Argyll and Bute Health and Social Care Partnership Performance Report - Fq3 2024/25
Argyll and Bute Council · 10 June 2025
Back to Helensburgh & Lomond Area Committee — 10 June 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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1 Helensburgh and Lomond Area Committee Date of Meeting: 10 June 2025 Title of Report: Health & Social Care Partnership - Performance Report – FQ3 2024/25 (October – December) Presented by: Charlotte Craig – Interim Head of Strategic Planning, Performance & Technology The Board is asked to: • Acknowledge performance for FQ3 2024/25 (October - December) • Acknowledge performance update on the National Health & Wellbeing Outcomes and Ministerial Steering Group Integration Indicators (Appendix 1) • Note Delayed Discharge Sitrep as of 06 January 2025 (Appendix 2) EXECUTIVE SUMMARY This report details performance for the Financial Quarter (FQ) 3 2024/25 (October - December), the performance outputs are taken from the Integrated Performance Management Framework (IPMF) Reporting Dashboard with the focus on twelve key service areas. Overall performance for FQ3 notes 42 of 84 measures reporting as on target (50%). The report details performance against each of the service areas and the 84 supporting Key Performance Indicators. National Health & Wellbeing Indicators performance is included alongside latest performance from the National Delayed Discharge Sitrep. The use of the new performance Dashboard within SharePoint is designed to offer a more focused approach to the access and analysis of data, offering scope for self-service. In consideration of the report the committee is reminded of the role of the Clinical and Care Governance Committee in providing more in depth scrutiny of performance. To ensure timely consideration for the IJB a high level report has been presented to the IJB ahead of this with update to follow in the next minute. 2. RECOMENDATIONS The committee are asked to acknowledge current FQ3 24/25 performance. 3. DETAIL OF REPORT The report details the HSCP (Health and Social Care Partnership) performance for FQ 3 2024/25 (October - December) highlighting key performance trends across the 84 KPIs (Key Performance Indicators). The latest performance against the National Health and Wellbeing Outcomes Indicators is reported (Appendix 1). Also included is the latest national update on Delayed Discharges
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2 (Appendix 2). 4. RELEVANT DATA & INDICATORS 4.1 FQ3 2024/25 (October - December) Performance Summary Overall performance for FQ3 notes that 84 KPI’s are scoring against target, with 42 (50%) reporting as on-track. This is a decrease of 8% from FQ2 position, where 49 KPI were on track (58%). 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 twelve services and 84 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. 4.2 Analysis of Key Performance This analysis identifies performance across the 12 service reporting categories within the Integrated Performance Management Framework (IPMF). 4.2.1 Children & Families Performance across 7 KPIs, Children & Families and Justice notes 4 (57%) on track, with 4 (43%) off track, against the targets set for Q3 24/25. This is consistent with 57% noted as on track in FQ2. Performance on or above target: • The percentage of Child Protection Register (CPR) cases that have an allocated Social Worker remains on target at 100% for FQ3, with no change noted from FQ2 position.
