In Public Board Minutes - July 2025

PUBLIC SESSION (Disclosable)

PUB25/07/1 WELCOME

The meeting commenced at 09:30.

1.1 Mrunal Sisodia, Trust Chair (TC) welcomed those present to the Public Board meeting of the East of England Ambulance Service NHS Trust (EEAST). He advised that any questions received from the public would be addressed at the end of the meeting.

PUB25/07/2 APOLOGIES FOR ABSENCE

2.1 Apologies were received from:

• Julie Thallon, Non-Executive Director
• Kiran Mahil, Associate Non-Executive Director
• Mike Ward, Deputy Chief of Clinical Operations

PUB25/07/3 DECLARATIONS OF INTEREST

3.1 There were no new declarations related to the business of the agenda.

PUB25/07/4 STAFF STORY

4.1 International Recruitment

4.1.1 Simon Chase, Chief Paramedic and Director of Quality (CP-DoQ) introduced Mahmoud Adel Agiza (MAA), a registered nurse with 15-years’ experience from Egypt who joined EEAST in February 2025 through the Pre-hospital Practitioner (PHP) recruitment scheme; Mahmoud was currently completing PHP training while preparing for operational deployment.

4.1.2 MAA provided the Board with an open reflection of his journey since arriving in the UK and joining EEAST, in summary:

• The PHP role offered MAA the opportunity to use his skills in a dynamic and fast-passed environment; providing a chance to grow and contribute to critical care outside of a hospital setting.
• The recruitment and onboarding process was smooth and professional, the Trust provided clear guidance and consistent support; the PHP group felt supported, welcomed and encouraged to develop their skills and knowledge.
• MAA studied hard and completed the intensive OSCE course in 3-weeks, passing on his first attempt. He learnt to manage stress and gained confidence in his capabilities.
• 6-weeks of ECA training followed, with supportive trainers who were patient and motivational; the environment was positive and respectful.
• Currently focussed on completing his PHP portfolio, securing a driving licence and starting Blue Light training, MAA was exploring career development opportunities within EEAST.
• MAA had moved to the UK to provide his children with a better future. He missed his family but maintained his faith and protected his values, balancing prayer with study; respect and openness aided his integration.
• Practical and emotional support was provided throughout the PHP journey by Lenka Tabackova, International Recruitment Specialist.

4.1.3 The following challenges were experienced:

• Arriving in the UK during Ramadan, MAA felt culturally isolated; he struggled to access a local mosque and missed the familiarity of a religious community.
• MAA moved on five occasions from one city to another, each time having to find accommodation at short notice; this had proved to be very stressful and expensive.
• Local accents and rapid speech made communication difficult.
• Although qualified to drive, DVLA licencing delays meant the international nurses were dependent on public transport.

4.1.4 Recommendations for improvement:

• Create peer support volunteers from different cultures (eg. Arabic, Filipino).
• More time for cultural induction would support adjustment.
• Locate new international recruits in the same city during their first year before rotating.
• Early clarification of career development options.
• Slightly extend PHP training to allow for deeper clinical discussion.
• Some cohorts missed the 2-week ECA on-the-road exposure.
• Although outside the Trust’s control, driving licence pathways were slow and affected PHP readiness.

4.1.5 MAA concluded that the journey had been challenging but extremely rewarding. International recruits could thrive at EEAST with the right support; cultural understanding, flexibility and teamwork were key to this. He was proud to work for EEAST and excited for the future.

4.1.6 The TC acknowledged the importance of culture and feeling welcomed. He asked MAA to ensure that he and his fellow nurses kept him updated on their progress within EEAST. The learnings and recommendations were noted by Marika Stephenson, Chief People Officer (CPO); to be followed-up by People Committee.

ACTION: The learnings and recommendations identified to be followed-up by People Committee.

The Board noted the report.

