ITEM 13 IJB Reserves Strategy 2023_24

North Lanarkshire Council · 21 February 2024
Back to IJB Performance, Finance and Audit Committee — 21 February 2024 and its agenda

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REPORT
Item No:13 
SUBJECT: IJB Reserves Strategy 2023/24
TO: Performance, Finance and Audit Committee
Lead Officer for
Report:
Ross McGuffie Chief Officer NL HSCP
Author(s) of Report Amanda Kilburn, Chief Finance Officer
DATE: 21st  February 2024 
1. PURPOSE OF REPORT
1.1 This paper is coming to the PFA Committee 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 PFA Committee: 
(1) Acknowledge the contents of the report; and
(2) Approve the proposed realignment of reserves in appendix 1. 
4. VARIATIONS TO DIRECTIONS 
Yes  No  N/A 
5. BACKGROUND/SUMMARY OF KEY ISSUES
5.1 Consistent with a number of other Health and Social Care Partnerships, an
underspend was reported to the IJB on 21 June 23 totalling £35.495m and was
transferred to reserves.  This 2022/23 underspend included funding made available
by the Scottish Government to progress policy commitments and national priorities. 
6. CONCLUSIONS
6.1 The IJB Reserves Strategy 2023/24 provides an opportunity to strengthen long-term
financial sustainability by considering all current reserves to ensure those held are
still required and sufficient to meet on-going pressures.  The IJB Reserves Strategy
2023/24 will enable the IJB to balance current commitments whilst planning and
addressing financial risks.

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6.2 It is essential for the long-term financial stability and the sustainability of the IJB that
sufficient funds are held in reserve to manage unanticipated pressures from year to
year. The requirement for financial reserves is acknowledged in statute and is part of
a range of measures in place to ensure that section 106 public bodies do not over-
commit themselves financially. 
7. IJB RESERVES STRATEGY 2023/24
7.1 As detailed in the summary table below, the reserve balances at 31 March 2023 were
£97.946m. This figure comprised of £47.408m earmarked reserves to support the
delivery of projects which span financial years and £27.577m ring-fenced monies to
enable the IJB to deliver on specific Scottish Government funded programmes.  The
remaining balance of £22.961m, are risk-based and contingency reserves which are
not held to meet any specific liability and offer the IJB some flexibility to deal with
unforeseen events or emergencies. 
LEAD  SUMMARY
Revised
Balance As At
31 March 2023
£m
NHSL Ring-Fenced Reserves 27.577
NHSL & NLC Earmarked Reserves 47.408
NHSL & NLC Risk-Based Reserves 14.901
NHSL Contingency Reserves 8.060
Total 97.946 
7.2 A further in-year analysis and review was carried out with both partners in respect of
all reserves to ensure the reserves held in 2023/24 were still required and sufficient
to meet on-going pressures. 
7.3 As a result of this review, it was evident that some of the reserves were no longer
required for their original purpose.  This has been driven by two key factors; (i) due to
changes and redesign to services, has resulted in making the held reserve no longer
fit for purpose; and (ii) the need to consider the utilisation of reserves in the context of
the IJB Strategic Commissioning Plan 2023-26 and the range of pressures that
remain as a result of the Medium-Term Financial Plan 2023-26. 
7.4 Following on from the above, a proposed realignment of reserves has been
determined, as summarised in Appendix 1.  The revised structure of the reserves will
continue to enable the IJB to meet its agreed strategic objectives, and Scottish
Government policy requirements. 
7.5 The table below shows the revised summary position of the proposed realignment
which would increase the risk-based and contingency reserves from £22.961m at the
start of the financial year to £26.07m:

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LEAD  SUMMARY
Opening
Balance As At
1 April 2023
Proposed
Transfers To /
From Reserves
Drawdown
from
Reserves
Revised Balance
As At
31 March 2024
£m £m £m £m
NHSL Ring-Fenced Reserves 19.191 (0.224) (8.473) 10.494
NHSL & NLC Earmarked Reserves 33.324 0.326 (2.676) 30.974
NHSL & NLC Risk-Based Reserves 12.952 8.237 (6.172) 15.017
NHSL Contingency Reserves 8.060 2.993 0.000 11.053
NHSL & NLC Closed Reserves 24.419 (11.332) (13.087) 0.000
Total 97.946 0.000 (30.408) 67.538 
7.6 A detailed analysis of the realignment and audit trail of the movement of reserves
throughout this financial year is at Appendix 1 and 2. 
8. RISK
8.1 As part of the development of the financial plan and in line with the North Lanarkshire
IJB Financial Plans, if possible, it is recommended that the risk-based and
contingency reserves are established as a percentage of the mainstream financial
envelope as follows: 
Year 2022/2023 2023 to 2030
Contingency Reserve % 3% 5% 
8.2 The IJB contingency reserves currently equate to 4.6% of the financial envelope,
however, following completion of the 2023/24 financial year end, it is anticipated this
percentage may increase. 
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.

