north lanarkshire council business plan

Meet the Team

Hr business partnership.

The HR Business Partnership team provides a strategic organisational development input to the business helping to build progressive and effective organisational capacity.

Through a positive, forward thinking approach we deliver flexible, responsive and proactive people and organisational development solutions which meet legislative standards and ensure that our services and managers have the right people in place to meet and deliver the council’s objectives.  Acting as champions of change, we develop solutions that reflect leading edge best practice and deliver the council’s ambitions.

We work closely with managers providing a front-line link between the wider People Resources teams, centres of expertise and service areas and managers. 

Aligned to each of the Council’s service areas and working in partnership with our managers, we provide strategic and practical support across a number of HR functions including:

• Restructuring and service reviews.
• Establishment monitoring and control.
• Implementation of financial savings.
• Supporting workforce development and deployment to ensure our services are resilient and able to deliver a first class service to our communities.
• Change management measures and initiatives.
• Development of new roles and reconfiguration of existing roles through job analysis, design and evaluation.
• Job sizing.
• Recruitment strategies and initiatives.
• Workforce planning analysis and strategies to ensure that services have the resources required to deliver their objectives and assist in building future capacity and resilience.
• Facilitate and enable positive working relationships with Trade Unions including maintaining positive industrial relations and positive methods of negotiation.
• Ensuring appropriate assistance is provided in relation to the collective bargaining framework.
• Ensuring services comply with statutory regulations by facilitating registration and disclosure processes.
• Identifying and implementing strategies to tackle organisational issues.
• Strategic planning.
• Supporting the Council’s ALEOs.
• Strategic oversight of Absence Management.

Led by the HR Business Partnership Manager, Adrienne Henry, our teams are aligned to the services as outlined below.

Chief Executive’s Office and Enterprise and Communities:

Our team members are:

• Senior HR Business Partner: Sophie McGowan
• HR Business Partners: Yvonne Corrance, Jackie McMurray and Anne Marie Queen
• HR Assistant: Dawn McIntyre

Chief Executive’s:

• People Resources
• Legal & Democratic
• Audit & Risk
• Business and Digital
• Strategic Communication and Engagement

Enterprise and Communities:

• Housing Management
• Housing Property Service

Any enquiries relating to these areas should be directed via myNL Portal

• Senior HR Business Partners: Gayle Cunningham and Kirsty Carr
• HR Business Partners: Russell Bishop, Yvonne Corrance, Natalie McGovern, Anne Marie Queen, Rhiannon Chisholm
• HR Assistant: Louise Tobin
• Assets & Procurement
• Community Operations
• North Lanarkshire Properties (NLP)

Education & Families:

• Senior Business Partner: John McKenna
• Business Partners: Lynsey Kennedy, Jenna Carella, Sheena Houston, Gail Mainland, Lynsay McMaster
• HR Advisor: Kirsteen McDade
• HR Assistants: Laura Clark, Robyn Millar, Fiona Robertson, Mhari Jones, Deborah Welsh
• Clerical Assistant: Nickie Harding

Any enquiries relating to these areas should be directed to: [email protected]

Health and Social Care:

• Senior HR Business Partner: Doreen Green.
• HR Business Partners: Isobel Turner and Gail Mainland.
• HR Assistant: Leanne Dalziel and Julie Anne Hunter
• Adult Social Work
• Social Work Childrens & Families and Justice

Any enquiries relating to these areas should be directed to: [email protected]

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Lanarkshire plan to support BSL users has been launched

In a collective effort to ensure that BSL users are supported in society, NHS Lanarkshire, South Lanarkshire Council and North Lanarkshire Council have set out priorities and long-term goals in a new action plan which will cover 2024 to 2030.

• 17:50, 26 JUN 2024

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A Lanarkshire -wide plan to support British Sign Language (BSL) users in the area has been launched.

The plan reflects some of the elements of the National Plan 2023 to 2029 which was published by the Scottish Government in November but also sets out long-term goals that will be tackled.

