Smart Social Housing
Renfrewshire Council · 18 February 2026
Back to Leadership Board — 18 February 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Some pages contain no extractable text. They may be blank, graphics or scanned pages. OCR has not been applied.
Page 1
PUBLIC ___________________________________________________________________ To: Leadership Board On: 18 February 2026 _________________________________________________________________________ Report by: Chief Executive and Director of Finance & Resources _________________________________________________________________________ Heading: Smart Social Housing _________________________________________________________________________ 1. Summary 1.1 In February 2025, a comprehensive report was presented to the Leadership Board providing an overview of the Council’s transformation activity to date, setting the strategic context, and detailing the fifth phase of Renfrewshire Council’s transformation programme, named Reshaping Renfrewshire. 1.2 In that report, it was highlighted the work being progressed to develop a new and innovative, first in the UK, project focused on the deployment of Smart Technology at scale within the Council’s social housing stock. The Smart Social Housing (SSH) project sets out an ambition to develop a business case to secure the deployment of market leading fibre broadband connectivity and smart sensor assets into the Council’s social housing units at no cost to the tenant. 1.3 In addition to delivering market leading digital access for tenants, helping to significantly address inequality of access to digital and on-line services, the project is focused on providing the connectivity foundations to accelerate the delivery of digitally- enabled priorities and outcomes for the Council, the Health and Social Care Partnership, and potentially wider partners including the NHS who are progressing major service redesigns. 1.4 The SSH project is strongly aligned across all the Council’s strategic priorities and represents as sector leading piece of transformational work. This report sets out the progress that has been achieved in the development of the SSH business case and seeks approval to move forward with an initial Phase 1 Test of Change stage to further develop the business case solution in a live environment across a diverse cohort of 2,000 of the Council’s social housing units. 1.5 This diverse selection of housing units will be designed to test the adaptability and impact of proposed changes across varied living environments, helping to identify best practices, barriers, and opportunities for scaling across the wider housing portfolio.
Page 2
PUBLIC 1.6 It is proposed that this test of change phase 1 is progressed over 2026 and 2027 with the 2026 period likely to be required for procurement, project planning and delivery leaving 2027 to provide a full 12-month operational assessment period. 1.7 This approach will provide the Council with the opportunity to develop a robust evidence-based full business case and provide confidence whether additional phases to deliver a full roll out across all properties should or should not progress in future years. Suitable exit provisions will be established as part of the procurement strategy to ensure the Council is able to exit the arrangement for the 2,000 units should the business case ultimately fail to demonstrate a sufficiently strong return on investment. 1.8 Resources already built into the current Housing Business Plan for sensor deployment and resources deployable from the Council’s Change Fund which is used to support general fund transformation programmes can be utilised to fund this exploratory phase 1 of the project, with appropriate approval being made in the 2026/27 budget. _________________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: • Approve that the Smart Social Housing Project Phase 1 is progressed in line with the details set out in section 3 of the report and that appropriate financial provision is incorporated into the 2026/27 budget arrangements. • Note that regular updates as part of the overall Reshaping Renfrewshire report will continue to be brought to the Board at appropriate key junctures as the overall programme is progressed. _________________________________________________________________________ 3. Background 3.1 As previously reported to the Board, the Smart Social Housing (SSH) project set out an ambition to develop a business case opportunity to secure the deployment of market leading fibre broadband connectivity and smart sensor assets into the Council’s social housing units at no cost to the tenant. 3.2 In addition to delivering market leading digital access for tenants, helping to significantly address inequality of access to digital and on-line services, the project is focused on providing the connectivity foundations to accelerate the delivery of digitally- enabled strategic priorities and outcomes for the Council, the Health and Social Care Partnership, and potentially wider partners including the NHS who are progressing major service redesigns such as Hospital at Home which is highly reliant on resilient and secure connectivity. 3.3 This project is a first-of-type in the UK, highly innovative and seeks to build on and leverage the benefits of the existing digital infrastructure investments delivered by the Council across Renfrewshire, achieved primarily through the private investment in connectivity infrastructure attracted by the Council’s innovative Connectivity as a Service (CaaS) framework. 3.4 The underlying financial premise on which the business case has been developed is delivering investment that secures broadband connectivity and environment sensors at-scale into 10,000 social homes on a self-financing basis through the facilitation of savings enabled from significant improvements in the pro-active management and
Page 3
