WMAS Board Meeting Minutes – Wednesday 24 September 2025

Present

• Prof. I Cumming – Non-Executive Director (Chairman) and voting member
• Mr AC Marsh – Chief Executive Officer and voting member
• Ms S Banks – Non-Executive Director and voting member
• Prof A Hopkins – Non-Executive Director (Deputy Chair)
• Ms C Beechey – Director of People and voting member
• Mr M Fessal – Non-Executive Director and voting member
• Mr N Hudson – Chief Operating Officer and voting member
• Mrs J. Jasper – Non-Executive Director and voting member
• Mr V Khashu – Strategy and Engagement Director
• Mr M MacGregor – Communications Director
• Mr S Nat – Non-Executive Director and voting member
• Ms K Rutter – Director of Finance and voting member
• Dr R. Steyn – Medical Director and voting member
• Mr P. Higgins – Governance Director and Trust Secretary
• Ms R. Farrington – Staff Side Representitive
• Mr I Syme – Member of the Public
• Ms L. Mackcracken – Head of Human Resources

Minutes

09/25/01 – Welcome from the Dean of Faculty and Senior Faculty Staff

The Chairman welcomed to the meeting Michael Adams – Head of Department of Health and Social Care Professions, and Sharon Hardwick – Professional Academic Lead – Paramedic Science in the School of Health and Life Sciences, Birmingham City University.

(Professor Maxine Lintern, Dean of Research and Enterprise from the office of the Vice Chancellor, would be meeting the Board at lunch.)

A presentation was made to the Board on the work of the faculty, in particular the paramedic training course and plans for the future and work in developing the partnership with the Trust’s training school.

A copy of the presentation is available upon request to the Secretary to the Board.

The Chairman welcomed to the meeting Michael Adams – Head of Department of Health and Social Care Professions, and Sharon Hardwick – Professional Academic Lead – Paramedic Science in the School of Health and Life Sciences, Birmingham City University.

(Professor Maxine Lintern, Dean of Research and Enterprise from the office of the Vice Chancellor, would be meeting the Board at lunch.)

A presentation was made to the Board on the work of the faculty, in particular the paramedic training course and plans for the future and work in developing the partnership with the Trust’s training school.

A copy of the presentation is available upon request to the Secretary to the Board.

The Chairman at the conclusion of the presentation thanked the University for hosting today’s meeting and also sharing with the Board is such a candid manner the previous issues the University had and the development work undertaken to improve. The Chairman described the relationship as symbiotic in that the Trust allows the University to place their students with the Trust and in turn, the University provide a training programme from where we recruit our paramedics. The Head of training had provided the Chairman with reassurance as to the development and quality of the training provided by the University.

He then opened the meeting up to questions from the Board.

The Director of People sought clarity on various issues which she indicated she would pick up in more detail over lunch in relation to placement capacity and also supernumerary positions. In particular the Director of People asked about the demographic of the new recruits in particular gender diversity. The University representatives indicated that of the new recruits well over two thirds are female. In addition, there is an increasing number of non-white recruits. This has come about mainly through a change in the recruitment process through its outreach programme. The Universities partnership with Shireland schools where there is a 94% of the student population is cultural diverse and non-white. In terms of gender the recruitment is reflecting the move to a majority female recruits and indeed there hasn’t been a male dominated intake for over five years.

Mr Nat asked about the population where the University draws its recruits. The University Representatives indicated that the University does see itself as a University for Birmingham and recruits on that basis with the majority of recruits commuting from home each day rather than living away from home.

The CEO, thanking the University for hosting the Board, indicated that he would also like to discuss student placements and capacity and also the mentor scheme offer by the University, as the Trust has its greater ever number of Mentors given the number of graduate paramedic numbers joining the Trust. He indicated that he would pick these issues up over lunch in the interests of time at the meeting. However, he sought greater clarity on the work being undertaken to draw recruits from the diverse communities of Birmingham, especially as the majority of the students commute daily rather than living away from home. Given that Birmingham has a great diversity of different cultures he asked about the number of non-white recruits last year and aspirations to improve the numbers. The University representatives indicated that the number of non-white recruits were 40% last year. The CEO felt this number seemed low given its demographic area and asked what actions the University was taking to increase recruits from the non white community. Whilst the University have changed the recruitment process their outreach programme and partnership with culturally diverse feeder schools where they seek to recruit their top science based students. The outreach is throughout the prospective students career through inviting students at the feeder schools to open days. In addition there is an outreach programme to associate healthcare professionals in care homes rather than relying solely on the normal route for students. In addition assisting students with support once recruited to encourage their completion of the course through to graduation such as assisting with the uniform.

