A&B FQ3 IJB Performance Report Overview Appendix 3
Argyll and Bute Council · 12 May 2026
Back to Argyll and Bute HSCP Clinical and Care Governance Committee — 12 May 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Argyll & Bute Health and Social Care Partnership FQ3 (Oct –Dec 2025) Performance Overview Update 04 March 2026 Appendix 3 – A&B HSCP performance metrics aligned to NHS Highland’s OIP
Page 2
• HWBOI & MSG Indicators • CfSDUnscheduled Care Trajectories • FQ3 Performance Update • OIP Focus Measures A&B HSCP Performance Overview Metrics FQ3 (Oct- Dec 2025/26)
Page 3
National Health & Wellbeing Outcome Indicators HWBOI-Outcomes • Data notes 55.5% (5 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 Data • Data notes 66.7% (6 of 9) HWBOI Performance measures reporting as above the national Scotland Rate. Note Indicators 17 and 19 are reported at FY 24/25 with measures 11, 12, 13, 14, 15, 16, 18 reported as at Calendar year 2024 as a proxy for 2024/25 due to the national data for 2024/25 being incomplete. This is in line with guidance issued by Public Health Scotland which was communicated to all Health and Social Care Partnerships. Using more complete calendar year data for 2024 should improve the consistency of reporting between Health and Social Care Partnerships.
Page 4
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 – Sep) 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.
Page 5
Unscheduled Care - CfSD Trajectories Current CfSD Performance Metrics FQ2 Target FQ 3 Plans, Mitigations and Actions Percentage of A&E Attendances in LIH meet the 4 hrs wait target 88.2% 95.0% 89.6% Number of A&E Attendances lasting more than 8 hours 23 0 10 Number of A&E Attendances lasting more than 12 hours 8 0 3 Maintain LIH Bed Occupancy Rates below 90% target 76.4% 90.0% 82.4% Reduce the number of patients in hospital affected by Standard Delays 46 31 43 Reduce the number of patients in hospital affected by AWI Delays 7 4 12 CfSD Unscheduled Care – Karl McLeish – FQ 3 (Sep – Dec 2025) Performance Overview 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 A&E Admissions and Delayed Discharges. Additioanl metrics aligning to CfSD ae being developed in conjunction with NHS Highland
Page 6
The HSCP Senior Leadership Team is currently reviewing the content and structure of the Integrated Performance Management Framework. This new suite of measures is designed to offer a more focused approach on national pressures around Centre for Sustainable Delivery (CfSD) Urgent & Unscheduled Care, Planned Care and NHS Highland Operational Improvement Plan (OIP), including scope for service feedback. FQ3 Performance Update - IPMF
Page 7
Children & Families & Justice Current IPMF Performance Metrics FQ2 Target FQ 3 Plans, Mitigations and Actions Improve the percentage of Child Protection Register (CPR) cases that have an allocated Social Worker (at end of quarter) 97.0% 100.0% 97.0% OIP - Children & Adolescent Mental Health Services (CAMHS) will see 90% of children and young people within 18 weeks of referral 79.0% 90.0% 80.0% Percentage of Criminal Justice social work reports submitted by 12 noon, 2 days before court 83.0% 90.0% 88.0% Improve the number of statutory individual Health Assessments commenced within four weeks of coming into care 100.0% 96.0% 75.0% Improve the number of teams that have delivered 85% or more of the Universal Health Visiting Pathway (UHVP) 83.0% 85.0% 83.0% Children & Families – David Gibson – FQ 3 (Sep – Dec 2025) Performance Overview C&F have been impacted by staffing, with high levels of vacancies across the service, with Helensburgh being the only fully staffed team. This is compounded by posts being filled by newly qualified Social Workers who cannot hold CP cases. Assurance can be provided that in the absence of an allocated social worker, the cases are managed by Team Managers. While the JSW KPI remains below target, mainly due to staff absence and vacancies across Q3, performance has been improving over this reporting year. The service is now fully staffed and we anticipate this KPI will be met in Q4. The cohort size of care experienced requiring health assessment initiation is small, meaning percentage fluctuations appear more pronounced. We continue to work closely with partners to strengthen timely information sharing and improve overall compliance. The delivery of the Universal Health Visiting Pathway is monitoring close to target despite ongoing workforce pressures.
