IJB - Financial Monitoring Report 2025/26
North Lanarkshire Council · 22 October 2025
Back to IJB Performance, Finance and Audit Committee — 22 October 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: 6 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 31 August 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. (2) Acknowledge the projected outturn for 2025/26 is an overspend of £4.226m (3) Approve the reinstatement of the £0.260m Organisational Development reserve. 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 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: 22 October 2025 Yes No N/A
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the implementation of the programme of work for the IJB’s Strategic Commissioning Plan 2023-26. 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 £860.736m 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 5 report (to 31 August 2025) and NLC period 6 report (to 12 September 2025). This shows a projected year end overspend of £4.226m, 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 £0.748m underspend in relation to the services delegated to health offset by a £4.974m 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 £6.166m 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 574.620 581.328 (6.708) Hosted Services 208.719 206.237 2.482 Set Aside Services 77.397 77.397 0 Total 860.736 864.962 (4.226)
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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 £5.893m, 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 1,428 resulting in an overspend of £3.602m. Care at Home costs are projected to overspend by £3.222m, the budget is based on funding 2,514 care plans however the actual plans in place total 2,865. Health Services 7.3.4 Non pay costs have a year to date overspend of £1.879m resulting in the reported projected overspend of £4.509m. 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 small underspend of £0.007m is being projected this financial year. Based on data available to June 2025 and estimated data for July and August 2025 the cost per item has increased to £10.26 from £10.21, and the number of items being dispensed has increased by 0.38% based on the same period last year. 7.3.6 Hosted Services led by North Lanarkshire IJB are forecasting an overall underspend of £2.482m. There are a number of offsetting variances across this area however the most significant underspends are within Podiatry, CAMHS, Forensic Psychiatry and Psychological Therapies which are partially offset by overspends in Children’s Services, Learning Disability Services and Adult Psychotherapy. Primary Care Improvement Fund 7.3.7 The agreement in place in respect of hosted services is that the lead IJB will manage any overspends and will retain any underspends. The exception to this is the Primary Care Improvement Fund which is a hosted service led by the South Lanarkshire IJB. The PCIF underspends over previous years have been ring-fenced and retained for the PCIF activity across both the North and South Lanarkshire IJBs and have not been used to offset other South Lanarkshire IJB overspends.
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7.3.8 Board members should be aware that the 2025/2026 PCIF budget is £26.418m and a net overspend of £0.102m is reported as at 31 August 2025. Consistent with previous years, a break-even position requires to be achieved by 31 March 2026. 7.3.9 In order to ensure this position, grip-and-control actions have been implemented which include prioritising existing capacity within existing service budgets to safeguard patient safety and maintain required care standards. In parallel, an evaluation programme is on-going to ensure that available PCIF resources are used in the most effective and equitable way possible to support long-term service sustainability and effective care delivery. 7.3.10 Board members will continue to be updated on the actions being taken to achieve the break even position and any impact on North Lanarkshire IJB, should this not be achieved, will be reported at future meetings. 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. 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 £72.121m and is summarised in table 2. Table 2 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 Members are asked to approve the reinstatement of a £0.260m reserve for organisational development which was closed and moved to contingency at the financial year end. Following a further review and discussions with the Programme Manager there is further work to be undertaken across the Partnership in this area and therefore closing this was premature. Details of the key areas of spend planned are provided in Appendix 6. Opening Balance As At Revised Balance As At 1st April 2025 31st March 2026 £m £m £m £m NHSL Ring-Fenced Reserves 14.839 0.000 -0.627 14.212 NLC/NHSL Earmarked Reserves 25.060 0.000 -2.555 22.505 NLC/NHSL Risk-Based Reserves 21.536 0.000 -0.250 21.286 NHSL Contingency Reserves 14.119 0.000 0.000 14.119 NLC/NHSL Closed Reserves 0.000 0.000 0.000 0.000 75.554 0.000 -3.433 72.121Total LEAD SUMMARY Transfers To / From Reserves Drawdown from Reserves
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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 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 (19%). This is summarised in chart 1 with more detail provided at Appendix 7. £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 SERVICE REDESIGN & TRANSFORMATION
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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 31 August 2025 within each service compared against their budgeted establishment. Table 4 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 8 and summarised in Table 5. Establishment Actual Vacancies FTE FTE FTE North West Locality 388.71 367.43 21.28 North East Locality 326.83 298.99 27.84 Adult Services 288.44 267.40 21.04 Children Services 597.69 547.63 50.06 Mental Health 1,212.80 1,235.94 -23.14 Social Care Services 967.13 832.55 134.58 Home Support 996.57 926.36 70.21 Other 232.61 216.32 16.29 TOTAL 5,010.78 4,692.62 318.16 Position as at 31 August Service
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Table 5 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. Overtime Excess Part Time Bankaide Agency TOTAL £m £m £m £m £m North West Locality 0.020 0.011 0.375 0.001 0.407 North East Locality 0.009 0.002 0.238 0.000 0.249 Adult Services 0.023 0.048 0.144 0.000 0.215 Children Services 0.013 0.037 0.357 0.094 0.500 Mental Health 0.132 0.026 2.109 1.711 3.977 Social Care Services 0.261 - - 0.054 0.315 Home Support 1.525 - - - 1.525 Other 0.005 0.006 0.032 - 0.043 TOTAL 1.988 0.130 3.254 1.859 7.232 SERVICE Costs As At 31 August 2025
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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. 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.
