Strategic Risk Register Appendix 1
Argyll and Bute Council · 4 September 2025
Back to Audit and Scrutiny Committee — 4 September 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Classification: OFFICIAL# NEXT REVIEW DATE February 2026 Imp Like Sc Imp Like Sc 1 Population, External Infrastructure and Economic Decline Failure to identify relevant factors contributing to the decline and failure to develop strategies and actions targeting these factors. Our Economy is diverse and thriving Population decline reduces available funding impacting on Councils capacity to deliver services. A circle of decline with reduced employment, lower earning and failing businesses and poor perception of the area. Combined population and economic decline may increase the need for and cost of services. Insufficient people of working age with appropriate skills and experience to fill vacancies across CPP. Residual impact of withdrawal from EU. A continued trend of underinvestment in critical economic infrastructure will make our area increasingly uncompetitive as a place to live, work and do business. This includes transport and infrastructure needs (physical and digital). Without tackling infrastructure (including roads, ports, ferries, grid, business space, utilities, housing etc.) investments across Argyll and Bute, there are significant barriers to growing the local economy, attracting people, external investment and individual entrepreneurship. 5 4 20 1. Local outcome improvement plan targets population, infrastructure and economic recovery. 2. Maximise external funding opportunities. 3. Refreshed Economic Strategy (2024-2034) approved at the March 2024 EDI Committee. 4. Rural Growth Deal reaching full deal status in March 2025. 5. UK Shared Prosperity Funding Investment Plan agreed covering 2022/23 to 2024/25. 6. Abplace2b/Promote and Market Argyll and Bute. 7. Taking a place based approach to regeneration including maximising social-eco benefits/community wellbeing via effective procurement strategy, development of the circular economy and partnership working across sectors. 8. Invest in Argyll and Bute website established. 4 4 16 Treat 1. Lobbying activity in pursuit of regional immigration policies and related strategies. 2. Rural Growth Deal Full Deal signed on 10th March 2025. Pavilion on site with final phases. 3. Refreshed Economic Strategy, 2024-2034 approved at the March 2024 EDI Committee and associated short-term Economic Strategy Action Plan, 2024-2027 (to be reviewed annually, 2025-2028 draft prepared) approved at the September 2024 EDI Committee. Delivery requires partnership working with organisations such as HIE. 4. Community Regeneration Partnership projects up to the value of £20m agreed in principle with UK Government for delivery in 2026/27. 5. UK Shared Prosperity Funding Investment Plan, 2022-2025 has been delivered and a revised one-year transition investment plan in place and being delivered for 2025/26. 6. Preparation of a pipeline of projects across Argyll and Bute in order to be able to react to any other bid funding as and when it is announced. 7. Multi-agency approach to refugee settlement underway linking with national processes and agendas. 8. The council will continue as a partner of the Highlands and Islands Regional Economic Partnership and lobby for Government investment to realise economic opportunity and address barriers to future sustainable growth. 9. Openreach are continuing to build their Full Fibre network across A&B through the SG R100 programme, they are also currently undertaking a scoping exercise for the UKG Project Gigabit. Current resource intensive procedures cannot continue as OR need to be allowed to build at pace over the next 5 years, ensuring A&B are not left behind. An initial meeting was undertaken with Openreach to discuss progress with a follow up meeting planned for October. 10. It has been identified that the mobile networks across A&B do not have adequate resilience built in, resulting in a catastrophic network failure. With the imminent transition to fully digital Jan 2027 it is imperative that action is taken to mitigate against prolonged destructive weather events ensuring essential communications remain active. Jul-25 Kirsty Flanagan 2 Condition and suitability of Infrastructure & Asset Base Infrastructure and asset base does not meet current and future requirements and is not being used or managed efficiently and effectively. Our Infrastructure supports sustainable growth Infrastructure and asset base does not support or is not aligned to business outcomes and does not aid effective service delivery. Infrastructure and asset base is allowed to deteriorate resulting in cost, lost opportunities and wasted resource. Reductions in asset maintenance capital budgets would be highly likely to trigger this consequence. 5 5 25 1. Capital Investment Board oversight of implementation of Capital Investment Strategy. 2. Robust capital planning and monitoring. 3. Asset management work plan. 4. Business case modelling including sustainability, development and strategic change. 5. Intelligence and best practice sharing via Heads of Property Group. 6. Community Empowerment and Community Asset Transfer – Arrangements in place to evaluate and determine requests. 