Argyll & Bute Health & Social Care Partnership - Performance Report - Fq4 2024/25
Argyll and Bute Council · 11 December 2025
Back to Community Services Committee — 11 December 2025 and its agenda
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1 Community Services Committee Date of Meeting: 11 December 2025 Title of Report: Health & Social Care Partnership - Performance Report – FQ4 2024/25 (January – March) Presented by: Kristin Gillies Head of Strategic Planning, Performance & Technology The committee is asked to: • Acknowledge performance for FQ4 2024/25 (January – March 2025) • Acknowledge performance update on the National Health & Wellbeing Outcomes and Ministerial Steering Group Integration Indicators (Appendix 1) • Note Delayed Discharge Sitrep as of 31 March 2025 (Appendix 2) EXECUTIVE SUMMARY This report details performance for the Financial Quarter (FQ) 4 2024/25 (January - March), 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 FQ4 notes 36 of 84 measures reporting as on target (43%). 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. The report has been presented to the Clinical and Care Governance Committee and has received feedback and generated further action for this forum in relation to developing the wider context and narrative. The report presented is a factual report noting that there may be a lag in data presentation due to verification and governance. Q4 saw a dip in performance which is monitored on an ongoing basis as this may have multiple contributing factors however this has begun to return to normal levels of performance in Q1 2025- 26. 2. RECOMENDATIONS The committee is asked to acknowledge current FQ4 24/25 performance report noting that it has been considered at Clinical and Care Governance Committee and IJB. 3. DETAIL OF REPORT
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2 The report details the HSCP (Health and Social Care Partnership) performance for FQ 4 2024/25 (January - March) 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 (Appendix 2). 4. RELEVANT DATA & INDICATORS 4.1 FQ4 2024/25 (January - March) Performance Summary Overall performance for FQ4 notes that 84 KPI’s are scoring against target, with 36 (43%) reporting as on-track. This is a decrease of 7% from FQ3 position, where 42 KPI were on track (50%). 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 Across 7 KPIs, Children & Families and Justice performance notes 1 (14%) on track, with1 (86%) off track, against the targets set for Q4 24/25. This is a decrease with 57% noted as on track in FQ3.
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3 Performance on or above target: • FQ4 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 342 against cumulative target of 120. Performance below target & areas for improvement: • The percentage of Child Protection Register (CPR) cases that have an allocated Social Worker is off target at 93% for FQ4, compared to the 100% FQ3 position. • The number of teams that have delivered 75% or more of the Universal Health Visiting Pathway (UHVP) reports 73% for FQ4, down from 81% FQ3. • Percentage of Criminal Justice social work reports submitted 2 days before court reports is noted at 79% in FQ4, against 90% target and decrease from 90% reported in FQ3 • The percentage of Child Protection Planning Meetings (CPPM's) held within 28 days of the initial referral reports 25% in FQ4 against 90% target and a decrease from 33% noted in FQ3. • Mental Health Services (CAMHS) children and young people seen within 18 weeks of referral reports 57% FQ3 against 90% target. This is an improvement on 39% reported in FQ3. • The number of statutory individual Health Assessments commenced within four weeks of coming into care in FQ4 reports 67% down from 75% for FQ3 4.2.2 Telecare and Digital Performance across 13 Key Performance Indicators (KPIs) for Strategic Planning, Performance & Technology Services shows 3 KPIs (23%) on track, with 10 KPIs (77%) reported as off track against the targets set for FQ3 24/25.4 Performance on or above target: • E-health department successfully resolved 100% of IT support requests. • Digital blood pressure monitoring in Primary Care continues to expand, with 79 unique patients now utilizing the service. • Telecare services saw an 18% increase in new clients, with 199 individuals joining in the latest quarter. Performance below target & areas for improvement: • Near-Me consultations increased by 7% compared to FQ3; however, the target remains unmet. • Telecare digital device adoption reached 74%, below the 90% target set for the end of 2024/25. • Enhanced telecare packages are currently utilized by 45% of clients, below the expected target. Additional work is required to improve tracking accuracy for this metric. • Annual reviews for telecare clients overdue for completion decreased to 51%, missing the 50% target. • Just Checking activity monitoring equipment was successfully implemented in four homes.