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According to the last census in 2011, there are 1570 BSL users across Lanarkshire (848 in North Lanarkshire and 722 in South Lanarkshire), across the NHS and both councils. BSL interpretation is provided to anyone who requires support when accessing services or attending meetings and appointments.

As well as this, awareness for employees and access to a number of learning opportunities are provided including BSL training, sensory impairment training and deaf culture.

For both councils and the NHS, there is already a strong commitment to partnership working, and developing a shared plan has many benefits including having the support and expertise of BSL users when engaging with the wider BSL community, reducing consultation fatigue as the services will be consulting the same people, maximising the availability of BSL interpreters and deafblind guide communicators as this is a finite resource, sharing experiences across authorities to promote best practice and putting in place a BSL plan.

The new plan has been produced in partnership between the deaf and deafblind BSL user-led organisations of Lanarkshire, NHS Lanarkshire, North Lanarkshire Council and South Lanarkshire Council through the Lanarkshire BSL Steering group.

This group has been the driving force for monitoring and delivering ambitions of the first local plan since 2018.

The steering group considered the new national plan and how its priorities and long-term goals could be aligned with a local context.

A workshop was held to consider long-term goals and actions which should be put in a local plan.

A draft of the new plan was developed and open to consultation, feedback was then used to shape the final shared BSL plan for Lanarkshire.

As the shared plan is a high-level plan, a first step for the public body partners is to produce its own working action plan, the plan will also be subject to regular reports to respective council elected and NHS board members.

Ensuring the BSL plan is making a difference to the lives of BSL users in Lanarkshire requires the ongoing involvement of the BSL community.

The BSL steering group will be responsible for monitoring and reviewing the impact the plan is having on the lives of deaf and deafblind BSL users and that the long-term goals are realised.

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Cllr Anne McCrory, Chair

Brian moore, nhs lanarkshire nominated non executive, nauman dar, nhs lanarkshire nominated non executive, cllr claire barclay, nlc nominated councillor, cllr bob burgess, nlc nominated councillor, philip couser, nhs lanarkshire nominated non executive, cllr paul kelly, nlc nominated councillor, siobhan white, nhs lanarkshire nominated non executive, dr kenneth dagg, consultant in geriatric medicine, acute division, alison gordon, head of children, families & justice services, dr josephine pravinkumar, director of public health, dr tyra smyth, general practitioner, maddy halliday, chief executive vanl, third sector representative, cathy mcginty, unison, staff side representative (nhsl), harry robertson, north lanarkshire carers together, carer representative, elizabeth seaton, partnership for change, user representative, john watson, unison, employee representative (nlc).

The Scottish Government has set out nine national health and wellbeing outcomes  that we, along with every other health and social care partnership in Scotland, has to work towards.

These are the goals we are looking to achieve for the people of North Lanarkshire.

National Health and Wellbeing Outcomes

• People are able to look after and improve their own health and  wellbeing and live in good health for longer;
• People, including those with disabilities or long term conditions or who are frail, are able to live, as far as reasonably practicable,  independently and at home or in a homely setting in their community;
• People who use health and social care services have positive  experiences of those services, and have their 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 provide unpaid care are supported to look after their own health and wellbeing, including reducing any negative impact of their caring role on their own health and wellbeing;
• People using 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; and
• Resources are used effectively and efficiently in the provision of health and social care services.

Success Indicators

Integration of Health and Care in North Lanarkshire will be a success if:

• We improve the outcomes for people;
• People are healthier;
• Children are given the best start in life;
• People are fully included in the decisions that affect them;
• We play our full part in reducing inequalities within our communities;
• People are less reliant on services and are able to live independently;
• People are better able to manage their own conditions;
• People receive the right support and services for their individual needs;
• Preventive measures reduce long-term health conditions;
• People only access hospital when they need to;
• People are discharged from hospital as soon as they are able;
• More people can choose to die at home;
• Carers receive the support they need and feel supported;
• We improve outcomes for offenders, communities and victims;
• Our data provides an accurate assesment of the needs of our communities;
• Multi agency teams function well within localities;
• We work within available finances and resources;
• Staff feel valued and that their work is worthwhile.

