A&B FQ4 IJB Performance Report Overview Appendix 1
Argyll and Bute Council · 27 August 2026
Back to Community Services Committee — 27 August 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Appendix 1 – A&B HSCP performance metrics Argyll & Bute Health and Social Care Partnership FQ4 (Jan – Mar 2026) Performance Overview Update 13 May 2026
Page 2
A&B HSCP Performance Overview Metrics FQ4 (Jan - Mar 2025/26) • HWBOI & MSG Indicators • CfSD Unscheduled Care Trajectories • FQ4 IPMF Performance Update • Delayed Discharges Sit Rep • OIP Focus Measures
Page 3
National Health & Wellbeing Outcome Indicators Core Suite of Integration Indicators • Data presented is based on latest PHS published data @ May 2026. Latest performance notes 66.6% (12 of 18) measures reporting above the national rate. 2025/26 data is due to be published Jul 2026. 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
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 – 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 5
Unscheduled Care - CfSD Trajectories CfSD Unscheduled Care – Karl McLeish – FQ 4 (Jan – Mar 2026) Performance Overview Current CfSD Performance Metrics FQ3 Target FQ 4 Plans, Mitigations and Actions Percentage of A&E Attendances in LIH meet the 4 hrs wait target 89.6% 95.0% 92.0% 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. Additional metrics aligning to CfSD are being developed in conjunction with NHS Highland Number of A&E Attendances lasting more than 8 hours 10 0 14 Number of A&E Attendances lasting more than 12 hours 3 0 7 Maintain LIH Bed Occupancy Rates below 90% target 82.4% 90.0% 89.6% Reduce the number of patients in hospital affected by Standard Delays 43 31 58 Reduce the number of patients in hospital affected by AWI Delays 12 4 10
Page 6
FQ4 Performance Update - IPMF 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.
Page 7
Children & Families & Justice Children & Families – David Gibson – FQ 4 (Jan – Mar 2026) Performance Overview Current IPMF Performance Metrics FQ3 Target FQ 4 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% 83.0% 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, Q4 targets have been directly impacted by late notifications of Court report requests due to a cyber attack in external LA Court social work Services. There were no admissions into care during Q4, therefore no requirement for Health Assessments to be undertaken. The delivery of the Universal Health Visiting Pathway is monitoring close to target despite ongoing workforce pressures. OIP - Children & Adolescent Mental Health Services (CAMHS) will see 90% of children and young people within 18 weeks of referral 80.0% 90.0% 100.0% Percentage of Criminal Justice social work reports submitted by 12 noon, 2 days before court 88.0% 90.0% 86.0% Improve the number of statutory individual Health Assessments commenced within four weeks of coming into care 75.0% 96.0% 0.0% Improve the number of teams that have delivered 85% or more of the Universal Health Visiting Pathway (UHVP) 83.0% 85.0% 81.0%
Page 8
OIP - CAMHS OIP - CAMHS - David Gibson – FQ 4 (Jan – Mar 2026) Performance Overview Current Performance Metrics FQ3 Target FQ4 Plans, Mitigations and Actions Children & Adolescent Mental Health Services (CAMHS) will see 90% of children and young people within 18 weeks of referral 80.0% 90.0% 100.0% There has been considerable focus on compliance and interrogation of locality data ensuring action is taken as required, a focus on accuracy in data management and workforce activity. Mitigations in place are the use of bank, temporary spend from reserves and pro-active recruitment. There has been a good response to recent advertisements. Introduction of additional bank hours and overtime to ensure compliance RTT is sustained
Page 9
Planning, Performance & Technology Strategic Planning Performance & Technology – Kristin Gillies – FQ 4 (Jan – Mar 2026) Performance Overview Current IPMF Performance Metrics FQ3 Target FQ 4 Plans, Mitigations and Actions Increase the number of New Clients to Telecare services 206 200 219 Q4 typically sees a high turnover of clients and an increase in uplifts for Telecare. The slight decrease from Q3 for the number of new clients is in line with this annual trend, however, we are still above target. Mental Health teams continue to use Near Me as their first preference. We are still exceeding the target and 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 was