Strategic Risk Register 2025-26
North Ayrshire Council · 18 March 2025
Back to Cabinet — 18 March 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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NORTH AYRSHIRE COUNCIL 18 March 2025 Cabinet Title: Strategic Risk Register 2025/26 Purpose: To seek Cabinet approval of the Strategic Risk Register for 2025/26. Recommendation: That Cabinet approves the Council’s Strategic Risk Register for 2025/26. 1. Executive Summary 1.1 The Strategic Risk Register has been reviewed and updated for 2025/26. 1.2 It is recommended that seven of the eight previous risks remain on the Strategic Risk Register (SRR) at their existing risk scores. 1.3 The Financial Sustainability of the Health and Social Care Partnership risk has increased in risk scoring from 20 to 25. 2. Background 2.1 North Ayrshire Council is committed to ensuring that it is proactive in identifying and managing the risks impacting on the authority. The Council recognises that a certain amount of risk is inevitable if the organisation is to achieve its objectives. 2.2 The aim of risk management is to reduce the likelihood and/or impact of risk by identifying and controlling risks to the Council. If risk is to be managed appropriately, and Services are aware of these risks, risk management can contribute positively towards the organisation's decision-making processes, making the Council more innovative and effective in its approach to service delivery. 2.3 The most significant risks are identified through the Council's Strategic Risk Register, recognising the challenges facing the Council and demonstrating the arrangements in place to manage these risks. 2.4 The Strategic Risk Register has been reviewed and updated for 2025/26 and is attached at Appendix 1 to this report. For each of the risks detailed within the register a number of components are identified: • Risk proximity factors;
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• Risk score; • Potential effect on the Council's priorities; • Internal controls currently in place; • Assessment of controls; and • Additional actions identified. 2.5 To assist in the assessment of each risk, the Council’s agreed risk matrix was used to ensure consistency. This is used to assess the likelihood of occurrence (on a scale from 1 to 5) and the significance of the impact of the risk should it occur (on a scale from 1 to 5). The risk score is the product of likelihood multiplied by impact. Only those risks rated as high or very high (10 or above) will feature on the Strategic Risk Register to ensure a focus on managing the most significant risks. 2.6 Seven risks remain on the Strategic Risk Register at their existing risk scores – all risks except the Financial Sustainability of the Health and Social Care Partnership which has increased. 2.7 The Financial Sustainability of the Health and Social Care Partnership risk has increased in risk from score 20 to 25 due to continuously increasing budget pressures. The risk likelihood has gone from a score of 4 to 5. This risk previously increased from 16 to 20 in the previous update at mid-year. 2.8 This risk is now scored at the maximum level possible both in terms of impact and likelihood after existing controls have been applied. 2.9 Very High Risks • Financial Sustainability – this risk reflects the ongoing financial challenge faced by the Council year on year (risk score 20). • Financial Sustainability of the Health and Social Care Partnership – this reflects the significant ongoing financial challenges faced by the Partnership and the risk these present to the Council which are increasing (risk score 25). This matter is currently being addressed by the Council through current financial performance reporting governance and through the recent Budget setting process for 2025/26. However it should be stressed that this position continues to present significant challenges for the financial sustainability of the Council. • Inequalities – this highlights the socio-economic inequalities faced in North Ayrshire (risk score 20). • Community Capacity Building and Empowerment – this highlights the challenges associated with the community empowerment act (risk score 20). • Property Asset Risk – This reflects the impact of long-term restricted budgets on the Councils ability to maintain these to a good standard (risk score 20). High Risks • Cyber Security – this reflects the ongoing risk from external cyber-attack which is being faced by all organisations (risk score 16). • Transformation – this reflects the wider risks associated with delivering the current Transformation Programme and developing a pipeline of future initiatives (risk score 12). It is recognised there remains a need for wider reform in order to
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fully address the financial challenges faced by the Council over the medium and longer-term. • Climate Change – this risk has been on the Strategic Risk Register following the declaration by the Council of a Climate Change Emergency during 2019 (risk score 16). 2.10 Council services have identified high level strategic actions within their planning for 2025/26 to help the Council mitigate against its strategic risks. These actions are detailed in summary format in the Risk Management Action Plans following each Risk within Appendix 1. These actions will assist with performance monitoring and reporting on the strategic risks. 2.11 The Council’s Internal Audit Plan 2025/26 is scheduled to be approved at the Audit and Scrutiny Committee on 13 March 2025 and is risk-based with clear links in place between the audit plan and key risks the Council faces. Longer-term risks & Horizon Scanning 2.12 The Strategic Risk Register identifies the most significant risks which the Council faces at the present time. 2.13 The Corporate Risk Management Group identifies any new relevant risks though internal reviews and external horizon scanning utilising a number of sources. 3. Proposals 3.1 Cabinet is requested to approve the Strategic Risk Register 2025/26. 4. Implications/Socio-economic Duty Financial 4.1 The Council continues to have a robust long- and medium-term financial planning framework. Key strands include development of key transformation themes and the establishment of an Investment Fund that will generate future savings alongside delivery of a number of key Council priorities. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 The risk to the Council is that North Ayrshire residents, and in particular certain groups, will experience increasing levels of poverty and its effects. Current control measures fall into two categories - measures to address the root causes of socio-
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economic inequalities - income through employment or benefits – and mitigation measures to minimise the impacts of poverty. Climate Change and Carbon 4.5 The Council has declared a climate change emergency and has in place an Environmental Sustainability and Climate Change Strategy. Significant work to help mitigate the risk of flooding is included within the Capital Plan. The Council is undertaking an ambitious renewable energy programme. Key Priorities 4.6 A successful risk management framework helps to underpin the delivery of the Council’s strategic priorities in Our Council Plan 2023-2028. Community Wealth Building 4.7 None. 5. Consultation 5.1 The Strategic Risk Register has been reviewed in consultation the Corporate Risk Management Group and relevant Chief Officers. Mark Boyd Head of Service (Finance) For further information please contact Alex Fitzharris, Team Manager (Risk), on 01294- 324515. Background Papers None.