7. Roads Asset Management Plan and Status and Options Report. 8. RIS Review Project Board. 9. One Council Property Approach. 10. Continuing with successful bids for external funding. 4 3 12 Treat 1. Review of capital arrangements undertaken during 2025/26. 2. 'Modern Workspace Programme' will review, engage and rationalise property portfolio for future needs of the Council. Changes will take place on phased and town by town basis. Programme will be running for 3 years - April 2025 3. Project Manager from PPMS appointed to take forward development and implementation of programme. Lochgilphead, Islay and Dunoon identified as priorities. Interim solution for Lochgilphead will be in place in Q4 FY23/24 to provide maintenance facility for larger vehicles). 4. Delivery of the Roads Capital Programme which was approved at Committee. Jul-25 Kirsty Flanagan and Douglas Hendry 3 Financial Sustainability Insufficient resource to meet current and future service requirement. Budget not aligned / does not support business outcomes. Enablers Unable to deliver Local outcome improvement plan. Reduction in performance. Reputational damage. 4 4 16 1. Longer term financial planning and financial strategy. 2. Income generation activity. 3. Robust budget preparation and budget monitoring protocols. 4. Maintaining adequate contingency with reserves. 5. Digital transformation. 6. Effective workforce planning model. 7. Financial Services resilience building project including knowledge sharing and development of guidance notes. 4 3 12 Treat 1. Rural Growth Deal Outline Business Cases and Final Business Cases being worked on. 2. Investment in professional training through Grow Our Own Activity continuing. 3. External reviews of major budget areas e.g. RIS, education. 4. Council to consider Visitor Levy consultation report at a Special Meeting in September 2025. 5. A new medium-longer term budget approach was agreed by Council on 26 June 2025 - the approach has 4 themes (1) Empowering Communities (2) Increasing Income (3) Right Sizing Council Asset Base and (4) Delivering Services Differently. Jul-25 Kirsty Flanagan STRATEGIC RISK REGISTER No Risk Corporate Outcome Consequences Gross Risk Current Mitigation Residual Risk Approach Key Actions and Deadlines Last Reviewed Risk Owner
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Classification: OFFICIAL# 4 Governance and Leadership Governance and leadership arrangements are not conducive to effective working and lead to a lack of strategic direction. All Corporate Outcomes Poor decision making, lack of strategic direction. Lack of operational direction. Confidence in, and reputation of, the Council harmed. Deterioration in performance. 4 4 16 1. New Council Administration in place with working majority. 2. Development sessions for new Administration to cover areas such as being effective leaders, strategic thinking and working with officers. 3. Working with Policy Leads to provide support and development opportunities. 4. Continued programme of Member Seminars. 5. Progressing with programme of Member Development including 1:1 conversations. 6. Revised Corporate Plan sets out objectives and priorities. 7. Performance Improvement Framework and Service Planning. 8. Leadership development programme. 9. Council constitution regularly reviewed and updated. 10. Established partnership governance arrangements. 11. Scrutiny arrangements in respect of Police, Fire and Health. 12. Governance arrangements for scrutiny established. 4 2 8 Treat 1. An updated BV Report was completed and published in April 2025. 2. New Corporate Improvement Plan agreed by Council June 2025 3. Connect for Success priorities. 4. Pilot self-assessments have been completed and proposals are being submitted to SMT in October 2025 for consideration regarding self assessment. 5. The Performance Excellence Project Phase 1 is complete and phase 2 is underway, and is trialling scorecards and developing the Performance and Improvement Framework. 6. Leadership Development Programme with the Chief Officers Group and new cultural statements have been developed for consultation with management teams. Jul-25 Pippa Milne 5 Engagement and Understanding the needs of the Community The Council fails to understand service user needs and emerging demographic trends and does not align service delivery to meet these. People live active, healthier and independent lives Enablers Prioritisation of services may not be aligned to community needs. Gaps between community needs and Council services. Ineffective partnership working. Services not configured to meet user/citizen requirements. 3 4 12 1. Community Planning partnership has agreed new Argyll and Bute Outcome Improvement Plan based on demographically representative consultation exercise and governance arrangements are currently being refreshed to ensure a focus on action with suitable representation from partner organisations and Area Community Planning Groups. 2. Community Engagement Strategy to be supported by clear framework and guidance as developed by the Community Engagement Group. 3. Customer Service Board. 4. Operation and development of panels and forums. Young people’s plan, citizens panel. 5. Budget Consultation . 6. Comprehensive Complaints Protocols. 7. Demographic and end user analysis. 