Trust Chair and Non-Executive Director Report - July 2024
Meeting: Public Meeting
Meeting Date: 10 July 2024
Report Title: Trust Chair and Non-Executive Report
Agenda Item: PUB24/07/1.6
Author: Mrunal Sisodia, Trust Chair
Lead Director: Mrunal Sisodia, Trust Chair
Purpose: Information noting
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
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: If we do not deliver operational and clinical standards then there is a risk of poor patient outcomes and experience
- 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: If we do not resolve long standing organisational inefficiencies, we will be unable to deliver an effective, sustainable, value for money service to our public
- SR5: If we do not clearly define our strategic plans, we will not have the agility to deliver the suite of improvements needed
- SR6: If we do not deliver sustainable regulatory compliance and develop positive relationships, we will have limited ability to deliver our strategy
Equality Impact Assessment: No negative impact identified
Recommendation: Report for noting.
Purpose: To update the Public and the Board on Chair and Non-Executive Director activity since the last Public Board meeting in May 2024.
Introduction/Background
The biggest news from a Chair and Board perspective was the announcement in May that our CEO, Tom Abell, will be leaving us to take on a new role as the CEO of the Mid and South Essex ICB. We are sorry to see Tom go but he leaves with our best wishes and I am pleased that Tom with remain a part of the East of England region – he will be a key partner going forwards.
Clearly, changing a Chief Executive is no small endeavour (and I will say more about this below). However, the work of the Board, the organisation and our services to the people of the East of England continue. The Board focus over the last two months since my last report has been a continuation of the themes that I picked out in May.
Planning for the coming year
In May, I wrote about the review of performance over Winter and the business planning process that was ongoing. Over the last few months we have allied this to an improvement in our analytical capability and this has informed our plans for the coming year to identify areas where we can focus resources and effort to improve our ambulance response times, which have been too variable and too long for significant periods. This “connected planning” work has been presented and scrutinised by the Board with a view to improving our service to patients. It also forms the basis of our Operational Improvement Plan (OPIP).
As well as conducting our regular business (for example, the approval of our annual report, accounts and quality account), the June Private Board meeting included a detailed session to review the basis of our OPIP which will focus on four key areas: maximising our patient facing staff hours, vehicle availability and management, job cycle times, and the operation of unscheduled care hubs in conjunction with our partner ICBs. The session included presentations from our sector leads who will play a key role.
2030 Strategy work
I am also pleased that our work to co-produce a 2030 strategy has continued. In June, the next phase of our engagement with staff, volunteers and stakeholders started building on the work done in the initial phases to help to shape clear vision and goals for EEAST over the coming five-year period from 2025-2030. Staff engagement in the initial phases was excellent and ideas and thoughts have shaped the ongoing work.
CEO recruitment
The theme of co-production has also featured heavily in the process for recruitment of a new CEO. Before writing the job description, we undertook an exercise to engage with staff, volunteers and stakeholders to ask them the question “what are you looking for in your new CEO?” We had an excellent response which was both insightful and aligned to the values of the Trust. The key themes (including things such as continued staff and stakeholder engagement and a focus on culture) were incorporated into the job description. At the time of writing, the deadline for applications has just closed and I am informed that a good and credible field has applied. The selection process concludes on 16 July when final interviews will be held. These will include staff and stakeholder panels. I will keep you all informed of progress.
Staff and Stakeholder engagement
During a period of change of CEOs, one role of the Chair is to be visible with both staff and stakeholders. I have met with key external partners to give them clarity around how we are managing the key risks during this period and to provide assurance that, despite Tom leaving, the work of the Board and the organisation continues: we will still recruit 886 front-line staff, bring on board 241 new ambulances and continue with our leadership development programmes. As I have stated above, the strategy, planning and oversight of delivery for which the Board is responsible are all continuing at a pace.
In this vein, the NEDs and I undertook the following activities since the last Public Board meeting over and above our core Board, Committee and working group commitments
Internal engagement and activity
Activity:
- Meeting with FTSU guardian
- Regular meetings with BLMK sector leadership team
- Visited EEAST team supporting Radio 1 Big Weekend in Luton
- Joined Albie, one of our therapy dogs at a visit to Kempston station
- Began my reverse mentoring sessions
- Attended CEO job description focus groups
Link to goals: Well-led improvement
Board / Committee (in addition to regular Board and Committee meetings)
Activity:
- Attended all the Board Committees to review how the new Committee structure is operating
- Participated in a Board development session with other Non-Executive and Executive Directors
Link to goals: Well-Led improvement
External Governance and Events
Activity:
- Attended East of England leaders briefing (for ICB and provider CEOs and Chairs)
- Visited HWE Unscheduled Care Hub in Stevenage with team members and HWE ICB leadership
- Meetings with CEO of Clever Together in support of EEAST
- 2030 strategy work
- Meetings with NHSE regional team
- Meetings with regional and national CQC leadership
- Attended BLMK ICB strategy seminar
- Meeting with Chief Executive of AACE
- Meetings with various CEOs and chairs across the East of England
Activity by other NEDS
Activity:
George Lynn attended the following engagements:
- Meeting with Company Secretary re. Governance and sub-groups
- Catch ups with Non-Executive and Executive colleagues
- Stars of EEAST judging panel
Catherine Glickman attended the following engagements:
- Visit to Stevenage Hub with the Trust Chair and Paul Burstow
- Raising Concerns Forum
- EDI meeting
- Meeting with the Head of Wellbeing
- HWE liaison meeting
- Freedom to Speak Up (three meetings)
Wendy Thomas had the following engagements:
- Spent a day with the Clinical Lead for MSE. Time observing the urgent care hub work, talking to crews and then in the afternoon at Southend Hospital to see the work of the HALO.
- Followed by a monthly meeting with the MSE management team to pick up on issues identified and behaviours seen during the day.
Chris Brook had the following engagements:
- Social Value briefing session
- Social Value online questionnaire feedback
- Job Shadow with SNEE Head of Operations
- SNEE ICS Chairs’ Meeting
- EEAST Charity meeting - Future Planning
- Catalyst meeting
- TOMS workshop
Omid Shiraji had the following engagements:
- Held a number of meetings with colleagues from Strategy to review and provide feedback on our 2030 strategy development.
- Supported the Digital workstream for the Southern Ambulance Services Collaboration including feedback in advance of the collaboration workshop.
- Advised on the final panel recruitment of the interim Chief Information Officer.
Key Issues/Risks
N/A
Options
N/A