Our Values

Help us to shape our vision – what might EMAS look like in five years?

EMAS ambulance on the road.png
On the road: Mapping out our strategic direction

Health and social care in England is constantly evolving. Not only do we have to meet the changing needs of the population but we must ensure we do it in the most effective and efficient way possible.

This means different organisations within the NHS must adapt to make best use of things like new technology and advances in medicine as well as working more effectively with each other to ensure people receive the highest quality care available.

East Midlands Ambulance Service NHS Trust (EMAS) is playing a leading role locally, regionally and nationally in these changes and, as a result, we are talking about how our organisation’s vision and values might need to change.

Our vision and values are a set of statements that underpin how we behave as individuals and as an organisation and give us a clear sense of direction – both on a day-to-day basis and in the longer term.

We want to find out what our stakeholders think (that’s anyone and everyone who has an interest in EMAS – from patients and their families and our own staff, right through to Government ministers and Whitehall officials).

We would like you to tell us what you like, what you don’t like and how you think we can improve the wording to best reflect our service.

Nothing has been decided yet, but as a starting point we have adapted our current vision and values to reflect the changes we think will take place over the next five years and beyond.

You can download our draft Vision on a page document and send any comments to emascommunications@emas.nhs.uk

You can also complete our online questionnaire to give your views.

This is how they look at the moment with questions after each section to help guide your comments.



Our draft vision statement

Responding to patient needs in the right way, developing our organisation to become outstanding for patients and staff, and collaborating to improve wider healthcare.

Our vision as strategic priorities – the Big Three

Respond | Develop | Collaborate

Our mission

Building trust and confidence in EMAS and our people

Our values

Respect | Integrity | Contribution | Teamwork | Competence

Discussion questions:

  1. What do you think should be in our vision statement?
  2. Can you suggest a vision statement that might work for EMAS? Something inspirational that describes a goal we all want to achieve.

Revised Values

Our values have been updated to reflect our commitment to encouraging innovation, team and partnership working, and looking outwards as well as inwards

(The text in bold shows where updates have been made)

EMAS has five values which underpin everything we do, including the way we deliver our services and how we all work with others. By living these values and supporting others to do the same, we will help to make sure that EMAS is an organisation we can all be proud of.

Respect: Respect for our patients and each other

Integrity: Acting with integrity by doing the right thing for the right reasons

Contribution: Respecting and valuing everyone’s contribution, and encouraging innovation

Teamwork: Working together, supporting each other, and collaborating with other organisations

Competence: Continually developing and improving our competence.


Discussion questions:

  1. Do you think the values are well-known to everyone at EMAS?
  2. Do you think everyone lives by the values at present?
  3. How can we embed our values more effectively within our organisation?
  4. How should we improve the way we use our values?

What do we want to become leaders of in five-plus years?

Our use of technological solutions to address wider healthcare issues and drive improvement

Our proactive work on mental health – patients (prevention and management with partners), and staff (health and wellbeing)

Becoming national leaders for our work on patient safety?

Achieving equality and diversity within our workforce?

Demonstrating international best practice for our clinical outcomes for patients with cardiac arrest?

Developing and embedding the paramedic skillset in multi-disciplinary team approaches across wider healthcare (led by EMAS)?

Developing a positive organisational culture that means staff want to work here and have high levels of satisfaction?

Identifying and managing sepsis (across all geographies), building on the success of our pilot within Lincolnshire?


Discussion questions:

  1. Which areas do you think we could focus on so that we stand out from the rest in five or more years? This might be an area where we’re making good progress, or something we haven’t yet started.
  2. Do you think we should choose one thing to focus on, or are they all equally important?

The Big Three

Respond | Develop | Collaborate

These are in no particular order – all are equally important



Together, we will respond to patient needs in the right way

We will know we have achieved this when:

        We are making full use of the care pathways available and maximising the number of patients treated at home or close to home

        We have the right number of staff in post with the right mix of skills, knowledge and training to respond flexibly to all patient needs

        We have the right number, type and age of vehicles on the road

        We have access to the right equipment, ambulances and staff to meet patient demand and need.


We will develop our organisation to become outstanding for patients and staff

We will know we have achieved this when:

        Our patients report consistently high levels of satisfaction

        Our staff and volunteers report that they are proud to work for EMAS

        We are consistently delivering the Ambulance System Indicators (including patient quality measures), and the NHS Oversight Framework

        Our workforce is well, healthy, engaged and satisfied, and everyone exemplifies the EMAS values in all that we do

        Our staff and volunteers have access to opportunities, education and training to support their career development

        We have realised benefits from developing and modernising our estate

        We have achieved a CQC rating of ‘outstanding’ and are consistently meeting our financial targets.



We will collaborate with other organisations to reduce healthcare demand and improve wider healthcare

We will know we have achieved this when:

  • We have led and contributed to improvements in key areas of healthcare that matter most to EMAS, our patients and our partners across the area we serve. We will insert specific areas of focus to be determined with system partners during engagement, e.g:
    1. More patients treated at home or closer to home (non-conveyance)
    2. Closer collaboration between the two regional clinical hubs (999 and 111)
    3. Mental health (prevention and demand management)
    4. Improve pathways (but which ones?)
    5. Reduce the number of 111 referrals into 999.


  •  Our local communities are accessing emergency and urgent care services in a way that reflects their clinical needs.



Discussion questions:

  1. What do you like about our Big Three?
  2. What don’t you like?
  3. What would you change or how would you improve them?