PUBLIC maintenance of the housing stock, delivery of housing related tenant support services, as well as facilitating the HSCP and NHS partners to deliver digital led redesign of services which are critical to unlock financial savings and avoid future costs within their respective sectors. 3.5 The key design principles underpinning the SSH business case are as follows: - • Public Asset: the SSH investment will provide a secure and reliable broadband connection to the Council’s social housing assets and also provide a Renfrewshire- wide sensor network (loRaWAN) – it is a proposed anchor investment in a public asset which provides the foundations for deploying smart technologies at scale to transform Council and HSCP services and improve the lives of tenants, service users, patients, and residents in Renfrewshire. • All Homes & Settings: the loRaWAN network will allow sensors to be deployed into any home (Council home, Housing Association home, privately owned home, private rented home), any accommodation (temporary and supported), and any care setting (extra care housing, care home, nursing home, hospice, etc) across Renfrewshire, whilst ‘point’ connectivity solutions (broadband connection and wifi provision inside the home or building) will support video calling/2-way voice in all locations outside the 10,000 social homes providing equity of access to care services regardless of the tenure of the service user’s home. • Tenant Choice: the delivery of a Council broadband connection into social homes will be ‘dual connectivity’ in that it will allow tenants to opt-in to personal use of the superfast broadband connection provided by the Council at no cost. It does not however preclude the tenant from arranging or maintaining their own existing connectivity solution from another private provider if they so wish – they will retain this choice. Should the tenant choose to operate with their own broadband provider this will have no impact on the resilient broadband connection to the home being used by the Council, HSCP, NHS, and community partners to support digitally- enabled service redesign, to improve the condition and performance of the housing asset, and to improve the health and wellbeing of the families living in the property. • Embedding Proactive Prevention & Early Intervention: the improvement opportunities will focus on establishing data insights via a single data and communications platform to underpin service change and transformation founded on early intervention and prevention principles, avoiding escalation in issues with the housing assets and/or tenants and prevent more expensive service interventions and response further down the line – securing better service provision, better service outcomes for users and delivering efficiency savings. • Future Cost Avoidance: avoiding step changes in future costs is a key driver for change, especially across Adult Social Care (all services, not just Older People’s services) and across an ageing housing portfolio where increasing safety, efficiency, and homelessness prevention standards must be met under the Housing (Scotland) Bill recently passed. • Single View of the Asset & Person: approaches to the deployment of smart technology solutions across the UK by public bodies have more often than not been issue-specific (e.g., damp & mould sensors) and have their own hardware, dashboards, and alerting platforms. This siloed approach creates complexity and added cost, whilst losing the impact of being able to link and aggregate data around the asset and the person – the SSH solution is intentionally designed to avoid
Page 4
PUBLIC siloed investments which risks leading to increased technology and data complexity, increases costs, and reduces the overall return on investment. • Leverage Existing Investments: the SSH solution will leverage value from the Council’s investment in its new Housing Management System (HMS) outlined above, in future deployment of developing AI capabilities, and from its Connectivity as a Service (CaaS) framework and existing connectivity infrastructure. • Stacked Invest to Save Cases: the social housing connectivity and wider loRaWAN network is a technology foundation to enable a portfolio of invest to save cases to be developed over a period of time, these being ‘stacked’ across Housing, Care, Energy, and Place which can be implemented in different settings through phases of implementation. The scale of benefits – both financial and in terms of service improvements will therefore grow over time accelerating the scale and increasing the strength of the benefit case and financial payback. 3.6 The Non-Financial Benefit Case As outlined above, the underlying financial premise of the business case is to secure long-term service-based savings that both meet the costs to develop and deliver the project but also meet the ongoing connectivity costs over the long term. The assessed financial aspects of the business case are summarised from section 4.8.14 below. However, it should also be recognised that the benefits case extends beyond the financial case, with significant service and social benefits enabled through the project as outlined below. Benefits to Housing Environments 3.7 Smart housing technologies improve safety with real-time alerts from locks and alarms, can boost energy efficiency through sensors and thermostats, and prevent costly repairs by detecting damp or mould and other safety hazards. Automated systems streamline security operations, while IoT analytics support better housing management and investment decisions. Digital access also enables tenants to become more digitally engaged as affordability access barriers are removed, so tenant engagement via digital channels can increase to reduce costs and improve tenant satisfaction. • Legal & Regulatory Compliance: Smart data insights support proactive prevention of safety hazards, with 29 hazards being introduced via Awaab’s Law during 2026. • Improved Safety & Security: Smart locks and alarms can provide real-time alerts and monitoring. • Energy Efficiency: Smart sensors and thermostats reduce energy consumption, lower bills, and tackle fuel poverty. • Proactive Maintenance: Early detection of damp/mould prevents costly repairs and improves tenant health. • Operational Efficiency: Automated control of sprinklers, CCTV, and security doors. • Enhanced Data Management: IoT and analytics enable better decision-making on housing conditions. • Digital Access for Benefits: Ensures tenants can more easily apply for Universal Credit and housing costs online.
