NHS - South Central Ambulance Service NHS - South East Coast Ambulance Service

South Central
and South East
Ambulance Group

Building a Safer, Sustainable Ambulance Service.

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Ambulance Group

Case for Change

Supporting our people

South Central Ambulance Service NHS Foundation Trust (SCAS) and South East Coast Ambulance Service NHS Foundation Trust (SECAmb) operate within a challenging performance and financial environment that requires transformation to ensure a sustainable future for the provision of Ambulance Services across the South East of England.

CEO Statement

We are delighted to share an important update about how South Central Ambulance Service (SCAS) and South East Coast Ambulance Service (SECAmb) are working together to strengthen ambulance services across the South East.

Over recent months, both organisations have been exploring how closer collaboration can help us deliver better care for patients and greater support for our staff.

The creation of the South Central and South East Ambulance Group is the first ambulance group model of its kind in England.

This is a positive step forward. By combining our expertise and resources, we can respond more effectively to growing demand, invest in innovation that benefits patients and create new opportunities for staff development.

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Case for Change

Meeting the needs of our patients:

We recognise that there is more we can be doing to deliver timelier responses to patients. In 2024/25 in the South East, the most urgent calls (Category 1) took an average of 8 minutes 38 seconds – above the 7-minute target. For Category 2 emergencies, the average was 30 minutes 11 seconds against an 18-minute constitutional standard.

We also know that clinical outcomes can vary significantly across the region. This is a result of differing service models and historic fragmentation in commissioning. By working together, we aim to level up and enhance our response to patients. Working with a region-wide single strategic commissioning, we will be able to standardise our model, harmonise our deployment, and improve our training and approach pathway development. This will ensure more equitable clinical outcomes and improved performance for our patients.

What makes this even more important to act now is that the South East has one of the fastest growing older populations in the country. By 2034, the number of people aged over 85 is expected to rise by more than 60 per cent. This, along with differences between urban, coastal and rural areas, means demand for ambulance services could increase by over 20 per cent in the next decade.

Our plans are consistent with the NHS 10 Year plan. By working together, we will be able to affect the changes at a larger scale, ensuring that the much-needed service changes both within the Ambulance Service as well as across other parts of the healthcare system are affected, enabling the key shift from Hospital to Community.

Case for Change

Financial sustainability:

Bringing SCAS and SECAmb together offers a real opportunity to strengthen our long-term sustainability. Currently the two Trusts face similar financial challenges, with projected underlying deficits for 25/26. National NHS and government Department for Health and Social Care plans call for significant efficiency improvements - for SCAS and SECAmb this means reducing overheads and delivering a surplus of the next three years.

By working as one group, we can meet these goals faster, more effectively, and ensuring we protect patient safety. Shared resources, streamlined processes and reduced duplication will unlock savings and allow us to invest more in frontline care. Collaboration isn’t just about balancing the books - it’s about building a sustainable and Fit for the Future ambulance service for the South East.

Case for Change

Transform our services:

By working together, SCAS and SECAmb can share resources, standardise clinical models, and improve patient care. We believe that joint planning could unlock efficiencies worth over £10 million and deliver wider benefits of potentially up to the equivalent of £80 million through aligned commissioning, standardisation of service provision and better integration with other health services. This means more patients can be treated in the right place, reducing unnecessary trips to emergency departments.

Ultimately, this group is about creating a safe, effective and sustainable ambulance service for everyone in the South East. This collaboration is about improving response times, reducing variation in care and meeting the needs of a growing population.

By moving forward together as an Ambulance Group, we expect to be able to move faster into realising our jointly held vision and strategies for the role we play in healthcare, providing life-saving emergency response to those who needs us the most, and care navigation and an appropriate urgent response closer to home for those who don’t need to attend an Emergency Department.

Case for Change

Meeting the needs of our patients:

We recognise that there is more we can be doing to deliver timelier responses to patients. In 2024/25 in the South East, the most urgent calls (Category 1) took an average of 8 minutes 38 seconds – above the 7-minute target. For Category 2 emergencies, the average was 30 minutes 11 seconds against an 18-minute target.

We also know that clinical outcomes can vary significantly across the region. This is a result of differing service models and historic fragmentation in commissioning. By working together, we aim to level up and enhance our response to patients. Working with a region-wide single strategic commissioning, we will be able to standardise our model, harmonise our deployment, and improve our training and approach pathway development. This will ensure more equitable clinical outcomes and improved performance for our patients.

