Agenda Document Pack - IJB Performance, Finance and Audit Committee - 19/08/2026

North Lanarkshire Council · 19 August 2026
Back to IJB Performance, Finance and Audit Committee — 19 August 2026 and its agenda

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13 August 2026 
Members of the 
IJB Performance, Finance and Audit Committee
Chief Executive’s Office
Rachel Blair
Chief Officer (Legal, Democratic and Strategy)
Civic Centre, Windmillhill Street,
Motherwell ML1 1AB
www.northlanarkshire.gov.uk 
Notice is given that a Meeting of the IJB Performance, Finance and Audit Committee is to
be held in the Remote Meeting,  on Wednesday, 19 August 2026 at 09:30 AM which you are
requested to attend. 
The agenda of business is attached. 
Rachel Blair
Chief Officer (Legal, Democratic and Strategy) 
Members : 
Clerk Name: Committee Services
Clerk Telephone: 07350435308
Clerk Email: committee@northlan.gov.uk 
A McCrory, C Barclay, B Baudo, B Burgess, P Couser, D Henderson, S White.  
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Agenda 
1 Welcome and Apologies 
2 Declarations of Interest In Terms of the Ethical
Standards In Public Life Etc. (Scotland) Act 2000 
3 Previous Minute from the Integration Joint Board
Performance Finance and Audit of 20 May 2026
Submit minute of previous meeting of Integration Joint
Board Performance, Finance and Audit Committee held
on 20 May 2026. 
5 - 10 
4 IJB Performance, Finance and Audit Rolling Action
Log
Submit rolling action log by the Chair. 
11 - 22 
5 Matters Arising 
Performance and Finance 
6 Financial Monitoring Report 2026/27
Submit report by the Chief Finance Officer. 
23 - 42 
7 IJB Reserves 2026/27 - Quarterly Update
Submit report by the Chief Finance Officer. 
43 - 52 
8 Performance Update - 1 January to 31 March 2026
Quarter 4 2025/26
Submit report by the Chief Officer (Planning,
Performance and Quality Assurance). 
53 - 76  
Governance and Policy 
9 Internal Audit Annual Report 2025/26
Submit report by the Chief Officer (Audit and Risk). 
77 - 98 
10  Internal Audit Report - Governance and Committee
Effectiveness
Submit report by the Chief Internal Auditor. 
99 - 116 
11  Annual Governance Statement - Action Plan
Progress
Submit report by the Chief Financial Officer. 
117 - 124
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12  Review of Integration Joint Board Standing Orders
Submit report by the Business Support Manager. 
125 - 170 
13  Risk Management Strategy
Submit report by the Business Support Manager. 
171 - 190 
14  IJB Performance, Finance and Audit Work Plan
Submit report by the Business Finance Manager. 
191 - 194  
For Noting 
15  Risk
Consider from the business discussed any new
emerging risks to be added to risk register or whether
the discussion materially alters the accessed levels of
risk/risk tolerance or mitigating controls. 
16  Date of Next Meeting
The next meeting will take place on Wednesday, 21
October 2026 at 9.30am. 
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INTEGRATION JOINT BOARD (PERFORMANCE, FINANCE AND AUDIT) COMMITTEE
WEDNESDAY, 20 MAY 2026 AT 9.30AM 
PRESENT
North Lanarkshire Council
Councillors McCrory (Chair); Barclay; Baudo; and Burgess. 
NHS Lanarkshire
Brian Moore (Vice-Chair); Philip Couser and Siobhan White. 
ALSO PRESENT 
Heath and Social Care Partnership:
Claire Rae; Joanne Jenkins; Nicola Scott; Lucy Munro; Pauline Izat; Kerry Taylor; Maria Barry;
and Mark Dell. 
North Lanarkshire Council:
Francis Scott; and Clare Louise McDonald. 
Other Attendees
Catherine McGinty - Staff Representative (NHSL)
John Watson - Staff Representative (NLC)
David Wood - Voluntary Action North Lanarkshire 
Harry Robertson - North Lanarkshire Carers Together/Carer Representative 
WELCOME AND APOLOGIES 
1. The Chair welcomed all attendee’s to the meeting and noted apologies. 
Decided: that apologies be noted. 
DECLARATIONS OF INTERESTS 
2. The Committee noted that there were no declarations of interest. 
PREVIOUS MINUTE FROM THE INTEGRATION JOINT BOARD PERFORMANCE,
FINANCE AND AUDIT COMMITTEE – 18 FEBRUARY 2026 
3. There was submitted the minute of the meeting of the Integration Joint Board
Performance, Finance and Audit Committee held on 18 February 2026 for approval. 
Decided: that the minute of the meeting of the Integration Joint Board
Performance, Finance and Audit Committee held on 18 February 2026,
be approved. 
Item 3
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INTEGRATION JOINT BOARD PERFORMANCE, FINANCE AND AUDIT ROLLING
ACTION LOG 
4. There was submitted the rolling action log providing an update on a number of actions
arising from previous meetings. 
Decided: that the update on the rolling action log be noted. 
MATTERS ARISING 
5. The Chair sought any matters arising from the Action Log. 
Decided: there were no matters arising from the Action Log. 
FINANCIAL MONITORING REPORT 2025/26 
6. There was submitted a report by the Chief Finance Officer, Health and Social Care
Partnership: (1) summarising the financial performance of North Lanarkshire University
Health and Social Care Partnership for the period from 1 April to 31 March 2026; (2)
advising that for 2025/26 there was an underspend of £30.511m before the removal of
£26.769m earmarked and ringfenced balances, resulting in an underspend of
£3.742m; and (3) highlighting the key financial pressures on the budget. 
Arising from discussion, it was agreed that more information on the health underspend,
offset by out of area and private health care be provided in the next report. 
Decided: 
(1) that the outturn position for 2025/26, together with the underspend of £30.511m
before the removal of £26.769m earmarked and ringfenced balances, resulting
in an underspend of £3.742m be acknowledged; and 
(2) that the contents of the report be otherwise noted. 
IJB RESERVES STRATEGY 2026/27 
7. There was submitted a report by the Chief Finance Officer, Health and Social Care
Partnership: (1) providing an update on the review of the North Lanarkshire Integration
Joint Board reserves; (2) informing that a comprehensive review of all reserves had
been undertaken; (3) advising that following the review, a revised reserves position
had been developed, as set out in Appendix one to the report; and (4) seeking approval
to retain the 4% target risk based and contingency reserves. 
Decided: 
(1) that the realignments and revised reserves, detailed in Appendix one of the
report, be approved; 
(2) that the retention of the 4% target for risk based and contingency reserves, as
detailed in section seven of the report, be approved; and 
(3) that the contents of the report be otherwise noted. 
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PERFORMANCE REPORT UPDATE – 1 OCTOBER TO 31 DECEMBER 2025
QUARTER 3 2025/26 
8. There was submitted a report by the Chief Officer (Planning, Performance and Quality
Assurance), North Lanarkshire Council: (1) setting out an overview of performance of
the Integration Joint Board for the period from 1 October to 31 December 2025, Quarter
3; and (2) enclosing within the appendix to the report Areas for Improvement. 
Arising from discussion, it was suggested: (1) that a report be submitted to a future
meeting of the Health and Social Care Integrated Joint Board, or the development
session being held on Alcohol Services and Alcohol Prevention/Harms and Smoking
Cessation; and (2) that a site visit for Members of the Board to the Addiction Services
be arranged to highlight the good work being undertaken. 
In addition, in relation to the Care Homes section, it was noted that the length of stay
metric target is noted in days, and the quarters are noted in percentages, therefore an
explanation would be included in the report going forward. 
Decided: that the Performance Report Update, for the period from 1 October to
31 December 2025, Quarter 3 and accompanying appendix, be noted. 
INTERNAL AUDIT PROGRESS REPORT 2025/26 
9. There was submitted a report by the Chief Finance Officer, Health and Social Care
Partnership: (1) setting out progress in respect of Internal Audit work for 2025/26; (2)
summarising the key issues arising from the Internal Audit Plan 2025/26; and (3)
enclosing within the appendices to the report the Progress Report, a Summary of
Relevant Partner Reports and the Final IJB Financial Sustainability Report. 
Arising from discussion, it was requested that the report on Self Directed Support,
previously submitted to North Lanarkshire Council’s Audit and Scrutiny Panel on 14
May 2026 be circulated to members for their information, and inclusion on the agenda
at the next meeting of the Committee, which was agreed. 
Decided: that the Internal Audit Progress Report 2025/26 be noted. 
DRAFT INTERNAL AUDIT PLAN 2026/27 
10. There was submitted a report by Audit Scotland: (1) attaching the proposed North
Lanarkshire Integration Joint Board Annual Audit Plan 2025/26; (2) setting out the joint
working arrangements between North Lanarkshire Council and NHS Lanarkshire
Internal Audit teams which would continue in order to deliver the IJB Internal Audit
Service; and (3) requesting delegated authority be granted to the Chief Finance Officer,
to agree with the Chief Officer (Audit and Risk) (NLC), and the Chief Internal Auditor
(NHSL), the scope of the audit assignments in the Internal Audit Plan for 2026/27,
including the allocation of responsibilities for completion of assignments. 
Decided: 
(1) that the Internal Audit Plan for 2026/27, attached at Appendix one be approved; 
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(2) that the continuation of joint working arrangements between North Lanarkshire
Council and NHS Lanarkshire Internal Audit teams, to deliver the IJB Internal Audit
Service, be approved; and 
(3) that the Chief Finance Officer, be delegated authority, to agree with the Chief
Officer (Audit and Risk) (NLC), and the Chief Internal Auditor (NHSL), the scope of
the audit assignments in the Internal Audit Plan for 2026/27, including the allocation
of responsibilities for completion of assignments. 
CHIEF FINANCE OFFICER ROLE 
11. There was submitted a report by the Chief Financial Officer, Health and Social Care
Partnership: (1) setting out changes to the Chief Finance Officer role; (2) informing that
the proposed changes intend to strengthen governance, reduce single point of failure
risk, and improve workforce succession planning, with no reduction in service to the
Integration Joint Board; and (3) highlighting the additional support which would be
provided by North Lanarkshire Council. 
Decided: 
(1) that the rationale for the proposed changes to the Chief Finance Officer role be
acknowledged; 
(2) that the proposed changes to the Chief Finance Officer role, recognising the
additional support to be provided by North Lanarkshire Council, be approved; and 
(3) that the arrangements, designed to strengthen governance, reduce single point of
failure risk, and improve workforce succession planning, with no reduction in
service to the Integration Joint Board (IJB), be noted. 
ANNUAL GOVERNANCE STATEMENT – ACTION PLAN PROGRESS 
12. There was submitted a report by the Chief Officer, Health and Social Care North
Lanarkshire: (1) providing an outline of the actions agreed with the External Auditor,
Internal Auditor and the Senior Management Team, to further develop the IJB
governance framework; (2) summarising within Appendix one to the report, the
progress against each of the agreed actions; and (3) advising that further progress
reports be presented to future meetings of the Committee. 
Decided: 
(1) that further progress reports be submitted to future meetings of the Committee; and 
(2) that the contents of the report be noted. 
INTEGRATION JOINT BOARD RISK REGISTER 
13. There was submitted a report by the Chief Officer, Health and Social Care North
Lanarkshire: (1) providing an update on the IJB risk register; (2) detailing the nine
current risks contained in the risk register; (3) informing that two risks are considered
very high, three risks are considered high and four risks are considered medium; and
(4) summarising the control measures in place for each of the risks, and the risk actions
in progress to mitigate impact.
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Decided: that the risks identified, the control measures in place, and the risk
actions in progress to mitigate the impact, be noted. 
NORTH LANARKSHIRE INTEGRATION JOINT BOARD PERFORMANCE, FINANCE AND
AUDIT WORK PLAN 
14. There was submitted a report by the Business Support Manager detailing the Work
Plan of the North Lanarkshire Integration Joint Board Performance, Finance and Audit
Committee. 
Decided: that the updated Work Plan of the North Lanarkshire Integration Joint
Board Performance, Finance and Audit Committee be noted. 
RISK 
15. Arising from the business discussed, it was noted that there are no new emerging risks
to be added to the risk register and there are no material alterations to the accessed
levels of risk/risk tolerance or mitigating controls.
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1 
ITEM 4 North Lanarkshire Integration Joint Board 
ROLLING ACTION LOG 
NO  DATE  ITEM
NO 
DESCRIPTION  ACTION BY  ACTION & PROGRESS  DUE DATE  COMPLETION
STATUS                         
Item 4
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2 
CLOSED ACTIONS 
NO  DATE  ITEM
NO 
DESCRIPTION  ACTION BY  ACTION & PROGRESS  DUE DATE  COMPLETION
STATUS
1. 30/10/18 Item
11
Reserves Strategy A Kilburn  To develop a reserves strategy on receipt of national
guidance on setting minimum levels of reserves.
In the interim period a local reserves strategy will be
progressed. 
Update September 2021: The IJB Reserves Strategy
2021/2022 was approved by the IJB on 22 June
2021.  This report provided an update on the review
of the existing IJB reserves and new reserves were
established in line with planned commitments and
Scottish Government guidance. 
Update on Exit strategies to be presented to PF& A
in November 2021 
8.12.22 Update provided within report Medium to
Long Term Financial Planning. Further work being
June 2021 
November 2021 –
deferred to IJB
December 2021
Complete 
Reserve strategy
presented to IJB
PFA on 16th Nov.
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3 
undertaken to confirm exit plans and ongoing areas
of work. 
23.3.22 – Update on Financial plan for 2022/23
presented that included update on reserves strategy
but agreed at meeting to provide further more
detailed update to include exit strategy for short term
initiatives funded from reserves and conclusion of all
other areas of reserve funding 
deferred to March
2023. 
Final version to
March IJB
alongside
updated SCP 
Added to March
23 agenda-
complete 
2.  26.5.20 Item
10 
Internal Audit
Report – Due
Diligence Review 
A Kilburn  Further update on the disaggregation of the children,
families and justice social work services budget to be
presented to the IJB.
Update September 2021: The progress in respect of
this action is regularly reported to the IJB
(Performance, Finance and Audit) Committee. 
The updated report to the IJB (Performance, Finance
and Audit) Committee on 24 August 2021 advised
that the budget disaggregation exercise has been
September/Dece
mber 2020
Deferred to March
2021 – deferred
to September
2021 – deferred
to November
2021 
Original Action
complete with
further update on
hosting
arrangements
presented to
PF&A in
November 2021.   
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4 
concluded.  The revised IJB direction to NLC issued
on 23 March 2021 excludes the total budget transfer
in respect of Children, Families and Justice Services.   
Work is continuing to progress in respect of the
hosting arrangements for cross-cutting and support
services.  The original timeline of March 2021 has
therefore been extended to the revised timeline of
September 2021. 
The Service Level Agreement for the future hosting
arrangements and associated budgets will be
presented to the IJB following consultation and
endorsement by the NLC Adult Health and Social
Care Committee and Education and Families
Committee.  A further report will therefore be
presented to the next meeting of the IJB
(Performance, Finance and Audit) Committee on 9
November 2021. 
Update March
2022 - Further
work required to
conclude
agreements
around hosting
arrangements. 
Complete –
presented to IJB
PFA on 16th Nov 
3.  22.9.20  Item 7  Recovery Process  M Dendy  IJB to receive an update on opportunities presented
during recovery process. 
March 2021
Deferred to
September 2021
Ongoing –
delegated to
PF&A to
complete action. 
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5 
21.9.21 – Report presented setting out proposed use
of a Change Fund. 
Progress reports on each element of the proposed
plan to be presented to the PF&A 
February 2022 – update on progress noted with
further updates to be presented 
February 2022  Ongoing 
Complete 
4.  9.12.20  Item 6
& Item
11 
Addictions
services 
M Dendy 1. An update on accommodation issues
affecting the delivery of the addiction services
was requested.   
21.9.21 – verbal update given – work ongoing to
resolve accommodation issues. 
2. Update requested on funding commitments. 
ADP strategy presented and approved at IJB on
21.9.21. Request for detail on commissioning of
services, evidence of benefits and achievements and
timelines for implementation of funding commitments
to be brought back to IJB. 
June 2021 –
deferred to
September 2021
– deferred to PFA
November 2021 –
deferred to
February 2022   
September 2021 
Complete 
Ongoing updates
on progress
scheduled into
forward plan for
PFA 
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6 
16.2.22 PF&A – update noted at meeting with
commitment to report back on specifics and
performance objectives 
December 2021 
August 2022 
MAT standards
update given to
Feb IJB PFA 
Further update
on October PFA
agenda
5. 19/6/24 Item 6 Digital System
Transformation
M Dendy Delegate to the IJB PFA committee -To provide
the IJB PFA with additional financial
information relating to the programme 
Report provided to
IJB PFA 21st
August 2024 
Complete 
6. 19/6/24 Item 7 Mental Health &
Wellbeing Delivery
Plan
R McGuffie Shared new action plan with the group in
Sept/October 
Action Planned
shared and
stakeholder sign
off currently
underway. 
Complete 
7.  21.9.21  Item 7  Primary Care
Implementation 
Plan 
Dr L Munro  1. An update on planned engagement events
with local people on the primary care
implementation plan was requested.
Update provided and noted at March 2022
IJB 
December 2021  Complete –
update report to
16th Nov PFA 
Remove 
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7 
21.6.22 – verbal update on progress noted 
2. Memorandum of Understanding to be shared 
Complete 
8. 22.9.20  Item 5  Mental Health
Continuing Care
Contracted Beds 
R McGuffie  Issue not progressed as planned during 2020 as
engagement process postponed due to lockdown
impact on visits to care homes. 
21.9.21 Business Case to be developed and
presented to IJB, South Lanarkshire IJB and NHSL
Board. 
22.3.22 – Update provided on progress on
engagement and development of business case 
June 2022 
September 2022 
Business case to
be presented at
IJB September
2022 
Delayed following
advice from HIS
around
engagement
standards. Final
business case to
Dec IJB. 
Approved at NL
IJB, SL IJB and
NHS Board in
December 2023.
Complete 
9. 21.9.21  Item
16 
Best Value Audit  M Dendy  An update on the Self Evaluation exercise is to be
presented to the PF&A committee. 
February 2022 –
deferred to
August 2022 as
engagement
event took place
after PF&A
meeting 
Complete  
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8 
10.  8.12.21  Item
14
Integration review
- Chief Financial
Officer 
R McGuffie  Following approval to proceed from the IJB, reports
were to be presented to NLC and NHSL Board to
seek support for preferred option. 
16.2.22 Update on progress provided at PF&A
meeting. HR process being progressed  
21.6.22 – Update on recruitment of CFO provided 
23.3.22 – Update provided to IJB to note that HR
process has commenced and recruitment to
additional post is underway. 
March 2022 
June 2022 
Complete 
11. 22.6.22 Item 8  Financial Plan -
Provision of
smoke alarms
R McGuffie Agreed that H&SC NL funding towards provision
of smoke alarms to meet new standards
would be included within future Digital
Strategy report.
March 2023 Update provided
after year-end
figures.
Combined report
linked to
community alarms
on August PFA
agenda
Complete 
12. 22.6.22  Item 5 Unaudited
Accounts 
R McG/NL  Content of report to be amended to include more
details around reason for significant underspend 
June 2022 Report updated
accordingly.   
Complete 
13. 22.6.22 Item 8
& Item
9
Equalities
Mainstreaming 
Report & Risk
Register 
R McG/CJ  IJB members suggested additions to the IJB risk
Register on following highlighted risks; 
• Cost of Living Pressures
• Urgent/Unscheduled care 
September 2022 
Complete
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9 
• Community Alarms (Analogue to digital) 
• National Care Service 
14. 22.6.22 Item 9  Equalities
Mainstreaming 
Report
M Dendy  Progress updates on delivery of equality outcomes to
be presented via Performance, Finance & Audit
Committee 
May 2023 On agenda
Tabled at June
PFA
15. 22.6.22 Item
12
Strategic
Commissioning
Plan 
M Dendy/T
Marshall  
Detailed report on community nursing to be brought
back to future meeting and included within SCP 
On March 23 IJb
agenda –IJB
approved plan
16.  22.6.22  Item 4 Community
Alarms
R McG Provide the committee with an update on community
alarms switching from analogue to  digital and risk to
service users 
Complete
Update provided
at 16th Nov PFA
17. 22.6.22 Item
14
Audited Accounts  R McG Bring audited accounts to Sept committee  
Complete 
19. 16.11.22 Item 5  Risk Management
Strategy
R McGuffie  Reviewing risk management strategy which will
be brought to the committee in due
course.  Reviewing a process to have
shared risks between partnerships and
acute and also review current risk register 
Update planned
for March 2023
IJB
Liaison session
planned to review 
Complete 
20 16.11.22 Item 6 Analogue to digital R McGuffie Share progress report on the work  On April 2023
agenda
Update on
October agenda 
Complete 
21. 14.2.23 Item
11
Performance
Report
R McGuffie  Bring more information on OT Paediatrics and
speech and language 
On April 2023
agenda
Complete 
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10 
22. 14.2.23 Item
13
MH Strategy R McGuffie Consider dedicating liaison session for a more
in-depth discussion 
Discuss wider thematic work with Brian Moore 
Topic at 8th Nov
Liaison session 
Complete
23 18.10.23 Item 5  Risk Register  R McGuffie  Ross to provide briefing document to offer the
committee assurance that risk are
reviewed against other boards 
November 2023
Liaison Session
Complete 
24. 18.10.23 Item
10
Performance
Report
R McGuffie SWISS update  Future report 
Tabled @ May
PFA 
Complete
18. 31.8.22 Item 6 IJB Self-
Assessment
Report
R McGuffie Consider hosting a development session to
further explore the self-evaluation work 
Picked up at
November Liaison
Session
Complete
25.   Future Meeting C Rae Host a future meeting face to face in Chryston
hub 
19.03.2025 – March date was cancelled new date
to be re-arranged 
Dates set up for
2025 Walk rounds
Ongoing 
Complete – Chair
& Vice-Chair
invited to
Chryston visit &
dates sent of
HSCP SMT walk
rounds
26 25.09.24 Item 9  Integration Joint
Boards Finance
and Performance
Report 2024
C Rae  Ensure that their Medium-Term Financial Plans
are up to date and reflect all current known and
foreseeable costs to reflect short and longer-term
financial sustainability challenges. 
25.02.25 – Due to be discussed at the next IJB in
March
19.03.2025 Discussed on agenda 
19.03.25 
Complete 
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11 
31. 25.02.25 Item 6 Q2 Performance
Report 
Improved communication about progress and
ensure a shared understanding of what CAMHs
services can offer. 
Complete –
updated provided
in IJB action log
33. 19.03.20
25
Item 4 Matters Arising   Learning Disability Workforce paper to be brought
to PF&A 
Complete – paper
presented to
September IJB 
34. 27.08.20
25
Item 4 Matters Arising  Tackling Poverty Team report  Complete –
added to IJB work
plan
35. 27.08.20
25
Item 4 Matters Arising  Safe Staffing report  Complete –
added to IJB work
plan
27 25.09.24 Item 9  Integration Joint
Boards Finance
and Performance
Report 2024
C Rae  Ensure that the annual budgets and proposed
savings are achievable and sustainable. The budget
process should involve collaboration and clear
conversations with IJB partners, workforce, people
who use services and other stakeholders around the
difficult choices required to achieve financial
sustainability. 
Complete – 
Added to IJB PFA
Governance Log 
28 25.09.24 Item 9  Integration Joint
Boards Finance
and Performance
Report 2024
C Rae  Work collaboratively with other IJBs and partners
to systematically share learning to identify and
develop: 
- Service redesign focused on early intervention
and prevention. 
- Approaches focused on improving the recruitment
and retention of the workforce. 
Complete – 
Added to IJB PFA
Governance Log 
29 25.09.24 Item 9  Integration Joint
Boards Finance
and Performance
Report 2024
C Rae  Work collaboratively with other IJBs and partners
to understand what data is available and how it
can be developed and used to fully understand
and improve outcomes for those using IJB
commissioned services. This should include a
consideration of gaps in data. It should also
include consideration of measures to understand 
Complete – 
Added to IJB PFA
Governance Log 
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12 
the impact of preventative approaches.
30. 25.09.24 Item 9  Integration Joint
Boards Finance
and Performance
Report 2024
C Rae  Evaluate whether the local commissioning of care
and support services, and the contracting of these
services, adheres to the ethical commissioning
and procurement principles, improving outcomes
for people. 
Complete – 
Added to IJB PFA
Governance Log 
36. 27.08.20
25
Item 4 Matters Arising  Information request on age assessments and carers
during crisis periods 
Complete – 
Discussion at PFA
in October 2026
32. 25.02.25 Item 8 Financial
Monitoring 
Suggestion that Pharmacy Savings Approach could
be brought back to IJB to get a restock of where
things are and where they are going 
Complete – 
Added to work
plan for future
meeting
37. 27.08.20
25
Item 4 Matters Arising  Use of reserves (to be discussed under Finance)  Complete – 
Paper on agenda
for 18 Feb 2026 
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REPORT 
Item No: 6 
1. PURPOSE
1.1 This paper is coming to the Performance, Finance and Audit (PFA) Committee for:   
For approval  For endorsement  For noting 
1.2 This report provides a summary of the North Lanarkshire University Health and
Social Care Partnership (the Partnership) for the period 1 April 2026 to 30 June
2026. 
2. ROUTE TO THE PERFORMANCE, FINANCE AND AUDIT COMMITTEE 
2.1 This paper has been:  
Prepared By:
Chief Finance
Officer
☒ Reviewed By:
Chief Officer
☒ Endorsed By: ☐  
3.       RECOMMENDATIONS
3.1  It is recommended that the PFA Committee:
(1) Acknowledge the contents of the report.
(2) Acknowledge the projected outturn for 2026/27 is an underspend of £0.695m. 
4. VARIATIONS TO DIRECTIONS 
5. STRATEGIC COMMISSIONING FRAMEWORK
5.1 In line with the Integration Scheme, North Lanarkshire Integration Joint Board (IJB)
directs resources to North Lanarkshire Council (NLC) and NHS Lanarkshire (NHSL),
the partner organisations responsible for delivering the health and social care
functions delegated to the IJB.
5.2 Direction Letters1 were approved by the IJB and issued to both NLC and NHSL in
March 2026, setting out the integrated functions to be delivered on behalf of the IJB
and the resources allocated to support those services during 2026/27. These
directions support the delivery of the IJB's strategic priorities and provide the
framework through which the IJB exercises its strategic commissioning
responsibilities. 
1 IJB Directions Letters to NLC and NHSL
SUBJECT: Financial Monitoring Report 2026/27
TO: Performance, Finance and Audit Committee
Lead Officer for Report: Chief Officer
Author(s) of Report Chief Finance Officer 
DATE: 19 August 2026
Yes  No  N/A 
Item 6
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5.3 The Strategic Commissioning Plan (SCP) 2023-26 concluded on 31 March 2026. A
draft Strategic Commissioning Plan 2026-29 was presented to the IJB in June
20262, with final approval expected in September 2026 and formal launch thereafter.
The new plan sets out five strategic priorities:
• Prevention-Focused System
• Tackling Inequality
• Stronger Places and Communities
• Healthy Living Across the Life Course
• Equitable Access to Health and Social Care
5.4 The Strategic Commissioning Plan will be supported by a Programme of Change
and Transformation which will translate these priorities into deliverable
workstreams, outcomes and milestones, providing a structured framework for
overseeing progress, managing risks and assessing the impact of service
transformation.
5.5 Both partner organisations provide financial and operational performance
information from their respective financial systems. This information is consolidated
to provide the IJB with oversight of financial performance across delegated services
and to support strategic decision-making. Budget monitoring is undertaken by the
finance teams within NLC and NHSL and coordinated by the Chief Finance Officer,
with reporting designed to support the IJB's assurance, governance and strategic
commissioning responsibilities.
6. STRATEGIC FINANCIAL DASHBOARD
6.1 As a strategic commissioning organisation, it is important that financial performance
is considered from an overarching IJB perspective as well as through the detailed
operational performance of delegated services. The dashboard below provides a
summary of the Partnership's overall financial position, including medium term
financial sustainability, reserves, savings delivery and strategic risks, to support
effective scrutiny and decision making by the Board.   
2 IJB - Draft Strategic Commissioning Plan 2026-2029 Page 24 of 194

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7. 2026/27 OPERATIONAL FINANCIAL ANALYSIS 
Budget
7.1 The Medium-Term Financial Plan (MTFP) 2026/27 to 2028/29 3, approved by the
IJB in March 2026, sets out the financial resources available to support delivery of
the Partnership's strategic priorities and identifies the financial challenges
anticipated over the medium term. The plan highlighted a cumulative budget gap of
£67.464m across the three-year period, including £23.923m in 2026/27. The
approved budget for delegated health and social care services in 2026/27 is
£915.495m, as detailed in Appendix 1.
7.2 During the financial year, the approved budget is subject to change because of
additional funding allocations, technical adjustments and the transfer of resources
between budget headings. A summary of all budget movements approved to date,
together with the resultant revised budget position, is provided in Appendix 2. 
Financial Performance 
7.3 The financial information presented within this report is derived from NHS
Lanarkshire's Month 3 monitoring position, as at 30 June 2026, and North
Lanarkshire Council's Period 3 monitoring position, as at 19 June 2026. Based on
the latest financial forecasts provided by both partner organisations, the Partnership
is projecting a year-end underspend of £0.695m. This projection assumes that
current levels of activity, expenditure and income continue for the remainder of the
financial year. A summary of the overall financial position is provided in Tables 1
and 2. 
Table 1   
Table 2 
7.4 The projected year end variance can be attributed to £3.322m underspend in
relation to the services delegated to health offset by a £2.627m overspend for 
3 Medium Term Financial Plan 2026-2029 and Long-Term Financial Outlook
Annual Projected Projected
Service Area Budget Outturn Outturn
Variance
£m £m £m
Core Delegated Services  619.780          620.376 (0.596)
Hosted Services 215.781         214.490 1.291
Set Aside Services 79.934           79.934 0
Total  915.495          914.800 0.695
£m £m £m £m £m
Health Care Services 612.105 0.000 612.105 608.783 3.322
Social Care Services 303.390 0.000 303.390 306.017 (2.627)
TOTAL 915.494 0.000 915.494 914.800 0.695
Annual
Budget
2026/27Partner
Projected Year
End Variance
2026/27
Projected Year
End Spend         
2026/27
In Year
Drawdown
From
Reserves
Revised
Budget
2026/27
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Page 26

services delegated to social care. Appendix 3 details the projected variances within
each area.
7.5 An explanation of the significant operational projected variances within these
delegated services are provided below:
7.5.1 Employee Costs (Pays) – underspend of £6.424m
Recruitment and retention pressures continue to be experienced nationally across
health and social care services, resulting in ongoing workforce challenges for the
Partnership. A range of actions are being progressed to improve recruitment,
support workforce sustainability and reduce reliance on temporary staffing
arrangements; however, vacancies remain across a number of service areas due to
workforce shortages and competition for skilled staff. Additionally, there has been
reduced spending on overtime and agency staffing. Consequently, a non-recurring
underspend of £6.424m is currently forecast within employee costs for 2026/27.
Section 10 of this report provides further detail on vacancy levels and the impact
these are having on agency, bank aide and overtime costs.
Social Care Services
7.5.2 Excluding employee costs reported in section 7.5.1, services delegated to Social
Care are projecting an overspend of £3.623m, the majority of which relates to
Payments to Other Bodies, primarily Care at Home and Independent Care Home
provision. As part of the 2026/27 budget setting process, these budgets were
increased by £23.155m to recognise inflationary uplifts and anticipated demand
growth before a savings requirement of £7.900m was applied through the Medium-
Term Financial Plan (MTFP). The projected overspend reflects the continued
demand and cost pressures being experienced across adult social care services,
together with the current anticipated shortfall in achieving the full value of planned
savings within these areas during 2026/27. Further information on savings delivery
is provided in Section 9.
7.5.3 The projections for independent care homes and care at home provision are
demand led and are based on the full year costs for both current clients and those
anticipated, therefore projections will alter as the year progresses. The current
projections are based on the following:
• Independent care homes have a yearly budget to fund 1,393 care plans but at
present the number of care plans is 1,422 resulting in an overspend of £1.236m.
• Care at Home costs are projected to overspend by £2.218m, the budget is based
on funding 2,842 care plans however the actual plans in place total 2,889.
Health Services
7.5.4 Non pay costs have a year to date overspend of £0.553m resulting in the reported
projected overspend of £2.210m. As part of the Financial Plan process, a decision
was taken to remove all historical cost pressures within non-pay budgets and
instead reflect any remaining funding gap within a single central "Financial Plan"
budget line. The current forecast overspend reflects the fact that savings have not
yet been identified to offset these cost pressures.
7.5.5 In 2025-26, North HSCP delivered a marginal prescribing underspend of £0.014m
at year-end, reflecting a broadly balanced position against the in-year allocation.
Month 3 prescribing is reporting an underspend of £0.026m and has been calculated
based on a combination of actual data received to April 2026 and estimated data Page 26 of 194