3 3 9 Treat 1. A working group was established to review our approach to Community Engagement, the Framework has now been developed and was approved by Policy and Resources Committee in December 2024. A collaborative space for sharing engagement activity has been developed by the Communications Team and ICT in the form of an App. Learning content has been developed for the finalised framework and presented to a Members Seminar. The end of project report was presented to ELT in June 2025 along with recommendations for embedding as business as usual. A joint DMT on engagement and consultation will take place in August. 2. Approach to area plans currently being reviewed to reflect the priorities of the new administration. 3. Analysis of latest census data has been undertaken to inform future strategic activity. Analysis has been presented to SLF, COG, ELT/Policy Leads and to a Members Seminar. A new page has been set up on the Hub with links to a portal of all the analysed data on population. This will continue to be refined and developed. 4. Officers are actively involved in national data analytics work with the Improvement Service on Poverty in Remote, Rural and Island areas. This includes work with Loughborough University on updating HIE's historic report on island oncosts. 5. Here to Hear You events - Programme of Here to Hear You community engagement events being undertaken by Leader and Chief Executive. Jul-25 Pippa Milne 6 Service Delivery Insufficient resources to ensure effective service delivery. Enablers Services fail to achieve agreed performance levels and as a result are not contributing fully to Council objectives. Resources are poorly managed with result that agreed outcomes and objectives are not fully achieved. Unable to achieve continuous improvement and improve effectiveness and efficiency. 4 4 16 1. Performance Improvement Framework. 2. Service Improvement plans. 3. Argyll and Bute Manager programme. 4. Customer needs analysis Protocols. 5. Demographic and end user analysis. 6. Workforce Planning . 7. Internal and External Scrutiny Arrangements. 8. Complaints process. 4 3 12 Treat 1. Performance excellence project being reported regularly to Audit and Scrutiny Committee and SMT. Stage 1 completed in 2023/24 and on track for completion of next phase with corporate and operational scorecards. 2. Completion of external review of Roads and Infrastructure Services should generate future year savings. 3. A review of Education has commenced on a similar basis as the RIS review. 4. Customer Service Strategy Action Plan 80% complete and digital self service reached a new high of 77% of all interactions in 2024/25. Jul-25 Kirsty Flanagan and Douglas Hendry
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Classification: OFFICIAL# 7 Health and Social Care Partnership Failure of the HSCP to deliver on its Strategic Priorities results in deteriorating health and wellbeing outcomes for the population and / or reduced access to appropriate health and social care services. This could also result in financial and reputational risk to the Council. People live active, healthier and independent lives Partnership viewed as having failed or not achieved strategic objectives. Partnership Failure or weakness exposes Council to significant Financial liability. Confidence in, and reputation of, the Council harmed. Unclear repercussions of financial and staffing effects of the implementation of the National Care Service on the Council and HSCP. Residual Covid-19 implications for ongoing health and social care services. 5 4 20 1. HSCP integration scheme approved by Scottish government. 2. Strategic Plan in place. 3. Performance and Financial reporting arrangements in place. 4. Independent audit arrangements in place. 5. Integrated Joint board with elected member representation including Council Leader. 6. Chief Officer member of ABC Senior Management Team with co-location of officers. 7. Tripartite leadership agreement. 8. Monitoring and improvement of HSCP financial position. 9. Medium term Financial Plan in place. 10. Establishment of Strategic and Tactical Groups with links to HSCP, NHS and national/regional resilience groups. 4 3 12 Treat 1. Develop options to deliver sustainability of future years budgets (ongoing). 2. Develop a longer term Financial plan and implement the value for money strategy. 3. Assessment of the financial implications on the Council of services transferring to the NCS when plans are sufficiently developed to enable this. 4. Progression of Service Transformation work, Estates Strategy and long term strategic service development with Hub North. 5. Implementation of the workforce strategy. 6. Remobilisation of services post Covid and improved performance management and reporting processes. 7. Recovery plan for 25/26 reported to Council in June. Jul-25 Evan Beswick and Pippa Milne 8 Civil Contingency & Business continuity arrangements are not effective. People live in safer and stronger communities Ineffective management of major emergencies affecting Council services and communities in Argyll and Bute. Incident and recovery phase of an emergency lead to greater inconvenience and hardship and a longer timescale for return to normal. Council unable to effectively deliver its own services. 