Page 8
OIP - CAMHS Current Performance Metrics FQ2 Target FQ3 Children & Adolescent Mental Health Services (CAMHS) will see 90% of children and young people within 18 weeks of referral 79.0% 90.0% 80.0% OIP - CAMHS - David Gibson – FQ 3 (Sep – Dec 2025) Performance Overview Plans, Mitigations and Actions Targeted focus on longest waits linked to planned waiting time initiative (WTI). Aim to achieve compliance within all locailities linked to KPI. Reduced capacity due to ongoing vacancies. Changes to partner health capacity (Community Peads)
Page 9
Planning, Performance & Technology Current IPMF Performance Metrics FQ2 Target FQ 3 Plans, Mitigations and Actions Increase the number of New Clients to Telecare services 242 200 206 Increase the number of Telecare Service reviews completed 167 85 161 Increase the number of patients utilising 'Near Me' clinics 1126 800 1094 Increase in new referrals to Silvercloud 52 70 63 Increase the utilisation of 'Connect Me' for Blood Pressure monitoring within primary care 120 42 120 OIP - Waiting Times for Cancer Appointments at the 31 Day Targets 17 0 26 OIP - Reduce New OP Waiting Times breaches >12 weeks 48% 46.0% 44% OIP - Reduce OPWL long waits >52 weeks 7.1% 0.0% 6.5% HSCP Freedom of Information Requests are responded to within statutory timescale of 20 working days 93% 100.0% 100% % of Transformation & Improvement Projects on track 90% 85.0% 90% 100 percent resolution rate of IT support requests 98% 100.0% 98% Strategic Planning Performance & Technology – Kristin Gillies – FQ 3 (Sep – Dec 2025) Performance Overview An external provider has been commissioned to see 150 Oral Surgery patients before the end of March 2026 with additional funding awarded in late December 2025 to see a further 70 patients in house. This will ensure we are able to report a zero 52 week position for this specialty at end Q4. Orthodontic activity has been continually high since the new clinic appointing model was implemented in mid 2025 and on this basis we do not forecast any 52 week breaches as at end Q4. Ophthalmology continues to be an area of pressure and we will rely on initiative sessions to ensure a zero 52 week position in this specialty. Assistance has been offered from within NHS Highland NTC for any remaining long waiting patients at year end. Provision of Urology nurse led clinics from NHSGGC has been escalated to SG but NHS Highland are also willing to support if required. Ophthalmology, Urology and Respiratory will be closely monitored and assistance sought from NHS Highland as required to ensure a zero 52 week position wherever possible. Whilst there is a slight decrease from Q2, the number of new Telecare clients to the service is on target. There has been significant absence/vacancies within the team which has impacted on the speed of which new assessments can be carried out. The team have done well to remain on target whilst under pressure. The number of Telecare reviews completed in Q3 is double the target. Again, this is an achievement when considering staff vacancies and absence within the team. Mental Health teams continue to use Near Me as their first preference. We are still exceeding the target despite a very small change in the number of patients using it from the previous quarter. Usage is dependent on Near Me appointments being offered by clinicians and work is ongoing to promote Near Me as an alternative to face to face appointments where appropriate. Silvercloud referrals are dependent upon clinicians referring patients to the service. Whilst we are below target, there has still been a steady increase from both Q1 and Q2.
