05 -2025-08-27 IJB PFA - Financial Monitoring Report
North Lanarkshire Council · 27 August 2025
Back to IJB Performance, Finance and Audit Committee — 27 August 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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REPORT Item No: 5 1. PURPOSE OF REPORT 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 2025 to 30 June 2025 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; and (2) Acknowledge the projected outturn for 2025/26 is an overspend of £4.945m 4. VARIATIONS TO DIRECTIONS 5. BACKGROUND 5.1 In line with the integration scheme, North Lanarkshire IJB directs budget back to North Lanarkshire Council (NLC) and NHS Lanarkshire (NHSL), the partner organisations, who provide the associated services. 5.2 Direction Letters were approved by the IJB and issued to both NLC and NHSL in March 2025 to direct them to carry out the integrated functions delegated to the IJB and to confirm the resources to be allocated for the resultant services in the forthcoming year.1 As detailed within these, the focus for the year ahead will be on the implementation of the programme of work for the IJB’s Strategic Commissioning Plan 2023-26. 1 IJB Directions Letters SUBJECT: Financial Monitoring Report 2025/26 TO: Performance, Finance and Audit Committee Lead Officer for Report: Chief Officer Author(s) of Report Chief Finance Officer DATE: 27 August 2025 Yes No N/A
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5.3 Both Partners provide the required information on operational budget performance from their respective financial systems. This information is then consolidated to provide reports to the Board on delegated health and social care services. Budget monitoring is undertaken by the finance teams within NLC and NHSL, overseen by the Chief Finance Officer. 6. 2025/26 BUDGET 6.1 The Medium Term Financial Plan (MTFP) for 2025/26 to 2027/28 was approved in March 2025 which identified a 3 year budget gap for the Partnership of £51.854m, of which £14.959m relates to 2025/26. The budget for the Partnership this year is £859.034m as detailed in Appendix 1. 6.2 Throughout the year, adjustments are made to the original budget due to additional budget allocations and budget transfers. Appendix 2 provides a reconciliation of the budget adjustments applied to date. 7. 2025/26 FINANCIAL PERFORMANCE 7.1 The information within this report is based on the NHSL month 3 report (to 30 June 2025) and NLC period 3 report (to 20 June 2025). This shows a projected year end overspend of £4.945m, assuming the current trajectory of spend continues throughout the financial year. Table 1 provides a summary of the Partnership’s position. Table 1 7.2 The projected year end variance can be attributed to £0.994m underspend in relation to the services delegated to health offset by a £5.939m overspend for services delegated to social care. Appendix 3 details the projected variances within each area. 7.3 An explanation of the significant operational projected variances within these delegated services are provided below: 7.3.1 Employee Costs (Pays) – underspend of £8.889m There continues to be challenges service wide in recruitment and retention. For a wide range of posts, recruitment has been unsuccessful due to the availability of the skill mix required or the competition being offered by other private and public sectors. Section 10 of this report provides further detail on vacancy levels and the impact these are having on agency, bank aide and overtime costs. Annual Projected Projected Budget Outturn Outturn Variance £m £m £m Core Delegated Services 576.007 584.343 (8.336) Hosted Services 205.629 202.238 3.392 Set Aside Services 77.397 77.397 0 Total 859.034 863.979 (4.945)
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Social Care Services 7.3.2 Excluding employee costs reported in section 7.2.1, the services delegated to Social Care are projecting an overspend of £6.716m, the majority of which is within Payment to Other Bodies. The costs reported within this area are predominantly Care at Home and Independent Care Homes. As part of the MTFP £7.548m was removed from these budgets to recognise the savings to be made in these areas throughout 2025/26. The overspend therefore recognises that most of these savings are yet to be achieved. More detail is provided on the savings achieved to date in section 9. 7.3.3 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 1,344 care plans but at present the number of care plans is 1,451 resulting in an overspend of £4.210m. • Care at Home costs are projected to overspend by £2.907m, the budget is based on funding 2,514 care plans however the actual plans in place total 2,767. Health Services 7.3.4 Non pay costs have a year to date overspend of £1.799m resulting in the reported projected overspend of £7.1m. A decision was taken as part of the financial planning process to eliminate all historical cost pressures within non pay areas and instead report any financial gaps centrally. The intention is to generate savings through sustainability and value exercises to offset this overspend, if successful it will result in this outturn position improving over the coming months. 7.3.5 The year end overspend on prescribing for 2024/25 was £4.757m therefore to recognise historical pressures and anticipate a level of further growth the budget was increased by £12.350m. The impact of this is that a break even position is being projected this financial year. Based on data available to April 2025 and estimated data for May and June 2025 the cost per item has decreased to £10.23 from £10.37, and the number of items being dispensed has increased by 5.6% based on the same period last year. 7.3.6 Hosted Services are forecasting an overall underspend of £3.392m. There are a number of offsetting variances across this area however the most significant underspends are within Podiatry, CAMHS, Speech & Language Therapy and Psychological Therapies which are partially offset by overspends in Children’s Services and Learning Disability Services 8. GENERAL RESERVES 8.1 It is important 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 s106 public bodies do not over- commit themselves financially.
