Supplementary Pack 2
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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12 August 2026 SUPPLEMENTARY PACK 2 ARGYLL AND BUTE HSCP CLINICAL AND CARE GOVERNANCE COMMITTEE - BY MICROSOFT TEAMS on THURSDAY, 13 AUGUST 2026 at 2:00 PM I enclose herewith item 7 which was marked to follow on the Agenda for the above meeting. Please note that this report relates to FQ1 2026/27 (April – June 2026) and not FQ4 2025/26 (January to March) as previously indicated. ITEM(S) TO FOLLOW 7. HEALTH AND SOCIAL CARE PARTNERSHIP - PERFORMANCE REPORT - FQ4 2025/26 (JANUARY - MARCH) - TO FOLLOW (Pages 3 - 38) Report by Head of Planning, Performance and Technology Argyll and Bute HSCP Clinical and Care Governance Committee James Mullins Duncan Scott Karen Leach Graham Bell (Chair) Evan Beswick Rebecca Helliwell Fiona Broderick Kevin McIntosh David Gibson Alison McGrory Councillor Dougie McFadzean Councillor Ross Moreland Louise Bussell Contact: Lynsey Innis, Committee and Democratic Services Officer Tel: 01546 604338 Public Document Pack
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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. Page 3 Agenda Item 7
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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). Page 4
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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. Page 5
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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. Page 6
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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 Page 7
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6 Appendix 1 Latest FQ1 Performance Presentation provided in separate pdf. Page 8
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Argyll & Bute Health and Social Care Partnership FQ1 (Apr –Jun 2026) Performance Overview Update 10 August 2026 Appendix 1 – A&B HSCP performance metrics Page 9
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• HWBOI & MSG Indicators • FQ1 IPMF Performance Update • Operational Improvement Plan - Update A&B HSCP Performance Overview Metrics FQ1 (Apr - Jun 2026) Page 10
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National Health & Wellbeing Outcome Indicators HWBOI – Outcomes Indicators Data • Latest available data notes 77.7% (7 of 9) HWBOI Outcomes measures reporting as above the national Scotland Rate. It is worth noting that performance will be influenced and vary in line with the total number of respondents participating in this voluntary survey. As such, caution should be noted with regards to previous comparison and trends. HWBOI- Performance Indicators Data • Latest available data notes 55.5% (5 of 9) HWBOI Performance measures reporting as above the national Scotland Rate. Core Suite of Integration Indicators 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Latest** Scotland 1 - Percentage of adults able to look after their health very well or quite well 93.0% 93.2% 93.2% 90.8% 90.8% 92.4% 92.4% 92.4% 90.7% 2 - Percentage of adults supported at home who agreed that they are supported to live as independently as possible 79.0% 79.9% 79.9% 75.0% 75.0% 79.4% 79.4% 79.4% 72.4% 3 - Percentage of adults supported at home who agreed that they had a say in how their help, care, or support was provided 76.0% 72.5% 72.5% 66.9% 66.9% 56.9% 56.9% 56.9% 59.6% 4 - Percentage of adults supported at home who agreed that their health and social care services seemed to be well co-ordinated 72.0% 73.7% 73.7% 66.0% 66.0% 66.2% 66.2% 66.2% 61.4% 5 - Total % of adults receiving any care or support who rated it as excellent or good 79.9% 78.3% 78.3% 68.6% 68.6% 76.8% 76.8% 76.8% 70.0% 6 - Percentage of people with positive experience of the care provided by their GP practice 84.8% 84.5% 84.5% 77.6% 77.6% 83.9% 83.9% 83.9% 68.5% 7 - Percentage of adults supported at home who agree that their services and support had an impact on improving or maintaining their quality of life 74.2% 76.5% 76.5% 76.7% 76.7% 75.0% 75.0% 75.0% 69.8% 8 - Total combined % carers who feel supported to continue in their caring role 32.7% 35.0% 35.0% 38.0% 38.0% 37.6% 37.6% 37.6% 31.2% 9 - Percentage of adults supported at home who agreed they felt safe 82.9% 78.7% 78.7% 76.4% 76.4% 72.6% 72.6% 72.6% 72.7% 11 - Premature mortality rate per 100,000 persons* 393 403 398 386 398 395 395 395 426 12 - Emergency