Page 27

for May and June 2026. Based on the data received to date the cost per item of
medicines being prescribed is currently £10.40, which has increased from £10.42 in
March 26. The number of items being dispensed has decreased by 3.72% based
on the same period last year.
7.5.6 Hosted Services led by North Lanarkshire IJB are forecasting an overall underspend
of £1.291m.  There are a number of offsetting variances across this area however
the most significant underspends are within Speech & Language Therapy, CAMHS,
Forensic Psychiatry and Psychological Therapies which are partially offset by
overspends in Children’s Services, Acute Adult Psychiatry, and Hospital at Home.
8. GENERAL RESERVES
8.1 In line with the IJB's Reserves Strategy, reserve balances continue to be monitored
regularly to ensure sufficient financial resilience is maintained to manage emerging
pressures, support transformation activity and deliver the Partnership's strategic
priorities. A detailed review of reserves forms part of a separate report presented to
this Committee.
8.2 The Partnership's opening reserves balance for 2026/27 was £102.817m. Based on
the latest review and forecast utilisation of approved commitments, the projected
reserves position at 31 March 2027 remains consistent at £102.817m, as
summarised in Table 3 and detailed in Appendix 5.  This reflects the quarter 1
position and is primarily attributable to the timing of planned reserve utilisation.
Table 3 
8.3 Further information on reserve movements, forecast utilisation and the continuing
alignment of reserves to the IJB's financial planning assumptions, reserves strategy
and strategic priorities is provided within the separate quarterly reserves update
report considered elsewhere on this agenda. 
9. SAVINGS
9.1 As outlined in Section 7, the MTFP identified a financial challenge of £23.923m for
2026/27. In response, a comprehensive savings programme was developed to
support delivery of a balanced budget while maintaining the long-term financial
sustainability of the Partnership. Of the total savings requirement, 95% (£22.727m)
has been identified on a recurring basis, strengthening the Partnership's financial
position in future years. The remaining 5% (£1.196m) relates to non-recurring
solutions within Health Services across a number of smaller non-pay budgets. The
recurring savings programme has been structured around three key themes:
Medicines, Modernisation and Efficiency, and Transformation.
LEAD
PARTNER SUMMARY
Opening
Balance as at
1st April 2026
Transfers
To / From
Reserves
Drawdown
from
Reserves
Revised
Balance as at
31 March 2027
£m £m £m £m
NHSL Ring-Fenced Reserves 14.985 0.235 0.000 15.220
NLC/NHSL Earmarked Reserves 45.697 (0.235) 0.000 45.462
NLC/NHSL Risk-Based Reserves 21.270 0.000 0.000 21.270
NHSL Contingency Reserves 20.865 0.000 0.000 20.865
102.817 0.000 0.000 102.817Total
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9.2 To strengthen governance and oversight of the savings programme, a monthly
Savings and Value Board was established from April 2026. The Board provides
strategic oversight of savings delivery and transformation activity, monitors progress
against approved savings targets, reviews risks and barriers to delivery, and agrees
corrective actions where slippage occurs. Through regular scrutiny of financial,
operational and performance impacts, the Board ensures that savings remain
aligned to the Partnership's strategic priorities and that emerging pressures can be
identified and addressed at the earliest opportunity. Progress and key risks are
reported through the Partnership's established governance arrangements, including
quarterly reporting to the Performance, Finance and Audit Committee.
9.3 At 30 June 2026, the Partnership has delivered £13.508m (59%) of the approved
savings requirement. Delivery remains under active review through the Savings and
Value Board, with progress against individual workstreams detailed in Appendix 6.
Chart 1 
10. VACANCY POSITION 2026/27
10.1 Table 4 shows the full time equivalent (FTE) vacancy numbers at 30 June 2026
within each service compared against their budgeted establishment. 
Table 4 
Establishment Actual Vacancies
FTE FTE FTE
North West Locality 364.22 339.31 24.91
North East Locality 309.00 293.38 15.62
Adult Services 280.57 262.92 17.65
Children Services 586.10 531.63 54.47
Mental Health 1,214.40 1,125.78 88.62
Social Care Services 938.04 822.64 115.40
Home Support 971.07 919.68 51.39
Other 204.69                  194.29 10.40
TOTAL 4,868.09 4,489.63 378.46
Position as at 30 June
Service
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10.2 To help cover the vacant posts throughout the year, agency staff, bankaide,
overtime and excess part time hours are used, the cost of which is included within
the financial position reported.  A detailed analysis of these costs is at appendix 7. 
11.  IMPLICATIONS
11.1 NATIONAL 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 reasonably 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 
☒
11.2 ASSOCIATED MEASURE(S) 
Each partner is required to remain within their approved budgetary provision.  
11.3 FINANCIAL 
This paper has been reviewed by Finance:
Yes  No  N/A 
11.4 RISK ASSESSMENT/RISK MANAGEMENT 
The strategic financial risks detailed in the IJB Risk Register has been updated
where necessary and are included in a separate report to the IJB. 
Relevant Risk Register Details  Current Risk
Level 
Risk Owner 
Financial Sustainability – Short Term High Nicola Scott
Financial Sustainability – Medium Term Very High Nicola Scott
Financial Sustainability – Long Term Very High Nicola Scott
Governance Failure High Nicola Scott
Failure to meet Legislative
Requirements
Medium Pauline Izat /
Morag Dendy /
Joanne Jenkins 
11.5 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. Page 29 of 194

Page 30

Objectives  Further details 
☒ Involve stakeholders in the development
work aimed at achieving the national 
outcomes
The Director of Finance of NHSL
and the Chief Officer (Finance &
Technology) within NLC both
continue to be consulted on the
financial position of the NL IJB.
☐ 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
Financial information is shared with
stakeholders on a regular basis and
is provided to the PFA and IJB on a
quarterly basis.
☒ 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
IJB Financial Plan and Reserves
Strategy aligns and supports the
IJB Strategic Commissioning Plan
to ensure robust financial
monitoring and scrutiny.
11.6  INEQUALITIES & FAIRER SCOTLAND DUTY
Equality and Diversity Impact Assessment Completed & Fairer Scotland Impact
Assessment Form Completed and EQIA added to website: 
Yes  No  N/A 
12. BACKGROUND PAPERS 
As per foot notes. 
13. APPENDICES 
Appendix 1   North Lanarkshire IJB Annual Budget 2026/27 
Appendix 2   IJB Budget Reconciliation 2026/27
Appendix 3  North Lanarkshire Revenue Budget Position to 30 June 2026
Appendix 4.1  Hosted Services led by North Partnership to 30 June 2026
Appendix 4.2 Hosted Services led by South Partnership to 30 June 2026 
Appendix 5  Movement in Reserves 2026/27 Page 30 of 194

Page 31

Appendix 6  Savings Progress to 30 June 2026
Appendix 7   Analysis of Additional Employee Costs 2026/27     
Chief Finance Officer   
Members seeking further information about any aspect of this report, please contact
Nicola Scott on telephone number 07816 126362. 
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Appendix 1 
North Lanarkshire IJB Annual Budget 2026/27
Annual
Budget
2026/27
£m
Health Care Services
Health Care 316.390
Hosted Services 215.781
Set-Aside Budget 79.934
Total Expenditure - NHSL 612.105
Social Care Services
Social Care Services Gross Expenditure 306.178
Social Care Services Gross Income (5.012)
Social Care Services Net Expenditure 301.166
Housing Revenue Account 2.223
Social Care, Housing and Transport Services Net Expenditure 303.390
Total Expenditure - NHSL and NLC 915.495
Annual
Budget
2026/27
£m
NHS Lanarkshire Funding (612.105)
Social Care Funding (24.602)
Resource Transfer (25.184)
Commissioned Services (7.370)
Transfer from Reserves (Approved) 0.000
Total Funding - NHSL (669.262)
NLC Funding - Social Care Services (244.010)
NLC Funding - Housing Services (2.223)
Transfer from Reserves (Approved) 0.000
Total Funding - NLC (246.233)
Total Funding - NHSL and NLC (915.495)
Care Group
Funded By:
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Appendix 2
North Lanarkshire IJB Budget Reconciliation 2026/27
2025/26NHSL Financial Allocation to North Lanarkshire HSCP £m 2026/27 NLC Financial Allocation to North Lanarkshire HSCP £m
2026/27 North Lanarkshire HSCP Financial Allocation 297.628 2026/27 North Lanarkshire HSCP Financial Allocation 244.010
2026/27 Area Wide 8.122 NLC Funding - Housing Services 2.223
2026/27 Prescribing 85.256 NLC Financial Allocation at 19 June 2026 246.233
Set-Aside Budget 79.934
South Hosted @ 52% 49.386
Family Health Service South @ 52% 147.665
NHSL Financial Allocation at 31 May 2026 667.991
Budget Adjustments Posted in Month 3
Income 0.680
SG Allocations - Non Recurring 0.348
Pay Award/Board Allocations 0.045
Area Wide 0.261
South Hosted @ 52% -0.067
Family Health Service South @ 52% 0.002
Roundings 0.002
NHSL Financial Allocation at 30 June 2026 669.262
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Appendix 3
North Lanarkshire IJB Revenue Budget Position 1 April 2026 to 30 June 2026
Annual
Year To Date
Variance
Projected Year
End Outturn
Budget Budget Actual Total Total
2026/27 June 2026 June 2026 June 2026 2026/27
£m £m £m £m £m
Health Care Services
Locality and Other Services 64.733 16.938 16.316 0.622 2.489
Addiction Services 4.495 1.093 1.093 (0.000) (0.000)
Medical and Nursing Directorate 4.473 1.068 0.971 0.097 0.390
Prescribing 84.915 20.379 20.353 0.026 0.104
Out of Area Services 1.723 0.381 0.634 (0.253) (1.013)
Area Wide Services 8.383 1.845 1.829 0.015 0.062
Family Health Services 147.667 40.253 40.253 0.000 0.000
Hosted Services 215.781 55.226 54.903 0.323 1.291
Set-Aside Budget 79.934 19.984 19.984 0.000 0.000
Total Expenditure - NHSL 612.105 157.167 156.336 0.830 3.322
Social Care Services
Social Care Services Gross Expenditure 306.178 70.656 71.469 (0.812) (3.520)
Social Care Services Gross Income (5.012) (1.157) (1.363) 0.206 0.893
Social Care Services Net Expenditure 301.166 69.500 70.106 (0.606) (2.627)
Housing Revenue Account 2.223 0.513 0.513 0.000 0.000
Social Care, Housing and Transport Services Net Expenditure 303.390 70.013 70.619 (0.606) (2.627)
Total Expenditure - NHSL and NLC 915.495 227.180 226.956 0.224 0.695
Care Group
Year To Date
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Page 35

Appendix 4.1 
June 2026 June 2026 June 2026 June 2026 June 2026 June 2026
Budget Actual Variance Budget Actual Variance
£m £m £m £m £m £m £m
Sexual Health Services 4.082 0.542 0.458 0.084 0.500 0.500 0.000
Continence Services 3.368 0.438 0.403 0.035 0.404 0.404 0.000
Immunisation Services 2.572 0.451 0.470 (0.019) 0.416 0.416 0.000
Speech and Language Therapy Services 8.159 1.064 0.792 0.272 0.982 0.982 0.000
Children and Adolescents Mental Health Services 16.284 2.065 1.705 0.360 1.906 1.906 0.000
Childrens Services 15.972 2.174 2.514 (0.340) 2.007 2.007 0.000
Integrated Equipment and Adaptations Store 0.567 0.074 0.134 (0.060) 0.068 0.068 0.000
Dietetics Services 5.002 0.648 0.607 0.041 0.598 0.598 0.000
Podiatry Services 5.243 0.682 0.564 0.118 0.630 0.630 0.000
Prisoner Healthcare Services 3.003 0.390 0.298 0.092 0.360 0.360 0.000
Blood Borne Viruses Services 1.877 0.244 0.232 0.012 0.225 0.225 0.000
Hospital at Home 3.332 0.433 0.577 (0.144) 0.400 0.400 0.000
Mental Health and Learning Disability Services 96.999 13.142 13.269 (0.127) 12.131 12.131 0.000
TOTAL 166.462 22.346 22.024 0.323 20.627 20.627 0.000
Year to Date
North Lanarkshire IJB - 52% Share South Lanarkshire IJB - 48% Share
Hosted Services Led by the North Partnership
Annual
Budget
2026/27
Year to Date
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Page 36

Appendix 4.2 
June 2026 June 2026 June 2026 June 2026 June 2026 June 2026
Budget Actual Variance Budget Actual Variance
£m £m £m £m £m £m £m
Community Dental Services 8.694 1.139 1.139 0.000 1.051 1.030 0.021
Brain Injury Unit 2.978 0.387 0.387 0.000 0.357 0.348 0.009
Out of Hours Services 11.748 1.462 1.462 0.000 1.350 1.132 0.217
Palliative Care Services 10.141 1.459 1.459 0.000 1.347 1.332 0.015
Physiotherapy Services 13.398 1.726 1.726 0.000 1.593 1.530 0.064
Primary Care Services 0.962 0.125 0.125 0.000 0.115 0.081 0.035
South Improving Cancer Journey 0.129 0.064 0.064 0.000 0.059 0.077 (0.018)
Occupational Therapy Services 10.809 1.355 1.355 0.000 1.251 1.061 0.190
Diabetic Services 8.257 0.982 0.982 0.000 0.907 0.828 0.078
Primary Care Improvement Fund 27.728 3.553 3.553 0.000 3.279 3.301 (0.022)
Primary Care Transformation Fund 0.000 0.000 0.000 0.000 0.000 0.000 0.000
TOTAL 94.845 12.253 12.253 0.000 11.310 10.720 0.590
North Lanarkshire IJB - 52% Share South Lanarkshire IJB - 48% Share
Hosted Services Led by the South Partnership
Annual
Budget
2026/27
Year to Date Year to Date
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Page 37

Appendix 5
MOVEMENT IN RESERVES 
LEAD
PARTNER RING-FENCED RESERVES
Opening
Balance as at
1st April 2026
Transfers
To / From
Reserves
Drawdown
from
Reserves
Revised
Balance as at
31 March 2027
Movement
in
Reserves
2026/27
Financial
Year
Reserve
Established
Financial
Year
Reserve
Last Utlised
£m £m £m £m £m
NHSL Alcohol and Drug Partnership Funding 4.131 4.131 0.000 2024/25 2024/25
NHSL Area Wide Services - Refugees and Displaced Persons 0.121 0.121 0.000 2024/25 2025/26
NHSL Blood-Borne Viruses Services 0.274 0.274 0.000 2024/25 -
NHSL District Nursing 0.373 0.373 0.000 2024/25 -
NHSL Hospital at Home Services 0.881 0.881 0.000 2024/25 2025/26
NHSL Learning Disabilities Health Checks 0.491 0.491 0.000 2023/24 -
NHSL Mental Health Action 15 0.730 0.730 0.000 2023/24 2024/25
NHSL Mental Health Diagnostic Support Service Dementia Post 1.131 1.131 0.000 2024/25 2024/25
NHSL Mental Health Digital Therapy Post 0.221 0.221 0.000 2024/25 2024/25
NHSL Mental Health Distress Brief Intervention 3.406 3.406 0.000 2024/25 2025/26
NHSL North Planning Band 2-4 Posts & Multi-Disciplinary Teams 2.096 2.096 0.000 2024/25 2025/26
NHSL Pharmacy Mental Health Recovery & NES Training 0.146 0.146 0.000 2026/27 -
NHSL School Nursing 0.903 0.903 0.000 2024/25 2024/25
NHSL Third Sector Initiatives To Improve Health 0.075 0.075 0.000 2024/25 2024/25
NHSL Upper GI Dietetics Band 4 0.006 0.006 0.000 2024/25 2025/26
NHSL Paediatric Acute Funding 0.000 0.235 0.235 0.235 2026/27 -
14.985 0.235 0.000 15.220 0.235TOTAL RING-FENCED RESERVES
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Appendix 5 (Contd) 
LEAD
PARTNER EAR MARKED RESERVES
Opening
Balance as at
1st April 2026
Transfers
To / From
Reserves
Drawdown
from
Reserves
Revised
Balance as at
31 March 2027
Movement
in
Reserves
2026/27
Financial
Year
Reserve
Established
Financial
Year
Reserve
Last Utlised
£m £m £m £m £m
NHSL MH Funding 1.500 1.500 0.000 2025/26 -
NHSL Children and Adolescent Mental Health Services 2.602 2.602 0.000 2022/23 -
NHSL Unscheduled Care:  Contribution to Set Aside 8.752 8.752 0.000 2026/27 -
NHSL Unscheduled Care:  Hospital at Home 1.112 1.112 0.000 2026/27 -
NHSL Unscheduled Care:  Paediatrics 0.982 0.982 0.000 2026/27 -
NHSL Unscheduled Care:  NLC Winter 1.541 1.541 0.000 2026/27 -
NHSL Unscheduled Care:  General 0.867 0.867 0.000 2026/27 -
NHSL Mental Health Recovery Renewal - Facilities Projects 1.029 1.029 0.000 2022/23 2023/24
NHSL Adult Social Care Winter Preparedness Fund 1.000 1.000 0.000 2022/23 2023/24
NHSL Staff Wellbeing 0.254 0.254 0.000 2022/23 -
NHSL Minor Capital Works 0.951 0.951 0.000 2022/23 2025/26
NHSL Children and Adolescent Mental Health Services - Udston Top Up Funding 0.268 0.268 0.000 2024/25 2024/25
NHSL Development of Chryston Community Health Clinic 0.134 0.134 0.000 2023/24 -
NHSL Breast Feeding Team (2 year funding) 0.054 0.054 0.000 2023/24 -
NHSL Dietetics Services - Double Running Costs 0.055 0.055 0.000 2022/23 2024/25
NHSL Health Visiting Students/Trainees 0.029 0.029 0.000 2023/24 2024/25
NHSL Mental Health Wards Window Replacement 0.650 0.650 0.000 2022/23 -
NHSL Neonatal & Paediatrics Dieteics Intervention (3 year funding) 0.079 0.079 0.000 2023/24 2025/26
NHSL Paediatric Diabetes Insulin Pumps and Additional Staff 0.501 0.501 0.000 2022/23 2025/26
NHSL Podiatry Services - Foot Screening 0.338 0.338 0.000 2022/23 2025/26
NHSL Scottish Clinical Leadership Fellowship 0.060 0.060 0.000 2022/23 2023/24
NHSL Sexual Health Services - Long-Acting Reversible Contraception (LARC) 0.280 0.280 0.000 2019/20 -
NHSL Staff Training Academy 0.098 0.098 0.000 2023/24 -
NHSL Vulnerable and Complex Cases - Test of Change 0.383 0.383 0.000 2023/24 -
NHSL Paediatric Acute Funding 0.235 (0.235) 0.000 (0.235) 2026/27 -
NHSL Ligature Spend 8.886 8.886 0.000 2026/27 -
NHSL MMRV Funding 0.415 0.415 0.000 2026/27 -
NHSL Mental Health Improvement Post (18 months) 0.090 0.090 0.000 2026/27 -
NHSL Neuro Psych 0.264 0.264 0.000 2026/27 -
NHSL Psychiatry Liaison 0.611 0.611 0.000 2026/27 -
NHSL GJ Coathill 0.200 0.200 0.000 2026/27 -
NHSL North IJB Staff Wellbeing 0.254 0.254 0.000 2026/27 -
NHSL Marmot monies 2.000 2.000 0.000 2026/27 -
NHSL Medicine Growth Fund 0.620 0.620 0.000 2026/27 -
NHSL Carehomes 0.750 0.750 0.000 2026/27 -Page 38 of 194

Page 39

Appendix 5 (Contd) 
NLC Business Case - Non-Recurring NLC Costs 0.022 0.022 0.000 2022/23 2025/26
NLC Carers Act 2018 - Support 2.439 2.439 0.000 2022/23 2025/26
NLC Digital and IT Strategy Technology Improvements - Community Alarms 0.111 0.111 0.000 2022/23 2025/26
NLC Digital and IT Strategy Technology Improvements - Home Support Scheduling System 3.045 3.045 0.000 2022/23 2025/26
NLC Digital and IT Strategy Technology Improvements - SWIS 0.000 0.000 0.000 2022/23 2025/26
NLC Home Support Resilience (2 year funding) 0.250 0.250 0.000 2023/24 2025/26
NLC Mental Health Social Workers 2 x NL10 x 24 months 0.149 0.149 0.000 2022/23 2025/26
NLC Staff Training Academy 0.426 0.426 0.000 2022/23 2025/26
NLC MHO Capacity Funding 0.291 0.291 0.000 2022/23 2025/26
NLC Statutory Appropriate Adults 0.175 0.175 0.000 2025/26 2025/26
NLC Sessional - School summer placements 0.182 0.182 0.000 2025/26 -
NLC SDS Transformational Funding 0.458 0.458 0.000 2025/26 2025/26
NLC FAI legal costs 0.083 0.083 0.000 2025/26 2025/26
NLC Child and Adult Protection - resourcing multi agency reviews 0.060 0.060 0.000 2026/27 -
NLC MARR CHARTS / HOME SUPPORT 0.110 0.110 0.000 2026/27 -
NLC Pharmacy tech post 0.050 0.050 0.000 2026/27 -
45.697 (0.235) 0.000 45.462 (0.235)
LEAD
PARTNER RISK-BASED RESERVES
Opening
Balance as at
1st April 2026
Transfers
To / From
Reserves
Drawdown
from
Reserves
Revised
Balance as at
31 March 2027
Movement
in
Reserves
2026/27
Financial
Year
Reserve
Established
Financial
Year
Reserve
Last Utlised
£m £m £m £m £m
NHSL Prescribing Fund 5.066 5.066 0.000 2017/18 -
NLC Social Care Demand 16.204 16.204 0.000 2021/22 -
21.270 0.000 0.000 21.270 0.000
LEAD
PARTNER RING-FENCED RESERVES
Opening
Balance as at
1st April 2026
Transfers
To / From
Reserves
Drawdown
from
Reserves
Revised
Balance as at
31 March 2027
Movement
in
Reserves
2026/27
Financial
Year
Reserve
Established
Financial
Year
Reserve
Last Utlised
£m £m £m £m £m
NHSL Contingency Balance Held By NHSL 20.865 20.865 0 2022/23 -
20.865 0.000 0.000 20.865 0
102.817 0.000 0.000 102.817 0.000TOTAL RESERVES
TOTAL RISK-BASED RESERVES
TOTAL CONTINGENCY FUND RESERVES
TOTAL EARMARKED RESERVES
Page 39 of 194

Page 40

Appendix 6 
Description of Approved Saving Partner
Target
Value
Achieved to
Date
Savings
Gap Description Value Budget Gap Commentary RAG Status
£m £m £m £m £m
Medicines - Prescribing Review
Continue to maximise cost reductions resulting from saving.  This will be done through various
workstreams including Polypharmacy Reviews, Scriptswitch, Medicines of Low Clinical Value,
Practice Switches, Care Home Team reviews non medicines reviews, special clawback, Renal
Switch and any other opportunistic reviews that develop.
Health 4.416 1.134 3.282 - 0 3.282
Workforce Review- Health Clincal Services
Review and redesign infrastructure across Clinical Services to streamline portfolios and reduce
posts as they become vacant.
Health 3.056 2.1 0.956 - 0 0.956
Workforce Review- Social Care
Review and redesign infrastructure across Social Care to streamline portfolios and create more
efficient practice to support operations there will be less demand in some areas and opportunity to
skill mix. As this develops vacant posts will be reviewed.
Social
Care
0.300 0.059 0.241 - 0 0.241
Non Pay Budgets
Removal of non-pay budgets previously used for non-recurring project costs that are no concluded. Health 0.489 0.429 0.060 - 0 0.060
Equipment & Contract Review
Review the infrastructure across area wide social work services by considering; utilising the
recurring underspend within the EAS service; utilise saving from recent end to contractual
arrangements for community-based day support services and explore commissioning
arrangements for Carers and Advocacy contracts within already set exit points.
Social
Care
0.643 0.624 0.019 - 0 0.019
Approved Savings Replacement Saving / Funding Source
MEDICINES  
MODERNISATION & EFFICIENCY
Page 40 of 194

Page 41

Appendix 6
Individual Budgets
It is proposed that the work to review Individual Budgets will continue. The work that has been
undertaken has demonstrated that by adopting a strengths-based approach and working with
families and communities’ people can be supported at home through a broad range of community
resources. There will be an emphasis on early intervention and promoting independence for as long
as possible utilising resources to compliment individual, paid support. This proposal will Review of
Individual Budget Care Packages across Social Care. The saving will be apportioned across each
locality.
Social
Care
3.000 0.782 2.218 - 0 2.218
Home First Approach – Review of Independent Care Homes
Fully implement a Home First approach supporting people at home for as long as possible, thus
reducing the length of stay per resident. Development of community services to provide a range of
support to ensure inclusiveness, reduce isolation as well as being able to access specialist support
for those who are frail and/ or living with a long term condition to age well.
Social
Care
4.900 3.664 1.236 - 0 1.236
Home Support Redesign
Finalise the Home Support operating model focussing on Home Assessment with a reablement
ethos to ensure those requiring ongoing paid support have the right support. In addition, develop and
embed work practices that deliver more efficient practices and utilise resource more effectively.
This will remove duplication and align staff teams and budgets appropriately.
Social
Care
3.000 3.000 0.000 - 0 0.000
Locality Redesign
Transformation and redesign of community-based health services will be progressed through
HSCP led change activity, aligned to NHS Lanarkshire system wide improvement priorities.
Proposals will be developed through partnership working with South Lanarkshire University Health
and Social Care Partnership, with opportunities for cross Lanarkshire alignment and joint working
explored where appropriate to support consistency, sustainability and equitable access. As part of
this programme, redesign of locality services, including Treatment Rooms, Health Visiting,
Community Nursing, Mental Health and Integrated Day Services, will be progressed collaboratively
to deliver sustainable, preventative and needs led provision within available resources.
Health 2.736 1.629 1.107 - 0 1.107
Bladder and Bowel Service Review
Commission a review of the bladder and bowel service. Which will include a review and skill mix of
the current staffing model. Also look to move to quarterly delivery of products to care homes as well
as a review of products currently supplied to patients across Lanarkshire.
Health 0.187 0.087 0.100 - 0 0.100
TOTAL HEALTH & SOCIAL CARE PARTNERSHIP 22.727 13.508 9.219 0.000 9.219
RAG Status Key
Saving achieved
Saving partially achieved and has reached expected year to date target
Saving not achieved to date
TRANSFORMATION
Page 41 of 194

Page 42

Appendix 7 
ANALYSIS OF ADDITIONAL EMPLOYEE COSTS 2026/27 
North West
Locality                           
£
North East
Locality                        
£
Adult
Services                 
£
Children
Services            
£
Mental
Health                 
£
Other           
£
TOTAL       
£
1 87,037 52,453 29,468 72,211 515,061 6,165 762,394
2 95,320 45,433 28,722 76,860 514,605 5,637 766,576
3 88,305 33,840 24,890 92,014 493,643 7,845 740,536
TOTAL 270,662 131,725 83,080 241,085 1,523,309 19,646 2,269,507
North West
Locality                         
£
North East
Locality                        
£
Adult
Services             
£
Children
Services               
£
Mental
Health                 
£
Social
Care
Services                 
£
TOTAL      
£
1 1,158 0 0 40,912 281,941 0 324,012
2 540 0 0 65,541 311,010 0 377,090
3 1,494 0 0 56,145 361,442 0 419,081
TOTAL 3,192 0 0 162,598 954,392 0 1,120,182
North West
Locality                         
£
North East
Locality                        
£
Adult
Services             
£
Children
Services               
£
Mental
Health                 
£
Social
Care
Services                 
£
Home
Support     
£
Other           
£
TOTAL        
£
1 9,377 1,004 3,888 28,219 23,737 10,048 -5,142 1,036 72,167
2 9,183 1,174 4,014 19,865 30,300 81,050 316,667 1,043 463,296
3 8,853 757 2,674 28,898 25,811 76,555 303,186 1,576 448,310
TOTAL 27,412 2,935 10,576 76,982 79,848 167,654 614,712 3,655 983,773
North West
Locality                         
£
North East
Locality                        
£
Adult
Services             
£
Children
Services               
£
Mental
Health                 
£
Other           
£
TOTAL       
£
1 5,761 1,935 15,031 11,019 7,987 1,814 43,547
2 3,216 893 10,381 4,869 5,918 800 26,077
3 2,344 829 9,895 7,121 7,326 2,017 29,533
TOTAL 11,321 3,658 35,307 23,009 21,231 4,631 99,157
Period
OVERTIME COSTS YEAR TO DATE
Period
EXCESS PART TIME COSTS YEAR TO DATE
Period
BANKAIDE COSTS YEAR TO DATE
Period
AGENCY COSTS YEAR TO DATE
Page 42 of 194

Page 43

REPORT
Item No: 7
SUBJECT: IJB Reserves 2026/27 – Quarterly Update
TO: Performance Finance & Audit Committee
Lead Officer for
Report:
Chief Finance Officer
Author(s) of Report Chief Finance Officer
DATE: 19 August 2026
1. PURPOSE OF REPORT
1.1 This paper is coming to the Performance, Finance and Audit Committee (PFAC) for:
For approval For endorsement For noting
1.2 This report provides an update on the review of the North Lanarkshire Integration
Joint Board (IJB) reserves.
2. ROUTE TO THE INTEGRATION JOINT BOARD
2.1 This paper has been:
Prepared By:
Chief Finance
Officer
☒ Reviewed By:
Chief Officer
☒ Endorsed By: ☐
3. RECOMMENDATIONS
3.1 It is recommended that the PFAC:
(1) Acknowledge the contents of the report
(2) Approve the realignments outlined in section 7.5
4. VARIATIONS TO DIRECTIONS
5. STRATEGIC APPROACH
5.1 The effective management of reserves is fundamental to the IJB’s long-term financial
sustainability. Reserves provide a mechanism for managing financial risk, supporting
transformation and investment activity, and ensuring that resources can be deployed
in a planned and sustainable manner.
5.2 The IJB's Reserves Strategy seeks to balance the need to maintain adequate financial
resilience with the expectation that resources are directed to frontline service delivery
wherever possible. Regular review of reserve balances helps ensure that funds remain
aligned to approved priorities and emerging organisational requirements.
Yes No N/A
Item 7
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Page 44

5.3 Quarterly monitoring of reserves provides assurance that balances are being managed
appropriately, planned expenditure remains deliverable, and opportunities are
identified to realign resources where they are no longer required for their original
purpose.
5.4 This report sets out the current reserves position, any significant movements during
the period, the forecast year-end balance and an assessment of the extent to which
reserves continue to support the Partnership's strategic and financial objectives.
6. OPENING RESERVES POSITION
6.1 As part of the 2025/26 year-end closure process, a comprehensive review of all reserve
balances was undertaken by both partners to ensure that reserves remain appropriate,
aligned to approved commitments and sufficient to address ongoing financial risks and
service pressures. The review also incorporated the proposed allocation of the 2025/26
year-end surplus.
6.2 Following completion of this exercise, the Partnership's opening reserves position for
2026/27 is £102.817m, as summarised in Table 1. 
Table 1:  
6.3 The opening balance reflects the outcome of the annual reserves review and provides
the baseline against which reserve movements and utilisation during 2026/27 will be
monitored. 
7. RESERVES MONITORING AND FORWARD POSITION
7.1 Based on the position as at 30 June 2026, the first financial monitoring report forecasts
a year-end reserves balance of £102.817m. This is consistent with the opening
reserves position and reflects the fact that there has been limited utilisation of reserves
during the first quarter of the financial year.
7.2 The forecast position is largely attributable to the timing of planned reserve utilisation
rather than a reduction in the requirement to deploy reserves during 2026/27. Within
Social Care Services, approved drawdowns are generally processed as part of year-
end accounting entries and, as such, are not currently reflected within the forecast
position. Within Health Services, a number of planned commitments that were
expected to be funded from reserves are presently being met through in-year non-
recurring underspends, reducing the requirement for a reserve drawdown at this stage
of the financial year.
7.3 A review of the forecast position has been undertaken across both Health and Social
Care Services to assess anticipated reserve utilisation and ensure balances continue
Opening Balance
As At
1st April 2026
£m
NHSL Ring-Fenced Reserves 14.985
NLC/NHSL Earmarked Reserves 45.697
NLC/NHSL Risk-Based Reserves 21.270
NHSL Contingency Reserves 20.865
102.817Total
Partner Reserve Category
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Page 45

to reflect approved commitments, service priorities and financial risks. The findings of
this review are set out below.
Social Care Services
7.4 As at Period 3 (19 June 2026), reserve utilisation of £4.420m is forecast for 2026/27.
This position reflects the anticipated cost of approved commitments to be funded from
reserves and assumes that the current projected Social Care overspend of £2.627m
will be funded from the Risk Reserve.
7.5 Senior Management Team have approved, in principle, the transfer of £0.333m from
the Social Care Demand Risk reserve to establish and enhance a number of
earmarked reserves. Members are asked to endorse the following proposals:
• The creation of three new earmarked reserves totalling £0.326m to support
temporary posts within the Mosaic Data Quality, Proportionate Care and Older
Adults services.
• An increase of £0.006m to the School Summer Placement Reserve to reflect the
final costs associated with the 2026/27 programme cohort.
7.6 Taking account of the forecast reserve utilisation of £4.420m and the proposed reserve
realignments outlined above, the projected year-end reserve balance is expected to
reduce from £102.817m to £98.397m. This position reflects the planned use of
reserves to support approved commitments and the current assumption that the
forecast Social Care overspend will be met from the Risk Reserve.
Health Services
7.7 No reserve drawdown is currently forecast within Health Services. This reflects the
availability of in-year non-recurring underspends which are presently being utilised to
fund commitments that were originally expected to be supported through reserves. As
a result, reserve balances remain unchanged at this stage of the financial year.
7.8 A comprehensive review of Health Service reserves is planned following Month 4
financial monitoring. This review will assess the continued requirement for reserves
that were established to support specific commitments and, where appropriate, will
recommend that balances no longer required for their original purpose are transferred
to the Risk and Contingency Reserve. In addition, a number of commitments are
expected to incur expenditure during July and August, the impact of which will be
reflected in the Q2 Update report.
7.9 During a review of reserve classifications, it was identified that the £0.235m Paediatric
Acute Funding Reserve had been incorrectly categorised as an earmarked reserve
within the 2025/26 year-end position. As the funding relates to a specific ring-fenced
allocation, the reserve should be classified as ring-fenced rather than earmarked.
Appendix 1 reflects the transfer required to correct this classification.
7.10 The detailed reserve position, including opening balances, forecast utilisation,
proposed realignments and projected closing balances, is provided in Appendix 1 for
Members' information and scrutiny.
8. STRATEGIC RESERVES ASSESSMENT
8.1 In line with the Partnership's Reserves Strategy and Medium-Term Financial Plan, the
adequacy of risk-based and contingency reserves continues to be monitored on a
regular basis. These reserves provide an important safeguard against financial
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Page 46

uncertainty and support the Partnership's ability to manage emerging risks and service
pressures.
8.2 At quarter 1 the risk-based and contingency reserves remain at approximately 6% of
the core financial envelope. While this exceeds the Partnership's approved target level
of 4%, it reflects the favourable outturn position reported for 2025/26 and provides
additional resilience in the context of the significant financial challenges facing the
Partnership.
8.3 No change to the approved reserves strategy is proposed at this stage. The adequacy
and strategic application of reserves will continue to be considered as part of the
annual reserves strategy review and wider financial planning process.
9. IMPLICATIONS
9.1 NATIONAL 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 reasonably 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) 
Each partner is required to remain within their approved budgetary provision. 
9.3 FINANCIAL 
This paper has been reviewed by Finance: 
Yes  No  N/A 
9.4 RISK ASSESSMENT/RISK MANAGEMENT 
The strategic financial risks detailed in the IJB Risk Register has been updated where
necessary and are included in a separate report to the IJB. 
Relevant Risk Register Details  Current Risk
Level 
Risk Owner 
Financial Sustainability – Short Term High Nicola Scott
Financial Sustainability – Medium Term Very High Nicola Scott
Financial Sustainability – Long Term Very High Nicola Scott
Governance Failure High Nicola Scott
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Page 47

