Hi Anonymous!
To answer your questions one by one:
1) Taking time to verbalize your recommendation
For practice purposes, I strongly recommend to train delivering your recommendations on the spot (i.e. taking max 5 seconds, that's always ok). In many interviews, the interviewer is just running out of time at the end and simply won't give you any additional time for structuring your thoughts, introducing the situation like "You are just meeting the CEO in the elevator/team room/..., what do you recommend?". In this situation also in reality you would not have any chance to jot down your notes for answering.
However, there is no penality for asking for time. In case you get it granted during your interviews, let's be happy about that and improve the quality of your answer. If not, you are still prepared based on your on-the-spot preparation described in the paragraph above. Hope that approach makes sense by now.
At the same time, needing extra time to collect your thoughts at the end of the case means that you lost sight of the big picture throughout the case (which is very easy to do indeed, no offense!). For that reason, also get accustomed to conciously summarizing the lessons learned and so-what during the case after each major bucket/analysis. That will help you significantly to pull out a recommendation any time needed, even on the spot.
2) Additional recommendations
This really depends on the case objective and the analysis done during the case. If the data and analysis points in having multiple recommendations, than also voice those. If there is only one cohesive recommendation supported by data and your analysis, then go for one.
Including risks and next steps is definitely fine - some interviews love that, others don't really mind. So whenever in doubt, include the most important aspects (be it a single one, or even multiple ones).
Hope this helps - if so, please be so kind and give it a thumbs-up with the green upvote button!
Robert