admission rate (per 100,000 population)* 12,938 12,402 10,702 12,004 11,968 12,204 12,022 12,022 11,514 13 - Emergency bed day rate (per 100,000 population)* 112,235 108,088 91,065 106,155 118,552 120,888 122,657 122,657 118,078 14 - Readmission to hospital within 28 days (per 1,000 population)* 83 80 96 89 84 85 85 85 103 15 - Proportion of last 6 months of life spent at home or in a community setting* 90.0% 9080.0% 9240.0% 90.8% 89.6% 89.7% 89.6% 89.6% 89.1% 16 - Falls rate per 1,000 population aged 65+* 26.2 26 24.3 29.2 27.6 28.4 26.4 26.4 22.8 17 - Proportion of care services graded 'good' (4) or better in Care Inspectorate inspections 74.2% 85.0% 87.0% 80.0% 79.0% 77.3% 84.2% 84.2% 81.9% 18 - Percentage of adults with intensive care needs receiving care at home* 68.4% 70.8.0% 72.3% 72.1% 72.2% 68.3% 68.8% 68.8% 64.7% 19 - Number of days people spend in hospital when they are ready to be discharged (per 1,000 population) 640 540 343 570 804 912 882 1,197 925 20 - Percentage of health and care resource spent on hospital stays where the patient was admitted in an emergency* 22.0% 22.0% N/A N/A N/A N/A N/A N/A N/A Core Suite of Integration Indicators • Data presented is based on latest PHS published data @ Aug 2026. Latest performance notes 66.6% (12 of 18) measures reporting above the national rate. Page 11
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Ministerial Steering Group – Performance Indicators Ministerial Steering Group Indicators • MSG Indicators have been updated to FY 2024/25 and are presented as a proxy for part year 2025/26 (April – Dec) based on latest available publication. MSG Indicators 1.1 & 1.2 & 2.1 notes slight fall in activity compared to the last reporting year, however this may be due to impact of data lag. • Activity around Emergency Admissions, Unplanned Bed Days, A&E attendances and Delayed Discharge Bed Days all noted performance exceeding pre –Covid levels. This highlights the necessity to consider approaches to alleviate systems pressures around Urgent and Unscheduled Care and expedite hospital flow, particularly around significant increases seen in A&E Admissions and Delayed Discharges. Ministerial Steering Group Indicators 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26* MSG 1.1 - Number of emergency admissions 6,918 7,822 7,939 8,412 8,187 5,829 MSG 1.2 - Number of Admissions from A&E 3,668 5,040 4,957 5,097 4,816 3,385 MSG 2.1 - Number of unplanned bed days acute specialties 53,390 67,308 77,281 80,356 79,982 47,880 MSG 2.2 - Number of unplanned bed days MH specialties 10,478 7,954 8,289 10,368 11,350 9,028 MSG 3.1 - Number of A&E attendances 10,091 15,647 16,774 17,740 18,448 14,191 MSG 3.2 - % A&E attendances seen within 4 hours 92.79% 85.50% 80.03% 80.28% 80.73% 80.30% MSG 4.1 - Number of DD bed days occupied 5,354 7,742 11,944 12,757 14,042 11,361 MSG 5.1 - % of last six months of life by setting community & hospital 90.80% 90.80% 89.60% 89.40% N/A N/A MSG 6.1 - % of 65+ population at Home (unsupported) 92.50% 92.60% 93.20% 93.40% N/A N/A PHS MSG Latest publication v1.74 Filtered to +18 age only Page 12
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FQ1 Performance Update - IPMF The IPMF was reviewed across the summer of 2026 in line with HoS engagement meetings. The number of KPIs has increased from 77 in 2025/26 to 97* for 2026/27. This will be partially due to the OIP and U&UC metrics being threaded through the IPMF main structure. Additionally, QPS is recognised as its own service area, resulting in 13 key areas of performance monitoring for 26/27. *Currently 8 KPIs TBC Page 13
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Children & Families & Justice Current IPMF Performance Metrics FQ4 Target FQ 1 Plans, Mitigations and Actions Children & Adolescent Mental Health Services (CAMHS) will see 90% of children and young people within 18 weeks of referral 100.0% 90.0% 95.0% Improve the number of statutory individual Health Assessments commenced within four weeks of coming into care 0 96.0% 80.0% Improve the number of teams that have delivered 85% or more of the Universal Health Visiting Pathway (UHVP) 81.0% 85.0% 87.0% Percentage of Criminal Justice social work reports submitted by 12 noon, 2 days before court 86.0% 90.0% 96.0% Conversion rate (%) Initial or Pre-birth Child Protection planning meetings leading to registration 76.0% 75.0% 75.0% % of Initial CP Planning Meetings held no later than 28 calendar days from Inter-agency referral discussion (IRD) 13.0% 70.0% 33.0% % of Care Experienced Children with Review Completed - 25.0% 16.0% % of MAPPA cases reviewed within timescales - 95.0% 100.0% % of Child Immunisations uptake rate - (6-1 at 5 years old point) - 95.0% 97.0% Achieve a minimum 95 percent uptake for 6 in 1 vaccination in children by the time they reach 1 year old - 95.0% 90.0% Number of children waiting for a New Neurodevelopmental Assessment breaching RTT Guarantee Date - 350 383 Children & Families – Shona Williams – FQ1 (Apr-Jun 2026) Performance Overview Page 14
