Strategy Timelines 2025-2030 - November 2025

Meeting: Public Board

Date: 05 November 2025

Report Title: 2025 – 2030 Strategy timelines

Agenda Item: PUB25/11/5.1

Author: Chris McGregor, Deputy Director of Commercial Services

Lead Director: Dr Hein Scheffer, Director of Strategy, Transformation and Governance

Purpose: Discussion / Review

Assurance: Limited

Link to CQC domain:

Caring
Responsive
Effective
Well-led
Safe

Link to EEAST Strategic Mission:

Patient Mission
Partnership Mission
People Mission
Productivity Mission

Link to Strategic Risk:

SR1 Demand and Capacity
SR2 Quality Governance
SR3 Infrastructure
SR4 Finance and Resource
SR5 Cyber Security
SR6 System Partnership
SR7 Workforce Sustainability
SR8 Staff Retention
SR9 Organisational Development

Equality Impact Assessment: No negative impact identified

Previously considered by: Strategy and Governance Group

Purpose: The purpose of this paper is to outline the progress and current timelines for the development of EEASTs 2025 – 2030 strategy.

Recommendation: The Board is asked to note the updated timelines and planned stages of the strategic development and associated missions.

Executive Summary:

The development and implementation of the EEAST Strategy 2025–2030 has continued to progress effectively. The four strategic missions—Patients, People, Partnership, and Productivity—have been clearly defined, and their respective timelines refined following comprehensive consultation with all executive leads.

To ensure the strategy is fully embedded across the organisation and resonates with both our workforce and the communities we serve, particular attention has been given to engagement and alignment. In support of this, the timelines for the Productivity and People missions have been reprofiled to allow sufficient time for executive leads to engage meaningfully in the define and design phases.

Insights and learning from earlier engagement activities—particularly those undertaken during the development of the Patient and Partnership missions—are being used to inform the approach to subsequent missions. This iterative process ensures that each mission benefits from tested engagement methodologies and stakeholder feedback.

Executive leads have confirmed that the revised timelines are both realistic and achievable, and that they align with current organisational priorities and operational capacity. This strategic recalibration supports the delivery of a coherent, inclusive, and sustainable transformation programme across the Trust.

The stages of the strategic development are outlined below:

Stage 1- DEFINE (Analyse, Define, Plan)			Stage 2- DESIGN (Design and Refine)		Stage 3- APPROVE
Analyse	Define	Plan	Design	Refine	Approve
1	2	3	4	5	6
Understand and build the evidence base for change	Set a clear unifying Trust Vision for the type of organisation we want to be in 2030 An organisation that is: e.g. Better connected, co-ordinated, integrated and sustained	Set clear, defined outcomes for each of the key productivity areas we want to achieve by 2030 Vision 2030	Understand the high-level options that would get us there	Complete options appraisal to understand impact of options and reach an agreed recommended option	Ready for ELT and Board conversation to Test Then on to building a delivery plan and setting change requirements as part of the transformation pipeline
Use all inputs to analyse all DRIVERS and the BARRIERS to change in reaching the vision	Expand using the following key productivity areas: Technology, Fleet, Estate,Finance & Procurement, Resource, Informatics, and People	Map Design Principles	Define Roadmaps & Large Programmes of work	Complete options appraisal to understand impact of options and reach an agreed recommended option	Ready for ELT and Board conversation to Test Then on to building a delivery plan and setting change requirements as part of the transformation pipeline
SWOT Analysis of the productivity areas	Expand using the following key productivity areas: Technology, Fleet, Estate,Finance & Procurement, Resource, Informatics, and People	Map Design Principles	Define Roadmaps & Large Programmes of work	Complete options appraisal to understand impact of options and reach an agreed recommended option	Ready for ELT and Board conversation to Test Then on to building a delivery plan and setting change requirements as part of the transformation pipeline

People and Partnership Mission – Define and Design stage nearing completion with final review due in Dec 2025 allowing progression through to delivery stages.

Productivity Mission – Currently in the Define and Design stage, detailed engagement plan is currently underway to ensure all aspects are co-designed.

**People Mission **– Define and Design stage planned to commence Jan 2026.

Introduction / Background:

The East of England Ambulance Service NHS Trust (EEAST) developed its 2025–2030 strategy to set a clear and ambitious direction for the organisation over the next five years. The strategy focused on saving lives, investing in our people, and supporting our partners, and was shaped through the Trust’s most extensive engagement programme to date.

The development process followed a two-part approach:

Evidence-Based Review The Trust undertook a comprehensive review of its policies, performance (2020–2025), and regional health and demographic data. This analysis highlighted key challenges, including an ageing population and increasing service complexity, which informed the strategic focus on:

Enhancing partnership working
Tailoring emergency response models
Improving culture, values, and productivity
Leveraging technology for innovation

Collaborative Engagement Over a six-month period, the Trust engaged more than 2,000 staff, volunteers, patients, and partners, who contributed over 12,000 ideas, comments, and votes. This engagement explored the future role of ambulance services, workplace culture, and service improvement. Key themes that emerged included:

The need for a unified vision and measurable outcomes
Shared responsibility for delivering strategic goals
Embracing continuous learning and inclusive behaviours
Clear behavioural expectations and delivery plans

Strategic Missions The strategy was structured around four core missions:

Patient Mission: To deliver fair, responsive, high-quality urgent and emergency care.
People Mission: To create a supportive, inclusive, and empowering environment for staff and volunteers.
Partnership Mission: To connect patients to the right care through integrated regional collaboration.
Productivity Mission: To operate as an efficient, innovative, and sustainable healthcare partner.

The strategy translated these missions into practical actions, including:

Reducing emergency response times
Improving workforce wellbeing and retention
Co-designing care models with partners
Planning sustainable fleet and estate investments
Enhancing digital capabilities and data use

A new behaviours framework was also introduced, aligned with EEAST’s values—Accountable, Respectful, Excellent—to guide organisational culture and performance.

Through this strategy, EEAST positioned itself not only as a responder but as a regional leader in urgent and emergency care, committed to continuous improvement, innovation, and collaboration.

How does this report link with EEAST’s vision, purpose and values?

Patient mission: To provide high-quality urgent and emergency care that is fair, responsive and focused on patient need.
People mission: To provide a supportive, inclusive and empowering environment for our people. It will support individual and organisational performance.
Partnership mission: To connect patients to the best care, at the right time, first time, every time through working with our partners.
Productivity mission: To be an innovative, efficient and sustainable healthcare partner, to meet the needs of our communities within the resources available to us.

Summary:

The EEAST Strategy 2025–2030 remains firmly on track, with all four strategic missions progressing in line with refined timelines and executive oversight. Reprofiling of key phases has enabled deeper engagement, ensuring realistic and achievable delivery aligned to organisational priorities.