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8.2 The opening reserves balance for 2025/26 was £75.554m and the current IJB reserves position after adjustments for the drawdown of in-year reserves, is a revised balance of £72.556m and is summarised in table 2. Table 2 LEAD SUMMARY Opening Balance as at Transfers To / From Reserves Drawdown from Reserves Projected Balance as at 1st April 2025 31st March 2026 £m £m £m £m NHSL Ring-Fenced Reserves 14.839 0.000 -0.649 14.190 NLC/NHSL Earmarked Reserves 25.060 0.000 -2.349 22.711 NLC/NHSL Risk-Based Reserves 21.536 0.000 0.000 21.536 NHSL Contingency Reserves 14.119 0.000 0.000 14.119 NLC/NHSL Closed Reserves 0.000 0.000 0.000 0.000 Total 75.554 0.000 -2.998 72.556 8.3 A detailed list of all reserve movements during 2025/26 is detailed in appendix 5 including a key guidance table showing how the reserves are aligned to the five ambition statements detailed in the Strategic Commissioning Plan 2023-26. 8.4 Board Directors should note the transfer of £0.629m between Pharmacy Mental Health Recovery and School Nursing, this is simply the result of an error when the reserves were agreed at the start of the financial year. 9. SAVINGS 9.1 As detailed in section 6, the MTFP identified a budget gap for 2025/26 of £14.959m and the response to this was to develop service redesign and transformation actions. 9.2 These are summarised in Table 3. Table 3 SERVICE REDESIGN & TRANSFORMATION £m Social Care Services 10.386 Home Support 2.838 Independent Care Homes 4.710 Care at Home 2.838 Health Care Services 4.573 Budget Management Non Pays 0.247 Prescribing 4.326 TOTAL 14.959
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9.3 Savings are monitored monthly at the Senior Management Team Finance meeting. Progress is provided by the Senior Management Team on actions being taken against the service transformation work. This includes an update on the following work streams: • A poly pharmacy review • A review of non pay budgets • The roll out of “Getting it Right for Everyone” • Updates on the financial planning assumptions • Review of all vacant posts. 9.4 The current IJB savings position at the end of June 2025, show total savings achieved of £1.917m (13%). This is summarised in chart 1 with more detail provided at Appendix 6. Chart 1 9.5 The reserves strategy, as outlined in section 10 of the MTFP, recognises that savings plans can take time to implement and therefore the contingency and risk based reserves are being held to fund any savings gaps that cannot be met during the year. 10. VACANCY POSITION 2025/26 10.1 Table 4 shows the full time equivalent (FTE) vacancy numbers at 30 June 2025 within each service compared against their budgeted establishment. 14.959 1.917 1.131 0.786 Delivery Plan Target £m Total Savings Achieved £m Health Achieved to Date Social Care Achieved to Date 0.000 5.000 10.000 15.000 20.000 25.000 30.000 £m North Lanarkshire IJB Savings Delivery Plan