Failure to meet Legislative
Requirements
Medium Pauline Izat / Morag
Dendy / Joanne
Jenkins 
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
The Director of Finance of NHSL
and the Chief Officer (Finance &
Technology) of NLC both continue
to be consulted on the financial
position of the NL IJB.
☐ 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
Financial information is shared with
stakeholders on a regular basis and
is provided to the PFA and IJB on a
quarterly basis.
☒ 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
IJB Financial Plan and Reserves
Strategy aligns and supports the
IJB Strategic Commissioning Plan
to ensure robust financial
monitoring and scrutiny. 
9.6  INEQUALITIES & FAIRER SCOTLAND DUTY
Equality and Diversity Impact Assessment Completed & Fairer Scotland Impact
Assessment Form Completed: 
Yes  No  N/A 
10. BACKGROUND PAPERS 
N/A 
Page 47 of 194

Page 48

11. APPENDICES   
Appendix 1  Quarter 1 Reserves Balances   
Nicola Scott
Chief Finance Officer 
Members seeking further information about any aspect of this report, please contact Nicola
on telephone number 07581 007187. 
Page 48 of 194

Page 49

Appendix 1 
2026/27
Opening
Balance
Revised
Balance as
at
£m 31st March
2027
£m £m £m £m £m
NHSL Alcohol and Drug Partnership Funding 4.131 4.131 0.000 2024/25 2024/25
NHSL Area Wide Services - Refugees and Displaced Persons 0.121 0.121 0.000 2024/25 2025/26
NHSL Blood-Borne Viruses Services 0.274 0.274 0.000 2024/25 -
NHSL District Nursing 0.373 0.373 0.000 2024/25 -
NHSL Hospital at Home Services 0.881 0.881 0.000 2024/25 2025/26
NHSL Learning Disabilities Health Checks 0.491 0.491 0.000 2023/24 -
NHSL Mental Health Action 15 0.730 0.730 0.000 2023/24 2024/25
NHSL Mental Health Diagnostic Support Service Dementia Post 1.131 1.131 0.000 2024/25 2024/25
NHSL Mental Health Digital Therapy Post 0.221 0.221 0.000 2024/25 2024/25
NHSL Mental Health Distress Brief Intervention 3.406 3.406 0.000 2024/25 2025/26
NHSL North Planning Band 2-4 Posts & Multi-Disciplinary Teams 2.096 2.096 0.000 2024/25 2025/26
NHSL Pharmacy Mental Health Recovery & NES Training 0.146 0.146 0.000 2026/27 -
NHSL School Nursing 0.903 0.903 0.000 2024/25 2024/25
NHSL Third Sector Initiatives To Improve Health 0.075 0.075 0.000 2024/25 2024/25
NHSL Upper GI Dietetics Band 4 0.006 0.006 0.000 2024/25 2025/26
NHSL Paediatric Acute Funding 0.000 0.235 0.235 0.235 2026/27 -
14.985 0.235 0.000 15.220 0.235
Financial
Year Reserve
Established
Movement in
Reserves
2025/26
Financial Year
Reserve Last
Utlised
Partner HSCP RESERVES INCREASES AND REALIGNMENTS
TOTAL RING-FENCED RESERVES
Transfers
To / From
Reserves
Drawdown
from
Reserves
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Page 50

Appendix 1 
2026/27
Opening
Balance
Revised
Balance as
at
£m 31st March
2027
£m £m £m £m £m
Financial
Year Reserve
Established
Movement in
Reserves
2025/26
Financial Year
Reserve Last
Utlised
Partner HSCP RESERVES INCREASES AND REALIGNMENTS
Transfers
To / From
Reserves
Drawdown
from
Reserves
NHSL Unscheduled Care:  Hospital at Home 1.112 1.112 0.000 2026/27 -
NHSL Unscheduled Care:  Paediatrics 0.982 0.982 0.000 2026/27 -
NHSL Unscheduled Care:  NLC Winter 1.541 1.541 0.000 2026/27 -
NHSL Unscheduled Care:  General 0.867 0.867 0.000 2026/27 -
NHSL Mental Health Recovery Renewal - Facilities Projects 1.029 1.029 0.000 2022/23 2023/24
NHSL Adult Social Care Winter Preparedness Fund 1.000 1.000 0.000 2022/23 2023/24
NHSL Staff Wellbeing 0.254 0.254 0.000 2022/23 -
NHSL Minor Capital Works 0.951 0.951 0.000 2022/23 2025/26
NHSL Children and Adolescent Mental Health Services - Udston Top Up Funding 0.268 0.268 0.000 2024/25 2024/25
NHSL Development of Chryston Community Health Clinic 0.134 0.134 0.000 2023/24 -
NHSL Breast Feeding Team (2 year funding) 0.054 0.054 0.000 2023/24 -
NHSL Dietetics Services - Double Running Costs 0.055 0.055 0.000 2022/23 2024/25
NHSL Health Visiting Students/Trainees 0.029 0.029 0.000 2023/24 2024/25
NHSL Mental Health Wards Window Replacement 0.650 0.650 0.000 2022/23 -
NHSL Neonatal & Paediatrics Dieteics Intervention (3 year funding) 0.079 0.079 0.000 2023/24 2025/26
NHSL Paediatric Diabetes Insulin Pumps and Additional Staff 0.501 0.501 0.000 2022/23 2025/26
NHSL Podiatry Services - Foot Screening 0.338 0.338 0.000 2022/23 2025/26
NHSL Scottish Clinical Leadership Fellowship 0.060 0.060 0.000 2022/23 2023/24
NHSL Sexual Health Services - Long-Acting Reversible Contraception (LARC) 0.280 0.280 0.000 2019/20 -
NHSL Staff Training Academy 0.098 0.098 0.000 2023/24 -
NHSL Vulnerable and Complex Cases - Test of Change 0.383 0.383 0.000 2023/24 -
NHSL Paediatric Acute Funding 0.235 (0.235) 0.000 (0.235) 2026/27 -
NHSL Ligature Spend 8.886 8.886 0.000 2026/27 -
NHSL MMRV Funding 0.415 0.415 0.000 2026/27 -
NHSL Mental Health Improvement Post (18 months) 0.090 0.090 0.000 2026/27 -
NHSL Neuro Psych 0.264 0.264 0.000 2026/27 -
NHSL Psychiatry Liaison 0.611 0.611 0.000 2026/27 -
NHSL GJ Coathill 0.200 0.200 0.000 2026/27 -
NHSL North IJB Staff Wellbeing 0.254 0.254 0.000 2026/27 -
NHSL Marmot monies 2.000 2.000 0.000 2026/27 -
NHSL Medicine Growth Fund 0.620 0.620 0.000 2026/27 -
NHSL Carehomes 0.750 0.750 0.000 2026/27 -
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Page 51