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OIP - CAMHS Current Performance Metrics FQ4 Target FQ1 Children & Adolescent Mental Health Services (CAMHS) will see 90% of children and young people within 18 weeks of referral 100.0% 90.0% 95.0% OIP - CAMHS - Shona Williams – FQ1 (Apr – Jun 2026) Performance Overview Plans, Mitigations and Actions Page 15
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Planning, Performance & Technology Current IPMF Performance Metrics FQ4 Target FQ 1 Plans, Mitigations and Actions Increase the number of New Clients to Telecare services 219 205 169 Increase the number of Telecare Service reviews completed 162 140 151 Increase the number of patients utilising 'Near Me' clinics 1163 900 1309 Increase the utilisation of 'Connect Me' for Blood Pressure monitoring within primary care 98 100 107 Waiting Times for Cancer Appointments at the 31 Day Target 5 0 14 Reduce New OP Waiting Times breaches >12 weeks 34.0% 40.0% 37.0% Reduce OPWL long waits >52 weeks 30 0 1.9% Reduce OPWL long waits >78 weeks 7 0 0.5% Reduce OPWL long waits >104 weeks 4 0 0.3% 95% of patients with a referral to Radiology are being seen within 6 weeks 96.0% 95.0% 96.0% Minimise the % of Total Inpatient TTG Waiting List breaching over 12 weeks (84 days) 15.2% 14.0% 47.2% Strategic Planning Performance & Technology – Kristin Gillies – FQ 1 (Apr – Jun 2026) Performance Overview Page 16
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OIP - Planned Care – Long Waits - Planned Care - Long Waits – Kristin – FQ 4 (Jan – Mar 2026) Performance Tar - Reduce OPWL Current Performance Metrics FQ4 Target Q1 Actual OIP - Reduce OPWL long waits >52 weeks 1.8% 0.0% 4.9% Reduce OPWL long waits >78 weeks 7 0.0% 1.3% Reduce OPWL long waits >104 weeks 4 0.0% 0.7% OIP - Planned Care - Long Waits – Kristin Gillies – FQ 1 (Apr – Jun 2026) Performance Overview Plans, Mitigations and Actions The findings for Quarter 1 continue to identify Orthodontics and Urology as the primary pressure specialties, with the highest proportion of patients waiting longer than 52 weeks. Targeted improvement work is underway within both specialties to address these long waits, increase capacity where possible, and reduce the number of patients exceeding waiting time thresholds. It is anticipated that these interventions will lead to a significant improvement in access times and a reduction in long wait breaches over the coming quarters. Continued monitoring will be essential to assess the effectiveness of these actions and ensure sustained progress. Page 17
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OIP - Planned Care – Outpatients Current Performance Metrics FQ4 Target Q1 Actual OIP - Reduce New OP Waiting Times breaches >12 weeks 34.2% 40.0% 37.0% OIP Planned Care - Outpatients - Kristin Gillies – FQ 1 (Apr –Jun 2026) Performance Overview Plans, Mitigations and Actions The pressure specialties identified in Quarter 1 are Urology, Orthodontics, Ophthalmology, Gastroenterology, Respiratory Medicine, and Oral Surgery, all of which continue to experience increased waiting time pressures. Targeted improvement activity is underway across these specialties to reduce long waits, increase capacity where feasible, and improve patient access. It is anticipated that these interventions will result in a significant improvement in access times and a reduction in waiting time breaches over the coming quarters. Progress will continue to be closely monitored to evaluate the impact of these measures and identify any further actions required. Page 18