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4 • Silvercloud referrals have declined by 38% from FQ3, with 48 referrals recorded. • FOI requests—96% were completed within the statutory timescale, below the 100% target. • Cancer waiting times at 31 and 62 days recorded 13 cases against a target of zero; however, this represents a 13% improvement from FQ3. • New outpatient waiting time breaches (over 12 weeks) were reported at 4.9%, slightly above the 4.6% target. • Outpatient long waiting times (over 52 weeks) were recorded at 6.9%, exceeding the 2.8% target. 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 3 KPIs (60%) on track against the targets set for FQ4 24/25. Performance on track reports a decrease of 20% from the reported FQ3 24/25 position (80%).
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5 Performance on or above target: • 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. In FQ4, we significantly exceeded the target, achieving 43 against a target of 10. As reported in FQ3 there has been a change in the methodology for counting measure. • Increase the number of referrals to community link workers supported by “We Are with You”. Performance in FQ4 was significantly above target achieving approximately 90.1% above the target - 192 against a target of 101. • FQ4 noted 7 instances of working with Scottish Government or National Agencies on National Strategy and Policy development. Examples of instances include meeting with Scottish Government to discuss Community Link Working, National CLW advisory group response to SG poverty consultation and participation in the Physical Activity Special Interest Group. Performance below target & areas for improvement: • Increase the number of engagement activities delivered in communities and supported through Living Well Networks. Performance has fallen off track in FQ4 for the first time during FY24/25 with a decrease of approximately 52% from FQ3 – 14 against a target of 20. It was noted that there was a delay in data submission due to staff leave, which could have affected the number of recorded activities. • 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 FY23/24 continues into FY24/25, with the expectation of 17 additional clients each quarter. In FQ4 we fell approximately 27.9% short of our target with 98 attendances, against a target of 136. 4.2.5 Finance Across 6 KPIs, Financial services performance notes 1 (17%) on track, with 5 (83%) off track against the targets set for Q4 24/25. This matches the reported performance for Q3. Performance on or above target: • Older People External Residential actual spend reports 100%, this matches the projected target for FQ4, with variance of 4% from the FQ3 position. Performance below target & areas for improvement: • Costs for Hospital Delayed Discharges in FQ4 reports £445,500 (%) over the target of £317,000 and an increase from £ in FQ3. • GP prescribing expenditure notes actual spend being £248,000 (1%) over the projected spend target in FQ4.
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6 • Agency and Locum staffing expenditure reports a reduction of 0%, failing to meet the target reduction of 10%. However, this is an improvement on the FQ2 position, where a 6% increase was recorded. 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 FQ4 24/25. Performance on track is consistent with the reported FQ3 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 an increase to 3804 (+9%) from 3483 in FQ3. • The ACSP reviews, which now include welfare contacts, are well above target of 700 per quarter with 2137 (+23%) achieved in FQ4 compared to 1739 in FQ3. • Young Carer Statements completed in FQ4 notes 41, down from 53 (-23%) recorded in FQ3 and remains above the target of 4. Performance below target & areas for improvement: • The number of Adult Carer Support Plans completed decreased this quarter (-12%), from 127 to 112, however the number of plans reviewed over the quarter increased. 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 FQ4 24/25. Performance on track is consistent with the reported FQ3 24/25 position. 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 significantly down in FQ4 to 765 (-26%) from 1029 in FQ3 and meeting target of 1120. • Outpatients waiting over 12 weeks for AHP services continue their trend downwards in FQ4 – with a reported total of 425 (-9%) down from 467 in FQ3 against the target of 500. • Community Patient Discharges saw a slight decline in FQ4, dropping from 2,027 in FQ3 to 1,991 (-2%), while still exceeding the target of 1,632. • The percentage of New versus Return Outpatient Physio AHP Referrals remains above the 30% target, with 32% noted in FQ4. Performance below target & areas for improvement:
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7 • FQ4 AHP Priority 1&2 referrals breaching > 4 weeks reported 62 against a target of 48. • Priority 3 and 4 Community Patient Referrals breaching over 12 weeks have increased quarter on quarter, with FQ4 reporting 809 against a target of 400, up 5% from 770 noted in FQ3. • AHP Outpatient Completed Waits decreased by 5% in FQ4, with 882 reported against a target of 945. 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.