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3 • The number of teams that have delivered 75% or more of the Universal Health Visiting Pathway (UHVP) reports 87% for FQ3, up from 78% FQ2. • FQ3 Number of Public Sector staff who have received at least basic training in how to identify and respond to women and children affected by Violence Against Women & Girls reports cumulative 250 against cumulative target of 90. • Percentage of Criminal Justice social work reports submitted 2 days before court reports is noted at 91% in FQ3, against 90% target and an increase from 82% reported in FQ2 Performance below target & areas for improvement: • The percentage of Child Protection Planning Meetings (CPPM's) held within 28 days of the initial referral reports 33% in FQ3 against 90% target and increase from 17% noted in FQ2. • Mental Health Services (CAMHS) children and young people seen within 18 weeks of referral reports 39% FQ3 against 85% target and a decrease from 73% reported in FQ2. • The number of statutory individual Health Assessments commenced within four weeks of coming into care in FQ3 reports 75% down from 100% for FQ2 4.2.2 Telecare and Digital Performance across 13 Key Performance Indicators (KPIs) for Strategic Planning, Performance & Technology Services shows 4 KPIs (31%) on track, with 9 KPIs (69%) reported as off track against the targets set for FQ3 24/25. Performance on track reports a decrease of 7% from the reported FQ2 24/25 position (38%) It should be acknowledged that nationally waiting time breaches are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients on waiting lists across varied health specialties. Performance on or above target: • The implementation of Just Checking activity monitoring equipment was successfully completed in 8 homes, down slightly from 9 in FQ2 but remains above the target (7) for FQ3. • Digital blood pressure monitoring in Primary Care continues to be rolled out, with 79 unique patients using the service by FQ3 against a target of 42, consistent with FQ2 levels. • Currently, 45% of telecare clients have enhanced packages, which are on target and an increase from 42% noted in FQ2. Further work is needed to accurately track this metric. • The e-health department resolved 100% of IT support requests during Q3, up from 99% in FQ2. Performance below target & areas for improvement: • FQ3 reported 169 new clients to Telecare, a 23% decrease compared to the previous quarter (219) and below the target of 200. • Progress in the digitalisation of telecare equipment has increased by 11% to 65% for FQ3, however this is below the 70% target set for the end of the period. • Consultations delivered via Near Me have continued to decline, from 999 in FQ2 to 888 in FQ3, against the quarterly target of 1025, showing no growth. • The number of telecare clients overdue for their annual review has decreased to 51%, below the 50% target. Work is continuing to improve data quality around this measure.
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4 • There were zero Silvercloud referrals reported in FQ3, a fall from 57 in FQ2 against the quarterly target of 60. • 96% of FOI requests were completed within the statutory timescale, against 100% and down from 100% noted in FQ2. • Waiting times for cancer appointments at 31 and 62 days reported 15 cases, an increase from 12 in FQ2 against a target of zero. • New outpatient waiting times breaches over 12 weeks were noted at 49%, compared to the 46% target, no change from FQ2. • Outpatient long waiting times (over 52 weeks) were noted at 4.8%, an increase from 3.3% in FQ2 and above the target of 2.8%. 4.2.3 Primary Care Performance across 10 Key Performance Indicators (KPIs) for Primary Care shows 6 KPIs (60%) on track, with 4 KPIs (40%) reported as off track against the targets set for FQ3 24/25. This is a reported decrease of 10% from 70% on track in FQ2 24/25. Performance on or above target: • 81% of children who received Fluoride Varnish treatment did not require further dental treatment, consistent with FQ2 levels. • 54% of eligible residents have so far received their Winter Covid 19 booster. This is 7% higher than the national average and up from 4% noted at FQ2 end. • Across the HSCP GP practices operated the duration of FQ3 without resorting to contingency measures. Decease from 55 instances noted in FQ2. • GP practices remained at level zero during FQ3 resulting in no reduction in services provided. • 4.5% of consultations by GPs and other HSCW within the primary care setting were done digitally, meeting the target set (4.5%) • Primary Care Out-of-Hours Services covered 50% of all recorded out of hour consultations during FQ3, an increase from 46% in FQ 2 and exceeding their 45% target. Performance below target & areas for improvement: • 2 GP practices were returned to HSCP Control during FQ3, above a zero target and an increase from FQ2 (0). • 93% of children at 12 months of age received their 6 in 1 vaccination missing the 95% national target, down from 96% reported at FQ2. (data for this indicator is 1 quarter behind due to availability of statistics) • The Oral Health Improvement Team only managed to deliver 94% of their planned activity, down from 95% in FQ2 and against a target of 100%. • HSCP Dental services utilised 61% of clinic appointments, missing their 90% target. This is an improved position from 48% noted in FQ2. 4.2.4 Public Health Performance across 5 Key Performance Indicators (KPIs) for Public Health shows 4 KPIs (80%) on track against the targets set for FQ3 24/25. Performance on track reports a decrease of 20% from the reported FQ2 24/25 position (100%). Performance on or above target:
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5 • Increase the monthly number of quit dates set, supported by NHS smoking cessation advisors or jointly through shared care with pharmacy, by people in the most deprived 40% areas in Argyll. Performance this quarter has significantly exceeded the target, with 28 quit dates achieved against a target of 10. Whilst significantly above target it shows a 3% decrease compared to FQ2. • Increase the number of engagement activities delivered in communities and supported through Living Well Networks. Performance continues to be above target, with an actual of 29 against a target of 20. This represents a 12% increase compared to FQ2. • Increase the number of referrals to community link workers supported by “We Are with You”. Performance this quarter achieved approximately 44% above the target, with an actual performance of 145 against a target of 101. The actual number of referrals is above target but 32% less than FQ2. • Number of instances working with Scottish Government or National Agencies on National Strategy and Policy Development. This is a new measure for 24/25 with a target initially set as 1. FQ3 noted 13 instances of working with Scottish Government or National Agencies on National Strategy and Policy development. Performance below target & areas for improvement: • Increase the number of people in Argyll and Bute attending training in the following areas, Money Counts, Behaviour Change, Mental Health and Suicide Prevention. The rolling target from 23/24 continues into 24/25, with the expectation of 17 additional clients each quarter. In FQ3 we fell 4% short of our target with 114 attendances, against a target of 119. 4.2.5 Finance Performance across 6 KPIs for Financial services notes 1 (17%) on track, with 5 (83%) off track against the targets set for Q3 24/25. This is a reported decrease of 66% from FQ2, where 5 (83%) of KPIs were on track. Performance on or above target: • Older People External Residential actual spend reports 95%, this is 5% below projected target in FQ3, with variance of 23% from the FQ2 position. Performance below target & areas for improvement: • Costs for Hospital Delayed Discharges in FQ3 report £453,500 (43%) over the target of £317,000 and an increase from £306,500 in FQ2. • GP prescribing expenditure notes actual spend being £126,000 (0.6%) over the projected spending target in FQ3. This is an improved position from FQ2, where performance was noted as 2% over the target. • Agency and Locum staffing expenditure reports a reduction of 1%, failing to meet the target reduction of 10%. However, this is an improvement on the FQ2 position, where a 6% increase was recorded. • Older People Internal Residential actual spend notes being over projected target by 8% for FQ3. This has increased from FQ2 position where 83% actual was noted. • FQ3 Older People Homecare actual spend reports being 4% above the projected target. This is an increase from the FQ2 position, where actual was below projected 92%
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6 4.2.6 Carers Performance across 4 Key Performance Indicators (KPIs) for Carers shows 3 KPIs (75%) on track, with 1 KPI (25%) reported as off track against the targets set for FQ3 24/25. Performance on track is consistent with the reported FQ2 24/25 position. Performance on or above target: • The number of Unpaid Carers Supported across A&B’s Carers Centres continues to be over the target of 3000 per quarter, with a slight increase to 3483 (4%) noted from previous FQ2. • The ACSP reviews, which now include welfare contacts, are well above target of 700 per quarter with 1739 achieved in FQ3 compared to 1396 in FQ2. • Young Carer Statements completed in FQ3 notes 53, is up from 35 recorded in FQ2 and remains above the target of 4 Performance below target & areas for improvement: • The number of Adult Carer Support Plans completed saw a significant increase this quarter (+11%), rising from 114 to 127 - just below the target of 133. 4.2.7 Allied Health Professionals Performance across 7 Key Performance Indicators (KPIs) for Allied Health Professionals shows 4 KPIs (57%) on track, with 3 KPIs (43%) reported as off track against the targets set for FQ3 24/25. Performance on track reports a decrease of 14% from the reported FQ2 24/25 position (71%). It should be acknowledged that nationally waiting time breaches are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients on waiting lists across varied health specialties. Performance on or above target: • MSK Outpatient Referral waits breaching >4 weeks are slightly up in FQ3 to 1029 (+6%) and meeting target of 1120. • Outpatients waiting over 12 weeks for AHP services continue their trend downwards in FQ3 – with a reported total of 467 against the target of 500. • Community Patient Discharges saw a slight decline in FQ3, dropping from 2,034 to 2,027, while still exceeding the target of 1,632. • The percentage of New versus Return Outpatient Physio AHP Referrals remains above the 30% target, with 31% noted in FQ3. Performance below target & areas for improvement: • AHP Priority 1&2 referrals breaching > 4 weeks in FQ2 reported 55 against a target of 48. • Priority 3 and 4 Community Patient Referrals breaching over 12 weeks have increased quarter on quarter, with FQ3 reporting 770 against a target of 400, up 35% from 558 noted in FQ2.