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9.3 FINANCIAL
This paper has been reviewed by Finance: 
Yes  No  N/A

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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 Challenges High Amanda Kilburn
National Set-Aside Budget High Ross McGuffie
Hosted Services Medium Ross McGuffie
Prescribing Activity and Costs Very High Ross McGuffie
Third and Voluntary sector Low Ross McGuffie
Ineffective Governance Arrangements Medium Ross McGuffie 
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 Head of Financial Solutions
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.

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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
None. 
11. APPENDICES   
Appendix 1HSCP Reserves Realignment 
Appendix 2Movement of Reserves Year to Date 
Chief Finance Officer 
Members seeking further information about any aspect of this report, please contact
Amanda Kilburn on telephone number 07816 126362.

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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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Appendix 1 
Proposed Realignment 
HSCP Reserves Realignment 
Opening
Balance As At
1 April 2023
Transfers /
Drawdown
From
Reserves
New
Reserves
Awaiting IJB
Approval 
Close
Reserve 
Increase
Reserve
Total Risk-
Based and
Contingency
Reserves
£m £m £m £m £m £m
Area Wide Services - Health Promotion - North Lanarkshire Leisure agreement 0.123 - - (0.123) - -
Area Wide Services - Primary Care Corporate (iHUB Project - NES funding) 0.034 - - (0.034) - -
Care Homes Allocation 0.318 - - (0.318) - -
Champions Board, Promise & Public Potection Joint Resourcing Funding (HSCP Contribution) 0.172 - - (0.172) - -
Discharge Support Workers Band 4 x 2 WTE 0.107 - - (0.107) - -
Distinction Awards 0.036 - - (0.036) - -
Forensic Band 3 x 5 WTE 0.147 (0.035) - (0.112) - -
GP-IT Reprovisioning Gap 0.181 - - (0.181) - -
Integrated Authority Support (Future Service Recovery) 4.926 (0.090) - (4.836) - -
Psychology Posts 2 x Band 6 0.098 - - (0.098) - -
Supervisor Training 0.065 - - (0.065) - -
Social Care Regrading of Staff (SSW, SP, SW, OT, TL and TM) 3.169 (0.346) - (2.823) - -
Long Covid Contingency 1.949 (1.199) - (0.750) - -
Mental Health Psychology Posts 0.670 (0.142) - (0.528) - -
Prescribing Fund 4.361 (3.835) - - 3.835 4.361
Contingency Balance Held By NHSL 8.060 0.218 - - 2.775 11.053
Social Care Demand 8.591 (1.508) - - 3.573 10.656
TOTAL 33.007 (6.937) 0.000 (10.183) 10.183 26.070