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Appendix 1 - Strategic Risk Report 2025/26 Risk Code SRR2526_R01 Risk Title Financial Sustainability Latest Note Date 26-Feb-2025 Risk Owner Mark Boyd Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact The risk is that the level of funding from Scottish Government to local government falls significantly below the level required to operate services effectively. This will require the Council to take increasingly difficult and challenging decisions. The revised 2025/26 local government settlement represents an increase in core funding of £7.254m (2.05%). This is against a backdrop of significant inflationary cost increases and risks, including and anticipated shortfall in funding for employer national insurance contributions for direct staff of £2.647m. The North Ayrshire position is further affected by a reducing overall population demographic and a growing elderly population. This will further impact the Council’s share of funding across the short, medium and long term. Although there is a commitment through the Verity House agreement for Councils and Scottish Government to work together there continues to be challenges around the level of flexibility the Council has on key areas of Budget, most notable in areas like HSCP funding and funding for teachers and support staff, where conditions remain. In 2024/25 in-year cost pressures across the Council’s General Fund and the Health and Social Care Partnership present a significant risk to the sustainability of the Council’s finances. The General fund currently projects an in-year overspend of £0.3m and the HSCP has an overall projected outturn of £5.824m for 2024-25, reduced to £4.415m through identified financial recovery actions. The NAC element of this as a funding partner is a year-end overspend of £4.285m, reduced to £3.106m through recovery actions. There is an increasing risk to achieving financial balance during 2024-25. The Scottish Government has passed legislation to give Councils powers to charge additional council tax for second homes. This is an area the Council will consider within the context of local circumstances and island communities. Scottish Government funding to support the Council’s capital programme has also not kept pace with rising costs. Set against high inflationary driven construction costs there is a risk that the 10-year capital programme will be unaffordable. This could require projects to be reduced in scale or even ceased. Funding not keeping pace with demand and inflationary cost pressures means that there will be a reduction in some service areas potentially resulting in higher risks for service users. The future delivery of balanced budgets will become increasingly challenging. The capital programme could also be significantly impacted leading to reduced levels of capital investment. Robust monitoring of the Council’s revenue and capital budgets is in place as well as regular reporting of financial performance of the IJB to Cabinet and Audit and Scrutiny. To assist financial planning The Medium and Long- Term Financial Outlook (LTFO) to 2033/34 was approved at Council on 13 December 2023 – this is the cornerstone of the Council's financial planning in the medium to long term. The annual budget process for the General Fund revenue and Capital Programmes and financial performance monitoring process will continue to provide the framework from which control measures will continue in addressing the financial position. Delivery of the Council’s Change Programme is also vital in addressing the Budget challenges and this is being progressed by the Council’s Transformation Board, which is chaired by the Chief Executive. Utilising the Council’s available statutory powers is another important area in addressing the financial challenges. 4 5 Status Risk Score Heat Map Change in Score Approach No change Treat Increasing Risk 20
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Strategic Risk Action Plan Date Updated 26-Feb-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Regular financial monitoring of Revenue and Capital Budgets. 11 September 2024: Ongoing financial monitoring process across capital and revenue, including identification of measures to address in-year position. 26 Feb 2025: Recent finance reports trending towards break-even position for the Council’s general fund. Major challenges remain however regarding the financial performance of the IJB. The Council will require to make interim funds available to the IJB in 2024/25 and this will be on the basis of repayment in future years. This will be considered by Cabinet. 31-Mar-2025 Mark Boyd Maintain Financial Governance Arrangements for IJB. 11 September 2024: New Finance Working Group set up to address in-year and medium-term pressures. Includes representation from the HSCP, Health and the Council, Main focus is on development of a finance recovery plan. 26 Feb 2025: The Finance Working group continues to progress transformation and recovery actions, however it is unlikely it will achieve financial balance in 2024/25. Information continues to be reported through to the Council’s Cabinet 31-Mar-2025 Mark Boyd Progress dialogue via COSLA with Scottish Government on a range of areas including fair funding, multi-year settlements, reduction in levels of ring-fenced resources, true costs of SG policy areas, financial flexibilities and a New Deal partnership with SG and local government. 11 September 2024: Discussions ongoing, however, SG have just announced £0.5Billion of cuts Further dialogue being progressed around teacher number restrictions and areas of revenue generation. 26 Feb 2025: Further progress made in this area as part of the Local Government settlement through reduced levels of ring-fencing, however, further progress needs to be made as consitions remain around teacher numbers and HSCP funding. Financial flexibilities have been progressed by the Council through approval of 100% premium for second home-owners council tax and through a review of non-domestic rates empty property relief 31-Mar-2025 Mark Boyd Develop the 2025/26 to 2027/28 revenue budget (medium-term financial strategy) and capital programme taking account of all pressures and savings via Directorates and Transformation programme. 11 September 2024: The 2025/26 Budget process has commenced earlier, in view of the current financial challenges. Special Council meeting arranged for 9 October, 2024 to set out the financial outlook and outline initial proposals as part of a 26-Feb-2025 Mark Boyd
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community engagement programme to commence from 10 October, 2024. 26 Feb 2025: Medium-Term financial plan approved by Council on 26 February 2025, included over £4m of savings and a 7% increase in council tax. The budget also included a £4m risk provision to help manage the risks and pressures facing the Council. The Budget also included additional funding contribution to the HSCP of £2.114m plus a further £0.759m funding from the Council to ensure 100% funding in respect of employers national insurance contribution. This element of pressure being borne by the council.
