, a replacement has not been identified. (2) AMIDS - Investment Zone status If AMIDS were not to achieve Investment Zone status it could dampen placeshaping ambitions and weaken local economy Project RR Moderate Board Risk-Reporting Investment Zone status would enhance the attractiveness of the site to investors, as status means various tax reliefs as well as practical support from the Scottish Government. The designation of an alternative site could reduce the appeal of AMIDS. Children’s Services (3) 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. (4) 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; Project RR Moderate Project Board 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.
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26 | P a g e Risk (Cause and effect) Risk Capture Service RR Project RR H&S PLAN Evaluation Low Moderate High Very High Means of Monitoring Board Risk-Reporting SIP Project Board H&S Planning Group Notes 2. Inclusion; and 3. Families and Communities (5) 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/Committee Risk -Reporting Case managed by Social Work Management Teams with contingency plans in place. Environment, Housing and Infrastructure Services (6) 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 Board Risk-Reporting 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. A good report was received following a recent external review of arrangements and the risk has been de- escalated from the corporate risk register to the service. (7) 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, inspection, and maintenance of the facilities, to further reduce any risks to people or property within their vicinity. Service RR High Board Risk-Reporting Electric Vehicle fleet comprises around 116 vehicles. The council implements a range of measures to ensure vehicles are roadworthy and serviced accordingly. The EV Charging Infrastructure is electrically tested at final commissioning stage by a competent EV contractor. EV Chargers are serviced annually as part of warranty/ maintenance contract. Chargers are also monitored remotely by ChargePlace Scotland for any faults and site attended by contractor if fault is not able to be fixed by back-office support. (8) 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 Board Risk-Reporting The main trigger for this risk was a significant outbreak of Ash Dieback in the UK which is resulting in a significant number of trees within Renfrewshire having to be felled. Work is underway. (9) Housing Regeneration and Renewal Programme Risks associated with delivering £100m regeneration and renewal programme. Project RR High Project Board Risk registers have been produced for each project and are regularly reviewed to identify, manage and mitigate known risks associated with the programme. (10) Last in Block Properties Project RR Moderate Board Report Risk register has been produced and shared with Scottish Government.
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27 | P a g e Risk (Cause and effect) Risk Capture Service RR Project RR H&S PLAN Evaluation Low Moderate High Very High Means of Monitoring Board Risk-Reporting SIP Project Board H&S Planning Group Notes Initial discussions have commenced with Scottish Government officials on the feasibility of ‘last in the block’ properties being repaired and used for the resettlement of UDP’s, and a further report will be submitted to the Communities and Housing Policy Board providing an update on progress. Application has been submitted and now been approved in principle by Scottish Government Minister. (11) Housing IT System Replacement Programme Ensuring replacement system procured fulfils all requirements and is delivered within target. Project RR High Project Board Renewal of main system dealing with Housing Services, Housing Asset Management and Homeless Services. (12) Housing Investment Programme Risk of delivering approved capital investment programmes and ensuring stock complies with statutory and regulatory standards. Project RR High Project Board As part of governance arrangements, a new project board is being established. Monthly project teams meetings have been scheduled and risk registers for each programme are being developed. (13) Delivering Homeless duties The risk is of breaching a statutory duty to provide accommodation and would be likely to lead to an increase in rough-sleeping and reputational harm. Project RR High Board Report We are at risk of being unable to provide temporary/ settled accommodation for the increased number of homeless applicants, Ukraine and Afghan resettlement programmes, and those asylum seekers living in Renfrewshire receiving positive decisions. (14) 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 Board Reporting We carry out test samples prior to our resurfacing programme, and any that are found to be positive will be removed from resurfacing programme and placed on the surface treatment / recycling programme. This ensures that potentially hazardous material is left in-situ and doesn’t require to be disposed of. (15) 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. Work is currently underway to develop the delivery plan. Project RR Moderate Board Reporting The Scottish Parliament passed the Local Heat and Energy Efficiency Strategies (Scotland) Order in May 2022. The LHEES Order places a duty on local authorities to prepare, publish and update a Local Heat and Energy Efficiency Strategy and Delivery Plan. (16) RAAC in the learning estate During the check at Castlehead High School, structural engineers identified the presence of RAAC limited to Service RR Low Board Risk-Reporting Estate wide inspection/check for RAAC was undertaken. Only Castlehead HS had a positive result and works to remediate are almost complete. The risk has been