Page 10
OIP - Planned Care – Long Waits Current Performance Metrics FQ2 Target Q3 Actual OIP - Reduce OPWL long waits >52 weeks 7.1% 0.0% 6.5% OIP - Planned Care - Long Waits – Kristin Gillies – FQ 3 (Sep – Dec 2025) Performance Overview Plans, Mitigations and Actions At end December 2025 there were 170 patients waiting longer than 52 weeks for an outpatient appointment in Argyll & Bute. 36 patients were waiting between 78 and 104 weeks. The longest waiting patient has been on the waiting list for 102 weeks under Urology. An external provider has been commissioned to see 150 Oral Surgery patients before end March 2026 with additional funding awarded in late December 2025 to see a further 70 patients in house. Orthodontic activity has been continually high since the new clinic appointing model was implemented in mid 2025. Ophthalmology continues to be an area of pressure and we will rely on initiative sessions to ensure a zero 52 week position in this specialty. Assistance has been offered from within NHS Highland NTC for any remaining long waiting patients at year end. Provision of Urology nurse led clinics from NHSGGC has been escalated to Scottish Government. Ophthalmology, Urology and Respiratory will be closely monitored and assistance sought from NHS Highland as required to ensure a zero 52 week position wherever possible
Page 11
OIP - Planned Care – Outpatients Source: NHSH – SOT1016 OP Ongoing Waits Details 30122025 & month end files
Page 12
Planned Care - Inpatients Source: Argyll & Bute – Full IPDCWL as at 23/12/2025
Page 13
OIP - Radiology Current Performance Metrics FQ2 Target Q3 Actual 95% of patients with a referral to Radiology are being seen within 6 weeks 75.7% 95.0% 92.0% OIP - Planned Care - Radiology - Kristin Gillies – FQ 3 (Sep – Dec 2025) Performance Overview Plans, Mitigations and Actions Between Oct and Dec 2025, the waiting list backlog has been reduced, helped by use of locum sonographer, with only small numbers waiting. 0.5WTE post is out to advert for Campbeltown and Rothesay and there may be scope to increase to full time in future 0 50 100 150 200 250 300 350 400 450 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 73% 69% 69% 68% 67% 76% 61% 80% 92% Number of Patients seen Diagnostic Activity by Month -Patients seen within 6 weeks 2025/26 A&B Sites - (Includes CT, Ultrasound and Fluoroscopy only) Within 6 weeks Over 6 weeks
Page 14
Primary Care Current IPMF Performance Metrics FQ2 Target FQ 3 Plans, Mitigations and Actions 80% of children who received Fluoride Varnish treatment did not require to be referred for further dental treatment 80% 80.0% 81.0% Percentage of planned activity carried out to deliver National Oral Health Improvement Programmes against Service Plan 73% 100.0% 89.0% Monitor vaccination delivery against National trends during autumn winter and spring booster programmes 2% 64.0% 65.0% Monitor the % of HSCP run GP practices enacting contingency measures 0 14 0 Monitor available appointments to increase the utilisation of HSCP Dental Clinic appointments 43% 75.0% 51.0% Achieve a minimum 95 percent uptake for 6 in 1 vaccination in children by the time they reach 1 year old 97% 95.0% 97.0% Primary Care – Eilidh Gallagher – FQ 3 (Sep – Dec 2025) Performance Overview Utilisation of available appointments dental - utilisation is measured against a maximum capacity workforce model / establishment. We are carrying a high vacancy level combined with sickness / absence which reduces the utilisation rates as does travel time to and from remote clinics. Discussions are ongoing around the possibility of removing Campbeltown from the scope as they run a different service model. Planned activity in relation to National Oral Health Improvement - The reduction here is due to maternity leave and vacancy factor. Plans in place for recruitment and it is anticipated that performance will improve by Q1 but this will depend on the success of recruitment drives. New OHSW started 01/09/25 in Mid Argyll, Childsmile training in progress. Vacancy in North Argyll filled, new OHSW started 17th November. Childsmile training starting 29th January. Programmes covered by staff based in Lochgilphead and Helensburgh, incurring additional travel and time, reduced ability to provide all national programmes in each locality. Priority 1: Childsmile programme - Priority 2: Caring for Smiles (care home and hospital staff training) - Priority 3: Open Wide (Adults with Additional Care Needs) and Smile4Life (homeless programme).