PUB25/07/5 TRUST CHAIR AND NON-EXECUTIVE DIRECTOR’S REPORT

5.1 The Board received and considered the Trust Chair’s report which offered a summary of the work undertaken by the TC and Non-Executive Directors (NEDs) since the last meeting, closely aligned to the Trust’s priorities, identified risks and strategies. The TC advised that 2025-26 had been a challenging year for the Board, specifically:

5.1.1

• Emergency Operations Centre (EOC) restructure – patient and staff welfare had been central to the Board’s decision-making.
• Corporate cost reduction – difficult decisions had been made, with the needs of staff and patients again central to decision-making; support would be available to those staff who were impacted.

5.1.2 The TC welcomed the following new Board members:

• Darren Meads, Chief Operating Officer
• Steven Course, Chief Finance Officer (observing)
• Susan Wilkinson, Non-Executive Director (observing)

The Board noted the report.

PUB25/07/6 CHIEF EXECUTIVE OFFICER’S REPORT

6.1 The Board received and considered the CEO’s report. Neill Moloney, Chief Executive Officer (CEO) highlighted the following points:

• Volunteers’ Week – the CEO had celebrated with 12 long-serving volunteers; he acknowledged the significant and valued contribution made by volunteers across the region in support of patients.
• Performance improvements – actions taken by the Trust were having an impact.
• Regulatory intervention: - The areas identified for improvement by the CQC in January 2025 had been delivered; bi-monthly Quality Review meetings would monitor progress going forward. The CQC report had still not been received. - Health and Safety Executive (HSE) – a review had been undertaken into workplace stress, with risk assessments subsequently updated; regular meetings were being held with HSE and good feedback had been received on the progress made. The End of Shift and Dignity at Work policies would be refreshed. The Board noted the report.

PUB25/07/7 MINUTES OF THE PREVIOUS MEETING

7.1 The minutes of the meeting held on 07 May 2025 were approved as an accurate record.

PUB25/07/8 MATTERS ARISING AND ACTION TRACKER

8.1 IPR Operations (Increase in Demand) Interim Chief of Clinical Operations, to analyse demand over several years to confirm from where the growth had come and the supporting dynamics, including patient type, location, and nature of the call.

8.1.1 Darren Meads, Chief Operating Officer (COO) advised that a comprehensive independent service review was being undertaken which would provide detailed intelligence about historical changes within the region and projected activity changes. Report to be presented to the Trust Board in September 2025. Action ongoing

8.2 The Board resolved to close the following actions:

• PUB25/02/7.1 – Minutes of the Previous Meeting (Board Assurance Framework)
• PUB25/05/11.1.5 – Freedom to Speak-Up
• PUB25/05/11.4 – Community Engagement Group (Review of call-handler scripts)
• PB25/05/1.5.2 – Matters Arising and Action Tracker (response to HSE Notice)

PUB25/07/9 PERFORMANCE

9.1 Integrated Performance Report (IPR)

The Board received and considered the Integrated Performance Report. The TC asked the Executive Directors to focus their reports on key areas of improvement and concern.

9.1.1 The CPO highlighted the key points for People Services:

• Sickness absence and staff turnover were on trajectory.
• Employee Relations (ER) – case numbers had increased through May, with a significant increase in Sexual Safety complaints as a result of the Trust’s campaign (21 of the current 30 suspensions were related to sexual safety). More than 40 cases had been closed in June due to the expansion of the ER team.
• Appraisals – 85% compliance; the Executive Leadership Team (ELT) planned to review the recommendations and actions in order to achieve the 95% target.
• Staff Pulse Survey – fewer staff felt that EEAST was a good place to work, possibly due to the cost efficiency programme and uncertainly about the future. The next Pulse Survey was live, with the results due in August; the same response was expected for this question. Key points from the survey were being addressed through the Big Conversation with action plans to be developed.
• Black and Minority Ethnic (BME) survey – results to be reviewed by ELT then submitted for discussion by the Trust Board.

9.1.1.1 In response to a question from the TC regarding the impact of the NHS cost efficiency programme on EEAST staff, the CPO agreed to enquire if other organisations were similarly affected and report back to Public Board.