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Appendix 2
North Lanarkshire IJB
APPENDIX 2
Movement on Reserves Audit Trail NHSL & NCL
LEAD RING-FENCED RESERVES
Opening
Balance AsAt
1 April 2023
Transfers
To / From
Reserves
Drawdown
from
Reserves
Revised
Balance AsAt
31 December
2023
Movement
in
Reserves
2023/24
To Be
Drawn
Down
2023/24
To Be
Drawn
Down
2024/25
Ongoing
Ambition
Statement &
Performance
£m £m £m £m £m
NHSL Alcohol and Drug Partnership - Long Acting Buprenorphine 0.255 0.255 0.000 ✓ ✓ 1, 2, 4, 5
NHSL Area Wide Services - Refugees and Displaced Persons 0.250 (0.144) 0.106 -0.144 ✓ 1, 2, 4, 5
NHSL Blood-Borne Viruses Services 0.171 (0.034) 0.137 -0.034 ✓ ✓ 1, 2, 4, 5
NHSL Children and Adolescent Mental Health Services 4.101 (1.252) 2.849 -1.252 ✓ 1, 2, 4, 5
NHSL Community Living Change Fund 1.298 1.298 0.000 ✓ ✓ 1, 4, 5
NHSL Hospital at Home Services - Support Development 0.621 (0.084) 0.537 -0.084 ✓ ✓ 1, 2, 4, 5
NHSL Learning Disabilities Health Checks 0.246 0.246 0.000 ✓ ✓ 2, 3
NHSL Long Covid Pathways 0.764 (0.224) (0.462) 0.078 -0.686 ✓ 2, 3, 4, 5
NHSL Mental Health and Learning Disability Services - Action 15 3.930 (2.640) 1.290 -2.640 ✓ ✓ 1, 2, 4, 5
NHSL Mental Health - Diagnostic Support Service Dementia Post 0.751 (0.128) 0.623 -0.128 ✓ ✓ 1, 2, 3, 4, 5
NHSL Mental Health Eating Disorders 0.070 (0.034) 0.036 -0.034 ✓ 1, 2, 4, 5
NHSL Mental Health Neurodevelopmental Pathways 0.100 (0.015) 0.085 -0.015 ✓ ✓ 1, 2, 4, 5
NHSL Mental Health Recovery Renewal - Facilities Projects 1.840 1.840 0.000 ✓ 1, 2, 4, 5
NHSL Mental Health Wellbeing in Primary Care Services 0.148 0.148 0.000 ✓ 1, 2, 4, 5
NHSL North Planning Band 2-4 Posts 0.933 (0.890) 0.043 -0.890 ✓ 1, 2, 3, 4, 5
NHSL Staff Wellbeing 0.254 0.254 0.000 ✓ 3
NHSL Third Sector Initiatives To Improve Health 0.306 0.306 0.000 ✓ ✓ ✓ 1, 2, 3, 4, 5
NHSL Unscheduled Care Funding 3.120 (2.790) 0.330 -2.790 ✓ ✓
NHSL Upper GIDietetics Band 4 0.033 0.033 0.000 ✓ 3
TOTAL RING-FENCED RESERVES 19.191 (0.224) (8.473) 10.494 (8.697)
LEAD EARMARKED RESERVES
Opening
Balance AsAt
1 April 2023
Transfers
To / From
Reserves
Drawdown
from
Reserves
Revised
Balance AsAt
31 December
2023
Movement
in
Reserves
2023/24
To Be
Drawn
Down
2023/24
To Be
Drawn
Down
2024/25
Ongoing
Ambition
Statement &
Performance
£m £m £m £m £m
NHSL Adult Social Care Winter Preparedness Fund 1.941 (0.941) 1.000 -0.941 ✓ ✓ 1, 2, 3, 4, 5
NLC Adaptations Fund 0.289 0.099 0.388 0.099 ✓ 2, 4
NLC Adult Protection (share with C&F and NHSL) 0.050 0.050 0.000 ✓ ✓ 1, 2, 4, 5
NLC Advocacy Services 0.118 0.118 0.000 ✓ ✓ 1, 2, 4, 5
NHSL Breast Feeding Team (2 year funding) 0.828 (0.067) 0.761 -0.067 ✓ ✓ 1, 2, 5
NLC Business Case - Non-Recurring NLC Costs 3.811 0.001 3.812 0.001 ✓ ✓ 1, 2, 3, 4, 5
NLC Carers Act 2018 - Support 2.643 0.058 2.701 0.058 ✓ ✓ ✓ 1, 2, 4, 5