paused in January 2026 following the resignation of a staff member and the transition of the service from the TEC team to the Primary Care Mental Health team. This KPI should In line with targeted action on long waiting patients, 12 week performance has improved by circa 10% which is a real success. Despite provision of four additional Orthodontic WLI clinics, the 15 long waiting patients recorded were mainly due to unavoidable patient cancellations on the 30th and 31st March. We saw an additional 150 Oral Surgery patients during February and March which allowed us to report just 7 patients waiting over 52 weeks at year end. Work is ongoing to scope out a shared Urology nurse service with NHSH into 26/27 Increase the number of Telecare Service reviews completed 161 85 162 Increase the number of patients utilising 'Near Me' clinics 1094 800 1163 Increase in new referrals to Silvercloud 63 70 0 Increase the utilisation of 'Connect Me' for Blood Pressure monitoring within primary care 120 42 98 OIP - Waiting Times for Cancer Appointments at the 31 Day Targets 26 0 5 OIP - Reduce New OP Waiting Times breaches >12 weeks 44% 46.0% 34% OIP - Reduce OPWL long waits >52 weeks 6,5% 0.0% 1.8% HSCP Freedom of Information Requests are responded to within statutory timescale of 20 working days 100% 100.0% 100% % of Transformation & Improvement Projects on track 90.0% 85.0% 89% 100 percent resolution rate of IT support requests 98% 100.0% 97%
Page 10
OIP - Planned Care – Long Waits OIP - Planned Care - Long Waits – Kristin Gillies – FQ 4 (Jan – Mar 2026) Performance Overview Current Performance Metrics FQ3 Target Q4 Actual Plans, Mitigations and Actions OIP - Reduce OPWL long waits >52 weeks 6.5% 0.0% 1.8% At end March 2026 there were 41 patients waiting longer than 52 weeks for an outpatient appointment in Argyll & Bute. This is a 75% (170) reduction since December 2025. 7 patients were waiting between 78 and 104 weeks. The longest waiting patient has been on the waiting list for 115 weeks under Urology. Despite provision of four additional Orthodontic WLI clinics, the 15 long waiting patients recorded were mainly due to unavoidable patient cancellations on the 30th and 31st March. We saw an additional 150 Oral Surgery patients during February and March which allowed us to report just 7 patients waiting over 52 weeks at year end. Work is ongoing to scope out a shared Urology nurse service with NHSH into 26/27 as there is currently no service to see these patients locally. All other breaches were due to mutiple previous patient cancellations and clinical decisions to retain on list.
Page 11
OIP - Planned Care – Outpatients OIP Planned Care - Outpatients - Kristin Gillies – FQ 4 (Jan –Mar 2026) Performance Overview Current Performance Metrics FQ3 Target Q4 Actual Plans, Mitigations and Actions OIP - Reduce New OP Waiting Times breaches >12 weeks 44.7% 46.0% 34.2% In line with targeted action on long waiting patients, 12 week performance has improved by circa 10% which is a real success. We have a newly qualified Orthodontic practitioner due to take up post and Orthodontic activity is expected to increase significantly as a result. Gastroenterology pressures from volume of IBD patients will be addressed by running a double IBD list each quarter and work is ongoing to enhance efficiency and increase capacity within Ophthalmology.
Page 12
Planned Care - Inpatients Source: Argyll & Bute – Full IPDCWL as at 23/12/2025
Page 13
OIP - Radiology OIP - Planned Care - Radiology - Kristin Gillies – FQ 4 (Jan – Mar 2026) Performance Overview Current Performance Metrics FQ3 Target Q4 Actual Plans, Mitigations and Actions 95% of patients with a referral to Radiology are being seen within 6 weeks 92.0% 95.0% 96.0% Performance remains above the national standard, with 96% of planned radiology procedures completed within six weeks. Demand has increased across all imaging specialities, driven by delivery of new acute pathways including TIA, stroke and optimal lung cancer pathways. Clinical capacity is highly utilised, with Band 6/7 staff delivering approximately 96% direct patient care, limiting job planning flexibility. The small proportion of breaches is largely attributable to CACRY scan demand, for which additional capacity has been implemented. Demand and performance are closely monitored, with ongoing focus on balancing urgent and planned care to maintain compliance and support sustainable service delivery.