Integration

In North Lanarkshire, NHS Lanarkshire and North Lanarkshire Council have integrated the planning and delivery of all community health and social care services.

This work is led and directed by the North Lanarkshire Integration Joint Board, with the council and health board working together to deliver the services of Health & Social Care North Lanarkshire.

Equality Impact Assessment

The  Equality Act 2010 and Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012 hold public bodies accountable for advancing equality and protecting people with protected characteristics rights within Scottish society. Integration Joint Boards, the local governing bodies that have devolved responsibility for the planning and monitoring of community health and social care services in their area of Scotland, were added to the public bodies listed in the Equality Act (general and specific duties) in June 2015.

Foreword for the SCP, Equality Impact Assessment.

• Eliminate unlawful discrimination , harassment and victimisation and other conduct prohibited by the Act.
• Advance equality of opportunity  between people who share a protected characteristic and those who do not.
• Foster good relations  between people who share a protected characteristic and those who do not.

These three elements are referred to as the three ‘needs’ of the general equality duty.

The Equality Act 2010 provides a legal framework to protect the rights of individuals and advance opportunity for all.

There are 9 protected characteristics  which makes it against the law to discriminate against someone because of; age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex and sexual orientation.   The Fairer Scotland Duty  requires Integration Joint Boards to actively consider (pay due regard) how they can reduce inequalities of outcome caused by socio-economic disadvantage.

The Strategic Commissioning Plan 2020-2023 set out the Integrated Joint Boards (IJB) priorities in creating integrated health and social care supports and services for the people of North Lanarkshire; service users; carers; the public; independent and third sectors; and practitioners.

 To ensure successful delivery of the plan, it is vital that the IJB is fully committed to the values and ethos placed upon it by the Equality Act 2010, ensuring equality is mainstreamed in business and that everyone in North Lanarkshire has equal opportunities regardless of disability, gender reassignment, marriage and civil partnership status, pregnancy and maternity, race, religion or belief, sex and sexual orientation.

 It is widely documented that the Covid-19 pandemic has further exacerbated inequalities across our communities, making it ever more vital that the IJB has an active sight on the Equality Act and its impact on our local residents.

 Health & Social Care North Lanarkshire (H&SCNL) has recently published its Strategic Commissioning Plan for 2023-2026 . The plan sets out the priorities for the partnership over the next three years. An extensive engagement process was undertaken to ensure a wide a range of staff, people who use services and carers have had an opportunity to participate and shape the development of the plan.

The Equality Impact Assessment was undertaken to complement the Commissioning Plan and will ensure the priorities that are set out in the plan are compliant with the Equality Act 2010.

 Going forward, the IJB and H&SCNL will ensure that all commissioned services will undertake an Equality Impact Assessment. These Assessments will be published on the Key Documents section of this site as they are developed.

Ross is the chief officer for both the North Lanarkshire Integration Joint Board (IJB) and Health and Social Care North Lanarkshire. He is the operational director for community health and adult social care services in North Lanarkshire.

Ross McGuffie

Morag has a lead role in strategic planning and works collaboratively with a wide range of stakeholders to achieve improved outcomes and address inequalities.

Morag Dendy

Diane directly supports the strategic aims of the IJB and Council, by taking a leading role in developing and providing high standard, holistic and integrated adult social work and care services, with a focus on providing excellent quality support and care and positive outcomes for all adult service users and their carers across North Lanarkshire. 

Diane Fraser

Lucy advises the chief officer on medical matters. She has medical leadership responsibility for our hosted services as well as providing professional support for occupational health. 