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Table 4 Service Position as at 30 June 2025 Establishment Actual Vacancies FTE FTE FTE North West Locality 391.78 367.39 24.39 North East Locality 331.25 318.36 12.89 Adult Services 288.44 267.89 20.55 Children Services 597.29 559.48 37.81 Mental Health 1,226.38 1,252.27 -25.89 Social Care Services 967.10 825.38 141.72 Home Support 996.57 930.45 66.12 Other 229.09 217.55 11.54 TOTAL 5,027.90 4,738.77 289.13 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 and summarised in Table 5. Table 5 SERVICE Costs As At 30 June 2025 Overtime Excess Part Time Bankaide Agency TOTAL £m £m £m £m £m North West Locality 0.013 0.007 0.214 0.000 0.234 North East Locality 0.006 0.001 0.141 0.000 0.149 Adult Services 0.015 0.027 0.076 0.000 0.118 Children Services 0.009 0.024 0.239 0.046 0.317 Mental Health 0.075 0.018 1.224 0.606 1.923 Social Care Services 0.087 - - 0.000 0.087 Home Support 0.581 - - - 0.581 Other 0.004 0.003 0.018 - 0.025 TOTAL 0.789 0.080 1.912 0.652 3.434
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12. IMPLICATIONS 12.1 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 ☒ 12.2 ASSOCIATED MEASURE(S) Each partner is required to remain within their approved budgetary provision. 12.3 FINANCIAL This paper has been reviewed by Finance: Yes No N/A 12.4 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 Very High Nicola Scott Prevention and Detection of Fraud, Bribery and/or Corruption Low Claire Rae National Set-Aside Budget High Claire Rae Hosted Services Medium Claire Rae Prescribing Activity and Costs Very High Claire Rae Pharmacy Pressures within Prison Service High Claire Rae Third and Voluntary Sector Low Claire Rae Ineffective Governance Arrangements Low Claire Rae 12.5 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.
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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) 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. 12.6 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 13. BACKGROUND PAPERS None. 14. APPENDICES Appendix 1 North Lanarkshire IJB Annual Budget 2025/26 Appendix 2 IJB Budget Reconciliation 2025/26 Appendix 3 North Lanarkshire Revenue Budget Position to 30 June 2025 Appendix 4.1 Hosted Services led by North Partnership to 30 June 2025 Appendix 4.2 Hosted Services led by South Partnership to 30 June 2025 Appendix 5 Movement in Reserves 2025/26 Appendix 6 Savings Progress to 30 June 2025 Appendix 7 Analysis of Additional Employee Costs 2025/26
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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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Appendix 1 North Lanarkshire IJB Annual Budget 2025/26 Care Group Annual Budget £m 2025/26 Health Care Services Health Care 300.041 Hosted Services 205.629 Set-Aside Budget 77.397 Total Expenditure - NHSL 583.068 Social Care Services Social Care Services Gross Expenditure 279.204 Social Care Services Gross Income (5.811) Social Care Services Net Expenditure 273.393 Housing Revenue Account 2.573 Social Care, Housing and Transport Services Net Expenditure 275.966 Total Expenditure - NHSL and NLC 859.034 Funded By: £m NHS Lanarkshire Funding (580.070) Social Care Funding (24.119) Resource Transfer (24.690) Commissioned Services (7.225) Transfer from Reserves (Approved) (2.998) Total Funding - NHSL (639.103) NLC Funding - Social Care Services (217.358) NLC Funding - Housing Services (2.573) Transfer from Reserves (Approved) 0.000 Total Funding - NLC (219.931) Total Funding - NHSL and NLC (859.034)