Page 14
Primary Care Primary Care – Eilidh Gallagher – FQ 4 (Jan – Mar 2026) Performance Overview Current IPMF Performance Metrics FQ3 Target FQ 4 Plans, Mitigations and Actions 80% of children who received Fluoride Varnish treatment did not require to be referred for further dental treatment 81.0% 80.0% 85.0% Delivery of national Oral Health Improvement Programmes has remained broadly stable across the reporting period, although activity has been impacted by workforce vacancies, sickness absence and travel requirements. Staff training for the daily toothbrush programme across settings continues, supported by a virtual delivery model to maintain coverage. Fluoride Varnish Q4 activity was delivered by Mid Argyll staff to ensure continuity across localities, including Oban. Service delivery has been prioritised towards Childsmile and core preventive programmes, with cross-area working used to manage capacity pressures and maintain equitable access across all areas. Percentage of planned activity carried out to deliver National Oral Health Improvement Programmes against Service Plan 89.0% 100.0% 93.0% Monitor vaccination delivery against National trends during autumn winter and spring booster programmes 65.0% 65.0% 65.0% Monitor the % of HSCP run GP practices enacting contingency measures 0 14 18 Monitor available appointments to increase the utilisation of HSCP Dental Clinic appointments 51.0% 75.0% 55.0% Achieve a minimum 95 percent uptake for 6 in 1 vaccination in children by the time they reach 1 year old 97.0% 95.0% 89.0%
Page 15
Public Health Public Health - Alison McGrory – FQ 4 (Jan – Mar 2026) Performance Overview Current IPMF Performance Metrics FQ3 Target FQ 4 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. 14 10 9 The two KPIs on red are noted. For the stop smoking target, the figure of 9 successes reflects people who stopped smoking in Q3 - there is a lag in this report due to success being measured as stopping smoking for 12 weeks. This figure fluctuates over the course of a 12 month period. The other KPI in relation to national engagement also fluctuates over 12 months. For the remaining KPIs on green, these will be reviewed in relation to longevity on green and can be increased where appropriate in order to support continuous improvement in service delivery. Report on the number of people in Argyll and Bute attending training to deliver Community Reinforcement And Family Training (CRAFT) to families. 19 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. 207 104 357 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. 207 128 259 Number of instances working with Scottish Government or National Agencies on National Strategy and Policy Development 12 11 6 Report on the number of engagements relating to planning with people with lived or living experience of alcohol and/or drugs. 4 4 14
Page 16
Finance Finance – James Gow – FQ 4 (Jan – Mar 2026) Performance Overview Current IPMF Performance Metrics FQ3 Target FQ 4 Plans, Mitigations and Actions Monitor Older People (OP) - Internal Residential Budget Spend 10% 0.0% 5% Financial performance has improved through Q4. 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. Internal care home budgets continue to be adversely impacted by on-going utilisation of agency staff in KCC and Islay. NHS financial performance has been impacted by agency staffing within LIH which remains a concern, the overspend here is being managed through underspends elsewhere. The overall HSCP performance against budget notes an underspend of 0.7% agains budget. Savings performance is also relatively positive with 90% of the saving targets delivered. Monitor Older People (OP) - External Residential Budget spend 0% 0.0% -1.5% Monitor Older People - Homecare Budget spend 2% 0.0% 0% Monitor Lorn & Islands Hospital overall budget 24438 23507 25245 Monitor NHS Savings Recovery to ensure this remains on track (£k) 5259 7852 6487 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) 405 398.9 396
Page 17
Carers Carers – Linda Currie – FQ 4 (Jan – Mar 2026) Performance Overview Current IPMF Performance Metrics FQ3 Target FQ 4 Plans, Mitigations and Actions Increase the number of Adult Carer Support Plans completed across A&B Carers Centres 90 120 140 Overall performance against the IPMF figures remains strong, with most indicators exceeding targets by FQ4, particularly Adult Carer Support Plans, ACSP reviews, and the number of unpaid Adult and Young Carers accessing support. While Young Carer Statements show continued growth we did not quite meet target with new YCS completed but we have had a higher number of YCS reviews in this quarter. Increase the number of Young Carer Statements completed across A&B Carers Centres 26 39 32 Increase the number of Unpaid Adult Carers supported across A&B Carers Centres 2827 2600 2981 Increase the number of Unpaid Young Carers supported across A&B Carers Centres 836 783 833 Increase the number of ACSP reviews completed by the various Carers Centres. 2752 1800 2968