Dr Lucy Munro

Maggs has strategic and operational responsibility for the leadership and provision of the partnership’s clinical services as well as those provided on a Pan-Lanarkshire basis.

Maggs Thomson

Trudi has strategic and operational leadership responsibility for the partnership’s delivery of person-centred, safe and effective nursing services and clinical practice.

Trudi Marshall

Organisational chart, key staff - who's who.

Area wide service leads support a whole system approach, ensuring professional standards are met and excellent services are provided through professional leadership and oversight.   

Programme Office Coordinates the Strategic Commissioning Plan, manage day-to-day governance of health and social care and support the operational heads with performance management, inspections, enquiries, briefings and complaints

Maria leads and manages the team enabling the delivery of high quality services through effective business planning and quality assurance programmes.         

She has responsibility for procurement, contracting and monitoring. Other responsibilities include dealing with complaints, information governance, and carer and advocacy work.   

Maria Williamson

Morag has a lead role in strategic planning within the partnership including delivery of the Strategic Commissioning Plan Programme of Work and associated improvement plans.        

Morag leads in the production of strategic plans, increasing integrated working, and commissioning and contracting.   

Graeme leads on the overall development of strategy and performance for the partnership,  supporting an intelligence led culture where effective data informs service development and outcomes for people, population and place.  

Graeme Cowan

Stephen is responsible for leading an integrated approach to performance management, supporting the planning, management and provision of all clinical, non-clinical and community based services within North Lanarkshire, by analysis and reporting of quantitative and qualitative intelligence and performance information.    

Stephen Forrest

Stacey is responsible for providing management, business and administration support to the Chief Officer, the partnership’s management team and the Integrated Joint Board.        

This includes a particular focus on projects around service improvement, risk management and implementation of governance frameworks.    

Stacey Anderson

Sharon plays a key role in supporting the development of the SLT and locality staff.   

This includes involvement in the Leading Integration programme and playing a lead role in engagement and participation surrounding the Strategic Commissioning Plan.   

She is the lead for supporting our staff and partner agencies to work in a more integrated way in localities.

Sharon Rodgers

Operational heads  senior leaders from health and social care who are leading the design and implementation of integrated locality management arrangements, ensuring services (advice, support and care) are delivered in the most efficient, effective, safe and person-centred way.

Maggs has strategic and operational responsibility for the leadership and provision of the full range of clinical services in the partnership including those providing care on Pan-Lanarkshire basis.    

She works with the Head of Adult Social Work, leading the design and implementation of integrated locality management arrangements to ensure services are delivered in the most efficient, effective, safe and person-centred way.    

Diane directly supports the strategic aims of the IJB and Council, by taking a leading role in developing and providing high standard, holistic and integrated adult social work and care services, with a focus on providing excellent quality support and care and positive outcomes for all adult service users and their carers across North Lanarkshire. This aligns fully with the HSCP’s and Council’s agreed priorities and also promotes the Council and IJB’s vision, values and its reputation. Diane works closely with the Head of Adult Health Services and we provide leadership to the Health and Social Work Managers and the area wide Adult Social Work Managers.    

Health & Social Work Managers Responsible for leading health & social care integration at locality level

Raymond is the Health and Social Work Manager for the West Sector which covers Airdrie, Coatbridge and North localities.     

He leads on winter planning resilience issues for the partnership and is a member of North Lanarkshire Council’s Adoption and Fostering Panel.    

Raymond Taylor

Sharon is the Health and Social Work Manager for the East Sector covering Bellshill, Motherwell and Wishaw localities.    

She has a key role around improving discharge planning, early intervention and working with our wider third sector colleagues.     

Sharon Simpson

Senior managers.

Andrea is one of the senior managers from Adult Social Work who have strategic responsibility for professional leadership, service redesign and delivery.           

As the Adult Manager for Addiction, Mental Health and Adult Support and Protection she has strategic responsibility for Mental Health service, Addictions, Complex Care, Public Protection and Promoting Choice.     