Murray Macgregor indicated that the Comms Team at the Trust often received requests from other healthcare professionals to become paramedics such as nurses. He sought clarity on what conversion courses were available for such candidates. The University offer a two year Masters Degree that enables such conversion and it is something that the University will be developing further.

Given the timings for the reminder of the day, the Chairman brought this element to a close and once again thanked the University for hosting the meeting and for the presentation and responding to the Board questions in such a candid manner which had been helpful. He reminded colleagues that the University was hosting the Board to lunch where conversations can continue.

09/25/02 – Apologies

Apologies had been received from Mrs. C Eyre, Mr M Khan, Ms. D. Scott, Mr. N. Henry and Mr A. Brown

Chairman’s Matters

The Chairman indicated that at the recent strategy development day on 1 September 2025, the Board as part of formulating its strategy had received a presentation Dr Hatim Abdulhussein (Honorary Professor of Innovation and Artificial Intelligence at Surrey University; Chief Executive Officer, Health Innovation Kent, Surrey & Sussex ICB and  Artificial Intelligence Lead (Clinical) for NHSE)

During the discussion the issue was raised that the Board should have a non executive lead in this area, and Mohammed Fessal has volunteered to lead on digital and AI and sought the Board’s endorsement.

It was therefore agreed that Mohammed Fessal would be the NED Digital and data transformation lead on the Board of Directors and this would be added to the Board portfolio of responsibilities.

09/25/03 – Declarations of Interest

There were no declared conflicts of interest by anyone attending the meeting in relation to any matters on the agenda.  

09/25/04 – Questions from the Public

The following question was submitted in advance of the meeting it is set out in full below. The Chairman stated that a full response will be sent in response to the question. The response would (and is) be attached to these minutes for public perusal in terms of transparency.

Please see my Questions to WMAS Board Below Regards Ian Syme

1. Ambulance Handover Delays and Mitigation Monies

WMAS have identified and quantified monies required that mitigate to some extent ambulance lost hours due to protracted delays at ED portals throughout the West Midlands.

WMAS have also through its Board papers highlighted that agreement had not been reached as per mitigation monies with ALL the West Midlands ICBs.

In my patch Staffs and Stoke ICB July 2025 highlighted a ‘risk’ of £6million re the ICBs Contribution to mitigation monies; that risk mainly due to the very considerable Ambulance Handover delays at RSUH ED.

What is the present state of play as to WMAS receiving these ‘mitigation’ monies?

2. 45 minute maximum Ambulance Handover requirement at ED Portals

The UEC Plan published June 2025 is very specific in that ALL Acute Hospital ED portals are required to finalise Ambulance handover within 45 minutes. I have challenged my local ‘care’ system several times recently as Handover Delays are still being publicly reported as averages which gives a frankly misleading ‘picture’ of UEC performance within my patch. I’ve also checked a neighboring system which also reports average Handover delays. Other NHS Trusts in the West Midlands do report data relating to 45 minute maximum handover.

Not only is it ‘misleading’ to report average turnaround in public documents it also ‘waters down’ the magnitude of the task in hand to resolve an issue which many, including the AACE have persistently highlighted as unsafe practice.

I am aware that the HSSIB have now instigated a national investigation into Care that’s not carried out on Hospital Wards.

a. What representation has WMAS to system partners that a national requirement as per UEC Plan June 2025 ie 45 minute MAXIMUM Ambulance Handover should be reported as such?

b. Will WMAS be participating in providing evidence to the HSSIB investigation?