2 4 8 1. Emergency Planning Test events. 2. Critical Activity Recovery Plans. 3. Roll out of Community resilience partnership programme. 4. Peer review of major exercises undertaken to provide external validation of planning process. 5. West of Scotland local resilience partnership. 6. Cross sector expertise and partnership working. 7. Emergency Management Support Team (EMST) meetings. 8. Training. 2 3 6 Treat 1. The Council’s critical activity recovery plans (Carps) are reviewed annually. The project for the review of Business Continuity processes within the Council is underway and will include a review of the Council’s critical activities and the potential for a software solution which would automate processes and provide a more efficient an effective service and ensure greater resilience for the Council. When the project is completed in 23/24 it will include a programme of testing of the updated Carps. Date 31 March 2024. 2. Review of BC processes has resulted in introduction of new BCM system which will allow more automation and oversight of plans and review of critical activities with an enhanced ability to test these. The new system is expected to be procured by 31 March 2024. The new BCM system has been procured and configured and a pilot project to test the system and the process is underway with 3 service areas, Procurement, Customer Engagement and Transformation Management and Residential (Care Home Services). Once the outputs form the pilot have been reviewed and the system goes live, all services will be required to complete a Business Impact Analysis, which will inform the basis for having a business continuity plan in place. This is expected to be completed by 31 March 2025. Jul-25 Douglas Hendry
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Classification: OFFICIAL# 9 Waste Management Waste disposal is impacted by a number of significant risks which are 1) the impact of the BMW Ban, 2) the end of the current waste PPP contract (September 2026), 3) a fast moving Scotland and UK Policy context. Our Infrastructure supports sustainable growth Alternative delivery models to respond to the BMW Ban would be likely to be more expensive than the current one which would result in cost pressures having to be accommodated by other services and service provision reduced. Alternative delivery models to replace the current PPP contract along with commercial matters relating to contract handback may result in additional cost pressure to the Council. In addition service continuity is a risk due to the compressed timescale for service redesign and mobilisation. Short to medium term strategic planning is made more complex by changes in national policy context. 5 4 20 1. Helensburgh and Lomond waste solution available is in place via third party off-takers, higher rates have been accepted by the council and the contract is in place which is capable of extension. 2. Following rejection by the Scottish Government to the Council's request for a derogation of the BMW ban, the Scottish Government confirmed financial support of £1.5m to support the Council in the costs associated with BMW ban compliance in the Council's unique circumstances (PPP contract featuring landfill sites). 3. Development of an options appraisal to determine the preferred future delivery model for those services currently provided by the PPP contract has been completed which has concluded that in the timescale available to the Council the lowest risk option is to re- procure the required waste disposal and civic amenity site management services within the area currently provided through the PPP contract. 4. Procurement of the services required to replace the PPP contract has commenced within initial market testing complete and development of detailed service specification underway. Specialist external consultants have been commissioned to support this activity. 5. Procurement of energy from waste services for the final 8-months of the PPP contract has commenced (the PPP contract runs for 8 months after the bio-ban comes into force). 6. A number of historic contractual matters between the 4 4 16 Treat 1. Weekly contract management meetings are now taking place with the PPP provider chaired by the HoS. These meetings have resulted in agreement of terms in relation to the 2 significant historic contract matters (CLO and Indexation). These matters will be finalised via signing of agreements as soon as pricing in relation to the CLO disposal is confirmed by the PPP contractor - anticipated end July 2025. 2. Determining and mobilising a plan for the closure and restoration of existing landfill sites (within the PPP contract) to ensure compliance with regulatory requirements prior to the implementation of the BMW ban. Next stage in this is to gain understanding from SEPA of the timescales they will require for restoration of these sites. Meeting being arranged with SEPA in July 2025. Jul-25 Kirsty Flanagan 10 Service Delivery - Cyber Security Unable to deliver services to customers because of failure of ICT systems following major cyber security breach. Our Economy is diverse and thriving Threat of ransomware attacks. Data corruption of ICT system caused by malware and/or loss of confidential data. ICT Systems unavailable for considerable period whilst recovery from uncorrupted backups takes place. Meanwhile Services fail to achieve agreed performance levels and as a result are not contributing fully to Council objectives. Reputational damage to Council and potential financial losses (fines, loss of income). 