Page 15
Public Health Current IPMF Performance Metrics FQ2 Target FQ 3 Plans, Mitigations and Actions Increase the 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 reporting undertaken a quarter in arrears. 16 10 14 Report on the number of people in Argyll and Bute attending training to deliver Community Reinforcement And Family Training (CRAFT) to families. 0 15 19 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. 165 78 207 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. 219 119 207 Number of instances working with Scottish Government or National Agencies on National Strategy and Policy Development 6 11 12 Report on the number of engagements relating to planning with people with lived or living experience of alcohol and/or drugs. 6 4 4 Public Health - Alison McGrory – FQ 3 (Sep – Dec 2025) Performance Overview Good progress with the Public Health indicators is noted and green ratings for all is very welcome. These targets are measures of outputs of the work of the Public Health Team and are proxy measures for the longer-term outcomes of this work which centre on improving the health and wellbeing of the people of Argyll and Bute. Several of the indicators are annual measurements, therefore progress will fluctuate over the course of the four quarterly periods. The Public Health Team will continue to review the appropriate levels of the indicators to ensure the right balance between achievability and striving for continuous improvement.
Page 16
Finance Current IPMF Performance Metrics FQ2 FQ3 Target FQ 3 Plans, Mitigations and Actions Monitor Older People (OP) - Internal Residential Budget Spend -27% 0.0% 10% Monitor Older People (OP) - External Residential Budget spend 5% 0.0% 0% Monitor Older People - Homecare Budget spend 0% 0.0% 2% Monitor Lorn & Islands Hospital overall budget 23094 24438 23206 Monitor NHS Savings Recovery to ensure this remains on track (£k) 3937 7852 5259 Monitor Social Work Savings Recovery to ensure this remains on track (£k) 1993 3015 2337 Monitor the HSCP Total Budget to ensure this remains on track (£m) 404 402 405 Finance – James Gow – FQ 3 (Sep – Dec 2025) Performance Overview Financial performance has been improving through Q3 and this is starting to be reflected in the KPIs reported. Specifically, older adult budgets are operating close to budget (care at home and residential care). New processes are in place for managing care at home delivery within budgeted hours and the service is close to operating within this reduced service baseline. The delivery of the threshold of care has contributed to this. It should be noted that there has been an adverse impact on delayed discharges and increasing unmet need. Agency staffing has reduced but remains a challenge. Internal care home budgets continue to be adversely impacted by on-going utilisation of agency staff in KCC and Islay. NHS financial performance is also improving, agency staffing within LIH remains a concern, the overspend here is being managed through underspends elsewhere. The overall HSCP performance against budget is improving and the level of projected overspend can be funded from reserves. Savings performance is also relatively positive. The main risk now relates to the SLA with Glasgow and the budget for 2026/27.
Page 17
Carers Current IPMF Performance Metrics FQ2 Target FQ 3 Plans, Mitigations and Actions Increase the number of Adult Carer Support Plans completed across A&B Carers Centres 103 120 90 Increase the number of Young Carer Statements completed across A&B Carers Centres 23 39 26 Increase the number of Unpaid Adult Carers supported across A&B Carers Centres 2731 2600 2827 Increase the number of Unpaid Young Carers supported across A&B Carers Centres 850 783 836 Increase the number of ACSP reviews completed by the various Carers Centres. 2307 1800 2752 Carers – Linda Currie – FQ 3 (Sep – Dec 2025) Performance Overview Following the Fair Access and Efficiencies of Care paper presented to the IJB in November, there has been a notable increase in the number of concerned families seeking and receiving support from the carer services. Routine welfare calls with families supporting an older adult have taken considerably longer, with staff spending additional time providing reassurance and explaining the reasons behind the changes. The IJB paper did acknowledge this potential impact on families. Although fewer formal reviews have been carried out this quarter, a substantial
Page 18
Community Health & AHPs Current IPMF Performance Metrics FQ2 Target FQ 3 Plans, Mitigations and Actions Reduce New Out Patient Referral waits breaching > 4 weeks for Musculoskeletal (MSK) 1212 0 1298 Reduce New Out Patient Referral waits breaching >12 week waits for AHP services 485 0 557 Reduce P1 and P2 Community Patient Referral waits breaching > 4 weeks for AHP Services 96 0 97 Reduce P3 and P4 Community Patient Referral waits breaching >12 week waits for AHP services 1067 0 1010 Increase the number of monthly AHP Out Patient Completed Waits 768 945 744 Allied Health Professionals - Linda Currie – FQ 3 (Sep – Dec 2025) Performance Overview The KPI's demonstrate actual capacity in the system including impact of current vacancies across the teams (over 20) and noting the impact of absences and leave which are not backfilled. A workforce establishment tool run is planned for late spring to fully understand demand, capacity, queue and activity in line with the Healthcare Staffing Act.