Appendix 1 
Partner Reserve Category
Projected 
Balance as at
31st March
2027
£m
NHSL Ring-Fenced Reserves 15.220
NLC/NHSL Earmarked Reserves 45.462
NLC/NHSL Risk-Based Reserves 21.270
NHSL Contingency Reserves 20.865
Total 102.817 
2026/27
Opening
Balance
Revised
Balance as
at
£m 31st March
2027
£m £m £m £m £m
Financial
Year Reserve
Established
Movement in
Reserves
2025/26
Financial Year
Reserve Last
Utlised
Partner HSCP RESERVES INCREASES AND REALIGNMENTS
Transfers
To / From
Reserves
Drawdown
from
Reserves
NLC Business Case - Non-Recurring NLC Costs 0.022 0.022 0.000 2022/23 2025/26
NLC Carers Act 2018 - Support 2.439 2.439 0.000 2022/23 2025/26
NLC Digital and IT Strategy Technology Improvements - Community Alarms 0.111 0.111 0.000 2022/23 2025/26
NLC Digital and IT Strategy Technology Improvements - Home Support Scheduling System 3.045 3.045 0.000 2022/23 2025/26
NLC Digital and IT Strategy Technology Improvements - SWIS 0.000 0.000 0.000 2022/23 2025/26
NLC Home Support Resilience (2 year funding) 0.250 0.250 0.000 2023/24 2025/26
NLC Mental Health Social Workers 2 x NL10 x 24 months 0.149 0.149 0.000 2022/23 2025/26
NLC Staff Training Academy 0.426 0.426 0.000 2022/23 2025/26
NLC MHO Capacity Funding 0.291 0.291 0.000 2022/23 2025/26
NLC Statutory Appropriate Adults 0.175 0.175 0.000 2025/26 2025/26
NLC Sessional - School summer placements 0.182 0.182 0.000 2025/26 -
NLC SDS Transformational Funding 0.458 0.458 0.000 2025/26 2025/26
NLC FAI legal costs 0.083 0.083 0.000 2025/26 2025/26
NLC Child and Adult Protection - resourcing multi agency reviews 0.060 0.060 0.000 2026/27 -
NLC MARR CHARTS / HOME SUPPORT 0.110 0.110 0.000 2026/27 -
NLC Pharmacy tech post 0.050 0.050 0.000 2026/27 -
45.697 (0.235) 0.000 45.462 (0.235)
NHSL Prescribing Fund 5.066 5.066 0.000 2017/18 -
NLC Social Care Demand 16.204 16.204 0.000 2021/22 2025/26
21.270 0.000 0.000 21.270 0.000
NHSL Contingency Balance Held By NHSL 20.865 20.865 0.000 2022/23 -
20.865 0.000 0.000 20.865 0.000
TOTAL 102.817 0.000 0.000 102.817 0.000
TOTAL EARMARKED RESERVES
TOTAL RISK-BASED RESERVES
TOTAL CONTINGENCY FUND RESERVES
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1 
REPORT 
Item No: 8 
SUBJECT: Performance Update – 01st January 2026 to 31st March 2026,
Quarter 4 2025/26 
TO: Integration Joint Board Performance, Finance & Audit Committee
Lead
Officer for
Report:
Morag Dendy, Head of Planning, Performance and Quality
Assurance 
Author(s) of
Report
Stephen Forrest, Performance Manager
DATE: 19 August 2026 
1. PURPOSE OF REPORT 
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: ☐
Prepared by:      
Performance Manager 
Reviewed by: 
Senior Manager, Strategy
& Performance   
Item 8
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2
3. RECOMMENDATIONS
It is recommended that the IJB/IJB PFA Committee:
(1) Note the contents of the report and the appendix.
4. VARIATIONS TO DIRECTIONS?
5. BACKGROUND/SUMMARY OF KEY ISSUES
The Chief Officer has joint quarterly performance review meetings with the Chief Executives
of NHS Lanarkshire and North Lanarkshire Council. These meetings are supported by a
Chief Executives Performance Framework comprising a range of performance measures
taken from across both the health and social work systems, including relevant targets and
trajectories for the measures presented.
Each quarter there are areas for improvement identified within the performance framework;
these are identified using a RAG rating and those measures that are flagged as Red or
Amber are subject to improvement or corrective action. The performance review meetings
are used as a means for jointly agreeing these actions.
6. CONCLUSIONS
The areas for improvement and corrective action identified as RAG Red and Amber are
attached as Appendix 1. The areas for improvement identified in Appendix 1 are being
progressed as a matter of priority, and progress updates will be reported at future meetings
of the Board and the Performance, Finance & Audit Committee.
7. IMPLICATIONS
7.1 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
☒
Yes ☐ No ☐ N/A ☒
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3 
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 
☒
7.2 ASSOCIATED MEASURE(S)
None. 
7.3 FINANCIAL
This paper has been reviewed by Finance: 
7.4 RISK ASSESSMENT/RISK MANAGEMENT 
Relevant Risk Register Details  Current Risk
Level 
Risk Owner 
IJB 11.21 - Oversight of
Performance Activity
Low Claire Rae
NLC RIA0000460 –
Performance & planning
High NLC – Social  Work/Social care 
7.5  ENGAGEMENT & PARTICPATION
Please tick the engagement and participation objectives that link(s) with this piece of
work and provide further details regarding 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 
Yes  ☐ No ☐ N/A ☒
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4 
☐ 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
The performance information, with
the corresponding improvement
and corrective actions will enable
stakeholder representatives to
participate in wider discussion
about performance.
☐ 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
The performance information, with
the corresponding improvement
and corrective actions supports
locality planning. 
7.6 INEQUALITIES & FAIRER SCOTLAND DUTY 
EQIA Completed & Fairer Scotland Impact Assessment Form Completed and
attached to report: 
EQIA added to website: 
8. BACKGROUND PAPERS
Yes  ☐ No ☐ N/A ☒
Yes /
Date
added 
☐ No ☐ N/A ☒
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5 
None. 
9. APPENDICES
Appendix One - Areas for Improvement – 01st January 2026 to 31st March 2026,
Quarter 4 2025/26 
CHIEF ACCOUNTABLE OFFICER (or Depute)  
Head of Planning, Performance and Quality Assurance 
Members seeking further information about any aspect of this report, please contact
the following;
Stephen Forrest – Performance Manager Stephen.Forrest@lanarkshire.scot.nhs.uk 
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1. Alcohol Brief Interventions Target 2025/26 2025/26 Q3 2025/26 Q4 Performance
Compared to
Previous Quarter
Performance
Compared to Same
Quarter Previous
Year
RAG Status
Alcohol Brief Interventions North 3047
*annualised 453 556   RED
Alcohol Brief Interventions (all settings) NHSL 7381
*annualised 1474 1475   RED
Narrative & Corrective Action
Performance for Alcohol Brief Interventions improved during Q4, with activity increasing compared with the previous quarter across both North Lanarkshire and NHS
Lanarkshire. Despite this improvement, delivery remains below the revised trajectory and continues to reflect the longer-term reduction in recorded ABI activity.
As reported throughout the year, ABI delivery remains sensitive to wider system pressures including workforce availability, competing operational priorities and variation
in delivery across settings. While the Q4 position is more positive than the previous quarter, there is not yet evidence of a sustained recovery to previous levels of activity.
Recording practices also continue to influence reported performance. Staff deliver ABI across a range of services and settings and there remains evidence that some
interventions are not consistently captured within reporting systems. As a result, reported performance may not fully reflect the extent of ABI activity taking place across
services.
Work continues to strengthen awareness of ABI, support consistent recording practices and embed alcohol conversations within routine health and social care contacts.
The Health Improvement Team continues to provide training and support to staff, alongside wider work to reduce alcohol-related harm and improve access to support
for people affected by alcohol use.
2. Cervical Screening Target 2025/26 2025/26 Q3 2025/26 Q4 Performance
Compared to
Previous Quarter
Performance
Compared to Same
Quarter Previous
Year
RAG Status
Cervical Screening 80% 69.8% 70.4%   RED
Narrative & Corrective Action
Performance for Cervical Screening improved slightly during Q4, with uptake across North Lanarkshire increasing from 69.8% to 70.4%. Although this remains below the
national target of 80%, the year-end position represents a modest improvement on both the previous quarter and the same period last year. All six North Lanarkshire
localities recorded improvements compared with Q4 2024/25, with North locality continuing to report the highest uptake levels.
Location Quarter 1 (Apr–Jun) Quarter 2 (Jul–Sep) Quarter 3 (Oct–Dec) Quarter 4 (Jan–Mar) Target
Airdrie 66.8% 67.5% 67.8% 68.4% 80.0%
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Bellshill 68.9% 69.0% 68.6% 69.1% 80.0%
Coatbridge 67.8% 68.0% 67.8% 68.6% 80.0%
Motherwell 69.6% 69.9% 69.9% 70.0% 80.0%
North 73.2% 73.3% 69.9 % 73.8% 80.0%
Wishaw 68.8% 69.0% 68.8% 69.7% 80.0%
Interpretation of the data requires caution due to national data quality issues affecting the Scottish Cervical Call Recall System (SCCRS). Screening Oversight and
Assurance Scotland has advised that users cannot rely upon local screening data extracted from SCCRS until these issues are resolved at a national level. As a result,
readers should interpret any local variation carefully.
Improvement activity continues to be coordinated through the Lanarkshire-wide Inequalities in Screening Steering Group. Activity during the quarter included Cervical
Cancer Prevention Week awareness campaigns, staff and community partner training, targeted engagement across community and early-years settings, and continued
support to GP practices to identify and engage individuals who have not attended screening appointments. The HPV self-sampling pilot also continues within five North
Lanarkshire practices, targeting under-screened populations in areas of higher deprivation.
Whilst the overall level of uptake remains below the targeted level, the year-end position suggests a gradual improvement in participation. Continued focus on awareness
raising, reducing inequalities in access and supporting the rollout of new approaches to screening will continue throughout 2026/27.
3. Childhood Immunisations Target 2025/26 2025/26 Q3 2025/26 Q4 Performance
Compared to
Previous Quarter
Performance
Compared to Same
Quarter Previous
Year
RAG Status
Immunisations – %s of 5 year olds 95% 90.5% 90.2%   RED
Immunisations – %s of 2 year olds 95% 94.3% 94.4%   AMBER
Narrative & Corrective Action
Childhood immunisation uptake remains below the national target across both age groups reported. Performance for 2-year-olds remained broadly stable during Q4 at
94.4%, while uptake amongst 5-year-olds reduced slightly from 90.5% to 90.2%.
As reported throughout the year, immunisation services continue to operate within a wider national context of reduced uptake levels. Several factors influence
participation, including missed appointments, changes in engagement patterns and challenges in reaching some families and communities.
Work continues across NHS Lanarkshire to improve uptake through routine recall arrangements, targeted follow-up activity and local engagement with families.
Particular focus remains on reducing inequalities in uptake and supporting timely vaccination amongst those children who have missed scheduled immunisation
appointments.
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Although performance remains below the national target, childhood immunisation rates in North Lanarkshire remain high overall. Improving uptake will continue to be a
priority during 2026/27, recognising the important role immunisation plays in protecting children and communities from vaccine-preventable disease.
4. 6 – 8 Week Reviews Target 2025/26 2025/26 Q1 2025/26 Q2 Performance
Compared to
Previous Quarter
Performance
Compared to Same
Quarter Previous
Year
RAG Status
Percentage of people who have completed 6-8 week
review 90% 81.0% 85.6%  ... RED
Narrative & Corrective Action
Improvement activity in this area was a significant focus throughout 2025/26. Although performance remains below the 90% target, work undertaken with GP practices
and Health Visiting teams has identified opportunities to improve the timeliness and consistency of reviews.
Colleagues and partners undertook a detailed review of Child Health Surveillance processes in the NW sector, including analysis of local performance data and
engagement with GP practices to understand the barriers affecting completion within the required timescales. This work identified a number of factors associated with
stronger performance, including clear administrative ownership, proactive appointment management, consistent reminder processes and improved planning around staff
absence.
The review has supported the development of a more standardised approach across practices and strengthened collaboration between Health Visiting teams and Primary
Care. Local improvement work has already demonstrated positive results, with improvements observed in review completion rates and stronger communication between
services.
Work will continue during 2026/27 to embed these improvements and share the best practice across localities, strengthen data sharing arrangements, promote
consistent practice across localities and improve oversight of performance. The aim remains to ensure all children receive their review within the recommended
timeframe and that any concerns identified are recognised and addressed as early as possible.
5. Assistive Technology Target 2025/26 2025/26 Q3 2025/26 Q4 Performance
Compared to
Previous Quarter
Performance
Compared to Same
Quarter Previous
Year
RAG Status
Assistive Technology - Number Of People With
Technology (0-17 yrs)
1452
25 28   RED
Assistive Technology - Number Of People With
Technology (18-64yrs) 298 321   RED
Assistive Technology - Number Of People With
Technology (65+) 727 734   RED
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Narrative & Corrective Action
Performance for the Assistive Technology indicators improved during Q4 across all age groups, with an increase in the number of people supported through technology-
enabled care when compared with the previous quarter. Despite this improvement, performance remains below the targeted level at year-end. Interpretation of these
indicators requires recognition of the improvements to reporting through ELMS2, which have significantly improved data completeness. As a result, the current figures
provide a more accurate representation of operational activity and meaningful comparisons with earlier reporting periods are difficult.
Demand for Assistive Technology continues to increase as the Partnership strengthens its Home First approach and supports more people to remain safely and
independently at home. Assistive Technology plays an important role in supporting hospital discharge, preventing avoidable admission and providing alternatives to more
intensive forms of support. The current performance indicators do not wholly reflect the significant volume of assessment, advisory and preventative activity carried out
alongside the provision of equipment and technology.
The service continues to operate within a challenging environment, with workforce capacity and competing operational priorities affecting both service delivery and the
pace of reporting development. Activity remains focused on improving data quality and ensuring that performance reporting more accurately reflects the full range of
service activity.
Work continues to strengthen the integration of Assistive Technology within assessment, reablement and discharge pathways, including closer alignment with Home
Assessment and wider community services. As part of the Enabling Approach, practitioners routinely consider technology-enabled care as part of their assessment and
support planning, helping people to maintain independence and reducing reliance on longer-term support where appropriate.
A review of the Assistive Technology indicators and associated targets remains planned as part of future performance framework development. This will consider
improvements in data quality and reporting, ensuring that the performance measures reflect the increasing contribution Assistive Technology makes to supporting
independence, prevention and Home First approaches. 
6.  Reablement and Rehabilitation  Target 2025/26 2025/26 Q3 2025/26 Q4 Performance
Compared to
Previous Quarter
Performance
Compared to Same
Quarter Previous
Year
RAG Status
Reablement - Number Of People Completing Reablement
Process
2000 (500 per
quarter)  940 1157   RED
Reablement - % Of New or Increased Home Support
Packages Which Are Reablement 70% 66.9% 66.9%   RED
Reablement - % Of People With No or Reduced Home
Support Service Required At End Of Process 70% 51.2% 47.3%   RED
Narrative & Corrective Action
Performance across the Reablement indicators remains below target at year-end, although this is within the context of significant operational change across Home
Support, Home Assessment and wider hospital discharge pathways. The number of people completing the Reablement process reached 1,157 by Q4 against an annual
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10 
target of 2,000. The proportion of new or increased Home Support packages delivered through Reablement remained stable at 66.9%, just below the 70% target.
However, the proportion of people requiring no or reduced Home Support at the end of the process reduced further to 47.3%.
This reduction reflects the increasing complexity of people supported through community pathways and the continued implementation of the Home First approach.
Demand for direct support through Home Assessment has increased, with more people supported to return home following a hospital stay, although capacity within
Home Assessment has not necessarily increased at the same pace; vacancies and absence continue to impact on the service’s ability to maximise activity and respond to a
growing demand.
Whilst performance against the outcome indicator has deteriorated, there is evidence that assessment-at-home is integral to the wider model. The proportion of Home
Assessment Team completions requiring no further support following intervention has increased, demonstrating the value of timely assessment and intervention in
supporting people to regain independence. The Q4/year-end Reablement position represents part of a wider system supporting increasing numbers of people with
greater complexity and need.
The redesigned Home Support operating model introduces a functional split between Assessment & Planning, and Living Well at Home. Assessment and Planning brings
together Home Assessment, Reablement and Intensive Services, whilst Living Well at Home will focus on longer-term support for people with more complex needs. The
redesign aims to reduce duplication, improve efficiency, support timely hospital discharge, preventing avoidable admission and maximising independence through time-
limited assessment, reablement and recovery.
The redesign aligns with the Partnership’s Home First and Getting It Right for Everyone approaches. Robust assessment in a person’s own home supports evidence-based
decision making on longer-term need, enabling people to regain confidence, function and independence wherever possible before longer-term care arrangements are
considered. During 2025/26, implementation progressed through phased redesign activity, including the adoption of an enabling approach across all localities, further
development of Home Assessment pathways, workforce realignment and continued implementation of digital scheduling and reporting.
A significant programme of improvement remains underway. This includes phased implementation of the functional split, process mapping, development of operational
guidance, workforce training, digital systems refinement and refreshed performance reporting. The Home Support Operating Model Oversight Group monitors the
progress of the change programme.
The priority for 2026/27 is to consolidate the new operating model, strengthen assessment and planning practice, improve consistency across localities and ensure that
performance reporting better reflects the full pathway from hospital discharge and Home Assessment through Reablement and, where required, longer-term support.
This will include further work to understand demand, capacity, outcomes and the impact of increasing complexity on the proportion of people who require no or reduced
support following intervention. 
7.  Adult Protection  Target 2025/26 2025/26 Q3 2025/26 Q4 Performance
Compared to
Previous Quarter
Performance
Compared to Same
Quarter Previous
Year
RAG Status
For Referrals in Period, Proportion Going to Case
Conference From DTI With Investigatory Powers Within
Timescale
60% 22.2% 20.0%  ... RED
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Narrative & Corrective Action
Performance for this indicator remained below target during Q4, with 20.0% of relevant inquiries progressing to Case Conference within the required timescale.
Performance remains below the 60% target and has reduced over successive quarters.
Adult Support and Protection activity continues to operate within a context of sustained demand. During Q4, we received 803 Adult Support and Protection referrals,
which is an 11% increase compared with the same period in the previous year. Care homes remained the largest source of referrals, while Cumbernauld recorded the
highest number of referrals across the six localities. 
Physical harm remained the most common reason for referral, while self-neglect became the second most frequently recorded harm type. These trends highlight the
increasing complexity of Adult Support and Protection activity and the need for coordinated multi-agency responses.
97
119
152
168
109
151
7
0
20
40
60
80
100
120
140
160
180
Airdrie Bellshill Coatbridge Cumbernauld Motherwell Wishaw HQ/Other
Referrals in Quarter - Locality
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12 
There were 335 inquiries with investigatory activity commenced during the quarter, with 42% of referrals progressing to this stage. Although referral volumes remain
high, the number of Initial Case Conferences held during the quarter was comparatively low. Local Adult Support and Protection teams have identified ongoing recording
and completion issues within Mosaic in relation to Case Conference information and caution is required when interpreting some elements of the information. 
Work is underway with operational managers to strengthen recording practices, improve oversight of Adult Support and Protection activity and reinforce expectations
regarding decision-making and case progression. This includes additional scrutiny of referrals receiving no further action at the referral stage and a renewed emphasis on
procedural compliance and feedback to referring agencies.
Although the reported performance position for this particular indicator is below target, it reflects the substantial Adult Support and Protection activity across all
localities, with the volume of investigations, protection planning and wider welfare interventions increasing whilst continuing to safeguard adults at risk of harm. 
8.  Adult Mental Health Target 2025/26 2025/26 Q3 2025/26 Q4 Performance
Compared to
Previous Quarter
Performance
Compared to Same
RAG Status
1
2
2
3
5
9
14
15
21
35
42
86
112
119
337
NOT RECORDED
Material Harm
Suicidal Ideation
Hoarding
Domestic Abuse
Institutionalised Harm
None/Not Known
Sexual Harm
Other (please specify)
Self Harm
Neglect and Acts of Omission
Financial
Psychological/Emotional Harm
Self Neglect
Physical Harm
Referrals in Quarter - Harm Type
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13
Quarter Previous
Year
18 Week RTT Performance – Psychology (NHSL) (NORTH
HOSTED) 90% 81.2% 82.5%   RED
Consultant Outpatient WT - Adult Mental Health - 12wks
(NHSL) (NORTH HOSTED) 90% 18.4% 19.5%   RED
Consultant Outpatient WT - Older Adult Psychiatry -
12wks (NHSL) (NORTH HOSTED) 90% 75.4% 83.8%   RED
Narrative & Corrective Action
18 Week RTT Performance – Psychology (NHSL) (NORTH HOSTED)
In Q4, 82.5% of patients commenced treatment within 18 weeks. This is a 1.3% increase from the previous month. When compared to the same quarter in 2024 there is
an overall improvement of 7.5%. Over the last 6 months, the total number of patients waiting has decreased by 9.6% and the numbers waiting over 18 weeks has
decreased by 8.4%. The improvement in RTT is in part attributable to the increase in uptake of Digital Interventions, which is 19% higher when compared to the same
quarter in 2024.
Over 52 week waits continue to increase. This increase is attributable to the significant capacity versus demand discrepancy within Neuropsychology, where waits have
grown in line with expected trajectory following changes to the referral criteria introduced in November 2023. We will provide additional clinical resource to this service
on a temporary basis during 2026, in order to address long waits and stabilise the system. A revised service delivery model will be developed to maintain future
sustainability.
In line with strategic direction to increase early access to support, a range of clinical activity continues across the service, however not all of this is captured in
performance reporting data. A recent evaluation of Stress Control, which provides low-intensity, CBT-informed group interventions, indicated that 20 programmes have
now been delivered across Lanarkshire via direct access self-referral, with an estimated 500 – 550 attendees. Outcomes indicate statistically significant improvement in
mental wellbeing and a reduction in perceived stress.
Consultant Outpatient WT - Adult Mental Health - 12wks (NHSL) (NORTH HOSTED)
For General Adult Psychiatry, the service has been developing the reporting data to meet the ambition of using completed waits as a measure of performance. For the
current metric reported, which is the proportion of patients waiting within 12 weeks, there has been a slight improvement, however the performance remains well below
the targeted level. ADHD waits and psychiatry vacancies, which are significant issues for the service, continue to impact on the performance for this metric.
Consultant Outpatient WT - Older Adult Psychiatry - 12wks (NHSL) (NORTH HOSTED)
Performance for Older Adult Psychiatry outpatient waiting times improved further during Q4. Although still below the targeted level, the improvement is significant; from
75.4% in Q3 to 83.8% in Q4. Wider workforce and capacity pressures continue to impact on specialist mental health services.
Operational focus remains on maintaining service stability and improving access where possible within the available capacity.
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9. Medical Paediatrics Target 2025/26 2025/26 Q3 2025/26 Q4 Performance
Compared to
Previous Quarter
Performance
Compared to Same
Quarter Previous
Year
RAG Status
Medical Paediatrics WT - 12 wks (NHSL) (NORTH
HOSTED) 90%* 77.2% 76.4%   RED
Narrative & Corrective Action
Medical Paediatrics has continued to find delivery of the 90% target challenging throughout 2025/26. Performance reduced slightly during Q4 to 76.4%, following the
improvement reported in Q3. While the anticipated year-end improvement was not fully realised, performance remains above the position reported in Q2 and reflects
some stability during the second half of the year.
The challenges affecting performance remain multi-factorial. Analysis has identified some referrals could potentially have been managed through alternative and more
appropriate pathways, rather than specialist paediatric services. This, alongside reduced medical capacity arising from staff absence and wider workforce pressures
continue to impact on the service's ability to meet the 12-week waiting time standard.
The service continues to engage positively in improvement activity aimed at managing demand and improving access to specialist care. This includes continued scrutiny
and vetting of referrals, alongside work with universal services and community pathways to support earlier intervention and provide alternatives to referral where
appropriate, including support relating to sleep and toileting concerns.
10. Dietetics Target 2025/26 2025/26 Q3 2025/26 Q4 Performance
Compared to
Previous Quarter
Performance
Compared to Same
Quarter Previous
Year
RAG Status
Dietetics - 12wks (NORTH HOSTED) 90%* 91.1% 78.6%   RED
Narrative & Corrective Action
Performance declined in Q4 2025/26, decreasing from 91.1% in Q3, to 78.6% in Q4.
Performance within the community-based planned care clinics remains stable, with the decline in performance experienced this quarter linked to the planned care clinics
undertaken on the acute sites. These clinics have reduced and in some cases are on hold, with staff capacity refocused to inpatient provision.
In order to address this issue, resource for a band 5 dietitian has been identified from RWW backfill resource and transferred from planned care clinics from the Acute
service to community.
This will have a number of benefits.
• Provide stability for outpatients, as outpatient clinics will have to change according to changes in inpatient capacity.
• Facilitate one waiting list for planned care appointments to the dietetic service and thus reduce inequity of waiting times between waiting lists.
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15 
• Provide greater flexibility for patients in terms of clinic locations
With monitoring and analysis, this will support a more sustainable long-term model for the service.
Workforce resilience remains a risk given the specialised nature of the service and work is underway to develop more flexible, resilient and sustainable models of dietetic
provision. 
11.  Complaints Target 2025/26 2025/26 Q3 2025/26 Q4 Performance
Compared to
Previous Quarter
Performance
Compared to Same
Quarter Previous
Year
RAG Status
Complaints Processed 20 Working Days (NHSL) 50% 37% 20%   RED
Narrative & Corrective Action
Performance against the Stage 2 complaints timescale indicator reduced during Q4, with 20% of complaints responded to within 20 working days compared with 37% in
the previous quarter. The average Stage 2 response time increased to 41 working days and performance remains below the 50% target. 
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The Q4 position reflects a number of operational factors affecting complaint investigation and response times. These included workforce absence, festive leave
arrangements and wider clinical pressures restricting the availability of staff to provide statements, review draft responses and support timely completion of
investigations. Delays in obtaining comments and statements remain the most significant contributor to delayed complaint responses. 
Despite the deterioration in Stage 2 performance, early resolution of complaints remained strong. During Q4, 76% of complaints were resolved at Stage 1, exceeding the
associated target and demonstrating the continued emphasis on resolving concerns at the earliest appropriate opportunity. 
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The Patient Affairs service continues to operate using a pooled-resource model, with daily team huddles focused on identifying bottlenecks, managing delays and
prioritising activity. Work is also underway to improve the timeliness of statement requests and responses, recognising that delays in receiving information remain a key
factor affecting overall performance. 
Whilst performance against the 20-working-day target has reduced, the focus remains on ensuring that we investigate complaints thoroughly and that responses are
robust, person-centred and support learning and service improvement. Improving response times while maintaining the quality of investigations will remain a priority
during 2026/27. 
12.  Smoking Cessation Target 2025/26 2025/26 Q1 2025/26 Q2 Performance
Compared to
Previous Quarter
Performance
Compared to Same
Quarter Previous
Year
RAG Status
Sustain and embed successful smoking quits, at 12-
weeks post quit, in 40% of SIMD areas. (AOP) (NORTH
HOSTED)
545 *cumulative 68 154  ... RED
Narrative & Corrective Action
Performance against the smoking cessation target remains below the expected trajectory. The indicator measures the cumulative number of individuals achieving a
successful quit at 12 weeks within the 40% most deprived communities.
Table 1: All - North locality data April to September 2025/26 Q1-2 (40% most deprived)
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Locality
Number of
QDS
Number of 12
week quits
Cumulative
target +/-
RAG on
Target
% 12 week
quit success
% Lanarkshire
rate
Airdrie 95 27 45.5 -18.5 59% 28% 26%
Coatbridge 91 18 45.5 -27.5 40% 20% 26%
North 68 31 37.5 -6.5 83% 46% 26%
Bellshill 77 15 31.5 -16.5 48% 19% 26%
Motherwell 92 21 40.5 -19.5 52% 23% 26%
Wishaw 117 29 41.0 -12.0 71% 25% 26%
Table 2: Specialist - North locality data April to September 2025/26 Q1-2 (40% most deprived)
Locality
Number of
QDS
Number of 12
week quits
Cumulative
target +/-
RAG on
Target
% 12 week
quit success
% Lanarkshire
rate
Airdrie 24 11 14.0 -3.0 79% 46% 54%
Coatbridge 24 12 14.0 -2.0 86% 50% 54%
North 6 6 11.5 -5.5 52% 100% 54%
Bellshill 11 8 9.5 -1.5 84% 73% 54%
Motherwell 21 6 12.5 -6.5 43% 29% 54%
Wishaw 20 13 12.5 0.5 104% 65% 54%
Table 3: Pharmacy - North locality data April to September 2025/26 Q1-2 (40% most deprived)
Locality
Number of
QDS
Number of 12
week quits
Cumulative
target +/-
RAG on
Target
% 12 week
quit success
% Lanarkshire
rate
Airdrie 71 16 31.5 -15.5 51% 23% 19%
Coatbridge 67 6 31.5 -25.5 19% 9% 19%
North 62 25 26.0 -1.0 96% 40% 19%
Bellshill 66 7 22.0 -15.0 32% 11% 19%
Motherwell 71 15 28.0 -13.0 54% 21% 19%
Wishaw 97 16 28.5 -12.5 56% 16% 19%
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Referral levels, service capacity and wider engagement challenges associated with supporting individuals living in areas experiencing higher levels of deprivation all
directly affect Smoking Cessation activity. Referral levels from Allied Health Professionals remain lower than expected and workforce capacity within the Quit Your Way
Community Service has limited the number of stop smoking clinics that can be delivered within priority communities. 
Data quality challenges within the Community Pharmacy Service have affected performance reporting. Despite ongoing support to community pharmacies, gaps remain
in the recording of follow-up smoking status information, affecting the accuracy of reported quit rates and associated performance measures.
A range of improvement activity will take place during 2026/27 to strengthen delivery and improve outcomes. This includes increased partnership working with Health
Improvement teams and Allied Health Professionals to improve referrals, the introduction of additional Health Improvement Practitioner capacity focused on the most
deprived communities, enhanced support to community pharmacies and the development of new referral pathways through NHS 24. 
Improving smoking cessation outcomes within communities experiencing the greatest inequalities remains a priority for the Partnership. The focus is on increasing
engagement, improving access to support and strengthening the quality of performance information to improve the impact of smoking cessation services across North
Lanarkshire. 
13.  Unscheduled Care Target 2025/26 2025/26 Q2 2025/26 Q3 Performance
Compared to
Previous Quarter
Performance
Compared to Same
Quarter Previous
Year
RAG Status
A&E Attendances - NL Residents 116,456  30,616 28,742  … AMBER
Emergency Admissions - NL Residents  44,001  11,919
Quarterly/ 2
quarters
behind
 … AMBER
Unscheduled Bed Days - all specialties, NL residents  294,999  83,549
Quarterly/ 2
quarters
behind
 … RED
Narrative & Corrective Action
We report on these unscheduled care indicators in arrears to allow for validation of the data; however, available data indicates that demand for urgent and unscheduled
care services remains significant. Performance across A&E attendances, emergency admissions and unscheduled bed days reflect sustained pressure across the wider
health and social care system.
Demand for urgent care services remains high, influenced by an ageing population, increasing levels of frailty and multi-morbidity, and rising complexity amongst people
requiring support. These factors continue to contribute to attendances at emergency departments, hospital admissions and the overall use of hospital bed capacity.
Seasonal pressures experienced during the winter period also placed additional demands on services across both acute and community settings.
Throughout 2025/26, the Partnership and NHS Lanarkshire continued to focus on reducing avoidable hospital use through Home First approaches, Hospital at Home
services, enhanced discharge planning, Home Assessment pathways, Reablement and wider community-based alternatives to admission. Significant effort has also been
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20 
directed toward improving patient flow and reducing delayed discharge through integrated discharge arrangements, Criteria to Reside process and strengthened multi-
agency discharge planning.
This work forms part of a wider improvement programme being progressed with support from the Centre for Sustainable Delivery. Planned activity includes further
development of integrated discharge teams, Hospital at Home services, virtual wards, frailty pathways, Flow Navigation Centres and community-based assessment and
support services. The overarching aim is to support people to receive care in the most appropriate setting, reduce avoidable admissions and minimise unnecessary time
spent in hospital.
While the latest available data indicates demand remains above planned levels, improvements in discharge performance and delayed discharges have been realised,
however reducing delays remains a key priority. Continued focus is required to balance increasing demand across acute services while maintaining capacity within
community-based services that support admission avoidance, rehabilitation and timely discharge. 
14.  Sickness Absence Target 2025/26 2025/26 Q3 2025/26 Q4 Performance
Compared to
Previous Quarter
Performance
Compared to Same
Quarter Previous
Year
RAG Status
Sickness Absence (NHSL, North)  4% 7.75% Not available    RED
Sickness Absence (NLC) - days lost per person 9.22 12.99 17.92   RED
Narrative & Corrective Action
Sickness absence within North Lanarkshire Council Adult Social Work services increased during Q4, with the average number of days lost per employee rising to 17.92
days. This represents a deterioration from the previous quarter and remains well above the targeted level. The position at year-end reflects the continuing challenges
associated with workforce capacity, recruitment and retention pressures, and the impact of both short and long-term absence across a number of service areas.
For March 2026, the top five absence reasons were:
Top 5 Absence Reasons 
Absence Reason FTE Days Lost in Period Headcount (Absent)
Abdominal & Gastric 170.35 40
Anxiety/Stress/Depression/Other Mental Health 1350.59 127
Bone/Muscle/Joint 808.99 83
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21
Cancer 133.78 10
Post-Operative 119.14 12
As with previous reporting periods, a range of factors influence the level of sickness absence, including stress-related absences and those related to other long-term
health conditions. Over half of absence is long-term absence. Workforce pressures and the increasing complexity of service demand continue to present challenges for
frontline services.
Long Term Short Term
59% 41%
Sickness absence amongst NHS Lanarkshire staff was 7.13% at the end of March 2026. The performance in this area reflects the continued workforce pressures
experienced during the winter period, including absence related to seasonal illness. The HSCP manages attendance through established NHS Lanarkshire policies and
procedures, with a continued focus on staff wellbeing, early support and sustainable return-to-work arrangements.
15. Training and Development Target 2025/26 2025/26 Q3 2025/26 Q4 Performance
Compared to
Previous Quarter
Performance
Compared to Same
Quarter Previous
Year
RAG Status
Safe information Handling Training 90% 92.6% 69.0%   RED
Records and information management 80% 79.6% 79.2%   AMBER
TURAS compliance (NHSL, North) 80% 74% 75%   AMBER
Narrative & Corrective Action
The performance for workforce development and mandatory training indicators varied at Q4/year-end. TURAS appraisal compliance improved slightly during Q4,
increasing from 74% to 75%, although performance remains below the targeted level. There is a continued focus on supporting managers to maintain compliance with
appraisal requirements and ensuring staff have the opportunity to participate in the appraisal process as part of their ongoing professional development. The SMT
discussed TURAS appraisals during the recent performance reviews with locality managers to identify any additional support that was necessary to achieve the targeted
level of performance.
Compliance with the NLC Records and Information Management training remained stable during the quarter at 79.2%, only marginally below the 80% target. Adult Social
Work Governance monitor the rates of completion closely.
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22 
Reported compliance with NHS Safe Information Handling Training reduced significantly during Q4. This reduction coincides with the implementation of the Once for
Scotland mandatory training framework and associated changes to training recording and reporting arrangements. As a result, the Q4 position should be interpreted with
caution, as reported compliance levels are being influenced by the transition to the revised training model rather than solely representing a reduction in staff compliance.
Work continues across NHS Lanarkshire and North Lanarkshire Council to support completion of mandatory training requirements, improve recording processes and
embed the revised NHS national training arrangements.
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23 
Direction from North Lanarkshire Integration Joint Board (IJB) 
1 Reference Number  
2 Report Title  
3 Date direction issued by IJB 
4 Date from which direction
takes effect 
5 Direction to: 
6 Does this direction
supersede, revise or revoke a
previous direction – if yes,
include reference number(s) 
7 Functions covered by
direction 
8 Full text of direction 
9 Budget allocated by
Integration Joint Board to
carry out direction 
10 Performance Management /
Governance arrangements 
11 Date direction will be
reviewed 
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1 
REPORT   
Item No: 9 
SUBJECT: Internal Audit Annual Report 2025/26
TO: Integration Joint Board Performance, Finance & Audit Committee.
Lead
Officer for
Report:
Nicola Scott, Chief Finance Officer
Author(s) of
Report
Francis Scott, Chief Officer (Audit and Risk), North Lanarkshire
Council
Jocelyn Lyall, Chief Internal Auditor, NHS Lanarkshire
Contact
details for
Author(s) of
Report
Francis Scott – ScottFr@northlan.gov.uk
Jocelyn Lyall – Jocelyn.lyall2@nhs.scot
DATE:  19 August 2026 
1. PURPOSE OF REPORT
This paper is coming to the IJB for: 
For Approval: ☒ For Endorsement: ☐ To Note: ☐ 
2. ROUTE TO THE PFA
This paper has been: 
Prepared By:
Chief Officer
(Audit and
Risk), North
☒ Reviewed By:
Chief Finance
Officer
☒ Endorsed By:
Chief Officer
☒
Item 9
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2 
Lanarkshire
Council and
Chief Internal
Auditor, NHS
Lanarkshire) 
3.  EXECUTIVE SUMMARY
This Internal Audit Annual Report provides the outcome of the 2025/26 internal
audit and the Chief Internal Auditors' opinion on the IJB’s internal control
framework for the financial year 2025/26.
This report is for the Performance, Finance and Audit Committee to consider
as part of the wider portfolio of year end governance assurances and provides
assurance on the adequacy and effectiveness of governance, risk management
and internal control arrangements in place. 
4. RECOMMENDATIONS
4.1  It is recommended that the IJB Performance, Finance & Audit Committee: 
1)  Endorse the opinion of the Chief Internal Auditors that Reasonable
Assurance can be placed upon the adequacy and effectiveness of the IJB’s
framework of governance, risk management and internal control for the year
ended 31 March 2026. 
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.  BACKGROUND
The purpose of this report is to present the 2025/26 Internal Audit Annual
Report to the IJB Performance, Finance & Audit Committee. The Public Bodies
(Joint Working) (Scotland) Act 2014 requires the IJB to comply with the
accounts and audit regulations and legislation under section 106 of the Local
Government (Scotland) Act 1973.  The Integrated Resources Advisory Group
(IRAG) guidance requires IJBs to establish appropriate and proportionate
arrangements for audit provision, including arrangements to review risk
management, governance and control of delegated resources.
Yes ☐ No ☒ N/A ☐
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3
This guidance states that the IJB has responsibility for reviewing the
effectiveness of the governance arrangements including the system of internal
control. To inform this review and the preparation of the governance statement,
as stated in the CIPFA framework on Delivering Good Governance in Local
Government, Internal Audit is required to provide an annual assurance
statement on the overall adequacy and effectiveness of the framework of
governance, risk management and control.
7. SUMMARY OF KEY ISSUES
The Chief Internal Auditors’ opinion on the IJB's internal control framework for
the financial year 2025/26 has been primarily based on:
• Outputs of the North Lanarkshire IJB 2025/26 internal audit plan and prior
year audits reported in 2025/26.
• Internal audit work carried out in each of the partner organisations, where
reports were relevant for IJB assurance purposes.
• Progress with the delivery of previous internal audit findings.
8. CONCLUSIONS
Based on the internal audit work undertaken during the year the Chief Internal Auditors’
overall conclusion is that:
The IJB has adequate and effective governance, risk management and internal control
arrangements in place. The Chief Officer has implemented a governance framework
in line with required guidance sufficient to discharge the responsibilities of this role.
The 2025/26 internal audit plan has been delivered in line with Global Internal Audit
Standards and the Application note: GIAS in the UK Public Sector.
In addition, the Chief Internal Auditors’ have not advised management of any concerns
around the following:
Consistency of the Governance Statement with information we are aware of from our
work.
The description of the processes adopted in reviewing the effectiveness of the system
of internal control, and how these are reflected.
The format and content of the Governance Statement in relation to the relevant
guidance.
The disclosure of all relevant issues.
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4 
9. IMPLICATIONS 
Not Applicable.
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 reasonably 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)
The Performance, Finance & Audit Committee and the partner organisations
are required to ensure effective governance arrangements are in place.
9.3 FINANCIAL
There was no charge for the provision of internal audit work as joint working
arrangements have been developed to deliver this service. 
This paper has been reviewed by Finance:
Yes   No  N/A 
9.4 RISK ASSESSMENT/RISK MANAGEMENT 
The management of risk is an integral part of the development of the Internal
Audit Plan. The IJB risk register was reviewed as part of year end assurance
work.  
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5 
Relevant Risk Register
Details 
Current Risk Level  Risk Owner 
NLIJBR06: Governance
Failure 
NLIJB-R07: Failure to Meet
Legislative Requirements 
High (12) 
Medium (6) 
Chief Finance Officer 
Head of Health /
Head of Adult Social
Work / Nursing
Director 
9.5  ENGAGEMENT & PARTICIPATION
The Chief Officer and the Chief Finance Officer have been consulted on the content
of the Internal Audit Annual Report 2025/2026. 
9.6 INEQUALITIES & FAIRER SCOTLAND DUTY 
An EQIA & Fairer Scotland Impact Assessment Form is not required as there
are no EQIA implications arising directly from this report. 
All internal audit reviews which involve review of policies and procedures
examine the way in which equality and diversity is incorporated within
documentation. 
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 
Not Applicable  
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6
11. APPENDICES
Appendix 1 Internal Audit Annual Report 2025/2026
Members seeking further information about any aspect of this report, please contact
the following:
Francis Scott, Chief Officer Audit and Risk, North Lanarkshire Council:
ScottFr@northlan.gov.uk
Jocelyn Lyall, Chief Internal Auditor, NHS Lanarkshire: Jocelyn.lyall2@nhs.scot
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Internal Audit Service
Annual Report 
2025/26
Report No. NL04/26
Annual assurance on North Lanarkshire IJB governance, 
risk management and internal control framework 
Final report issued 30 July 2026
Presented to Integration Joint Board Performance, Finance & Audit
Committee 19 August 2026
Level of assurance Reasonable Assurance  
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Distribution
This report has been issued to:
C Rae, Chief Officer
N Scott, Chief Finance Officer
IJB Performance, Finance & Audit Committee
External Audit 
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Contents 
This annual report sets out the outcomes of the 2025/26 internal audit programme
and the Chief Internal Auditors’ opinion on North Lanarkshire IJB’s internal control
framework. 
Page
Section 1 Conclusion 3   
Audit scope and objectives 4   
IJB Governance Statement 4   
Partner Bodies Governance Statements 5   
Internal Audit Follow Up 6   
Internal Audit Arrangements 7   
Internal Audit Plan 7   
Staffing and Qualifications 7
Section 2 North Lanarkshire IJB Internal Audits 2025/26 and prior year audits
reported in 2025/26
8
Section 3 Relevant Partner Audits 2025/26 9
Section 4 Definitions 10
Section 5 Progress with Outstanding Recommendations 12 
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Section 1 Conclusion
This annual report to the Performance, Finance & Audit Committee provides the outcomes of
the 2025/26 internal audit and the Chief Internal Auditors’ opinion on the IJB's internal control
framework for the financial year 2025/26.
The overall Internal Audit Conclusion for the year has been primarily based on:
• Outputs of the North Lanarkshire IJB 2025/26 internal audit plan and prior year
audits reported in 2025/26 (Section 2).
• Internal audit work carried out in each of the partner organisations, where
reports were considered relevant for IJB assurance purposes (Section 3).
• Progress with the delivery of previous internal audit findings (Section 5).
Based on the internal audit work undertaken during the year the Chief Internal Auditors’ overall
conclusion is that:
The IJB has adequate and effective governance, risk management and internal control
arrangements in place. The Chief Officer has implemented a governance framework in line
with required guidance sufficient to discharge the responsibilities of this role. The 2025/26
internal audit plan has been delivered in line with Global Internal Audit Standards and the
Application note: GIAS in the UK Public Sector.
In addition, we have not advised management of any concerns around the following:
Consistency of the Governance Statement with information we are aware of from our work.
The description of the processes adopted in reviewing the effectiveness of the system of
internal control, and how these are reflected.
The format and content of the Governance Statement in relation to the relevant guidance.
The disclosure of all relevant issues.
Action requested
The Performance, Finance & Audit Committee is asked to take Reasonable Assurance
from this report in evaluating the internal control environment.
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Audit scope and objectives
The Public Bodies (Joint Working) (Scotland) Act 2014 requires the IJB to comply with the
accounts and audit regulations and legislation under section 106 of the Local Government
(Scotland) Act 1973.  The Integrated Resources Advisory Group (IRAG) guidance requires
IJBs to establish appropriate and proportionate arrangements for audit provision, including
arrangements to review risk management, governance and control of delegated resources. 
This guidance states that the IJB has responsibility for reviewing the effectiveness of the
governance arrangements including the system of internal control.  To inform this review and
the preparation of the governance statement, as stated in the CIPFA framework on Delivering
Good Governance in Local Government, Internal Audit is required to provide an annual
assurance statement on the overall adequacy and effectiveness of the framework of
governance, risk management and control.
Guidance issued in April 2017 requires IJBs to prepare their annual accounts and governance
statements in accordance with Local Authority Accounts (Scotland) Regulations 2014. These
regulations require an authority to:
i) Be responsible for ensuring that the financial management of the authority is adequate and
effective, and that the authority has a sound system of internal control which:
(a) facilitates the effective exercise of the authority’s functions; and
(b) includes arrangements for the management of risk.
ii) Conduct a review at least once in each financial year of the effectiveness of its system of
internal control.
The CIPFA ‘Delivering Good Governance’ in Local Government Framework 2016 places a
responsibility on the authority to ensure additional assurance on the overall adequacy and
effectiveness of the framework of governance, risk management and control is provided by
the internal auditor.
The IJB Annual Internal Audit Plan for 2025/26 was based on a joint risk assessment by
Internal Audit and the Chief Finance Officer and was approved by the Performance, Finance
& Audit Committee on 21 May 2025. 
The authority, role and objectives for Internal Audit are set out within section 3.6 of the IJB’s
Financial Regulations. 
Internal Audit is required to provide the Performance, Finance & Audit Committee with an
annual assurance statement on the adequacy and effectiveness of internal controls. 
IJB Governance Statement
North Lanarkshire IJB has produced a draft Governance Statement for 2025/26 which includes
an action plan to support the continual improvement of the IJB’s governance arrangements.
This action plan incorporates findings from the IJB self-assessment process,
recommendations from Audit Scotland’s Annual Audit Report, and recommendations arising
from internal audit work undertaken during 2025/26. 
The IJB has produced a draft Governance Statement for 2025/26 which states that:
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‘It is our opinion that reasonable assurance can be placed upon the adequacy and
effectiveness of the IJB’s governance arrangements.  The IJB has adhered to the stated
principles of good  governance, acted in the public interest, and been committed to continuous
improvement.  The scrutiny and oversight of the IJB PFA Committee contributes effectively to
these arrangements.  
There were no significant control weaknesses, issues, or failure in the expected standards for
good governance, risk management and internal control.  We consider that the internal control
environment provides reasonable and objective assurance that any significant risks impacting
on the IJB’s principal objectives will be identified, actions taken to avoid or mitigate their impact
and are consistent with the recommendations of the CIPFA/SOLACE Framework (2016).’
Partner Bodies Governance Statements
North Lanarkshire IJB is in an interdependent relationship with both partner bodies in which
the controls in place in one body inevitably affect those in the other.
The NHS Lanarkshire 2025/26 Governance Statement concluded that ‘the organisation is
committed to continuous development and improvement: developing systems in response to
any relevant reviews and developments in best practice, during the year to 31 March 2026
and up to the signing of the accounts: 
As the appointed Accountable Officer, I am able to conclude that based on the governance
framework and the assurances and evidence received from the Board’s committees, corporate
governance continues to be strengthened, and internal controls were operating adequately
and effectively throughout the financial year to 31 March 2026.’  
In the NHS Lanarkshire Internal Audit Annual report 2025/26 the Chief Internal Auditor
concluded that:
• The Board has adequate and effective governance, risk management and internal
control arrangements in place.
• The Accountable Officer has implemented a governance framework in line with
required guidance sufficient to discharge the responsibilities of this role.
The North Lanarkshire Council Governance Statement for 2025/26 signed by the Chief
Executive and Leader of the Council concluded ‘it is our opinion that reasonable assurance
can be placed on the adequacy and effectiveness of North Lanarkshire Council’s governance
arrangements, including those of its Group.  The annual review process has provided sufficient
evidence that the council’s corporate governance arrangements have operated effectively,
and that the council and its group entities have complied with the relevant corporate
governance principles in all significant respects’.
In the North Lanarkshire Council Internal Audit Annual Report 2025/26, the Chief Officer (Audit
and Risk)’s opinion stated that ‘reasonable assurance can be placed upon the adequacy and
effectiveness of the Council’s framework of governance, risk management and internal control
for the year ended 31 March 2026’. 
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Internal Audit Follow Up
As part of the agreed annual internal audit plan, an annual review is undertaken to assess
management's progress in implementing previously agreed audit recommendations and
improvement actions arising from self-assessments.
The table below shows progress against these recommendations and actions in the period to
30 June 2026. Overall, seven of the agreed actions have been completed, seven are partially
implemented, and the target timescale for the remaining three actions has not yet passed.
Source Report Complete Partially
Implemented Not Yet Due No Longer
Relevant Total
Internal Audit 4 3 3 0 10
External Audit 3 1 0 0 4
Self-Assessments 0 3 0 1 4
TOTAL 7 7 3 1 18
The one remaining action relates to the National Care Standards and is considered no longer
relevant, due to the significant legislative and policy changes since the action was originally
identified. Management have however confirmed their commitment to monitoring ongoing
developments in this area and reporting any relevant updates to the IJB as required.
Progress made in implementing the outstanding recommendations is summarised in section
5 of this report.
Internal Audit Arrangements
A professional and objective joint internal audit service has been established in accordance
with recognised internal audit standards and practices as laid out in the Global Internal Audit
Standards (GIAS), in order to comply with article 7 of the Local Authority Accounts (Scotland)
Regulations 2014.
The internal audit arrangements for the IJB are provided jointly by the internal audit teams of
North Lanarkshire Council and NHS Lanarkshire.
Global Internal Audit Standards (GIAS) require an External Quality Assessment (EQA) of the
Internal Audit Service at least once every five years. An assessment of the NHS Lanarkshire
Internal Audit consortium was undertaken by the Chartered Institute of Internal Auditors and
the final report was issued on 4 March 2025. The overall opinion was that the internal audit
service ‘Generally Conforms’ with Global Internal Audit Standards, which is the highest level
of conformance.
An improvement action plan based on a gap analysis against GIAS and recommendations
and suggested improvements from the March 2025 EQA report. This improvement action
plan is monitored by the NHS Lanarkshire Audit and Risk Committee. Assurance is provided
to North Lanarkshire IJB as part of internal audit progress reports.
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For North Lanarkshire Council Internal Audit Service, the most recent EQA was undertaken
by Stirling Council and assessed compliance against the Public Sector Internal Audit
Standards (PSIAS), which were replaced by GIAS in April 2025.  The report was issued in
April 2024 and concluded that the Council’s Internal Audit team ‘Fully Conforms’ with the
PSIAS. 
Internal Audit Plan
The NHS Lanarkshire 2025/26 Annual Internal Audit Plan and the North Lanarkshire Council
Internal Audit Plan included provision of audit services and providing the Chief Internal Auditor
function to North Lanarkshire IJB.  
Internal audit work undertaken in 2025/26 is set out in Section 2 of this report.
Internal Audit has continued to highlight the requirement for coherence between governance
structures, performance management, risk management and assurance to improve the ability
of the IJB to monitor the achievement of operational and strategic objectives.
Our 2025/26 work provided assurance on the adequacy of governance, risk management and
controls.  The full report for each review was presented to the Performance, Finance & Audit
Committee.
Progress against the plan is reported to each meeting of the Performance, Finance & Audit
Committee and the 2025/26 internal audit plan has been completed.
Staffing and Qualifications
During 2025/26, internal audit services to North Lanarkshire IJB were provided by:
NHS Lanarkshire Internal Audit Service North Lanarkshire Council 
Jocelyn Lyall, BAcc, CPFA, Chief Internal Auditor Francis Scott, BA CPFA, Chief Officer (Audit & Risk) 
Robert Ferguson, Senior Auditor Lesley Armstrong, Audit Manager 
Kimberley Hall, Auditor
Acknowledgement
On behalf of the Internal Audit Service, we would like to take this opportunity to thank all
members of staff for the help and co-operation extended to Internal Audit. 
The Internal Audit team and the Chief Internal Auditors have greatly appreciated the positive
support of the Performance, Finance & Audit Committee, the Chief Officer, Chief Finance
Officer and the wider management team.
Jocelyn Lyall BAcc CPFA
Chief Internal Auditor, NHS Lanarkshire
Francis Scott BA CPFA
Chief Officer (Audit and Risk), North Lanarkshire Council
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Section 2 North Lanarkshire IJB Audits reported during 2025/26
Ref Audit Scope Performance, Finance and Audit Committee
2025/26
NL01-26 Audit Planning Preparation of internal audit annual plan 2025/26. 21 May 2025
NL02-26 Audit
Management 
Liaison with management and external audit, liaison with
Chief Finance Officer and attendance at Audit Committee.
Each meeting during 2025/26
NL03-26 Audit Follow Up Review of progress made by management in implementing
those actions committed to in response to previously agreed
Internal Audit recommendations. 
19 August 2026
NL04-26 Annual Report Prepare and present an annual report containing the Annual
Internal Audit Conclusion for 2025/2026.
19 August 2026
NL05-26 Financial
Sustainability
Effective, efficient and economic use of resources to ensure
financial sustainability, with a focus on transformation.
20 May 2026
NL06-26 Performance /
Committee
Effectiveness
Accurate, relevant and reliable reporting to the Board, staff,
the SGHSCD and the public.
19 August 2026
2024/25
NL05-25 Governance
arrangements
Review of governance arrangements with reference to the
Blueprint for Good Governance in NHS Scotland.
27 August 2025
NL06-25 Strategy Review of the content and implementation of the Strategic
Commissioning Plan, including assessing the adequacy and
effectiveness of arrangements for monitoring of delivery and
performance reporting. 
18 February 2026
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FTF Internal Audit Service             Page 9 of 21
Section 3 Relevant Partner Audits 2025/26
NHS Lanarkshire Report
Assurance
Performance,
Finance and
Audit Committee
Date
L11/25 Review of Clinical Governance  Reasonable 21 May 2025
L19/25 Financial Management  Reasonable
L24/25 Cyber Resilience / Information Security
Framework Reasonable
L01/26 Internal Audit Annual Report 2024/25 Reasonable 27 August 2025
L22/25 Review of Requisitioning, Order and
Receipt Substantial
L18/25 Review of Financial Planning Substantial
Internal Audit Annual Report and Opinion 2024-
25 Reasonable
L20A/26 Compliance with Core Financial
Procedures – Banking Arrangements  Reasonable
18 February 2026
L20B/26 Compliance with Core Financial
Procedures – Payroll Substantial
L16/26 Review of Supplementary Staffing Reasonable
L07/26 Review of NHS Resilience Business
Continuity & Emergency Planning Limited
L02/26 Internal Control Evaluation Reasonable 20 May 2026
L05/26 Review of Risk Management Strategy,
Standards and operations Reasonable
L06/26 Review of Staff & Patient Environment –
Fire Safety Reasonable
L12/26 Review of Whistleblowing Reasonable
North Lanarkshire Council Report
Assurance
Performance,
Finance and
Audit Committee
Date
0150.2026.001 Self-Directed Support Limited 20 May 2026
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FTF Internal Audit Service Page 10 of 21
Section 4 Definitions
Definitions of Assurance
NHS Lanarkshire
We assess the system adequacy and control application, and provide a conclusion based on the
following criteria:
Category System Adequacy Controls
Substantial
Assurance
A sound system of governance, risk
management and control exists, with
internal controls operating effectively and
being consistently applied to support the
achievement of objectives in the area
audited.
Controls are
applied
continuously or
with only minor
lapses.
Reasonable
Assurance
There is a generally sound system of
governance, risk management and control
in place. Some issues, non-compliance or
scope for improvement were identified
which may put at risk the achievement of
objectives in the area audited.
Controls are
applied frequently
but with evidence
of non-
compliance.
Limited
Assurance
Significant gaps, weaknesses or non-
compliance were identified. Improvement
is required to the system of governance,
risk management and control to effectively
manage risks to the achievement of
objectives in the area audited.
Controls are
applied but with
some significant
lapses.
No
Assurance
Immediate action is required to address
fundamental gaps, weaknesses or non-
compliance identified. The system of
governance, risk management and control
is inadequate to effectively manage risks
to the achievement of objectives in the
area audited.
Significant
breakdown in the
application of
controls.
Page 93 of 194

