10 - 2025-09-17 IBJ - SCP Update
North Lanarkshire Council · 17 September 2025
Back to Health and Social Care Integration Joint Board — 17 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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1 REPORT Item No: 10 SUBJECT: Strategic Commissioning Plan 2026 and beyond TO: Integration Joint Board Lead Officer for Report: Chief Officer, Planning, Performance & Quality Assurance Author(s) of Report Senior Manager, Strategy & Performance DATE: 17 September 2025 1. PURPOSE OF REPORT The purpose of the report is to provide the board with an update on the development of the new Strategic Commissioning Plan for 2026 and beyond. 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: ☐ This paper has been prepared by the Chief Officer, Planning, Performance & Quality Assurance and has been reviewed by the Senior Management Team. 3. EXECUTIVE SUMMARY The current Strategic Commissioning Plan and Programme of Work (PoW) is due to expire in March 2026, and this report sets out arrangements for the development of a new Strategic Commissioning Plan and PoW. 4. RECOMMENDATIONS
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2 4.1 It is recommended that the IJB approve the arrangements set out in the report for the development of a new Strategic Commissioning Plan. 5. VARIATIONS TO DIRECTIONS? 6. BACKGROUND 6.1 The Public Bodies (Joint Working) (Scotland) Act 2014 (the Act) places a duty on Integration Authorities to develop a strategic plan, also known as a strategic commissioning plan, for integrated functions and budgets under their control and the Scottish Government has published guidance to support production of said plans: https://www.gov.scot/publications/strategic-commissioning-plans- guidance/pages/9/. 6.2 The Integration Joint Board approved the Strategic Commissioning Plan 2023- 2026 at its meeting on 22 March 2023, setting out how the Health & Social Care Partnerships plans and delivers services for North Lanarkshire over the medium term and how these arrangements help to contribute towards achieving the national health and wellbeing outcomes. 6.2 Subsequently, a more detailed Programme of Work was approved by the Board at its meeting on 27 September 2023, setting out in more detail the programmes and activities intended to help transform the health and social care system. 6.3 The current Strategic Commissioning Plan and Programme of Work is due to expire in March 2026, and this report sets out arrangements for the development of a new SCP and PoW. 7. SUMMARY OF KEY ISSUES 7.1 The development of a new Strategic Commissioning Plan is underway with a view to the new plan coming into effect from April 2026, upon expiry of the current Strategic Commissioning Plan 2023-2026. 7.2 An engagement and consultation process has been initiated to ensure a wide range of staff, people who use services, carers and partner organisations have an opportunity to participate in shaping the next commissioning plan. A number of events will be organised over the coming months to facilitate discussion in localities as well as targeted groups, Community Board members, elected members, Integration Joint Board members, and the Strategic Planning Group. 7.3 These events will seek to review the achievements and challenges of the past three years and use a range of information and intelligence to guide our conversations into the opportunities and challenges facing the partnership in the future. Yes ☐ No ☒ N/A ☐
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3 7.4 We will also consider the range of other national and local strategies, plans and policies to ensure our plan is consistent and aligned with the priorities of North Lanarkshire Council, NHS Lanarkshire, other community planning partners, and national priorities. 7.5 The development of the new plan will also consider the planned review arrangements for the Local Outcome Improvement Plans (LOIPs). The LOIPs are an articulation of the community planning priorities within each of the Community Board areas in North Lanarkshire and are due to expire in 2027. A full review of these plans is underway and the new Strategic Commissioning Plan will take account of these developments. 7.6 The Health and Social Care Renewal Framework 2025-35, recently published by the Scottish Government and COSLA, sets out a high level guide for change to ensure the sustainability, efficiency, quality, and accessibility of health and social services in Scotland. This framework will guide our work and we will use the key principles for renewal to frame our engagement and future plans. These principles are: 1. Prevention Principle: Prevention across the continuum of care 2. People Principle: Care designed around people rather than the ‘system’ or ‘services’ 3. Community Principle: More care in the community rather than a hospital- focused model 4. Population Principle: Population planning, rather than along boundaries 5. Digital Principle: Reflecting societal expectations and societal needs 7.7 Engagement will also focus on the development of a Joint Strategic Needs Assessment (JSNA). The purpose of a Joint Strategic Needs Assessment (JSNA) is to ensure that the Integration Joint Board’s strategic plans are based on robust understanding of the current and predicted future needs of local populations. The information from the JSNA will inform and guide the commissioning and delivery of health, wellbeing and social care services. We will work with colleagues from Public Health Scotland and across the Health and Social Care Partnership to produce information on North Lanarkshire’s demographics and population health and care needs. 7.8 As previously reported, the partnership has been adopting a learning as management strategy (also known as Human Learning System) approach, working with partners from Healthcare Improvement Scotland to make learning and experimentation the key force driving our work. We will ensure this approach and the work to date with Getting It Right For Everyone (GIRFE) continues to feed into our future direction and informs our strategic priorities. 7.9 A draft commissioning plan will be brought to a future meeting of the Board, with final approval required by March 2026. 8. CONCLUSIONS
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4 8.1 Work has commenced on the development of a new Strategic Commissioning Plan, focusing on our achievements to date, the current and future opportunities and challenges facing the Health and Social Care Partnerships, and our responses required to meet our communities and localities needs. 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) None 9.3 FINANCIAL This paper has been reviewed by Finance: Yes No N/A 9.4 RISK ASSESSMENT/RISK MANAGEMENT Relevant Risk Register Details Current Risk Level Risk Owner Choose an item. 9.5 ENGAGEMENT & PARTICIPATION
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5 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 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
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6 The Strategic Commissioning Plan will be subject to an EQIA and will be reported at a future meeting of the IJB, 10. BACKGROUND PAPERS None. 11. APPENDICES None CHIEF ACCOUNTABLE OFFICER (or Depute) Members seeking further information about any aspect of this report, please contact the following; Graeme Cowan cowang@northlan.gov.uk