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Planned Care - Inpatients Source: Argyll & Bute – Full IPDCWL as at 30/07/2026 Current Performance Metrics FQ4 Target Q1 Actual Minimise the % of Total Inpatient TTG Waiting List breaching over 12 weeks (84 days) 15.2% 14.5% 40.6% OIP Planned Care - Outpatients - Kristin Gillies – FQ 1 (Apr –Jun 2026) Performance Overview Plans, Mitigations and Actions Work is continuing within Oral Surgery to reduce the number of patients breaching the waiting time standard. Improvement initiatives remain focused on increasing patient throughput, reducing long waits, and improving overall access to the service. The impact of these actions will continue to be monitored to ensure sustained progress in reducing breaches and improving waiting time performance. Page 19
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OIP - Radiology Current Performance Metrics FQ4 Target Q1 Actual 95% of patients with a referral to Radiology are being seen within 6 weeks 96.0% 95.0% 96.0% OIP - Planned Care - Radiology - Kristin Gillies – FQ 1 (Apr – Jun 2026) Performance Overview Plans, Mitigations and Actions . Page 20
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Primary Care Current IPMF Performance Metrics FQ4 Target FQ 1 Plans, Mitigations and Actions 80% of children who received Fluoride Varnish treatment did not require to be referred for further dental treatment 85.0% 80.0% 80.0% Percentage of planned activity carried out to deliver National Oral Health Improvement Programmes against Service Plan 93.0% 100.0% 76.0% Monitor vaccination delivery against National trends during autumn winter and spring booster programmes 65.0% 59.0% 58.0% Monitoring HSCP 2C GP Practices operating on budget TBC Average Wait for GP walk in clinics TBC Number or % of patients with Anticipatory Care Plan in Place TBC Cervical Cancer Screening Rates TBC % of GP-Referred Patients attending A&E as p4 (avoidable A&E attendance) TBC Primary Care – Eilidh Gallagher – FQ 1 (Apr – Jun 2026) Performance Overview Page 21
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Public Health Current IPMF Performance Metrics FQ4 Target FQ 1 Plans, Mitigations and Actions Increase the monthly number of successful quits supported by NHS smoking cessation advisors or jointly through shared care with pharmacy, by people in the 40 % most deprived areas in Argyll and Bute. ** Reported 1 quarter in arrears** 14 10 17 Increase the number of people in Argyll and Bute attending training in the following areas: Money Counts, Behaviour Change, Speakeasy, Mental Health and Suicide Prevention. 19 26 6 Mitigate health inequalities through increasing the number of referrals to community link workers supported by ‘With You’, ensuring health and wellbeing support is targeted to areas of rural or socio-economic need. 207 250 230 Report on the number of engagements relating to planning with people with lived or living experience of alcohol and/or drugs. 6 4 1 Number of instances working with Scottish Government or national agencies on national strategy and policy development 12 11 5 Number of locality-based ROSC (Recovery Orientated System of Care) meetings or engagements within local communities. 3 7 Public Health - Alison McGrory – FQ 1 (Apr – Jun 2026) Performance Overview Page 22
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Finance Current IPMF Performance Metrics FQ4 Target FQ1 Plans, Mitigations and Actions Monitor Older People (OP) - Internal Residential Budget Spend 10% 0.0% 13% Monitor Older People (OP) - External Residential Budget spend 0% 0.0% -40.0% Monitor Older People - Homecare Budget spend 2% 0.0% 37% Monitor Lorn & Islands Hospital overall budget 24438 23192 24677 Monitor NHS Savings Recovery to ensure this remains on track (£k) 5259 8414 4795 Monitor Social Work Savings Recovery to ensure this remains on track (£k) 2337 3015 2640 Monitor the HSCP Total Budget to ensure this remains on track (£m) 405 422 432 Monitor SW Adults with Complex Care (LD,PD,MH) - Budget spend 0.0% -30% Monitor SW Children & Families Budget spend 0.0% 25% Finance – James Gow – FQ 1 (Apr – Jun 2026) Performance Overview Page 23
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Carers Current IPMF Performance Metrics FQ4 Target FQ 1 Plans, Mitigations and Actions Increase the number of Adult Carer Support Plans completed across A&B Carers Centres 140 115 136 Increase the number of Young Carer Statements completed across A&B Carers Centres 32 28 47 Increase the number of Unpaid Adult Carers supported across A&B Carers Centres 2981 2800 3009 Increase the number of Unpaid Young Carers supported across A&B Carers Centres 833 833 831 Increase the number of ACSP reviews completed by the various Carers Centres. 2968 2400 2005 Carers – Linda Currie – FQ 1 (Apr – Jun 2026) Performance Overview Page 24