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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 31 August 2025 Appendix 4.1 Hosted Services led by North Partnership to 31 August 2025 Appendix 4.2 Hosted Services led by South Partnership to 31 August 2025 Appendix 5 Movement in Reserves 2025/26 Appendix 6 Organisation Development Reserve – Key areas of spend Appendix 7 Savings Progress to 31 August 2025 Appendix 8 Analysis of Additional Employee Costs 2025/26 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 2025/26 Annual Budget 2025/26 £m Health Care Services Health Care 298.654 Hosted Services 208.719 Set-Aside Budget 77.397 Total Expenditure - NHSL 584.770 Social Care Services Social Care Services Gross Expenditure 279.366 Social Care Services Gross Income (5.973) 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 860.736 Annual Budget 2025/26 £m NHS Lanarkshire Funding (581.337) Social Care Funding (24.119) Resource Transfer (24.690) Commissioned Services (7.225) Transfer from Reserves (Approved) (3.433) Total Funding - NHSL (640.805) 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 (860.736) Care Group Funded By:
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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 Incease 0.243 South Hosted @ 52% 1.497 Family Health Service South @ 52% 0.074 NHSL Financial Allocation at 30 June 2025 639.102 Budget Adjustments Posted in Month 4 IJB Reserves North 0.226 North Income 0.684 Allocations 0.093 Pay Award 1.049 Area Wide 0.044 South Hosted Serv 52% 0.757 Family Health Service South @ 52% 0.060 NHSL Financial Allocation at 31 July 2025 642.015 Budget Adjustments Posted in Month 5 IJB Reserves North 0.221 North Income 0.731 Allocations 0.117 Area Wide 0.005 South Hosted Serv 52% 0.046 Prescribing (1.326) Family Health Service South @ 52% (1.004) NHSL Financial Allocation at 31 August 2025 640.805
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Appendix 3 North Lanarkshire IJB Revenue Budget Position 1 April 2024 to 31 August 2025 Annual Year To Date Variance Projected Year End Outturn Budget Budget Actual Total Total 2025/26 August 2025 August 2025 August 2025 2025/26 £m £m £m £m £m Health Care Services Locality and Other Services 60.903 26.497 27.345 (0.849) (2.037) Addiction Services 4.459 1.773 1.773 (0.000) (0.000) Medical and Nursing Directorate 4.171 1.785 1.584 0.201 0.483 Prescribing 83.474 34.161 34.158 0.003 0.007 Out of Area Services 1.723 0.718 0.826 (0.108) (0.259) Area Wide Services 8.312 2.987 2.957 0.030 0.072 Family Health Services 135.612 60.002 60.002 0.000 0.000 Hosted Services 208.719 86.747 85.714 1.033 2.482 Set-Aside Budget 77.397 32.249 32.249 0.000 0.000 Total Expenditure - NHSL 584.770 246.918 246.608 0.311 0.748 Social Care Services Social Care Services Gross Expenditure 279.366 128.938 131.225 (2.287) (4.954) Social Care Services Gross Income (5.973) (2.757) (2.748) (0.009) (0.019) Social Care Services Net Expenditure 273.393 126.181 128.477 (2.296) (4.974) Housing Revenue Account 2.573 1.188 1.188 0.000 0.000 Social Care, Housing and Transport Services Net Expenditure 275.966 127.369 129.665 (2.296) (4.974) Total Expenditure - NHSL and NLC 860.736 374.287 376.272 (1.985) (4.226) Care Group Year To Date
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Appendix 4.1 August 2025 August 2025 August 2025 August 2025 August 2025 August 2025 Budget Actual Variance Budget Actual Variance £m £m £m £m £m £m £m Sexual Health Services 3.874 0.834 0.791 0.043 0.770 0.770 0.000 Continence Services 3.342 0.724 0.702 0.022 0.668 0.668 0.000 Immunisation Services 3.748 1.050 1.044 0.007 0.970 0.970 0.000 Speech and Language Therapy Services 7.724 1.621 1.424 0.197 1.496 1.496 0.000 Children and Adolescents Mental Health Services 17.026 3.268 2.813 0.456 3.017 3.017 0.000 Childrens Services 15.920 3.477 3.635 (0.158) 3.210 3.210 0.000 Integrated Equipment and Adaptations Store 0.817 0.177 0.172 0.005 0.163 0.163 0.000 Dietetics Services 4.762 1.046 0.990 0.056 0.965 0.965 0.000 Podiatry Services 5.177 1.059 0.984 0.076 0.978 0.978 0.000 Prisoner Healthcare Services 2.517 0.545 0.554 (0.009) 0.503 0.503 0.000 Blood Borne Viruses Services 1.886 0.422 0.339 0.084 0.390 0.390 0.000 Hospital at Home 3.059 0.731 0.707 0.024 0.675 0.675 0.000 Mental Health and Learning Disability Services 93.234 20.555 20.323 0.231 18.974 18.974 0.000 TOTAL 163.087 35.511 34.478 1.033 32.779 32.779 0.000 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
