AGENDA. An open invitation has been extended to other Executive Directors. No. Time Mins Description Attachment

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AGENDA

Title of Meeting: Council of Governors

Date, Time and Venue: Wednesday 20 January 2021 at 1530 hours Via Microsoft Teams

Membership: Chairman

Members of the Council of Governors (see end of Agenda)

In attendance: _{D Taylor, Non-Executive Director}

C Young, Non-Executive Director & Senior Independent Director G Morrow, Non-Executive Director (item 13)

J Marshall, Non-Executive Director

C Peacock, Non-Executive Director (Item 14) H Suddes, Non-Executive Director

R Sanghera, Non-Executive Director C Fairs, Associate Non-Executive Director H Ray, Chief Executive (Item 8)

P Liversidge, Chief Operating Officer (Item 9)

S Rushbrooke, Director of Quality, Patient Safety, Innovation & Improvement (Items 7,15)

J Boyle, Trust Secretary (Items 10,11,12) K Greenacre, Governor Support Officer

An open invitation has been extended to other Executive Directors

No. Time Mins Description Attachment

 Raised by

STANDING ITEMS

1. 2 Apologies for absence verbal

P Strachan 2. Declaration of Interest – any Governor who is aware of a conflict of

interest relating to any item on the agenda will be required to disclose it at this stage or when the conflict arises during consideration of the item

verbal

3. 3 Minutes of previous meeting held on 22 October 2020 

4. 3 Action Log 

5. 3 Matters arising (not on the register of actions) verbal

6. 10 Report from the Chairman:

i) Activity since last meeting verbal P Strachan

REPORTS FROM THE BOARD OF DIRECTORS / PRESENTATION

7. 5 CQC update verbal S Rushbrooke

8. 20 i) Current developments including COVID-19 briefing

ii) Integrated Care System update verbal H Ray

9. 15 Trust Performance:

i) Quarterly Performance Report (Q3) presentation P Liversidge

GOVERNANCE & COUNCIL BUSINESS

10. 5 Schedule of Council of Governors meetings 2021/22  J Boyle

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12. 5 Governor Committee membership  J Boyle

13. 10 Work of the Technology Committee presentation G Morrow

14. 10 Work of the People & Development Committee presentation C Peacock 15. 10 Key Corporate Documents:

i) Quality Report 2019/20  S Rushbrooke

ANY OTHER BUSINESS

16. 3 By application to the Chairman verbal P Strachan

QUESTIONS FROM THE PUBLIC

17. 3 Questions or comments received from members of the

Public verbal P Strachan

DATE OF NEXT MEETINGS

18. 3 Council of Governors – Future Meetings (please note that these meetings may be held virtually, and further

communications will be issued nearer the time):

• To be confirmed

Development Events (please note that Governors will receive further communications about these events nearer the time):

• Thursday 4 February 2021 @ 1400 hours • Thursday 11 March 2021 @ 1615 hours

verbal P Strachan

Members of the Council of Governors

Cllr Jeff Watson Appointed Governor (ANEC)

Cllr Oskar Avery Appointed Governor (ANEC)

Cllr Kevin Nicholson Appointed Governor (ANEC)

Linda Nelson Universities

Michael Daley Public Governor (Teesside)

Craig Jacques Public Governor (Teesside)

Graeme Smith Public Governor (Teesside)

Adam Skeen Public Governor (Durham)

Stephen Dunn Public Governor (Durham)

Keith Ringer Public Governor (Durham)

Alex Murray Public Governor (Durham)

Ann Workman Public Governor (Durham)

Nathan Carr Public Governor (South of Tyne)

Bill Laing Public Governor (South of Tyne)

Michael McNulty Public Governor (South of Tyne) Janice Chandler Public Governor (South of Tyne)

Ian Ellison Public Governor (North of Tyne)

Violet Rook Public Governor (North of Tyne)

Derek Bramley Public Governor (North of Tyne)

Nik Ritchie Public Governor (North of Tyne)

Simon Walford Public Governor (North of Tyne)

John Rawling Public Governor (North of Tyne)

Jebby Goodbrand Staff Governor (Emergency Operations Centre)

Chris Black Staff Governor (Support Services)

Matthew Potts Staff Governor (Unscheduled Care) James McCormack Staff Governor (Scheduled Care)

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COUNCIL OF GOVERNORS

MINUTES OF MEETING

Meeting: Council of Governors (Public)

