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| Version 0 | Version 1 |
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| 'No merger' at troubled East Midlands Ambulance trust | |
| (about 20 hours later) | |
| A troubled ambulance trust in talks with a neighbouring service about working together more closely has ruled out a full merger. | |
| East Midlands Ambulance Service (EMAS) is struggling financially and has some of the worst response times in England. | |
| It is thought the trust's non-executive directors had discussed merging with West Midlands Ambulance Service. | |
| Pauline Tagg, chair of EMAS, said support from the West Midlands is being considered but ruled out a merger. | |
| Both trusts said discussions on a "range of options" had taken place but talks were at an early stage. | Both trusts said discussions on a "range of options" had taken place but talks were at an early stage. |
| The two services together cover a population of 10.4m people and cover 11,500 sq miles. | |
| Missing targets | Missing targets |
| EMAS recently applied for a loan after ending the year £12m in debt, and chief executive Sue Noyes stood down last month. Its response times to the highest-priority emergency calls in 2014-15 were well below national targets. | EMAS recently applied for a loan after ending the year £12m in debt, and chief executive Sue Noyes stood down last month. Its response times to the highest-priority emergency calls in 2014-15 were well below national targets. |
| It is understood EMAS first approached the West Midlands trust - which had some of the best response times in the country - for help around six weeks ago. | It is understood EMAS first approached the West Midlands trust - which had some of the best response times in the country - for help around six weeks ago. |
| The BBC understands that although the non-executive directors at EMAS believe a merger is the right option, there has been resistance from the trust's other management. | |
| In a letter to staff, chairwoman Pauline Tagg said she had been talking to WMAS about the potential for chief executive Dr Anthony Marsh, to provide support. | In a letter to staff, chairwoman Pauline Tagg said she had been talking to WMAS about the potential for chief executive Dr Anthony Marsh, to provide support. |
| "This option, and others, is still being explored and discussions have not yet come to a conclusion," she said. | "This option, and others, is still being explored and discussions have not yet come to a conclusion," she said. |
| It is understood Mr Marsh, who previously took on a part-time role as head of the East of England Ambulance Service, was interviewed by EMAS. | It is understood Mr Marsh, who previously took on a part-time role as head of the East of England Ambulance Service, was interviewed by EMAS. |
| However, sources told the BBC Dr Marsh, who was heavily criticised over his salary in the dual roles, was concerned he would face similar attacks if he stepped in to oversee the East Midlands Trust. | However, sources told the BBC Dr Marsh, who was heavily criticised over his salary in the dual roles, was concerned he would face similar attacks if he stepped in to oversee the East Midlands Trust. |
| In a statement, West Midlands Ambulance Service confirmed it had been approached "to explore how we might assist" and "a range of options" had been discussed but nothing yet agreed. | In a statement, West Midlands Ambulance Service confirmed it had been approached "to explore how we might assist" and "a range of options" had been discussed but nothing yet agreed. |
| Dr Iestyn Williams, senior lecturer in health policy and management at the Health Services Management Centre in Birmingham, said that large mergers are complex and often do not provide the anticipated benefits. | Dr Iestyn Williams, senior lecturer in health policy and management at the Health Services Management Centre in Birmingham, said that large mergers are complex and often do not provide the anticipated benefits. |
| "It can cost millions of pounds and run into years. | "It can cost millions of pounds and run into years. |
| "The productivity and efficiency can be affected and it can be years before the benefits materialise." | "The productivity and efficiency can be affected and it can be years before the benefits materialise." |
| How the services compare: | How the services compare: |
| West Midlands Ambulance Service | West Midlands Ambulance Service |
| Serves population of 5.6m | Serves population of 5.6m |
| Area: More than 5,000 sq miles covering Shropshire, Herefordshire, Worcestershire, Staffordshire, Warwickshire, Coventry, Birmingham and Black Country | Area: More than 5,000 sq miles covering Shropshire, Herefordshire, Worcestershire, Staffordshire, Warwickshire, Coventry, Birmingham and Black Country |
| Number of calls a day: 3,000 | Number of calls a day: 3,000 |
| Number of staff: 4,000 | Number of staff: 4,000 |
| East Midlands Ambulance Service | East Midlands Ambulance Service |
| Serves population of: 4.8m | Serves population of: 4.8m |
| Area: 6,425 square miles covering Derbyshire, Leicestershire and Rutland, Lincolnshire, Northamptonshire and Nottinghamshire | Area: 6,425 square miles covering Derbyshire, Leicestershire and Rutland, Lincolnshire, Northamptonshire and Nottinghamshire |
| Number of calls a day: 2,000 | Number of calls a day: 2,000 |
| Number of staff: 2,700 | Number of staff: 2,700 |