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Appendix 2 North Lanarkshire IJB Budget Reconciliation 2025/26 2025/26NHSL Financial Allocation to North Lanarkshire HSCP £m 2025/26 NLC Financial Allocation to North Lanarkshire HSCP £m 2025/26 North Lanarkshire HSCP Financial Allocation 274.566 2025/26 North Lanarkshire HSCP Financial Allocation 217.358 2025/26 Area Wide 8.021 NLC Funding - Housing Services 2.573 2025/26 Prescribing 86.525 NLC Financial Allocation at 20 June 2025 219.931 Set-Aside Budget 77.397 South Hosted @ 52% 43.332 Family Health Service South @ 52% 136.482 NHSL Financial Allocation at 31 May 2025 626.323 Budget Adjustments Posted in Month 3 IJB Reserves North 0.550 Income North 1.275 Allocations 0.911 Pay Award 6.554 SLA Uplift 1.676 Area Wide Increase 0.243 South Hosted @ 52% 1.497 Family Health Service South @ 52% 0.074 NHSL Financial Allocation at 30 June 2025 639.102
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Appendix 3 North Lanarkshire IJB Revenue Budget Position 1 April 2024 to 30 June 2025 Annual Year To Date Variance Projected Year End Outturn Budget Budget Actual Total Total 2025/26 June 2025 June 2025 June 2025 2025/26 £m £m £m £m £m Health Care Services Locality and Other Services 59.501 15.444 16.049 (0.605) (2.419) Addiction Services 4.433 1.122 1.122 0.000 0.001 Medical and Nursing Directorate 4.106 0.958 0.911 0.047 0.187 Prescribing 85.457 20.564 20.564 0.000 0.000 Out of Area Services 1.723 0.431 0.492 (0.061) (0.243) Area Wide Services 8.264 1.759 1.740 0.019 0.077 Family Health Services 136.556 35.264 35.264 0.000 0.000 Hosted Services 205.629 50.814 49.967 0.847 3.392 Set-Aside Budget 77.397 19.349 19.349 0.000 0.000 Total Expenditure - NHSL 583.068 145.704 145.457 0.247 0.994 Social Care Services Social Care Services Gross Expenditure 279.204 64.432 65.779 (1.348) (5.839) Social Care Services Gross Income (5.811) (1.341) (1.318) (0.023) (0.100) Social Care Services Net Expenditure 273.393 63.091 64.461 (1.371) (5.939) Housing Revenue Account 2.573 0.594 0.594 0.000 0.000 Social Care, Housing and Transport Services Net Expenditure 275.966 63.684 65.055 (1.371) (5.939) Total Expenditure - NHSL and NLC 859.034 209.389 210.512 (1.123) (4.945) Care Group Year To Date
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Appendix 4.1 Hosted Services Led by the North Partnership Annual Budget 2025/26 Year to Date Year to Date North Lanarkshire IJB - 52% Share South Lanarkshire IJB - 48% Share June 2025 June 2025 June 2025 June 2025 June 2025 June 2025 Budget Actual Variance Budget Actual Variance £m £m £m £m £m £m £m Sexual Health Services 3.895 0.521 0.442 0.079 0.481 0.481 0.000 Continence Services 3.342 0.432 0.397 0.034 0.399 0.399 0.000 Immunisation Services 2.704 0.572 0.570 0.002 0.528 0.528 0.000 Speech and Language Therapy Services 7.906 1.004 0.781 0.223 0.926 0.926 0.000 Children and Adolescents Mental Health Services 16.926 1.911 1.646 0.264 1.764 1.764 0.000 Children’s Services 15.432 1.979 2.133 (0.154) 1.826 1.826 0.000 Integrated Equipment and Adaptations Store 0.567 0.074 0.071 0.003 0.068 0.068 0.000 Dietetics Services 4.775 0.631 0.545 0.086 0.582 0.582 0.000 Podiatry Services 5.372 0.682 0.527 0.156 0.630 0.630 0.000 Prisoner Healthcare Services 2.508 0.321 0.312 0.009 0.296 0.296 0.000 Blood Borne Viruses Services 1.878 0.234 0.234 0.000 0.216 0.216 0.000 Hospital at Home 2.919 0.418 0.421 (0.004) 0.386 0.386 0.000 Mental Health and Learning Disability Services 92.577 11.982 11.834 0.148 11.060 11.060 0.000 TOTAL 160.800 20.759 19.912 0.847 19.162 19.162 0.000