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Risk Code SRR2526_R02 Risk Title Inequalities Latest Note Date 16-Jan-2025 Risk Owner Caroline Cameron; Sam Anson; David Hammond Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact North Ayrshire residents, and in particular certain excluded groups, will experience increasing levels of poverty and its effects, as a result both of the economic situation and further public sector funding challenges. Health inequality is closely linked to poverty, employment and people's earliest experiences as children, and will increase. The population of North Ayrshire is projected to fall over the next 10 years but there will also be a larger proportion of the population considered dependent (not economically active). The impact on specific risk groups is greatest for our children, young people and families, unemployed people and those in in- work poverty and people exposed to the risks of drug and alcohol addiction. Demand for HSCP and Council Services will increase. As reductions in resources increase, early intervention and prevention activities are at risk, thus increasing the potential for an increase in costly crisis interventions. The local economy will be impacted by reduced spending power by economically inactive residents. The HSCP re-affirmed its commitment to Tackling Inequalities by continuing to consider it a key priority with the Partnership’s Strategic Plan. Through the HSCP strategic plan, the Partnership sets out actions to tackle inequality through its Partnership Pledge and across its strategic priorities. Tackling inequalities is addressed across HSCP service areas. An example of actions to help address local inequalities include: Establishing the Money Matters service in 9 GP practices and 7 local schools in the more deprived areas of North Ayrshire. This will improve accessibility of the service to those who would benefit most. Building on this approach through the launch of the Financial Inclusion Partnership bringing a range of key partners and stakeholders together to improve access and support for the most vulnerable NA residents. Increase the number of employability mentors in Justice Services, to support those with experience of the justice service into meaningful employment or training opportunities and to help divert away from criminal behaviours. Working closely with Housing colleagues to support transitions from care and ensuring care experienced young people can access a positive and stable housing destination. In our Drug and Alcohol Services, we are implementing actions to reduce the number of local drug and alcohol related harms and deaths. This includes implementing the national MAT (Medicated Assisted Treatment) standards and increasing the number of ABIs (Alcohol Brief Interventions) delivered across North Ayrshire. Through the Caring for Ayrshire programme, we have set out a phased approach to improve local primary care premises (GP Practices and Health Centres). This will improve overall professional capacity within GP practices for Multi-Disciplinary Teams, ensuring the right support is available for local people with health concerns. 5 4 Investment in early intervention teams and approaches in Children’s Services to support vulnerable families, including in Child Protection and Whole Family Support. The Council considers reducing inequalities to be at the heart of its work. The Communities & Housing Directorate leads the Community Planning Partnership for the Council, and the CPP’s Local Outcomes Improvement Plan has a central purpose of reducing inequalities. Locality Planning priorities and Community Investment Fund funded initiatives are also focused on a range of inequalities, including poverty, age-related inequalities and digital inequalities. Recent CIF-funded projects have focused on employability, addictions and community food. Sam Anson, Executive Director (Education) and David Hammond, Executive Director (Communities & Housing) led the work of the Child Poverty and Cost of Living Board, chaired by the Council Leader. The five strategic themes of the Board were: • No Wrong Door – access to services • Employability • Food • Islands • Childcare This work has now been mainstreamed by the Community Planning Partnership (CPP) to ensure greater partner visibility and impact.
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Work to address child poverty and the Cost-of-Living crisis includes a range of employability initiatives to support parents and people with disabilities, each of whom are Scottish Government priority groups. Progress has been made with partners to undertake a review of the Child Poverty & Cost of Living approach, with recommendations being finalised for consideration by the Board. This is supported by the data and Single Shared Assessment projects being developed by the Transformation team, to provide holistic support for residents who need it most. The Child Poverty Early Intervention Fund is being used to address gaps in current planning and provision. Previous funding decisions were made as a consequence of the mini-enquiries to support employability and travel, childcare developments and support for care experienced young people and families. Further allocations are currently being developed. Through the Scottish Government’s Fairer Futures Partnership we have established a Child Poverty Strategy Team, who came into post in January 2025. This team will have key oversight role in collectively delivering holistic support, alongside the transition to a wellbeing economy, in reducing child poverty rates in North Ayrshire. We have started work as one of three areas involved in the Collaboration for Health Equity in Scotland (CHES) programme. The aims of CHES are to answer two fundamental questions: 1) What are the most impactful areas for intervention in Scotland to make meaningful progress in closing inequities in healthy life expectancy, and 2) how can national and local organisations work more effectively to close the gap between policy intent and impact in these areas? The Scottish Government has provided a second year of funding to address inequalities on the islands. This has been used to fund energy support, welfare advice and support, third sector interventions and school activities. The commitment to reducing inequalities is also reflected in the following plans: • The Educational Service Improvement Plan • Connected Communities strategic plans and • Facilities Management plans. Examples of actions to reduce inequalities: • Deployment of Scottish Attainment Challenge funding to reduce the poverty related attainment gap in schools • Use of the Pupil Equity Fund to ensure equity of pupil experience in schools, at the discretion of head teachers • Cost of the School Day actions to reduce, for example, the cost of school uniforms and clothing, food and outings • Support for care experienced young people, both in schools and through youth services • Additional national and local investment in Active Schools to focus on inequalities and equity • The Fairer Food Network, with 14 community larders which support the needs of individual communities • A network of warm spaces and events to mitigate energy use and social isolation • Work to support “New Scots,” in schools, with families and in community settings through language support and capacity building, including women’s groups • LGBT support groups for young people and those over 18 • Mentoring support for young people in secondary schools through a partnership with MCR Pathways
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Work is in hand with the Third Sector Chief Officers Group to co-design expenditure proposals from the Child Poverty & Early Intervention Fund on three priorities relating to child poverty, namely childcare, support in employability and financial inclusion. A sub-group has been established and initial proposals scoped in relation to the first two priorities, with the group due to meet again prior to the end of March 2025 to finalise proposals and expenditure commitments. In addition to the above, the HSCP re-affirmed its commitment to tackling Inequalities by continuing to consider it a key priority with the Partnership’s Strategic Plan. Through the HSCP strategic plan, the Partnership sets out actions to tackle inequality through its Partnership Pledge and across its strategic priorities. Tackling inequalities is addressed across HSCP service areas. An example of actions to help address local inequalities include: Establishing the Money Matters service in 9 GP practices and 7 local schools in the more deprived areas of North Ayrshire. This will improve accessibility of the service to those who would benefit most. Building on this approach through the launch of the Financial Inclusion Partnership bringing a range of key partners and stakeholders together to improve access and support for the most vulnerable NA residents. Increase the number of employability mentors in Justice Services, to support those with experience of the justice service into meaningful employment or training opportunities and to help divert away from criminal behaviours. Working closely with Housing colleagues to support transitions from care and ensuring care experienced young people can access a positive and stable housing destination. In our Drug and Alcohol Services, we are implementing actions to reduce the number of local drug and alcohol related harms and deaths. This includes implementing the national MAT (Medicated Assisted Treatment) standards and increasing the number of ABIs (Alcohol Brief Interventions) delivered across North Ayrshire. Through the Caring for Ayrshire programme, we have set out a phased approach to improve local primary care premises (GP Practices and Health Centres). This will improve overall professional capacity within GP practices for Multi-Disciplinary Teams, ensuring the right support is available for local people with health concerns. Investment in early intervention teams and approaches in Children’s Services to support vulnerable families, including in Child Protection and Whole Family Support. Participation strategies for children and young people and adults to ensure our strategies and investment are informed by as wide a range of views as possible. Status Risk Score Heat Map Change in Score Approach No Change Treat Stable 20
