Trust Chair Report


Public Board



Report Title:

Trust Chair Report

Agenda Item:



Nicola Scrivings, Trust Chair

Lead Director:

Nicola Scrivings, Trust Chair 


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

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




The Trust Board is asked to note the contents of the report

Previously considered by:



To update the Public and the Board on Chair and Non-Executive Director activity since the last Public Board meeting in January 2023

Executive Summary

Paper identifies

  • Key organisational issues arising from Board oversight this period.
  • Non-Executive Director additional activities providing wider assurance and Board visibility.
  • Chair key activities since the last Board in January
Introduction/ Background

My last report in January focussed upon the concerns that the Board had in terms of the Regional Systems’ response to make progress on reducing hospital handover delays and the consequential impact upon the overall patient experience. December had been a particularly challenging period. As reported at the time the Trust continued work with partners establishing system improvements, and these, along with a welcome small reduction in patient contact, has led to improved performance, although there is further to go to hit the standards we expect.  Papers later in the meeting will give more detail.

Whilst it is reassuring that the impact upon patients was slightly eased this period, the Board is focussed upon change for long-lasting effect, which will be embedded by delivering the ambition of the Clinical Strategy which was shared at the last meeting.

As always, I thank our colleagues who continue to provide compassionate care to those patients in the most difficult times and reaffirm our commitment to EEAST being a great place to work. During the last months we have reviewed the development of several strands of activity of what this means for us and our plans for developing and supporting staff.

During this period the Trust was informed by GMB and Unison that following a ballot of its members that there would be strike action commencing in March, with the second date ( 8th March) occurring on the original published date for this Public Board, which is the reason for the change to today, 15th March. Any further information will be shared in the CEO report.

Aside from the normal business of Board oversight, I have spent time in the last period with system leaders, in particular holding meetings with the ICS Independent Chairs. The primary purpose has been to develop understanding of each other’s priorities, discuss  opportunities for strengthening relationships within systems, and identify further opportunities that will support improvements in the Urgent and Emergency Care pathways.

The Board also gains assurance for progress against our goals and plans through spending  time with people, both in operational settings and our corporate teams,  hearing first-hand about the impact of any changes and current pressures. Since the beginning of January Non-Executive Director Colleagues have. 

Julie Thallon visited Waveney station and spent an afternoon at Norwich EOC, both of which she found really interesting and supportive of her role as Chair of the Performance and Finance Committee

Neville Hounsome visited Bury St Edmunds station to experience an IPC Audit. Neville is Chair of the Quality Governance Committee, so this provided an additional layer of assurance on the Trust approach and compliance. In addition to Norfolk and Waveney system engagement he also supported the Trust in Well-being research and internal interviews.

My main activities were:



Link to goals

Internal engagement and activity

All Women East quarterly meeting

Attended EDI Group and Sustainability Working Group

Convened focused meeting to review approach to Community Engagement.

Attendance at Executive led virtual weekly engagement sessions.

Executive Director/ Dep Director meetings on focus and priorities.

Initial meeting with Improvement Director

Regular CEO meetings


Well-led improvement

Board / Committee

Public and Private Boards

Remuneration Committee

Fit for the Future Steering Group

Monthly Non-Executive Director meeting


Well-Led improvement

External Governance

HWE Partnership Provider Chairs meeting

C&P Partnership Provider Chairs meeting

HWE and C&P ‘cell’ briefing

NHSE Region hosted Oversight Assurance Group

CEO/Chairs Regional meeting


Strategic Goal 3

Representing the Trust

System meetings with 3 Independent ICS Chairs

Strategic Goal 3

Personal Development

Board Development session focused on Freedom to Speak Up

NHS national development session on Inclusive Leadership

NHS national session on Cyber Risks


Well-led improvement

Key Issues/ Risks
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.



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