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7 • AHP Outpatient Completed Waits decreased by 10% in FQ3, with 929 reported, just missing the target of 945. However, this remains part of an overall upward trend over the past year. 4.2.8 Delayed Discharges Performance across 6 Key Performance Indicators (KPIs) for Delayed Discharges shows 2 KPI (33%) on track, with 4 KPIs (67%) reported as off track against the targets set for FQ3 24/25. Performance on track reports a decrease of 50% from the reported FQ2 24/25 position (83%) For FY 2024/25 Delayed Discharges KPIs, we use a count at the end of quarter census point instead of full month data, as this aligns better with national reporting. It should be acknowledged nationally Delayed Discharges are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients showing as a Delayed Discharge. Performance on or above target: • Reduce the Number of people delayed in hospital with AWI code at Monthly Census Point. Performance was above target having achieved actual of 4 against a maximum target of 6. In this quarter, the number of people delayed with AWI code recorded remained at 3 in October and November and increased to 4 in December. • At the end of Q3, the number of people delayed in hospital awaiting assessment (Codes 11A and 11B) was 5, which is 14% of census clients, against a target of 10. The target was based on the average for the previous four quarters of 23/24, which ranged from 9 to 11. This is a noted reduction of 29% from FQ2 position which reported 7. Performance below target & areas for improvement: • The overall number of people delayed in hospital at Monthly Census Point as at the end of Q3 was 35, against the target of 31. This reflects an increase of 13% compared to FQ2 position (31). The target was set based on the average over the last four quarters of 23/24, where client numbers ranged between 29 and 34. • At the end of Q3 census point, the overall length of stay in a hospital (Delayed Discharge Bed Days) at Monthly Census Point was 907 against the target of 634. This represents an increase of 48% with 613 recorded in FQ2. The target was set based on the average bed days over the past four quarters of 23/24, which ranged from 598 to 695. • The number of people delayed awaiting a Care Home Placement was 10, compared to a target of 4, 150% over the target. The actual number of people waiting has increased by 900% (1 to 10) from FQ2 to FQ3. The target was set based on the average from the previous four quarters of 23/24, which ranged from 0-5. • At the end of FQ3, the number of people delayed in hospital awaiting care at home availability was 15, representing 43% of census clients, compared to a target of 12. The target was based on the average of the last four quarters of 23/24, which ranged from 8 to 14. This has decreased by 25% compared to FQ2 position (20).