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Strategic Risk Action Plan Date Updated 20-Feb-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Global and national conditions which affect the cost-of-living and poverty continue to undermine the effectiveness of local control measures. Substantial work continues to mitigate inequalities but child poverty data, for example, continues to show an increase. National data collection methodologies have changed which explains the change in part, but North Ayrshire continues to have c. 29% of children living in poverty. Although unemployment has reduced, it continues to be a driver of poverty, with in-work poverty a key factor. Access to benefits is a key driver of poverty and the range of strategies described above continues to ensure we are maximising access to entitlements. The Single Shared Assessment work will improve this. 19 September 2024: The wide range of strategies and initiatives described above, being further developed and implemented, is anticipated to make a significant contribution to a range of inequalities. The review of the CPCOL Board, Child Poverty & Early Intervention Fund, Fairer Futures funding, and single shared assessment project are designed to help ‘shift’ the dial in tackling inequalities. Actions are being progressed and remain within the target dates for completion. 20 Feb 2025: The work of the CPCOL board has been mainstreamed as a workstream of the CPP board following discussion with both groups and in recognition of the importance of the work as a core function of the partnership. This improves visibility and governance. Work is being developed around the codesigned use of an allocation of the Child Poverty and Early Intervention Fund along with the Third Sector Chief Officers Group. This will improve capacity for change across third sector initiatives delivering on child poverty outcomes. The recent review of Locality Partnerships has resulted in a series of recommendations designed to refocus the work of the partnerships on their prime driver of reducing inequality. 31-Mar-2025 Caroline Cameron
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Risk Code SRR2526_R03 Risk Title Financial Sustainability of the Health and Social Care Partnership Latest Note Date 16-Jan-2025 Risk Owner Caroline Cameron Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact Resources have not kept pace with the demand for and cost of social care services. The budget settlement for 2024-25 is extremely challenging with a gap of over £10m across the IJB. Financial modelling suggests significant ongoing challenges across the medium-term. There is no certainty around future funding against growing demand, increasing costs and demographic pressures, with one-year budget settlements remaining in place. The ongoing work to review the Integration Scheme and to develop new risk-sharing arrangements between the Council and Health Board in relation to the acute set aside and primary care prescribing present a financial risk to the Partnership and Council. The Partnership is projecting an overspend of £5.0m in 2024/25, reduced from the £6.5m forecast in August 2024 due to the implementation of a financial recovery plan. The financial position moving into 2025/26 remains challenging for the IJB. Funding levels could result in savings being made that are not in alignment with the strategic plan. This could impact on the future demand levels e.g. reduction in early intervention and prevention means that future demand is increased. An in-year overspend position impacts on financial reserves and ultimately poses a financial risk to the Council and NHS Board as funding bodies. The IJB have formally written to NAC and the NHS to advise of the estimated financial support required. Funding levels increase the requirement to transform services at scale and pace. The IJB actively monitors the financial position with regular detailed reporting. Directors of Finance of the Council and Health Board have oversight and regular updates are provided to the Council's Cabinet. There is an integrated approach to managing the totality of NHS and Council resources delegated to the IJB. A three-year Medium-term Financial Outlook is updated on a rolling basis each year. Previous financial settlements have seen both partners meet the Scottish Government settlement conditions with any additional resources passed to the IJB. The Partnership has developed a new 3-year Transformation Plan 2024-2027 which will be approved by the IJB in March 2024. There is £2.2m of earmarked reserves set aside to support service change and re-design. This is fully committed and any slippage has been drawn down in-year to support the financial position. 5 5 Status Risk Score Heat Map Change in Score Approach Increase from 20 to 25 Treat Increasing risk 25
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Strategic Risk Action Plan Date Updated 16-Jan-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Budget Monitoring - Regular budget monitoring reports to IJB are effective. 18 September 2024: Strengthen support from Finance Team to front line services and increased engagement with Heads of Service and Senior Management Teams, including line by line reviews of all budget areas. Review and enhancement of frequency and level of financial information provided to support oversight and decision making in line with financial constraints, with an added focus on areas of underspend to maximise opportunities to delay or stop spend and contribute to the overall financial challenge. 16 January 2025: The capacity of the NHS finance team to provide up to date monitoring information has been raised and discussions are ongoing to ensure accurately and timely information is provided to the IJB. 31-Mar-2025 Caroline Cameron Corrective Action – Transformation Board is effective 18 September 2024: A three-year Transformation Plan covering the period 2024-2027 was approved by the IJB in March 2024. This focusses on addressing the future financial challenge in a sustainable way, as well as reviewing service delivery models and implementing local and national priorities. 16 January 2025: The transformation board has a themes-based agenda e.g. children & families, community care & health etc. This has allowed a stronger focus on each area. Regular updates have been presented to the IJB on progress. 31-Mar-2025 Caroline Cameron Enhanced Financial Controls 18 September 2024: Establishment of a Budget Working Group to facilitate increased oversight and scrutiny of the financial position and transformation programme as well as detailed budget planning for future financial years. The first meeting took place on 9th September. Review of expenditure authorisation levels across the Partnership and escalate specific decisions to senior officers. Staff communication in relation to discretionary/non-essential spend. Review of temporary posts and robust vacancy management/approval – only essential frontline posts will be approved for recruitment. Strengthen across services the existing approval and prioritisation approaches for new care requests, which will be approved in line with resource availability. A new group has been established to sign off all higher value care packages (Over £40k). 6th March 2025: The Finance Working Group has now met 6 times and covered a 31-Mar-2025 Caroline Cameron
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range of areas to support increased oversight and scrutiny of the financial position and transformation programme and to support detailed budget planning for future years. This has supported proposals for the 2025/26 budget coming forward before March 2025 for approval and an improved understanding of the scale of the financial challenge and the difficult decisions required to manage this. The Financial Recovery Plan is estimated to deliver £4m of benefit in-year, with the forecast outturn reported to be £5m, a reduction from the £6.5m reported in August 2024. Some of the benefit of the plan has been eroded by unexpected financial pressures in-year. National Influence/Escalation 6th March 2025: Through the NA Chief Officer the IJB have raised concerns nationally with Scottish Government, with Civil Servants and Politically re the impact of the financial position aligned to performance, for example the priority of the Delayed Discharge Mission. Scottish Government plans to publish an NHS Renewal plan at the end of March 2025 which will describe how the £200m funding set out as part of the budget will be deployed to improve performance. As part of this, and through NHS Boards, HSCPs were requested to submit costed improvement plans. North Ayrshire HSCP submitted a request for £9.5m of additional funding of which the majority of funding is for social care, the HSCP await feedback following submission by all Boards to Scottish Government. Concerns have also been raised nationally by Audit Scotland through their Finance Bulletin on IJBs published on 6th March and by Chief Officers as a collective, Chief Officers shared the national scale of financial challenge with Scottish Government officials and politicians on 5th March with a request that IJB requests for funding are prioritised.