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8 • 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). 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 FQ4 24/25. Performance on track reports an increase of 25% from the reported FQ3 24/25 position (50%). Performance on or above target: • Increasing the % of Older People who had their homecare monitoring review completed within 6 months was noted at 52% for FQ4, against a target of 49%, which is approximately 6.12% above target. This reflects a 12% improvement from FQ3 where actual was 40%. FQ4 is the first quarter in which we have been on track with our target. • Increasing the occupancy rates across A&B Care Homes has remained consistently on target across all four quarters of 2024/25, with a slight 1% decrease compared to FQ3. Occupancy rate is now measured against available places (previously all empty beds). • In FQ4, our focus was to stay on target following the improvements made in FQ3. We successfully achieved this by reducing the actual figure to £8,711.82 – a reduction of approximately 40.8% from FQ3 and well below the FQ4 target. Performance below target & areas for improvement: • Unplanned Admissions to A&B hospitals directly from a care home in FQ4 is off track, with an actual of 40 against a target of 36 – approximately 11.1% over target. It was recognised that previous FQ3 appeared low, prompting further investigation and as a result, the FQ3 figures have been updated. 4.2.10 Community Hospitals Performance across 5 Key Performance Indicators (KPIs) for Community Hospitals shows 5 KPIs (100%) on track in FQ4 2024/25. Performance on track reports a 20% increase from the reported FQ3 position. Performance on or above target: • Reduce the rate of unplanned admissions to Community Hospitals for 65+ population. This KPI is on track reporting 442 admissions, slightly below the target of 452 (2.21%). This represents 10% improvement compared to FQ3. • The average length of stay for inpatients in A&B Community Hospitals was reduced to 6.9 days across the quarter, against the target of 7.8 days. This represents a 7% improvement compared to FQ3, where the average length of stay was 7.4 days.
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9 • A&E attendances meeting the 4 hrs wait target reached 96.8%, exceeding the 95% target. This KPI has a national target and has maintained on track position throughout each quarter of 24/25 financial year. • Maintain A&B Community Hospitals Bed occupancy rates below 80% target. Bed occupancy rates remained below target at 74.6% for FQ4, marking a slight increase of 4% from 70.6% in FQ3. This KPI has maintained on track position throughout each quarter of 24/25 financial year. • Reduce the number of falls being reported in a Community Hospital setting in A&B. In FQ4, we reported 21 falls, well below the target of 54. This was a slight increase of 5 falls from 16 reported in FQ3. Performance below target & areas for improvement: No indicators were reported as off track for FQ4. 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.
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10 • 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 5 KPIs (56%) on track, with 4 KPIs (44%) reported as off track against the targets set for FQ4 24/25. Performance on track reports an improvement of 11% from FQ3. Performance on or above target: • Reduce the rate of unplanned admissions to LIH 65+ population. FQ4 performance noted the actual number of unplanned admissions was 295, down 8% from 322 in FQ3, meeting the target set of 345. • Reduce the total number of unplanned bed days in LIH. The actual number of unplanned bed days reported was 3268 against a target of 3323. This has shown a reduction in bed days of 2% from FQ3 when we were off track with 3327. • Maintain LIH Bed Occupancy Rates below 90% target. FQ4 performance noted an improvement with actual rate of 85.8%, approximately 6.6% reduction from FQ3 which was off track at 92.4%. • Reduce the number of falls being reported in a hospital setting in LIH. FQ4 performance noted the actual number of falls was 13 against a target of 26. This reflects an increase of 1 fall (8%) from FQ3, where 12 Falls were reported. 7 of these falls have been closed whilst 6 are awaiting review. All falls were patient related. • Reduce 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. FQ4 performance continues to be on track reporting 4 incidents, an increase of 2 (100%) from FQ3. All 4 incidents have been closed and are related to Pressure Ulcer Grade 2 incidents. Performance below target & areas for improvement: • Reduce the Average Length of Stay for inpatients in LIH. FQ4 Performance noted we achieved an actual rate of 5.0, against the target of 4.8. This is 6% variance from FQ3 where average LOS was 5.3 and off track. • Reduce the number of LIH A&E Attendances that result in an unplanned admission. The FQ4 performance for reducing unplanned admission from A&E attendances fell slightly off track this quarter at 19.4%, just below the target 19.2%. This is slight increase of 0.2% from FQ3, where we were exactly on track at the target of 19.2% • This KPI has a national target of 95% of A&E attendances to meet the 4-hour target. Actual FQ4 performance was noted at 90.7%, a 4.5% improvement from FQ3 at 86.2% but still below the national target.