Details: Thursday 22 October 2020 at 1530 hours Via Microsoft Teams

Present: Peter Strachan Chairman

Simon Walford Public Governor (North of Tyne) Michael McNulty Public Governor (South of Tyne) Violet Rook Public Governor (South of Tyne) Cllr Oskar Avery Appointed Governor (ANEC) Cllr Margaret Hall Appointed Governor (ANEC) Ray Stephenson Public Governor (Teesside) Graeme Smith Public Governor (Teesside) Robert Alabaster Public Governor (Durham Stephen Dunn Public Governor (Durham) Andrew Eales Public Governor (Durham) Michael Glickman Public Governor (South of Tyne) Bill Laing Public Governor (South of Tyne) Ian Ellison Public Governor (South of Tyne) John Rawling Public Governor (North of Tyne) Chris Black Staff Governor (Support Services) Matthew Potts Staff Governor (Unscheduled Care)

In attendance: Catherine Young Non-Executive Director & Senior Independent Director

Douglas Taylor Non-Executive Director Carolyn Peacock Non-Executive Director Gerry Morrow Non-Executive Director John Marshall Non-Executive Director

Christopher Fairs Associate Non-Executive Director

Helen Ray Chief Executive

Karen O’Brien Director of People & Development

Sarah Rushbrooke Director of Quality, Patient Safety, Innovation & Improvement

Kevin Scollay Group Director of Finance & Contracting Cllr Kevin Nicholson Appointed Governor (ANEC)

Jennifer Boyle Trust Secretary

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Action by STANDING ITEMS

The Chairman opened the meeting and welcomed all in attendance. 1. APOLOGIES FOR ABSENCE

Apologies were received from:

Cllr Richard Dodd Appointed Governor (ANEC) Linda Nelson Appointed Governor (Universities) Jean McKenna Public Governor (Teesside) Craig Jacques Public Governor (Teesside) Alex Murray Public Governor (Durham) Derek Bramley Public Governor (North of Tyne) Nik Ritchie Public Governor (North of Tyne)

Jebby Goodbrand Staff Governor (Emergency Operations Centre) James McCormack Staff Governor (Scheduled Care)

Helen Suddes Non-Executive Director 2. DECLARATION OF INTEREST

Violet Rook declared an interest as a member of Healthwatch Newcastle, in a voluntary capacity.

3. MINUTES OF PREVIOUS MEETINGS

The Minutes of the Council of Governors’ public meeting held on 22 July 2020 were agreed and approved as a true record.

4. ACTION LOG

Item 121 Following the discussion at the July CoG, those Governors who had not been in attendance had been invited to a ‘limited’ meeting to consider the changes to the Standing Orders in the hope of gaining the required approval. This had been held on 14 October and approval had been given. However, the Standing Orders been left on this Agenda in the hope that the meeting would be quorate to approve them at one meeting. If not, with the permission of the Council today, the approvals gained on the 14th

would be added to the number gained in July and the Standing Orders would be approved. Remove from Action Log.

Item 132 An update on NEASUS was on the Agenda. Remove from Action Log.

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Item 133 A survey had been issued to Governors to ascertain everyone’s views regarding holding meetings via Microsoft Teams. Following analysis of the results it was planned to re-start all CoG committee meetings and development events in the New Year. Remove from Action Log. The Chairman thanked everyone for participating in the survey.

The Action Log would be updated for the next Council meeting. 5. MATTERS ARISING (NOT ON THE REGISTER OF ACTIONS)

There were no other items raised. 6. REPORT FROM THE CHAIRMAN

The Chairman sincerely thanked those Governors who were leaving the Council on 31 October:

Michael Glickman, Public Governor (South of Tyne)

Michael had served 3 consecutive terms and had held the position of Lead Governor when the Chairman commenced with the Trust. He was a huge supporter of the Ambulance Service and Hatzola. The Chairman thanked Michael for his time and commitment and wished him well in his future ventures. He noted that Michael’s wise counsel had always been greatly appreciated.

Robert Alabaster, Public Governor (Durham)

Robert had 43 years of experience working in the NHS. He had served 3 consecutive terms and had been the first Lead Governor elected by the Council. He had also served for several years as Deputy Lead Governor. In addition, Robert had undertaken a wider role on behalf of all Ambulance Trusts on NHS Providers’ Governor Advisory Committee. He had been very generous with his time and the Chairman had appreciated his sound advice.

Cllr Richard Dodd, Appointed Governor (ANEC)

Richard had also served 3 consecutive terms. The Chairman thanked him for his staunch support and, given his additional responsibilities at Northumberland County Council, the amazing amount of time he had committed to NEAS. The Chairman had considered Richard the voice of reason.