Page 19
Delayed Discharges Current IPMF Performance Metrics FQ2 Target FQ 3 Plans, Mitigations and Actions Reduce the number of overall people delayed in hospital at Monthly Census Point 47 34 47 Reduce the overall length of stay in a hospital (Delayed Discharge Bed Days) at Monthly Census Point 908 634 1126 Reduce the number of people delayed in hospital with AWI code at Monthly Census Point 7 4 12 Reduce the number of people delayed in hospital awaiting a care home placement at Monthly Census Point 5 10 8 Reduce the number of people delayed in hospital due to care at home availability at Monthly Census Point 30 10 23 Reduce the number of people delayed with assessment code at Monthly Census Point 5 10 7 Delayed Discharges – Caroline Robertson – FQ 3 (Sep – Dec 2025) Performance Overview In terms of delayed discharges FQ3 has been a challenging period due to actions out with out control, despite this we have continue to recognise this as a priority and support where we can to ensure people who can be discharged from hospital have been. We have attempted to address the issue of long waits due to AWI by allocating a specific MHO resource to this, unfortunately the market is in demand for MHO’s and this has not been possible to facilitate. Work is ongoing to consider the use of supported decision making and S13ZA of the Social Work (Scotland) Act to facilitate discharge where possible. This has an overall impact on the length of stay for patient’s who require statutory intervention to be able to move. The number of people waiting care at home in Q3 remains above target however there was a slight improvement on Q2, we know this remains the most challenging area and work is ongoing to ensure that we are assured that the assessment of need is accurate and that all possible alternatives have been considered. This is more challenging in specific areas such as Oban.
Page 20
Delayed Discharges cont... • With regards to latest overall benchmarked performance Feb 2026, A&B remain above the Scottish average per 100,00 population. • Overall monthly Delayed Discharge performance for December 25 notes a consistently higher number of delays for hospitals in A&B (46) when compared to GG&C (40) • Overall Delayed Discharge Bed Days at the end of FQ3 noted 1451 days with 57.5% in GG&C hospitals.
Page 21
Community Hospitals Current IPMF Performance Metrics FQ2 Target FQ 3 Plans, Mitigations and Actions Reduce the rate of unplanned admission to Community Hospitals for 65+ population 416 450 469 Reduce the average Length of Stay for inpatients in A&B Community Hospitals 8.1 7.5 7.6 A&E Attendances in A&B Community Hospitals meeting the 4 hrs wait target 94.6% 95% 93% Maintain A&B Community Hospitals Bed Occupancy Rates below 80% target 70.1% 80.0% 71.4% Reduce the number of Falls being reported in a Community Hospital setting in A&B 65 38 43 Community Hospitals – Caroline Robertson – FQ 3 (Sep – Dec 2025) Performance Overview In terms of the performance for community hospitals we have experienced continued challenges across this area including: • increase in unplanned admissions, this is currently being addressed around A&E standards and the whole system approach to ensure that where possible admission is prevented and are able to receive the treatment and support they require at home. This is at very early stages and will be monitored closely in terms of KPI’s. • The number of falls whilst in hospital continue to rise, this is being monitored through Datix, where any correlation between falls and patients who are delayed will be monitored. This has improved significantly since Q2. • The length of stay for patient’s has increased for the second period running and is a reflection on the overall impact on being able to provide support to enable return to a homely setting. The test of change in Cowal and Helensburgh has demonstrated the potential to facilitate discharge to assess, work is ongoing to monitor the impact of this and potential to roll out across the partnership. • In terms of the 4 hour waiting target our performance has again not met the target this has potentially been impacted by our ability to transfer patients timelessly to GGC due to transport availability.