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11 • Reduce the number of medication errors in LIH. Quarterly indicative target was set at no more than 6 per reporting period, 6 based on 23/24 average. In FQ4 we noted an actual of 16. An increase of 1 incident (7%) from FQ3. 13 incidents have been closed and 3 are awaiting review. 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. 5. CONTRIBUTION TO STRATEGIC PRIORITIES The monitoring and reporting against Key Performance Indicators using the Integrated Performance Management Framework and Dashboard ensures the HSCP is able to deliver against key strategic priorities. This in-turn is aligned with the Strategic Plan and key objectives. 6. GOVERNANCE IMPLICATIONS 6.1 Financial Impact Financial performance is evidenced within the IPMF Dashboard ensuring best value as well as evidencing the impact and performance against organisational budget savings. 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
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12 Data used within the performance dashboard is fully accessible in SharePoint with data trends and forecasting are identified to give wider strategic context. This provides the HSCP professional advisors with self –service performance information to inform their role in maintaining professional standards and outcomes. 8. EQUALITY & DIVERSITY IMPLICATIONS The Integrated Performance Management Framework captures relevant indictors used to inform the HSCP E&D work. 8.1 PROTECTED CHARACTERISTICS Performance detailed within this report acknowledges the rights of the Child (UNCRC), Islands. Fairer Scotland, Socio-economic Duty, Equalities - protected characteristics. 9. GENERAL DATA PROTECTION PRINCIPLES COMPLIANCE Data use and sharing within this report and IPMF performance dashboard is covered within the Argyll and Bute Council & NHS Highland Data Sharing Agreement 10. RISK ASSESSMENT Risks and mitigations associated with performance data sources and reporting are managed and identified within the monthly Performance & Improvement Team- Work Plan. 10.1 STRATEGIC, OPERATIONAL OR CLIMATE RISK Performance reports are used by operational management to identify service delivery risk and to inform mitigation action accordingly. 11. PUBLIC & USER INVOLVEMENT & ENGAGEMENT Performance reporting is available for the public via Argyll and Bute Council and NHS Highland websites. The IPMF dashboard utilises SharePoint to support manager and staff access across the HSCP. 12. CONCLUSION The committee is asked to consider and acknowledge FQ4 2024/25 performance as detailed in the IPMF Dashboard 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
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13 14. PREVIOUS REVIEW OF THE REPORT Meeting Title of report Date Output (if relevant) Clinical and Care Governance Committee Q4 Performance Report 14 August 2025 Review format, narrative and targeted scrutiny Integration Joint Board Q4 Performance Report 17 September 2025 Considered and acknowledge REPORT AUTHOR AND CONTACT Author Name: Douglas Hunter- Senior Manager Performance & Improvement Email: douglas.hunter@argyll-bute.gov.uk
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14 Appendix 1 – HWBOI & MSG Integration Indicators. Core Suite of Integration 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. Benchmarking performance against 7 comparator HSCPs is noted below. HWBOI – Outcomes - Benchmarking
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15 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. HWBOI- Performance Data – Benchmarking
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16 Ministerial Steering Group Indicators MSG Indicators 1.1, 1.2 and 2.1 are reported at Calendar Year 2024 as a proxy form 2024/25. This is in line with guidance issues by Public Health Scotland which was communicated to all Health and Social Care Partnerships/ MSG Indicators data notes that all MSG measures have sustained higher activity or 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, particularly around A&E Admissions and Delayed Discharges. Ministerial Steering Group Indicators 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 MSG 1.1 - Number of emergency admissions* CY 8,374 8,231 6,917 7,820 7,928 8,933 8,879 MSG 1.2 - Number of Admissions from A&E* CY 5,244 4,945 3,668 5,040 4,957 5,097 5,502 MSG 2.1 - Number of unplanned bed days acute specialties* CY 65,794 64,008 53,390 67,255 77,094 77,882 80.655 MSG 2.2 - Number of unplanned bed days MH specialties 13,747 13,204 11,208 9,049 9,212 11,575 11.380 MSG 3.1 - Number of A&E attendances 13,985 14,171 10,091 15,646 16,774 17,740 22,456 MSG 3.2 - % A&E attendances seen within 4 hours 93.4% 91.7% 93.1% 88.9% 83.9% 83.0% 83.0% MSG 4.1 - Number of DD bed days occupied 9,530 7,863 5,354 7,742 11,929 12,757 14,042 MSG 5.1 - % of last six months of life by setting community & hospital 90.0% 89.6 90.80% 90.80% 89.60% 89.40% N/A MSG 6.1 - % of 65+ population at Home (unsupported) 92.1% 92.1% 92.5% 92.6% 93.2% 93.4% N/A 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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17 Appendix 2 - Delayed Discharge Sitrep – 31st March 2025