NHSL Children and Adolescent Mental Health Services - Udston Top Up Funding 0.346 (0.078) 0.268 -0.078 ✓ 4
NHSL Childrens Services - Paediatric Band 7, Band 6 x 4.12 WTE, Band 2 x 9.59 WTE 0.414 (0.210) 0.204 -0.210 ✓ ✓ 3
NHSL Development of Chryston Community Health Clinic 0.212 0.212 0.000 ✓ 1, 5
NHSL Dietetics Services - Double Running Costs 0.110 (0.040) 0.070 -0.040 ✓ ✓
NLC Digital and IT Strategy TechnologyImprovements - Community Alarms 0.588 0.588 0.000 ✓ ✓ 2, 3
NLC Digital and IT Strategy Technology Improvements - Home Support Scheduling System 3.776 3.776 0.000 ✓ ✓ ✓ 2, 3
NLC Digital and IT Strategy Technology Improvements - Other 0.566 0.566 0.000
NLC Digital and IT Strategy TechnologyImprovements - SWIS 0.700 0.700 0.000 ✓ ✓ 2, 3
NLC Financial Strategy - Changes to LAServices Muirpark 1.099 (0.419) 0.680 -0.419 ✓
NHSL Health Inequalities - Screening 0.071 (0.020) 0.051 -0.020 ✓ ✓ 2
NHSL Health Visiting Students/Trainees 0.484 0.090 (0.192) 0.382 -0.102 ✓ ✓ 3
NLC Home Support Resilience (2 year funding) 3.498 0.148 3.646 0.148 ✓ ✓ 3, 4
NHSL HR Employability Team (2 year funding, 50:50 split between North and South) 0.187 (0.101) 0.087 -0.101 ✓ ✓ 3
NLC IJB Helpline (2 years funding) 0.575 0.575 0.000 ✓ ✓ 1, 4, 5
NHSL Kylepark Works 1.578 1.578 0.000 ✓ 4, 5
NLC Mental Health Social Workers 2 x NL10 x 24 months 0.069 0.120 0.189 0.120 ✓ ✓ 3, 4
NHSL Mental Health Wards Window Replacement 0.650 0.650 0.000 ✓ 2, 4
NHSL Minor Capital Works 1.162 (0.093) 1.069 -0.093 ✓ ✓ 3
NHSL Neonatal & Paediatrics Dieteics Intervention (3 year funding) 0.550 (0.052) 0.498 -0.052 ✓ ✓ ✓ 1, 2, 5
NHSL Organisational Development Fund 0.260 0.260 0.000 3
NHSL Paediatric Diabetes Insulin Pumps and Additional Staff 0.881 (0.292) 0.589 -0.292 ✓ ✓ 1, 2, 3
NLC Planned Date of Discharge - Discharge To Assess 0.304 0.304 0.000 ✓ ✓ 1, 5
NLC Planned Date of Discharge - Locality Social Work Manager Post 0.077 0.077 0.000 ✓ ✓ 3
NHSL Podiatry Services - Foot Screening 0.426 (0.065) 0.361 -0.065 ✓ ✓ 1, 2
NHSL Prisioner Healthcare - Transitional Project Band 8A 0.070 (0.038) 0.032 -0.038 ✓ ✓ 3
NHSL Regrading of Posts Including Backpay 0.250 0.250 0.000 ✓ ✓ 3
NHSL Scottish Clinical Leadership Fellowship 0.100 (0.019) 0.081 -0.019 ✓ ✓ 3
NHSL Sexual Health Services - Forensic Medical 0.175 0.035 (0.035) 0.175 0.000 ✓ ✓ 1, 2
NHSL Sexual Health Services - Long-Acting Reversible Contraception (LARC) 0.491 (0.087) 0.404 -0.087 ✓ ✓ 1, 2
NLC Social Care Contracting Staff within Quality Assurance Services 0.003 0.157 0.160 0.157 ✓ ✓ 3
NLC/NHSL Staff Training Academy 2.400 0.037 (0.155) 2.282 -0.118 ✓ ✓ ✓ 3
NHSL Stigma Free Lanarkshire (3 year funding) 0.450 0.450 0.000 ✓ ✓ ✓ 2, 4
NLC Violence Against Women (Joint Initiative with SLC and C&F) 0.030 0.030 0.000 ✓ 1, 2, 4, 5
NHSL Vulnerable and Complex Cases - Test of Change 1.092 (0.192) 0.900 -0.192 ✓ ✓ 5
TOTAL EARMARKED RESERVES 33.324 0.326 (2.676) 30.974 (2.350)