Ray Stephenson, Public Governor (Teesside)

Ray had served 3 consecutive terms and, for several years, had been one of two Council representatives at Trust Board meetings. Ray had an excellent attendance record at meetings and had been extremely generous with his time in support of the Trust. The Chairman thanked him for his consistent support.

Jean McKenna, Public Governor (Teesside)

Jean was another of the originally elected Governors who had served 3 consecutive terms. Along with Ray, she had attended Board Meetings for several years, representing the Council. The Chairman thanked Jean for her time and commitment to the Trust.

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Andrew Eales, Public Governor (Durham)

Andrew had served one 3-year term. He was a staunch supporter of the Trust and had engaged rigorously with his local community on behalf of NEAS. He had challenged the Board on a few issues and the Chairman thanked him for being so generous with his time.

6.1 Activity since last meeting

The Chairman commented on the move to virtual meetings throughout the NHS (and indeed all businesses). This appeared to be the way things would be done in the foreseeable future.

The Trust’s Annual General Meeting had been virtually on 24 September 2020 and a number of Governors had attended.

The Trust normally held an annual black tie “Beyond Awards” dinner to recognise outstanding contributions that individuals and teams had made to the work of NEAS with an element of competition between nominees. Due to the pandemic it had been agreed to replace the ‘B Awards’ with the “Thankyou Awards” which was held virtually on Friday 16 October throughout the afternoon and evening. Mark Cotton, Assistant Director of Communications & Engagement, and his team had organised the virtual event which had been a resounding success. The format may potentially be used in the future.

The Chairman continued to attend all key national meetings and local Integrated Care System (ICS) meetings which were being held virtually. At a recent ICS meeting, representative bodies had appointed GatenbySanderson to assist with the recruitment of a Chair for the ICS. Robin Staveley, from GatenbySanderson, was leading on behalf of a task & finish group set up to handle the recruitment process. There was a strong person specification and it was hoped that final interviews would be held prior to Christmas. Geographically this was the largest ICS as it also included North Cumbria. The Chair was an independent role so the selection would be by Non-Executive Directors and Local Authority colleagues not just NHS. In terms of the formation of the partnership assembly, the appointment of a Chair was vital before any constitution could be established. Governors were reminded that any ICS was not a legal entity until they were constituted by an Act of Parliament and therefore had no legal status at present.

6.2 Operational issues arising from previously submitted Governors’ questions:

• NEAS Volunteers – Flu Jab (G Smith)

A question had been received in advance regarding flu jabs not being available for volunteer Community First Responders.

NEAS greatly appreciated the valuable work that its volunteers did, and it wanted to help reduce the risk of flu to them. Therefore, NEAS was issuing a letter to its volunteers confirming that they could have a flu jab at their local pharmacy and reclaim the cost from the Trust. The Trust was unable to directly provide a flu jab to its volunteers this year as its vaccinators (paramedics and nurses) worked under a Patient Group Directive (PGD) which did not legally permit this. The PGD was the legal document that allowed non-doctors to administer vaccinations/medications safely. The PGD only legally covered the administration to staff. However, the Director of People & Development, Karen O’Brien, was keen to see if there was anything the Trust

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could do for next year to broaden the scope of the PGD to enable the Trust to directly administer the vaccine.

REPORTS FROM THE BOARD OF DIRECTORS/PRESENTATION 7. CQC Update

The Chief Executive reported that work continued in relation to the outstanding items raised by the Care Quality Commission (CQC) at its last inspection. The issues now lay within the sub committees of the Trust and were seen as ‘business as usual’. An example was the target figure set for staff undertaking statutory and mandatory training which now sat with a Board Sub-Committee for assurance and monitoring.

Sarah Rushbrooke, the new Director of Quality, Patient Safety, Innovation & Improvement, was submitting a proposal to the CQC to focus on future lines of enquiry to take the ambulance service forward.

The Chief Executive reported that the Trust had received a Regulation 29 warning notice from the CQC in relation to concerns that the Trust had not followed its Disclosure & Barring Service policy and process. NEAS had responded and received feedback from the document provided and was waiting to see what the CQC’s next requirement would be. It may be that they will visit to ensure that everything was in place. A small group had been established, led by John Marshall, Non-Executive Director, to oversee the work involved.

The Council noted the verbal update. 8. TRUST PERFORMANCE

8.1 Current Developments including COVID-19 briefing

The Chief Executive provided the Council with an update on current developments within the Trust.

The anticipated second peak of the Covid-19 pandemic set challenges for the Trust and NEAS was working collaboratively with the Integrated Care System to ensue there was a collective approach. It was essential to understand local lockdown requirements and respond to Government requirements quickly. The Chief Executive extended her thanks to staff and volunteers who continued to work in challenging conditions.