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Risk Code SRR2526_R04 Risk Title Cyber Security Latest Note Date 15-Jan-2025 Risk Owner Fiona Walker Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact The potential compromise of business operations or a data breach orchestrated via either digital channels or the IT infrastructure. This can include targeting of the user base. Risk derives from both Council operations and those of its supply chain. The increasing importance of delivering services through digital channels and maximising efficiency through effective and secure use of technology. This includes a growing adoption of cloud-based computing resources which extend processing capabilities, and associated risks, beyond the Council’s network. Hybrid remote and mobile working is now the normal working practice for over 3,000 staff. Such a distributed work force increases the complexity of protecting against cyber and data protection risks. Failure by Services to adopt and comply with strategies, policies and procedures may result in a failure to adequately ensure the desired levels of cyber-security required to maintain and protect council systems and data. There may be a significant impact on the authority through the release of personal and/or sensitive information resulting in a loss of public confidence and significant financial loss incurred through fines and service disruption. A successful cyber-attack (malicious external or internal action) on the Council’s IT environments could also result in significant service disruption, loss of income streams and possible data loss/exposure. Impacts of a cyber-attack could include economic (i.e. inability to collect online payments), societal disruption (i.e. loss of diaries and client appointments), and reputational damage (i.e. loss of public confidence in digital services). It is recognised that it is not possible for any organisation to expect to be completely protected against continually evolving cyber threats. A threat actor with sufficient motivation, resource and capability will be able to compromise the most secure system. The Council takes a sociotechnical approach to reducing risk by continually developing protective measures through technical, organisational and people-focused controls. Technical controls are implemented in areas such as network defences, secure configuration of systems, user authentication, malware protection, and vulnerability management. These are based on best practice and independently tested on an annual basis to confirm their effectiveness in accordance with compliance schemes. The Council employ a fully managed Security Operations Centre (SOC) service which provides advanced monitoring, detection and response capabilities on a 24 hours a day, 365 days a year basis. The Council maintains a comprehensive set of policies, standards, guidelines, metrics and reporting mechanisms as part of its information security governance structure. A comprehensive training and awareness programme is delivered to nurture a cyber- aware workforce and culture. 4 4 Status Risk Score Heat Map Change in Score Approach No change Treat Stable 16
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Strategic Risk Action Plan Date Updated 15-Jan-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Incident Detection and Response – Recent cyber-attacks on public sector organisations highlight the need for robust incident detection and response procedures and technologies. The current response procedures been shown to be effective based on incidents experienced so far, however detection capabilities will need to be reviewed and improved. . 13 September 2024: Progress on the Digital Office joint procurement exercise has remained extremely slow, as a result the Council have opted to procure a SOC/MDR service independently. The procurement exercise is now progressing. 15 January 2025: Following a process of market consultation and vendor engagement, the Council have recently procured a Managed Security Operations Centre (SOC) service for an initial period of three years. The project is currently in the implementation phase and we anticipate the service being fully operational by the end of February 2025. 31-Mar-2025 Fiona Walker Training and Awareness 13 September 2024: Cyber Security training continues to be delivered; however this is now a Teams delivered course to maximise the attendance numbers. The Cyber Security Essentials E-Learning course continues to be available for 2024 and is undergoing a full re-write for 2025 to ensure this remains current. This training is being supplemented with a programme of awareness raising initiatives including educational staff news items and webinars. Phishing simulations have continued in order to assess the effectiveness of existing training and further increase awareness. 15 January 2025: The mandatory Cyber Security Essentials E-Learning course remains our training initiative with the greatest reach. This course has been fully re-written and is now live for all employees to complete annually. The mandatory E-Learning course is being supplemented by a range of further initiatives to include all-staff webinars, awareness raising news posts and other communications, this approach aims to ensure messaging is kept current and reflects the rapidly evolving threat landscape. Phishing simulations continue to be used to validate effectiveness of training and awareness initiatives. Ongoing Fiona Walker
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Risk Code SRR2526_R05 Risk Title Transformation Latest Note Date 25-Feb-2025 Risk Owner Mark Boyd Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact There is a risk that transformation and change activities, which are core to the future delivery models and long-term financial sustainability of both the Council and Health and Social Care Partnership, fail to deliver at the level of scale and pace required. Failure to deliver transformational change will impact on the Council’s financial sustainability, effectiveness of service delivery and delivery of the outcomes set out in the Council Plan 2023-28 and the Local Outcome Improvement Plan (LOIP). Failure to deliver the HSCP Transformation programmes across the Partnership, involving North Ayrshire Council (NAC) and NHS Ayrshire & Arran (NHSAA) services may lead to the identified outcomes not being delivered; resulting in financial instability, reduced performance, deteriorating patient outcomes, and reputational damage within North Ayrshire Health and Social Care Partnership (NAHSCP). Failure to embed cultural transformation activities may lead to difficulties in building future workforce capacity and in ensuring we have an engaged, skilled and knowledgeable workforce to meet service demand. The transformation programme aligns to the Council Plan and is monitored via the Transformation Board. The Board is chaired by the Chief Executive. Workstreams have been developed across Transport and Travel, Digital, Land and Property assets, Sustainability, Financial Inclusion as well as ongoing reviews across Waste Services, ELC, Learning Resources and Housing. HSCP have an established Transformation Board to closely monitor progress with plans, regular updates on programme to the IJB and regular meetings with the Chief Executive and S95 Officer to review progress and mitigation plans. Cultural transformation activities continue to evolve to support the Council’s transformation and improve effectiveness and capability. This includes sharing learning and skills, engagement, design experiments and a whole systems approach to transformation and change. Our workforce planning approach utilises a variety of tools and techniques, such as career development, succession planning, vacancy management, redeployment and early release schemes to ensure our workforce requirements for the future, in terms of skills and capabilities, are planned. Each Head of Service has a workforce plan, and these are monitored six-monthly with continued HR support and guidance to ensure service review and redesign of the workforce is on track. 3 4 Status Risk Score Heat Map Change in Score Approach No Change Treat Stable 12