9.1.1.2 The CPO added that 13 open “Big Conversation” meetings had been held across the region during April and May, attended by a good mix of colleagues plus the CEO and CPO. An online platform was also available to those staff who were unable to attend in-person. Eight actions were identified from the information captured through these meetings, including:

• Dignity at Work policy – counter-productive to culture change
• End of Shift policy – staff being out of the area towards the end of their shift
• EOC – staff wanted to wear the green uniform, to feel part of the EEAST family

9.1.1.4 Task and Finish Groups had been established to address the concerns raised (each with an Executive lead); they would re-engage with contributors as the work progressed. Local actions would be implemented by Heads of Operations and Clinical Leads who could see the priorities for their area through the online platform.

9.1.1.5 The TC requested a progress update to Public Board in November 2025, showing the impact of the work undertaken by the “Big Conversation” Task and Finish Groups on EEAST staff, possibly via a Staff Story?

9.1.1.6 George Lynn, Non-Executive Director (NED-GL) enquired, regarding the HSE report and mental health sickness absence, how the Trust planned to address this issue? The CPO replied that a deep-dive had been undertaken into the current cases, and more than half were due to personal issues, things that were outside of the Trust’s control. EEAST had also benchmarked against other ambulance services which had higher levels of mental health sickness absence than the NHS. She confirmed that support was in place for affected colleagues. The CP-DoQ added that HSE looked at a risk assessment and asked were there controls in place to reduce the risk? It was difficult for them to apply the same concepts as used in other industry as they had not previously worked with the ambulance sector; EEAST was therefore working with HSE to determine what “good” looked like for the ambulance service. Frontline staff came to EEAST from university or an apprenticeship where pastoral and welfare support was available. They were, at times, put in extremely dangerous situations, it was the nature of the role, and it was difficult for the organisation to know how each person might react.

9.1.1.7 Chris Brook, Non-Executive Director (NED-CB) reflected on the question “would you recommend EEAST as an employer”; he asked if there was clarity around the factors that were driving the responses to this question and how the metric could be improved? The CPO replied that the Trust had tried to identify through the Big Conversation those things that staff would like to change; she proposed that NED-CB’s question could be asked through the Big Conversation online platform. She added that, although the Pulse Survey was a good indicator of the mood of the organisation, many more staff completed the Annual Staff Survey which gave a more honest reflection of the organisation. Staff who were unhappy with their employment were more likely to complete a survey, with those who were happy not completing it; the Trust needed to ensure that satisfied staff also completed the survey to provide a more accurate presentation. The CPO asked the Board to consider how it could encourage more staff to complete the Annual Staff Survey.

9.1.1.8 The TC asked that reflections from the Big Conversation be presented to the Board in October, to include what the organisation was doing to increase participation in staff surveys. He also asked, in relation to NED-CB’s question, that two or three points be identified for each of the strategic Pulse Survey metrics to address the underlying drivers.

ACTIONS:

• CPO to enquire and report back to Public Board if staff in other organisations were similarly affected by the impact of the NHS cost efficiency programme.
• CPO to deliver a progress update to Public Board in November 2025 showing the impact of EEAST staff of the work undertaken by the “Big Conversation” Task and Finish Groups.
• Reflections from the Big Conversation to be presented to the Board in October 2025, to include what the organisation was doing to increase participation in staff surveys, together with two or three points for each of the strategic Pulse Survey metrics to address the underlying drivers.

9.1.2 The COO provided the Operations update:

• Call volume – demand was 3-5% higher when compared to 2024. To address this, the number of call-handlers would be increased to 245, and work was ongoing to remove lower priority calls from the Control Room. The average call response time was maintained at less than 2-seconds, in line with the national average.
• Hear & Treat (H&T) – currently 14.5%; a 7-month sustained increase was noted in the number of patients safely assisted by telephone, with plans to further increase. It was imperative that the 999 service be reserved for emergency life-threatening conditions.
• Out of Service (Fleet) – the reduction reported was due to considerable team effort.
• EEAST was performing significantly better than the same period in 2024 (8-12 mins for Category 2 patients). Although still behind target, the productivity performance trajectory was focussed on increasing H&T to improve C2 performance.