Staff were tired going into the winter months and the Trust was focussing on staff wellbeing. The Director of Quality, Patient Safety, Innovation & Improvement commented that the flu vaccination campaign was being promoted within the Trust and NEAS was in a good position with staff take-up edging towards 1,500.

NEAS continued to work with Infection Prevent Control and a nurse lead was helping the Trust to make its facilities Covid secure. It was especially important in the smaller stations where social distancing was difficult.

Staff continued to be provided with adequate protective equipment and adhere to social distancing requirements when in any Trust building or vehicle.

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NHS 111 First had been formally launched this week. It was part of a national integrated programme to improve outcomes and experience of urgent and emergency care. It was hoped to reduce the pressure on A&E departments by advising callers where to seek assistance e.g. pharmacist, GP other service. Additional funding of over £1m had been received which would allow NEAS to recruit additional call handlers to cope with the anticipated increase in demand.

The annual Staff Survey was underway and staff were actively being encouraged to complete it. This year it included a specific question about Covid to assess how people were feeling in themselves.

In addition to the Chairman’s update regarding the ICS, NEAS was also ensuring that it was a key part of the three Integrated Care Partnerships (ICPs) within the patch.

The Chief Executive had been appointed to the board of the Association of Ambulance Chief Executives and the board of NHS Providers.

Governors referred to an NHS Providers article covering a survey of chief executives that had been carried out and queried if ‘burnout’ amongst NEAS’ staff was worse this year than in previous years. The Chief Executive responded by saying that since the start of the pandemic in March staff had been encouraged to take their annual leave and ‘downtime’. The Trust had provided good access to mental wellbeing support and was continuing to focus on this.

Governors believed that psychological first aid training was important, and the Chief Executive agreed. National resources had been made available to all NHS and social care staff along with a number of apps to access.

A Staff Governor remarked on how much support had been put in place for road crews. The relentlessness of the shift patterns was a concern as the rota review, along with the pandemic, had created a ‘perfect storm’. Adding to that was the tiredness caused by having to wear PPE the whole shift and each hospital’s handover procedures being different.

The Chief Executive responded by saying that sickness absence levels were increasing, and third-party vehicle availability was decreasing which meant that the Trust’s staff had to pick up the shortage. The Staff Governor was requested to encourage his colleagues to raise any concerns with management. The Trust had received additional funding and the Operations Team had access to that money to secure support from outside providers. A comment was made by Governors on the encouraging level of take-up of the flu vaccination. They queried if lessons learnt from that exercise would be fed into the roll-out of a Covid-19 vaccine when it was available. The Chief Executive commented that the Trust had been given guidance to get as many flu vaccinations completed as possible to try and ensure there was enough gap between it being administered and a Covid vaccine. At present there was no date for the distribution of a Covid vaccine but there was talk of approximately two months being required between the flu job being administered and the first of two Covid jabs been given.

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8.2 Quarterly Performance Report (Q2)

Kevin Scollay, Group Director of Finance & Contracting provided the report. Quarter 2 performance reflected the changeable environment following the release from a national lockdown.

Response times had increased in Q2 due to staff being released from frontline duties to complete annual training and to take annual leave. Also, third-party providers had been unable to delivery as many hours as they had been and with hospitals reinstating services, handover delays had increased.

Hear and Treat rates had improved while See and Treat rates had reduced. In September, with the re-opening of schools, 111 call demand had increased significantly. As 111 and 999 are an integrated service at NEAS, the increase in demand had placed pressure on call answering performance which had been addressed.

NEAS’ C1 response standard was the highest ranked nationally for C1 90th

and it was one of only 3 trusts nationally to achieve C1 mean. The second half of the year would be used to secure third-party assistance. The Council was given assurance that all scheduled care KPIs continued to be achieved thanks to the phenomenal performance of the Trust’s staff.

In terms of risk, the ‘Talk Before You Walk’ campaign had been launched which was expected to lead to increased demand on 111, and potentially 999, services. It was also anticipated that staff sickness absence would continue to increase due to Covid-19.

Governors queried the measurement of handover delays and wondered if it would be better to look at the whole of the hospital cycle rather than just handover times and post-handover times. The Director confirmed that the Trust focussed on a 30-minute handover – 15 minutes for NEAS’ part. The figures for North Tees hospital were out of kilter as the trust used a different model which allowed patients to be admitted directly onto wards. The Chief Executive commented that following a recent Emergency Care Network meeting, a new set of principles had been released for all trusts to work to. The specific nature of mental health training given to the Trust’s paramedics was queried by Governors. The Chief Executive commented that although the ambulance service was not the correct service to deal with mental health calls it had become a ‘default’ service and NEAS did respond, especially to those calls where a patient had harmed themselves. A pilot was being tested as to how the Trust handled mental health calls. An option being considered was including a mental health nurse within the team. A balance needed to be struck on the level of training given to paramedics to work with the expert practitioners in the field.