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Strategic Risk Action Plan Date Updated 25-Feb-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Existing project level governance and controls remain effective and are constantly reviewed. 11 September 2024: Programme continues to be developed and work being progressed to feed a pipeline of financial efficiencies into the Budget programme for 2025/26. 25 February 2025: Scoping has commenced to inform the next stages of a further property transformation workstream, focusing maximising the benefits that can be derived from the property estate (ie, capital receipts, community wealth building, net-zero, etc). Quarterly Mark Boyd / Chief Executive and Executive Directors Review current governance arrangements and project delivery in view of land and property workstream to seek optimal delivery aligned to the council’s net zero ambitions. 11 September 2024: Governance arrangements in place and property programme being progressed. This will feed into the 2025/26 Budget programme. 25 February 2025: Regional Land and Assets workstream being further developed with NAC as lead organisation. Work to deliver the Irvine Locality Workstream, approved by Cabinet in March 2024, is well progressed with the majority of staff now occupying Cunninghame House. 26-Feb-2025 Mark Boyd / Chief Executive and Executive Directors
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Risk Code SRR2526_R06 Risk Title Climate Change Latest Note Date 24-Feb-2025 Risk Owner Russell McCutcheon Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact 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. Rises in mean sea level increases risks of coastal erosion, flooding, saltwater intrusion and soil salinisation (risk to agricultural land and freshwater habitats). 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. Increased frequency of severe weather conditions and flooding 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. 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. Council 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. The Council is required to comply with the ‘Public Bodies Climate Change Duties’ under the Climate Change (Scotland) Act 2009. These duties require the Council to assess the risks, threats and opportunities associated with climate change and identify actions to increase resilience to climate change. North Ayrshire Council declared a Climate Emergency in June 2019, committing to act on climate change and reduce carbon emissions. In January 2020 the Council approved the target to become net-zero carbon by 2030, for both Council estate emissions and area-wide emissions. Following implementation of the Council’s third Environmental Sustainability and Climate Change Strategy (2021-23), Cabinet approved the new Sustainable North Ayrshire Strategy (2024-27) in December 2023. This strategy provides a road map to achieve the net zero carbon emissions by 2030 target. There are 5 workstreams within the Sustainable North Ayrshire strategy, namely Energy, Nature, Transport, Waste and Adaptation. We continue to utilise Adaptation Scotland’s Capability Framework to ensure North Ayrshire takes a strong, proactive approach to adapting to climate change. Officers are participating in the Sustainable Scotland Network’s ‘Adaptation Scotland Benchmarking Group’ to learn and share best practice with other local authorities. Adaptation actions are identified within the Ayrshire Flood Risk Management Plan (2021), the Ayrshire Local Flood Risk Management Plan (2022), the Ayrshire Shoreline Management Plan and in the Adaptation Capability Framework. Flood studies are undertaken to help the Council identify areas that are at risk of flooding and to appraise options to reduce flood risk to communities and infrastructure. In addition, actions to mitigate Climate Change risk are held within strategies such as the Local Transport and Active Travel Strategy, Local Biodiversity Action Plan, Vacant and Derelict Land Strategy and Weather and Winter Emergencies Plan. Asset management plans are in place which are regularly reviewed for our Roads, Fleet, Housing, Property and Open Spaces. Furthermore, through the Ayrshire Civil Contingencies Team there are emergency planning arrangements in place in the event of severe weather and flooding conditions causing major disruption and damage to the area or to individual communities within it. 4 4 Status Risk Score Heat Map Change in Score Approach No change Treat Stable 16
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Strategic Risk Action Plan Date Updated 24-Feb-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Reducing Carbon Emissions: North Ayrshire Council declared a Climate Emergency in June 2019, committing to act on climate change and reduce carbon emissions. In January 2020 the Council approved the target to become net-zero carbon by 2030, for both Council estate emissions and area-wide emissions. The Council has taken action against climate change since our first Carbon Management Plan in 2006/07, by working to reduce emissions associated with Council services, and using the baseline year of 2005/06 from which to measure progress. Since the baseline year of 2005/06, Council estate emissions have reduced by 67%, from 63,334 tonnes of carbon dioxide equivalent (tCO2e) to 20,745 tCO2e. Area-wide emissions are published by BEIS. Current records show total emissions have reduced across North Ayrshire by 42.6%, from 1,454 kilo-tonnes of carbon dioxide (ktCO2) in 2005 to 835 ktCO2 in 2019. To ensure North Ayrshire Council can develop a leading, cross- sector and community led approach we established a Climate Change Steering Group (CCSG) in 2021. The CCSG is chaired by the Cabinet Member for Green Environment and Economy, and brings together young people, local businesses and community organisations from across North Ayrshire. Existing controls remain effective and are under review as our response to climate change develops and we progress towards achieving net zero by the 2030 target. 20 September 2024: Actions detailed within the Sustainable North Ayrshire Strategy continue to be implemented, with progress monitored through the Council’s corporate performance management system for example: • Participation in the Scottish Climate Intelligence Service to expand action on and monitor area-wide emissions. • Publication of North Ayrshire’s first Local Heat and Energy Efficiency Strategy (LHEES) and progression of initial actions from Delivery Plan. • Development of two solar PV farms on former landfill sites. • Completion of feasibility study for the decarbonisation of built assets. • Progression of green hydrogen generation study. • Development of North Ayrshire Nature Network strategy to address statutory. requirements to tackle the nature crisis. • Partnership working with Ayrshire Roads Alliance to undertake Electric Vehicle Infrastructure project. • Successful realisation of £725,998 external funding for domestic energy efficiency measures through ECO4 Flex partnership. 20 September 2024: Progress continues on delivery of the Sustainable North Ayrshire Strategy, including: • The two solar farm projects are nearing completion and are due to be energised in the spring of 2025 • The North Ayrshire Network Strategy has been reviewed by the Policy Advisory Panel and will be presented to Cabinet in March 2025 • A transformation workstream to address the decarbonisation of the fleet • Corporate engagement on behaviour change, including undertaking a Leadership Conference, Chief Officer Leadership Team workshop and Member Workshop. Undertaking physical energy efficiency measures within the corporate estate (predominantly lighting upgrades) and developing a forward programme of further interventions 24 February 2025 Business and Sustainability Fund agreed through 2024/25 budget in delivery including appointment of Programme Manager and development of Islands Net Zero Accelerator (NZA) and Phase Two Mainland NZA programmes. Islands NZA Programme supported by £25k funding from Zero Waste Scotland. Wider Place strategy updates continue to be provided through Pentana and governed through the Place Project Board. 31-Mar-2027 Russell McCutcheon