Andrea Breen

Margaret is responsible for Adult Social Work Services.  This involves supporting people who experience challenges in their lives, being mindful of families in their caring role, working with third sector partners and helping people to be solution focused and take more control of their lives with the main focus being preventative and early intervention work.    

Margaret Flavell

Karen has the strategic responsibility for the home support service. This includes the operational aspect of the service as well as the redesign. She also has the responsibility for care home placements which includes the ASG.  

Karen Workman

Jim has overall operational and strategic management responsibility for a range of healthcare services delivering care to patients across Lanarkshire.        

He is involved in a range of fora and groups relating to whole system working and unscheduled care. He is also involved in the management of delayed discharge and provides linkages between acute hospital based services and community services.   

Pauline has overall operational and strategic management responsibility for a range of children’s services providing specialist support and care to children and young people across Lanarkshire.    

  She works with wider colleagues within social work, education, commissioned and third sector to ensure services are complementary of a whole system response to children and young people.   

Pauline Izat

Tracy has strategic and operational responsibility for the leadership and provision of the full range of inpatient and community services for Mental Health & Learning Disability across the whole of Lanarkshire as well as Health Addiction services in North Lanarkshire.     

Tracey Coyle

Support advisors those in lead roles in the delivery of key functions, including information and communication technology (ict), finance, communications and human resources.

Amanda is the accountable officer for the effective financial management and administration of the partnership and the Integration Joint Board.    

Amanda Kilburn

Christine is finance manager for North and South Health budgets within the Health and Social Care Partnerships. Also the finance lead for Primary Care and Family Health Services. A member of both North and South senior management teams as well as NHS Lanarkshire senior finance team.

Christine McShane

Nicola manages the service area responsible for the day-to-day financial management support to the Adult Social Care and Chief Executive service areas including the strategic financial support for key service initiatives and project boards.  She also leads on the Financial Solutions support for the Community Boards.  

Nicola Lynch

Lianne and her team  provide professional financial support, advice and guidance to managers and officers of Adult Social Care .  

Lianne Herning

Mark leads the partnership’s internal and external communications.       

His role takes in the strategic proactive awareness raising of the partnership’s work as well as proactive and reactive reputation management.  

Professional Advisors A cohort of senior professionals from across our partnership, providing advice, direction and support to implement plans

Trudi has strategic and operational leadership responsibility for the partnership’s delivery of person-centred, safe and effective nursing services and clinical practice.     

She is responsible for providing professional and clinical leadership for all nursing staff across the partnership as well as on a pan-Lanarkshire basis where services are hosted by the partnership.     This takes in community, mental health, learning disabilities nursing, children’s services and community hospitals.   

Sharon is the professional lead for community nursing, treatment rooms, care homes and all hosted services within the Adult Unit. 

Her role includes strategic and operational leadership for ensuring the delivery of person centred, safe and effective nursing services. 

Sharon Murray

Marie provides leadership and direction to support the provision of high quality nursing care across the Mental Health, CAMHS, and Learning Disabilities and Addiction services.      

She leads and manages a team of senior nurses and nurse consultants across in-patient and community services. Marie also has the lead role in a number of areas including infection prevention and control, safe staffing, the safe care plan and Perinatal Mental Health .  

Marie Rooney

Lucy advises the chief officer on medical matters.    

She has medical leadership responsibility for North Lanarkshire hosted services as well as providing professional support for occupational health.      

Her other responsibilities include co-chairing the Local Negotiating Committee of the LMC led by South HSCP, continuing to run GP sessions and representing the partnership on the Lanarkshire Primary Care board

Adam is responsible for providing professional leadership on medical issues within Paediatrics and Sexual Health.   

He is also responsible for providing support to localities, where required, with regard to General Practices in North Lanarkshire.  He also has responsibilities relating to Clinical Governance, and is the Chair of the partnership’s Category 1 Adverse Events Group.  