From a paramedic perspective, a Staff Governor confirmed that it was about working closely with the Trust’s partners. When he had undertaken his paramedic training with NEAS two years ago it had been much more substantial than any training he had undergone elsewhere.

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The Council noted the report. GOVERNANCE & COUNCIL BUSINESS

9. REVIEW COUNCIL OF GOVERNORS STANDING ORDERS

As the meeting was quorate, the Standing Orders were considered and approved.

10. NEASUS – AN UPDATE ON OUR SUBSIDIARY COMPANY

John Marshall, Non-Executive Director and Chair of the North East Ambulance Service Unified Solutions (NEASUS) Board, delivered the presentation.

The subsidiary had been set up in March 2016 to maintain the Trust’s fleet and equipment and was based at Pallion in Sunderland.

In the last financial year, the subsidiary had a turnover of £6.5m and employed 59 staff. The fleet consisted of 632 vehicles which was a mixture of A&E, Scheduled Care, Hazardous Area Response Team (HART) and Community Paramedic cars. Some staff also had Trust vehicles maintained by NEASUS. The Non-Executive Director highlighted the increase in third party work which had not been as much as anticipated. This was due to the varying needs of the Trust which took priority e.g. 90 new vehicles had been commissioned and made ready for operational duty. Manufacturers tended to let their production runs slip which meant that a large number of vehicles were received within a small timeframe. This was disruptive as other vehicles needed to be decommissioned and their equipment transferred across to the new vehicles. All factors had impacted of the availability of NEASUS staff for third party work.

The Trust’s vehicle requirements had changed significantly since NEASUS was set up therefore the Service Level Agreement was under review. Initially the fleet had consisted of 303 vehicles but had grown to 325. The Trust was addressing financial sustainability and achieving targets and NEASUS would play an important part in that.

The fleet had been underinvested in for several years. Governors were given assurance that NEASUS had evolved into an efficient organisation and was now an ‘enabler’.

Governors queried whether the Trust paid for the maintenance of the Hazardous Area Response Team (HART) vehicles. The Group Director of Finance & Contracting confirmed that the provision of HART vehicles was funded nationally but would check whether that funding covered their maintenance costs.

Addendum:

It was confirmed that the funding covered the maintenance of HART vehicles.

K Scollay

The Trust’s plans to invest in electric vehicles was queried by Governors and it was reported that another ambulance trust was leading on this, but NEAS was very supportive of the approach and keen to learn from this. NEAS was also providing input into a number of pilots as to how electric vehicles could be

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used by ambulance services. The Trust’s pool cars were mostly electric, and it was considered prudent for NEAS to tread carefully as the Trust had a 5-6 year schedule for the replacement of emergency vehicles and up to 9-years for Unscheduled Care. Therefore, if capital was spent on the first wave of electric vehicles the Trust would be unable to access any newer models that became available.

The terms and conditions of NEASUS’ staff were queried. It was confirmed that at the time that the Trust’s staff transferred to the subsidiary company, all Agenda for Change contracts were transferred too. Assurance was given that all staff joining NEASUS had equivalent levels of pay and conditions to transferred staff. However, having the ability to compete with the private sector had been a challenge and a pay review was being under taken. NEASUS was expected to adopt all of the Trust’s values.

Governors asked if the improvements made by NEASUS had benefitted from the governance arrangement that was in place. It was believed that the separation of the operation from the Trust had provided more focus for that aspect of the business which could not have been achieved had it remained in-house.

The movement of staff was queried by Governors. It was confirmed that the level of retention was quite good. Staff movement from NEASUS tended to be into the private sector while from NEAS it was usually into health care organisations.

The Council noted the report. ANY OTHER BUSINESS

11. BY APPLICATION TO THE CHAIRMAN No other business was discussed. QUESTIONS FROM THE PUBLIC

12. QUESTIONS OR COMMENTS RECEIVED FROM MEMBERS OF THE PUBLIC

There were no questions raised. DATE OF NEXT MEETINGS

13. Council of Governors – Future Meetings (please note that these

meetings may be held virtually, and further communications would be issued nearer the time):

• Wednesday 20 January 2021 – Winter House @ 1530 hours Development Events (please note that Governors would receive

further communications about these events nearer the time, when the situation in respect of Covid-19 became clearer):

• Thursday 4 February 2021 – Winter House @ 1615 hours • Thursday 11 March 2021 – Winter House @ 1615 hours

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As it was his last meeting, Michael Glickman thanked the Chairman for his kind remarks earlier in the meeting. He commented that during the past 10 years there had been challenging times and he felt that he had been heavily involved as a Governor. He wished everyone all the best for the future. The Chairman thanked Michael and said his service had been exemplary. Andrew Eales also expressed his good wishes to the Council and the Trust. The Chairman extended his thanks and best wishes to all those Governors who were leaving today.