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FTF Internal Audit Service             Page 11 of 21
North Lanarkshire Council 
Audit reports are graded with an overall assurance opinion, and any issues and
associated recommendations are classified individually to denote their relative
importance, in accordance with the definitions in the tables below.
Definition of audit assurance 
Assurance Confidence based on sufficient evidence that internal controls are
in place, operating effectively and objectives are being achieved. 
Assurance opinion
Substantial
Assurance
A sound system of governance, risk management and control
exists, with internal controls operating effectively and being
consistently applied to support the achievement of objectives in
the area audited.
Reasonable
Assurance
There is a generally sound system of governance, risk
management and control in place. Some issues, non-compliance
or scope for improvement were identified which may put at risk
the achievement of objectives in the area audited.
Limited
Assurance
Significant gaps, weaknesses or non-compliance were identified.
Improvement is required to the system of governance, risk
management and control to effectively manage risks to the
achievement of objectives in the area audited.
No Assurance
Immediate action is required to address fundamental gaps,
weaknesses or non-compliance identified. The system of
governance, risk management and control is inadequate to
effectively manage risks to the achievement of objectives in the
area audited. 
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FTF Internal Audit Service             Page 12 of 21
Section 5 Progress with Outstanding Recommendations 
This section provides an update on progress with outstanding audit recommendations and improvement actions.
Report Details Recommendation
Original and
Revised
Timescales
Management Update
INTERNAL AUDIT
Financial Due Diligence
(2 recommendations)
EXTERNAL AUDIT
Annual Audit Report
2019-20
(1 recommendation)
ANNUAL
GOVERNANCE
STATEMENT
Self-Assessment 2019-
20
(1 recommendation)
Each of the reports listed contained
similar recommendations (four in
total) in respect of the
disaggregation of Children, Families
and Justice Social Work Services
and the need for hosting
arrangements to be finalised for
cross-cutting services.
March 2021
September 2021
June 2022
March 2025
September 2025
This recommendation is substantially complete.  A robust
framework for the financial governance of hosted services has
been agreed following a full review with Senior Managers within
Finance, Adult Social Care and Education and Families, with
agreement that a formal service Level Agreement is not
required.  The remaining actions relate to the implementation of
the new governance arrangements, including the production of
the first bi-annual monitoring report and associated budget
governance meetings, which are scheduled to commence
following period 6 in September 2026. The recommendations
will be considered fully implemented once these arrangements
have been embedded.
Page 95 of 194

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FTF Internal Audit Service             Page 13 of 21
Report Details Recommendation
Original and
Revised
Timescales
Management Update
INTERNAL AUDIT
IJB Strategy
The current Strategic
Commissioning Plan will expire in
2026, and a programme of work is
required to undertake a review of
lessons learned, consider alignment
with other key strategies, agree the
preferred approach and timescales
for developing the next plan, and
establish clear governance and
Board oversight arrangements for
its development and delivery.
April 2026
November 2026
The development and finalisation of the Strategic
Commissioning Plan (SCP) for 2026-29 has been slightly
delayed.  A comprehensive engagement and consultation
process has, however, been undertaken to develop the new
plan, providing staff, service users, carers and partner
organisations with the opportunity to contribute.
The draft SCP was presented to the Integration Joint Board in
June 2026, with final approval anticipated in September 2026.
ANNUAL
GOVERNANCE
STATEMENT
Self-Assessment 2023-
24
Recognition that there is a
formalised risk sharing agreement
in place with NHSL, NLC and SL IJB
within the risk management strategy
in relation to performance and
finance.
December 2025
December 2026
The recently appointed Business Support Manager, who has
responsibility for risk management, has worked with Council and
NHS risk teams to undertake a comprehensive review and
rationalisation of the IJB Risk Register.  The updated register
was approved by the IJB in March 2026.  Following completion
of this work, consideration is now being given to whether any
further improvements are required, including the need for a
formal agreement in relation to performance and finance.  This
remains under review and a final decision will be taken within
the current financial year. 
Page 96 of 194

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FTF Internal Audit Service             Page 14 of 21
Report Details Recommendation
Original and
Revised
Timescales
Management Update
ANNUAL
GOVERNANCE
STATEMENT
Self-Assessment 2024-
25
Holding to account – effective
scrutiny, challenge and support of
services by the Management Team
and by IJB members when
reviewing presented papers.
Vision for IJB should be clear and
ambitious with membership being
diverse and engaged.
December 2025
December 2026
Management have confirmed that work in relation to the
effective scrutiny, challenge and support of services by the
Management Team and IJB will be progressed as part of the
planned review and update of the Standing Orders during
Quarter 2 of 2026.
Work to develop the IJB’s vision is underway and will be
finalised alongside the refresh of the SCP, which is scheduled
for completion in September 2026.
These agreed actions will have been included in the 2025/26
Annual Governance Statement action plan and will be reviewed
and monitored through the PFAC meetings. 
Page 97 of 194

Page 98

Page 98 of 194

Page 99

Internal Audit Consortium for NHS Fife, NHS Tayside and NHS Forth Valley (FTF) 
Issued To:  C Rae, Chief Officer  
N Scott, Chief Finance Officer
K Taylor, Business Support Manager
M Dendy, Head of Planning, Performance and Quality 
Assurance 
Performance, Finance and Audit Committee  
External Audit   
I n t e r n a l A u d i t S e r v i c e
North Lanarkshire IJB
Report No NL06/26 Governance and Committee Effectiveness
Item 10
Page 99 of 194

Page 100

NL06/26 Governance and Committee Effectiveness 2 
Report Highlights
Audit Conclusion
Level of Assurance
Reasonable Assurance 
Audit Findings Summary
Risk Assessment Total Risk Assessment Total
Fundamental  None Moderate  Eight
Significant  Two Merits Attention  Four 
Audit Report Timeline
Key Dates
Draft Report Issued: 26 June 2026 Management Responses
Received:
6 August 2026
Target Performance, Finance
and Audit Committee Date: 19 August 2026 Final Report Issued: 10 August 2026
Page 100 of 194

Page 101

NL06/26 Governance and Committee Effectiveness 3 
Contents 
Section Page
Section 1 Scope and Detailed Findings 4
Section 2 Audit Findings and Management Action Plan 9
Section 3 Definitions of Assurance & Assessment of Risk 16
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Page 102

Section 1 Scope and Detailed Findings 
NL06/26 Governance and Committee Effectiveness 4 
CONTEXT  AND SCOPE
1. The Independent Commission on Good Governance in Public Services emphasised that good governance leads to good management, good performance,
good stewardship of public money, good public engagement and ultimately good outcomes. 
2. Good governance helps to mitigate the risk that the organisation will not meet its objectives and it helps ensure:
• Effective stewardship of public resources
• Delivery of safe, high-quality services
• Compliance with statutory and regulatory obligations
• Transparent decision making and public accountability.
3. IJB risks relevant to this audit are:
• NLIJBR06: Governance Failure – Risk Score High (12)
• NLIJB-R07: Failure to Meet Legislative Requirements – Risk Score Medium (6)
4. Internal Audit completed a high level review of the operation of the IJB and the Performance, Finance and Audit (PFA) Committee. This included review of:
• Agendas and workplans
• Committee papers and minutes
• Risk and assurance reporting
• Flow of assurance, including required escalation 
Page 102 of 194

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Section 1 Scope and Detailed Findings
NL06/26 Governance and Committee Effectiveness 5
EXECUTIVE SUMMARY
5. Chief Officers are responsible for maintaining a sound system of internal control to manage and control the available resources used in the organisation.
6. The Annual Governance Statement 2025/2026 was presented to the 17 June 2026 IJB as part of the IJB Annual Accounts. The Governance Statement
concluded that ‘Reasonable assurance can be placed upon the adequacy and effectiveness of the IJB’s governance arrangements. The IJB has adhered to
the stated principles of good governance, acted in the public interest, and been committed to continuous improvement. The scrutiny and oversight of the IJB
PFA Committee contributes effectively to these arrangements. There were no significant control weaknesses, issues, or failure in the expected standards
for good governance, risk management and internal control. We consider that the internal control environment provides reasonable and objective assurance
that any significant risks impacting on the IJB’s principal objectives will be identified, actions taken to avoid or mitigate their impact and are consistent with
the recommendations of the CIPFA/SOLACE Framework (2016).
7. While there are 14 findings within this report, the overall audit opinion of Reasonable Assurance reflects the progress made during 2025/26. In addition,
officers demonstrated an understanding of the required governance improvements and clarity was provided on work already in progress to address known
control weaknesses. This progress is reflected in the Management Responses to the findings.
8. Management has committed to addressing all findings, with follow-up planned to ensure implementation.
DETAILED AUDIT FINDINGS
9. Good Practice:
• Financial Regulations are revised and approved annually. The extant version approved by the IJB on 18 March 2026 was updated to reflect reporting on
the Reserves Strategy and Policy.
• A revised Risk Management Strategy is in development in partnership with NHS Lanarkshire and North Lanarkshire Council and is scheduled for
presentation to the August 2026 PFA Committee and September 2026 IJB.
• IJB members attended a Risk Management development session in September 2025 and the new North Lanarkshire IJB risk register, featuring nine
risks, was noted by the IJB on 18 March 2026. A further update was presented to the PFA Committee in May 2026. North IJB risks will be recorded on
the NHS Lanarkshire risk recording system - InPhase. As a development, Partner organisation risk updates will be presented to the September 2026
IJB.
• Two risks covering medium and long term Financial Sustainability risks are categorised a Very High, three risks are categorised as High and four as
Medium. Four risks are within the tolerable zone and four are outwith. None are in the optimal zone. Work to review and update risk mitigations and
controls is ongoing.
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Section 1 Scope and Detailed Findings
NL06/26 Governance and Committee Effectiveness 6
• On 17 June 2026, the IJB approved a self-assessment questionnaire to inform a review of the Board’s effectiveness. This approach was also used in
2025/26. Outcomes are to be reported to the IJB in September 2026 and an associated action plan will be developed.
• Quarterly Performance updates focussing on areas for improvement are presented to the PFA Committee. RAG assessed performance against target
is reported and corrective action is described.
• Financial Monitoring reports are presented to each meeting of the PFA Committee.
• Progress on the Annual Governance Statement Action Plan is presented to every meeting of the PFA Committee.
• A standard template for cover papers is utilised.
• While a version of an IJB workplan was in place previously, new IJB and PFA Committee work plans were introduced during 2025/26 and are a Standing
Agenda item at each meeting.
• Rolling action logs now include current progress and a target date.
• Standing Orders are undergoing review and are scheduled to be presented to the August 2026 PFA Committee.
• Development of a Scheme of Delegation is planned and the flow of reporting to Committees is being reviewed as part of this work.
• The induction process for members has been implemented.
• The IJB is currently recruiting an NHS member and a review of roles and responsibilities for IJB members is planned.
10. Key Developments
• The March 2026 IJB was presented with an update on the implementation of the NHS Lanarkshire Population Health Framework and the proposed approach
of aligning NHS Lanarkshire and Community Planning Partnership activities for implementing the Population Health Framework.
• The IJB approved the strategic priorities within the new Strategic Commissioning Plan 2026-29 on 17 June 2026. The Plan focuses on the move toward a
prevention-focused, population health approach. The Plan has undergone significant review and sets out strategic priorities, commits to digital transformation
as an enabler of change and establishes a programme of transformation. The IJB paper included the Strategic Needs Assessment.
• A further report on Strategic Commissioning Plan governance arrangements and delivery is scheduled for the September 2026 IJB meeting.
• Internal Audit has been informed that reporting to the IJB on Transformation is planned. In our view this will be critical in providing governance oversight of
service change and associated savings. The Savings and Value Board meets monthly, attended by budget holders and senior managers.
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Section 1 Scope and Detailed Findings
NL06/26 Governance and Committee Effectiveness 7
• Getting It Right for Everyone in North Lanarkshire is under development and is the local implementation of a national Scottish Government framework for
delivering person‑centred, joined‑up health and social care. It focuses on a ‘team around the person’ model, coordinated support across agencies, and early
intervention to enable people to live independently.
• In March 2026, the IJB acknowledged the Medium Term Financial Plan including approval of the risk assessed £22.727m recurring savings plan for 2026/27.
The long term financial outlook for 2026/36 was acknowledged and the IJB approved the delegated social care budget for 2026/27.
• In March 2026, the IJB approved the Reserves Policy for 2026/27. The revision did not include any fundamental changes.
• The IJB Chief Finance Officer (CFO) role be adapted to operate as a dual role, combining the statutory CFO responsibilities for the IJB with a substantive
role within the Finance Management Team of North Lanarkshire Council. North Lanarkshire Council will provide additional capacity and support to ensure
that the IJB continues to receive a full and effective finance service, with no detriment to service delivery.
• On 17 June 2026, the IJB agreed to delegate authority to the Chief Officer to publish the draft Annual Performance Report 2025/26 on the HSCP website,
with the final version to be presented to the IJB in September 2026.
• The IJB approved the Mainstreaming Equality and Equality Outcome Progress Reports in March 2026 for publication on the HSCP website and approved
the draft Equality Outcomes, to enable further consultation to take place.
• The Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Amendment Order 2025, applicable from 1 September 2026, makes provision for
changes to membership arrangements and associated governance requirements for IJBs, permitting members known as ‘lived experience members’ to
have a vote. A revision of the Integration Scheme to reflect this change is scheduled to be reported to the PFA Committee in August 2026.
• The IJB does not have a Standards Officer, as required by the ethical standards framework for devolved public bodies in Scotland. Appointment of a
Standards Officer is an action to mitigate the Governance Failure risk and completion of this action will assist in compliance with the ethical standards
framework.
• Best Value features in the PFA Committee Annual Workplan with reporting frequency to be confirmed. Management has informed us that the Best Value
Framework will be reviewed every three years and an annual compliance statement will be produced.
• The Code of Conduct for Members was last updated on 17 May 2023 and is under review.
• While Declaration of Interest is an IJB and PFA Committee standing agenda item, a Register of Interests is not publicly available on the North Lanarkshire
Health & Social Care Partnership (HSCP) website. Members have been asked to provide their declarations by end of July 2026 and the Register will then
be published on the HSCP website.
• Assurance on partners arrangements for Resilience and Business Continuity Planning is provided through the Chief Officer’s update to the IJB.
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Section 1 Scope and Detailed Findings 
NL06/26 Governance and Committee Effectiveness 8 
11. Areas for Improvement
• The IJB’s governance and assurance arrangements have been strengthened during 2025/26, with Management continuing to progress further
improvements.  The findings at Section 2 of this report set our areas where governance arrangements and the effectiveness of Committees could be
enhanced.
MANAGEMENT ACTION
12. Management have agreed actions to address the findings in Section 2 of this report.  A follow-up of implementation of the agreed actions will be undertaken
in accordance with the audit reporting protocol within the agreed timescales.
ACKNOWLEDGEMENT
13. We would like to thank all members of staff for the help and co-operation received during the course of the audit. 
Jocelyn Lyall BAcc CPFA
Chief Internal Auditor 
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Section 2 Audit Findings and Management Actions 
NL06/26 Governance and Committee Effectiveness 9 
No
.
Finding and Root Cause Impact/Potential Risk Assessment of
Risk
Agreed Management Action Responsible
Officer
Action by date
1.  Code of Corporate
Governance
Standing Orders were approved
by the IJB on 8 December 2021
and an updated version is
scheduled to be presented to
the - August 2026 PFA
Committee. We note that all
constitutional documents are
under review.
In line with best practice,
Standing Orders should be
reviewed annually and formally
approved by the PFA
Committee. 
Consideration should be given
to consolidating the Standing
Orders, planned Scheme of
Delegation and Financial
Regulations into a single Code
of Corporate Governance.
There would be benefit in
hyperlinking supporting key
documentation.
Lack of consolidated,
extant governance
documentation may lead
to potentially unaligned
documents, inconsistent
interpretation of rules
and conflicting
requirements or
duplication, reducing
coherence and
effectiveness. 
Significant
The Standing Orders will be presented
to the PFA Committee in August 2026 
The Standing Orders will be added to the
PFA Work Plan to be reported on an
annual basis 
A Code of Corporate Governance will be
developed for North IJB
Chief Officer /
Business Support
Manager 
August 2026 
Business Support
Manager
August 2026 
Business Support
Manager 
February 2027
2.  Committee Terms of
Reference
The extant IJB & PFA
Committee Terms of Reference
There is a risk that the
same individuals review
issues as members of
the PFA Committee and  Moderate
The PFA Committee membership will be
reviewed with a proposal taken to the
IJB for approval
Chief Officer /
Business Support
Manager 
December 2026
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Section 2 Audit Findings and Management Actions 
NL06/26 Governance and Committee Effectiveness 10 
was approved at the 4
December 2024 IJB Meeting
with a review date of November
2025; however, they have not
been reviewed and updated on
an annual basis, in line with best
practice. Internal Audit
acknowledges that a review of
Committee structures is
underway. 
All members of the IJB attend
both the IJB & PFA Committee.
This may lead to duplication,
lack of specialism and diminish
the PFA Committee role of
focused oversight, challenge of
complex issues and provision of
assurance to the IJB.
subsequently approve
decisions at Board. This
self-monitoring may
reduce accountability
and reduce the level of
challenge from a
different perspective.
There may be a lack of
clarity around where
decisions are made and
challenged.
The IJB role may become
a procedural formality
rather than a governance
control. 
The IJB and PFA Terms of Reference will
be reviewed and updated after approval
of the proposed review of the PFA
Committee Membership 
Business Support
Manager  
December 2026 /
February 2027
3.  Annual Assurances
The PFA Committee does not
present an Annual Report to the
IJB to provide annual assurance
on adequacy and effectiveness
of arrangements and that the
PFA Committee has fulfilled its
remit during the year. 
A PFA Committee Annual Report
would provide assurance that
during the year the Committee
fulfilled its remit and operated
There is a PFA
Committee assurance
gap. 
The membership of the
IJB and PFA Committee
presents a risk of loss of
independence and
effective challenge.
There is no separation
between those providing
assurance and those 
Significant
After review of the PFA Committee
membership, an initial report on the
remit and responsibility of the PFA will be
presented to the IJB. An annual report
will then be added to the IJB work plan. 
Business Support
Manager     
March 2027
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Section 2 Audit Findings and Management Actions 
NL06/26 Governance and Committee Effectiveness 11 
effectively in line with their
Terms of Reference, the
Integration Scheme, and
Standing Orders. 
Annual Reports provide
assurance that the Committee
has maintained appropriate
governance arrangements and
provided effective scrutiny and
escalation where required. 
However, as membership of the
PFA Committee and IJB is the
same, the PFA Committee
would effectively be providing
assurance to the same group of
members.
receiving it, weakening
oversight.
4.  Assurances
The following items should be
considered for inclusion on the
IJB workplan, to ensure there
are no gaps in the assurance
provided:
• Workforce planning
• Fraud and Corruption
• Information Governance
(including Records
Management)
• Participation and
Engagement Strategy
• Communications
Strategy 
Moderate
A review of the IJB work plan will be
undertaken to consider inclusion of the
noted reports. 
Business Support
Manager 
December 2026
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Section 2 Audit Findings and Management Actions 
NL06/26 Governance and Committee Effectiveness 12 
5.  Transformation
There is currently no specific
reporting on transformation,
including service redesign linked
to potential savings.
The IJB may not be fully
sighted on all
transformation activity
throughout the year and
may not have the
opportunity to monitor
progress and assess any
risks. 
Moderate
The Strategic Commissioning Plan
approved by the IJB in June 2026 noted
that there will be a comprehensive
Programme of Change and
Transformation, which will translate 
strategic priorities into clear, deliverable
actions through defined workstreams, 
outcomes, milestones and
accountabilities. The IJB will have
approve the overall approach and
receive clear oversight of progress, risks
and impact.
Chief Officer /
Business Support
Manager   
December 2026
6.  Directions
The Directions Policy was last
reviewed and updated on 19
March 2025. Implementation of
Directions is not monitored on a
quarterly basis via the IJB
Committee structure, as
required by the extant Directions
Policy.
The IJB does not receive
assurance that Directions
have been implemented
as intended.  Moderate
A review will be undertaken of the
Directions Policy and reported to the
PFA Committee. This will then be added
to the work plan.
Business Support
Manager  
October 2026
7.  Assurance on the role of the
Chief Finance Officer (CFO)
The requirements of the CIPFA
guidance on the role of the Chief
Financial Officer have not been
completed and reported to the
PFA Committee. 
The CIPFA Statement on the
Role of the Chief Financial
Officer defines the core activities
and behaviours required in
Assurance on the role of
the Chief CFO is not
provided. 
Moderate
An assessment will be undertaken and
will be reported to PFA no later than
February 2027.
Chief Officer  
February 2026
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Section 2 Audit Findings and Management Actions 
NL06/26 Governance and Committee Effectiveness 13 
public service organisations. It is
structured around five key
principles that ensure the CFO
can effectively manage public
money and support
organisational strategy.
8.  Risk Management
The risk register would be
enhanced by the inclusion of a
target risk score and time period
for achievement of target.
Assurance that action
will be taken before the
risk materialises may not
be provided to the IJB.  Moderate
Work is ongoing to enhance IJB risk
reporting. A target score and time period
will be added to reporting
Business Support
Manager  
October 2026
9.  Performance Reporting
There would be benefit in
reviewing quarterly performance
reports to ensure information
reported aligns with the new
Strategic Commissioning Plan. 
Performance reporting could be
enhanced using control charts to
show if variation is within normal
limits and inclusion of
benchmarking data. 
While quarterly performance
reports link to relevant strategic
risks, a conclusion on whether
performance indicates that
controls are operating effectively
to mitigate risks is not included,
nor are overt conclusions on the
adequacy of current scores or
the achievability of target
scores.
There is a risk that the
IJB does not receive
sufficient, aligned and
outcome-focused
performance information
to provide assurance that
strategic objectives are
being delivered and that
associated risks are
being effectively
managed. 
Moderate
The quarterly and annual reporting of
performance is being reviewed to align
with the SCP and Programme of Change
and Transformation, revised oversight
groups and performance management
within business as usual 
Chief Officer /
Business Support
Manager  
December 2026
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Section 2 Audit Findings and Management Actions 
NL06/26 Governance and Committee Effectiveness 14 
10.  Committee Work Plans
The format of the IJB and PFA
Committee workplan could be
enhanced by presenting the
date of each meeting along the
top of the table, with papers to
be presented to each meeting
listed along the left hand side. 
Confirmation of presentation of
each paper, along with an
explanation of any papers not
presented, would provide an
effective ‘at a glance’ overview
of the extent to which the
Committee has fulfilled its remit
over the year.  
A sumary of assurances
provided to Committee
during the year is not
easily available.  Merits Attention
The format of the IJB and PFA work
plans will be enhanced with the
recommendations listed 
Business Support
Manager  
October 2026
11.  Action points update
While a comprehensive rolling
action long is considered at
each IJB and PFA Committee
meeting, effectiveness could be
enhanced by removal of older
items following confirmation of
closure.
The Committee is
presented with historical
information that is no
longer relevant and
contributes to lengthy
papers. 
Merits attention
The removal of historic actions will be
discussed at the PFA for members to
agree for these to be removed
Business Support
Manager    
August 2026
12.  Committee cover papers
It would be helpful if reports
presented to the IJB and PFA
Committee, including annual
reports, clearly state if they are
provided for assurance, rather
than being for noting. 
Presenting reports for
assurance encourages
discussion by the
Committee as to whether
they are sufficiently
assured, or if further
information is required. 
Moderate
A revised reporting template will be
created to enhance reporting to the IJB
and PFA
Business Support
Manager  
October 2026
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Section 2 Audit Findings and Management Actions 
NL06/26 Governance and Committee Effectiveness 15 
Cover papers do not include an
Assessment section and a
potential enhancement to the
format of the cover paper
template is use of an SBAR
format (Situation, Background,
Assessment, Recommendation). 
Papers presented to the
IJB and PFA Committee
may not provide all
required information.
13.  Whistleblowing
The NHS Lanarkshire
Whistleblowing Annual Report
2025/26 and the NHS
Lanarkshire Standard Operating
Procedure were presented to
the IJB in June 2026. The
equivalent North Lanarkshire
Council report was not available
to be presented and
Management has informed us
that this will be rectified in
2026/27. 
The IJB has not received
complete assurance that
adequate and effective
Whistleblowing
arrangements are in
place across the
partnership. 
Merits Attention
Whistleblowing will be an annual agenda
item on the IJB work plan, covering both
NHSL and NLC.
Business Support
Manager    
September 2026
for work plan 
Whistleblowing
annual report
likely to be June
each year
14.  HSCP website
The HSCP website contains
links to key documents
chronologically by year. This
approach is not user friendly
and it would be beneficial to
include a list of key
documentation, with hyperlinks
to each, on the front page of the
website.
The website may not be
accessible to all users
and users may be unable
to locate key information.  Merits attention
A review will be undertaken of the
website to ensure key information and
documents are displayed appropriately 
Business Support
Manager    
December 2026 
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Section 3 Definition of Assurance & Assessment of Risk
NL06/26 Governance and Committee Effectiveness 16
Definition of Assurance
We will assess the system adequacy and control application, and provide a conclusion based on the following criteria:
Level of Assurance System Adequacy Controls
Substantial Assurance A sound system of governance, risk management
and control exists, with internal controls operating
effectively and being consistently applied to support
the achievement of objectives in the area audited.
Controls are applied continuously
or with only minor lapses.
Reasonable Assurance There is a generally sound system of governance,
risk management and control in place. Some issues,
non-compliance or scope for improvement were
identified which may put at risk the achievement of
objectives in the area audited.
Controls are applied frequently
but with evidence of non-
compliance.
Limited Assurance Significant gaps, weaknesses or non-compliance
were identified. Improvement is required to the
system of governance, risk management and control
to effectively manage risks to the achievement of
objectives in the area audited.
Controls are applied but with
some significant lapses.
No Assurance Immediate action is required to address fundamental
gaps, weaknesses or non-compliance identified. The
system of governance, risk management and control
is inadequate to effectively manage risks to the
achievement of objectives in the area audited.
Significant breakdown in the
application of controls.
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Section 3 Definition of Assurance & Assessment of Risk 
NL06/26 Governance and Committee Effectiveness 17 
Assessment of Risk
We risk assess each finding according to the following criteria:
Risk Assessment Definition
Fundamental  Non Compliance with key controls or evidence of material loss or error.
Action is imperative to ensure that the objectives for the area under
review are met.
Significant  Weaknesses in design or implementation of key controls i.e. those which
individually reduce the risk scores.
Requires action to avoid exposure to significant risks to achieving
the objectives for area under review.
Moderate  Weaknesses in design or implementation of controls which contribute to
risk mitigation. 
Requires action to avoid exposure to moderate risks to achieving
the objectives for area under review.
Merits attention  There are generally areas of good practice.
Action may be advised to enhance control or improve operational
efficiency. 
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Page 116

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Page 117

REPORT 
Item No: 10 
1. PURPOSE OF REPORT
1.1 This paper is coming to the Performance, Finance and Audit (PFA) Committee:   
For approval  For endorsement  For noting 
1.2 This report provides an outline of the actions agreed with the External Auditor,
Internal Auditor, and the Senior Management Team to further develop the IJB
governance framework. 
2. ROUTE TO THE PERFORMANCE, FINANCE AND AUDIT COMMITTEE
2.1 This paper has been: 
Prepared By:
Chief Finance
Officer
☒ Reviewed By:
Chief Officer
☒ Endorsed By: ☐ 
3.       RECOMMENDATIONS
3.1  It is recommended that the PFA Committee: 
(1) Note the progress made in implementing the Annual Governance Statement
Action Plan.
(2) Note the current status of all actions detailed within Appendix 1.
(3) Agree that further progress updates are presented to future meetings of the
PFA Committee.
4. VARIATIONS TO DIRECTIONS 
5. ANNUAL GOVERNANCE STATEMENT ACTION PLAN
5.1 The Integration Joint Board (IJB) includes an Annual Governance Statement within
its statutory annual accounts. The Statement provides assurance on the
effectiveness of the IJB’s governance framework, risk management arrangements
and system of internal control. It also demonstrates how the IJB has complied with
its Code of Corporate Governance and the principles contained within the
CIPFA/SOLACE Delivering Good Governance in Local Government Framework.
SUBJECT: Annual Governance Statement – Action Plan Progress
TO: Performance, Finance and Audit Committee
Lead Officer for Report: Chief Officer
Author(s) of Report Chief Financial Officer 
DATE: 18 August 2026
Yes  No  N/A 
Item 11
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Page 118

5.2 The Annual Governance Statement incorporates an associated Action Plan
designed to support the ongoing development and enhancement of governance
arrangements across the IJB. The current Action Plan, approved by the IJB in June
2026, reflects improvement actions arising from a range of sources, including
recommendations from Audit Scotland’s Annual Audit Report, findings from Internal
Audit reviews, and areas identified through the IJB’s annual self-assessment and
governance review processes.
6 ACTION PLAN PROGRESS
6.1 Good progress has been made in implementing the Annual Governance Statement
Action Plan. Of the 12 actions currently being monitored, 5 have been completed
and 7 remain ongoing. No actions are considered significantly off track. Where
completion dates have been revised, this reflects alignment with wider strategic
developments, including implementation of the Strategic Commissioning Plan,
governance review activities and related improvement programmes.
6.2 Appendix 1 provides further details on progress to date.  To support audit and
assurance requirements, actions remain on the action plan until the end of the
financial year, including those completed during the reporting period. Completed
actions are subsequently removed from the first progress report presented after 1
April each year. Table 1 summarises the current status of the actions. 
Table 1 
Year the
action was
identified
Total
Actions
Completed
Actions
Ongoing
Actions
2023/24 1 0 1
2024/25 2 0 2
2025/26 9 5 4
TOTAL 12 5 7 
7.  IMPLICATIONS
7.1 NATIONAL 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 reasonably 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 
☒
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Page 119

7.2 ASSOCIATED MEASURE(S) 
The implementation of agreed actions will contribute to the ongoing development of
the internal control framework and will also inform the Annual Governance
Statement for 2026/27.
7.3 FINANCIAL 
This paper has been reviewed by Finance:
Yes  No  N/A 
7.4 RISK ASSESSMENT/RISK MANAGEMENT 
The strategic financial risks detailed in the IJB Risk Register have been updated
where necessary and are included in a separate report to the IJB. 
Relevant Risk Register Details  Current Risk Level  Risk Owner 
Governance Failure Low Pauline Izat/Morag
Dendy/Joanne
Jenkins 
7.5 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
This report
includes all
engagement and
participation
objectives as
effective
governance
arrangements
ensure the IJB
can fulfil its
statutory duties. 
Good governance
enables the IJB to
pursue its vision
effectively as well
as underpinning
that vision with
mechanisms for
control and
management of
risk.
☒ 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 Page 119 of 194

Page 120

7.6  INEQUALITIES & FAIRER SCOTLAND DUTY
Equality and Diversity Impact Assessment Completed & Fairer Scotland Impact
Assessment Form Completed and EQIA added to website: 
Yes  No  N/A 
8. BACKGROUND PAPERS 
None. 
9. APPENDICES 
Appendix 1   Annual Governance Statement – Action Plan Progress   
Chief Finance Officer   
Members seeking further information about any aspect of this report, please
contact Nicola Scott on telephone number 07581 007187.
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Page 121

Appendix 1 
Annual Government Statement - Action Plan Progress                        
Reference Improvement
Area
Agreed Action Responsible
Person
Original
Completion
Date
Revised
Completion
Date
Current Status Ongoing /
Complete        
2023/24: 1 2023/24 Self-
Assessment
Agreed actions
Recognition that there is a
formalised risk sharing agreement in
place with NHSL, NLC and SL IJB
within the risk management strategy
but no reference to similar in
relation to performance and finance.
Chief Officer
Claire Rae
December
2025
October
2026 
Ongoing 
Reference Improvement
Area
Agreed Action Responsible
Person
Projected
Completion
Date
Revised
Completion
Date
Current Status Ongoing /
Complete
2024/25: 1 2024/25 Self-
Assessment   
Agreed actions
1. Holding to Account - effective
scrutiny, challenge and support of
services by the Management Team
and IJB members when reviewing
presented papers. 
Chief Officer
Claire Rae
December
2025 
October
2026 
Ongoing  
2.  Vision for IJB should be clear
and ambitious with membership
being diverse and engaged. 
Management team to review
induction process and liaison
sessions. 
Chief Officer
Claire Rae
December
2025
October
2026 
Ongoing 
Reference Improvement
Area
Agreed Action Responsible
Person
Projected
Completion
Date
Revised
Completion
Date
Current Status Ongoing /
Complete
2025/26: 1 Audit Scotland
Annual Audit
Report 2024/25
Ongoing work is required to
strengthen the IJB’s approach to
financial sustainability
Chief
Finance
Officer
Nicola Scott
December
2025
N/a The recommendation has been implemented and is
therefore assessed as complete. Ongoing monitoring
of financial sustainability will continue through routine
financial planning and reporting arrangements.
Complete
2025/26: 2 Internal Audit
Review of IJB
Governance
Arrangements
1. Ensure that appropriate and
timely action is taken to fully
address the previously agreed
audit recommendations in line
with agreed timescales and that
the actions are regularly
monitored.
Chief Officer
Claire Rae
December
2025 
N/A All previous actions implemented  Complete 
2. Ensure that NL HSCP Audit
Charter is updated and reviewed
to reflect the current environment
and working arrangements whilst
taking account of the Global
Internal Audit Standards. 
Chief Officer
(Audit &
Risk) (NLC) 
and Chief
Internal
Auditor
(NHS)
December
2025
N/A Implemented by both Audit teams Complete 
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Appendix 1 
Reference Improvement
Area
Agreed Action Responsible
Person
Projected
Completion
Date
Revised
Completion
Date
Current Status Ongoing /
Complete  
3. Ensure that the Rolling Action
Log presented to each IJB and
PFAC is fully completed
following each meeting, with
details of discussions and/or
decisions regarding actions
required, progress to date,
proposed completion dates and
completion status.
Chief Officer
Claire Rae
August 2025 N/A This has been fully implemented. Complete 
2025/26:3 Internal Audit:  IJB
Strategy
1.  The current Strategic
Commissioning Plan will expire
in 2026, and a programme of
work is required to undertake a
review of lessons learned,
consider alignment with other
key strategies, agree the
preferred approach and
timescales for developing the
next plan, and establish clear
governance and Board oversight
arrangements for its
development and delivery.
Head of
Planning,
Performance
and Quality
Morag Dendy
April 2026 September
2026 
Ongoing  
2. Ensure that the governance
arrangements for development
and monitoring of the next SCP
are clearly articulated and
understood.
Head of
Planning,
Performance
and Quality
Morag Dendy
November
2026
N/A  Ongoing  
3. A review of programme
governance arrangements is
required to ensure more frequent
and responsive reporting is in
place, providing earlier
identification of risks and
enabling timely remedial action
where programmes are not
progressing as planned.
Head of
Planning,
Performance
and Quality
Morag Dendy
November
2026
N/A  Ongoing 
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Page 123