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8 4.2.9 Adult Social Care Performance across 4 Key Performance Indicators (KPIs) for Adult Social Care shows 3 KPIs (75%) on track, with 1 KPI (25%) reported as off track against the targets set for FQ3 24/25. Performance on track reports an increase of 25% from the reported FQ2 24/25 position (50%). Performance on or above target: • Reduce the number of Unplanned Admissions to A&B hospitals directly from a care home has remained steady at 16 in both FQ2 and FQ3, which is below the target of 36. • Increasing the occupancy rates across A&B Care Homes has remained steady at 96% across FQ1, FQ2 and FQ3 and 2024/25. This KPI is now measured against available places (previously all empty beds). • The FQ3 performance was looking to reduce the value of assessed unmet need for care at home. FQ3 actual was £14,718.26, which is £1,960.78 (12%) below the target. Target is set at previous quarter’s value. Performance below target & areas for improvement: • Increasing the % of Older People who had their homecare monitoring review completed within 6 months was noted at 40% for FQ3, against a target of 49%, which is 18% below target. Compared to FQ2, where the actual was 37%, this represents a 3% increase (40%). 4.2.10 Community Hospitals Performance across 5 Key Performance Indicators (KPIs) for Community Hospitals shows 4 KPIs (80%) on track, with 1 KPI (20%) reported as off track against the targets set for FQ3 24/25. Performance on track has remained consistent, with an 80% track record across both FQ2 and FQ3. Performance on or above target: • The average length of stay for inpatients in A&B Community Hospitals was reduced to 7.4 days across the quarter, against the target of 7.8 days. This represents a 4% improvement compared to FQ2, where the average length of stay was 7.7 days. • A&E attendances meeting the 4 hrs wait target reached 95.1%, exceeding the 95% target by 0.1%. This is a slight reduction of 2% from FQ2, where performance was noted as 97.1%. • Maintain A&B Community Hospitals Bed occupancy rates below 80% target. Bed occupancy rates remained well below target at 70.6% for FQ3, marking a slight increase of 1.3% from 69.3% in FQ2. • Reduce the number of falls being reported in a Community Hospital setting in A&B. In FQ2, we reported 38 falls, well below the target of 54. This showed an increase of 1 fall from FQ2 (3%). Performance below target & areas for improvement: • Reduce the rate of unplanned admissions to Community Hospitals for 65+ population. This KPI reported 490 admissions, 8% above the target of 452 for FQ3. This represents approximately 1% increase compared to FQ2.
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9 4.2.11 Adults with Long Term Conditions / Adult Support & Protection / Alcohol Drugs Partnership Performance across 8 Key Performance Indicators (KPIs) for Adults with Long Term Conditions Services shows 3 KPIs (38%) on track, with 5 KPIs (62%) reported as off track against the targets set for FQ3 24/25. There is no change from FQ2 24/25. It should be acknowledged that nationally waiting time breaches for New Mental Health Outpatients (12 weeks) and Psychological Therapy (18 Weeks) are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients on waiting lists across varied health specialties Performance on or above target: • 10 Adults are on the dynamic support register with a category red or amber status, in line with Q3 target of 10, and down from 12 reported in FQ2. • FQ3 noted 30 Adults waiting for a psychological therapy service against the target of 175 or fewer, and a reduction from 40 in the previous quarter. • 90.8% of individuals referred to Alcohol and Drug treatment services were seen within the target waiting period, above the 90% target and an increase from 89.6% at FQ2. Performance below target & areas for improvement: • 12% of Adults with a Learning Disability were reported as overdue their annual review, up from 7% in FQ2 and above the 3% target. • 502 Adults were waiting for a Mental Health outpatient service, missing the target of 390 or less. And in increase of 13% from FQ2 position (446). • FQ3 noted 30% of Adult Support and Protection 'duty to inquire' procedures were completed within the 5 working day target, below 70% target and no change from FQ2. • Only 30% of Adult Support and Protection inquiries requiring investigative powers were completed within the 15 working day target (70%), down from 55% reported in FQ2. • 79% of Case Conferences began within 20 days of referral or within 12 weeks of the initial conference for review, an improvement on previous FQ2 (53%), but below the 100% target. 4.2.12 Rural General Hospitals (Lorn & Island Hospital) Performance across 9 Key Performance Indicators (KPIs) for Rural General Hospitals (LIH) shows 4 KPIs (44%) on track, with 5 KPIs (56%) reported as off track against the targets set for FQ3 24/25. Performance on track reports an 11% increase from the reported FQ2 position. Performance on or above target: • Reduce the rate of unplanned admissions to LIH 65+ population. FQ3 performance noted the actual number of unplanned admissions was 322, down 16% from 383 in FQ2, meeting the target set of 345. • Reduce the number of LIH A&E Attendances that result in an unplanned admission. The FQ3 performance for reducing unplanned admission from A&E attendances was on target with both actual and target 19.2%. This is a decrease of approx. 1% from FQ2, where the rate was 19.8% and off target.