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Council of Governors Meeting Rolling action tracker

Not achieved and now overdue Risk of non-achievement On track for achievement Completed

# Rationale for action Actions Date Raised Agenda _{item ref Reportable C'tee} Owner Target date Resource required Measure of Success Progress to Date Status Agreed Future _Actions

134 To share information with the

Council of Governors Group Director of _{Finance & Contracting to}

confirm if national funding covered HART vehicle maintenance

22.10.20 10 Council of

Governors K Scollay 20.01.21 K Scollay Governors provided with information The information was provided to Governors as an Addendum in the Minutes of the meeting

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Prepared by

[insert optional title]

Council of

Governors:

Performance

Update

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Summary

• Response times have increased through Q3 across all categories, deteriorating from the

improvement seen in the Spring due to increased sickness and covid related absences, increased

time required for vehicle deep cleans and increased handover delays. Response times reflect an

improved position compared to Q3 2019/20.

• Hear and Treat rates for Q3 are the highest reported, reaching 9.6% in October 2020. Conveyance

rates to ED have continued to show improvements compared to 2019/20.

• Following poor call performance for both 111 and 999 in October and November, December saw

improved performance as a result of increased health advisor capacity following recruitment as part

of the Talk Before You Walk programme.

Actions

• EOC clinicians are being trained in Manchester Triage to help support further increases in Hear and

Treat.

• Additional vehicles are being deployed funded through the winter plan.

• Clinical Care Managers are being redeployed to support crews on scene and at hospital to reduce

delays.

• Additional arrangements in place with Out of Hours providers to provide additional senior clinician

capacity for the CAS. Home working for clinicians is also being rolled-out further to support clinician

capacity within the EOC.

• Vaccination programme for front line staff began in December.

Quarter 3 Performance

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/North East Ambulance Service

www.neas.nhs.uk

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Page 1 of 2

CATEGORY OF PAPER

Specific action required:  Provides Assurance: For Information:

Council of Governors – 20/01/2021

Report title: Schedule of Council of Governors Meetings 2021/22 Purpose of report: _{To present Governors with draft Council dates for approval}

Key issues:

(key points of the paper, how this supports the achievement of the Trust’s corporate

objectives, overview of risk implications, main risk details on page 2)

The schedule has been prepared to enable good information flows and timely reporting within the Council of Governors and its committees and to the Board of Directors.

Each of these quarterly meetings have been planned to take place five working days ahead of the main meetings of the Board of Directors. This alignment provides for the views of Governors, expressed at its own meeting, to be fed into discussions and debates being held by the Board so that due account can be made of these. Attached is the suggested Schedule for 2021/22.

Issue previously considered by: -

Recommended actions: The Council is asked to consider the Schedule and agree the dates following _{which, the Schedule will be widely publicized.} Sponsor / approving director: Trust Secretary

Report author: Governor Support Officers

Governance and assurance

Link to Trust Priorities:

(please tick) Improving Quality and Safety NHS 111 and CAS Clinical Care and Transport Developing a Sustainable Workforce Communication and Engagement Organisational Sustainability  Link to CQC / KLOE: (please tick)

Caring Responsive Effective Well Led Safe

 Link to Trust values:

(please tick)

(Please explain how this paper supports the application of the Trust’s values in practice)

Pride _excellenceStrive for Respect Compassion responsibility & Take be accountable

Make a difference – day in & day

out

Any relevant legal / statutory issues?

(Such as relevant acts, regulations, national guidelines or constitutional issues to consider)

Not directly applicable – this is a list of meeting dates only

Equality analysis completed

If this is not relevant please explain why:

Yes No Not Relevant



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Page 2 of 2

Key considerations Details

Confirm whether any risks that have been identified have been recognized on a risk register and provide the reference number:

Not applicable

Please specify any Financial Implications

Please explain whether there are any associated efficiency savings or increased productivity

opportunities?