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Appendix 4.2
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Appendix 5 MOVEMENT IN RESERVES Opening Balance as at Revised Balance as at 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 (0.011) 0.044 (0.011) 1, 4, 5 NHSL District Nursing 0.373 0.373 0.000 1, 2, 3, 4, 5 NHSL Hospital at Home Services 0.915 (0.131) 0.784 (0.131) 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 Mental Health 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 (0.243) 2.476 (0.243) 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 14.839 0.000 0.627 14.212 0.627 LEAD RING-FENCED RESERVES Transfers To / From Reserves Drawdown from Reserves Movement in Reserves 2025/26 Ambition Statement & Performance TOTAL RING-FENCED RESERVES
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Appendix 5 (Contd) Opening Balance as at Revised Balance as at 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 Top Up Funding 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 (2 year funding, 50:50 split between North and South) 0.087 0.087 0.000 3 NHSL Breast Feeding Team (2 year funding) 0.345 (0.186) 0.159 (0.186) 1, 2, 5 NHSL Dietetics Services - Double Running Costs 0.055 0.055 0.000 0 NHSL Health Inequalities - Screening 0.016 (0.014) 0.002 (0.014) 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 (3 year funding) 0.293 (0.082) 0.211 (0.082) 1, 2, 5 NHSL Paediatric Diabetes Insulin Pumps and Additional Staff 0.538 (0.005) 0.533 (0.005) 1, 2, 3 NHSL Podiatry Services - Foot Screening 0.342 (0.004) 0.338 (0.004) 1, 2 NHSL Scottish Clinical Leadership Fellowship 0.060 (0.011) 0.049 (0.011) 3 NHSL Sexual Health Services - Long-Acting Reversible Contraception (LARC) 0.297 0.297 0.000 1, 2 LEAD EARMARKED RESERVES Transfers To / From Reserves Drawdown from Reserves Movement in Reserves 2025/26 Ambition Statement & Performance
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Appendix 5 (Contd) NHSL Staff Training Academy 0.335 (0.206) 0.129 (0.206) 3 NHSL Vulnerable and Complex Cases - Test of Change 0.501 (0.059) 0.442 (0.059) 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 and IT Strategy Technology Improvements - Home Support Scheduling System 3.332 3.332 0.000 2, 3 NLC Digital and IT Strategy Technology Improvements - 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 25.060 0.000 (2.555) 22.505 (2.555)TOTAL EARMARKED RESERVES
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Appendix 5 (Contd) Opening Balance as at Revised Balance as at 1st April 2025 31st March 2026 £m £m £m £m £m NHSL Prescribing Fund 5.066 (0.250) 4.816 (0.250) 2, 4 NLC Social Care Demand 16.470 16.470 0.000 1, 2, 3, 4, 5 21.536 0.000 (0.250) 21.286 (0.250) Opening Balance as at Revised Balance as at 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 14.119 0.000 0.000 14.119 0 75.554 0.000 (3.433) 72.121 (3.433) KEY 1 2 3 4 5 LEAD RISK-BASED RESERVES Transfers To / From Reserves Drawdown from Reserves Movement in Reserves 2025/26 Ambition Statement & Performance TOTAL RISK-BASED RESERVES LEAD CONTINGENCY FUND RESERVES Transfers To / From Reserves Drawdown from Reserves Movement in Reserves 2025/26 Ambition Statement & Performance TOTAL CONTINGENCY FUND RESERVES TOTAL RESERVES Ambition Statement & Performance Do the right thing first time. Increased focus on prevention, early intervention and tackling inequalities by working with communities and people. Develop and support a workforce for the future. Improve mental health and wellbeing. Supporting people through a whole family approach.
