Trust Chair and Non-Executive Report

Meeting:

 Public Board

Date:

 08.11.2023

Report Title:

 Trust Chair and Non-Executive Report

Agenda Item:

 1.5

Author:

Mrunal Sisodia, Trust Chair 

Lead Director:

Mrunal Sisodia, Trust Chair 

X 

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

X

SR2: If we do not deliver operational and clinical standards then there is a risk of poor patient outcomes and experience

X 

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

X 

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

X 

SR5: If we do not clearly define our strategic plans we will not have the agility to deliver the suite of improvements needed

X 

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

X

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.

Executive Summary

Report identifies:

• Key areas of board focus since the last report
• Key areas of board focus in the coming months.
• Non-executive director additional activities providing wider assurance and Board visibility.
• Key activities by the Chair since the last Board

There are three key areas of the board’s work over the last three months that I would draw to your attention at this point:

Operational performance and winter planning

Since September, the board has had a standing agenda item on our preparations for winter. The winter plan is a working document, constantly being updated and the board has and will be receiving updates on status throughout the period. We have been reviewing both the internal and external factors that will impact our winter response.
The board has been tracking the key internal inputs that that determine our winter response – these include plans for patient facing staff hours, abstractions, turnover, sickness and training levels. In addition, following the feedback from staff over Spring and Summer, we have introduced new metrics to track fleet status in the same targeted way we have workforce.

The external factors, most prominently the set up of unscheduled care hubs and handover delays have been a topic of discussion with our stakeholders (see below).

The board has asked a number of key questions about our winter preparedness – for example:

• How have plans evolved from previous years – what is different and what have we learnt?
• What have we done to stress test these plans?
• What additional “tactical” measures can we take to improve winter performance?

We will continue to challenge and scrutinise our winter preparedness.

Engagement with stakeholders

In my last report to board, I emphasised the importance of working with our stakeholders across the system – the work of EEAST is inextricably linked to what others in the system are doing and we cannot serve the public of the East of England without driving collaboration. To this end, the Non Executive Directors and I have been meeting with the boards and / or chair’s groups of the six integrated care systems we cover. To date we have met with the BLMK, Cambridge and Peterborough, SNEE and MSE systems. We have dates in the diary to meet with Norfolk and Waveney and Herts and West Essex over the next few weeks. Our message has emphasised the progress in setting up unscheduled care community hubs and the impact of hospital handover delays. We have been well received and we have asked their boards to prioritise key deliverables that will improve UEC services for the public in the East of England.

Strategy development

One of the key functions of the board is to steer the organisation – to set the direction and pace of travel. I am pleased to say that after a number of tumultuous years, we are in a position to exercise this grip. Following board workshops and sessions we now have a clear set of goals, translated into priorities for the next 2 years that are underpinned by clear strategies. From these, the team have created programme plans, the KPIs and risks registers to shape where we will be in 2 years time. Monitoring and driving the organisation’s progress against these plans will be a priority for the board.

Continued impact on patients and staff of operational pressures.

Options and mitigations to be explored via Committee escalations, Integrated Performance Report and Board Assurance Framework.