Transformation Plan Update
North Ayrshire Council · 13 March 2026
Back to Integration Joint Board — 13 March 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Integration Joint Board 13th March 2026 Subject : Transformation Plan Update Purpose : The purpose of this report is to provide an update on the HSCP’s Transformation Plan:- • Awareness • Approval • Discussion Recommendation : The Integration Joint Board are asked to note the contents of the report and progress to date. Direction Required to Council, Health Board or Both Direction to :- 1. No Direction Required 2. North Ayrshire Council 3. NHS Ayrshire & Arran 4. North Ayrshire Council and NHS Ayrshire & Arran Glossary of Terms NHS AA NHS Ayrshire and Arran HSCP Health and Social Care Partnership IJB Integrated Joint Board PMI Property Management and Investment TEC Technology Enabled Care DPIA Data Protection Impact Assessment 1. EXECUTIVE SUMMARY 1.1 This report provides an update to the Integrated Joint Board (IJB) on progress with the HSCP Transformation Plan 2024–27. Following external scrutiny and an internal review, the Plan has been refreshed to improve focus, deliverability and alignment with financial plans, with a reduced number of clearly defined projects now overseen by the Transformation Board. A formal benefits realisation approach has been introduced, strengthening governance, transparency and reporting of cashable and non-cashable benefits. The Programme has delivered £1.824m in savings to date, with total savings of over £4.8m anticipated by 2026/27, subject to successful delivery of projects in progress. The report proposes that the IJB note the progress made and the strengthened arrangements now in place.
Page 2
2. BACKGROUND 2.1 In March 2024, the Integration Joint Board (IJB) approved the Transformation Plan for 2024-27. The Plan was established to deliver transformation projects and programmes across the Partnership. It was agreed that updates on the Transformation Plan would be provided to the IJB every six months. The previous update was in August 2025. In September 2025, Audit Scotland produced its annual audit report of the North Ayrshire Integration Joint Board. The audit highlighted the importance of the Transformation Plan in managing within budget, while also recognising that future recurring savings will be delivered in other areas, such as workforce changes and service reviews. 2.2 Internal Audit carried out an audit of the IJB Transformation arrangements with the final report in August 2025 reporting Substantial Assurance. The objectives of the audit being that there are adequate governance arrangements in place for transformation workstreams, adequate financial monitoring arrangements are in place for the transformation workstreams and that there are adequate programme management arrangements in place for transformation workstreams. Substantial Assurance is an assessment that indicates there is - “A sound system of governance, risk management and control exist, with internal controls operating effectively and being consistently applied to support the achievement of objectives in the area audited.” The audit opinion summarised that: • Overall, substantial assurance was obtained with regard to the governance of the HSCP’s Transformation Plan. The current governance arrangements include clear reporting lines and involve senior managers at an appropriate level. The Transformation Board meets regularly and has a good overview of the projects, including access to a tracker which is summarised in a 1-page dashboard. A low priority action has been recommended to correct a discrepancy in the Terms of Reference for the Board. • Projects have governance arrangements which are appropriate to their size. The documentation required for the projects is clearly laid out and includes the requisite elements to give managers and sponsors the information they require for decision-making. Risk registers are maintained for the projects and regularly reviewed. Exceptions are escalated and appropriate actions put in place. Financial monitoring arrangements are in place that would highlight any significant divergences from budget.