3. Winter Surge Plans

Staffs Stoke ICB have now approved their specific Winter Surge Plans 2025/26 September 2025. I understand that the plan must also be officially approved ie signed off by individual organisation within the Staffs Stoke Provider Collaborative and then be received by region by 30th September.

a. As an obvious key partner in UEC planning have WMAS had input into the Staffs Stoke winter surge plan?

b. Again as an obvious key partner how do WMAS as a key partner sign off on the staffs Stoke winter surge plan?

The Chairman took the opportunity, as part of reviewing the contents of the question from the member of the public to report that the Trust and the host ICB on behalf of the other ICBs in the Trust area had entered into a mediation process as allowed for within the Urgent and Emergency Contract between the Trust and the Commissioners. The Mediation process was binding. The outcome of the mediation was that there was a recognition that the handover delays did need to be funded. However, the amount of funding was less than this organization feels fully funds the costs of delays. The Chairman stated that it was always the Trust’s position that has led to the mediation was that ambulances and paramedics held outside hospitals must be released much quicker to enable them to respond to the next patient need. Instead they are held outside hospitals waiting to pass the patient onto the care of the acute. As previously stated by the Chairman, the risk in terms of patient safety isn’t the person in the ambulance who is in the safe hands of a paramedic, although uncomfortable; the Trust concern is the patients who we can not reach due to the delays in releasing ambulance crews. The additional funding is used to make more staff and vehicles available.

The Trust is working through the outcome of the mediation process which has resulted in additional income but not as much as the Trust requires to meet the lost paramedic hours due to delays in the safe handover of patients.

The question also referred to the Winter planning and the strategic approach to the planning across the system. There is shared data between Trusts and there are few areas of disagreement over data.

Winter Plans are shared widely and we do participate in drawing system partner winter plans at ICB level and the Trust has its own comprehensive Winter Plan which was recently approved a meeting of the Board of Directors. NHSE Regional Office has a strategic oversight and coordinating role for the Winter Planning to monitor that patient safety is not compromised.

The Chairman concluded by thanking the member of the public for the question and stated that a fuller response to the question will be attached to the minutes of this meeting.

09/25/05 – Board Minutes

To agree the minutes of the meeting of the Board of Directors held on 30 July 2025

09/25/06 – Board Minute Log

The Board Log that contains the schedule of matters upon which the Board have asked for further action or information to be submitted. Matters on this log can only be deleted through resolution of the Board. (For the avoidance of doubt unless specified below all matters contained on the Board log will remain on the log until the Board resolves that the matter can be discharged).

Action 05/25/06c – That the Board Secretary schedule a review of the BAF and the Risk Appetite to take place at a Board Briefing session later this year. (This will also include a review of the corporate risk log)

Agreed with the Head of Risk that a review of the BAF and Risk Appetite and also the Risk Register will be undertaken at the October 2025 Board Briefing.

On the basis that the review of the BAF and the Risk Appetite statement is an item on the Board Briefing agenda in October 2025 this matter could be discharged from the Action Log.

03/25/11 – Policy and Procedure Update

An update will be submitted to the Board in 6 months.  The Governance Director & Trust Secretary will add this to the schedule of business and include in the Action Log. Update to the next Board meeting in November 2025. This item will be kept on the action log pending that submission.

09/25/07 – Confirmation of Action Taken – Equality, Diversity and Inclusion Strategy 2025-2029

The Board of Directors was by Email from the Board Secretary on 7 August 2025 requested to review the content of the revised Equality, Diversity and Inclusion Strategy 2025 – 2029 and if minded to approve the content and authorise the Director of People to publish the Strategy.

The Board of Directors was, as allowed for under its Standing Order 4.10.2 Written motions, requested to determine the matter and indicate approval by no later than 12 noon on Friday 15 August 2025. The email also clarified that as allowed in the Standing Order, if a majority of the Board responded by the Governance Director and Trust Secretary closing time and date it will be deemed to have been approved on that date.

The reason for this action was that approval was required urgently as the previous strategy is out of date and there is a requirement to publish this strategy prior to the end of August 2025. In addition, and also for additional assurance, the Strategy had been reviewed and approved at the following governance meetings of the Trust:

• Diversity, Inclusion and Steering Advisory Group (DISAG) – 30th June 2025
• Executive Management Board – 8th July 2025
• People Committee – 4th August 2025 in compliance with Standing Orders the matter is now being reported as soon possible to next Board meeting.

