Health and Social Care Partnership - Performance Report - FQ4 2025/26 (JANUARY - MARCH)
Argyll and Bute Council · 13 August 2026
Back to Argyll and Bute HSCP Clinical and Care Governance Committee — 13 August 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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1 The Clinical & Care Governance Committee Date of Meeting: 13 August 2026 Title of Report: Health & Social Care Partnership - Performance Report FQ1 2026/27 (April – June 2026) Presented by: Kristin Gillies - Head of Strategic Planning, Performance & Technology The Committee is asked to: • Review performance for FQ1 2026/27 (April – June) against latest Key Performance Indicators within the revised Integrated Performance Management Framework for 2026/27 • Review the A&B HSCP performance metrics, including “Plans, mitigation and Actions” Feedback reported in Appendix 1, aligned to national reporting across the following areas: • SG National Health & Wellbeing Outcomes • SG Ministerial Steering Group Integration Indicators • Centre for Sustainable Delivery (CfSD) Unscheduled Care • SG Delayed Discharges Sitrep • Planned Care within the Operational Improvement Plan (OIP) 1. EXECUTIVE SUMMARY This report details performance for the Financial Quarter (FQ) 1 2026/27 (April – June). The key performance outputs are taken from the current Integrated Performance Management Framework (IPMF) Reporting Dashboard. Overall performance for FQ1 notes 38 of 97* measures reported as on target (39%). 51 are noted as off track and 8 are awaiting data/TBC. National Delayed Discharge Sitrep and the National Health & Wellbeing Indicators performance are also provided. The HSCP Senior Leadership Team recently reviewed the content and structure of the Integrated Performance Management Framework, and the revised suite of performance metrics is being presented before the IJB in a new suite of measures (Appendix 1). This new suite of measures is designed to integrate national pressures around Centre for Sustainable Delivery’s (CfSD) Urgent & Unscheduled Care, Planned Care and NHS Highland Operational Improvement Plan (OIP), including scope for service feedback. 2. RECOMENDATIONS The Clinical & Care Governance Committee is asked to: • Review performance for FQ1 2026/27 (April – June) against latest Key Performance Indicators within the Integrated Performance Management Framework for 2026/27.
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2 • Review the A&B HSCP performance metrics, including “Plans, mitigation and Actions” Feedback reported in Appendix 1. Further narrative will be provided verbally within the meeting, however data is provided to ensure that reporting is available. 3. DETAIL OF REPORT The report details the HSCP (Health and Social Care Partnership) performance for FQ 1 2026/27 (April - June), highlighting key performance trends across the 97* KPIs (Key Performance Indicators). For FQ 1 2026/27, the latest national update on Delayed Discharges, the latest performance on the National Health and Wellbeing Outcomes Indicators and additional performance metrics aligned to Urgent & Unscheduled Care, Planned Care and NHS Highland’s OIP are all now reported within Appendix 1. 4. RELEVANT DATA & INDICATORS 4.1 FQ 1 2026/27 (April – June) Performance Summary Overall performance for FQ1 notes that 97* KPI’s are scoring against a target, with 38 (39%) reporting as on track. 51 are noted as off track and 8 are awaiting TBC/data. The KPI’s report performance against the target and include the target, actual and variance and is a mix of both quantitative and qualitative indicators. The use of the green, amber and red graphics within the Dashboard is used to give an overview of the HSCP’s total performance for each of the thirteen services and 97* KPI’s. The use of only green and red for the KPI’s is used to focus delivery with regards to sustaining performance on or above target. Metrics around CfSD Urgent & Unscheduled Care, Planned Care are now imbedded within the IPMF and are all reported within Appendix 1. 4.2 Analysis of Key Performance This analysis identifies performance across the 13 service reporting categories within the Integrated Performance Management Framework (IPMF).