9.1.2.1 The COO added that the challenges faced by H&T had been largely overcome at EEAST. Work had been undertaken to determine how H&T was applied to ambulance services, in particular Category 2 (C2) patients. The national standard determined that an emergency ambulance should be sent after 10-mins, giving the ambulance service 10-mins to complete a clinical assessment and decide if a C2 patient was suitable for H&T. EEAST had resolved to extend the 10-mins to 20-mins (the average time taken to complete the clinical validation process), thus allowing more time to assign a clinician to a patient. This change in process would be monitored by the COO and Medical Director.

9.1.2.2 John Newman, Community Engagement Group representative (CEG-JN) enquired about the surveillance undertaken during the 10-mins. The COO explained that this was in-part completed by the call-handler through triage, where a patient’s condition would be recognised as suitable for successful treatment by H&T.

9.1.2.3 Simon Walsh, Medical Director (MD) offered assurance around patient safety, confirming that this decision had been taken in line with national guidance around C2 segmentation. He added that EEAST was collaborating with external partners, the acute Trusts and Integrated Care Boards (ICBs), to reduce delays in the handover of patients to hospital emergency departments. Although significant improvement had been seen since the HO45 protocol was introduced in November 2024, there was variation across the region, and national support for further improvement.

9.1.2.4 The TC concluded that EEAST was part of a complex healthcare system, and the acute Trusts played a vital role that impacted on EEAST’s performance; continued engagement was essential.

9.1.3 The CP-DoQ provided an update on Clinical Quality and Safety:

• Patient Experience – three quarters of complaints were answered within 45-days (within the 55-day standard), and the re-contact rate remained low, confirming that the quality of response had been maintained.
• Cardiac Arrest management – a slight downturn was noted in the trajectory around the Utstein comparative. A new cardiac arrest management desk was being trialled within the EOC which enabled a critical care paramedic to be with the patient via a video link and give advice to bystanders and crews on-scene. Back-to-basics training was also being delivered to ensure that clinicians recognised the early signs of cardiac arrest.

9.1.4 Dr Hein Scheffer, Director of Strategy, Transformation and Governance (DoSTG) provided an update on Strategy, Transformation and Governance:

• Patient Transport Services (PTS) – although concerning, more than half the £104K overspend was recognised. To mitigate the overspend, Private Ambulance Services (PAS) and taxi usage for PTS were being reduced, and activity in Hertfordshire and West Essex (HWE) had been capped. An action plan was being developed to recover the shortfall and support the £1.2M contribution required to avoid cost pressure.
• Unscheduled Care Co-ordination Hubs (UCCHs) – call acceptance rate 76%, call completion rate 44.5%. EEAST was liaising with system partners to better utilise H&T through the UCCHs, and to ensure that the right infrastructure and efficiencies were in place going forwards.
• Community First Responders (CFRs) – 10% reduction in activity, 13% reduction in utilisation. Work was ongoing to determine how the CFRs could be better utilised.

9.1.4.1 In response to a question from Catherine Glickman, Non-Executive Director (NED-CG) regarding the introduction of a metric for dispatchers around CFR deployment, the COO confirmed that the metric related to Category 1 calls that were appropriate for CFRs; the numbers reported were quite small. Other ambulance Trusts had used CFRs for other call categories and had reviewed the distance that CFRs could potentially travel. The COO recognised that CFRs were keen to be used in a meaningful way and proposed that they be involved in this discussion.

9.1.4.2 CEG-JN was encouraged by this response as he felt under-utilised as a CFR. It was agreed that a Task and Finish Group was needed to address this; DoSTG to action.

9.1.4.3 The CEO requested that the dedicated CFR dispatcher role be re-visited; report to be submitted to Performance Committee then Board.

ACTIONS:·

• DoSTG to establish a Task and Finish Group to address CFR utilisation.
• COO to re-visit the dedicated CFR dispatcher role; report to be submitted to Performance Committee then Board.

9.1.5 Kevin Smith, Director of Finance (DoF) delivered the Finance update at month 2 of the 2025-26 financial year:

• Financial position – despite the cost pressure challenges in PTS and Operational Support, significant underspend was reported for the first two months. This was due to vacancy slippage in call-handler and Clinical Assessment Service (CAS) clinician recruitment, the proactive management of vacancies due to the Cost Efficiency Programme, and the Cost Improvement Plan.
• NHS England (NHSE) had offered £6.3M from the growth fund to support performance output for the first half of the 2025-26 year.
• Emerging cost pressures – risks and mitigations were being reviewed with the new Chief Finance Officer.
• Capital allocation – on plan, with flexibility.