09/25/08 – Board Assurance Framework (BAF)

A report of the Director of Nursing and Head of Risk was submitted and was presented by the Medical Director in the absence of the Director of Nursing.

In particular the Board was asked to note the two people risks that had been reviewed by the People Committee.

It was noted that a review of the BAF will take place at the Board Briefing in October – A paper for review by the Board, pending submission to the Board Briefing Day in October 2025 was attached as an appendix 2

09/25/09 – Chief Executive Officer

A report of the Chief Executive Officer was submitted.

The CEO highlighted the letter from CEO of the NHSE Sir James Mackey entitled “Building on our progress in the second half of 2025/26” The letter was attached and it set out the key priorities for the NHS for the rest of this year (2025/26).

The Board was advised that the EMB had already agreed to meet on 18 September 2025 to begin its planning process for 2026/27, and therefore within the context of Sir James Mackey’s letter the CEO took the opportunity to set out this Trust’s priorities for the remainder of the year which will in turn influence the Board’s strategic operational planning for next year. The priorities are:

a)         Achieve Financial Breakeven

b)         Achieve CIP in full, maximising recurrent schemes please thus reducing additional pressure on next year £20m

c)         Achieve corporate growth reduction £7.1m

d)         Achieve less than 28 minutes cat 2 mean

e)         Deliver capital plan in full

f)          Get safely through winter – maximise flu vaccination rates, reducing RPI, accelerate preparation for a major incident, reduce abstractions and maximise number of crews on the road

g)         Restore all PTS Key Performance Indicators

h)         Resolve PTS contracts

The CEO stated that deliver against its priorities it is essential that EMB maintain demonstrable leadership, grip and focus. The purpose was to restore the Trust to segmentation one for quarter two, and place us in a good position to become a new version of more empowered foundation trust next year.

The Chairman whilst supporting the thrust of the priorities felt that they should be caveated by including reference that these priorities are in the interests of patient care and it remains a priority of the Trust to sustain and improve clinical care; and asked the Board to endorse the priorities. The CEO acknowledged the Chairman’s point and stated that clinical care is the output from the priorities listed.

09/25/10 – Executive Scorecard & ICS Scorecard relating to Performance for the Month of August 2025

The Executive Scorecard of Key Performance Indicators (KPIs) for the month of August 2025 were submitted. The key indicators and trends were set out for review by the Board. The indicators covered operational performance, finance, workforce, and high-level clinical indicators. The scorecard was submitted in addition to the Trust Information Pack which contains Trust wide performance data and information and is circulated separately to the agenda.  

The CEO explained that the dashboards have also been discussed in detail at the Finance & Performance Committee. 

Mr Nat asked the Board to note the increasing number of compliments received and that this was testament to the high esteem in which the Staff of the Trust were held for the work that they undertake on a daily basis. The CEO thanked Mr Nat for this observation and stated that there has never been a year when these have declined, and that they are reported to the Annual Meeting of the Membership each year.

09/25/11 – The Winter Plan and Board Assurance Statement

A report of the Head of Emergency Preparedness, Resilience and Response (EPRR)The Winter Plan was submitted and presented at the meeting by the CEO.

This was the final version of the Winter Plan. There will not be a separate New Year or Festive Plan, these are incorporated into the Winter Plan. There will be more staff available and also the fleet has been increased and all will be operational in time to meet the Winter pressures.

This year NHSE set out a requirement for Boards to go through an Assurance Process which requires the CEO and Chairman to sign a Bard Assurance Statement subject the approval of the Board.

For the purpose of reassurance, the CEO stated that there have been planned events during the previous month to stress test the plan at both ICB and Regional level. This provides greater reassurance to the Board. The CEO stated that the pressures are beginning to build and its estimated that the Trust will lose circa 30,000 hours this month which is  possibly the worst September month on record.

The Plan will also be presented to the Council of Governors.

The Chairman indicated that he had reviewed the Plan in his capacity as designated Lead NED for EPRR and was able to provide additional reassurance that the plan was comprehensive.