Page 18
Community Health & AHPs Allied Health Professionals - Linda Currie – FQ 4 (Jan –Mar 2026) Performance Overview Current IPMF Performance Metrics FQ3 Target FQ 4 Plans, Mitigations and Actions Reduce New Out Patient Referral waits breaching > 4 weeks for Musculoskeletal (MSK) 1298 0 1013 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 autumn to fully understand demand, capacity, queue and activity in line with the Healthcare Staffing Act. Reduce New Out Patient Referral waits breaching >12 week waits for AHP services 557 0 452 Reduce P1 and P2 Community Patient Referral waits breaching > 4 weeks for AHP Services 97 0 78 Reduce P3 and P4 Community Patient Referral waits breaching >12 week waits for AHP services 1010 0 1010 Increase the number of monthly AHP Out Patient Completed Waits 744 945 985
Page 19
Delayed Discharges Delayed Discharges – Caroline Robertson – FQ 4 (Jan – Mar 2026) Performance Overview Current IPMF Performance Metrics FQ3 Target FQ 4 Plans, Mitigations and Actions Reduce the number of overall people delayed in hospital at Monthly Census Point 47 34 75 Q4 noted some real challenges which resulted in all KPI’s been missed some by a significant margin. This is in part due to the increased demand for care at home in areas such as Cowal and Oban which could not be facilitated in a timely manner. This alongside GGC carrying out quite a significant reset resulted in increased delays being added, despite the teams still achieving high numbers of discharges they could not meet the increased demand. This required intervention to ensure timely identification of possible delays, early indication of planned date of discharge from a multi-disciplinary perspective to support this. This has now been operational for several weeks and we are starting to feel the benefit of working as a team across the ‘Clyde sector’ which will continue and have more of a focus across the whole system. Reduce the overall length of stay in a hospital (Delayed Discharge Bed Days) at Monthly Census Point 1126 634 1490 Reduce the number of people delayed in hospital with AWI code at Monthly Census Point 12 4 7 Reduce the number of people delayed in hospital awaiting a care home placement at Monthly Census Point 8 10 14 Reduce the number of people delayed in hospital due to care at home availability at Monthly Census Point 23 10 35 Reduce the number of people delayed with assessment code at Monthly Census Point 7 10 16
Page 20
Delayed Discharges Sit Rep • With regards to latest overall benchmarked performance @ May 2026, A&B remain above the Scottish average per 100,00 population. • Overall monthly Delayed Discharge performance for March 2026 noted a consistently higher number of delays for hospitals in A&B (59) when compared to GG&C (56) • Overall Delayed Discharge Bed Days at the end of FQ4 noted 2099 days with 48.6% in GG&C hospitals.
Page 21
Community Hospitals Community Hospitals – Caroline Robertson – FQ 4 (Jan – Mar 2026) Performance Overview Current IPMF Performance Metrics FQ3 Target FQ 4 Plans, Mitigations and Actions Reduce the rate of unplanned admission to Community Hospitals for 65+ population 469 450 411 Our community hospital teams continue to work to a high standard and where possible are trying to prevent hospital admissions. We can see that there has been a continued improvement from Q3 on reducing the number of unplanned admissions for over 65 age group. The length of stay for patients is slightly up and is likely to be in correlation to the availability of support and statutory intervention. We continue to see a rise in falls within the hospital setting which are all documented through datix and analysed to understand and learn if these could have been prevented. Our 4 hour wait target has increased slightly from Q3 and is in line with KPI Reduce the average Length of Stay for inpatients in A&B Community Hospitals 7.6 7.5 8.4 A&E Attendances in A&B Community Hospitals meeting the 4 hrs wait target 94.7% 95% 94.9% Maintain A&B Community Hospitals Bed Occupancy Rates below 80% target 71.4% 80.0% 70% Reduce the number of Falls being reported in a Community Hospital setting in A&B 43 38 58
Page 22