The Board noted the report.

PUB25/07/10 PATIENTS

10.1 Care Quality Commission (CQC) Quality Improvement Plan Progress Report

10.1.1 The Board received and considered the CQC Quality Improvement Plan Progress Report. The CP-DoQ highlighted the following points:

• CQC 2022 inspection – the three outstanding Must and Should Do actions would remain open and be combined with the actions identified in the new report.
• CQC Section 29a Warning Notice – lead commissioners and stakeholders had agreed the exit criteria, ending the Rapid Quality Review. Metrics to be reported through bi-monthly Quality Review meetings from July 2025. A further update on the exit criteria was expected at the end of September. The Board noted the report.

10.2 Health and Safety Executive – Notification of Contravention

10.2.1 The Board received and considered the Health and Safety Executive (HSE) Notification of Contravention report. The CP-DoQ highlighted the following points:

• The first milestone had been met with submission of the updated risk assessments; positive feedback had been received.
• Of the seven areas identified for action, several were being addressed through the Big Conversation.
• EEAST continued to work with the HSE through monthly meetings to address the Notification of Contravention, but also regarding their engagement with other ambulance service Trusts. ·
• Reasonable assurance was offered that the Trust would meet the requirements.

10.2.2 The TC had asked for the HSE report to be presented to Public Board in order that the Board should understand the engagement work that was being undertaken with HSE behind the scenes. EEAST was the first ambulance service Trust to be visited by HSE, providing them with a steep learning curve. The Trust’s relationship with HSE was evolving and the issues raised were taken seriously; many were areas of ongoing focus for Board discussion and continued to be difficult to resolve.

10.2.3 The CEO sought clarity on the red flag attached to the End of Shift policy and proposed that progress be made before 30 September 2025. The CP-DoQ had explained to HSE that it would be difficult to change the End of Shift policy whilst maintaining the ability to respond to patients; progress could be shown but this may not be fully achieved before the target deadline of 01 October 2025. HSE were reassured that EEAST was making progress on the workstreams identified. The red RAG rating was given at the time the report was issued, and it may subsequently have moved. The CEO sought assurance that staff would feel the impact of these changes before 30 September 2025. The Board noted the report.

10.3 Quality Governance Committee Assurance Report

10.3.1 The Board received and considered the Quality Governance Committee assurance report. NED-CG (Committee Chair) provided the following update from the meeting held on 25 June 2025:

• Private Ambulance Services (PAS) – significant improvement in performance was noted with the introduction of a new contract. PAS was in a much stronger position with a reduction in the number of challenges faced and complaints received.
• Infection Prevention and Control (IPC) – an area of concern, standards were not as expected. Improved management was required in some areas, and work was ongoing to align staff to Make Ready rotas.
• Hospital Handover 45 (HO45) – a review of patient safety had been undertaken, and progress was being made with the acute Trusts engaged with the HO45 protocol; both the level and incidence of harm were reducing.
• C2 segmentation – EEAST was second nationally for overall performance. The service was being managed safely, and the recruitment of more CAS clinicians would support increased volume.
• Patient Safety Incident Response Framework (PSIRF) – two major investigations had been completed, and learning embedded within the organisation: o Missed STEMIs – none recorded since the report was published o Non-Conveyance – a significant reduction was noted since the report was published, with no harm incidents reported in April or May
• Mental Health “Right Care, Right Person” – the ambulance service had legal responsibility under the Mental Capacity Act for decision-making in the event of a mental health crisis. The importance of mental health response cars and mental health crisis centres were acknowledged.
• Claims – the number of claims had reduced, but the complexity had increased.
• The Committee approved the annual reports received for Medicines Management, the Clinical Audit Plan, and Medical Devices.

10.3.2 The TC congratulated the Patient Safety team on the outcomes achieved from the Missed STEMI investigation. The Board noted the report.