Page 22
Rural General Hospital (LIH) Current IPMF Performance Metrics FQ2 Target FQ 3 Plans, Mitigations and Actions Reduce the rate of unplanned admission to LIH for 65+ population 359 345 367 Reduce the total number of Unplanned Bed Days in LIH 2876 3323 2908 Reduce the average Length of Stay for inpatients in LIH 3.9 5 3.5 Maintain LIH Bed Occupancy Rates below 90% target 76.4% 90.0% 82.4% Reduce the number of A&E Attendances in LIH that result in an unplanned admission 16.6% 19.2% 17.9% A&E Attendances in LIH meet the 4 hrs wait target 88.2% 95.0% 89.6% Reduce the number of Falls being reported in a hospital setting in LIH 11 26 26 Reduce number of instances of tissue viability in LIH 2 4 1 Reduce the number of medication errors in LIH 14 6 12 Rural General Hospitals (LIH) – Caroline Robertson – FQ 3 (Sep – Dec 2025) Performance Overview In response to the reducing the rate of unplanned admissions of over 65, we are currently working to review the A&E standards alongside the development of a whole system approach which will aim to prevent admission and access to the treatment they require within their own home or homely setting resulting in a reduction of unplanned admissions. The reduction in medication errors continues to be out with target although a slight improvement on the last quarter. This is being monitored through datix in terms of location/staff/times to be able to implement any improvement action, promoting a culture of learning and development. Despite a slight improvement in the 4 hour waiting target since Q2 we remain slightly off target, this is being monitored in line with the whole system plan.
Page 23
OIP – Hospital @ Home Current Performance Metrics FQ2 Target Q3 Actual Implement 12 Hospital @ Home beds in Oban, and an additional 4 beds A&B Wide by March 2026 10 Beds 16 Beds 11 Beds OIP - Hospital @ Home – Caroline Robertson – FQ 3 (Sep – Dec 2025) Performance Overview Plans, Mitigations and Actions Argyll & Bute’s Hospital at Home service provides treatment for a range of conditions, including frailty, cardiac, respiratory and OPAT. From April to December 2025, 153 patients were admitted accounting for 1,248 bed days. Hospital at Home contribution to improved patient flow through Lorn and Islands Hospital will continue to be monitored. Work is ongoing to scope A&B for additional H@H bed locations with consideration being given to an island site.
Page 24
Adult Social Care & ASP Current IPMF Performance Metrics FQ2 Target FQ 3 Plans, Mitigations and Actions Increase the percentage of older people who had their homecare monitoring review completed within 6 months 60% 60% 45% Reduce unplanned admissions to A&B hospitals directly from a care home 21 18 25 Increase the occupancy rates across A&B Care Homes 96% 95% 96% Reduce the number of hours of unmet need for care at home 349 500 444 Increase the % of Adult Support Protection Screening Duty to Inquire Assessments completed within 5 working days 45% 70% 55% Increase the % of Adult Support Protection Investigations completed within 15 working days of the ASP Screening Duty to Inquire completion date 42% 70% 41% Adult Social Care & ASP – Nicola Gillespie – FQ 3 (Sep – Dec 2025) Performance Overview Demand for care home beds cross Argyll and Bute continues, teams will continue to progress and support appropriate admissions Although Unmet Need sists within target remits, it is evident that need for care at home is increasing. This will be continued to be monitored and reported as requested. We recognise the impact of being admitted to hospital from a care home and where possible we aim to be able to provide care and treatment within the care home. As part of the overall whole system plan we aim to review the point of contact, linking in with GP practices as well as lead nurse for care homes to prevent admission where possible. ASP continues to be challenged due to vacancies and increased need. The model of delivery is currently under review and progressing via social work governance group. A&D Completed waits are reflective of the volume of referrals received to small teams across A&B.
