1.1 Overview against the principles of good governance
This executive summary provides an overview of the council’s governance arrangements across the seven principles of good governance set out in the Delivering Good Governance in Local Government: Framework (2016). It draws on the evidence from the Annual Governance Statement and the 11 sources of assurance, including the Strategic Governance Framework (the council’s Local Code of Governance) and the associated annual review process. It reflects the extent to which governance arrangements are embedded, effective in practice, and subject to ongoing monitoring, evaluation, and continuous improvement.
Principle A: Behaving with integrity, demonstrating strong commitment to ethical values, and respecting the rule of law.
The council operates within a comprehensive and well‑established governance framework that promotes high standards of integrity and ethical behaviour. This is underpinned by statutory officer roles, Codes of Conduct for Elected Members, Chief Officers, and employees, and supporting mechanisms such as registers of interests, declarations of interest, and gifts and hospitality arrangements. These are complemented by corporate policies, including whistleblowing and fraud, alongside regularly reviewed financial regulations, ensuring lawful decision making, transparency, and accountability across all activities.Principle B: Ensuring openness and comprehensive stakeholder engagement.
Transparent decision making is supported through clearly defined governance structures, including Standing Orders, the Scheme of Administration, and the Scheme of Delegation to Officers, all of which are subject to regular review and continuous improvement. Committee processes, public access to reports, agendas and webcasts, and statutory processes such as complaints handling and Freedom of Information requests ensure openness. Engagement is further strengthened through the Strategic Policy Framework review programme updates and public performance reporting arrangements, enhancing communication and involvement with stakeholders.Principle C: Defining outcomes in terms of sustainable economic, social, and environmental benefits.
The Plan for North Lanarkshire provides a clear, long‑term strategic vision centred on inclusive growth and prosperity for all. This is supported by a strong evidence base, including health check indicators, and is embedded across the organisation, informing decision making, policy development, service delivery, corporate governance, and service redesign. This ensures that decision‑making and service delivery remain consistently aligned to achieving sustainable economic, social, and environmental benefits for local people and communities.Principle D: Determining the interventions necessary to optimise the achievement of intended outcomes.
Delivery of strategic priorities is enabled through the Programme of Work, which provides a co-ordinated, council‑wide approach to planning and implementation. This is supported by robust governance arrangements, including programme oversight, project management and quality assurance arrangements, and regular review processes that ensure priorities remain current and responsive to changing demands. Recent programme reviews have strengthened the focus on transformation, service redesign, and cross‑cutting delivery to maximise impact and accelerate progress.Principle E: Developing the entity’s capacity, including the capability of its leadership and individuals.
The council has established strong leadership structures, with clearly defined roles and responsibilities supported by statutory posts and governance arrangements. Workforce capacity is maintained through structured workforce planning, training, and development frameworks, including corporate learning and development programmes and mandatory training linked to key policies such as the Employee Code of Conduct, and the council’s data protection and information governance duties. Ongoing investment in leadership, organisational development, and operating models supports the council’s ability to deliver its priorities effectively.Principle F: Managing risks and performance through robust internal control and strong public financial management.
A comprehensive system of internal control is in place, incorporating risk management strategies, corporate, service, programme, and project risk registers, and strong financial governance arrangements. These are underpinned by regular review processes (including self-evaluation), internal audit activity, and compliance with national standards such as the CIPFA Financial Management Code. The Strategic Performance Framework ensures systematic monitoring and reporting of performance, supported by data, self‑evaluation, and continuous improvement processes, enabling effective scrutiny and management of risks.Principle G: Implementing good practices in transparency, reporting, and audit to deliver effective accountability.
The council benefits from robust assurance arrangements, including independent internal and external audit, and structured scrutiny through the Audit and Scrutiny Panel and service committees. A wide range of assurance sources, including annual governance reviews, self‑evaluation processes, and external audit reporting, provide a strong evidence base on effectiveness and continuous improvement. Enhanced public performance reporting, including improved accessibility of data through digital platforms, supports transparency, accountability, and continuous improvement.
1.2 Governance outlook
The council is satisfied that its governance arrangements are fit for purpose and provide reasonable assurance regarding the effectiveness of governance, risk management, and internal control. Recognising the increasingly complex operating environment, the council remains committed to maintaining and strengthening its governance framework through continuous improvement, regular review, implementation of identified enhancement actions, and ongoing monitoring of emerging legislation, national policy developments, regulatory requirements, and wider economic, social, environmental, and technological changes. This will ensure governance arrangements remain effective, resilient, and responsive to both local and national priorities, while continuing to support strategic objectives, service transformation, and the delivery of high-quality, sustainable supports and services for the people and communities of North Lanarkshire.
1.3 Continuous improvement
In accordance with the requirements of the CIPFA Addendum (2025), the improvement actions identified throughout this Annual Governance Statement have been consolidated into the following improvement plan to provide a clear overview of the key governance enhancements to be progressed during the forthcoming year.
The plan focuses on strengthening governance arrangements, supporting transformation and service redesign, enhancing transparency, accountability, and performance reporting, embedding recognised best practice, and ensuring that the council’s governance framework remains effective, resilient, and fit for purpose in an increasingly challenging financial, operational, and legislative environment. Progress against these actions will be monitored throughout the year to support continuous improvement and the delivery of good governance outcomes.