5 4 20 1. ICT Security & compliance officer in post, producing weekly threat analyses, member of CiSP. 2. PSN and Cyber Essentials Plus accreditations for corporate network. 3. Regular patching regimes in place. 4. ICT Disaster recovery plans tested regularly. 5. All critical activities have recovery plans developed (CARP’s). 6. Mimecast monthly cyber security training videos for all staff. 7. Enforce password changes when found to be weak. 8. Technical cyber exercise completed and Business Continuity Planning exercise conducted with senior management and other staff. 9. Internal Audit on Cyber Security completed with the Audit Opinion as substantial. 5 3 15 Treat 1. Review will be ongoing on all contingency plans with updated knowledge from SEPA, Western Isles Council and UHI Cyber Attacks. 2. Continue to work with Scottish Government Cyber Resilience Team to test ICT response. 3. Continued close review of disaster recovery plan and associated tests, finalise and test incident response procedure, and review of mirroring between the 2 data centres (monthly at ITMT) and backup. 4. Now progressing requirements for ongoing security of Education Network. 5. Mimecast has now been made mandatory across the Council and DMTs/HoS are monitoring the uptake from staff. 6. Corporate website migrated to cloud based resilient platform managed by BIgBlueDoor. Jul-25 Kirsty Flanagan
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Classification: OFFICIAL# 11 Cost of Living Crisis The Council are unable to respond to the implications arising from the 'Cost of Living' crisis. Implementation of welfare reform is not managed well resulting in increased poverty and deprivation or short term crisis. Our Economy is diverse and thriving People live active, healthier and independent lives 1. Unable to meet demands for assistance stemming from financial hardship. 2. Increases on the demand for Council services such as homelessness. 3. Financial implications for the Council as revenue income could fall correlating to financial hardship - Financial Sustainability. 4. Implications for staff, particularly those working from home. 5. Adverse impact on workforce, communities with regards to economy and demographic statistics. 6. Financial Inclusion and Advice Group established. 7. Joint working with DWP, CPP and other agencies. 8. Child Poverty Planning Group set up and active. 9. Flexible Food Fund created. Supporting householders in our area with funds and advice to address food and fuel insecurities. 4 4 16 1. Financial stability and support to HSCP. 2. Social Welfare and Poverty Funding assistance. 3. Focused support and multi-agency approach where risk is highlighted. 4. Monitoring of trends in service use to highlight any significant change as a result of financial hardship. 5. Targeted measures - for example to those receiving Council Tax reductions - via Gift Cards and Flexible Food and Fuel Fund. 6. Financial Inclusion and Advice Group established. 7. Joint working with DWP, CPP and other agencies. 8. Flexible Food Fund created. Supporting householders in our area with funds and advice to address food and fuel insecurities. 9. Child Poverty Planning Group set up and active. 4 3 12 Treat 1. Review and monitor changes in demand for key services which correlate to personal effects arising from financial distress. 2. Seek external funding to sustain the Flexible Food and Fuel Fund beyond March 2026 as part of a new project to included the legacy actions from the School Clothing Bank project and other poverty mitigations including data riven intervention and closer collaborative council tax collection. 3. Provision of welfare rights advice services in GP Surgeries in MAKI area via funding from SG until March 2025. 4. Supporting the Poverty Alliance in their Tackling Rural Poverty project, observing its progress and considering outcomes as they emerge. 5. Joint initiative with Argyll and Bute Citizens Advice Bureau (ABCAB), and Bute Advice Centre to proactively identify and support vulnerable individuals experiencing mental health challenges due to the Cost of Living Crisis. Provide targeted assistance to enable these individuals to assess their financial circumstances and explore options for paying a sustainable and reasonable rate of Council Tax. Implement a temporary moratorium of up to 3 months on the standard Council Tax recovery timetable to mitigate the risk of exacerbating mental health crises, while ensuring ongoing engagement and tailored support plans for affected individuals. 6. Maximise use of pilot authority status in new data-sharing project with HMRC to enhance engagement, reduce arrears, and improve income recovery in respect of Council Tax. The strategy aims to encourage non-engaged debtors to claim entitlements, make affordable payments, and reduce overall indebtedness by considering write-offs for older debts tied to compliance with current-year obligations. The pilot will also focus on income maximisation for those entitled to support from benefits. 