Page 5
PUBLIC Education & Employability Benefits 3.8 Access to online platforms supports continuous learning and workforce development, while remote learning and flexible work opportunities remove geographic barriers as people can work from home. Collaboration tools enhance student–teacher interaction, and online courses help improve employability. Additionally, digital platforms guide school leavers toward positive destinations, ensuring better educational and career outcomes. • Access to Learning Resources: Online platforms support continuous learning and workforce development. • Remote Learning & Work: Flexible education and job opportunities beyond geographic limits, including allowing people to work from home. • Collaboration Tools: Enhance student-teacher interaction. • Skills Development: Online courses improve employability. • Support for School Leavers: Digital platforms guide positive destinations. Health & Social Care Benefits 3.9 Telemedicine, hospital at home and telecare enables remote hospital care, consultations, improving access to healthcare, while wearable devices support self- management of long-term conditions. Enhanced information sharing fosters better collaboration among healthcare providers, and assistive technologies promote greater independence and safety at home. Additionally, broadband-enabled community alarm services deliver urgent response and resilience for vulnerable residents, whilst video calling and smart messaging can be incorporated into care packages to reduce the need for visits to homes whilst increasing contact with service users and patients, including family contact to build support resilience and reduce pressures on care teams. • Telemedicine: Remote consultations improve access to healthcare, including as part of virtual ward models of care. • Video Calling: Video solutions can be used as part of care team check-ins (e.g., medication prompts) and by families and community resources to reduce social isolation and loneliness and build personal and support resilience. • Health Monitoring: Wearables support self-management of long-term conditions. • Information Sharing: Better collaboration among healthcare providers. • Assistive Technologies: Greater independence and safety at home. • Community Alarm Service: Broadband-enabled alarms provide urgent response and resilience.
Page 6
PUBLIC Social Inclusion & Social Connection Benefits 3.10 Community and family connectivity through social media and video calling helps reduce isolation and foster relationships, while improved digital access makes it easier for tenants to use essential services such as banking, public services, and social support. • Community Connectivity: Reduce social isolation and build social and support networks. • Access to Services: Easier access to banking, public services, and advice services. Efficiency & Cost Savings Benefits 3.11 Smart housing solutions deliver significant benefits by reducing damp and mould issues, lowering the number of void properties, lowering tenant engagement costs, and providing opportunity to lower insurance premiums. Smart care technologies help prevent hospital admissions, reduce care costs, and improve medication compliance. Meanwhile, smart place initiatives provide the opportunity to enhance infrastructure management, strengthen flood prevention measures, and improve air quality. • Smart Housing: Reduced damp/mould issues, fewer voids, lower insurance premiums, and lower tenant engagement costs. • Smart Care: Fewer hospital admissions, reduced care costs, improved medication compliance. • Smart Places: Better infrastructure management, improved flood prevention, and air quality. 3.12 Given more services are being delivered online, often as the transactional route of choice, across the private sector but equally through public services and 3rd sector organisations, as digital technology increasingly becomes a critical element of social connectedness and as digital connectivity becomes an increasingly important part of supporting everyday functions in-home, digitally excluded households are at increasing risks of being left behind. It is in this context that the SSH project seeks to fill this digital gap for some of the most deprived communities across Renfrewshire and secure digital connectivity for all Council tenants as a core function of their home, taking a major step to address digital and social inequality. 3.13 Enabling digital connectivity for Council housing tenants to thrive in a digital world, empowers tenants through increased choice and control in the way they interact with the Council, provides faster access to services and improves customer experience, while providing potential opportunities to radically transform, for the better, the way in which the Council delivers supports and services. The Financial Case 3.14 Based on detailed soft market engagement and taking advantage of the economies of scale offered by scale of the social housing stock, a procurement exercise could secure installation across all 10,000 units for approximately £1.3 million with annual recurring cost of circa £2.4 million.