Page 3
2.3 In light of the scale of challenge faced across the HSCP and critical importance of the transformation plans a further internal review was undertaken of the projects on the Transformation Plan in November. The objective of the review was to: • Rationalise the number of projects on the Transformation Plan to a more manageable set of projects. • Ensure that projects on the Plan were appropriately scoped and detailed, and could be delivered within the lifetime of the Transformation Plan. • Improve reporting mechanisms so that all involved in delivering projects and overseeing governance of the Plan had improved oversight of project objectives. • Improve alignment with HSCP savings plan and financial challenges. A number of outputs have resulted from the review. i. An updated Transformation Plan has been produced ii. A new approach to monitoring the impact of projects has been introduced as part of a new Benefits Realisation approach iii. Improved reporting and governance arrangements (i) Updated Transformation Plan 2.4 The review of Transformation Projects made clear that projects varied in their scope and size. Over time, the number of projects on the Plan had grown to 77. Where some projects were clearly defined with set objectives and savings, others were found to be part of wider workstreams or strategic policy reviews. Some of this activity was also considered business as usual. The following steps were taken as part of the review: • Condensing any workstreams into one singular project with defined benefits. • Closing or accelerating to completion any projects that are nearing their end and/or unlikely to deliver benefits. • Removing items from the Plan which are not projects, e.g. research, reviews, strategy updates. • Ensuring any remaining projects have clearly defined objectives and benefits and support the HSCP’s financial plans. Appendix 1 shows the current new Transformation Plan. The visual diagram provides the following information: • The current status of each project, from proposal status, through to business case and onto benefit delivery • The RAG status of each project that is in delivery, allowing an ‘at a glance’ view of projects • Which projects are anticipated to deliver financial benefits
Page 4
The Transformation Plan is reviewed by the Transformation Board every 2 months. (ii) Benefit Realisation 2.5 Introducing a framework to monitor and measure the impacts of projects can help address the recommendations outlined by Audit Scotland. On 4 December 2025, the Transformation Board approved Benefit Realisation and Management Approach. This defines what a benefit is, how it should be measured and also the roles and responsibilities for ensuring benefits are achieved. All projects that have an approved business case will now also have a benefit tracker, which outlines what is the expected benefit of each project. Benefits are defined as: • Cashable • Quantitative • Qualitative. In introducing this framework, the Transformation Board ensures that: • Projects can be appraised on what they are forecast to achieve. • Monitoring of project impact is clear and transparent. • Steps can be taken at an early stage to take corrective action should progress slip. • Evidence can be readily provided to externally bodies examining the impact and progress of transformation and other initiatives. As noted above, all projects on the Transformation Plan will have benefits trackers, to monitor the delivery of all project benefits, including cashable benefits. Appendix 2 provides an example of what a benefit tracker looks like for projects. Three benefits for the Brighter Pathways project have been included to demonstrate the way in which benefits are baselined, tracked and monitored. (iii) Enhanced Governance 2.6 The introduction of benefit trackers has enabled a clearer picture of the financial benefits aligned to projects on the Programme and the progress in achieving these benefits. This is also underpinned by close working with HSCP finance colleagues. While this good working relationship is not new, sharing the position on project progress with cashable benefits contributes to improved planning and coordination. In addition, a new process has been introduced for projects being appraised and approved by Transformation Board, with a move to a streamlined project documentation approach. This is outlined below:
Page 5
Planning Managers complete Status Update reports every two months for discussion at Transformation Board. These are attached as an appendix and discussed in more detail in section 2.8-2.10. Transformation Update 2.7 In addition to the updates and changes to the Transformation approach outlined above, the following key activities have taken place this period: • The Terms of Reference for the Transformation Board has been updated and approved. This was an action from a recent internal audit. • During March, Planning Managers will receive training on Service Design. Delivered by the Service Design Academy, the training will equip Planning Managers with a new skillset aimed at supporting teams and services through service changes in a collaborative and dynamic way • A new Digital Working group has been established which aims to better coordinate the Partnership’s digital approach. This group will report to the Transformation Board and be a space to share knowledge, issues, updates and best practice with colleagues from IT in the Council and Health Board being core members. • Senior Officers are participating in a corporate trial of Microsoft CoPilot. This is designed to explore the benefits of CoPilot in speeding up routine and every day tasks, thereby improving productivity. Appendix 1 displays all of the projects on the Transformation Plan. Appendices 3-5 provide greater detail on progress within each of the three Services: Children, Families and Justice, Health and Community Care and Mental Health and Learning Disabilities. This section will provide a spotlight on a selected project within each area, to provide members with more detail and information on some of the initiatives currently taking place. 2.8 Children, Families and Justice Project spotlight: Brighter Pathways Brighter Pathways has a number of workstreams established to deliver the programme. The residential placement workstream targets the creation of a new residence for young people supporting them to make the transition to sustain tenancy, Boyle Street. The building will have capacity for 6 young people. Significant activity