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Community Health & AHPs Current IPMF Performance Metrics FQ4 Target FQ 1 Plans, Mitigations and Actions Reduce New Out Patient Referral waits breaching > 4 weeks for Musculoskeletal (MSK) 1013 0 1079 Reduce New Out Patient Referral waits breaching >12 week waits for AHP services 452 0 487 Reduce New Out Patient Referral waits breaching >52 week waits for AHP services 73 0 82 Allied Health Professionals - Linda Currie – FQ1 (Apr – Jun 2026) Performance Overview Page 25
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Delayed Discharges Current IPMF Performance Metrics FQ4 Target FQ1 Plans, Mitigations and Actions CfSD - Reduce the number of overall people delayed in hospital at Monthly Census Point 75 42 48 Reduce the Total Delayed Discharge Bed Days as at Monthly Census Point 1490 2352 3325 Reduce the number of people delayed in hospital with a Standard Delay code at Monthly Census Point 62 38 43 Reduce the number of people delayed in hospital with Complex code at Monthly Census Point 10 5 5 Reduce the number of overall people delayed in GGC hospitals at Monthly Census Point 35 16 26 Reduce the Total Delayed Discharge Bed Days in GGC hospitals as at Monthly Census Point 1759 896 1413 Delayed Discharges – Caroline Robertson – FQ 1 (Apr – Jun 2026) Performance Overview Page 26
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CfSD Core Metrics - Delayed Discharges • With regards to latest overall benchmarked performance @ 29 Jun 2026, A&B remain above the Scottish average per 100,00 population • Overall monthly Delayed Discharge performance for June 2026 noted a slight decrease from 72 FQ4 25/26 to 48 with an equal number of delays for hospitals in A&B (24) when compared to GG&C (24) • Overall Delayed Discharge Bed Days at the end of FQ1 noted 1057 days, down from 1490 at FQ4 25/26 quarter end. Current IPMF Performance Metrics FQ4 Target FQ1 Plans, Mitigations and Actions CfSD - Reduce the number of overall people delayed in hospital at Monthly Census Point 47 42 48 Delayed Discharges – Caroline Robertson – FQ 1 (Apr – Jun 2026) Performance Overview Page 27
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Community Hospitals Current IPMF Performance Metrics FQ4 Target FQ1 Plans, Mitigations and Actions Reduce the rate of unplanned admission to Community Hospitals for 65+ population 411 445 414 Reduce the average Length of Stay for inpatients in A&B Community Hospitals 8.4 7.0 7.3 A&E Attendances in A&B Community Hospitals meeting the 4 hrs wait target 94.9% 95% 95.9% Maintain A&B Community Hospitals Bed Occupancy Rates below 80% target 70.0% 80.0% 65% Reduce the total number of Unplanned Bed Days in Community Hospitals 4068 3597 3572 A&E Attendances in A&B Community Hospitals breaching the 8 hr wait target 9 7 9 A&E Attendances in A&B Community Hospitals breaching the 12 hr wait target 4 4 7 Increase the number of patients 65+ being treated in Hospital@Home beds across A&B 94 48 98 Community Hospitals – Caroline Robertson – FQ 1 (Apr – Jun 2026) Performance Overview Page 28
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OIP – Hospital @ Home Current Performance Metrics FQ4 Target Q1 Actual Increase the number of patients 65+ being treated in Hospital@Home beds across A&B 94 48 97 OIP - Hospital @ Home – Caroline Robertson – (FQ 1 Apr - Jun 2026) Performance Overview Plans, Mitigations and Actions The Hospital at Home (H@H) service provides hospital-level care in patients' homes for a range of conditions, including frailty, cardiac, respiratory, and Outpatient Parenteral Antimicrobial Therapy (OPAT). With 12 Hospital at Home beds now established in Oban, work is continuing to expand the service by developing an additional four beds across the Argyll and Bute area. Consideration is also being given to establishing provision within an island location to further improve equitable access to the service. During 2025/26, a total of 248 referrals were accepted into the Hospital at Home service, resulting in 1,877 acute hospital bed days being avoided across Lorn and Islands. In 2026/27, 97 referrals have been accepted to date, equating to 427 hospital bed days saved. As the service continues to develop and expand, it is anticipated that referral activity and the associated reduction in acute hospital bed occupancy will continue to increase. Page 29
