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1. Focussing on the Organisation’s Purpose and on Outcomes for Citizens and Service Users 



The Board’s overall strategic direction is set out in A Healthier Future, NHS Lanarkshire’s strategic health planning framework, which was published in 2012.

Local Delivery Plan


In February each year the Board is required by the Scottish Government Health Department to produce a Local Delivery Plan, setting out how it will deliver a range of targets around:

  • Health Improvement;
  • Efficiency;
  • Access to Health Services;
  • and Treatment According To Need.

The Local Delivery Plan is considered by the Board in draft, and then in final form in April. The processes for finalisation of the Plan include scrutiny by the Performance Management Division within the Scottish Government. 

Performance against the targets in the Local Delivery Plan is the subject of rigorous Performance Management and reporting at a number of levels, including through:

  • the Lanarkshire NHS Board,
  • the Acute Operating Management Committee,
  • the North Lanarkshire Community Health Partnership Operating Management Committee,
  • the South Lanarkshire Community Health Partnership Operating Management Committee,
  • and the Executive-level Corporate Management Team.

Corporate Objectives


The Local Delivery Plan informs the development of the organisation’s corporate objectives, in the areas of:

  • Improving life expectancy and healthy life expectancy for the people of Lanarkshire,
  • continually improving the efficiency and governance of the NHS in Lanarkshire,
  • delivering continuous improvement in response to patients’ needs for quicker and easier access in use of NHS Services,
  • providing treatment appropriate to individuals, ensuring that patients receive high quality of services that meet their needs. 

The corporate objectives are approved by the Lanarkshire NHS Board in April each year.

Executive Director Personal Objectives and Performance Management


From the corporate objectives, personal objectives are agreed for the Board’s Executive Directors, namely the:

  • Chief Executive,
  • Medical Director,
  • Director for Nurses, Midwives and the Allied Health Professions,
  • Director of Public Health and Policy,
  • Director of Finance,
  • Director for Strategic Implementation, Planning and Performance,
  • Director of Human Resources,
  • Director of Organisational Development,
  • Director of Acute Services,
  • Director of the North Lanarkshire Community Health Partnership,
  • and the Director of the South Lanarkshire Community Health Partnership. 

These personal objectives are agreed by the Board’s Remuneration Committee.  Thereafter, the Board Chairman reviews the Chief Executive’s performance in the delivery of his personal objectives, and the Chief Executive reviews the performance of all other Executive Directors in the delivery of their personal objectives, consistent with the robust national arrangements for individual performance management of executive and senior managers.

Risk Management


The Board produces a Risk Management Strategy, which sets out the arrangements for the discharge of its risk management responsibilities, including the processes for the identification of risks and how risk to the organisation will be managed to mitigate the impact on the delivery of the Board’s strategic and operational aspirations. 

Clinical Governance


The Board has a Clinical Governance Strategy, and produces an annual Clinical Governance Workplan. Progress in the delivery of the Workplan is reported to the NHS Board and to the Clinical Governance Committee. 

A key element of the Clinical Governance endeavour is around the local implementation of the Scottish Patient Safety Programme. This includes the organisation’s response to the requirement to reduce Healthcare Associated Infections, including Staphylococcus Aureus and Clostridium Difficile. 


Progress in the delivery of the Risk Management Strategy and the Clinical Governance Strategy is taken forward through well-developed clinical governance and risk management mechanisms, both at Board level and at an operational level within the Acute Division and the North and South Lanarkshire Community Health Partnerships. 
At Board level, oversight of progress is the responsibility of the Clinical Governance Committee, the Audit Committee and the Executive-level Risk Management Steering Group.

Value for Money


Value for money in the discharge of the Board’s responsibilities is established through a number of mechanisms, including:

  • participation in a range of Best Value Reviews,
  • the assessment of comparative performance with other NHS systems,
  • the production of an External and Internal Audit Annual Plan, with progress in delivery reported routinely to the Audit Committee during the year,
  • and through the financial overview of the NHS in Scotland prepared for the Auditor General for Scotland by Audit Scotland in the latter part of the calendar year.

Patient Experience


The Board values information about patients’ experience and the contribution that the information can make to further improving the delivery of Health Services.

The Board is currently progressing the local implementation of Better Together the national Patient Experience Programme, which is aimed at gathering consistent patient experience information, as opposed to patient satisfaction data, in order to inform Service improvement.