What makes this even more important to act now is that the South East has one of the fastest growing older populations in the country. By 2034, the number of people aged over 85 is expected to rise by more than 60 per cent. This, along with differences between urban, coastal and rural areas, means demand for ambulance services could increase by over 20 per cent in the next decade.

Our plans are consistent with the NHS 10 Year plan. By working together, we will be able to affect the changes at a larger scale, ensuring that the much-needed service changes both within the Ambulance Service as well as across other parts of the healthcare system are affected, enabling the key shift from Hospital to Community.

Case for Change

Financial sustainability:

Bringing SCAS and SECAmb together offers a real opportunity to strengthen our long-term sustainability. Currently the two Trusts face similar financial challenges, with projected underlying deficits for 25/26. National NHS and government Department for Health and Social Care plans call for significant efficiency improvements - for SCAS and SECAmb this

By working as one group, we can meet these goals faster, more effectively, and ensuring we protect patient safety. Shared resources, streamlined processes and reduced duplication will unlock savings and allow us to invest more in frontline care. Collaboration isn’t just about balancing the books - it’s about building a sustainable and Fit for the Future ambulance service for the South East.

Case for Change

Transform our services:

By working together, SCAS and SECAmb can share resources, standardise clinical models, and improve patient care. We believe that joint planning could unlock efficiencies worth over £10 million and deliver wider benefits of potentially up to the equivalent of £80 million through aligned commissioning, standardisation of service provision and better integration with other health services. This means more patients can be treated in the right place, reducing unnecessary trips to emergency departments.

Ultimately, this group is about creating a safe, effective and sustainable ambulance service for everyone in the South East. This collaboration is about improving response times, reducing variation in care and meeting the needs of a growing population.

By moving forward together as an Ambulance Group, we expect to be able to move faster into realising our jointly held vision and strategies for the role we play in healthcare, providing life-saving emergency response to those who needs us the most, and care navigation and an appropriate urgent response closer to home for those who don’t need to attend an Emergency Department.

The Benefits

Why This Change Matters

We’re creating a safer, more sustainable ambulance service for the South East- one that delivers better care for patients and better support for our people.
By working together as a group, aligned with a single regional strategic commissioner, SCAS and SECAmb can reduce variation, improve outcomes and unlock new opportunities for our staff, all while investing more in frontline care.

Better for Patients
Better for Our People
  • Consistent High-Quality Care: Standardising clinical pathways across the South East will reduce variation in care and improve outcomes for patients
  • Right Care,  Right Place: Enhanced care navigation will lead to fewer unnecessary trips to Emergency Departments, ensuring patients receive the most appropriate treatment quickly and safely.
  • Improved Experience: Aligning operational models will make services more reliable and responsive, giving patients confidence in the care they receive.
  • More Investment in Care: By reducing corporate and support costs, we can direct more resources to frontline services where they make the biggest difference.
  • Patient Voice at the Heart: We will involve patients in shaping and tracking these benefits, ensuring their needs guide every decision.
Better for Patients
Better for Our People
  • Greater Job Satisfaction: Standardised models and improved response times will help staff deliver timely, effective care - reducing the stress and moral injury of delays.
  • Empowered Teams: A group structure will create and rely on strong local divisions with real autonomy and accountability, giving frontline teams more control on how local patient needs are met
  • Clearer Career Paths: Staff will have access to wider opportunities, easier movement across the region, and better progression routes.
  • Enhanced Support: Consistent People and occupational health services will provide better, more consistent support for our people.
  • Flexibility and Mobility: Removing retraining barriers will make it easier for colleagues to move between areas, improving work-life balance and opening up new roles.
Better for Patients
  • Consistent High-Quality Care: Standardising clinical pathways across the South East will reduce variation in care and improve outcomes for patients
  • Right Care,  Right Place: Enhanced care navigation will lead to fewer unnecessary trips to Emergency Departments, ensuring patients receive the most appropriate treatment quickly and safely.
  • Improved Experience: Aligning operational models will make services more reliable and responsive, giving patients confidence in the care they receive.
  • More Investment in Care: By reducing corporate and support costs, we can direct more resources to frontline services where they make the biggest difference.
  • Patient Voice at the Heart: We will involve patients in shaping and tracking these benefits, ensuring their needs guide every decision.
Better for Our People

Frequently Asked Questions

Public Questions Staff Questions Contact Form

01 What is the new group model?

Both organisations will remain separate legal entities and continue delivering local services but by working as one group we can share resources, standardise clinical models and improve patient care across the Southeast.