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10 • Reduce the number of falls being reported in a hospital setting in LIH. FQ3 performance noted the actual number of falls was 26 against a target of 26. This reflects a 21% reduction in falls from FQ2, where 33 Falls were reported. • Reduce the number of instances of tissue viability in Lorn & Islands Hospital. The target was to reduce the number of tissue viability instances to no more than 4. FQ3 performance on actual instances was 2, a reduction of 4 (67%) reported in FQ2. Performance below target & areas for improvement: • Reduce the total number of unplanned bed days in LIH. The actual number of unplanned bed days reported was 3327, 4 above the target of 3323, based on the 23/24 average. This represents a 12% increase from FQ2 of 2969. • Reduce the Average Length of Stay for inpatients in LIH. FQ3 Performance noted we achieved an actual rate of 5.3, against the target of 4.8. This is up 26% from 4.2 noted in FQ2. • Maintain LIH Bed Occupancy Rates below 90% target. FQ3 performance noted an actual rate of 92.4%, approx. 7% increase from 85.8% noted at FQ2. • Reduce the number of medication errors in LIH. The quarterly indicative target was set at no more than 6 per reporting period, 6 based on 2023/24 average. In FQ3 we noted an actual of 12, an increase of 3 (33%) from FQ2. 4.2.13 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 26 HWBOI and MSG Indicators reports 50% on track, with 13 on track and 13 off track. An overview of A&B HSCP’s latest performance against the 26 measures is reported in Appendix 1. It should be noted that reporting periods vary across the suite of national indicator measures, with some measures reported quarterly affected by national reporting data lag.
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11 5. CONTRIBUTION TO STRATEGIC PRIORITIES The monitoring and reporting against Key Performance Indicators using the Integrated Performance Management Framework and Dashboard ensures the HSCP can 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. 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 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 indicators 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.
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12 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. 12. CONCLUSION The committee is asked to consider and acknowledge FQ3 2024/25 (July - September) performance as detailed in the IPMF Dashboard. The committee should also note that the 2025-26 review of KPI’s has commenced. 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) Integration Joint Board Health & Social Care Partnership - Performance Report – FQ3 2024/25 (October – December) 26/03/2025 Clinical and Care Governance Committee Health & Social Care Partnership - Performance Report – FQ3 2024/25 (October – December) 1/05/2025 REPORT AUTHOR AND CONTACT Author Name: Douglas Hunter- Senior Manager Performance & Improvement Email: douglas.hunter@argyll-bute.gov.uk
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13 Appendix 1 – HWBOI & MSG Integration Indicators. Core Suite of Integration Indicators Data notes 67% (6 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
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14 HWBOI - Performance Data notes 55.5% (5 of 9) HWBOI Performance measures reporting as above the national Scotland Rate. *Indicators 12, 13, 14, 15, 16, 18 Calendar year 2023 is used here as a proxy for 2023/24 due to the national data for 2023/24 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 2023 should improve the consistency of reporting between Health and Social Care Partnerships.
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15 Ministerial Steering Group Integration Indicators Data notes 25% (2of 8) MSG Indicators reporting as above the national Scotland rate. MSG Indicators data notes that all MSG measures have increased in the last reporting year. 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.
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16 Appendix 2 - Delayed Discharge Sitrep – 6th January 2025