Integrated Performance Report - May 2025
Meeting: Trust Board – Public Meeting
Date: 7 May 2025
Report Title: Integrated Performance Report (IPR)
Agenda Item: PUB25/05/3.2
Author: Emma Smith, Head of Information and Analytics
Lead Director: Dr Hein Scheffer, Director of Strategy and Transformation
Purpose: Discussion/review
Assurance: Reasonable
Link to CQC domain: Caring, Responsive, Effective, Well-led, and Safe
Link to Strategic Objective:
- Be an exceptional place to work, volunteer and learn.
- Provide outstanding quality of care and performance.
- Be excellent collaborators and innovators as system partners.
- Be an environmentally and financially sustainable organisation.
Link to Strategic Risk:
- SR1a: If we do not ensure our people are safe and their wellbeing prioritised, there is a risk that we will be unable to attract, retain and keep all our people safe and well.
- SR1b: If we do not ensure our leaders are developed and equipped, there is a risk that we will not be able to change our culture, and value, support, develop and grow our people.
- SR2: Failure to achieve continuous quality improvements and high-quality care delivery.
- SR3: If we do not ensure we have the ability to plan, influence and deliver across our systems to secure change, we will not be able to meet the needs of our public and communities.
- SR4: Failure to deliver an efficient, effective and economic service.
- SR5: If we do not clearly define our strategic plans, we will not have the agility to deliver the suite of improvements needed.
- SR6: Ability to ensure sufficient capacity and capability to ensure sustainable change.
Executive summary:
The Integrated Performance Report (IPR) this month comprises of March 2025 data across key areas of the Trust (Appendix 1).
Process limits are refreshed, as normal annually last undertaken in April 2024. This may see sustained linear performance come out of special cause improvement as the limits of performance have narrowed alongside the indicator being above or not hitting target.
Executive metric summary also supported in (Appendix 2) as follows:
| Goal | Areas of positive performance | **Areas of focus ** |
|---|---|---|
| Goal 1 - Be an Exceptional Place to Work, Volunteer and Learn | Staff Vacancy Rates have reduced significantly, continuing in special cause improvement, at 4.42% against a mean line of 10.65%, it continues to be below the 2024/25 target of 10%. Staff turnover continues to demonstrate special cause improvement in February 2025, reporting at 8.44% against a mean line of 9.58% and an overall Trust target of 10%. The Sickness Absence Rate was in common concern variation in March, reporting at 7.86% against a mean line of 8.04% and an overall target of 8.6%. Mandatory training increased to 93%, above the target of 85% for the second month in a row and is now in special cause improvement. The overall trajectory is upwards. Appraisals percentage has increased to 87%. | Employee Relations Case volume increased in March 2025, and is showing special cause concern, reporting at 153 (144 February) live cases against a mean line of 123.12 and target of 100. The number of suspensions increased to 30 in March. The Average Days Suspended also increased to 103 days compared to 87 in February. |
| Goal 2 - Providing Outstanding Care and Performance to Our Patients | Complaints per 10,000 patient interactions is now in special cause improvement. Safeguarding training compliance Level 1 is above target for both adult and children. These are both in special cause improvement and are above the target of 90%. The current open claims number is 133, which is the same figure compared to last month. The primary reasons for clinical negligence claims continue to be delay or non-conveyance and for employer liability claims, slips/trips and manual handling. Average call pickup times decreased in March to 1.25 seconds compared to 4.38 seconds in February. Hear-and-Treat, including Access to the Stack and Urgent Care Hubs, increased slightly to 13.34% in March from 13.15%, slightly above the 13% target. OOS as a %age of shift hours is now in special cause concern variation and decreased slightly to 8.66% in March 2025. | The Trust premises audits % remain below the 95% target at 89%. This metric is in common cause variation and will continue to miss its target unless action is taken. Vehicle audits achieved 91% which is below its target of 95%. Uniform compliance achieved 92% which is 3% below the target. In terms of cardiac arrest outcomes: ROSC for all patients fell to 25.2%; this is just below its target of 26%. ROSC – Ulstein sits at 42.5% which is below target. Both metrics are in common cause variation and will continue to hit and miss their target without intervention. Average arrival-to-handover times remain higher than planned and agreed. In March they fell slightly again having been at nearly the highest level since April 2023. Mobilisation times for C2 and C3 continue to show special cause concern. |
| Goal 3 - Be Excellent Collaborators and Innovators as System Partners | March 2025 showed a total of 4467 calls passed. Acceptance rate in all systems exceeded 50% acceptance rate with a 75.02% regional average (see appendix 2 for further breakdown). For Access to the Stack Highest acceptance is ESNEFT at 95.95%, lowest NCC Swift at 53.61%. Volunteer contributions to C1 performance will fluctuate depending on the operational back up of the volunteer, and for March this was 13 seconds. | The Community First Responder volunteer daily hours within the Trust are showing special cause concern variation and are below target. |
| Goal 4 - Be an Environmentally and Financially Sustainable Organisation | In Month 12, March 2025, the YTD plan is for a surplus of £0.0m. The actual YTD position is a surplus of £1.9m. The financial surplus is expected to reduce in the final month of the year but still meet or exceed the target. Expenditure in all other Directorates was largely in line with or below budget, predominantly due to non-recurrent vacancy savings and the timing of costs incurred. The number of vehicles off road (VOR) has shown a decrease from 28.96% to 5.82% | The Trust has delivered the full £16.2m savings required, however it did not deliver the planned recurrent / non-recurrent split. Instead, it was predominantly non-recurrent. Capital spend at the end of March 2025 is £25m. Cash at 31 March 2025 is £30.2m against a plan of £12.3m. Cashflows are currently improved as a result of delays in capital cash outflows investing in planned hub developments, and the expected timing of leasing upfront payments associated with the ambulance replacement programme. Cash is being closely monitored as significant capital investment has arisen this year in the development of operational hubs and fleet with timing changes across the year providing temporary cash improvement. Operations Support expenditure shows a YTD deficit to budget of £(5.4)m which is predominantly due to agency use in Fleet workshops and an over establishment in Make Ready. Water risk assessment in January remained close to target at 98% but it is showing special cause concern. Fire risk assessment compliance (100%) remained at target in March. |
Options:
Note the areas of progress: Consider critical issue areas highlighted to gain assurance on the plans for mitigation.
Appendix 1. – IPR (March 2025 data)
Appendix 2. – Executive Summary