Dr Adam Daly

Kerri is the Head of Health Improvement for NHS Lanarkshire and both health and social care partnerships.    

She has responsibility for providing overall strategic leadership, planning and management of the Health Improvement function in relation to early intervention and prevention programmes, addressing health inequalities, and population health. 

Vicki is the lead for health improvement across the partnership with a focus on addressing inequalities and promoting a prevention and early intervention approach across all services.    

Vicki works closely with a wide range of community planning partners and stakeholders to ensure a truly co-ordinated approach to tackling inequalities.    

Peter provides strategic direction to the ten professions under the Allied Health Professions (AHP) banner. He is the principal source of professional advice for NHS Lanarkshire and both health and social care partnerships.   

He leads on implementing the Lanarkshire Falls Strategy and is one of the key sponsors for the development of NHS Lanarkshire’s rehabilitation strategy.   

Peter McCrossan

Carrie provides professional leadership for Health Visiting, School Nursing, the School Immunisation Team, Integrated Children’s Community Nursing Team, and wards 19 and 20 at University Hospital Wishaw.  

She works closely with colleagues throughout the partnership to ensure safe and effective nursing services, and evidence based clinical practices centred around the child or young person.  

Carrie McCulloch

Human resources.

Doreen leads the HR Business Partnership team across NLC Adult Health and Social Care and Children and Families Social Work.    

She works in partnership with the service to fully understand the key business drivers and to implement business transformation from an HR perspective.  Doreen provides guidance and support to all managers within the service.   

Doreen Green

Jan is a member of NHS Lanarkshire’s corporate HR directorate providing professional HR support, advice and guidance in line with best practice, organisational policies and procedures to senior management and leaders across the partnership.     

She works closely with HR colleagues in North Lanarkshire Council to support the delivery of the overall objectives within the partnership as outlined in the Strategic Commissioning Plan.   

Our Services

We’re responsible for planning and commissioning a large number of health and social care services.

These include all adult and social care community-based health services, as well as some areas of adult hospital care.

Community-based health services

• Community-based geriatric medicine
• Community-based palliative care
• Community-based paediatrics
• Community children’s health services
• Health visiting
• Community learning disability services
• Public Health – Health Improvement
• Community addiction services
• District nursing
• Sexual and reproductive health and blood borne viruses
• Allied Health Professionals (out-patient department, clinic & outside hospitals)
• Public, general and community dental services
• Health and homelessness
• Diabetes service
• Pharmaceutical services
• Primary care administration
• Ophthalmic services

Hospital-based health services

• Hospital based addiction/dependence services
• Hospital based Mental Health services (excluding regional or national forensic services)
• Physiotherapy
• Accident & Emergency (A&E)
• General Medicine
• Hospital based Geriatric Medicine
• Rehabilitation Medicine
• Respiratory Medicine
• Hospital based Palliative care
• Hospital based Paediatrics
• Kidney Dialysis service
• GP Inpatient services
• Occupational Health

Community-based social work services

• Mental Health services
• Adults with Disability and Long term conditions
• Addiction services
• Occupational Therapy
• Health and Wellbeing improvement
• Adult and Child Protection
• Carers service
• Community care assessment and planning
• Contracted support services
• Equipment and adaptations, technology and telecare
• Intermediate care service
• Aspects of housing support
• Day opportunities and day services
• Homecare services
• Children and families social work
• Community Justice social work

Hosted Services

Health & Social Care North Lanarkshire also runs a number of services for the whole of Lanarkshire – these are known as hosted services.

The services hosted by us are:

• Care home liaison
• Community children’s services
• Paediatrics
• Mental health and learning disability
• Continence services
• Sexual health
• Speech and language therapy
• Substance misuse
• Prisoner health care

NHS inform  is Scotland’s national health information service. It provides accurate and relevant information to help people make informed decisions about their health and the health of the people they care for.