PUB25/07/11 PRODUCTIVITY

11.1 Emergency Operations Centre (EOC) Reconfiguration

11.1.1 The Board received and considered the Emergency Operations Centre (EOC) Reconfiguration report. The CEO highlighted the following key points:

• With increased demand on the service, the Trust must ensure that the EOC sites could accommodate this increase; resilience was needed. Doing nothing was not an option; issues with existing facilities had to be addressed.
• Consideration was given to the number of sites needed and their location; it was decided that maintaining three sites would be prohibitively expensive and the savings achieved through consolidation into two sites would be re-invested in front-line staffing. o Norwich – the site met the requirements for a modern facility with opportunity for expansion. o Bedford and Chelmsford – the current sites were both deemed not fit-for-purpose.
• Chelmsford was chosen as the second site based on the number of staff affected (Bedford 103, Chelmsford 196).
• Independent reports were undertaken around recruitment and facilities, both recommended Chelmsford over Bedford.
• Business case to be finalised once the site identified in Chelmsford was finalised; Board approval was planned for December 2025. It would take 12-months to fit out the unit and move staff to the new facility.
• Plans were being developed to support staff who worked in the Bedford EOC as they would be significantly impacted by the restructure. It was hoped that staff would remain with EEAST and transfer to the Chelmsford or Norwich area. EEAST would support those staff who did not wish to transfer.
• There should be no impact on patients through the transition process; the Trust was committed to maintaining call-pick up times.

11.1.2 The TC added that the recommendation to close the Bedford EOC had not been taken lightly, all options had been considered with staff welfare and the impact on patient service both high priorities. Meetings had been held with local leaders in the Bedford area and EEAST remained committed to its services in the area; the planned changes would only affect the EOC.

11.1.3 NED-GL asked how, using the data provided, the Board could be assured that the EOC business case would be fit for the future? The CEO replied that the EOCs needed to be as resilient and efficient as possible, Private Board had considered the approximate costs and, allowing for the initial investment, it was estimated that savings of £1.2M would be realised each year. Information to be included in the business case to be presented to the Board in September. The Board noted the report.

11.2 Performance Committee Assurance Report

11.2.1 The Board received and considered the Performance Committee assurance reports from the meetings held on 30 April and 02 July 2025. In the absence of Julie Thallon, Non-Executive Director and Committee Chair, NED-GL reported the following key points:

• Business Continuity – a successful cyber-risk exercise was held on 20 May.
• Operational Performance dashboard – the Committee welcomed the nine key operational metrics.
• Integrated Performance Report – the new IPR was reviewed, further work was required. The Board noted the report.

11.3 Finance and Sustainability Committee Assurance Report

11.3.1 The Board received and considered the Finance and Sustainability Committee assurance report from the meeting held on 28 May 2025. NED-CB (Committee Chair) highlighted the key points from the meeting:

• Reasonable assurance was received from the reports submitted for Internal Audit, the Long-term Financial Model, and Capital Development plans.
• Sustainability – there was ambition to build sustainability into everything across the organisation, a key area for improvement.

11.3.2 The TC added that there was significant scrutiny around financial performance; the Trust must ensure that all available funds were spent, without overspending. The CEO reported that NHSE had approved the Trust’s business plan for 2025-26; this confirmed the arrangements that needed to be in place in August for EEAST to quality for the second 6-months of funding (to be reviewed by Finance and Sustainability Committee). The Board noted the report.

11.4 Audit and Risk Committee Assurance Report

11.4.1 The Board received and considered the Audit and Risk Committee assurance report from the meeting held on 21 May 2025. NED-GL (Committee Chair) highlighted the key points from the meeting: · A deep-dive was undertaken into the Clinical directorate Risk Register. · Sub-group Governance – a review of the new governance structure was required to ensure that the groups fitted within the structure; Standing Orders to also be updated to include groups.

The Board noted the report.

