09 - 2025-06-18 IJB - 2025-26 Delivery Plan – Delivering Our Health Together – NHS Lanarkshire Board
North Lanarkshire Council · 18 June 2025
Back to Health and Social Care Integration Joint Board — 18 June 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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1 REPORT Item No: 9 SUBJECT: 2025-26 Delivery Plan – Delivering Our Health Together – NHS Lanarkshire Board TO: Integration Joint Board (IJB) Lead Officer for Report: Claire Rae, Chief Officer Author(s) of Report Roslyn Rafferty, Head of Strategy & Performance DATE: 18 June 2025 1. PURPOSE OF REPORT This report provides the Board an overview of the 2025/26 Delivery Plan – Delivering Our Health Together, which was approved at NHS Lanarkshire Board on 29 May 2025. This paper is coming to the IJB for: For Approval: ☐ For Endorsement: ☐ To Note: ☒ 2. ROUTE TO THE BOARD This paper has been: Prepared By: ☐ Reviewed By: ☐ Endorsed By: NHS Lanarkshire Board ☒
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2 3. EXECUTIVE SUMMARY 4. RECOMMENDATIONS 4.1 It is recommended that the IJB note the contents of the report. 5. VARIATIONS TO DIRECTIONS? This section outlines if the report requires a direction to be issued to the Local Authority, the Health Board, to both, or that no direction is required 6.1. BACKGROUND NHS Lanarkshire’s 2025/26 Delivery Plan (DP) was developed in response to the Scottish Government’s guidance issued in December 2024. Development of the plan was co-ordinated between January and March 2025 with involvement from members of the Corporate Management Team and other key stakeholders. The draft Delivery Plan was shared for consideration at the Board seminar on 27th February 2025 and Executive Director’s Group (EDG) on 17th March 2025. In line with guidance, a final draft was submitted to the Scottish Government on 21st March 2025. A formal letter of response from Scottish Government (SG) was received on 16th May 2025. Specifically: • The response welcomed the approach being taken by NHS Lanarkshire to develop service delivery and financial planning in an integrated way, ensuring that patient safety and front-line services are appropriately prioritised whilst working within agreed budgets. • In particular, SG was pleased to note that the Delivery Plan set out how NHS Lanarkshire’s reform agenda aligns with the national reform and renewal programme, and that local planning over the next year will be shaped by the Operational Improvement Plan (OIP), Population Health Framework and Service Renewal Framework. • SG recognised the ongoing challenges and acknowledged that planning is currently set within a landscape of uncertainty and risk. As such it was Yes ☐ No ☐ N/A ☒
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3 stressed that our plan must remain dynamic and responsive to the fluid environment. SG approval of the plan is contingent upon the understanding that NHS Lanarkshire continues to work closely with the Scottish Government (SG) around its delivery and implementation over the coming year. In this respect our operational teams continue to engage and work closely with the various policy teams. SG have advised that, as the DP met requirements and provided appropriate assurance, the draft plan could now be considered through local governance processes. The Board is asked to consider the 2025/26 Delivery Plan for approval. 6.2 Assessment The Delivery Plan (DP) reflects our transform and reform priorities which align with the Board’s Finance, Workforce and Quality plans and incorporate the national Health and Social Care reform ambitions. The DP responds to 80 prescribed ‘Planning Priorities’ across 13 ‘Delivery Areas’ aligned with Scottish Government (SG) policy team priorities. The actions and trajectories within our Plan are dynamic and will continue to develop responding to future SG requests or changes in local circumstances. The draft DP was developed over January to March 2025 and, at the time of submission, the outcome from NHS Lanarkshire’s Operational Improvement Plan bid was unknown. This position was reflected in the draft with a commitment to update any actions/trajectories which would be impacted should additional funding be allocated. Following confirmation of additional funding, the relevant TTG and NOP trajectories have now been updated in the final version of the Delivery Plan presented to Board. The Scottish Government’s formal response letter included an appendix providing a detailed analysis of the DP and this has been shared with relevant Directors for noting/actioning as appropriate. Progress Reporting For 2024/25 the Scottish Government used individual Board’s routine performance reports, prepared for local governance and assurance, to meet Board’s DP reporting requirements. We submitted the Integrated Performance & Quality Report (IPQR) on a quarterly basis to SG as a mechanism to reflect progress on the 2024/25 Delivery Plan. SG has indicated that this approach will continue in 2025/26.
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4 In relation to local governance, we will undertake an analysis of the governance routes for reporting on the actions reflected in the DP to provide assurance to the Board. The Board is asked to consider for approval the 2025/26 Delivery Plan at Appendix 1. 9. IMPLICATIONS 9.1 NATIONAL OUTCOMES Link(s) to National Health and Wellbeing Outcomes People are able to look after and improve their own health and wellbeing and live in good health for longer ☒ People, including those with disabilities or long-term conditions, or who are frail, are able to live, as far as reasonable practicable, independently and at home or in a homely setting in their community ☒ People who use Health and Social Care Services have positive experiences of those services, and have dignity respected ☒ Health and Social Care Services are centred on helping to maintain or improve the quality of life of people who use those services ☒ Health and Social Care Services contribute to reducing health inequalities ☒ People who use Health and Social Care Services are safe from harm ☒ People who work in Health and Social Care Services feel engaged with the work they do and are supported to continuously improve the information, support, care and treatment they provide ☒ Resources are used effectively and efficiently in the provision of Health and Social Care Services ☒ 9.2 ASSOCIATED MEASURE(S) 9.3 FINANCIAL This paper has been reviewed by Finance: The Delivery Plan provides details of a number of risks, including financial. Any implications arising will be identified and approved prior to implementation.
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5 Yes No N/A ☒ 9.4 RISK ASSESSMENT/RISK MANAGEMENT Development and agreement of the Delivery Plan includes an assessment of risk and management implications for each deliverable. Relevant Risk Register Details Current Risk Level Risk Owner Choose an item. 9.5 ENGAGEMENT & PARTICIPATION Please tick the engagement and participation objectives that link(s) with this piece of work and provide further details on the engagement and participation that was undertaken. Objectives Further details ☐ Involve stakeholders in the development work aimed at achieving the national outcomes ☐ Provide stakeholders with information on how to get involved ☐ Ensure a diverse range of engagement and participation and opportunities are in place to suit different needs ☐ Measure how well we involve community stakeholders in the planning, design and delivery of our services ☐ Provide regular feedback on how stakeholder engagement and participation is shaping and influencing service development and delivery ☐ Provide support to enable stakeholder representatives to participate meaningfully and confidently at meetings ☐ Develop participation guidelines to ensure a common understanding and set of expectations for both stakeholders and partnership staff ☐ Support engagement planning and participation in localities, taking account of
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6 other engagement activity and local plans across the Community Planning Partnership 9.6 INEQUALITIES & FAIRER SCOTLAND DUTY EQIA Completed & Fairer Scotland Impact Assessment Form Completed and attached to report: Yes No ☒ N/A EQIA added to website: Yes No N/A ☒ 10. BACKGROUND PAPERS 11. APPENDICES Appendix 1 – 2025-26 Delivery Plan – Delivering Our Health Together CHIEF ACCOUNTABLE OFFICER (or Depute) Members seeking further information about any aspect of this report, please contact the following;