The Board had before it a report by Jillian Evans (Head of Health Intelligence, NHSG) and Sally Shaw (Head of Strategy and Transformation, ACHSCP) which provided an update on (1) The most current data in respect of Aberdeen City Health and Social Care Partnership’s (ACHSCP’s) performance against the National Core Suite of indicators; (2) Detail on progress against other high level IJB performance measures; (3) Assurances of actions to be taken to support improvement in areas of poorer performance; (4) Detail on progress in respect of implementing the Aberdeen City HSCP Performance Framework; and (5) Clear demonstration of alignment of performance to the Aberdeen City HSCP Strategic Plan 2016 – 2019.
The report recommended:-
that the Board –
(a) Note the performance and progress of the partnership against the high level indicators of system-wide performance;
(b) Note the information governance pressures and challenges in sharing operational and performance data within the partnership, and the efforts that are being made achieve this within data protection legislation;
(c) Task the Head of Strategy and Transformation with reporting performance quarterly over the year; bi-annually to the IJB and bi-annually to the Audit and Performance Systems Committee; and
(d) Request a review of the Performance Framework in response to the review of the National Core Suite of measures undertaken by Sir Harry Burns when this is published.
Sally Shaw (Head of Strategy and Transformation, ACHSCP) provided an overview of the Partnership’s performance in a number of key areas and she stressed the need to source local data to enable the Partnership to focus its efforts and compare like for like; she added that the use of Tableau software would help support this approach. Ms Shaw highlighted that performance in delayed discharges; hospital readmissions and emergency admissions were all improving and the level of unmet need for Self-Directed Support had dropped.
Thereafter there were questions and comments on (1) the availability of data relating to adult support and protection; (2) the use of the NHS’s IMatter survey as a tool to track staff engagement; (3) the functionality of Tableau software; (4) the benefits and limitations of benchmarking local performance against other areas in Scotland with vastly different demographic profiles; (5) the possibility of commissioning a survey to track the experiences of service users through the mental health journey; (6) the possible use of Spire data to support the budgeting process; (7) the role of the APS Committee in monitoring performance and the robustness of the performance management framework; and (8) concern with regard to the percentage of adults within Aberdeen City who felt safe as this figure was below the Scottish national average.
The Board resolved:-
(i) to note the performance and progress of the partnership against the high level indicators of system-wide performance;
(ii) to note the information governance pressures and challenges in sharing operational and performance data within the partnership, and the efforts that are being made achieve this within data protection legislation;
(iii) to task the Head of Strategy and Transformation with reporting performance quarterly over the year; bi-annually to the IJB and bi-annually to the Audit and Performance Systems Committee;
(iv) to request an ongoing review of the Performance Framework to ensure alignment with the IJB Strategic Plan and Transformation programme; and
(v) to request a workshop session on the Tableau software.
- 5. HSCP.17.081 - Performance Monitoring - FINAL - IJB 311017 - J. Evans, item 12. PDF 256 KB
- 5.1. Appendix A - analysis of National Core Suite of Indicators, item 12. PDF 309 KB
- 5.2. Appendix B High level locally determined metrics of system-wide performance, item 12. PDF 549 KB