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Appendix 4.2 Led by the South Partnership Annual Budget 2025/26 Year to Date Year to Date North Lanarkshire IJB - 52% Share South Lanarkshire IJB - 48% Share June 2025 June 2025 June 2025 June 2025 June 2025 June 2025 Budget Actual Variance Budget Actual Variance £m £m £m £m £m £m £m Community Dental Services 8.363 1.053 1.053 0.000 0.972 0.811 0.161 Brain Injury Unit 2.725 0.336 0.336 0.000 0.310 0.209 0.101 Out of Hours Services 11.112 1.375 1.375 0.000 1.269 1.269 0.000 Palliative Care Services 8.080 1.066 1.066 0.000 0.984 0.952 0.033 Physiotherapy Services 13.015 1.648 1.648 0.000 1.521 1.423 0.097 Primary Care Services 0.930 0.118 0.118 0.000 0.109 0.076 0.033 South Improving Cancer Journey 0.084 0.044 0.044 0.000 0.040 0.040 (0.000) Occupational Therapy Services 9.439 1.195 1.195 0.000 1.103 0.980 0.123 Diabetic Services 6.043 0.774 0.774 0.000 0.714 0.705 0.009 Primary Care Improvement Fund 26.418 3.283 3.283 0.000 3.031 3.131 (0.100) Primary Care Transformation Fund 0.000 0.000 0.000 0.000 0.000 0.000 0.000 TOTAL 86.210 10.892 10.892 0.000 10.054 9.596 0.458
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Appendix 5 MOVEMENT IN RESERVES LEAD RING-FENCED RESERVES Opening Balance as at Transfers To / From Reserves Drawdown from Reserves Revised Balance as at Movement in Reserves 2025/26 Ambition Statement & Performance 1st April 2025 31st March 2026 £m £m £m £m £m NHSL Alcohol and Drug Partnership Funding 3.681 3.681 0.000 1, 2, 4, 5 NHSL Area Wide Services - Refugees and Displaced Persons 0.123 (0.001) 0.122 (0.001) 1, 2, 4, 5 NHSL Blood-Borne Viruses Services 0.318 (0.045) 0.273 (0.045) 1, 2, 4, 5 NHSL Community Living Change Fund 0.055 0.055 0.000 1, 4, 5 NHSL District Nursing 0.373 0.373 0.000 1, 2, 3, 4, 5 NHSL Hospital at Home Services 0.915 (0.032) 0.883 (0.032) 1, 2, 4, 5 NHSL Learning Disabilities Health Checks 0.491 0.491 0.000 2, 3 NHSL Long Covid Pathways 0.289 0.289 0.000 2, 3, 4, 5 NHSL Mental Health Action 15 0.730 0.730 0.000 1, 2, 4, 5 NHSL MH Diagnostic Support Service Dementia Post 1.057 1.057 0.000 1, 2, 3, 4, 5 NHSL Mental Health Digital Therapy Post 0.221 (0.017) 0.204 (0.017) 1, 2, 3, 4, 5 NHSL Mental Health Distress Brief Intervention 2.704 2.704 0.000 1, 2, 4, 5 NHSL North Planning Band 2-4 Posts & Multi-Disciplinary Teams 2.719 (0.375) 2.344 (0.375) 1, 2, 3, 4, 5 NHSL Pharmacy Mental Health Recovery & NES Training 0.800 (0.629) (0.171) 0.000 (0.800) 1, 2, 3, 4, 5 NHSL School Nursing 0.274 0.629 0.903 0.629 1, 2, 3, 4, 5 NHSL Third Sector Initiatives to Improve Health 0.075 0.075 0.000 1, 2, 3, 4, 5 NHSL Upper GI Dietetics Band 4 0.014 (0.008) 0.006 (0.008) 3 TOTAL RING-FENCED RESERVES 14.839 0.000 0.649 14.190 0.649
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Appendix 5 (Contd) LEAD EARMARKED RESERVES Opening Balance as at Transfers To / From Reserves Drawdown from Reserves Revised Balance as at Movement in Reserves 2025/26 Ambition Statement & Performance 1st April 2025 31st March 2026 £m £m £m £m £m NHSL MH Funding 1.500 1.500 0.000 4 NHSL Children and Adolescent Mental Health Services 2.774 (0.172) 2.602 (0.172) 1, 2, 4, 5 NHSL Frailty Nursing 1.715 (1.714) 0.001 (1.714) 1, 2, 3, 4, 5 NHSL Unscheduled Care Funding 2.790 2.790 0.000 1, 2, 3, 4, 5 NHSL Mental Health Recovery Renewal - Facilities Projects 1.029 1.029 0.000 1, 2, 4, 5 NHSL Adult Social Care Winter Preparedness Fund 1.000 1.000 0.000 