Julie Jasper stated that she had read the document and asked that James Williams be commended for the document and the detail and felt that there was reassurance to the Board in approving the contents of the plan.

Vivek Khashu stated that he had shared the plan with the host ICB and at that UEC meeting, each of the Winter plans across the ICB area were shared. The feedback was that the contingency plan involving training High Dependency crews drawn from PTS would be deployed as a matter of last resort in the event the 999 response was to be seriously affected by hospital handover delays.  Vivek Khashu has informed stakeholders that it was in everybody’s interest to prevent this action from taking place, by ensuring patient flow is sustained through the winter period.  

09/25/12 – Board Development Programme – Confirmation of Expression of Interest submitted to NHSE

A Report of the Chief Executive Officer was submitted.

The Board at its Briefing session on 1 September 2025 agreed in principle to submit an expression of interest to undertake the year one NHS Provider Board Development Programme established by the NHSE. This programme will build on the Insightful Board approach published last year which supports leaders to effectively use the wealth of data and guidance available to lead and oversee organizations.  It should also be noted by the Board that having submitted the application the Board is not bound to proceed if it chooses not to proceed.

Given that the programme fosters collaboration the expression of interest has been submitted jointly with East Midlands Ambulance Service NHS Trust (EMAS). If successful, and following the programme, Boards will be encouraged to continue the journey as collaborative networks, sharing knowledge and fostering continuous improvement across the NHS.

Appendix 1 to the report submitted was an email from the National Director of Urgent & Emergency Care & Operations, and the Chief Workforce Training and Education Officer NHS England inviting expressions of interest from Provider Trusts. The email attached sets out the purpose of the Programme and how to make an application and states that through participation, all Boards will benefit from:

• Learning opportunities: Exchange best practices and insights with other Boards, fostering collaboration across the system.
• Board development: Access to high-calibre improvement expertise from recognised leaders in the field, enhancing your Board’s strategic capabilities.
• NHS England support: Direct facilitation to ensure smooth access and integration into the programme.

Appendix 2 is the joint expression of Interest submitted on behalf of this Trust and EMAS. The Board is asked to receive and endorse the submission of the expression of interest within the timescales set by the NHSE.

Appendix 3 is the Receipt notification which the Board was requested to note.

The Board will be updated on progress with the submission.

The report sought the Board endorsement for the action taken in submitting an expression of interest jointly with EMAS to undertake the year one NHS Provider Board Development Programme established by the NHSE

09/25/13 – Progress on Corporate Strategy Review and the NHSE 10-Year Plan

A report of the Strategy & Engagement Director was submitted reflecting the discussion at the Board’s strategy review day on 1 September 2025.

The Chairman took the opportunity to thank colleagues for their contributions at the Corporate Strategy review day on 1 September 2025. The Chairman stated that Dr Hatim Abdulhussein spent time with colleagues in the IT and training section which will hopefully develop.

Vivek Khashu advised the Board that as requested at the Strategy day, the Trust has contacted Health Innovation Network.

09/25/14 – Provider Capability Assessments

A report of the Strategy & Engagement Director was submitted.

The report updated the board on the new provider capability assessment process released by NHSE and the actions required by WMAS to submit the required information for NHSE by the requested deadline.

Vivek Khashu in presenting the report described it as a mini well led review. He indicated that there was a webinar with NHSE on 28 September 2025 at which further guidance will be provided and this could mean reviewing the document. Given that it is not due to be submitted until 22 October 2025, it was his intention to recirculate the document to Board members prior to submission.

Underpinning the document is a library of evidence that is available upon request.

Vivek felt that the key lines of inquiry may be the Contract dispute and the signing of the A&E contract, in addition engagement, although the Trust has a reasonable record on engagement and there is evidence included if Members wish to see it.

Carla Beechey requested that the People and Culture evidence should be circulated given the content. In addition, Suzanne Banks asked for sight of the Board level engagement evidence.

09/25/15 – Month 05 – Finance Update

A report of the Director of Finance was submitted.

The Director Finance took the Board through the report and highlighted the following:

• There was an £8.4 million deficit forecast against a planned deficit of £2.9 million, this is due to the ongoing issue of handover delays and no contribution as at August 2025 to the costs of lost hours.