Appendix 1 
Reference Improvement
Area
Agreed Action Responsible
Person
Projected
Completion
Date
Revised
Completion
Date
Current Status Ongoing /
Complete
2025/26:4 Internal Audit:  IJB
Financial
Sustainability
1.  Progress is required in
developing a sustainable
long-term financial strategy
based on recurring savings and
reduced reliance on reserves,
alongside establishing
strengthened governance
arrangements, including a
dedicated Savings Board, to
improve transparency and
delivery of savings.
Chief
Finance
Officer
Nicola Scott
April 2026 N/A The IJB approved a programme of savings to meet
the budget gap in March 2026 and work is well
underway on these. The Savings Board was set up in
April with Terms of Reference agreed, these are
taking place monthly will all actions and risks noted
and monitored at each meeting. 
Complete  
2. Development and enhancement
of financial reporting is required
to provide full supporting detail
for risk-based scenarios,
alongside improving clarity and
transparency through
consideration of a single
consolidated financial overview.
Chief
Finance
Officer
Nicola Scott
September
2026
N/A This will be undertaken as part of the Medium Term
Financial Outlook for 2027/28 – 2029/30 which will be
presented to the IJB in September. 
Ongoing 
Key 
Complete 
Ongoing – within projected completion timescale 
Ongoing – has exceeded projected completion date 
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Page 124

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Page 125

1 
REPORT   
Item No: 11 
SUBJECT: Review of IJB Standing Orders
TO: North Lanarkshire Integration Joint Board Performance Finance and
Audit Committee
Lead
Officer for
Report:
Claire Rae, Chief Officer
Author(s) of
Report
Kerry Taylor, Business Support Manager
DATE: 19 August 2026 
1. PURPOSE OF REPORT 
This paper is coming to the IJB PFA for: 
For Approval: ☒ For Endorsement: ☐ To Note: ☐ 
2. ROUTE TO THE BOARD
This paper has been: 
Prepared By:
Kerry Taylor,
Business
Manager
☒ Reviewed By:
NLHSCP
Senior
Management
Team
☒ Endorsed By: ☐ 
Item 12
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2 
4. RECOMMENDATIONS
4.1 It is recommended that the IJB PFA note the contents of the report. 
(1) Note the contents of this Report,
(2) Considers and approves the amendments proposed to Standing Orders as
detailed within Appendix 1 
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.  BACKGROUND
6.1 The current North Lanarkshire Integration Joint Board’s Standing Orders were
revised in November 2021.
6.2 The Board is required by legislation to make Standing Orders. Some of the
content of those Standing Orders is set by legislation, such as the quorum
requirement and the Chair not having a casting vote. In other aspects, the
Board has flexibility to set its own procedural rules, subject to good governance
standards.
6.3 A review of the Board’s Standing Orders has been undertaken as part of an
ongoing review of all the Board’s governance arrangements and constitutional
documents. 
6.4 The review has also incorporated The Public Bodies (Joint Working)
(Integration Joint Boards) (Scotland) Amendment Order 2025 which amends
The Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Order
2014 to make targeted changes to the composition and voting arrangements of
Integration Joint Boards. 
7.  CURRENT POSITON
7.1 Appendix 1 of the Report provides Members with proposed changes of the
reviewed Standing Order document for consideration. The amendments reflect
current procedure and, where appropriate, have been amended to ensure
fairness and transparency, enabling good governance and decision making.
Yes ☐ No ☐ N/A ☒
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3 
7.2 Appendix 2 of the Report provides members with a tracked changes version of
the proposed updated document.
7.3 Further guidance is due to be issued in relation to The Public Bodies (Joint
Working) (Integration Joint Boards) (Scotland) Amendment Order 2025, which
may result in further changes to the Standing Orders, which would be reported
through the Performance Finance and Audit Committee. 
7.4 It is also proposed that the Standing Orders will be presented to the
Performance Finance and Audit Committee on an annual basis going forward,
inline with best practice. 
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: 
Yes   No  N/A 
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4 
9.4 RISK ASSESSMENT/RISK MANAGEMENT 
Relevant Risk Register
Details 
Current Risk Level  Risk Owner 
IJB Risk Register –
Governance Failure
High Chief Officer 
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 
other engagement activity and local plans
across the Community Planning 
Partnership 
9.6 INEQUALITIES & FAIRER SCOTLAND DUTY 
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5 
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 – Draft North Lanarkshire Integration Joint Board Standing Orders 2026
Appendix 2 - Draft North Lanarkshire Integration Joint Board Standing Orders 2026
(Tracked Changes) 
.
CHIEF ACCOUNTABLE OFFICER (or Depute)   
Claire Rae
Members seeking further information about any aspect of this report, please contact
the following; 
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Page 130

Standing Orders for the
North Lanarkshire Integration Joint Board 
Page 130 of 194

Page 131

Contents
1. General ....................................................................................................................................... 3
2. Membership ................................................................................................................................ 3
3. Term of Office/Resignation .......................................................................................................... 4
4. Removal of Members .................................................................................................................. 5
5. Disqualification ............................................................................................................................ 5
6. Chair and Vice-Chair ................................................................................................................... 6
7. Ordinary and Special Meetings .................................................................................................... 7
8. Admission of Public and Media to Meetings ................................................................................. 7
9. Notice of Meeting ........................................................................................................................ 8
10. Quorum ................................................................................................................................... 8
11. Minutes ................................................................................................................................... 9
12. Voting ..................................................................................................................................... 9
13. Changing a Decision ............................................................................................................. 10
14. Committees ........................................................................................................................... 10
15. Conduct of Members ............................................................................................................. 11
16. Items of Business and Debate ............................................................................................... 12
17. Execution of Documents ........................................................................................................ 13
18. Matters to be determined by the Board .................................................................................. 14
19. Other Decisions and Urgent Business .................................................................................... 15
Appendix 1 - Definitions and References .......................................................................................... 16 
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1. General 
1.1. These Standing Orders for the conduct and proceedings of the North Lanarkshire Integration
Joint Board and its Committees are made under the Public Bodies (Joint Working) (Scotland)
Act 2014 and the Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Order 2014,
as amended by the Public Bodies (Joint Working) (Integration Joint Boards) (Scotland)
Amendment Order 2025 (SSI 2025/405). 
1.2. The terms used in these Standing Orders are defined in Appendix 1. 
1.3. Any statutory provision, regulation or direction issued by the Scottish Ministers shall have
precedence if these Standing Orders conflict with them. 
1.4. These Standing Orders may be amended, varied or revoked at a meeting of the Board provided
the notice for the meeting at which the proposal is to be considered states that there is a proposal
to amend the Standing Orders, states what that proposal is, and the proposal itself does not
result in the Board not complying with any statutory provision or regulation. 
1.5. These Standing Orders shall apply at every meeting of the Board, and may not be suspended in
any way, for any reason or at any time. 
2. Membership 
2.1. The membership of the Board shall comprise: - 
(a) Those voting and non-voting members prescribed by law 
(b) Those additional non-voting members appointed by the Board of its own volition 
2.2. Voting membership of the Integration Joint Board shall comprise: 
(c) Four Non-Executive members of the Health Board nominated by the NHS Board 
(d) Four Elected Members nominated by the Local Authority 
(e) One member in respect of Third Sector bodies carrying out activities related to health or
social care in North Lanarkshire 
(f) One member in respect of service users residing in North Lanarkshire; and 
(g) One member in respect of persons providing unpaid care in North Lanarkshire 
2.3. Non-voting professional membership of the Integration Joint Board shall comprise: 
(h) The Chief Officer of the Integration Joint Board 
(i) The Chief Social Work Officer of the Local Authority appointed by it in terms of Section 3 of
the Social Work (Scotland) Act 1968 
(j) The proper officer of the Integration Joint Board appointed under section 95 of the Local
Government (Scotland) Act 1973; 
(k) A registered medical practitioner whose name is included in the list of primary medical Page 132 of 194

Page 133

services performers prepared by the Health Board in accordance with Regulations made
under section 17P of the National Health Service (Scotland) Act 1978;
(l) A registered nurse who is employed by the Health Board or by a person or body with which
the Health Board has entered into a general medical services contract, and
(m) A registered medical practitioner employed by the Health Board not providing primary
medical services
The members at (k) to (m) shall be determined by the Health Board.
2.4. Following establishment, the Integration Joint Board must appoint at least one non-voting
stakeholder member in respect of each of the following categories: -
(n) One member in respect of staff of the constituent authorities engaged in the provision
of services provided under integration functions;
(o) Such additional members as the Integration Joint Board sees fit. Such a member may
not be an Elected Member or a Non-Executive Director of the Health Board.
2.5. If and when a person ceases to hold the office or post as a result of which he or she became
a member of the Board then that person shall cease to be a member of the Board.
2.6. If a Health Board or Local Authority voting member is unable to attend a meeting of the
Integration Joint Board the constituent authority which nominated the member is to use its best
endeavours to arrange for a suitably experienced proxy, who is either an Elected Member or,
as the case may be, a Member of the Health Board, to attend the meeting in place of the voting
member. Named Depute members for members of the Integration Joint Board may be
appointed by the constituent authorities, however members may send any suitably qualified
individual as a proxy. The member, who is unable to attend, shall notify the Chief Officer (or
nominee) and arrange with the nominating body a proxy to attend in their place. A proxy
nominated under these provisions shall be able to vote on any decision put to the meeting.
2.7. If a Lived Experience voting member is unable to attend a meeting of the Integration Joint
Board, under Article 2(4) of the Order (soon to be Article 12(2) of the 2014 Order), an appointed
lived experience member may arrange for a suitably experienced proxy to stand in their place
where that voting member is unable to attend such a meeting. The updated guidance being
developed to support the voting rights extension provides further guidance on proxy
arrangements. The member, who is unable to attend, shall notify the Chief Officer (or nominee)
and arrange with the nominating body a proxy to attend in their place.
2.8. If a member who is not a voting member is unable to attend a meeting of the Integration Joint
Board, they shall be entitled to arrange for a suitably experienced proxy to attend the meeting
on their behalf. Such proxy shall be notified to the Chief Officer (or nominee).
3. Term of Office/Resignation
3.1. The term of office of voting members is in accordance with the Integration Scheme, which is a
maximum of three years. The Integration Joint Board Voting Members appointed by the Parties
will cease to be Members of the Integration Joint Board in the event that they cease to be a
Non-Executive or Executive member of The Health Board or an elected member of The Local
Authority. At the end of a term of office a member may be reappointed for a further term of
office. The Chief Social Work Officer, Chief Officer and Chief Finance Officer remain Members
of the Board for as long as they hold the office in respect of which they are appointed.
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Page 134

3.2. The term of office of stakeholder members shall be determined by the Integration Joint Board
but shall not exceed three years.
3.3. A member (other than a member appointed under article 2.3(i) or 2.3(j) may resign their
membership of the Integration Joint Board at any time by giving written notice to the Chief
Officer (or nominee). The resignation shall take effect from the date stated in the notification,
or in the absence of a specified date, the date of receipt of the notice.
3.4. Where a voting member gives notice of resignation, the Integration Joint Board must inform
the constituent body which nominated the member of the resignation giving one month’s notice.
Where a member resigns or otherwise ceases to hold office, the person appointed in his/her
place shall be appointed for the unexpired term of the Member replaced.
3.5. On expiry of a Member’s term of appointment the Member shall be eligible for re- appointment
provided that he/she remains eligible and is not otherwise disqualified from appointment.
4. Removal of Members
4.1. When a member fails to attend three consecutive Board meetings the Standards Officer shall
notify the Chair and Vice-Chair immediately after the third absence and shall contact the
member to seek an explanation for the absences and an indication if there is any continuing
difficulty with the member attending in future. The Integration Joint Board may remove the
member from office by providing the member with one months’ notice in writing.
4.2. If a member acts in a way which brings the Integration Joint Board into disrepute or in a way
which is inconsistent with the proper performance of the functions of the Integration Joint
Board, the Integration Joint Board may remove the member from office with effect from such
date as the Integration Joint Board may specify in writing.
4.3. If a member becomes disqualified under article 8 of the Integration Joint Boards Order during
a term of office, they shall be removed from office immediately.
4.4. If a member who is an Elected Member appointed on the nomination of the Local Authority
ceases, for any reason, to be an Elected Member during a term of office, they shall cease to be
a member of the Integration Joint Board with effect from the day they cease to be an Elected
Member.
4.5. A constituent authority may remove a member who it nominated by providing one month’s
notice in writing to the member and the Integration Joint Board.
5. Disqualification
5.1. No person may be appointed as a Member of the Integration Joint Board, if they:-
(a) have, within a period of five years immediately preceding the proposed date of
appointment, been convicted of any criminal offence in respect of which the person has
received a sentence of imprisonment (whether suspended or not) for a period of not less
than three months (without the option of a fine);
(b) have been removed or dismissed for disciplinary reasons from any paid employment with
a health board or local authority;
(c) are insolvent1; Page 134 of 194

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(d) have been removed from a register maintained by a regulatory body other than where the
removal was voluntary2, and
(e) have been subject to a sanction under Section 19(1)(b) to (e) of the Ethical Standards in
Public Life etc. (Scotland) Act 2000; all as defined in the Integration Joint Boards Order.
6. Chair and Vice-Chair
6.1. Members shall be appointed to, and shall hold the positions of, Chair and Vice-Chair in
accordance with the Integration Scheme. The Chair and Vice-Chair shall be appointed from
the Health Board and Local Authority voting members on the Integration Joint Board. The
Local Authority and the Health Board shall alternate which of them is to appoint the Chair and
Vice-Chair. Whenever a Local Authority member is to serve as Chair then the Vice-Chair will
be a member nominated by the Health Board and vice versa.
6.2. The appointment of Chair and Vice-Chair shall not exceed a period of three years. The Lor
Health Board may change their appointee as Chair or Vice-Chair during the period of their
appointment.
6.3. The Chair will preside at every meeting of the Integration Joint Board that he or she attends.
6.4. In the absence of the Chair the Vice-Chair shall preside at the meeting of the Integration Joint
Board.
6.5. In the absence of both the Chair and Vice Chair, the voting members present at the meeting
shall choose a voting Integration Joint Board member to preside. In the event of a tied vote,
the decision as to who shall preside shall be determined by lot. Any proxy attending the
meeting may not preside over that meeting.
6.6. The Chair and Vice-Chair may resign office at any time, by giving written notice to the Chief
Officer, who will inform the constituent body which appointed the Chair, or Vice- Chair, of the
resignation. It shall be the responsibility of the constituent authority to appoint a replacement
as soon as practicable to complete the term of office of the outgoing Member.
6.7. The decision of the Chair on all matters within his/her jurisdiction as set out in these Standing
orders shall be final. Deference shall at all times be paid to the authority of the Chair and
Members shall address the Chair while speaking.
6.8. The Chair (and in his/her absence the Vice-Chair) shall amongst other things: -
(a) The Chair shall ensure that the agenda of business is properly dealt with and clear
decisions are reached.
(b) The Chair shall permit fair and responsible debate and shall ensure that the views and
opinions of all those entitled to participate, including the advice of officers, are allowed
to be expressed and that these contribute to the outcome of the meeting.
(c) The Chair shall ensure the proper and timely conduct of the meeting, expediting the
business on the agenda and reaching a sufficiency of debate, where appropriate.
(d) The Chair, if requested by any Member to ask the mover of a motion, or an
amendment, to state its terms, and
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(e) At his/her discretion, order the exclusion of any person who is deemed to have caused
disorder or misbehaved. 
(f) On all points of order, relevance or competency, order of business, interpretation of
these Standing Orders and in relation to urgent business, the ruling of the Chair is final
and shall not be open to question or discussion. 
7. Ordinary and Special Meetings 
7.1. The Board shall at least annually approve a timetable of ordinary meetings, which shall be
held at least four times in each financial year.(TBC) 
7.2. The Board may amend or adjust that timetable of ordinary meetings from time to time, provided
that at least four such meetings are held in each financial year. 
7.3. The Chair may change the date and/or time of an ordinary meeting, but may not cancel an
ordinary meeting. 
7.4. The Chair may call a special meeting of the Board at any time by delivering a signed requisition
to the Clerk specifying the business to be transacted. 
7.5. A request for a special meeting of the Board may be made in the form of a requisition specifying
the business to be transacted, signed by at least two thirds of the number of voting members,
and presented to the Clerk. If the Chair does not call that meeting within seven days of
receiving the requisition, the members who signed the requisition may call a meeting by
delivering a notice, signed by them all, calling the meeting. 
7.6. Upon receipt of a requisition for a special meeting, the Clerk shall make arrangements for the
meeting to be held as soon as reasonably practicable, but in any event within 14 days of the
Chair’s requisition, or the members’ notice, as the case may be. 
7.7. No business shall be transacted at a special meeting other than that specified in the requisition. 
8. Admission of Public and Media to Meetings 
8.1. By the day after the notice calling a meeting is sent or intimated to Board members, they shall
be made available to the public through the internet, except for any papers which are withheld
due to the potential disclosure of private information. 
8.2. Board meetings shall be held in public, unless the Board resolves to exclude the public during
its consideration of an item of business due to the potential disclosure of private information. 
8.3. The minute of the meeting will record the reason for any decision by the Board to exclude the
public from a meeting. 
8.4. The minute of the meeting shall contain a note of the outcome of the Board’s consideration of
an item of business for which the public was excluded which informs the public of the issues
and the decision but does not disclose any private information. 
8.5. Members of the public and representatives of the media shall not be permitted, , to record the
proceedings other than by the making of written notes. 
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9. Notice of Meeting 
9.1. All meetings of the Board, ordinary and special, shall be convened and shall take place in
accordance with these Standing Orders. 
9.2. A notice shall be sent, or its availability intimated, to every Board member at least five clear
days before the meeting. 
9.3. The notice shall be in the form of an agenda approved by the Chair or, in the absence of the
Chair, by the Vice-Chair, and shall specify the date, time and place of the meeting and the
business to be transacted. 
9.4. Reports and other supporting papers shall be attached to the notice and delivered with it. 
9.5. Reports shall be prepared using a standard template approved by the Board from time to time
and shall advise on issues of relevance and significance such as legislation, guidance,
financial implications and equality issues. 
9.6. The address for intimation or delivery shall be the email address notified by each member,
unless a member requests that a different address, postal or electronic, is used. 
9.7. Lack of or a defect in the service or intimation of the notice to any member shall not affect the
validity of a meeting. 
9.8. The notice and meeting papers shall be available to the public unless the Chief Officer, in
consultation with the Chair, considers that consideration of an item of business may involve
the disclosure of private information. The notice shall state if that is the case and state the
category of private information involved. 
9.9. Only the business specified in the notice shall be transacted at the meeting, unless an item of
business is notified to the Chair before the meeting with a request for it to be added to the
agenda, and the Chair rules to allow it to be considered on the ground of urgency. The Chair
shall state the reason for such a ruling and the minute shall record the ruling and the reason
given. 
9.10. If the Chair rules that the matter is not urgent, it shall be included as an item for the next
ordinary meeting, unless it is withdrawn or dealt with in some other way before then. 
10. Quorum 
10.1. No business shall be transacted at a meeting of the Integration Joint Board unless there
are present a quorum of at least one half voting members of the Integration Joint Board. 
10.2. If a quorum is not present, the meeting will stand adjourned to such date and time as
may be fixed by the Chair. The meeting may, at the discretion of the Chair continue to be held
solely to discuss agenda items and seek information from officers, but may not make
substantive decisions as to discharge the functions of the Integration Joint Board. 
10.3. Any business on the agenda for a Board meeting which is inquorate shall be carried
forward to the adjourned meeting, unless it is withdrawn or dealt with in the meantime in
another way. No business other than that on the agenda for the inquorate meeting shall be
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10.4. Substitute voting members shall be counted for the purposes of the quorum.
10.5. A member shall be regarded as being present at a meeting if he or she is able to
participate from a remote location by a secure video link or other communication link approved
by the Board. A member participating in a meeting in this way will be counted for the purpose
of deciding if a quorum is present.
10.6. If after a meeting has commenced, the quorum shall fall below one half of the voting
members this requires to be drawn to the attention of the Chair.
10.7. If a member withdraws from consideration of an item of business following a declaration
of interest then he or she shall not be counted for the purposes of a quorum for that item of
business. If there is as a result no quorum for that item of business then the item shall not be
considered, and shall be carried forward to the next ordinary meeting, unless it is withdrawn or
is dealt with in the meantime in another way.
11. Minutes
11.1. The Clerk shall prepare the minutes of meetings of the Board.
11.2. The Board shall receive and review its minutes for agreement at its following ordinary
meeting.
11.3. The minute shall record:-
a) The names of members present at a meeting
b) The names of any officers in attendance 8
c) Declarations of interest made, and whether members declaring an interest
participated in the relevant item of business, or not
d) Significant legal and other advice provided by officers and professional advisers
e) Rulings by the Chair
e) A brief summary of the terms of the report and recommendations
f) Motions, amendments, voting and decisions made
h) Other matters required to be recorded by these Standing Orders
12. Voting
12.1. A vote shall be taken by a show of hands, and the minute of the meeting shall record the
votes cast. Except by the attendance of a substitute or in the event of a temporary vacancy,
no vote may be cast by proxy for an absent voting member.
12.2. Where a vote is required, every question at a meeting shall be determined by a simple
majority of votes of the members present and voting, or abstaining from voting, on the question.
12.3. Where there is a temporary vacancy in the voting membership of the Board, the vote which
otherwise would have been cast by a member of the constituent authority to be appointed to
the vacancy may be exercised jointly by the other members appointed by that constituent
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12.4. In the event that the Integration Joint Board is unable to come to a consensus decision
following full discussion on an issue, due to an equality of votes in favour of and against a
proposal, the following procedure shall apply: 
Stage 1 
(a) The Chair shall call on the Chief Officer to outline the consequences of each
potential outcome and to make a recommendation; 
(b) The Chair shall immediately without further discussion call for a show of hands on
the motion before the meeting; 
(c) If the result remains a tie the Chair will suspend further discussion on the issue of
contention and the meeting will move onto the remaining agenda items to conclusion
of the Agenda, with any further agenda items contingent on the outcome of the
unresolved matter carried forward to a future meeting, and; 
(d) The Chair will then reconvene the IJB within a suitably mutually agreeable timescale
to allow for further discussion between members on the disputed issue. 
Stage 2 
(a) On reconvening, the Chair shall call for any amendment to the motion before
the meeting and the meeting will consider such amendment and substantive
motion;
(b) The Chair shall invite members to speak in support of and against the motion.
The Chair may impose a time limit on members’ statements as he or she sees
fit;
(c) The Chair shall then call a further vote, and 
(d) If there remains no agreement on the issue concerned, the disputed item shall
be held over to the next scheduled Integration Joint Board meeting and a further
paper on the matter presented by the Chief Officer for consideration by the
Integration Joint Board. 
12.5. In the case of an equality of votes, the person presiding at the meeting does not have a
second or casting vote. 
13.  Changing a Decision 
13.1. A decision of the Board cannot be changed within six months unless notice has been given
in the notice of meeting and:- 
(a) The Chair rules there has been a material change of circumstance and explains
the reasons for that, or 
(b) The Board agrees the decision was based on incorrect or incomplete
information 
13.2. The minute shall record the reason for the decision being changed. 
14. Committees 
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14.1. The Integration Joint Board may establish Committees of its members for the purpose of
carrying out such functions as the Integration Joint Board may determine. 
14.2. Any Committee established must have its constitution and terms of reference approved
by the Integration Joint Board and must include an equal number of voting members  of the
Integration Joint Board from each of the constituent authorities. Any decision of  a Committee
relating to the carrying out of functions under the Act or to integration functions must be agreed
by a majority of the votes of the voting members who are members of the Committee. 
14.3. Members of the Integration Joint Board shall be sent electronically the agenda and papers
for all Committee meetings at the same time as they are issued to Committee Members. Other
Integration Joint Board Members, who are not members of the Committee, shall be entitled to
attend Committee meetings and contribute to the debate, however such Members may not
vote on any item put to the Committee. 
14.4. Members of Committees may appoint another Integration Joint Board member (from the
same category of membership as themselves) as a proxy to represent them when they are
unable to attend a Committee meeting. The member who is unable to attend, shall notify the
Chief Officer (or nominee) that a proxy will attend in their place. A proxy nominated under
these provisions shall be able to vote on any decision put to the Committee. 
14.5. Integration Joint Board is responsible for the appointment of Chairs and Vice- Chairs of
Committees. 
14.6. A Committee may, notwithstanding that a matter is delegated, refer any matter for
decision to the Integration Joint Board. 
14.7. Approved minutes of Committees shall be presented to the Integration Joint Board at the
next scheduled meeting. Minutes must be approved by the next scheduled meeting of the
Committee to which the minute relates. 
14.8. The constitution, remit and Membership of Committees, including the position of Chair and
Vice-Chair shall be reviewed periodically by the Integration Joint Board. Chairs and Vice-
Chairs may be reappointed if eligible. 
14.9. These Standing Orders apply equally to Committees of the Integration Joint Board as they
do the Integration Joint Board, subject to any modification as is required to meet the terms of
reference and constitution of Committees. 
14.10. Meetings of Committees shall be routinely open to the public and media, unless the
meeting has passed a resolution to exclude the public and media on grounds that publicity for
any item under discussion would be prejudicial to the public interest due to the confidential
nature of the business to be transacted or for other reason specified in the resolution. 
15. Conduct of Members 
15.1. Members are accountable for their own individual conduct in the meeting room at all times. 
15.2. Members must observe the rules of conduct stemming from the law, the Code of Conduct
and any guidance from the Standards Commission, and the rules, standing orders and
regulations of the Board. 
15.3. Members must respect the chair, their member colleagues, Board officers and any
members of the public present at meetings or other formal proceedings of the Board. 
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15.4. Members shall at all times conduct themselves in an orderly, courteous and respectful
manner, shall comply with rulings of the Chair and shall otherwise respect the authority of the
Chair.
15.5. When a member is speaking other members shall not converse or otherwise behave in a
manner which is disruptive to the member speaking or to the meeting, or make any noise or
disturbance which is so disruptive
15.6. When the Chair speaks, any member who is addressing the meeting shall stop.
15.7. The Chair shall take appropriate action if he or she is of the view that a member is in
breach of one or more of the foregoing standards, including requiring the withdrawal of a
remark, requiring an apology, requiring the member’s behaviour to cease or any other action
required to allow the meeting to properly proceed.
15.8. If a member behaves obstructively or offensively or disregards the authority of the Chair,
a motion may be moved and seconded to suspend the member for the rest of the meeting.
The mover will explain briefly the reasons for so moving, and the member who is the subject
of the motion shall have the right to make a brief reply. The motion shall then be put to a vote
without amendment or discussion. If it is carried, the member shall withdraw from the meeting
and take no further part in it.
15.9. The Chair has the right to adjourn a meeting in the event of disorderly conduct or other
misbehaviour at the meeting.
15.10. Members of the Board are required to subscribe to and comply with the Code of Conduct
adopted by the Board and approved by the Scottish Ministers.
15.11. The Standards Officer shall maintain the Board’s Register of Interests, gifts and hospitality
which shall be open for public inspection. When a member needs to update or amend his or
her entry in the Register, he or she must notify the Clerk of the need to change the entry within
one month after the date the matter requires to be registered.
15.12. If any Member has a financial or non-financial interest as defined in the Code of Conduct
and is present at any meeting at which the matter is to be considered, he/she must as soon
as practical, after the meeting starts, disclose:-
(a) that he/she has an interest, and
(b) (b) the nature of that interest.
15.13. The member shall determine if the interest is such that he/she should exclude themselves
from the debate on the issue.
15.14. If a Member or any associate of theirs has any pecuniary or any other interest direct or
indirect, in any contract or proposed contract or other matter and that Member is present at a
meeting of the Integration Joint Board, that Member shall disclose the fact at the
commencement of the meeting and advise on the nature of the relevant interest.
15.15. A Member shall not be treated as having any interest in any contract or matter if it cannot
reasonably be regarded as likely to significantly affect or influence the voting by that Member
on any question with respect to that contract or matter.
16. Items of Business and Debate
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16.2. The Chair shall then allow all members to ask questions on the item of business, and
shall allow members a reasonable opportunity to do so and to express their views.
16.3. The Board may reach consensus on an item of business without taking a formal vote.
16.4. Any voting member may move a motion or an amendment in relation to an item of
business. The Chair may require the motion or amendment to be in writing. Every motion and
amendment is required to be moved and seconded by a voting member. A motion or
amendment shall not be recorded or discussed until a seconder has been identified.
16.5. The mover of a motion may speak, on one occasion, for five minutes.
16.6. The seconder may speak, on one occasion, for three minutes.
16.7. The mover of an amendment may speak, on one occasion, for five minutes.
16.8. The seconder may speak, on one occasion, for three minutes.
16.9. Other members, voting and non-voting, may speak, on one occasion, for three minutes.
16.10. The mover of the motion shall have a right to reply, and may speak for three minutes,
but may not introduce any new material.
16.11. After the reply, the question shall be put to the Board by the Chair without further debate
or discussion.
16.12. A motion to adjourn any debate on any question or for the closure of a debate may be
moved and seconded before the right to reply and shall be put to the meeting without
discussion. An adjournment of any debate shall be to the next meeting.
16.13. Board members have the right to express their disagreement with decisions of the
Board, whether or not determined by a vote, and to have their dissent noted in the minute.
17. Execution of Documents
17.1. Any document or proceeding requiring authentication by the Integration Joint Board shall
be subscribed by two of the following: Chief Officer (or nominee); the Chief Officer Finance (or
nominee) and Chief Social Work Officer (or nominee).
17.2. The Chief Officer Finance shall maintain a record of officers authorised to sign documents
on behalf of the Integration Joint Board in accordance with provisions of Standing Financial
Instructions.
17.3. Where a document requires for the purpose of any enactment or rule of law relating to the
authentication of documents under the Law of Scotland, or otherwise requires to be
authenticated on behalf of the Integration Joint Board, it shall be signed by the Chief Officer or
any person duly authorised to sign under the Scheme of Delegation to Officers in accordance
with the provisions of the Requirements of Writing (Scotland) Act 1995.
17.4. Before authenticating any document, the person authenticating the document shall satisfy
themselves that all necessary approvals in terms of the Integration Joint Board’s procedures
have been satisfied. A document executed by the Integration Joint Board in accordance with
this Article shall be self-proving for the purpose of the Requirement of Writing (Scotland) Act
1995.
17.5. Any authorisation to sign documents granted to any individual shall terminate upon that
person ceasing (for whatever reason) from holding a position of authority with the Integration Page 142 of 194

