People Committee Assurance Report - May 2025
Meeting: Trust Board – Public Meeting
Date: 7 May 2025
Report Title: People Committee Assurance Report
Agenda Item: PUB25/05/5.2
Committee Date: 29 January 2025
Meeting Chair: Catherine Glickman, Non-Executive Director (Acting Chair)
Meeting quorate: YES
Purpose: Assurance
Link to Strategic Objective:
- Be an exceptional place to work, volunteer and learn.
- Provide outstanding quality of care and performance.
Summary of Items Considered at the Meeting
| Issue | Consideration | Resolution | Assurance |
|---|---|---|---|
| BME Network Update | The Committee received an update from Tonah Asamoah-Danso who chairs the BME Network. This is a well-established and active network: key work during the year had been support to staff during the 2024 race riots and attendance at the NABMEF Conference raising awareness. Key areas to address were funding and time to carry out the activities of the network. | The Committee noted the update and were impressed by the last year’s programme and plans for 2025. The Committee supported investing in the network, coupled with release for members to fulfil the activities. | Reasonable |
| Volunteer Assurance Report | The Committee received an update from Lorna Haynes, Head of Community Response. Problems with access to eLearning had resulted in a training backlog, which could take up to 18-months to resolve. Safety was not compromised because all staff were subject to safeguarding checks and training completion was being monitored. Dedicating a volunteer to work in an EOC had increased deployment significantly – how to maintain this was being looked at. 2025/26 had been designated the Year of Governance. | The Committee approved the report. They asked that a Risk Mitigation plan on volunteers’ training compliance be put in place, to be monitored by the Committee. The higher deployment was welcomed, with an action to review how this can be maintained. | |
| Transformation Programme Progress Report | The Committee was updated on the three people workstreams. Time to Lead: LCM recruitment was 95% complete and will complete end January with the accompanying development programme. Planning and Resourcing: schedules are being produced 9-weeks out; work on fixed versus relief rosters to provide flexibility continues; a module update to link vehicle planning to rostering is being assessed. | The Committee noted the report: progress on producing rotas up to 9-weeks out was welcomed. The Portfolio Board to monitor progress was welcomed. | Reasonable |
| Integrated People Report | Sickness: the increase to 10.23% was noted, with a recognition of a typical uptick in December (seasonal factors) together with inclusion of duty sickness. Staff turnover at 8.12% and staff vacancies at 4.63% again meant the workforce plan was on track. Concern remained over the high number of Employee Relations cases. Appraisal completion remained strong at 89%, however mandatory training was a concern, trending down to 82%: this was a priority to address. C1 driving license training exceeded the target. | The Committee noted the report and highlighted the good progress on workforce. The approach that had improved appraisal completion rates could be used to ensure that mandatory training targets were achieved as a priority. | Reasonable |
| Integrated People Services Report | Key areas of activity had been managing the high number of ER cases and welfare support to staff during the festive period which had increased. Areas with high turnover or vacancy rates – HWE operational staff, EOCs, Make Ready and Patient Transport – were the focus for the recruitment teams. | The Committee reviewed the report, noting areas of focus and pressure, specifically on ER cases and recruiting to high turnover areas. | Substantial |
| Suicide Support Guidance | Sudha Pavan, Deputy Director of People Services, presented the ‘Suicide Prevention: Guidance and Support for Managers’ guide, which had been developed to support managers with colleagues who had thoughts of suicidal ideation or self-harm. The plan for briefing EEAST management and HR on the role of employer and when to transition to external support was discussed, together with how the guide would be updated. | The Committee praised the guide which offered clear guidance for managers in very difficult situations; they fully endorsed its distribution. | Moderate |
| Time for Me app | An update on the Time for Me app, an online wellbeing platform which had diagnostic and support materials. The app provided a confidential communication channel to the wellbeing team, identifying hot spots and trends. | The Committee noted the update, asking for further updates on cost effectiveness and impact. | |
| Occupational Health (OH) – in-house transition effective 01 January 2025 | An early update from Catriona Lovell, Head of Occupational Health. Six staff were in place with two vacancies, a priority to fill. Key areas of work to date were sourcing a physiotherapy provider (at the date of the meeting not in place) and a long-term blood testing contract for needlestick injuries. Key were ergonomic issues with the newly commissioned Renault ambulances and support for neurodivergent staff. | The Committee welcomed the good start, recognising there was a lot of work involved in the transition. A further update would come to People Committee on progress. | Reasonable |
| Worker Protection Act 2023 (enacted October 2024) | Lauren Singleton, Deputy Director of Culture and Leadership Development, briefed on the legislation, EEAST’s status against the guidelines, implementation workplan and timescales, which were targeted for completion by May 2025. Significant progress had been made, but there was more still to be done, including the appointment of a Sexual Safety lead if funds could be secured. | The Committee discussed the progress made and noted that this needed to be embedded and trusted. Further updates will come to People Committee. | Limited |
| Integrated Culture Report | Lauren Singleton updated on the introduction of the Staff Circle performance tool, the continued rollout of the leadership development framework, and delivery of the first programme for team leaders called Kickstart. | The Committee discussed leadership development being key to changing the EEAST culture for the long-term, welcoming the increase in reporting that was being seen. The Committee noted the report. | Substantial |
| Staff Survey 2024 | Lauren Singleton briefed on the participation (48%) - and stable or improved results on 70% to 90% of questions. EEAST is again the most improved ambulance service and has moved to 6th position (out of 7). The results are embargoed until February, after which they will be cascaded and action plans developed, focusing on three key areas linked to the People Promise and local priorities. Plans will be published online and updated during the year. | The Committee discussed the lower participation rate and results, welcoming the sustained improvement. Credible, targeted action plans were needed to translate feedback into actions the staff could see. | Reasonable |
| Internal Communication and Engagement Plan | The programme for the last 6-months was reviewed, together with the plan going forward, which would focus on major change initiatives, providing more templates to support other communications. | The Committee noted the report, welcoming the plan’s inclusiveness and asking that the effectiveness of messaging be measured. | |
| Education Update | Programmes were enabling the workforce plan with higher student satisfaction and successful driver training (a past issue). Approval had been obtained to restart apprenticeship programmes from April. Concerns about the completion of mandatory training remained, with a drop in completion to 82%. | The Committee were impressed by the progress, welcoming the approval to restart apprenticeships. Concerns over mandatory training had been referred to earlier in the meeting. | Reasonable, except for mandatory training, which was Limited |
| Health & Safety Report | Simon Chase, Director of Quality, reported that 80% of risk assessments were complete and full compliance planned for December 2025. The internal audit report identified no operational issues, with two areas for improvement: water safety training and investigation completion. Face-to-face conflict training would be rolled out to all clinical staff over the next 3-years. | The Committee noted the report. | Reasonable |
| Board Assurance Framework | The Committee received the BAF and noted the mitigation. Risks remained unchanged, with a particular risk on education and training, specifically mandatory training. Levels of assurance varied between areas, which may need a review of how risks are being monitored. | The Committee agreed to keep the current strategic risk rating at 12 for SR1a and 16 for SR1b. | Reasonable |