• CIPs are fully identified.

• Capital Plan is progressing but has been reassessed due to notification of a reduction in funding, but the funding will be fully utilised.

• Cash Balances are healthy but it was noted that it does assume income by year end to cover handover delay costs. The outcome of the mediation process outcome will be reflected in future updates.

The forecast is still breakeven at year end.

Mr Nat said that the financial position has been discussed at Finance & Performance Committee. He specifically referred to the cash position now that there was an outcome to the mediation process and whether there was any concerns due to the timings. The Director of Finance indicated that the plan would have been to invoice monthly, but now when the contract is signed there will be a “funding catch up” at month six.

Julie Jasper also confirmed that the Finance & Performance Committee reviewed the current position in detail at its recent meeting and was able to give the Board assurance on the underpinning numbers.

09/25/16 – 2024 Staff Survey Closing Report

A report of the Director of People was submitted.

The report was circulated to Board Members separately with the request that any Members requiring clarification were to contact the Director of People.

There was no decision required other than the Board to note the content.

09/25/17 – WRES and WDES Annual Reports 2025 and Action Plans 2025-2026

A report of the Director of People was submitted.

The NHS Workforce Race Equality Standard (WRES) was introduced 2015 and is a set of specific measures (metrics) that enable NHS organisations to show progress ensuring employees from black and minority backgrounds have equal access to career opportunities

and receive fair treatment in the workplace. The WRES Action Plan is to be published annually.

The NHS Workforce Disability Equality Standard (WDES) came into force on 1 April 2019 and is a set of specific measures (metrics) that enables NHS organisations to compare the experiences of disabled and non-disabled staff.

The Equality and Inclusion WRES and WDES action plans cover the period from 2025-2026. Due to the nature of the reporting requirements and submission of WRES and WDES data timeframe, the action plans do not follow the financial year and as such the requirement is to publish these by 31st October 2025.

The director of People indicated that there were elements that crossed over into other workstreams such as the Staff Survey and that the People Directorate were avoiding duplication in terms of actions.

In conclusion and for assurance the Director of People highlighted the governance process followed to provide the board with assurance:

• Diversity and Inclusion, Steering Advisory Group – 30th June 2025
• Executive Management Board – 22nd July 2025
• People Committee – 4th August 2025

09/25/18 – Combined Clinical Directors Quality Report

A report of the clinical directors was submitted.

The Medical Director presented the report and highlighted:

• The Chief of Staff and Head of Service Transformation is currently covering the substantive Paramedic Practice and Patient Safety Director role on an interim basis and there was providing advice and support. To cover the Controlled Drugs Accountable Officer (CDAO) role, the Chief of Staff is undergoing the CDAO training, and the CQC, Home Office and NHS England will be updated. This training took place on 23/24th July 2025, and the Trust remains compliant.
• There is some sickness absences in the directorate but there is no concern to report currently.
• Handover delays remain the salient risk, with patients conveyed being delayed in terms of receiving timely intervention in the hospital setting, whilst those in the community who require conveyancing we cannot get to due to delays, and they are of greater concern. In addition, it will  continue to have a detrimental impact on staff morale.

The Chairman concurred with the Medical Director on handover delays and stated that the number one issue is patient care being dangerously compromised due to hospital handover delays. The Chairman stated that it also has wider implications for Trust in terms of staff morale and also the financial implications for the Trust. This remains a high risk on the Board Assurance Framework despite the mitigation the Trust has put in place.

09/25/19 – Service Delivery Report

A report of the Chief Operating Officer was submitted.

The report was considered in detail at the recent meeting of the Finance and Performance Committee.

• Activity is up 3% on year todate.

• Category 2 mean performance was achieved at 19:21 minutes, against the revised NHS target of 30 minutes and the Trust target of 28 minutes. Strong month on performance despite some yellow and amber hot weather warnings which meant we instigated some overtime to make this safe for patients.