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Joint Board, without further intimation or action by the Integration Joint Board.
18. Matters to be determined by the Board
18.1. The Board shall approve, vary or amend these Standing Orders.
18.2. The Board shall approve the establishment of, and terms of reference of all of its
committees.
18.3. The Board shall appoint all committee members, as well as the Chair and Vice-Chair of
all of its committees.
18.4. The Board shall appoint its Strategic Planning Group and its members (other than the
members to be nominated by each constituent party).
18.5. The Board shall approve its Strategic Plan and any other strategies that it may need to
develop for all the functions which have been delegated to it.
18.6. The Board will also review the effectiveness of its Strategic Plan.
18.7. The Board shall review and approve its contribution to community planning, and shall
appoint its representative(s) at the North Lanarkshire Community Planning Partnership Board
and other meetings.
18.8. The Board shall approve its Risk Management Policy.
18.9. The Board shall approve its annual financial statement.
18.10. The Board shall approve Financial Regulations and a Scheme of Delegation.
18.11. The Board shall approve the content, format, and frequency of performance reporting, and
its performance report for the reporting year.
18.12. The Board shall approve the total payments to the constituent bodies to implement its
agreed Strategic Plan.
18.13. The Board shall agree the form and content of the Directions to be given to the constituent
authorities. Where it is not practicable for the Board to agree the exact wording at its meeting
it may delegate that to the Chief Officer to determine after consultation with the Chair and Vice-
Chair within parameters set by the Board when delegating that authority
18.14. In relation to its annual accounts and their audit:-
a. Following consideration of the findings of the review of the system of internal
control and approval of the annual governance statement by the Performance,
Finance and Audit Committee, the Board shall consider its unaudited accounts
and any recommendations from the committee
b. Following its consideration by the Performance, Finance and Audit Committee,
the Board shall consider the external auditor’s annual report and any
recommendations from the committee
c. Following their consideration by the Performance, Finance and Audit Committee,
the Board shall consider its audited annual accounts and any recommendations
from the committee and shall approve the audited accounts for signature and
publication
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19.  Other Decisions and Urgent Business 
19.1.  The Board shall have the power to delegate matters other than those set out in Standing
Order 15 to a committee or to the Chief Officer, subject to such conditions as it may determine,
and such a delegation shall be recorded in the minute of the meeting. 
19.2. The Chief Officer, in consultation with the Clerk, is authorised to take any necessary action
where a matter arises of such urgency that it cannot await a decision of the Board. 
19.3. Prior to using this delegated authority, the Chief Officer shall consult with the Chair and
the Vice-Chair of the Board and shall not proceed until that consultation has taken place with
both. 
19.4. All action taken by the Chief Officer under this delegated authority shall be reported to the
next meeting of the Board.
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Page 145

Appendix 1 - Definitions and References 
2014 Act The Public Bodies (Joint Working) (Scotland) Act 2014
Annual financial statement The statement required by section 39 of the 2014 Act setting
out the amount the Board intends to spend in implementation
of the strategic plan
Board The integration authority in terms of section 2 of the 2014 Act
established by the Scottish Parliament on 21 September 2015
Chief Officer The Board’s Chief Officer under section 10 of the 2014
Act (formerly known locally as “Director”)
Chief Social Work Officer The Proper Officer appointed by the Council under section 3
of the Social Work (Scotland) Act 1968 for the purposes of its
social work functions under that and other designated Acts and
regulations
Clerk The officer appointed by the Board to ensure the proper and
lawful conduct of its proceedings and record its decisions and
meetings
Code of Conduct The code adopted by the Board and approved by the Scottish
Ministers under the Ethical Standards in Public Life etc.
(Scotland) Act 2000
Constituent authority The Council or the Health Board
Council North Lanarkshire Council, a local authority constituted
under section 2 of the Local Government etc. (Scotland) Act
1994
Direction An instruction issued by the Board to one or both of the
constituent authorities in connection with the performance of
the integrated functions and related services, under section 26
or 28 of the 2014 Act
Chief Finance Officer The officer appointed by the Board to be responsible for the
proper administration of its financial affairs, in terms of section
95 of the Local Government (Scotland) Act 1973, applied to the
Board by section 13 of the 2014 Act
Financial Regulations Regulations made by the Board as part of its regime of good
governance to direct and control the financial affairs of the
Board, to guide and secure the effective discharge of the
statutory responsibilities of the Chief Finance Officer, to
ensure an effective internal audit and system of financial
control, and to provide clarity about the financial
accountabilities of all those
supporting the Board
Health Board Lanarkshire Health Board, established under section 2 of
the National Health Service (Scotland) Act 1978
Integrated functions The health and social care functions of the constituent
authorities to be delegated to the Board in terms of the
Integration Scheme
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Integration delivery principles The principles in section 31 of the 2014 Act informing the
strategic plan
Integration Joint Board See “Board”
Integration planning principles The principles in section 4 of the 2014 Act informing the
integration scheme
Integration Scheme The scheme prepared by the constituent authorities and
approved by the Scottish Ministers through which the integrated
functions are delegated to the Board
Item of business A report, motion, minute or other matter in the agenda for
consideration and determination at a meeting of the Board
Local Authority North Lanarkshire Council, a local authority constituted
under section 2 of the Local Government etc. (Scotland) Act
1994
Locality One of the areas into which the geographical area covered by
the Board is to be divided by the Board in its strategic plan, in
terms of section 29(3) of the 2014 Act
National health and well-being
outcomes
The statutory outcomes prescribed by the Scottish Ministers
under section 5 of the 2014 Act informing the integration scheme
and the strategic plan, contained in the Public Bodies (Joint
Working) (National Health and Wellbeing Outcomes) (Scotland)
Regulations 2014
Non-voting member A member of the Board other than one appointed by the Council
or Health Board to be its voting members, under regulation
3(1)(a) or (b) of the Public Bodies (Joint Working) (Integration
Joint Boards) (Scotland) Order 2014
Ordinary meeting A meeting of the Board under Standing Order 4.1, held on a date
fixed by the Board as part of its regular annual cycle of meetings
Proxy See “substitute”
Public sector equality duty The duties incumbent on the Board in terms of Part 11 of the
Equality Act 2010 and the Equality Act 2010 (Specific Duties)
(Scotland) Regulations 2012
Private information Information which may justify a decision by the Board to exclude
public access to its meetings and meeting papers, as set out in
Appendix 2 
Register of Interests The record of matters required to be registered by Board
members and disclosed to the public under the Ethical
Standards in Public Life etc. (Scotland) Act 2000 and the Ethical
Standards in Public Life etc. (Scotland) Act 2000 (Register of
Interests) Regulations 2003
Scheme of Delegation The record maintained by the Board recording the powers and
responsibilities delegated to its officers on a permanent or
standing basis
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Special meeting A meeting other than an ordinary meeting, called by the Chair or
requisitioned by Board members under Standing Order 4.4 or
4.5
Standards Commission The Standards Commission for Scotland, established under
the Ethical Standards in Public Life etc. (Scotland) Act 2000
Strategic Plan The plan required by section 29 of the 2014 Act setting out the
arrangements for the carrying out of the integration functions,
how they are intended to achieve the national health and
wellbeing outcomes, and other information determined by the
Board
Strategic Planning Group The group required by section 32 of the 2014 Act to be
established by the Board for the purposes of preparing, finalising
and reviewing the strategic plan
Substitute A person attending a Board meeting in place of an appointed
Board member and entitled to participate and vote in place of
that absent member (otherwise a “proxy”) in terms of Regulation
12 of the Public Bodies (Joint Working) (Integration Joint
Boards) (Scotland) Order 2014
Temporary vacancy A vacancy arising in the voting membership of the Board as a
result of which the other voting members appointed by the same
constituent authority may exercise the missing member’s or
members’ vote or votes, under regulation 13 of the Public Bodies
(Joint Working) (Integration Joint Boards) (Scotland) Order 2014
Voting member A member of the Board appointed by the Council or Health
Board to be its voting members, under regulation 3(1)(a) or (b)
of the Public Bodies (Joint Working) (Integration Joint Boards)
(Scotland) Order 2014 
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Standing Orders for the
North Lanarkshire Integration Joint Board
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1. General 
1.1. These Standing Orders for the conduct and proceedings of the North Lanarkshire
Integration Joint Board and its Committees are made under the Public Bodies (Joint
Working) (Scotland) Act 2014 and the Public Bodies (Joint Working) (Integration Joint
Boards) (Scotland) Order 2014, as amended by the Public Bodies (Joint Working)
(Integration Joint Boards) (Scotland) Amendment Order 2025 (SSI 2025/405). 
1.2. 
The terms used in these Standing Orders are defined in Appendix 1.
1.3. Any statutory provision, regulation or direction issued by the Scottish Ministers shall
have precedence if these Standing Orders conflict with them. 
1.4. These Standing Orders may be amended, varied or revoked at a meeting of the Board
provided the notice for the meeting at which the proposal is to be considered states that
there is a proposal to amend the Standing Orders, states what that proposal is, and the
proposal itself does not result in the Board not complying with any statutory provision or
regulation. 
1.5. These Standing Orders shall apply at every meeting of the Board, and may not be
suspended in any way, for any reason or at any time.
2. Membership 
2.1. The membership of the Board shall comprise: - 
(a) Those voting and non-voting members prescribed by law 
(b) Those additional non-voting members appointed by the Board of its own volition 
2.2. Voting membership of the Integration Joint Board shall comprise: 
(a) Four Non-Executive members of the Health Board nominated by the NHS Board 
(b) Four Elected Members nominated by theLocal Authority 
(c) One member  in respect of Third Sector bodies carrying out activities related to
health or social care in North Lanarkshire 
(d) One member in respect of service users residing in North Lanarkshire; and 
(e) One member in respect of persons providing unpaid care in North Lanarkshire 
2.3. Non-voting professional membership of the Integration Joint Board shall comprise: 
(a) The Chief Officer of the Integration Joint Board 
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(b) the Chief Social Work Officer of the Local Authority appointed by it in terms
of Section 3 of the Social Work (Scotland) Act 1968
(c) the proper officer of the Integration Joint Board appointed under section 95 of
the Local Government (Scotland) Act 1973;
(d) a registered medical practitioner whose name is included in the list of primary
medical services performers prepared by the Health Board in accordance with
Regulations made under section 17P of the National Health Service (Scotland)
Act 1978;
(e) a registered nurse who is employed by the Health Board or by a person or body
with which the Health Board has entered into a general medical services
contract, and
(f) a registered medical practitioner employed by the Health Board not providing
primary medical services
The members at (d) to (f) shall be determined by the Health Board.
2.4. Following establishment, the Integration Joint Board must appoint at least one non-voting
stakeholder member in respect of each of the following categories: -
(a) One member in respect of staff of the constituent authorities engaged in the
provision of services provided under integration functions;
(b) Such additional members as the Integration Joint Board sees fit. Such a
member may not be an Elected Member or a non-executive director of the
Health Board.
2.5. If and when a person ceases to hold the office or post as a result of which he or she
became a member of the Board then that person shall cease to be a member of the
Board.
2.6. If a Health Board or Local Authority voting member is unable to attend a meeting of the
Integration Joint Board the constituent authority which nominated the member is to use
its best endeavours to arrange for a suitably experienced proxy, who is either an Elected
Member or, as the case may be, a Member of the Health Board, to attend the meeting in
place of the voting member. Named Depute members for members of the Integration
Joint Board may be appointed by the constituent authorities, however members may
send any suitably qualified individual as a proxy. The member, who is unable to attend,
shall notify the Chief Officer (or nominee) and arrange with the nominating body a proxy
to attend in their place. A proxy nominated under these provisions shall be able to vote
on any decision put to the meeting.
2.7. If a Lived Experience voting member is unable to attend a meeting of the Integration
Joint Board, under Article 2(4) of the Order (soon to be Article 12(2) of the 2014 Order),
an appointed lived experience member may arrange for a suitably experienced proxy
to stand in their place where that voting member is unable to attend such a meeting.
The updated guidance being developed to support the voting rights extension provides
further guidance on proxy arrangements. The member, who is unable to attend, shall
notify the Chief Officer (or nominee) and arrange with the nominating body a proxy to
attend in their place.
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Joint Board, they shall be entitled to arrange for a suitably experienced proxy to attend
the meeting on their behalf. Such proxy shall be notified to the Chief Officer (or
nominee).
3. Term of Office/Resignation
3.1. The term of office of voting members is in accordance with the Integration Scheme,
which is a maximum of three years. The Integration Joint Board Voting Members
appointed by the Parties will cease to be Members of the Integration Joint Board in the
event that they cease to be a Non-Executive or Executive member of The Health Board
or an elected member of The Local Authority. At the end of a term of office a member
may be reappointed for a further term of office. The Chief Social Work Officer, Chief
Officer and Chief Finance Officer remain Members of the Board for as long as they
hold the office in respect of which they are appointed.
3.2.
.
3.3. The term of office of stakeholder members shall be determined by the Integration Joint
Board, but shall not exceed three years.
3.4. A member (other than a member appointed under article 2.3(b) or 2.3(c) may resign their
membership of the Integration Joint Board at any time by giving written notice to the
Chief Officer (or nominee). The resignation shall take effect from the date stated in the
notification, or in the absence of a specified date, the date of receipt of the notice.
3.5. Where a voting member gives notice of resignation, the Integration Joint Board must
inform the constituent body which nominated the member of the resignation giving one
month’s notice. Where a member resigns or otherwise ceases to hold office, the person
appointed in his/her place shall be appointed for the unexpired term of the Member
replaced.
3.6. On expiry of a Member’s term of appointment the Member shall be eligible for re-
appointment provided that he/she remains eligible and is not otherwise disqualified
from appointment.
4. Removal of Members
4.1. - When a member fails to attend three consecutive Board meetings the Standards Officer
shall notify the Chair and Vice-Chair immediately after the third absence and shall
contact the member to seek an explanation for the absences and an indication if there
is any continuing difficulty with the member attending in future. The Integration Joint
Board may remove the member from office by providing the member with one months’
notice in writing.
4.2. If a member acts in a way which brings the Integration Joint Board into disrepute or in a
way which is inconsistent with the proper performance of the functions of the Integration
Joint Board, the Integration Joint Board may remove the member from office with effect
from such date as the Integration Joint Board may specify in writing.
4.3. If a member becomes disqualified under article 8 of the Integration Joint Boards Order
during a term of office they shall be removed from office immediately.
4.4. If a member who is an Elected Member appointed on the nomination of the Council
ceases, for any reason, to be an Elected Member during a term of office, they shall
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to be an Elected Member.
4.5. A constituent authority may remove a member who it nominated by providing one month’s
notice in writing to the member and the Integration Joint Board.
5. Disqualification
5.1. No person may be appointed as a Member of the Integration Joint Board, if they:-
(a) have, within a period of five years immediately preceding the proposed date of
appointment, been convicted of any criminal offence in respect of which the
person has received a sentence of imprisonment (whether suspended or not)
for a period of not less than three months (without the option of a fine);
(b) have been removed or dismissed for disciplinary reasons from any paid
employment with a health board or local authority;
(c) are insolvent1;
(d) have been removed from a register maintained by a regulatory body other than
where the removal was voluntary2, and
(e) have been subject to a sanction under Section 19(1)(b) to (e) of the Ethical
Standards in Public Life etc. (Scotland) Act 2000; all as defined in the
Integration Joint Boards Order.
6. Chair and Vice-Chair
6.1. Members shall be appointed to, and shall hold the positions of, Chair and Vice-Chair in
accordance with the Integration Scheme. The Chair and Vice-Chair shall be appointed
from the Health Board and Local Authority voting members on the Integration Joint
Board. The Local Authority and the Health Board shall alternate which of them is to
appoint the Chair and Vice-Chair. Whenever a Local Authority member is to serve as
Chair then the Vice-Chair will be a member nominated by the Health Board and vice
versa.
6.2. The appointment of Chair and Vice-Chair shall not exceed a period of three years. The
Local Authority or Health Board may change their appointee as Chair or Vice-Chair
during the period of their appointment.
6.3. The Chair will preside at every meeting of the Integration Joint Board that he or she
attends.
6.4. In the absence of the Chair the Vice-Chair shall preside at the meeting of the Integration
Joint Board.
6.5. In the absence of both the Chair and Vice Chair, the voting members present at the
meeting shall choose a voting Integration Joint Board member to preside. In the event
of a tied vote, the decision as to who shall preside shall be determined by lot. Any proxy
attending the meeting may not preside over that meeting.
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1 Insolvency is defined in Article 8(4) of the Integration Joint Board's Order
2 The definition of relevant Regulatory Bodies is set out in Article 8(4)(b) of the Integration Joint Board's Order.
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6.6.
6.7. The Chair and Vice-Chair may resign office at any time, by giving written notice to the
Chief Officer, who will inform the constituent body which appointed the Chair, or Vice-
Chair, of the resignation. It shall be the responsibility of the constituent authority to
appoint a replacement as soon as practicable to complete the term of office of the
outgoing Member.
6.8. The decision of the Chair on all matters within his/her jurisdiction as set out in these
Standing orders shall be final. Deference shall at all times be paid to the authority of
the Chair and Members shall address the Chair while speaking.
6.9. The Chair (and in his/her absence the Vice-Chair) shall amongst other things: -
(a) The Chair shall ensure that the agenda of business is properly dealt with and
clear decisions are reached.
The Chair shall permit fair and responsible debate and shall ensure that the views and opinions of all
those entitled to participate, including the advice of officers, are allowed to be expressed and that these
contribute to the outcome of the meeting.
(b) -
(c) - The Chair shall ensure the proper and timely conduct of the meeting,
expediting the business on the agenda and reaching a sufficiency of debate,
where appropriate.
(d) -;
(e) if requested by any Member to ask the mover of a motion, or an amendment,
to state its terms, and
(f) at his/her discretion, order the exclusion of any person who is deemed to have
caused disorder or misbehaved.
(g) On all points of order, relevance or competency, order of business,
interpretation of these Standing Orders and in relation to urgent business, the
ruling of the Chair is final and shall not be open to question or discussion.
7. Ordinary and Special Meetings
- The Board shall at least annually approve a timetable of ordinary meetings, which
shall be held at least four times in each financial year.(TBC)
7.1. The Board may amend or adjust that timetable of ordinary meetings from time to time,
provided that at least four such meetings are held in each financial year.
7.2. The Chair may change the date and/or time of an ordinary meeting, but may not cancel
an ordinary meeting.
7.3. The Chair may call a special meeting of the Board at any time by delivering a signed
requisition to the Clerk specifying the business to be transacted.
7.4. -.
7.5. A request for a special meeting of the Board may be made in the form of a requisition
specifying the business to be transacted, signed by at least two thirds of the number of Page 154 of 194

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voting members, and presented to the Clerk. If the Chair does not call that meeting
within seven days of receiving the requisition, the members who signed the requisition
may call a meeting by delivering a notice, signed by them all, calling the meeting.
7.6. Upon receipt of a requisition for a special meeting, the Clerk shall make arrangements for
the meeting to be held as soon as reasonably practicable, but in any event within 14
days of the Chair’s requisition, or the members’ notice, as the case may be.
7.7. No business shall be transacted at a special meeting other than that specified in the
requisition. 
7.8. -
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- 
8. Admission of Public and Media to Meetings 
By the day after the notice calling a meeting is sent or intimated to Board members, they
shall be made available to the public through the internet, except for any papers which
are withheld due to the potential disclosure of private information.
8.1. Board meetings shall be held in public, unless the Board resolves to exclude the public
during its consideration of an item of business due to the potential disclosure of private
information. 
8.2. The minute of the meeting will record the reason for any decision by the Board to exclude
the public from a meeting. 
8.3. The minute of the meeting shall contain a note of the outcome of the Board’s consideration
of an item of business for which the public was excluded which informs the public of
the issues and the decision but does not disclose any private information. 
8.4. Members of the public and representatives of the media shall not be permitted, , to record
the proceedings other than by the making of written notes. 
8.5.   
9. Notice of Meeting 
9.1. 
9.2. All meetings of the Board, ordinary and special, shall be convened and shall take place in
accordance with these Standing Orders. 
9.3. A notice shall be sent, or its availability intimated, to every Board member at least five
clear days before the meeting. 
9.4. The notice shall be in the form of an agenda approved by the Chair or, in the absence of
the Chair, by the Vice-Chair, and shall specify the date, time and place of the meeting
and the business to be transacted. 
-
9.5. Reports and other supporting papers shall be attached to the notice and delivered with it. 
9.6. Reports shall be prepared using a standard template approved by the Board from time to
time, and shall advise on issues of relevance and significance such as legislation,
guidance, financial implications and equality issues. 
9.7. The address for intimation or delivery shall be the email address notified by each member,
unless a member requests that a different address, postal or electronic, is used. 
9.8. Lack of or a defect in the service or intimation of the notice to any member shall not affect
the validity of a meeting. 
9.9. The notice and meeting papers shall be available to the public unless the Chief Officer, in
consultation with the Chair, considers that consideration of an item of business may
involve the disclosure of private information. The notice shall state if that is the case
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9.10. Only the business specified in the notice shall be transacted at the meeting, unless an
item of business is notified to the Chair before the meeting with a request for it to be
added to the agenda, and the Chair rules to allow it to be considered on the ground of
urgency. The Chair shall state the reason for such a ruling and the minute shall record
the ruling and the reason given.
9.11. If the Chair rules that the matter is not urgent, it shall be included as an item for the
next ordinary meeting, unless it is withdrawn or dealt with in some other way before
then.
9.12. -.
10. - Quorum
No business shall be transacted at a meeting of the Integration Joint Board unless there are present a
quorum of at least one half voting members of the Integration Joint Board.
10.2 -
10.3 If a quorum is not present, the meeting will stand adjourned to such date and time as
may be fixed by the Chair. The meeting may, at the discretion of the Chair continue to
be held solely to discuss agenda items and seek information from officers, but may not
make substantive decisions as to discharge the functions of the Integration Joint Board.
10.4 Any business on the agenda for a Board meeting which is inquorate shall be carried
forward to the adjourned meeting, unless it is withdrawn or dealt with in the meantime
in another way. No business other than that on the agenda for the inquorate meeting
shall be added to the agenda for the adjourned meeting.
10.5 Substitute voting members shall be counted for the purposes of the quorum.
10.6 A member shall be regarded as being present at a meeting if he or she is able to
participate from a remote location by a secure video link or other communication link
approved by the Board. A member participating in a meeting in this way will be counted
for the purposes of deciding if a quorum is present.
10.7 If after a meeting has commenced, the quorum shall fall below one half of the voting
members this requires to be drawn to the attention of the Chair.
10.8 If a member withdraws from consideration of an item of business following a
declaration of interest then he or she shall not be counted for the purposes of a quorum
for that item of business. If there is as a result no quorum for that item of business then
the item shall not be considered, and shall be carried forward to the next ordinary meeting,
unless it is withdrawn or is dealt with in the meantime in another way.
10.9 - -
11. Minutes
10.10 The Clerk shall prepare the minutes of meetings of the Board.
10.11 The Board shall receive and review its minutes for agreement at its following ordinary
meeting.
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10.12 The minute shall record:- 
a) The names of members present at a meeting 
b) The names of any officers in attendance 8 
c) Declarations of interest made, and whether members declaring an interest
participated in the relevant item of business, or not 
d) Significant legal and other advice provided by officers and professional advisers 
e) Rulings by the Chair 
d) A brief summary of the terms of the report and recommendations 
e) Motions, amendments, voting and decisions made 
h) Other matters required to be recorded by these Standing Orders
10.13 -.
10.14 - 
10.15 - 
12. Voting 
12.1 A vote shall be taken by a show of hands, and the minute of the meeting shall record the
votes cast. Except by the attendance of a substitute or in the event of a temporary vacancy,
no vote may be cast by proxy for an absent voting member. 
Where a vote is required, every question at a meeting shall be determined by a simple majority
of votes of the members present and voting, or abstaining from voting, on the question. 
Where there is a temporary vacancy in the voting membership of the Board, the vote which
otherwise would have been cast by a member of the constituent authority to be appointed to
the vacancy may be exercised jointly by the other members appointed by that constituent
authority. 
In the event that the Integration Joint Board is unable to come to a consensus decision
following full discussion on an issue, due to an equality of votes in favour of and against a
proposal, the following procedure shall apply: 
Stage 1 
(a) The Chair shall call on the Chief Officer to outline the consequences of each
potential outcome and to make a recommendation; 
(b) The Chair shall immediately without further discussion call for a show of hands
on the motion before the meeting; 
(c) If the result remains a tie the Chair will suspend further discussion on the issue
of contention and the meeting will move onto the remaining agenda items to
conclusion of the Agenda, with any further agenda items contingent on the
outcome of the unresolved matter carried forward to a future meeting, and; 
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(d) The Chair will then reconvene the IJB within a suitably mutually agreeable
timescale to allow for further discussion between members on the disputed
issue. 
Stage 2 
(a) On reconvening, the Chair shall call for any amendment to the motion before
the meeting and the meeting will consider such amendment and substantive
motion;
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(b) The Chair shall invite members to speak in support of and against the motion.
The Chair may impose a time limit on members’ statements as he or she sees
fit;
(c) The Chair shall then call a further vote, and
(d) If there remains no agreement on the issue concerned, the disputed item shall
be held over to the next scheduled Integration Joint Board meeting and a further
paper on the matter presented by the Chief Officer for consideration by the
Integration Joint Board.
- In the case of an equality of votes, the person presiding at the meeting does not have a
second or casting vote.
13. Changing a Decision
13.1 A decision of the Board cannot be changed within six months unless notice has been given in the
notice of meeting and:-
a) The Chair rules there has been a material change of circumstance and explains the reasons for that,
or
b) The Board agrees the decision was based on incorrect or incomplete information
13.2 The minute shall record the reason for the decision being changed.
11 Committees
11.1 The Integration Joint Board may establish Committees of its members for the
purpose of carrying out such functions as the Integration Joint Board may determine.
11.2 Any Committee established must have its constitution and terms of reference
approved by the Integration Joint Board and must include an equal number of voting
members of the Integration Joint Board from each of the constituent authorities. Any
decision of a Committee relating to the carrying out of functions under the Act or to
integration functions must be agreed by a majority of the votes of the voting members
who are members of the Committee.
11.3 Members of the Integration Joint Board shall be sent electronically the agenda
and papers for all Committee meetings at the same time as they are issued to
Committee
Members. Other Integration Joint Board Members, who are not members of the
Committee, shall be entitled to attend Committee meetings and contribute to the
debate, however such Members may not vote on any item put to the Committee.
11.4 Members of Committees may appoint another Integration Joint Board member
(from the same category of membership as themselves) as a proxy to represent them
when they are unable to attend a Committee meeting. The member who is unable to
attend, shall notify the Chief Officer (or nominee) that a proxy will attend in their place.
A proxy nominated under these provisions shall be able to vote on any decision put to
the Committee.
11.5 The
Integration Joint Board is responsible for the appointment of Chairs and Vice-
Chairs of Committees.
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for decision to the Integration Joint Board. 
11.7 Approved minutes of Committees shall be presented to the Integration Joint Board at the
next scheduled meeting. Minutes must be approved by the next scheduled meeting of
the Committee to which the minute relates. 
11.8 The constitution, remit and Membership of Committees, including the position of
Chair and Vice-Chair shall be reviewed periodically by the Integration Joint Board.
Chairs and Vice-Chairs may be reappointed if eligible. 
11.9  These Standing Orders apply equally to Committees of the Integration Joint Board as
they do the Integration Joint Board, subject to any modification as is required to meet the
terms of reference and constitution of Committees.
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11.10 Meetings of Committees shall be routinely open to the public and media, unless the
meeting has passed a resolution to exclude the public and media on grounds that
publicity for any item under discussion would be prejudicial to the public interest due to
the confidential nature of the business to be transacted or for other reason specified in
the resolution. 
12 - Conduct of Members 
12.1 Members are accountable for their own individual conduct in the meeting room
at all times. 
12.2 Members must observe the rules of conduct stemming from the law, the Code
of Conduct and any guidance from the Standards Commission, and the rules, standing
orders and regulations of the Board. 
12.3 Members must respect the chair, their member colleagues, Board officers and
any members of the public present at meetings or other formal proceedings of the
Board. 
12.4 Members shall at all times conduct themselves in an orderly, courteous and
respectful manner, shall comply with rulings of the Chair and shall otherwise respect
the authority of the Chair. 
12.5 When a member is speaking other members shall not converse or otherwise
behave in a manner which is disruptive to the member speaking or to the meeting, or
make any noise or disturbance which is so disruptive 
12.6 When the Chair speaks, any member who is addressing the meeting shall stop. 
12.7 The Chair shall take appropriate action if he or she is of the view that a member
is in breach of one or more of the foregoing standards, including requiring the
withdrawal of a remark, requiring an apology, requiring the member’s behaviour to
cease or any other action required to allow the meeting to properly proceed. 
12.8 If a member behaves obstructively or offensively or disregards the authority of
the Chair, a motion may be moved and seconded to suspend the member for the rest
of the meeting. The mover will explain briefly the reasons for so moving, and the
member who is the subject of the motion shall have the right to make a brief reply.
The motion shall then be put to a vote without amendment or discussion. If it is carried,
the member shall withdraw from the meeting and take no further part in it. 
12.9 The Chair has the right to adjourn a meeting in the event of disorderly conduct
or other misbehaviour at the meeting. 
12.10 Members of the Board are required to subscribe to and comply with the Code of
Conduct adopted by the Board and approved by the Scottish Ministers.
13 
14 The Standards Officer shall maintain the Board’s Register of Interests, gifts and hospitality which
shall be open for public inspection. When a member needs to update or amend his or her entry
in the Register, he or she must notify the Clerk of the need to change the entry within one month
after the date the matter requires to be registered. 
14.1 If any Member has a financial or non-financial interest as defined in the Code of
Conduct and is present at any meeting at which the matter is to be considered, he/she
must as soon as practical, after the meeting starts, disclose:- 
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and (b) the nature of that interest.
The member shall determine if the interest is such that he/she should exclude
themselves from the debate on the issue.
14.2 If a Member or any associate of theirs has any pecuniary or any other interest direct
or indirect, in any contract or proposed contract or other matter and that Member is
present at a meeting of the Integration Joint Board, that Member shall disclose the
fact at the commencement of the meeting and advise on the nature of the relevant
interest.
A Member shall not be treated as having any interest in any contract or matter if it
cannot reasonably be regarded as likely to significantly affect or influence the voting by
that Member on any question with respect to that contract or matter.
Items of business and debate
I. The Chair shall allow the officer responsible for an item of business to speak to it.
II. The Chair shall then allow all members to ask questions on the item of business, and shall
allow members a reasonable opportunity to do so and to express their views.
III. The Board may reach consensus on an item of business without taking a formal vote.
IV. Any voting member may move a motion or an amendment in relation to an item of
business. The Chair may require the motion or amendment to be in writing. Every motion
and amendment is required to be moved and seconded by a voting member. A motion or
amendment shall not be recorded or discussed until a seconder has been identified.
V. The mover of a motion may speak, on one occasion, for five minutes.
VI. The seconder may speak, on one occasion, for three minutes.
VII. The mover of an amendment may speak, on one occasion, for five minutes.
VIII. The seconder may speak, on one occasion, for three minutes.
IX. Other members, voting and non-voting, may speak, on one occasion, for three minutes.
X. The mover of the motion shall have a right to reply, and may speak for three minutes, but
may not introduce any new material.
XI. After the reply, the question shall be put to the Board by the Chair without further debate or
discussion.
XII. A motion to adjourn any debate on any question or for the closure of a debate may be
moved and seconded before the right to reply and shall be put to the meeting without
discussion. An adjournment of any debate shall be to the next meeting.
XIII. Board members have the right to express their disagreement with decisions of the Board,
whether or not determined by a vote, and to have their dissent noted in the minute.
15 Execution of Documents
15.1 Any document or proceeding requiring authentication by the Integration Joint
Board shall be subscribed by two of the following: Chief Officer (or nominee); the Chief
Officer Finance (or nominee) and Chief Social Work Officer (or nominee).
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documents on behalf of the Integration Joint Board in accordance with provisions of
Standing Financial Instructions.
15.3 Where a document requires for the purpose of any enactment or rule of law
relating to the authentication of documents under the Law of Scotland, or otherwise
requires to be authenticated on behalf of the Integration Joint Board, it shall be signed
by the Chief Officer or any person duly authorised to sign under the Scheme of
Delegation to Officers in accordance with the provisions of the Requirements of
Writing (Scotland) Act 1995.
15.4 Before authenticating any document, the person authenticating the document
shall satisfy themselves that all necessary approvals in terms of the Integration Joint
Board’s procedures have been satisfied. A document executed by the Integration
Joint Board in
accordance with this Article shall be self-proving for the purpose of the Requirement of Writing
(Scotland) Act 1995.
15.5 Any authorisation to sign documents granted to any individual shall terminate
upon that person ceasing (for whatever reason) from holding a position of authority
with the Integration Joint Board, without further intimation or action by the Integration
Joint Board.
Matters to be determined by the Board
I. The Board shall approve, vary or amend these Standing Orders.
II. The Board shall approve the establishment of, and terms of reference of all of its
committees.
III. The Board shall appoint all committee members, as well as the Chair and Vice-Chair of
all of its committees.
IV. The Board shall appoint its Strategic Planning Group and its members (other than the
members to be nominated by each constituent party).
V. The Board shall approve its Strategic Plan and any other strategies that it may need to
develop for all the functions which have been delegated to it.
VI. The Board will also review the effectiveness of its Strategic Plan.
VII. The Board shall review and approve its contribution to community planning, and shall
appoint its representative(s) at the North Lanarkshire Community Planning Partnership
Board and other meetings.
VIII. The Board shall approve its Risk Management Policy.
IX. The Board shall approve its annual financial statement.
X. The Board shall approve Financial Regulations and a Scheme of Delegation.
XI. The Board shall approve the content, format, and frequency of performance reporting,
and its performance report for the reporting year.
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agreed Strategic Plan.
XIII. The Board shall agree the form and content of the Directions to be given to the constituent
authorities. Where it is not practicable for the Board to agree the exact wording at its
meeting it may delegate that to the Chief Officer to determine after consultation with the
Chair and Vice-Chair within parameters set by the Board when delegating that authority
XIV. In relation to its annual accounts and their audit:-
a. Following consideration of the findings of the review of the system of internal
control and approval of the annual governance statement by the Performance,
Finance and Audit Committee, the Board shall consider its unaudited accounts
and any recommendations from the committee
b. Following its consideration by the Performance, Finance and Audit Committee,
the Board shall consider the external auditor’s annual report and any
recommendations from the committee
c. Following their consideration by the Performance, Finance and Audit Committee,
the Board shall consider its audited annual accounts and any recommendations
from the committee and shall approve the audited accounts for signature and
publication
16 Other decisions and urgent business
16.1 The Board shall have the power to delegate matters other than those set out in Standing Order 15
to a committee or to the Chief Officer, subject to such conditions as it may determine, and such a
delegation shall be recorded in the minute of the meeting.
16.2 The Chief Officer, in consultation with the Clerk, is authorised to take any necessary action where
a matter arises of such urgency that it cannot await a decision of the Board.
16.3 Prior to using this delegated authority, the Chief Officer shall consult with the Chair and the Vice-
Chair of the Board and shall not proceed until that consultation has taken place with both.
16.4 All action taken by the Chief Officer under this delegated authority shall be reported to the next
meeting of the Board.
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APPENDIX 1
DEFINITIONS AND REFERENCES 
2014 Act The Public Bodies (Joint Working) (Scotland) Act 2014
Annual financial statement The statement required by section 39 of the 2014 Act setting
out the amount the Board intends to spend in implementation
of the strategic plan
Board The integration authority in terms of section 2 of the 2014 Act
established by the Scottish Parliament on 21 September 2015
Chief Officer The Board’s Chief Officer under section 10 of the 2014
Act (formerly known locally as “Director”)
Chief Social Work Officer The Proper Officer appointed by the Council under section 3
of the Social Work (Scotland) Act 1968 for the purposes of its
social work functions under that and other designated Acts and
regulations
Clerk The officer appointed by the Board to ensure the proper and
lawful conduct of its proceedings and record its decisions and
meetings
Code of Conduct The code adopted by the Board and approved by the Scottish
Ministers under the Ethical Standards in Public Life etc.
(Scotland) Act 2000
Constituent authority The Council or the Health Board
Council North Lanarkshire Council, a local authority constituted
under section 2 of the Local Government etc. (Scotland) Act
1994
Direction An instruction issued by the Board to one or both of the
constituent authorities in connection with the performance of
the integrated functions and related services, under section 26
or 28 of the 2014 Act
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Chief Finance Officer The officer appointed by the Board to be responsible for the
proper administration of its financial affairs, in terms of section
95 of the Local Government (Scotland) Act 1973, applied to the
Board by section 13 of the 2014 Act
Financial Regulations Regulations made by the Board as part of its regime of good
governance to direct and control the financial affairs of the
Board, to guide and secure the effective discharge of the
statutory responsibilities of the Chief Finance Officer, to
ensure an effective internal audit and system of financial
control, and to provide clarity about the financial
accountabilities of all those
supporting the Board
Health Board Lanarkshire Health Board, established under section 2 of
the National Health Service (Scotland) Act 1978
Integrated functions The health and social care functions of the constituent
authorities to be delegated to the Board in terms of the
Integration Scheme
Integration delivery principles The principles in section 31 of the 2014 Act informing the
strategic plan
Integration Joint Board See “Board”
Integration planning principles The principles in section 4 of the 2014 Act informing the
integration scheme
Integration Scheme The scheme prepared by the constituent authorities and
approved by the Scottish Ministers through which the integrated
functions are delegated to the Board
Item of business A report, motion, minute or other matter in the agenda for
consideration and determination at a meeting of the Board
Local Authority North Lanarkshire Council, a local authority constituted
under section 2 of the Local Government etc. (Scotland) Act
1994
Locality One of the areas into which the geographical area covered by
the Board is to be divided by the Board in its strategic plan, in
terms of section 29(3) of the 2014 Act
National health and well-being
outcomes
The statutory outcomes prescribed by the Scottish Ministers
under section 5 of the 2014 Act informing the integration scheme
and the strategic plan, contained in the Public Bodies (Joint
Working) (National Health and Wellbeing Outcomes) (Scotland)
Regulations 2014
Non-voting member A member of the Board other than one appointed by the Council
or Health Board to be its voting members, under regulation
3(1)(a) or (b) of the Public Bodies (Joint Working) (Integration
Joint Boards) (Scotland) Order 2014
Ordinary meeting A meeting of the Board under Standing Order 4.1, held on a date
fixed by the Board as part of its regular annual cycle of meetings
Proxy See “substitute”
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Public sector equality duty The duties incumbent on the Board in terms of Part 11 of the
Equality Act 2010 and the Equality Act 2010 (Specific Duties)
(Scotland) Regulations 2012
Private information Information which may justify a decision by the Board to exclude
public access to its meetings and meeting papers, as set out in
Appendix 2 
Register of Interests The record of matters required to be registered by Board
members and disclosed to the public under the Ethical
Standards in Public Life etc. (Scotland) Act 2000 and the Ethical
Standards in Public Life etc. (Scotland) Act 2000 (Register of
Interests) Regulations 2003
Scheme of Delegation The record maintained by the Board recording the powers and
responsibilities delegated to its officers on a permanent or
standing basis
Special meeting A meeting other than an ordinary meeting, called by the Chair or
requisitioned by Board members under Standing Order 4.4 or
4.5
Standards Commission The Standards Commission for Scotland, established under
the Ethical Standards in Public Life etc. (Scotland) Act 2000
Strategic Plan The plan required by section 29 of the 2014 Act setting out the
arrangements for the carrying out of the integration functions,
how they are intended to achieve the national health and
wellbeing outcomes, and other information determined by the
Board
Strategic Planning Group The group required by section 32 of the 2014 Act to be
established by the Board for the purposes of preparing, finalising
and reviewing the strategic plan
Substitute A person attending a Board meeting in place of an appointed
Board member and entitled to participate and vote in place of
that absent member (otherwise a “proxy”) in terms of Regulation
12 of the Public Bodies (Joint Working) (Integration Joint
Boards) (Scotland) Order 2014
Temporary vacancy A vacancy arising in the voting membership of the Board as a
result of which the other voting members appointed by the same
constituent authority may exercise the missing member’s or
members’ vote or votes, under regulation 13 of the Public Bodies
(Joint Working) (Integration Joint Boards) (Scotland) Order 2014
Voting member A member of the Board appointed by the Council or Health
Board to be its voting members, under regulation 3(1)(a) or (b)
of the Public Bodies (Joint Working) (Integration Joint Boards)
(Scotland) Order 2014 
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Page 170