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28 | P a g e Risk (Cause and effect) Risk Capture Service RR Project RR H&S PLAN Evaluation Low Moderate High Very High Means of Monitoring Board Risk-Reporting SIP Project Board H&S Planning Group Notes the school gym halls. The inspection concluded that our analysis of the construction materials of the main school building was correct, but that different material, RAAC, had been used in the construction of the gym halls. **RISK now REMOVED** reduced to low and removed from report for local monitoring to conclusion, by EHI. (17) Collection and Disposal of Waste Upholstered Domestic Seating (WUDS) / Persistent Organic Pollutants (POP’s) From 31st January 2024 new guidance came into force that changed the collection, storage and disposal of waste containing Persistent Organic Pollutants (POP’s) which must be separated and sent for incineration. The impact of this could be both financial and environmental. Project RR Moderate Project Board From 1st February 2024 we have allocated additional resources to assist at the Household Waste Recycling Centres (HWRC’s) to ensure that WUDS/POP's waste does not contaminate other waste streams as set out in the Changes to Upholstered Furniture Collection, Storage and Disposal approved by the ILE Board on 24th January 2024. A separate Special Uplift squad has been formed, as part of the Council's Special Uplift Service, to manage the collection of WUDS and POPs. Linwood Household Waste Recycling Centre (HWRC) is the only Council site which accepts POP’s waste. We will monitor waste trends/patterns over the coming year. However, until a full years' data that identifies seasonal demands is available the scale of financial and service risks are difficult to determine. (18) Collection Management / Routing Software for Waste and Recycling Service The Service is looking to improve performance and maximise efficiencies by procuring and implementing a new Waste & Recycling Management/Routing system. This will assist in the setup and day-to-day management of the waste and recycling collection service. There is a risk that during the implementation process the service to customers may fluctuate and they are not kept fully informed. Project RR Moderate Project Board A Project team is being assembled, with cross-service representation to ensure the effective procurement and implementation of the new Waste and Recycling Management System. The project team will be responsible for the planning and implementation of a comprehensive communication strategy at each stage of the project. The service will liaise with colleagues from Customer Services Unit to share information and ensure this is available to customers timeously. Finance and Resources Services
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29 | P a g e Risk (Cause and effect) Risk Capture Service RR Project RR H&S PLAN Evaluation Low Moderate High Very High Means of Monitoring Board Risk-Reporting SIP Project Board H&S Planning Group Notes (19) PCI certification Certification is required for taking credit and debit card payments. If certification is not consistently achieved, there is a risk of significant financial penalties applied by our Acquiring Bank and/ or removal of our ability to accept credit & debit cards completely. This would have a significant impact on Customers, Council income and the Council’s digital aspirations. Service RR High Board Risk-Reporting To accept credit and debit card payments the Council is contractually obligated to comply with the Payment Card Industry Data Security Standards (PCI). This must be proven by submitting annual Self-Assessment. Questionnaires that match payment forms taken. Security & Compliance Mgr responsible for PCI compliance across Council. Internal procedures for applying compliance standards to card payment services. Annual independent audit of card payment procedures against PCI standards. PCI Governance Group to be established consisting of representatives from all Services who deliver ‘pay for’ services in the community. Training for staff handling card payments (20) Programme and project management Where some projects might sit outside of the programme management unit’s knowledge/ awareness, there is a risk that those projects fail either in timescales, quality, or costs or even if successfully concluded, do not deliver the intended outcomes. Service RR Moderate Board Risk-Reporting This risk had been on the corporate risk register but project health checks provided reassurance regarding our corporate approach to programme and project management. The risk has therefore been de-escalated back to Finance and Resource Services for monitoring in relation to arrangements for smaller projects that might sit outside of the programme management unit’s awareness. (21) Administration of elections While there are no planned electoral events until 2026, election preparedness is important on an ongoing basis 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 for various elements of the then there is a risk that we will struggle to deliver the administration of an event with significant reputational impact. Service RR Moderate Board Risk-Reporting The council has a highly experienced group of staff that can be relied upon to lead and deliver on the governance, logistics, risk and contingency workstreams required to deliver an electoral event with integrity. There is also ongoing monitoring of supply chain, such as for printing and distribution of postal votes, ballots papers, availability of electronic voting equipment etc.
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30 | P a g e 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. In keeping with risk management KPIs, the Corporate Risk Management Group monitors % of modules with assurance ratings equal to or greater than reasonable assurance. For year 2 of the model it has been agreed that there should be a schedule of three specific modules to be completed each quarter. The image on the left shows the system output for 2024-25 Q2 The image on the right shows the system output for 2023-24 Q2 for comparison
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31 | P a g e 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 but 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]