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Rural General Hospital (LIH) Current IPMF Performance Metrics FQ4 Target FQ1 Plans, Mitigations and Actions Reduce the rate of unplanned admission to LIH for 65+ population 330 340 351 Reduce the total number of Unplanned Bed Days in LIH 3205 3000 3210 Reduce the average Length of Stay for inpatients in LIH 3.7 4.5 3.4 Maintain LIH Bed Occupancy Rates below 90% target 89.6% 90.0% 83.8% Reduce the number of A&E Attendances in LIH that result in an unplanned admission 17.4% 18.0% 16.4% CfSD - A&E Attendances in LIH meet the 4 hrs wait target 92.0% 92.0% 91.3% A&E Attendances in LIH breaching the 8 hr wait target 3 3 5 CfSD - A&E Attendances in LIH breaching the 12 hr wait target 2 3 2 Rural General Hospitals (LIH) – Caroline Robertson – FQ 1 (Apr – Jun 2026) Performance Overview Page 30
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CfSD Emergency Department – Core Metrics Current IPMF Performance Metrics FQ4 Target FQ1 Plans, Mitigations and Actions CfSD - A&E Attendances in LIH meet the 4 hrs wait target 92.0% 92.0% 91.3% CfSD - A&E Attendances in LIH breaching the 12 hr wait target 2 3 2 Rural General Hospitals (LIH) – Caroline Robertson – FQ 1 (Apr – Jun 2026) Performance Overview Page 31
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Adult Social Care & ASP Current IPMF Performance Metrics FQ4 Target FQ 1 Plans, Mitigations and Actions Increase the percentage of older people who had their homecare monitoring review completed on time 49% 60% 63% Reduce unplanned admissions to A&B hospitals directly from a care home 23 23 21 Increase the occupancy rates across A&B Care Homes 96% 95% 94% Reduce the number of hours of unmet need for care at home 468 500 612 Increase the % of Adult Support Protection Screening Duty to Inquire Assessments completed within 5 working days 48% 70% 33% Increase the % of Adult Support Protection Investigations completed within 15 working days of the ASP Screening Duty to Inquire completion date 45% 70% 40% Adult Social Care & ASP – Nicola Gillespie – FQ 1 (Apr – Jun 2026) Performance Overview Page 32
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Complex Care & Registered Services Current IPMF Performance Metrics FQ 4 Target FQ 1 Plans, Mitigations and Actions Reduce the number of clients on Dynamic Support Register with category Amber/RedUSC 11 15 9 Reduce the number of people waiting for a New Mental Health Out Patient service (>12 weeks) 0 593 Reduce the number of people waiting for a New Mental Health Out Patient service (>52 weeks) 0 398 Reduce the number of people monthly waiting for psychological therapy services ( >18 weeks) 26 75 51 MH Urgent Care Referrals Response Timescales < 2 Hours 97% 90% 98% MH Social Circumstances Report Overdue 64% 33% 90% Monitor the percentatge of New MH Admissions to Succoth Ward who are discharged within 30 days of admission 50% 66% 70% % waiting over 26 weeks for Primary Care MH Psychological Appointment 60.3% 60.3% Drug & Alcohol Completed Waiting Times from Referral to First Treatment (LDP) 86.8% 90% 81.9% Complex Care & Registered Services – Nicola Gillespie – FQ 1 (Apr – Jun 2026) Performance Overview Page 33
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Psychological Therapies Current Performance Metrics FQ4 Target Q1 Actual Reduce the number of people monthly waiting for psychological therapy services ( >18 weeks) 26 75 51 Performance Focus - Psychological Therapies – Nicola Gillespie – FQ 1 (Apr – Jun 2026) Performance Overview Plans, Mitigations and Actions Page 34
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Quality & Patient Safety Current IPMF Performance Metrics FQ4 Target FQ 1 Actual Plans, Mitigations and Actions Reduce the number of Falls being reported in a Community Hospital setting in A&B 58 50 35 Reduce the number of Falls being reported in a hospital setting in LIH 28 20 29 Reduce number of instances of tissue viability in LIH 6 3 3 Reduce the number of medication errors in LIH 16 14 25 % of GP operating with a valid apraisal (SOAR)* Monitoring of S1/S2 Complaints responses on time - Dental* Monitoring of S1/S2 Complaints responses on time - HSCP 2C GP* Quality & Patient Safety – Rebecca Helliwell – FQ 1 (Apr – Jun 2026) Performance Overview Page 35
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A&B Operational Improvement Plan (OIP) *awaiting update* Page 36
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OIP cont… Page 37
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