Not applicable

Are any additional resources

required e.g. staff capacity? Not applicable Is there any current or expected

impact on patient

outcomes/experience/quality? Not applicable Specify whether appropriate

clinical and/or stakeholder

engagement has been undertaken: (stakeholders could include staff, other Trust departments, providers, CCGs, patients, carers or the general public)

Not applicable

Are there any aspects of this paper which need to be communicated to our stakeholders (internal or

external)?

(Please tick – if ‘yes’ then please complete all boxes. Please briefly specify the key points for communication and ensure the Comms team are informed via

mailto:publicrelations@neas.nhs.uk)

Yes No Positive Negative



Proactive Reactive Internal External



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NORTH EAST AMBULANCE SERVICE NHS FOUNDATION TRUST COUNCIL OF GOVERNORS’ MEETINGS 2021/22

DATE VENUE TIME

Thu 22 April 21 Microsoft Teams 1530

Thu 22 July 21 TBC 1530

Thu 21 October 21 TBC 1530

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Page 1 of 2

CATEGORY OF PAPER

Specific action required:  Provides Assurance: For Information:

Council of Governors 20/01/2021

Report title: Review Cycle of Business 2021/22

Purpose of report: _{To present Governors with the Cycle of Business for approval}

Key issues:

(key points of the paper, how this supports the achievement of the Trust’s corporate

objectives, overview of risk implications, main risk details on page 2)

In line with best practice, a plan of the main business of the Council of

Governors, to be conducted over the forthcoming year, has been produced and is presented for consideration.

The Cycle of Business may be updated to reflect key documentation to be presented and any decision-making that will be required by the Council in-year.

Issue previously considered by:

Recommended actions: The Council is asked to consider and approve the Cycle of Business for _2021/22. Sponsor / approving director: Trust Secretary

Report author: Governor Support Officers

Governance and assurance

Link to Trust Priorities:

(please tick) Improving Quality and Safety NHS 111 and CAS Clinical Care and Transport Developing a Sustainable Workforce Communication and Engagement Organisational Sustainability Link to CQC / KLOE: (please tick)

Caring Responsive Effective Well Led Safe

 Link to Trust values:

(please tick)

(Please explain how this paper supports the application of the Trust’s values in practice)

Pride _excellenceStrive for Respect Compassion responsibility & Take be accountable

Make a difference – day in & day

out



An effective cycle of business should enable Governors to enact their responsibility for holding Non-Executive Directors to account for the performance of the Board.

Any relevant legal / statutory issues?

(Such as relevant acts, regulations, national guidelines or constitutional issues to consider)

Not applicable

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Page 2 of 2 If this is not relevant please explain

why: Not applicable – this is a cycle of business and does not directly impact positively or negatively on social groups.

Key considerations Details

Confirm whether any risks that have been identified have been recognized on a risk register and provide the reference number:

Not applicable

Please specify any Financial Implications

Please explain whether there are any associated efficiency savings or increased productivity

opportunities?

Not applicable

Are any additional resources

required e.g. staff capacity? Not applicable Is there any current or expected

impact on patient

outcomes/experience/quality? Not applicable Specify whether appropriate

clinical and/or stakeholder

engagement has been undertaken: (stakeholders could include staff, other Trust departments, providers, CCGs, patients, carers or the general public)

Not applicable

Are there any aspects of this paper which need to be communicated to our stakeholders (internal or

external)?

(Please tick – if ‘yes’ then please complete all boxes. Please briefly specify the key points for communication and ensure the Comms team are informed via

mailto:publicrelations@neas.nhs.uk)

Yes No Positive Negative



Proactive Reactive Internal External



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January 2019

COUNCIL OF GOVERNORS

CYCLE OF BUSINESS 2021-22

April 2021

July 2021

Oct 2021

Jan 2022

Performance Assessment & Appraisal Outcomes: (annually)

• Appraisal of Chair for 2020/21 – Report from SID

•_{Appraisal of Non-Executive} Directors for 2020/21 •_{Chair’s Objectives for 21/22} •_{Non-Executive Directors’}

Objectives for 2021/22

•_{Including review of remuneration}

Presentation of the Annual

Accounts, Annual Report and Quality Report:

- Annual Report & Accounts 2020/21

- Quality Report 202021

- External Assurance Report on the Trust’s Quality Report - Annual Audit Letter

Extended length item to allow sufficient time for questions

Audit Committee Recommendation Report on the External Auditor Assessing Work, Fees and Quality of Work plus ToR (annually)

Cycle of Business (annually) (Attempt to ensure no CoG meeting

dates fall during a Bank Holiday week)

Results of Staff Survey and action plans developed as a consequence (annually) Re-appointment of Non-Executive Directors: •_{Helen Suddes (31.10.21 - 2}nd term) •_{Carolyn Peacock (31.10.21 – 2}nd term)