1, 2, 3, 4, 5 NHSL Staff Wellbeing 0.254 (0.102) 0.152 (0.102) 3 NHSL Minor Capital Works 1.027 1.027 0.000 3 NHSL Children and Adolescent Mental Health Services - Udston 0.268 0.268 0.000 4 NHSL Development of Chryston Community Health Clinic 0.212 0.212 0.000 1, 5 NHSL Kylepark Works 0.134 0.134 0.000 4, 5 NHSL HR Employability Team 0.087 0.087 0.000 3 NHSL Breast Feeding Team (2 year funding) 0.345 (0.116) 0.229 (0.116) 1, 2, 5 NHSL Dietetics Services - Double Running Costs 0.055 0.055 0.000 0 NHSL Health Inequalities - Screening 0.016 (0.008) 0.008 (0.008) 2 NHSL Health Visiting Students/Trainees 0.029 0.029 0.000 3 NHSL Mental Health Wards Window Replacement 0.650 0.650 0.000 2, 4 NHSL Neonatal & Paediatrics Dieteics Intervention 0.293 (0.048) 0.245 (0.048) 1, 2, 5 NHSL Paediatric Diabetes Insulin Pumps and Additional Staff 0.538 0.538 0.000 1, 2, 3 NHSL Podiatry Services - Foot Screening 0.342 (0.003) 0.339 (0.003) 1, 2 NHSL Scottish Clinical Leadership Fellowship 0.060 (0.011) 0.049 (0.011) 3
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Appendix 5 (Contd) NHSL Sexual Health Services - Long-Acting Reversible Contraception (LARC) 0.297 0.297 0.000 1, 2 NHSL Staff Training Academy 0.335 (0.140) 0.195 (0.140) 3 NHSL Vulnerable and Complex Cases - Test of Change 0.501 (0.034) 0.467 (0.034) 5 NLC Business Case - Non-Recurring NLC Costs 0.309 0.309 0.000 1, 2, 3, 4, 5 NLC Carers Act 2018 - Support 2.604 2.604 0.000 1, 2, 4, 5 NLC Digital and IT Strategy Technology Improvements - Community Alarms 0.230 0.230 0.000 2, 3 NLC Digital Home Support Scheduling System 3.332 3.332 0.000 2, 3 NLC Digital - SWIS 0.084 0.084 0.000 2, 3 NLC Home Support Resilience (2 year funding) 0.577 0.577 0.000 3, 4 NLC IJB Helpline (2 years funding) 0.137 0.137 0.000 1, 4, 5 NLC Mental Health Social Workers 2 x NL10 x 24 months 0.149 0.149 0.000 3, 4 NLC Staff Training Academy 0.704 0.704 0.000 3 NLC MHO Capacity Funding 0.388 0.388 0.000 4 NLC Statutory Appropriate Adults 0.161 0.161 0.000 1, 2, 5 NLC Participation & Engagement Locality 0.006 0.006 0.000 2 NLC Sessional - School summer placements 0.128 0.128 0.000 3 TOTAL EARMARKED RESERVES 25.060 0.000 (2.349) 22.711 (2.349)
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Appendix 5 (Contd) LEAD RISK-BASED RESERVES Opening Balance as at Transfers To / From Reserves Drawdown from Reserves Revised Balance as at Movement in Reserves 2025/26 Ambition Statement & Performance 1st April 2025 31st March 2026 £m £m £m £m £m NHSL Prescribing Fund 5.066 5.066 0.000 2, 4 NLC Social Care Demand 16.470 16.470 0.000 1, 2, 3, 4, 5 TOTAL RISK-BASED RESERVES 21.536 0.000 0.000 21.536 0.000 LEAD CONTINGENCY FUND RESERVES Opening Balance as at Transfers To / From Reserves Drawdown from Reserves Revised Balance as at Movement in Reserves 2025/26 Ambition Statement & Performance 1st April 2025 31st March 2026 £m £m £m £m £m NHSL Contingency Balance Held By NHSL 14.119 14.119 0 1, 2, 3, 4, 5 TOTAL CONTINGENCY FUND RESERVES 14.119 0.000 0.000 14.119 0 TOTAL RESERVES 75.554 0.000 (2.998) 72.556 (2.998) KEY Ambition Statement & Performance 1 Do the right thing first time. 2 Increased focus on prevention, early intervention and tackling inequalities by working with communities and people. 3 Develop and support a workforce for the future. 4 Improve mental health and wellbeing. 5 Supporting people through a whole family approach.