• Hospital delays and the impact on staffing, patient and finances have already been picked up in this meeting but it remains a common thread. The Trust continues to experience significant handover delays, with 21,000 hours lost in August 2025 compared to 16,000 hours August 2024 which means this was a more difficult month compared to last year

Mr Nat confirmed that there had been a detailed discussion at the Finance & Performance Committee. The Committee was able to hear of the impact of handover delays not only on the Trust’s resources but also on the staff. The discussion also included discussion on how to incentivise staff morale due the handover delays.

Mr Fessal sought clarity on out of area calls and the policy which the CEO provided and highlighted that routinely there were no plans to take out of area calls, but indicated that the Trust will take calls for other areas, if the BT operator believes it to be a critical call and cannot connect that call to the host ambulance service then it will be forwarded to our control room. This will also happen in the event of a declaration of a major incident this Trust will stand ready to answer calls critical incident for other ambulance services, but not routinely.

The Chairman sought clarity on the reduction in DCA resource hours in August. The Chief Operating Officer stated that this was as a result of reduction in overtime availability, but the Trust did allow some overtime in August when performance got to critical levels and it was as a response to yellow and amber alerts for a short period given the weather conditions. In September there were high number of university student abstractions along with no overtime offer it had a direct impact that is shown in the DCA resource hours. However, with the recruitment progress the Trust will put out 206,000 hours this month, which is still not enough to meet demand. Going forward for October 2025, with the return of university abstractions and also the outcome of the work recruitment work by colleagues, the Trust was planning 250,000 hours.

Mrs Banks sought reassurance on the plan for completion of mandatory training updated during the winter period, especially without the use of overtime. The Chief Operating Officer indicated that it is obviously more of a challenge without the overtime availability, to date the Trust was looking at a completion rate of 80% of operational staff, and going forward the plan was to complete by November/ December all Personal Development Conversations between managers and their staff. This will free up staff for operational duties during the festive period and winter.

09/25/20 – Board Committee Reports and Minutes

16a – Audit Committee

It was noted that there were no Reports or Minutes to submit, to this meeting as the next meeting of the Committee is on 14 October 2025.

16b – People Committee

The report of the Chair of the meeting held on 2 June 2025 was submitted along with the minutes of the meeting held on 7 April 2025.

Mr Fessal highlighted the salient matters contained within the report of the People Committee.

The key points for escalation to the Board were:

• Request to review the management capacity within the wider model and strategy discussion at Board Strategy in September.
• We are currently partially compliant with the accessibility standards which we continue to work on.

16c – Finance and Performance Committee

To receive the Minutes of the Committee meeting held on 21 July 2025.

To receive a report from the Chair of the Committee on the salient matters and risks considered at the meeting held on 16 September 2025.

In the absence of the Chair of the Committee, Julie Jasper reported that there had been a granular discussion at the Committee and much of the Committee’s discussions are reported to the Board through the Finance Director and the Chief Operating Officer reports.

16d – Finance and Performance Committee

The Minutes of the Committee meeting held on 23 July 2025 was submitted and also a report from the Chair of the Committee on the salient matters and risks considered at the meeting held on 17 September 2025

The Chair of the Committee, Mrs Banks highlighted the salient points contained in the report and the key points for escalation to the Board were:

• The Information Governance action plan has made good progress, but with further work required. Increased demand in requests from Police and ICB’s. Work underway with IG team and Medical Director looking at standardising these processes.
• Cardiac Arrest deep dive took place following concerns raised at previous meetings around national audit performance. Comprehensive presentation and assurance given on work underway / action plans. Discussion around how to improve community response to cardiac arrest including education and training of the community, particularly those areas with increased health inequalities. Discussion also around ensuring WMAS workforce trained in BLS as members of the local community and staff. Community response manager recruited to work on the Community engagement and Health Inequalities work which also affects cardiac arrest outcomes.
• Facilitated session on Safety Culture Cards Exercise. This generated good discussion, and the same exercise will take place with HSRE group. A proposal will then be considered by EMB regarding proposed roll out across the Trust.
• CQC annual Medicines Management focus with Trust pharmacist to take place this month.    

09/25/21 – Board of Directors Schedule of Business

The Schedule of Business was submitted

09/25/22 – Any Other Business

There was no other business.

07/25/23 – The Date of the Next Meeting

Wednesday 26^th November 2025.