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Strategic Risk Action Plan Date Updated 24-Feb-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Flood Risk Management Plan: Cycle 2 of the Ayrshire Local Flood Risk Management Plan has been developed and was published on 31st December 2022. Studies and modelling will be undertaken to identify and prioritise vulnerable areas where financial damage and risk to life are most likely. There is an ongoing programme of monthly inspections of debris screens which have been installed to prevent vulnerable culverts from blocking and causing flooding. CCTV inspections of culverts are also undertaken to identify blockages and deterioration of assets that might cause flooding. This has been effective in reducing flooding, although there are capacity issues h that this process cannot address. The Upper Garnock Valley FPS has been completed and is currently providing flood protection. Ayrshire Shoreline Management Plan: The Ayrshire Shoreline Management Plan will be replaced with a Coastal Change Adaptation Plan. The adaptation plan will enable the Council and other stakeholders to effectively plan our future actions whilst allowing for flexibility in response to future changes. It will incorporate recent international and UK advances in adaptation and shoreline management planning to allow for local interpretation and involvement. 20 September 2024: 1. The Millport Coastal Flood Protection Scheme is 99% complete and we will commence a further flood protection scheme at the Mill Burn, also in Millport. 2. The Three Towns flood study is underway. This study will confirm flood risk from the Stevenston Burn & the Stanley Burn. The impacts of climate change will be evaluated. Where flood risk is confirmed, scoping of the next steps will be completed and this will inform the second stage of the study. 3. The North Ayrshire Water Body Clearance & Repair Schedule has been updated to include details of the planned assessment of various water bodies. Where these assessments find that the condition of the water bodies would or could contribute to significant flood risk, then the necessary clearance and repair work will be scheduled and completed. 4. Storm Gerrit brought widespread flooding to North Ayrshire on the 27 December 2023. Emergency repairs to culverts in Millport and Kilbirnie have now been completed. 5. In April 2024, a blockage in the Minister’s Cast culvert increased flood risk to roads and properties in Irvine including The Circuit leisure facility and Woodlands Primary School. The clearance and repair framework was used to commission emergency works that restored the performance of the culvert. 6. A draft coastal management study at Irvine & Stevenson is complete and was subject to public consultation in September 2024. When finalised, the study will help to inform a local Coastal Change Adaptation Plan. This plan will set out triggers for when the coastal erosion and flood risk adaptations identified in the management study should be implemented. 24 February 2025: 1. The construction of the Millport Coastal Flood Protection Scheme is complete. The scheme performed well during Storm Éowyn and no significant reports of coastal flooding in Millport were received. A pre-tender notification for the Millport Mill Burn Flood Protection Scheme was issued in January 2025. It is anticipated that the contract will be awarded in Autumn 2025, that construction will commence in late 2025, and that completion will be in 2026. 2. The first stage of the Three Towns Flood Study was completed in February 2025 and the scope has been agreed for the second stage. 3. The scheduled clearance and repair work continues to be implemented to help reduce flood impacts to people and property. 4. Following completion of the coastal management studies for Stevenston & Irvine, progress is being made to develop local Coastal Change adaptation plans for the study areas. A site investigation is planned to confirm the presence of contaminated spoil and how exposed this material could be to future coastal erosion. 5. Following completion of the Upper Garnock Flood Protection Scheme and an update of 30-Jun-2028 Thomas Reaney
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Strategic Risk Action Plan Date Updated 24-Feb-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG the Lower River Irvine hydraulic model, a consultant has been appointed to update the relevant parts of the Council’s flood resilience plan, including measures at Cunninghame House and Marress House.
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Risk Code SRR2526_R07 Risk Title Community Capacity Building and Empowerment Latest Note Date 3-Feb-2025 Risk Owner Rhonda Leith Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact Unrealistic timescales for progressing of aspects of legislation of the Community Empowerment Act (Scotland) 2015, such as Community Asset Transfer. Pressure to support community capacity building and the variation of needs within a reducing workforce. Duplication of effort across HSCP and Locality Partnerships to foster community participation and deliver engagement activities. Complying with the complex and resource intensive consultation legislation in service redesign. Rising energy and utility costs relating to property management. Budget savings and pressure on property maintenance budgets. Where the risk is not managed effectively the potential benefits of community capacity building and empowerment may be lost. Widening inequality gap between those communities where levels of capacity and engagement with the empowerment agenda are high and those with less social capital where interest remains low, which constrains the ability to influence the planning and delivery service. Any disconnect between the Council’s aspirations, community appetite for increasing ownership of assets and what communities themselves feel able and prepared to commit to can result in community assets reverting back to Council. Accelerating asset transfer risks losing services and facilities and risks the ability to plan, connect and deliver strategic services. Over-engagement carries disengagement and engagement fatigue. Increased property costs can be a deterrent for organisations engaging and completing the CAT process. Lack of budget to undertake proactive maintenance is resulting in NAC buildings falling into disrepair detracting organisations from progressing to lease and or ownership of NAC assets. Ongoing commitment to community empowerment and locality partnerships from CPP. Six locality partnerships and alignment with HSCP locality arrangements. Leadership of the CPP Senior Officers’ Group. Enabling approach with community partners and support with third sector interface to build capacity and identify opportunities for growth and sustainability. Reviewed guidance and processes relating to community empowerment functions. Participatory budgeting approach local grants, commitment to PB with partners and leading practice in mainstreaming participatory approaches. External funding bid help for groups through regular meetings with third sector, funders and funding officer. Membership of The Consultation Institute. Investment from Community Asset Transfer Start Up Fund, prioritising additional staffing capacity to support CAT in TACT. A collaboration and shared resource approach across Connected Communities Teams will be taken to ensure the Service deliver on this priority. Careful monitoring of staffing capacity to ensure legislation is met. Standing item at Senior Manager Meetings to assess impact Progress discussions with key stakeholders re dependencies on the progress and impact of delays. 5 4 Status Risk Score Heat Map Change in Score Approach No change Treat Increasing 20