NHS inform’s website provides information on:

• illnesses, injuries and conditions
• tests and treatments
• healthy living topics – such as  smoking ,  alcohol ,  drugs and drug use ,  food and nutrition  and  mental wellbeing
• health news and events
• Self-help guides  for common illnesses and injuries
• Scotland’s Service Directory  containing hundreds of support groups and thousands of NHS services in Scotland

Key Documents Policy Documents and Annual Reports

Accessibility.

Please note that some of these files may not be suitable for users of assistive technology. Please contact us to request an accessible format.

2024 - 2025

Uhscnl-advert-june-2024, nl ijb annual accounts unaudited 2023-24, uhscnl carer strategy 2024 - 2027 full, uhscnl carer strategy summary 2024-2027, 2023 - 2024, nhs board 20 december 2023 ijb integration scheme, engagement and participation strategy, framework and principles v2 2021-24, investment supported people eqia april 23, 2022 - 2023, hscnl mainstreaming report june 2022, draft annual performance report 2022-23 (subject to ijb approval), annual audit plan 2022-2023, lanarkshire residential rehabilitation pathway flowchart, equality impact assessment scp 2023-2026, ijb audited annual accounts 2022_2023, nl duty of candour annual report 2022-2023, q3 performance report 2022-2023, strategic comms plan 2023-2026, 2021 - 2022, north lanarkshire hscp annual performance report 2021-2022, north lanarkshire ijb 2021-22 annual audit report, north lanarkshire ijb audited annual accounts 2021-22, 2020 - 2021, hsc nl strategic commissioning plan 2020-2023, north lanarkshire ijb annual audited accounts 2020-21, north lanarkshire ijb 2020/21 final annual audit report, records management plan of north lanarkshire ijb, hsc nl annual performance report 2020-21, joint statement with trade unions 10th april 2020, updated joint statement with trade unions 6th may 2020, 2019 - 2020, nl integration scheme, hsc annual report, hscnl annual performance report, north lanarkshire ijb annual accounts public notice 2019-20, nl ijb unaudited annual accounts 2019-2020, north lanarkshire ijb annual accounts 2019-2020, north lanarkshire ijb external audit report 2019-20, integrated rehabilitation team leaflet, questionnaire results summary, ross thanks letter to staff 20th march 2020, 2018 - 2019, achieving integration 2018-19, hsc nl annual report 2018-19, nl ijb audited annual accounts 2018-19, nl ijb annual accounts public notice 2018-19, nl ijb annual accounts 2018-19 unaudited, information sharing agreement 25-10-2018, information sharing agreement 19-10-2018, 2017 - 2018, achieving integration 2017.pdf, north lanarkshire ijb annual accounts 2017-18, north lanarkshire jib guide to information 2017, 2016 - 2017, hsc nl strategic plan 2016-2026, north lanarkshire integration scheme, hsc nl annual report 2016-17, ijb complaints handling procedure, airdrie locality profile 2016, bellshill locality profile 2016, coatbridge locality profile 2016, motherwell locality profile 2016, north locality profile 2016, wishaw locality profile 2016.

• Business Account

Support for businesses in North Lanarkshire

Business support, funding and information for local businesses

Smart Hub Lanarkshire

A new centre of excellence for manufacturing innovation and robotics

Commercial land and property

Properties to let and land and property for sale

Trading standards

Advice and support for consumers and business

Workplace safety and risk

How we enforce health and safety legislation in North Lanarkshire

Food safety

Advice for businesses

Procurement

Doing business with council

Non-domestic rates

A tax on the occupation of non-domestic property, lands and heritages

Protective services enforcement and authorisations

Trading Standards and Environmental Health enforcement policy and officer authorisations

Support for vulnerable people to access the EU settlement scheme

The International Organization for Migration is working with Cosla to ensure that vulnerable and more marginalised people are provided with information and support

Business waste and recycling

Information about trade waste services, pay an invoice, and regulations

Page last updated: 22 Sep 2023

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