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1 
REPORT   
Item No: 13 
SUBJECT: Risk Management Strategy
TO: Integration Joint Board Performance, Finance and Audit Committee
Lead
Officer for
Report:
Claire Rae, Chief Officer
Author(s) of
Report 
Kerry Taylor, Business Support Manager
DATE: 19 August 2026 
1. PURPOSE OF REPORT 
This paper is coming to the IJB PFA for: 
For Approval: ☒ For Endorsement: ☐ To Note: ☐ 
2. ROUTE TO THE BOARD
This paper has been: 
Prepared By:  ☐ Reviewed By: ☐ Endorsed By: ☐ 
Item 13
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2 
4. RECOMMENDATIONS
4.1 It is recommended that the IJB PFA note the contents of the report. 
(1) Note the contents of this Report,
(2) Considers and approves the proposed to IJB Risk Management Strategy as
detailed within Appendix 1 
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.  BACKGROUND
6.1 The current North Lanarkshire Risk Management Strategy was approved in
March 2023. 
6.2 There has been significant development in the IJB’s approach to risk
management, with a new risk register approved at North Lanarkshire
Integration Joint Board in March 2026.
6.3 Strong ties and partnership working continues to strengthen with the corporate
risk managers in both partner organisations.  The updated strategy has been
developed in conjunction with those leads and the IJB strategy aims to link
closely to both the North Lanarkshire Council and NHS Lanarkshire Risk
Management strategies.
6.4  Key updates within the proposed new strategy include an update to the risk
management approach, clear timelines for risks to be reviewed and monitored
and that IJB risks will be recorded on the InPhase system. 
7.  SUMMARY OF KEY ISSUES 
8. CONCLUSIONS
Yes ☐ No ☐ N/A ☒
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3 
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: 
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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4 
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: 
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5 
Yes  No  N/A 
10. BACKGROUND PAPERS   
11. APPENDICES
Please include a glossary of terms if not already included. 
Appendix 1 – Draft IJB Risk Management Strategy 2026
.
CHIEF ACCOUNTABLE OFFICER (or Depute)   
Claire Rae, Chief Officer
Members seeking further information about any aspect of this report, please contact
the following; 
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1 
North Lanarkshire Joint Integration Board 
Risk Management Strategy 
Executive Lead: Claire Rae, Chief Officer
Authors: Charlotte Hope, Chief Risk Officer, NHS Lanarkshire,
Donald Stone, Corporate Risk Manager, North Lanarkshire Council,
Kerry Taylor, Business Support Manager, NHS Lanarkshire 
Version No. Final 2.0
Date Effective:  Review Date:  Page 176 of 194

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2
CONTENTS
Policy – The Risk Management approach .................................................................................................................... 5
Strategy ‐ Implementing the policy .............................................................................................................................. 7
1. Introduction .......................................................................................................................................................... 7
2. Risk management process .................................................................................................................................... 8
3. Application of good risk management across the IJB activities ............................................................................ 8
Realising the risk management vision.......................................................................................................................... 9
4. Risk management vision and measures of success............................................................................................... 9
Risk leadership and accountability............................................................................................................................. 10
5. Governance, roles and responsibilities ............................................................................................................... 10
Resourcing risk management ..................................................................................................................................... 11
6. Resourcing the risk management framework ..................................................................................................... 11
7. Resourcing those responsible for managing specific risks .................................................................................. 11
Training, learning and development .......................................................................................................................... 11
8. Risk management training and development opportunities .............................................................................. 11
Monitoring activity and performance ........................................................................................................................ 12
9. Monitoring risk management activity ................................................................................................................. 12
10. Monitoring risk management performance ....................................................................................................... 12
Communicating risk management ............................................................................................................................. 12
11. Communicating, consulting on and reviewing the risk management framework .............................................. 12
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Risk Management Glossary
Key Definitions
Adverse Event Any incident/near miss, event or circumstance arising during service provision that could
have or did lead to unexpected harm, loss or injury
Assurance Stakeholder confidence in our service gained from evidence showing that risk is well
managed and controls are effective
Mitigating Control Any action, process, policy, practice or operation undertaken to contain a risk to an
acceptable level, or increase the probability of a positive outcome.
Exposure The susceptibility to loss.
Governance The framework of accountability to users, stakeholders and the wider
community, within which organisations take decisions and lead and control
their functions to achieve their objectives.
Impact Effect or consequences of a risk.
Incident Occurrence of a particular set of circumstances
Inherent risk The exposure arising from a specific risk if no risk controls were in place.
Initial risk Based on the likelihood x impact, this is the assessed level of risk if no controls were in
place
Likelihood A qualitative description of a probability or frequency of the risk event
occurring.
Mitigating action Action taken to reduce the likelihood or impact of a risk event to an
acceptable level.
Operational risk Risks associated with the day to day issues facing the organisation in its service delivery.
Opportunity An uncertain event with a positive probable impact.
Probability Extent to which a risk event is likely to occur. A measure (expressed as a
percentage) of likelihood.
Residual/Current risk The level of risk remaining taking existing risk control measures into account.
Risk The chance of something happening that will have an impact on business
objectives. It is defined as “the probability (likelihood) of an event happening
and its consequences (impact) when it occurs.
Risk analysis The use of information to determine how often specified events might occur and
the magnitude of their consequences.
Risk appetite The organisation’s attitude towards risk taking, which in turn dictates the amount of risk
it considers tolerable or acceptable.
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4
Risk control An action undertaken that will reduce risk to an acceptable level either by reducing the
likelihood of an adverse event, the severity of its consequences or both.
Risk evaluation The process of understanding the net effect of the identified threats and
opportunities on an activity when aggregated together.
Risk financing The provision of funds to meet the cost of implementing risk treatments including, but
not limited to, insurance.
Risk identification The process by which risk events, which could affect the organisation’s
objectives, are identified, described and recorded.
Risk management The culture, processes and structures that are directed towards realising potential
opportunities whilst managing adverse effects.
Risk management A high‐level statement showing how risk management will be handled
Policy throughout the IJB
Risk management Describes the goals of applying risk management to the activity, a description
Strategy of the process that will be adopted, the roles and responsibilities, risk
thresholds, the timing of risk management interventions, the deliverables, the
tools and techniques that will be used and the reporting requirements.
Risk matrix A model that visually displays the relationship between the likelihood and
impact of specific risks. Visually it is a 5 x 5 box that plots likelihood and
impact as low, medium, high or very high.
Risk profile The overall picture of the organisation’s risks including number of risks and their scores.
Risk prioritisation The process of ranking risks into a logical order by establishing how
significant they are in terms of likelihood and impact (NB Impact is given
priority over probability when prioritising risks).
Risk register A formal listing of identified risks, together with the results of the risk analysis
and risk evaluation procedures, as well as details of any risk treatments. Helps Managers
prioritise resources to minimise risk to best effect and provide assurances that progress is
being made.
Risk tolerance line The delineation on the risk matrix, risks above which cannot be accepted without
referring them to a higher authority.
Risk treatment Selection and implementation of appropriate options for dealing with risk.
Strategic/Corporate risk Risk concerned with where the organisation wants to go, how it plans to get
there and how it can ensure survival.
Tolerate/Tolerable An informed decision to accept the likelihood and impact of a particular
risk rather than trying to mitigate it usually because there are certain benefits to be
gained, or further control measures may be disproportionate to the risk.
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5 
Policy Statement – The Risk Management Approach 
1.1  The North Lanarkshire Integration Joint Board (IJB) is committed to a culture where its workforce is
encouraged to develop new initiatives, improve performance and achieve goals safely, effectively and
efficiently by appropriate application of good risk management practice. 
1.2  In doing so the IJB aims to provide safe
and effective care and treatment for
patients and clients, and a safe
environment for everyone working within
the North Lanarkshire University Health
and Social Care Partnership and others
who interact with the services delivered
under the direction of the IJB. 
1.3 The services provided under the IJB’s direction
through North Lanarkshire University Health and
Social Care Partnership (HSCP) are delivered in a
highly complex governance environment. This
includes the necessity for the HSCP to embed and
contribute to the risk governance arrangements set
out by NHS Lanarkshire and North Lanarkshire
Council, as partner organisations, in addition to the IJB’s own approach. Each partner organisation has its
own, separate, risk governance approaches and differing levels of risk tolerance. Consequently, it is essential
that these linkages and dependencies are robustly managed and that the IJB’s risk framework appropriately
blends aspects of these arrangements as it is appropriate to do so. 
1.4 The IJB believes that appropriate application of good risk management will prevent or mitigate the effects
of loss or harm and will increase success in the delivery of better clinical and financial outcomes,
objectives, achievement of targets and lead to fewer unexpected problems. 
1.5 The IJB seeks to promote an environment that is risk aware and strives to place risk management
information at the heart of key decisions. This means that the IJB can take an effective approach to
managing risk in a way that both addresses significant challenges and enables positive outcomes. 
1.6 The IJB shall regularly monitor risks and seek to ensure that progress is made in managing exposure
towards a tolerable level.  Monitoring frequency will be determined by the residual risk score in line with
the matrices that follow: 
Key benefits of effective risk management:
 appropriate, defendable, timeous and best value
decisions are made;
 risk aware decisions are based on a balanced
appraisal of risk and allow acceptance of certain
risks in order to achieve a particular goal;
 high achievement of objectives and targets;
 high levels of morale and productivity;
 better use and prioritisation of resources;
 high levels of user experience/ satisfaction with a
consequent reduction in adverse incidents,
claims and/ or litigation; and
 a positive reputation established for the IJB.
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6 
1.7 This can be seen clearly in the following matrix: 
Likelihood Impact
1 ‐Negligible 2 ‐Minor 3 ‐Moderate 4 ‐Major 5 ‐Extreme
5 ‐ Almost certain 5
Medium
10
High
15
High
20
Very high
25
Very high
4 ‐ Likely 4
Low
8
Medium
12
High
16
Very high
20
Very high
3 ‐ Possible 3
Low
6
Medium
9
Medium
12
High
15
High
2 ‐ Unlikely 2
Low
4
Low
6
Medium
8
Medium
10
High
1 ‐ Rare 1
Low
2
Low
3
Low
4
Medium
5
Medium 
1.8 The IJB will receive assurance reports on the adequacy and effectiveness of its risk management
arrangements.
1.9 The IJB will implement risk management arrangements in line with the Risk Management strategy which
covers procedures, the risk management process, systems and risk management roles and
responsibilities. 
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7 
‐
2.1 The primary objectives of this strategy will be to:
 promote awareness of risk and define responsibility for managing risk within the IJB;
 establish communication and sharing of risk information through all areas of the IJB;
 initiate measures to reduce the IJB’s exposure to risk and potential loss; and,
 establish standards and principles for the efficient management of risk, including regular monitoring,
reporting and review.
2.2 The strategy takes a positive approach to risk management. The scope applies to all risks, whether
relating to the clinical and care environment, employee safety and wellbeing, business risk, opportunities
or threats.
2.3 Strategic/Corporate risks represent the potential for the IJB to achieve (opportunity) or fail to meet
(threat) its desired outcomes and objectives as set out in the Strategic Plan, and typically these risks
require strategic leadership in the development of activities and application of controls to manage the
risk.
2.4 Operational risks represent the potential for impact (opportunity or threat) within or arising from the
activites of an individual service area or team operating within the scope of the IJB’s activities. Parent
bodies will retain responsibility for managing operational risks as operational risks will be more ‘front‐line’
in nature and the development of activities and controls to respond to these risks can be led by local
managers and team leaders. Where a number of operational risks impact across multiple service areas or,
because of interdependencies, require more strategic leadership, then these can be proposed for
escalation to ‘strategic risk’ status for the IJB.
2.5 All risks will be monitored consistently with an evaluation of risk as follows: 
Strategy Implementing the Policy
2. Introduction
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8
3.1 Risk Management is the culture, processes and structures
that are directed towards understanding uncertainty. It
supports organisational learning and builds upon existing
good practice. As a continually evolving process it has an
important role in ensuring that defendable and beneficial
decisions are made.
3.2 The IJB embeds risk management practice by consistent
application of the risk management process in accordance
with the International Risk Management Standard
ISO31000:2018 “Risk Management – Guidelines” as
illustrated in the diagram on the right, across all areas of
service delivery and business activities.
3.3 All reports to the IJB will acknowledge relevant risks.
4.1 Standard procedures (4.1.1 – 4.1.12) will be implemented across all areas of activity that are under the
direction of the IJB in order to achieve consistent and effective implementation of risk management.
4.1.1 Full implementation of the risk management process. This means that risk management information
should be used wherever possible to guide major decisions in the same way that cost and benefit analysis
is used.
4.1.2 Identification of risk using standard methodologies, and involving subject experts who have knowledge
and experience of the activity or process under consideration.
4.1.3 Risks should be described in three parts, covering:
 The root cause (weakness) ie “There is a risk that. ......... ”
 The trigger (initiating event or action) ie “because of/due to... ”
 And the impact (consequence) : “resulting in ............... ”
4.1.4 Categorisation of risk under the headings below:
 Strategic Risks: such as risks that may arise from Political, Economical, Social, Technological, Legislative
and Environmental factors that impact on the delivery of the Strategic Plan outcomes.
 Operational Risks: such as risks that may arise from or impact on Clinical Care and Treatment, Social
Care and Treatment, Customer Service, Employee Health, Safety & Well‐being, Business Continuity/
Supply Chain, Information Security and Asset Management.
4.1.5 Appropriate ownership of risk. Specific risks will be owned by/assigned to whoever is best placed to
manage the risk and oversee the development of any new risk controls required.
4.1.6 Consistent application of the agreed risk matrix to analyse risk in terms of likelihood of occurrence and
potential impact, taking into account the effectiveness of risk control measures in place. The risk matrix to
be used is shown at tbc and a list of the impact descriptors for both partner organisations is detailed in
Appendix 2.
1
3. Risk management process
4. Application of good risk management across the IJB activities
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9 
4.1.7 Risks will be scored initially without consideration of controls to provide an inherent (initial) risk score.
Thereafter risks will be scored taking account of controls measures in place to mitigate the risk, giving a
residual (current) risk score.
4.1.8 Management response to risk is proportionate to the level of risk. This means that risk may be
transferred elsewhere (ie to another partner or third party); rejected; accepted as it is; or, mitigated with
cost effective measures to bring it to a level where it is acceptable or tolerable for the IJB in keeping with
its tolerance for risk. In the case of opportunities, the IJB may take an informed risk in terms of tolerating
it if the opportunity is judged to be (1) worthwhile pursuing and (2) the IJB is confident in its ability to
achieve the benefits and manage/ contain the associated risk.
4.1.9 The IJB recognises the importance of working in partnership with all relevant internal and external
stakeholders, most notably North Lanarkshire Council, NHS Lanarkshire, South Lanarkshire IJB, externally
commissioned services and third sector partners. A memorandum of understanding is in place with North
Lanarkshire Council and NHS Lanarkshire to ensure an integrated approach to risk management (see
appendix 1).
4.1.10 Implementation and maintenance of risk registers as a means of collating risk information in a consistent
format allowing comparison of risk evaluations, informed decision‐making in relation to prioritising
resources and ease of access to information for risk reporting.
4.1.11 Reporting of strategic risks and key operational risks to the IJB on an ongoing basis.
4.1.12 Operation of a procedure for movement of risks between strategic and operational risk registers will be
facilitated by the Chief Officer.
4.2 Routine reporting of risk information within and across teams and a commitment to a ‘lessons learned’
culture that seeks to learn from both good and poor experience, will support the sharing of good practice
and reductions in adverse events, associated complaints and claims. 
5.1 In working towards this risk management vision the IJB aims to demonstrate a level of maturity where risk
management is embedded and integrated in the decision making and operations of the IJB.
5.2 The measures of success for this vision will be:
 Successful delivery of the strategic plan, objectives and targets
 Successful outcomes from external scrutiny
 Improved safety
 Promotion of innovation
 Assurance that information is accurate and that controls and systems are robust and defensible
 Fewer unexpected/ unanticipated problems
 Positive financial outcomes for the IJB
 Fewer incidents/ accidents/ complaints
 Fewer claims/ less litigation
 Consistent reporting and presentation of risks
 Recording the risk management process 
Document Title: Risk Management Policy and Strategy Owner: Chief Officer
Version No. Final 2.0 Superseded Version: N/A
Date Effective: 31/03/2023 Review Date: 31/03/2025
Realising the risk management vision –
5. Risk management vision and measures of success –
Appropriate and effective risk management practice will be embraced throughout the IJB as an enabler of
success, whether delivering better outcomes for the people of North Lanarkshire, protecting the health,
safety and well‐being of everyone who engages with the IJB or for maximising opportunity, delivering
innovation and best value, and increasing performance.
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6.1 Integration Joint Board
6.1.1 Members of the IJB are responsible for:
 oversight of the IJB’s risk management arrangements;
 receipt and review of reports on strategic risks and any key operational risks that require to be brought to
the IJB’s attention; and,
 ensuring awareness of any risks linked to IJB reports concerning new priorities, policies or emerging
from performance updates. Risks associated with such proposals should be recorded in the ‘other
implications’ section of the relevant IJB report.
6.2 Chief Officer
6.2.1 The Chief Officer has overall accountability for the IJB’s risk management framework, ensuring that
suitable and effective arrangements are in place to manage the risks relating to the functions within the
scope of the IJB. The Chief Officer will keep the Chief Executives of the IJB’s partner bodies informed of
any significant existing or emerging risks that could seriously impact the IJB’s ability to deliver the
outcomes of the Strategic Plan or the reputation of the IJB. 
6.3 Chief Finance Officer
6.3.1 The Chief Finance Officer will be responsible for promoting arrangements to identify and manage key
business risks, risk mitigation and risk financing.
6.4 Senior Leadership Team (SLT)
6.4.1 Members of the Senior Leadership Team are responsible (either collectively, or by nominating a specific
member of the team) for:
 supporting the Chief Officer and Chief Finance Officer in fulfilling their risk management responsibilities;
 arranging professional risk management support, guidance and training from partner bodies;
 receipt and review of regular risk reports on strategic, shared and key operational risks and escalating any
matters of concern to the IJB; and,
 ensuring that the standard procedures set out in section three of this strategy are actively promoted
across their teams and within their areas of responsibility. 
6.5 Individual Risk Owners
6.5.1 It is the responsibility of each risk owner to ensure that:
 risks assigned to them are monitored in keeping with the agreed risk matrix;
 data on which risk evaluations are based are robust and reliable so far as possible;
 risks are defined clearly to make explicit the scope of the challenge, opportunity or hazard and the
consequences that may arise;
 risk is reviewed not only in terms of likelihood and impact of occurrence, but takes account of any
changes in context that may affect the risk;
 controls that are in place to manage the risk are proportionate to the context and level of risk. 
Document Title: Risk Management Policy and Strategy Owner: Chief Officer
Version No. Final 2.0 Superseded Version: N/A
Date Effective: 31/03/2023 Review Date: 31/03/2025
Risk leadership and accountability
6. Governance, roles and responsibilities
Clarity of roles relating to risk management is required to ensure risks do not remain unidentified, causing
loss that could otherwise be controlled or avoided. The strategy defines individual and organisational
arrangements across the IJB and Health and Social Care Partnership.
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6.6 All persons working under the direction of the IJB
6.6.1 Risk management should be integrated into daily activities with everyone involved in identifying current
and potential risks where they work. Individuals have a responsibility to make every effort to be aware of
situations which place them or others at risk, report identified hazards and implement safe working
practices developed within their service areas. This approach requires everyone to:
 understand the risks that relate to their roles and activities;
 understand how their actions relate to their own, their patient’s, their services user’s/ client’s and public
safety;
 understand their accountability for particular risks and how they can manage them;
 understand the importance of flagging up incidents and/ or near misses to allow lessons to be learned
and contribute to ongoing improvement of risk management arrangements; and,
 understand that good risk management is a key part of the IJB’s culture. 
6.7 Partner Bodies
6.7.1 The partner bodies shall provide appropriate Risk Management support to the IJB in line with the
requirements of the Integration Scheme. They shall provide appropriate assurance to the IJB on the
adequacy and effectivness of their Risk Management arrangements as they apply to delegated
functions.
6.8 Chief Risk Officer (NHS Lanarkshire) & Corporate Risk Manager (North Lanarkshire Council) 
6.8.1 To be available for advice on implementation of the IJB risk strategy and the related processes. 
6.9 Business Support Manager (NHS Lanarkshire) 
6.10 Senior Information Risk Owner
6.10.1 Responsibility for this specific role will remain with the individual partner bodies. 
7.1 The parties will make relevant resources available to support the IJB in its risk management arrangements. 
7.2 Much of the work on developing and leading the ongoing implementation of the risk management
strategy for the IJB will be resourced through the Senior Leadership Team’s arrangements (referred to in
6.4). 
8.1 Where risks impact on a specific partner body and new risk control measures require to be developed and
funded, it is expected that the costs will be borne by that partner organisation. 
8.2 Financial decisions in respect of the IJB’s risk management arrangements will rest with the Chief Finance
Officer. 
9.1 To implement this strategy effectively, it is essential for people to have the competence and capacity to
managing risk and make risk judgements with confidence, to focus on learning from events and past
Resourcing risk management
7. Resourcing the risk management framework
8. Resourcing those responsible for managing specific risks
Training, learning and development
9. Risk management training and development opportunities
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experience in relation to what has worked well or could have been managed better, and to focus on
identifying malfunctioning ‘systems’ rather than people.
9.2 Training is essential in embedding a positive risk management culture across all activities under the
direction of the IJB and in developing risk management maturity. The Senior Leadership Team will
regularly review risk management training and development needs and source the relevant training and
development opportunities required (referred to in 6.4).
10.1 The IJB operates in a dynamic and challenging environment. A suitable system is required to ensure risks
are monitored for change in context and scoring so that appropriate response is made.
10.2 Monitoring will include review of the IJB’s risk profile at Senior Leadership Team level.
10.3 The IJB risk register will be reviewed regularly at the Senior Leadership Team and at the IJB Sub‐
Committee and IJB five times per year.
10.4 It is expected that partner bodies and the IJB will share risk reports and information for the purpose of
highlighting and managing those risks that may have a common impact; and giving assurance within the
guiding principles of “no surprises”. Risk sharing arrangements are set out in 4.1.9.
11.1 Measuring, managing and monitoring risk management performance is essential to the effective delivery
of key objectives.
11.2 Appropriate monitoring arrangements will be put in place to provide assurance on the effectiveness of
mitigating control measures. For example, specific clinical incident data can provide assurance that risks
associated with the delivery of clinical care are controlled, or, budget monitoring performance indicators
can provide assurance that key financial risks are under control.
11.3 The performance data linked to the Strategic Commissioning Plan will also inform the identification of
new risks or highlight where existing risks require more attention.
12.1 Good communication of risk management information across the IJB is essential to developing a
consistent and effective approach.
12.2 This strategy will be widely circulated via the Senior Leadership Team and will form the basis of any risk
management training arranged by the IJB.
12.3 This strategy will be reviewed regularly to ensure that it reflects current standards, best practice in risk
management and fully reflects the IJB’s business environment.
12.4 Reviewing the IJB’s risk management arrangements on a regular basis will constitute a “Plan‐Do‐Study‐
Act” review cycle that will shape future risk management priorities and activities, inform subsequent
revisions of this strategy, and drive continuous improvement in the management of risk.
Monitoring activity and performance
10. Monitoring risk management activity
11. Monitoring risk management performance
Communicating risk management
12. Communicating, consulting on and reviewing the risk management framework
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Risk Management Information System 
13. InPhase will serve as the IJB's central repository and recording mechanism for all agreed risks. It will
provide a single, consistent source of risk information, supporting effective oversight, monitoring,
reporting and escalation across the IJB. 
13. InPhase Reporting System
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NORTH LANARKSHIRE INTEGRATION JOINT BOARD PERFORMANCE, FINANCE AND AUDIT WORK PLAN 
Item  Lead Officer  Meeting Date  Recurrence  Reason / Notes 
Wednesday 19 August 2026
Financial Monitoring - Month 4 &
Period 4 (July)
Chief Finance Officer 19 August 2026 Quarterly  
IJB Performance Report (Q4) Head of Planning,
Performance & Quality
Assurance
19 August 2026 Quarterly  
Internal Audit Progress Report
2025/2026
Chief Officer – Audit
and Risk (NLC) / Chief
Internal Auditor (NHS)
19 August 2026 Quarterly  
IJB Risk Management Strategy Business Support
Manager
19 August 2026 Annual New Strategy for approval 
Wednesday 21 October 2026
Financial Monitoring - Month 6 &
Period 6 (September)
Chief Finance Officer 21 October 2026 Quarterly  
IJB Performance Report (Q1) Head of Planning,
Performance & Quality
Assurance
21 October 2026 Quarterly  
Internal Audit Progress Report
2025/2026
Chief Officer – Audit
and Risk (NLC) / Chief
Internal Auditor (NHS)
21 October 2026 Quarterly  
IJB Risk Report Chief Officer 21 October 2026 Quarterly   
Feb 2027
Financial Monitoring - Month 8 &
Period 9 (December)
Chief Finance Officer 18 February 2026 Quarterly 
Reserves Strategy 2026/27 Chief Finance Officer 18 February 2026 Annual 
Item 14
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NORTH LANARKSHIRE INTEGRATION JOINT BOARD PERFORMANCE, FINANCE AND AUDIT WORK PLAN 
Item  Lead Officer  Meeting Date  Recurrence  Reason / Notes
Annual Governance Statement
Actions - Progress Update
Chief Finance Officer 18 February 2026 Biannual  
IJB Performance Report (Q2) Head of Planning,
Performance & Quality
Assurance
18 February 2026 Quarterly 
Internal Audit Progress Report
2025/2026
Chief Officer – Audit
and Risk (NLC) / Chief
Internal Auditor (NHS)
18 February 2026 Quarterly  
External Audit Report Chief Finance Officer 18 February 2026 Annual 
Governance Log Chief Officer 18 February 2026 Biannual 
Financial Regulations Chief Finance Officer 18 February 2026 Annual 
Future Reports
Integration Joint Boards: Finance and
Performance 2025
Chief Finance Officer TBC Annual Meeting date dependant on
publishing from Audit
Scotland
Best Value Framework Chief Finance Officer TBC Triennial 
Best Value – Annual Statement of
Compliance
Chief Finance Officer TBC Annual 
Accounts Commission Reporting TBC TBC As and when publications
released from Accounts
Commission 
Local Code of Corporate Governance TBC TBC Annual 
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NORTH LANARKSHIRE INTEGRATION JOINT BOARD PERFORMANCE, FINANCE AND AUDIT WORK PLAN 
Item  Lead Officer  Meeting Date  Recurrence  Reason / Notes     
Risk Management Annual Report Business Support
Manager
TBC Annual 
Pharmacy Savings Approach TBC TBC  Added to work plan from PFA
rolling action log 
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