Page 7
PUBLIC 3.15 As outlined in the Executive Overview of the business case attached at Appendix 1, the portfolio of potential invest to save cases and associated financial benefits are significant. For the purposes of the business case development, detailed work to estimate financial savings focused on “priority” opportunities within Housing and Social Care. 3.16 The assessment of the scale of savings achievable, has relied upon both evidence secured from the Council’s own recent pilot of the use of sensors within a limited number of social housing units and evidence secured from other councils across the UK in both the housing sector and social care sector in relation to the use of home- based technology. 3.17 Careful consideration and a level of prudence has been applied to estimated savings, recognising desk top business case led estimates carry a risk of overstatement of what can be crystalised as a saving in a live operational setting. Saving estimates have therefore been framed within a broad range, and as outlined below require to be subject to further assessment, live validation and due diligence to secure sufficient confidence and greater certainty. 3.18 Within Housing a portfolio of 21 opportunities were identified, with 8 priority opportunities considered in detail with 13 earmarked as stacked opportunities subject to future development. Of the 8 prioritised opportunities, the estimated saving range from £1.4 million - £2.8 million per annum. 3.19 Within Health & Social Care a portfolio of 16 opportunities were identified, with 3 priority opportunities considered in detail with 13 earmarked as stacked opportunities subject to future development. Of the 3 prioritised opportunities, the estimated saving range from £0.4 million - £1.1 million per annum. 3.20 Assuming a mid-point of the estimated savings could be achieved in an operational environment across these 11 priority areas in isolation, a financial payback period of around 3-4 years would be achievable assuming no further opportunities were deployed. As outlined earlier, in reality the expectation is that further opportunities would continue to be developed and deployed in future phases both across housing and health and social care, but across other service areas. 3.21 Notwithstanding the positive high level financial assessment based on a limited proportion of deliverable opportunities considered by the business case, it is not sufficiently robust to support a recommendation for a commitment to move forward the business case in full at this stage given the breadth of the range of assessed saving potential. Greater certainty and a tighter more strongly defined range of assessed savings would be required to secure the appropriate degree of confidence in the underlying strength of the future savings pipeline. As outlined earlier in the report, this is an innovative project with no similarly scaled exemplar across the UK and therefore alternative evidence on which to rely on is limited. 3.22 In these circumstances, it is recommended that a procurement exercise is progressed to deliver a limited but suitably substantial test of change phase 1 covering approximately 2,000 units. This will provide the Council with the opportunity to develop the business case in real time, with a locally developed live evidence base across a carefully selected sample of properties and at a manageable scale, both operationally and financially. It is recognised that this represents a complex and innovative project to deliver and will require careful planning, development, implementation and engagement with existing tenants.
Page 8
PUBLIC 3.23 The selected test of change sites will be an intentionally diverse cross-section of housing types selected to reflect the full spectrum of housing contexts, including a high- rise tower block, which present unique challenges in terms of infrastructure, safety, and community engagement; temporary accommodation units, offering insights into transient housing needs and support mechanisms; older adult complexes, where considerations around accessibility, health monitoring, and wellbeing are paramount; and new build developments, providing opportunities to explore integration of modern technologies from the outset. Houses located within some of the most deprived areas will also be included to ensure the test of change phase considers and assesses how the technology can best be harnessed to address inequalities and support those who may benefit most from innovation. 3.24 Additionally, a rural village setting will be selected to explore the distinct connectivity challenges and opportunities faced by more remote communities, ensuring that digital inclusion efforts extend beyond urban centres and reflect the needs of all residents across the council area. 3.25 This diverse selection is designed to test the adaptability and impact of proposed changes across varied living environments, helping to identify best practices, barriers, and opportunities for scaling across the wider housing portfolio. 3.26 It is proposed that this test of change phase 1 is progressed over 2026 and 2027 with the 2026 time period likely to be required for procurement, project planning and delivery leaving 2027 to provide a full 12 months operational assessment period. This approach will provide the Council with the opportunity to develop a robust evidence- based full business case, and provide confidence whether additional phases to deliver a full roll out across all properties should or should not progress in future years. Suitable exit provisions will be established as part of the procurement strategy to ensure the Council is able to exit the arrangement for the 2,000 units should the business case ultimately fail to demonstrate a sufficiently strong return on investment. 3.27 Resources built into the current Housing Business Plan for sensor deployment and resources deployable from the Council’s Change Fund which is used to support general fund transformation programmes can be utilised to fund this exploratory phase 1 of the project, with appropriate approval being made in the 2026/27 budget. _________________________________________________________________________ Implications of the Report 1. Financial – As outlined in the report the Phase 1 stage is fundable from existing resources earmarked in the Housing Business Case for Sensor Development and from the General Fund Change Fund Resources designed to support transformation projects. 2. HR & Organisational Development – none. 3. Community/Council Planning – the SSH project focuses the delivery of priority outcomes as outlined in the Council Plan. 4. Legal - none 5. Property/Assets – the delivery of the project will support the Council to better and pro- actively maintain the Council’s housing stock.