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3 4.2.1 National Health & Wellbeing Outcome Indicators & Ministerial Steering Group Integration Indicators The National Health and Wellbeing Outcomes provide a strategic framework for the planning and delivery of health and social care services. This suite of outcomes serves to focus on improving the experiences and quality of services for people using those services, carers, and their families. These indicators form the basis of the annual reporting requirement for Health and Social Care Partnerships across Scotland. The national indicators will be updated and reported within A&B HSCP’s Integrated Performance Management Framework to provide the national performance position alongside the local service Key Performance Indicators suite. The latest data in relation to 18 HWBOI Indicators reports 66.6% on track, with 12 on-track and 6 off-track. An overview of A&B HSCP’s latest performance against the 18 HWBOI measures and the latest 6 MSG metrics and activity levels are included in Appendix 1. It should be noted that reporting periods vary across the suite of national indicator measures, with some measures affected by national reporting data lag. 4.2.2 Delayed Discharges Sitrep Overall trend performance for June 2026 noted an overall increase in the total delays per 100,000, with 48 reported at the June 2026 census point. With regards to sit rep benchmarked performance, A&B HSCP remains above the Scottish average per 100,00 population, however the latest Delayed Discharge sit rep per 100,000 indicates the overall position is worsening, with 58 noted as of 27th July 2026. 5. CONTRIBUTION TO STRATEGIC PRIORITIES The monitoring and reporting against Key Performance Indicators using the Integrated Performance Management Framework and Dashboard ensures the HSCP is able to deliver against key strategic priorities. This in-turn is aligned with the Strategic Plan and key objectives. 6. GOVERNANCE IMPLICATIONS 6.1 Financial Impact Financial performance is evidenced within the IPMF Dashboard ensuring best value as well as evidencing the impact and performance against organisational budget savings.
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4 6.2 Staff Governance Key performance indicators within the IPMF ensure that staff governance requirements continue to be progressed and developed include health and safety, wellbeing and new service redesign and working practices. 6.3 Care and Clinical Governance Clinical and Care Governance and patient safety remain at the core of prioritised service delivery against the new IPMF Dashboard and National Health & Wellbeing Outcomes Indicators. The new governance structure supporting the IPMF ensures that the Clinical & Care Governance Committee remain central to performance improvement. The development of the IPMF is focussed on moving away from previous traditional styles of reporting to a fully collaborative approach with Head of Service and Service Lead commentary. 7. PROFESSIONAL ADVISORY Data used within the performance dashboard is fully accessible in SharePoint with data trends and forecasting are identified to give wider strategic context. This provides the HSCP professional advisors with self –service performance information to inform their role in maintaining professional standards and outcomes. 8. EQUALITY & DIVERSITY IMPLICATIONS The Integrated Performance Management Framework captures relevant indictors used to inform the HSCP E&D work. 8.1 PROTECTED CHARACTERISTICS Performance detailed within this report acknowledges the rights of the Child (UNCRC), Islands. Fairer Scotland, Socio-economic Duty, Equalities - protected characteristics. 9. GENERAL DATA PROTECTION PRINCIPLES COMPLIANCE Data use and sharing within this report and IPMF performance dashboard is covered within the Argyll and Bute Council & NHS Highland Data Sharing Agreement 10. RISK ASSESSMENT Risks and mitigations associated with performance data sources and reporting are managed and identified within the monthly Performance & Improvement Team- Work Plan. 10.1 STRATEGIC, OPERATIONAL OR CLIMATE RISK Performance reports are used by operational management to identify service delivery risk and to inform mitigation action accordingly. 11. PUBLIC & USER INVOLVEMENT & ENGAGEMENT Performance reporting is available for the public via Argyll and Bute Council and NHS Highland websites. The IPMF dashboard utilises SharePoint to support manager and staff access across the HSCP.
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5 12. CONCLUSION The Clinical & Care Governance Committee is asked to considerer and acknowledge FQ 1 2026/27 (April - June) performance position as detailed in the IPMF Dashboard, and the additional metrics within revised FQ1 Performance Overview Power Point, presented as Appendix 1. 13. DIRECTIONS Directions required to Council, NHS Board or both. Directions to: tick No Directions required x Argyll & Bute Council NHS Highland Health Board Argyll & Bute Council and NHS Highland Health Board 14. PREVIOUS REVIEW OF THE REPORT Meeting Title of report Date Output (if relevant) REPORT AUTHOR AND CONTACT Author Name: James Brooks – Performance & Information Team Manager Email: james.brooks@argyll-bute.gov.uk
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6 Appendix 1 Latest FQ1 Performance Presentation provided in separate pdf.