PUB25/07/12 PEOPLE

12.1 Freedom to Speak Up Report

12.1.1 The Board received and considered the Freedom to Speak Up (FTSU) report from The Guardian Service (TGS). FTSU Guardians, Kimberley Gillingham (TGS-KG) and Danielle Marshall (TGS-DM), joined the meeting. TGS-KG reported the following points:

• 31 concerns were raised during the 2-month period to 31 May 2025, with the main themes identified as: o Systems and processes o Management at operational level
• Positive feedback was received from staff across the region as the Guardians continued to visit EEAST locations on a weekly basis. Staff felt comfortable raising concerns locally, attributing this to their managers or the presence of an “open door” policy.
• TGS annual report had recommended the reintroduction of “Champions” to promote the culture of speaking up; they were working with the Communications team to support the FTSU campaign, including the sharing of case studies.
• TGS was preparing for national FTSU week in October.

12.1.2 The TC requested an update of TGS attendance at team meetings, and asked if there was anything that EEAST was not doing that it could learn from TGS engagement with other organisations? TGS-KG replied that learning was shared through bi-weekly meetings with other Guardians across the UK; she felt that TGS was well supported by EEAST, with almost all recommendations made implemented. Regarding attendance at team meetings and training events, few invitations had been received and numbers were reducing; she asked that managers remember to invite TGS. The TC asked that TGS attendance at team meetings be monitored and reported to People Committee going forward. The CEO felt that more work was needed to cascade information effectively through the organisation to ensure that all staff were aware of TGS and FTSU.

12.1.3 NED-CB reported that an anonymised but fully transparent email had been communicated to all staff at the South and North-East Essex (SNEE) Integrated Care Board, providing details and outcomes of all FTSU cases. He suggested that this type of communication might encourage more staff to engage with the service.

12.1.4 The CP-DoQ enquired about the response RAG rating and how long a case stayed with TGS until it was fully closed? TGS-KG replied that concerns could be open for longer according to the severity of the action; some were escalated. Open cases were monitored weekly, with contact maintained with both staff and managers. The CP-DoQ reflected that reduced numbers might be due to cases staying open for a long time or because staff felt supported to raise issues elsewhere. NED-CG had spoken with staff who had raised cases with TGS and agreed that it would be helpful to follow this up for future insight, to understand why they were approaching the external provider rather than EEAST.

12.1.5 The CPO was encouraged that only two sexual safety cases had been referred to TGS whereas Employee Relations had received a considerable number in response to the campaign; this demonstrated staff confidence in the Trust to manage these concerns.

12.1.6 Omid Shiraji, Associate Non-Executive Director (NED-OS) asked if engagement with TGS was an objective for managers, or if it was incentivised? The TC broadened the question to ask to what extent communication was a part of managers’ objectives and the work of the Accountability Forum?

12.1.7 The CEO confirmed that there were no incentives around communication and FTSU; managers and leaders were required to communicate effectively with their staff. The previous high staff to manager ratio had been a challenge but, going forward, the introduction of team-based working and huddles would support improved communication; more work was needed in this area.

12.1.8 The TC reflected on the FTSU discussion at the Raising Concerns forum and considered that concerns had perhaps shifted from TGS to EEAST. He was interested to see the triangulation between staff satisfaction, the Trust’s internal processes, and TGS. He concluded that action was required around leaders’ responsibility for communication, specifically the cascade of information, and triangulation between staff satisfaction, internal process, and FTSU.

ACTIONS:

• TGS attendance at team meetings to be monitored going forward through agreed metrics and reported to People Committee.
• People Committee to discuss leaders’ responsibility for communication, specifically the cascade of information.
• Raising Concerns Forum to look in more detail at the triangulation between staff satisfaction, internal processes, and FTSU.

The Board noted the report.

12.2 Modern Slavery Statement 2025

12.2.1. The Board received and considered the Modern Slavery Statement 2025. The CPO highlighted the following points:

• The Statement had been refreshed in accordance with Home Office guidelines, and actions taken to ensure the Trust was compliant.
• The Trust was required to update the Statement annually and, with Board approval, publish it on the website.

In response to a question from Stanley Mukwenya, Deputy Director of Corporate Affairs (DDoCA) regarding the monitoring of Modern Slavery breaches, the DoF advised that a series of questions were built into the Procurement tendering process, which had been expanded to include social values. The DDoCA proposed that the Audit and Risk Committee should monitor Modern Slavery breaches. The TC agreed that assurance could be gained through a review of procurement contract monitoring.