Page 9
PUBLIC 6. Information Technology – the SSH project will provide high quality digital connectivity provision into Council housing, helping to address digital exclusion and support the Council through the deployment of key sensor and other technological capability deliver transformation and improvement in service provision. 7. Equality and Human Rights – An EQIA will be undertaken in developing this next stage of the business case for smart social housing. 8. Health and Safety - none 9. Procurement – Phase 1 stage will be subject to an appropriate procurement exercise as part of its implementation. 10. Risk – the transformation programme is a key element of mitigating the medium-term financial challenge for the Council. 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Climate Risk – none. 14. Children’s Rights – the provision of free digital connectivity within the home will provide the opportunity to address digital exclusion within the home and support children’s learning at home. Author: Alan Russell - Chief Executive Alastair MacArthur - Director of Finance & Resources
Page 10
No embedded text on this page.
Page 11
PUBLIC APPENDIX 1 Smart Social Housing (SSH) Project Phase 1 Demonstrator Executive Summary A pioneering strategic investment to improve the environment and efficiency of social homes and the health and wellbeing of social tenants by deploying super- fast broadband and smart digital solutions into an initial 2,000 social homes in Renfrewshire to evidence the case for expanding the roll out across the Council’s social housing estate 1. Purpose of Document To summarise the strategic rationale for the proposed Smart Social Housing (SSH) demonstrator. To summarise the SSH solution and its key design principles. To highlight the benefits and social value opportunities identified with Housing and Adult Social Care (ASC) teams from business case analysis during 2024 and 2025, these now being prioritised, tested, and validated during the proposed Phase 1 demonstrator in 2026 and 2027. 2. The Strategic Case 2.1 Delivering National Priorities • Digital exclusion is a priority in Scotland as it’s recognised that too many people and families are being left behind in our digital age:
Page 12
PUBLIC “Digital exclusion matters. It can affect people’s access to services, social connections, health, and economic and financial wellbeing. It can have a severe impact on people’s lives, especially those most on the edges. For public service reform to be effective it needs to make sure that digitalisation leaves no one behind.” - Audit Scotland, ‘Tackling Digital Exclusion’, August 2024 • Proactive prevention is a priority as it’s recognised that demand and cost projections are not sustainable and digital and data must be used to support new ways of delivering public services: “We are not going to be able to make the money we have available for public services match the demand for those services unless we ramp up our use of technology. Technology must be deployed in a way that empowers, enables our public sector to integrate better, makes it more efficient, and most important of all, facilitates the essential shift to a front-foot focus on prevention.” - First Minister, ‘National Renewal Commitment’, June 2025 2.2 Accelerating Council Priorities • The SSH solution is designed to accelerate the Council's overarching priority to improve outcomes for children and families whilst delivering tangible benefits to support positive place, economy, fair, and green outcomes at scale across Renfrewshire. The demonstrator will aim to evidence this strategic fit:
Page 13
PUBLIC 2.3 Accelerating Health & Social Care Priorities • The SSH solution would accelerate the HSCP’s priority to deliver a future where people are healthier and connected, enabled, and empowered, with sustainable service models being in place. The demonstrator will aim to evidence this strategic fit: 2.4 Accelerating Community Planning Priorities • The SSH solution would accelerate the community planning focus on enabling thriving, well, fair, and safe communities, whilst would directly support low income families, tackle health inequalities, and address the climate emergency. The demonstrator will aim to evidence this strategic fit:
Page 14
PUBLIC 2.5 Enabling Benefits for Tenants, the Council, the HSCP & NHS • The SSH solution would allow benefits to be realised at scale for tenants, the Council, the HSCP, and the NHS. The demonstrator will aim to evidence as broad a range of benefits as possible: 3. The Solution 3.1 The 5 Pillars (Housing, Energy, Care, Health, & Places) • The SSH solution is focused on delivering benefits and savings opportunities across housing, energy, care, health, and places:
Page 15
