Agenda item

Purpose: To receive an update from South Central Ambulance Service on the key priorities and progress on their improvement journey since the CQC inspection in 2023.

Rebecca Murray (Chief Governance Officer, South Central Ambulance Service (SCAS)) and Kirsten Wills-Drewitt (Assistant Director of Operations, SCAS) presented the report on the performance, challenges, and ongoing improvements within SCAS, including updates on the group model with Southeast Coast Ambulance Service (SECAM) and the organisation’s Fit for the Future improvement plan. The report also covered operational performance, the recent business continuity incident, and progress with the Care Quality Commission (CQC) ratings.

It was explained that the report covered operational performance data for West Berkshire from April 2025 to February 2026, including response times for Category 1 and Category 2 calls. Category 1 mean response times were reported as 8 minutes 51 seconds, exceeding the national target of 7 minutes. Category 2 response times were 31 minutes 32 seconds, slightly above the target of 30 minutes. It was noted that hear and treat rates had increased to 17.2%, and see and treat rates had risen to 32.1%, reflecting efforts to manage more patients in the community and reduce hospital conveyances.

During the debate the following points were discussed:

·         It was clarified that Category 1 calls involved life-threatening emergencies, such as cardiac arrests, while Category 2 calls included conditions like strokes and chest pains. Categories 3 and 4, which were not detailed in the report, involved less urgent cases. It was suggested that future reports include clearer explanations of the categories and their associated targets for comparison.

·         A question was raised about the clarity of the graphs in the report, particularly the trend lines and axes. It was explained that the trend lines represented response times, while the bars showed the number of incidents. It was suggested that future reports include clearer explanations and annotations to improve accessibility for readers unfamiliar with the data.

·         It was reported that SCAS experienced a business continuity incident from 16 January to 2 February 2026 due to resource pressures and fleet availability issues. This was declared during a period of sustained disruption and included reports of patient harm. The incident was managed through a command structure, daily calls, and a focus on recovery. Borrowing crews and vehicles from other areas was a key part of the response.

·         It was asked whether the same issues could arise next winter. It was explained that steps had been taken to minimise the risk, including the introduction of a third workshop for vehicle maintenance, the procurement of new ambulances (including electric vehicles), and changes to rostering practices. However, it was acknowledged that winter pressures would always present challenges.

·         It was discussed that the age of SCAS’s ambulance fleet was a significant factor in the business continuity incident. It was noted that SECAM had received more investment in fleet, and SCAS was now working to address this disparity. The introduction of new vehicles was expected to improve resilience.

·         It was confirmed that the group model with SECAM was not a merger but a collaborative approach to improve resilience, reduce health inequalities, and align commissioning specifications. A single chief executive and chair would be appointed for both organisations. It was explained that the group model aimed to standardise clinical pathways, reduce variation, and create alternatives to emergency department conveyances. This was expected to ease pressure on acute hospitals and improve patient outcomes.

·         It was noted that the group model would also involve consolidating back-office functions, aligning digital systems, and developing a strategic estates plan. The timeline for digital alignment was acknowledged to be lengthy, with procurement processes required for new systems.

·         A question was asked about the potential disruption to staff during the transition to the group model. It was explained that frontline staff would not be moved across geographies, and the changes were expected to impact senior leadership and board-level roles more significantly. Staff had been informed and were generally supportive of the changes.

·         It was asked whether the group model would help address the issues experienced during the business continuity incident. It was explained that the model would allow for shared learning and best practices between SCAS and SECAM, particularly in areas such as fleet management and operational alignment.

·         It was reported that SCAS had exited the NHS England Recovery Support Programme and had undergone two unannounced CQC inspections in 2025. The Emergency Operations Centre was rated “Good,” while Emergency and Urgent Care was rated “Requires Improvement.” A well-led inspection in January 2026 did not raise immediate concerns, and areas for improvement were already included in SCAS’s Fit for the Future plan.

·         It was noted that SCAS’s Fit for the Future plan was in its second year and focused on five strategic objectives, including improving response times, patient outcomes, and staff development.

·         A question was asked about the clear-up process for ambulances. It was explained that this referred to the time taken to clean and prepare a vehicle for the next patient. It was confirmed that this did not include time for staff to process traumatic incidents, although psychological support was available for staff.

·         It was asked whether SCAS received many inappropriate calls and how these were managed. It was explained that call handlers were trained to triage calls and direct individuals to the appropriate service, such as 111. SCAS was also using hear and treat and see and treat models to reduce unnecessary ambulance dispatches. It was suggested that public health messaging could help reduce inappropriate calls by raising awareness of when to call an ambulance.

·         It was noted that the introduction of electric ambulances would require changes to vehicle scheduling to account for charging times. Staff were being encouraged to plug in vehicles whenever possible, and the new fleet director was overseeing improvements in fleet management.

The committee thanked Rebecca Murray and Kirsten Wills-Drewitt for their report and responses to questions.