Page 6
is therefore currently taking place to have the new service operational for April. This is happening on a number of fronts including working with colleagues to identify individuals to move into Boyle St, working with Property Management and Investment (PMI) to ensure building works are complete and mobilising the contract and service with the new provider Blue Triangle. Overall, works are progressing well and currently on course for opening in April. It is anticipated this step down model will have a positive impact on use of internal and external residential placements. 2.9 Health and Community Care Project spotlight: Technology Enabled Care Hub The Technology Enabled Care (TEC) Hub is a key element of the refreshed Transformation Plan and supports a shift towards a TEC First approach across North Ayrshire HSCP. The project brings together technology, equipment and professional expertise in a single, community-facing hub, with the aim of supporting earlier intervention, greater independence and reduced reliance on traditional care packages. It aligns with national digital health and care priorities and local ambitions around prevention and sustainability. Our North Ayrshire Hub will be based at Castleview Hub in Ardrossan, co-located with our moving and handling hub for staff and carers. Good progress has been made, with the business case developed and preparatory work underway to establish the hub space, including layout planning, clearance works and early procurement of technology and equipment. The next phase will focus on completing refurbishment, installing and testing technology and moving towards operational delivery, with a clear focus on benefits realisation, including supporting discharge, reducing pressure on care at home services and increasing confidence in the use of technology enabled care. 2.10 Mental Health and Learning Disabilities Project Highlight: Magic Notes Magic Notes is an AI-powered meeting summarisation tool developed specifically for social work. It records, transcribes and summarises meetings into templates built bespoke to suit the requirements of the case management system. With funding from the North Ayrshire Council Change Fund, the HSCP has procured a trial of Magic Notes to test and evaluate the benefits it may bring to Services. The Mental Health and Learning Disabilities teams will trial its use for 6-8 weeks beginning on 2 March 2026. Evaluations from other areas have shown positive time savings, increased quality of interactions and practitioner sentiment. A thorough Data Protection Impact Assessment (DPIA) was completed as part of the procurement to ensure data is processed safely and any risks are mitigated. As a part of this process, a robust consent procedure has been developed and will be followed by staff prior to the use of the product. Assuming positive benefits are achieved from the trial, a
Page 7
business case outlining expected benefits from a roll out across all social work services will be developed. 3. PROPOSALS 3.1 It is proposed that IJB note the contents of the report and the progress made to date. 3.2 Anticipated Outcomes Informing IJB and the people of North Ayrshire on the progress of the Transformation Plan and also providing assurance of the governance arrangements and that the Transformation Board has appropriate oversight. 3.3 Measuring Impact Stakeholders are assured of progress. 4. IMPLICATIONS 4.1 Financial Some projects on the Transformation Plan will deliver financial benefits and progress towards this has been outlined in section 2.6. 4.2 Human Resources None 4.3 Legal None 4.4 Equality/Socio-Economic None 4.5 Risk None 4.6 Community Wealth Building None 4.7 Key Priorities None 5. CONSULTATION Consultation has taken place with members of Transformation Board, which includes Heads of Service and Planning Managers. Caroline Cameron, Director Stuart MacMillan, Principal Manager stuartmacmillan@north-ayrshire.gov.uk Appendices
Page 8
• 1. Refreshed Transformation Plan • 2. Brighter Pathways Benefit Tracker • 3. Children, Families and Justice Update • 4. Health and Community Care update • 5. Mental Health and Learning Disabilities Update
Page 9
Appendix 1 – Transformation Plan
Page 10
Appendix 2: Brighter Pathways Benefit Tracker Benefit Type Benefit Category Benefit Name Baseline Measurement Baseline Date Baseline Source Benefit Target Value Benefit Target Date Frequency of Measurement Benefits Owner Non-Cashable Quantitative Reduction in the number of external residential placements 34 2025/26 Brighter Pathways Report presented to IJB Nov 2025 (Page 46) 25 31-Mar-27 Quarterly Elizabeth Stewart Cashable Rationalisation Reduction in the cost of external residential placements £8,442,349 2025/26 Brighter Pathways Report presented to IJB Nov 2025 (Page 46) £6,706,621 31-Mar-27 Quarterly Elizabeth Stewart Non-Cashable Quantitative Increase in the number of foster care placements 135 2025/26 Brighter Pathways Report presented to IJB Nov 2025 (Page 46) 138 31-Mar-27 Quarterly Elizabeth Stewart
Page 11
Appendix 3: Children, Families and Justice update
Page 12
Appendix 4: Health and Community Care update
Page 13
Appendix 5: Mental Health and Learning Disabilities Update