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Appendix 6 ORGANISATIONAL DEVELOPMENT RESERVE £0.260m Key areas of proposed spend: Leadership Development for key groups of management staff to support performance and positive working relationships Leadership Development to support succession planning Change Management development Mediation / arbitration skills development (or external engagement of mediation in complex cases) Complex organisational development / facilitation work Executive coaching and development for SMT Culture development work
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Appendix 7 SAVINGS PROGRESS Description of Approved Saving Target Value Achieved to Date Savings Gap Description Value Budget Gap Commentary RAG Status £m £m £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 2.838 - 0 2.838 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 1.107 3.603 - 0 3.603 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 - 0 2.838 TOTAL SOCIAL CARE SERVICES 10.386 1.107 9.279 0 9.279 Budget Management Non Pays A review of budget lines including (but not limited to) travel, training and printing costs. 0.247 0.085 0.162 - 0 0.162 Prescribing A review of prescribing will be undertaken with a 5% savings target being applied. 4.326 1.725 2.601 - 0 2.601 TOTAL HEALTH CARE SERVICES 4.573 1.81 2.763 0 2.763 TOTAL HEALTH & SOCIAL CARE PARTNERSHIP 14.959 2.917 12.042 0 12.042 0 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 Replacement Saving / Funding Source SOCIAL CARE SERVICES Any year end shortfall in savings will be met from reserves
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Appendix 8 ANALYSIS OF ADDITIONAL EMPLOYEE COSTS 2025/26 North West Locality £ North East Locality £ Adult Services £ Children Services £ Mental Health £ Other £ TOTAL £ 1 73,724 50,405 23,448 90,803 384,899 3,492 626,771 2 73,095 42,829 30,589 80,792 379,200 7,882 614,387 3 77,695 44,690 21,698 77,774 415,502 8,580 645,939 4 78,901 52,606 33,463 59,872 461,851 5,436 692,129 5 71,192 47,421 34,659 47,566 467,144 7,004 674,986 TOTAL 374,607 237,951 143,857 356,807 2,108,596 32,394 3,254,212 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 20,182 373,625 52,462 446,269 3 475 0 0 18,789 383,482 0 402,746 4 477 0 0 22,984 319,872 0 343,333 5 235 0 0 5,668 330,604 28,875 365,382 6 25,082 25,082 TOTAL 1,187 - - 93,677 1,710,780 53,732 1,859,376 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 4 4,960 1,535 4,862 3,466 22,181 52,258 310,071 696 400,029 5 2,591 1,056 3,022 1,451 35,317 61,502 299,004 451 404,394 6 59,997 334,742 394,739 TOTAL 20,253 8,741 23,032 13,441 132,053 261,033 1,524,886 5,006 1,988,445 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 4 1,459 416 10,736 7,854 3,191 1,065 24,721 5 2,123 325 10,235 5,141 5,013 1,729 24,566 TOTAL 10,580 2,198 48,462 36,539 26,001 5,773 129,553 Period BANKAIDE COSTS YEAR TO DATE Period AGENCY COSTS YEAR TO DATE Period Period EXCESS PART TIME COSTS YEAR TO DATE OVERTIME COSTS YEAR TO DATE