We will not form a group immediately, the first step will be to deepen our collaboration by aligning under a single leadership structure, with a Chair in Common and a Group CEO who will be tasked to develop the formal Group.

02 Why are the two services joining forces?

Demand for ambulance services is rising and both organisations face financial challenges. By collaborating, we can reduce duplication, improve efficiency and invest more in frontline care.

This approach also helps us meet NHS requirements for sustainability and performance improvement.

03 Will this change how I access ambulance services?

The way you access care will not change. You will still call 999 in an emergency and 111 for urgent advice. Our goal is to make sure the care you receive is faster, more consistent and better integrated with other health services.

04 Will response times improve?

By aligning operational models and sharing resources, we aim to reduce variation in response times across the region. This means more patients will receive timely care, especially for life-threatening emergencies – that is our aim.

05 Will local services disappear?

Local ambulance response locations and teams will remain in place. The group model strengthens local delivery by giving teams more support and clearer divisional structures, while ensuring patients continue to receive care that meets local needs.

06 How will this benefit patients?

Patients will see:

  • More consistent care across the South East
  • Fewer unnecessary trips to Emergency Departments, thanks to better care navigation and alternative pathways
  • Improved outcomes through standardised clinical models
  • More resources directed to frontline care, as we reduce corporate overheads

07 How will this benefit staff?

Staff will have:

  • Better career opportunities and clearer progression routes
  • Improved support services, including occupational health
  • Greater flexibility, with easier movement across the region without retraining
  • Empowered local teams, with more autonomy and accountability

08 Will this save money?

By reducing duplication and corporate overheads, we believe we can unlock millions in savings. These savings will be reinvested into patient care and frontline services, helping us deliver better outcomes without compromising quality.

09 Will patients be consulted on these changes?

Patients will be engaged throughout the development of the group model and their feedback will help shape how benefits are delivered. However, this will not be a full public consultation because both services will remain in place, continuing to respond to local needs.

10 When will these changes happen?

The transition will be phased over the coming months and years. We will share regular updates on this microsite so you can follow progress and see how improvements are being delivered.

SCAS and SECAmb are beginning a journey to work more closely together under a group model. The first step will be appointing a shared Chair and Chief Executive to provide unified leadership. Over time, this approach will help us improve patient care, support our people, and create a sustainable future for ambulance services in the Southeast.

01 What is the group model?

The group model will bring SCAS and SECAmb together under a single leadership structure while keeping both organisations as separate legal entities. This means shared governance, aligned strategies and joint working at scale but local services and identities will remain.

02 Why are we making this change?

Both services face rising demand, workforce pressures and financial challenges. By working as one group, we can reduce duplication, standardise clinical models and invest more in frontline care. This approach also helps us meet NHS requirements for sustainability and performance improvement.

03 Will my job change?

For most staff, there will be no immediate changes to roles or responsibilities. The initial focus is on leadership alignment. Over time, there may be new opportunities for career progression, mobility across the region and involvement in shaping new ways of working. Any changes will be communicated clearly and will follow the respective organisational change policies.

04 Will there be job losses?

At this stage, this will only affect the Chair and CEO roles, as the first step is leadership alignment, not workforce reduction. If future changes are needed to improve efficiency, we will follow NHS processes and support colleagues through redeployment and other options. Our priority is to protect staff wherever possible.

05 How will this benefit staff?

  • Better career opportunities across a larger organisation
  • Clearer progression routes and development pathways
  • Improved support services, including occupational health
  • Greater flexibility, with easier movement between areas without retraining
  • Empowered local teams, with more autonomy and accountability

06 Will my terms and conditions change?

There are no immediate changes planned as outlined before both organisations will remain separate employers and existing terms and conditions will continue to apply.

07 How will this improve patient care?

Standardising clinical pathways and operational models will reduce variation and improve outcomes. Enhanced care navigation will mean fewer unnecessary trips to Emergency Departments and resources saved from duplication will be reinvested in frontline services.

08 What does this mean for leadership and management?

The Group Chief Executive and Group Chair will lead both SCAS and SECAmb's Trust Boards. They will be Chief Executive and Chair of the two trusts. Local structures will remain, with earned autonomy and accountability to ensure decisions reflect local needs.

09 Will staff be involved in shaping the changes?

Staff engagement is a priority. We will share updates and involve colleagues in designing new models in the future. However, it is important to note that this is not a full consultation because both services will remain, but your voice matters in shaping how the group works.

10 When will this happen?

The transition will be phased over the coming months and years. We will provide regular updates through internal channels and the microsite, so you know what’s happening and when.

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