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-30.408
LEAD RISK-BASED RESERVES
Opening
Balance AsAt
1 April2023
Transfers
To / From
Reserves
Pending
Drawdown
from
Reserves
Revised
Balance AsAt
31 December
2023
Movement
in
Reserves
2023/24
To Be
Drawn
Down
2023/24
To Be
Drawn
Down
2024/25
Ongoing
Ambition
Statement &
Performance
£m £m £m £m £m
NHSL Prescribing Fund 4.361 3.835 (3.835) 4.361 0.000 ✓ ✓ 2, 4
NLC Social Care Demand 8.591 4.402 (2.337) 10.656 2.065 ✓ ✓ ✓ 2, 4
TOTAL RISK-BASED RESERVES 12.952 8.237 (6.172) 15.017 2.065
LEAD CONTINGENCY FUND RESERVES
Opening
Balance AsAt
1 April2023
Transfers
To / From
Reserves
Drawdown
from
Reserves
Revised
Balance AsAt
31 December
2023
Movement
in
Reserves
2023/24
To Be
Drawn
Down
2023/24
To Be
Drawn
Down
2024/25
Ongoing
Ambition
Statement &
Performance
£m £m £m £m £m
NHSL ContingencyBalance Held ByNHSL 8.060 2.993 11.053 2.993 ✓ ✓
TOTAL CONTINGENCY FUND RESERVES 8.060 2.993 0.000 11.053 2.993
LEAD CLOSED RESERVES
Opening
Balance AsAt
1 April2023
Transfers
To / From
Reserves
Drawdown
from
Reserves
Revised
Balance AsAt
31 December
2023
Movement
in
Reserves
2023/24
To Be
Drawn
Down
2023/24
To Be
Drawn
Down
2024/25
Ongoing
Ambition
Statement &
Performance
£m £m £m £m £m
NHSL Alcohol and Drug Partnership Funding 2.926 (2.926) 0.000 -2.926 ✓ 1, 2, 4, 5
NHSL Alcohol and Drug Partnership - LocalImplementation Plan 0.167 (0.167) 0.000 -0.167 ✓ 1, 2, 4, 5
NHSL AreaWide Services - Health Promotion - North Lanarkshire Leisure agreement 0.123 (0.123) 0.000 -0.123
NHSL AreaWide Services - NES Training 0.132 0.006 (0.138) 0.000 -0.132 ✓ 3
NHSL AreaWide Services - PrimaryCare Corporate (iHUB Project - NES funding) 0.034 (0.034) 0.000 -0.034
NHSL Assistive TechnologyContract x12 months (ATC) 0.008 (0.008) 0.000 -0.008 ✓ 3, 4
NHSL Business Case - Health Care SupportWorkers, Multi-DisciplinaryTeams 1.797 (1.797) 0.000 -1.797 ✓ 1, 2, 3, 4, 5
NHSL Care Homes Allocation 0.318 (0.318) 0.000 -0.318 2, 5
NHSL Champions Board Funding 0.172 (0.172) 0.000 -0.172
NHSL Covid-19 Funding 0.007 (0.007) 0.000 -0.007 ✓ 2, 3, 4, 5
NHSL Discharge SupportWorkers Band 4 x2 WTE 0.107 (0.107) 0.000 -0.107 3
NHSL Distinction Awards 0.036 (0.036) 0.000 -0.036 3
NHSL District Nursing - Scottish Government Funded 0.376 (0.376) 0.000 -0.376 ✓ 1, 2, 4, 5
NHSL Forensic Band 3 x5WTE 0.147 (0.147) 0.000 -0.147 3
NHSL GPITReprovisioning Gap 0.181 (0.181) 0.000 -0.181
NHSL Integrated AuthoritySupport 4.926 (4.926) 0.000 -4.926
NHSL Learning Disabilities Band 3 x4 FTE 0.118 (0.118) 0.000 -0.118 ✓ 3
NLC Local Government PayAward 23/24 2.653 0.177 (2.830) 0.000 -2.653 ✓ 3
NLC Long Covid Contingency 1.949 (1.949) 0.000 -1.949 2, 3, 4, 5
NHSL Medical Director - Child Death Review Funding 0.012 (0.012) 0.000 -0.012 ✓ 2
NHSL Mental Health and Learning DisabilityServices - Distress Brief Intervention 3.155 (3.155) 0.000 -3.155 ✓ 1, 2, 4, 5
NHSL Mental Health Covid Clinicians (Cossette) 0.200 (0.200) 0.000 -0.200 ✓ 1, 2, 4, 5
NHSL Mental Health Pharmacy RecoveryPlan 0.175 (0.175) 0.000 -0.175 ✓ 1, 2, 4, 5
NHSL Mental Health Perinatal, Infant, Maternityand Neonatal 0.005 (0.005) 0.000 -0.005 ✓ 1, 2, 4, 5
NHSL Mental Health PsychologyPosts 0.670 (0.528) (0.142) 0.000 -0.670 ✓ 1, 2, 3, 4, 5
NHSL NES SLAPharmacy Training 0.173 (0.173) 0.000 -0.173 ✓ 3
NHSL PsychologyPosts 2 xBand 6 0.098 (0.098) 0.000 -0.098 3, 4
NLC Social Care Regrading of Staff (SSW, SP, SW, OT, TL and TM) 3.169 (2.823) (0.346) 0.000 -3.169 ✓ ✓ ✓ 3
NHSL Supervisor Training 0.065 (0.065) 0.000 -0.065 3
NHSL Test and Protect Funding 0.520 (0.520) 0.000 -0.520 ✓ 1, 2
TOTAL CLOSED RESERVES 24.419 (11.332) (13.087) 0.000 (24.419)
TOTAL RESERVES 97.946 0.000 (30.408) 67.538 (30.408)
KEY AmbitionStatement & Performance
1 Do theright thingfirst time.
2 Increased focus on prevention, earlyintervention andtackling inequalities byworking with communities and people.
3 Developand support a workforce for the future.
4 Improvemental health and wellbeing.
5 Supporting peoplethrough a whole familyapproach.