ACTION: Modern Slavery breaches to be monitored by the Audit and Risk Committee with assurance gained through a review of procurement contract monitoring.

The Board approved the Statement for publication on the EEAST website.

12.3 People Committee Assurance Report

12.3.1 The Board received and considered the People Committee assurance report. NED-CG provided the following update from the meeting held on 30 April 2025:

• Updates were received from the All Women EEAST and LGBT Networks.
• Education – the first apprenticeship group had started; an update would be provided on performance and quality.
• Action plans for the Workforce Race and Workforce Disability Equality Standards (WRES and WDES) were reviewed and approved; there was focus on BME representation at senior level, and harassment against staff with disabilities.
• The Gender Pay Gap had again reduced.
• Ethnicity and Disability Pay Gaps to be tracked and published in 2026.

The Board noted the report.

12.4 Remuneration and Nomination Committee Assurance Report

12.4.1 The Board received and considered the Remuneration and Nomination Committee assurance report. NED-CG (Committee Chair) provided an update from the meetings held on 30 April and 21 May 2025; the following items were discussed:

• Performance Pay
• Measurable and transparent objectives were agreed for the CEO and Executive Directors.
• Senior Leadership changes were discussed; new Directors and changing remits.
• Staff morale and the impact of the cost efficiency programme.

12.4.2 The TC was confident that the organisation was managing the risks associated with these discussions.

The Board noted the report.

12.5 Community Engagement Group (CEG) report

12.5.1 The Board received and considered the report from the Community Engagement Group. CEG-JN reported on the following areas of engagement:

• The CEG were members of the public who supported the Trust both as ambassadors and critical friends.
• CEG membership had increased, providing more opportunity for co-production.
• Trust engagement with the CEG had increased.
• The CEG workplan was being developed to make it relevant and inclusive.
• The CEG was willing to support EEAST in any way possible but requested more notice if CEG input or attendance was required.

12.5.2 The CP-DoQ added that the first young person had joined the CEG, EEAST was the first ambulance service to welcome young members.

12.5.3 The CEO challenged the Board to consider how EEAST could better-utilise its volunteer workforce.

12.5.4 The TC reported that two Board Workshops were planned for the Autumn, and CEG input was welcomed:

• Patient and Community Engagement – to align the messages received from patient and community groups to where they originated and actions taken (October 2025)
• Health Inequalities – an area that required Board focus (December 2025).

The Board noted the report.

PUB25/07/13 CLOSING ADMINISTRATION

13.1 Key Messages and Identified Risks

13.1.1 The TC observed that staff engagement and experience had been heard throughout the meeting through the Staff Story, Pulse Survey, Big Conversation, cost efficiencies, EOC restructure, and FTSU.

13.2 Items Referred to/from other committees

The following referrals were agreed:

• Performance Committee – to receive a report on the dedicated CFR dispatcher role
• People Committee – (Freedom to Speak Up) to monitor through agreed metrics TGS attendance at team meetings
• People Committee – (Freedom to Speak Up) to discuss leaders’ responsibility for communication, specifically the cascade of information
• Raising Concerns Forum – (Freedom to Speak Up) to look in more detail at the triangulation between staff satisfaction, internal processes, and FTSU
• Audit and Risk Committee – (Modern Slavery Statement) breaches to be monitored with assurance gained through a review of procurement contract monitoring.

13.3 Questions received from the Public

13.3.1 There were no questions from the public.

13.4 Reflection on Meeting

13.3.1 Kevin Smith, Director of Finance (DoF) offered the following reflection:

• He welcomed the positive Staff Story, acknowledging the bravery shown by Mahmoud and his family in seeking a better life in the UK; EEAST should celebrate and be proud of these achievements.
• There were still challenges to face, but improvement could be demonstrated in many areas.
• He acknowledged the positive message and enthusiasm offered by the CEG.

The TC extended his thanks to the DoF for his significant contribution to EEAST over many years. He also thanked Wendy Thomas who had completed two terms as a Non-Executive Director.

13.5 Date of Next Meeting: Wednesday, 10 September 2025 (09:30 – 12:30).

The meeting closed at 12:29.