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Strategic Risk Action Plan 20-Feb-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Implementation of Community Empowerment Act: Existing controls remain effective and are kept under review. 19 September 2024: New Strategic CLD Plan 2024 – 2027 in final stages of development and continues to identify priorities and support available. 31-Mar-2025 Rhonda Leith 19 September 2024: Linking with National partners i.e. Scottish Government to ensure timely communication to any changes relating to national legislation and allow preparations to be in place. 31-Dec-2024 Rhonda Leith Staff capacity: Existing controls remain effective however forthcoming VER structure changes will result in a reduction of CLD professional staff and risks further pressures on staff to deliver effectively to key outcomes. 19 September 2024: Function review within the CLD team underway to assess capacities and impact following the service redesign. Focus will be on assigning resource to key priorities. 20 February 2025: Ongoing discussions being held with key stakeholders re capacity across Council services and impact on timescales. 31-Dec-2024 Rhonda Leith Duplication of effort: Clearly defined roles and lean processes are reviewed and maintained to avoid duplication of effort and minimise time and resource wastage. The team foster open communication channels with both staff and key stakeholders. 19 September 2024: The aim is to capture and address issues through the review of functions underway within the CLD team. 31-Dec-2024 Rhonda Leith Consultation: Existing controls remain effective. Existing controls remain effective and hybrid engagement models have been implemented post covid to encourage and provide greater access to participation. 19 September 2024: Cross Service support for consultation and engagement is being further developed with the promotion of existing tools and supports across all Council services to encourage ownership over service engagement. 20 February 2025: An extensive programme of budget engagement took place between 10 October and 25 November 2024 including surveys across six main themes as well as in person and online focus groups. The approach was designed to support our residents to contribute their views, make the surveys more accessible and avoid digital exclusion. This has resulted in 4,461 responses and almost 40 community conversations across the six budget themes, more detailed feedback on proposals and considerable engagement with community groups across North Ayrshire. The engagement has also enabled our residents to bring petitions on specific options to the Audit and Scrutiny Committee and Cabinet, demonstrating a high level of engagement with democracy within our communities 31-Mar-2025 Rhonda Leith
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Increased property costs and lack of investment in community assets. 19 September 2024: Matter escalated through a range of mechanisms including Health & Safety, PMI/Risk meetings and reporting systems as well as more frequent management on-site building visits to assess building condition and escalate accordingly. A strategic plan is in the early stages of development to address identified condition issues in buildings earmarked for potential Community Asset Transfer (CAT). Specific investment funds have been allocated to support this initiative. 20 February 2025: Strategic plan for use of CAT investment funds in place. ELT oversight continues of plan and spend. Horizon scanning for other potential investment opportunities carried out on an ongoing basis. 31-Mar 2025 Rhonda Leith
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Risk Code SRR2526_R08 Risk Title Property Asset Risk Latest Note Date 25-Feb-2025 Risk Owner Russell McCutcheon Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact The long-term impact of restricted budget availability for investment in the Council’s property assets means these assets are in declining condition and have greater long term investment needs. Systemic building safety issues have been evidenced by issues such as national high profile safety issues, and the presence of RAAC through the public sector property portfolio. These have highlighted the substantial increasing burden of property asset management. There have been a number of near misses or critical failures of aging heating plant and equipment which the council cannot afford to replace on a programmed basis. Inflationary pressures, and on-going volatility in the construction & related activities sphere, place further difficulties in the ability of restricted budgets to address all priorities. Maintenance issues and failure of building components are increasingly likely to result in disruption to service delivery. There is also an increasing risk of health and safety and statutory compliance obligations not being achieved. Property events requiring significant interventions leading to service disruption, closure of facilities, decant etc. are in increasing in frequency and often over-lapping (often coinciding with weather events). Property condition information is gathered and recorded within the Council’s electronic asset management system, providing a baseline to measure building element lifecycle replacement requirements across the corporate estate. The limited investment available is therefore targeted on priorities. Reactive maintenance, and statutory compliance are also undertaken corporately by PMI, by appropriately trained / experienced staff. There is an on-going Transformation programme workstream focusing on property rationalisation as a means of reducing the financial burden of the estate through reducing overall area occupied (aligned to carbon reductions). Post Incident reviews and lessons learned exercises with actions undertaken where feasible to do so. Risk based property reviews are underway to examine, on a property by property basis, where property risks have the potential to impact service delivery. The information gathered influences both investment plans and business continuity plans. This work is on-going in respect of the school estate and is being rolled-out to other services’ assets. An additional £0.5m has been allocated in the 25/26 budget to the Property Lifecycle Budget to address condition issues within the corporate estate. In addition, £0.5m has been allocated to undertake energy efficiency measures in the property estate and a joint Sustainability / PMI working group has been established to identify and progress relevant investment. This will be coordinated to ensure optimal benefit for both energy efficiency and property condition. Business Continuity Planning, taking cognisance of the risks posed by potential building unavailability is also being strengthened. 4 5 Status Risk Score Heat Map Change in Score Approach No Change Treat Stable 20
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Strategic Risk Action Plan Date Updated 25-Feb-2025 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG CC&M team within PMI managing reactive maintenance and statutory compliance. Team resources stretched; however, restricted budgets are principal risk. 13 September 2024: Team resources remain stretched, presently exacerbated by recent staff departure, recruitment exercise currently on-going. 21 February 2025: Although previous vacancies were successfully filled, further staff departure now requires recruitment process – continuing to stretch resources. Ongoing Russell McCutcheon Asset management team within PMI collecting asset condition information and leading prioritisation of lifecycle investment. Improved asset management system is being investigated; however, restricted budgets are principal risk. 13 September 2024: Work continues in relation to the new asset management system, including bench-marking and information sharing with other authorities. Ongoing Russell McCutcheon Property rationalisation programme Locality based property review work currently underway to increase scale and pace of implementation. 13 September 2024: The Irvine Property Accommodation programme received Cabinet approval in March 24 and is progressing to programme. 21 February 2025: The programme of accommodation moves flowing from the Irvine Property Review is well advanced and scoping has commenced for further review of the Council’s estate across all localities. Ongoing Russell McCutcheon Risk based property review process Requires up to date property information, including client information and cross service buy-in to be effective. 13 September 2024: The Education Estate has been reviewed in its entirety and quarterly meetings have been established to continue this work on a priority-basis. The approach has also been utilised in respect of the communities estate. 21 February 2025 In addition to the estate review meetings noted above, Business Continuity Planning, taking cognisance of the risks posed by potential building unavailability is also being strengthened. Ongoing Russell McCutcheon