Page 25
Complex Care & Registered Services Current IPMF Performance Metrics FQ2 Target FQ 3 Plans, Mitigations and Actions Reduce the number of clients on Dynamic Support Register with category Amber/RedUSC 16 10 16 Reduce the number of people waiting for a New Mental Health Out Patient service (>12 weeks) 827 390 846 Reduce the number of people monthly waiting for psychological therapy services ( >18 weeks) 27 175 25 MH Urgent Care Referrals Response Timescales < 2 Hours 100% 90% 99% MH Social Circumstances Report Overdue 64% 33% 67% Drug & Alcohol Completed Waiting Times from Referral to First Treatment (LDP) 83% 90% 87% Complex Care & Registered Services – Nicola Gillespie – FQ 3 (Sep – Dec 2025) Performance Overview The DSR target of reducing to 10 people being recorded as red/amber as opposed to the 16 individuals that are currently recorded will prove challenging to meet and is a reflection of the complexities and challenges to meet the complex needs of the individuals within Argyll and Bute. As a service we will continue to scope possible development opportunities with accommodation and support providers. MHOP waiitng remain significantly above target. Performance continues to be affected by earlier workforce gaps, including a three‑month period without medical cover in Kintyre and Islay during Q1–Q2, which halted assessments and generated a substantial backlog, alongside persistently high demand, notably a high volume of ADHD‑related referrals across all three localities. Despite the stabilising impact of a locum psychiatrist over the past six months, overall capacity has proven insufficient to reduce the backlog or meet current demand, with key risks including prolonged waits for patients with ADHD or complex needs and continued reliance on locum provision. Mitigation actions include efforts to recruit to a substantive psychiatrist for Kintyre and Islay, optimising referral pathways (including ADHD), improving service integration and patient flow through revision of standard operating procedures, enhancing efficiency through the proposed rollout of electronic patient records, and strengthening referral criteria and caseload management at MDT level. Initiative in Helensburgh utilising funds from MIST has targeted the longest waits which were generated due to long term sickness/absence. This is now resolved and should show improvement within next quarter. The staff in Cowal and Bute have continued to work at pace to reduce waits in this locality.
Page 26
Psychological Therapies Current Performance Metrics FQ2 Target Q3 Actual Reduce the number of people monthly waiting for psychological therapy services ( >18 weeks) 27 175 25 Performance Focus - Psychological Therapies – Nicola Gillespie – FQ 3 (Sep – Dec 2025) Performance Overview Plans, Mitigations and Actions Performance continues to improve, with key performance indicators being met and only 25 patients now waiting longer than 18 weeks for assessment. This reflects significant service developments, including the standardisation of referral pathways across the service, clearer referral criteria, and greater overall service stability under consistent clinical leadership.
Page 27
Quality & Patient Safety Current IPMF Performance Metrics FQ2 Target FQ 3 Plans, Mitigations and Actions *Reduce the number of Falls being reported in a hospital setting in LIH 11 26 26 *Reduce number of instances of tissue viability in LIH 2 4 1 *Reduce the number of medication errors in LIH 14 6 12 *Reduce the number of Falls being reported in a Community Hospital setting in A&B 65 38 43 Quality & Patient Safety – Rebecca Helliwell – FQ 3 (Sep – Dec 2025) Performance Overview These metrics appear within current IPMF , under Community and RGH Hospitals, however they will be refined in line with planned consulation with Clinical & Care Governance leads for reporting year FQ1 26/27
Page 28
A&B Operational Improvement Plan (OIP)
Page 29
OIP cont…
Page 30
OIP cont…