Rural General Hospital (LIH) Rural General Hospitals (LIH) – Caroline Robertson – FQ 4 (Jan – Mar 2026) Performance Overview Current IPMF Performance Metrics FQ3 Target FQ 4 Plans, Mitigations and Actions Reduce the rate of unplanned admission to LIH for 65+ population 367 345 330 LIH has continued to perform well this Quarter, despite some very challenging staffing pressures. The KPI’s that have not been met this quarter are being monitored closely through datix to ensure the issues are not linked to staffing issues. Reduce the total number of Unplanned Bed Days in LIH 2908 3323 3205 Reduce the average Length of Stay for inpatients in LIH 3.5 5 3.7 Maintain LIH Bed Occupancy Rates below 90% target 82.4% 90.0% 89.6% Reduce the number of A&E Attendances in LIH that result in an unplanned admission 17.9% 19.2% 17.4% A&E Attendances in LIH meet the 4 hrs wait target 89.6% 95.0% 92.0% Reduce the number of Falls being reported in a hospital setting in LIH 22 26 28 Reduce number of instances of tissue viability in LIH 1 4 6 Reduce the number of medication errors in LIH 12 6 16
Page 23
OIP – Hospital @ Home OIP - Hospital @ Home – Caroline Robertson – FQ 4 (Jan – Mar 2026) Performance Overview Current Performance Metrics FQ3 Target Q4 Actual Plans, Mitigations and Actions Implement 12 Hospital @Home beds in Oban, and an additioanl 4 beds A&B wide by March 2026 11 16 12
Page 24
Adult Social Care & ASP Adult Social Care & ASP – Nicola Gillespie – FQ 4 Jan – Mar 2026) Performance Overview Current IPMF Performance Metrics FQ3 Target FQ 4 Plans, Mitigations and Actions Increase the percentage of older people who had their homecare monitoring review completed within 6 months 45% 60% 49% Reviews are undertaken by area social work teams rather than care at home staff. As with many services, the scheduling and completion of reviews are influenced by wider service demands and competing priorities. Although Unmet Need sists within target remits, 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. The ASP central team have now been disbanded and are being supported to move across into the area teams. The improvement plan is currently being finalised by the ASP lead and going through APC committee Reduce unplanned admissions to A&B hospitals directly from a care home 25 18 23 Increase the occupancy rates across A&B Care Homes 96% 95% 96% Reduce the number of hours of unmet need for care at home 444 500 468 Increase the % of Adult Support Protection Screening Duty to Inquire Assessments completed within 5 working days 55% 70% 48% Increase the % of Adult Support Protection Investigations completed within 15 working days of the ASP Screening Duty to Inquire completion date 41% 70% 45%
Page 25
Complex Care & Registered Services Complex Care & Registered Services – Nicola Gillespie – FQ 4 (Jan – Mar 2026) Performance Overview Current IPMF Performance Metrics FQ 3 Target FQ 4 Plans, Mitigations and Actions Reduce the number of clients on Dynamic Support Register with category Amber/RedUSC 16 10 11 The DSR target of reducing to 10 people being recorded as red/amber aremains challenging to meet and is a reflection of the complexities the 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 waiting remain significantly above target There is an increasing need for AWI input and have several vacancies across the areas. Locum applications are also difficult and costly to support. Reduce the number of people waiting for a New Mental Health Out Patient service (>12 weeks) 846 390 903 Reduce the number of people monthly waiting for psychological therapy services ( >18 weeks) 25 175 26 MH Urgent Care Referrals Response Timescales < 2 Hours 99% 90% 97% MH Social Circumstances Report Overdue 67% 33% 64% Drug & Alcohol Completed Waiting Times from Referral to First Treatment (LDP) 86.5% 90% 86.8%
Page 26
Psychological Therapies Performance Focus - Psychological Therapies – Nicola Gillespie – FQ 4 (Jan – Mar 2026) Performance Overview Current Performance Metrics FQ3 Target Q4 Actual Plans, Mitigations and Actions Reduce the number of people monthly waiting for psychological therapy services ( >18 weeks) 25 175 26 Performance continues to be maintained, with key performance indicators being met and only 26 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 Quality & Patient Safety – Rebecca Helliwell – FQ 4 (Jan – Mar 2026) Performance Overview Current IPMF Performance Metrics FQ3 Target FQ 4 Plans, Mitigations and Actions *Reduce the number of Falls being reported in a hospital setting in LIH 22 26 28 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 *Reduce number of instances of tissue viability in LIH 1 4 6 *Reduce the number of medication errors in LIH 12 6 16 *Reduce the number of Falls being reported in a Community Hospital setting in A&B 43 38 58
Page 28
A&B Operational Improvement Plan (OIP)
Page 29
OIP cont…
Page 30
OIP cont…