PUBLIC 3.2 The Building Blocks (Connectivity, Digital, Communications, & Insights) • The connectivity foundations allow smart digital and communications solutions to be deployed to provide actionable insights that support transformed and sustainable public services: 3.3 The SSH Design Principles • The following principles have guided the development of the proposed SSH solution:
Page 16
PUBLIC 3.4 Enabling a Strategic Focus on Proactive Prevention • The SSH solution is designed to provide actionable insights to enable early intervention to prevent an escalation in issues, impacts and costs linked to assets, people, and places: 3.5 Proactively Preventing Damp & Mould • Proactively preventing the impact of damp and mould will become a legal requirement for all social landlords in 2026 when the Housing (Scotland) Bill enters statute, whilst compliance with all 29 safety hazards in social homes covered under Awaab’s Law will have to be assured. The SSH solution is designed to prevent adverse health impacts for tenants and escalating cost impacts for the Council:
Page 17
PUBLIC 3.6 Proactively Keeping People Safe, Well & Independent at Home • The housing, health and care system is under significant pressure which will only increase over time as housing stocks become older and as people live longer but with multiple long term conditions and increased acuity of housing, health and care needs. Proactive prevention is therefore essential: 4. The Phase 1 Demonstrator Scope & Objectives 4.1 The SSH Phase 1 Scope • A SSH Phase 1 Working Group has been established with resources from Housing and Adult Social Care services being allocated to optimise the design of the demonstrator and prioritise the benefits and social value areas to be tested and proven from the portfolio of SSH opportunities:
Page 18
PUBLIC • The scoping and design analysis will consider: • the living and care locations to be connected • the smart sensors and solutions to be deployed • the service areas where smart solutions will be tested • the savings, benefits and social value areas to be monitored • the process, roles, training, and technical integration changes required to scale • The Working Group will deliver a summary of the solution and service design, technical design, demonstrator implementation and live-testing plan, and Phase 1 business case (investment costs & savings, benefits, and value to be targeted). • The SSH invest to save analysis provides a strong foundation for this scoping and design analysis. • A SSH Phase 1 Steering Group will provide strategic oversight to ensure the programme of work progresses to plan and is as successful as possible given the strategic importance for the Council and partners of maximising benefits from using digital, data, and automation solutions at scale. 4.2 The SSH Improvement Themes • The SSH solution is focused on improving homes, lives, and communities, with the return on investment (ROI) modelling being based around several core themes:
Page 19
PUBLIC • The SSH invest to save analysis has already identified the priority ROI areas to test and validate, where recurring savings opportunities are strong, where legal and regulatory compliance would be supported, and where social value across Renfrewshire’s community planning partners would be multiplied. A summary of the Damp & Mould opportunities and Voids opportunities are shown below:
Page 20
PUBLIC 4.3 The SSH Phase 1 Objectives • The Phase 1 demonstrator will test how smart data and smart solutions can be used to redesign Council and HSCP services to accelerate savings, benefits, and social value. • The scope of the demonstrator across housing, energy, care, health, and place services will be shaped to test solutions in key priority areas driven by strategic alignment, risk and compliance, benefits and social value, and recurring savings and future cost avoidance. • The ROI from the demonstrator will be measured and used to inform a business case for connecting all social homes and scaling up the use of smart solutions across the prioritised service areas. 4.4 Top 3 Risks To Manage • The following risks have already been identified and prioritised by the SSH project team and mitigating actions are ready to be implemented to avoid the risks and protect the invest to save case:
Page 21
PUBLIC 5. Conclusions • The focus on a Phase 1 test of change is designed to reduce the risk for the Council and partners by basing a decision to proceed to full SSH roll out on a portfolio of live implementations with demonstratable benefits and social value returns. • Renfrewshire Council would be a sector leader for smart and connected social housing and using digital solutions and data insights to enable Smart Housing, Smart Energy, Smart Care, Smart Health, and Smart Places. • Appropriate Phase 1 governance and oversight will be established via the Working Group and Steering Group, with regular updates being provided via appropriate Committee channels. • The Phase 1 activities would be funded using existing resources from across the Housing Business Plan and the Council Change Fund.