Re-appointment of Lead Governor and Deputy Lead Governors (Appointed Jan 2020 - Terms expires 31 January 2022)

Schedule of Meetings (annually)

Draft Quality Report 2020-21 + Confirm indicator to be audited from 2020/21 (annually)

Review Constitution + Standing Orders

(annually)

Appointment of Deputy Chair and Senior Independent Director to commence 1 February 2021 (Private Council)

Catherine Young re-appointed as NED for 3rd_{term up to 31.07.22.}

Going to Private CoG in January 2021 for consideration – this will need updating after meeting

Operational Plan (submitted to NHS Improvements in December) (annually)

(23)

January 2019

April 2021

July 2021

Oct 2021

Jan 2022

Expenses Policy – Review (3-yearly) The work of the Performance &

Finance Committee (annually) The work of the Audit Committee (annually) Process for Involvement In & Development of Quality Report for 2021/22 (annually)

Review Register of Interests

(annually) The work of the Charitable Funds Committee (annually) Performance Assessment & Appraisal Process: (annually)

CoG Review of Effectiveness

Process (annually) REMINDER (not for Agenda) Check the Annual Planning timetable and scheduling workshop sessions with Strategy Team

Review ‘Policy for the CoG to Raise Concerns about the Board of Directors’

Review Terms of Reference for all CoG (annually)

Committee/Groups: •_{Gov Nom & Rem}

•_{Membership & Engagement} •_{Governor Governance} • Quality Report

REMINDER (not for Agenda) Forward Plan [non-NHS income requires approval] (annually)

The work of the Technology Committee (annually)

The work of the Quality Committee

(annually) The work of the People Development Committee (annually)

REMINDER (not for Agenda) Quality Report – Progress Against Priorities 2020/21 (annually)

(24)

January 2019

Standing Agenda Items:

• Declaration of Interests • Action Log

• Report from the Chairman (incl serious incidents) • Integrated Care System update

• Performance Reports

• Governor Committees/Groups – Reports from Committee/Group Chairs

• Board of Directors’ Agenda and Minutes • Questions from the Public

• Future Council Meeting • Planned Training

(25)

The work of the

Technology

committee

Dr Gerry Morrow

Chair

(26)

A new

committee…

• First meeting July

• Agreed membership, terms of

reference, cycle of business, and

actions transferred from other

committees – audit and finance

• Part of the new governance structure

• Quarterly meetings

(27)

Four pillars of assurance

Have we got the right people

with the right skills in place?

Does the Trust get value for

money with respect to

technology?

Does the Trust have sufficient

data quality and are we getting

wisdom or actionable insights

from our data and information?

(28)

Priorities and issues

• Cyber security

• Competing priorities

• Information governance breaches

• The perceived culture of ‘quick fix’

• Hardware projects – telephony, body worn cameras, EPCR

• Data Security and Protection Toolkit

(29)

Thank you

for listening

-any

(30)

Prepared by

People and Development

Committee

Review of last 12 months

(31)

• Develop and deliver the workforce plan

• Develop/deliver leadership and progression opportunities

• Strengthen organisational health and wellbeing

(32)

Workforce Metrics

50.0% 55.0% 60.0% 65.0% 70.0% 75.0% 80.0% 85.0% 90.0% 01/ 04/ 19 01/ 05/ 19 01/ 06/ 19 01/ 07/ 19 01/ 08/ 19 01/ 09/ 19 01/ 10/ 19 01/ 11/ 19 01/ 12/ 19 01/ 01/ 20 01/ 02/ 20 01/ 03/ 20 01/ 04/ 20 01/ 05/ 20 01/ 06/ 20 01/ 07/ 20 01/ 08/ 20 01/ 09/ 20 01/ 10/ 20 01/ 11/ 20 01/ 12/ 20 Appraisal - 01/04/19 - 01/12/20 76.0% 78.0% 80.0% 82.0% 84.0% 86.0% 88.0% 90.0% 92.0% 94.0% 01/ 04/ 19 01/ 05/ 19 01/ 06/ 19 01/ 07/ 19 01/ 08/ 19 01/ 09/ 19 01/ 10/ 19 01/ 11/ 19 01/ 12/ 19 01/ 01/ 20 01/ 02/ 20 01/ 03/ 20 01/ 04/ 20 01/ 05/ 20 01/ 06/ 20 01/ 07/ 20 01/ 08/ 20 01/ 09/ 20 01/ 10/ 20 01/ 11/ 20 01/ 12/ 20