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Appendix 6 SAVINGS PROGRESS 2025/26 Description of Approved Saving Target Value Achieved to Date Savings Gap Commentary RAG Status £m £m £m Home Support Home Support re-design which will include the introduction of the dynamic scheduling tool to support the process of streamlining shift patterns alongside service provision. The re-design will further develop the enabling approach as the operating model. 2.838 0.278 2.560 Independent Care Homes Focus the strategic direction to reduce both the length of stay in care homes and the number of people being placed. 4.71 0.508 4.202 Care at Home A review of the guided self-assessment process to align with a more strategic assessment and planning practice. 2.838 0 2.838 TOTAL SOCIAL CARE SERVICES 10.386 0.786 9.600 Budget Management Non Pays A review of budget lines including (but not limited to) travel, training and printing costs. 0.247 0.063 0.184 Prescribing A review of prescribing will be undertaken with a 5% savings target being applied. 4.326 1.068 3.258 TOTAL HEALTH CARE SERVICES 4.573 1.131 3.442 TOTAL HEALTH & SOCIAL CARE PARTNERSHIP 14.959 1.917 13.042 RAG Status Key Saving achieved Saving partially achieved and has reached expected year to date target Saving not achieved to date HEALTH CARE SERVICES Any year end shortfall in savings will be met from reserves. Approved Savings SOCIAL CARE SERVICES Any year end shortfall in savings will be met from reserves
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Appendix 7 ANALYSIS OF ADDITIONAL EMPLOYEE COSTS 2025/26 Period BANKAIDE COSTS YEAR TO DATE North West Locality £ North East Locality £ Adult Services £ Children Services £ Mental Health £ Other £ TOTAL £ 1 60,410 40,242 22,805 78,946 394,171 4,388 600,961 2 83,505 51,595 29,001 91,869 445,963 6,913 708,846 3 70,210 49,172 23,974 68,265 383,680 6,775 602,075 TOTAL 214,125 141,008 75,780 239,080 1,223,814 18,076 1,911,883 Period AGENCY COSTS YEAR TO DATE North West Locality £ North East Locality £ Adult Services £ Children Services £ Mental Health £ Social Care Services £ TOTAL £ 1 0 0 0 26,054 303,197 -52,687 276,564 2 0 0 0 20,267 303,197 52,426 375,889 3 0 0 0 0 0 0 0 TOTAL 0 0 0 46,320 606,394 -261 652,453 Period OVERTIME COSTS YEAR TO DATE North West Locality £ North East Locality £ Adult Services £ Children Services £ Mental Health £ Social Care Services £ Home Support £ Other £ TOTAL £ 1 3,378 3,213 6,503 3,183 32,198 -18,944 -68,736 2,540 -36,666 2 4,489 1,471 2,956 1,922 20,113 50,355 342,967 694 424,967 3 4,835 1,466 5,689 3,419 22,245 55,865 306,838 625 400,982 TOTAL 12,702 6,150 15,148 8,524 74,555 87,276 581,069 3,859 789,283 Period EXCESS PART TIME COSTS YEAR TO DATE North West Locality £ North East Locality £ Adult Services £ Children Services £ Mental Health £ Other £ TOTAL £ 1 2,694 532 9,955 9,215 5,993 1,168 29,556 2 1,669 437 6,550 6,378 6,579 1,074 22,687 3 2,635 488 10,986 7,952 5,225 737 28,022 TOTAL 6,998 1,457 27,491 23,544 17,797 2,979 80,266