7. Deliver Islands Cost Crisis funding from the Scottish Government in 2025/2026 supporting island based foodbanks and further targeted support to mitigate fuel poverty on our islands. 8. Provide £5,000 of LACER funding to community food organisations across Argyll and Bute in 2025/2026 which was approved as part of the budget process. Jul-25 Pippa Milne and all ELT 12 Impact of Climate Change The Council or communities are overwhelmed by severe or more frequent flooding, landslides, rainfall, storms, sea level changes or hot weather events due to changes in global temperature caused by climate change. Our Infrastructure supports sustainable growth 1. Unable to meet national and Scottish Government guidance in terms of meeting Climate Change Obligations - various milestones. 2. Inability to deliver core services due to failures in critical infrastructure - ferrys, roads, bridges, landslides, fallen trees etc. 3. Human casualty, death and community resilience if cut off or directly impacted by severe storms, landslides, flash foods or failed infrastructure. 4. Disruption of flow of goods, services and supply chains. 5. Adverse impact on workforce, communities with regards to economy and population. 5 4 20 1. Continued delivery of Council De-Carbonisation Plan. 2. Civil Contingencies Manager liaising/ collaborating with Regional Resilience Partnerships and other resilience partners in terms of storm event, hot weather events, cut off communities, landslides etc. 3. Development and delivery of an integrated approach to decarbonisation and adaptation of Argyll and Bute as a Region via Community Planning Partnership. 4. Roads & Amenity Services continue to develop asset management plan and address strategic risks in terms of rising sea levels, bridge repairs, critical infrastructure vulnerability. 5. A review of all critical transport routes in light of October 2023 severe weather event to identify any additional mitigations needed to maintain resilient routes. 4 3 12 Treat 1. Review of De-Carbonisation Plan December 2024. 2. Consideration of all Council Papers with climate change as consideration / implications - ongoing. 3. Review scoring of business cases and pipeline of strategic projects with enhanced climate change considerations. Jul-25 Pippa Milne / Kirsty Flanagan / Douglas Hendry 13 Lack of Housing availability The Council, partner agencies and communities are unable to attract and retain working age people due to lack of housing and pricing. All Corporate Outcomes Direct impact on property prices with substantial increases in our area. Lack of private rentals. Inability to attract working age people to live and work in the area which therefore affects the demographics of the area. 5 4 20 1. Council has declared a Housing Emergency. 2. Housing Strategy and Investment Plan funded and implemented/new housing delivery group established. 3. Islands Programme Award of Funding for infrastructure for worker accommodation on Mull - this is for phase 1 site infrastructure to enable delivery of accommodation for workers and will meet clearly evidenced community need. 5 4 20 Treat 1. Continue to implement the Housing Emergency actions identified in the approved Action Plan. 2. Address key barriers to housing. 3. Consider radical delivery models. 4. Local Housing Strategy updated and approved reflecting the Council's Housing Action Plan approved by Council in November 2024. 5. Deliver key worker housing pilots on Islay and Mull using RGD funding. Mull (Rockfield, Tobermory) ground works now completed utilising Island Infrastructure funding and Strategic Housing Fund. 6. Local Housing Strategy annual update and Housing Emergency Plan update paper reported to Council in November 2024. Update presented to June EDI Committee. Jul-25 Pippa Milne / Kirsty Flanagan / Douglas Hendry
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Classification: OFFICIAL# 14 Compliance with 'Prevent' Response to the Prevent duty is not properly embedded in the Council. People live in safer and stronger communities Cases which have not been identified, referred and managed can lead to escalation of behaviour up to and including TACT (Terrorism Act) offences. • Failure of duty by Council could lead to political censure. • Negative publicity and perception that Council is failing in its duty to protect both individuals at risk and the wider population. • Exposure of failings at public enquiry or as a result of court proceedings could have wider consequences for the Council. 5 4 20 Council has nominated Prevent Spoc – Ch Exec has delegated authority to make arrangements to fulfil councils statutory duties on TACT. Prevent Multi Agency Partnership panel established and operating, and training provided. External Training sessions from Police Scotland given to Education and Social Work. Participate in Prevent multi agency meetings to coordinate approach across public sector partners 3 3 9 Treat Complete development of training and awareness online module and continue to review and enhance training; develop situational risk assessment process with Home Office to address national and local risk and mitigations; review training of PMAP members and particular Chair and Vice Chair when these change from time to time. Jul-25 Douglas Hendry