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CAA 2023 - 2028 Strategy

David Waters

Chief Executive, The Council of Ambulance Authorities

Representing our members in the ambulance sector sits at the top of CAA’s agenda, having a united strong voice to advocate for sustainable funding, for improved conditions in ambulance, and having a role in the shaping of future health systems, is one we strive to do and will focus on heavily over the next years.

The opportunities to better our sector are many and CAA takes on the challenge. We aim to work with our members, partners and indeed everyone that touches the lives and work of Australasian Ambulance Health Services.



Howard Wren

Board Chair, The Council of Ambulance Authorities

Chief Officer, ACT Ambulance Service

Looking after our people, ensuring safe and healthy workplaces, growing the reputation of ambulance services and our teams and ensuring strong funding and government commitments that will enable us to fulfill our commitments to our teams, needs to be of strong focus for our future as an organisation.

We are committed to building a diverse workforce with strong leadership and a pipeline of upcoming leaders and managers entrusted to pave the way for a strong sector.




Key Pillars

The key pillars that align with our five year strategy plan. See further in the detailed strategy above


The Council of Ambulance Authorities (CAA) is committed to providing a unified voice for the ambulance sector with the aim to provide our members and the wider sector support and guidance in all matters relating to ambulance service delivery.


  • Be the peak body and provide a unified voice for the Australasian ambulance sector.
  • Provide an Australasian voice to the global ambulance space.
  • Building relationships with National and State/Territory Governments.
  • Continue to expand CAA’s relationship with associated organisations working across health, emergency management, and volunteer fields.

Knowledge & Information

Providing the sector with ways to connect, share, exchange ideas and build strong relationships that span across borders and oceans, is something CAA has excelled at and will continue in the future.


  • Provide networking opportunities for all members of the Australasian ambulance sector, with internal and external parties.
  • Update the CAA Groups structure to ensure the best methods for inter-agency exchange and knowledge sharing.
  • Continue to build strong data collections and analytics portfolios, providing timely informative statistics.
  • Work to grow CAA’s internal research capacity and develop strong partnering opportunities.

Learning & Development

CAA will work to create strong learning and development programs by collaborating with universities and member services, and developing CAA specific programs and tools to ensure the Australasian ambulance teams continue to have world class education and training.


  • Engage with internal and external partners to develop CAA endorsed leadership and management development programs.
  • Continue working on ensuring more women step into leadership roles, and grow this program to be inclusive of the diversity and communities, especially First Nations people.
  • Look towards developing standardised Clinical Guidelines.
  • Develop career pathways and monitor and support changes to paramedic and other ambulance service roles.

Future Scope

Our future scope for the ambulance sector, demand management, and the changing workforce landscape. See further in the detailed strategy above

The Role of the Ambulance Sector


Work in partnerships across the government, non-government health, and social sectors on health initiatives, and be truly integrated in ongoing discussions and future planning.


Bring ambulance services together to discuss best practice in ambulance service delivery and evaluate new treatment options, ensuring the sector is ever responding to changing needs and models of care.


Advance the work of ambulance teams in out-of-hospital cardiac arrest, stroke, and other time critical conditions where ambulance intervention improves survival rates.


Continue providing Secretariat to the Global Resuscitation Alliance and advocate for issues like mandatory CPR training in schools and better access to public AEDs to improve OHCA survival statistics.

Demand Management


Grow relationships with relevant agencies and sectors to ensure a shared understanding of transfer of care issues, drivers, and potential solutions.


Provide regular demand management reports to better understand trends and future challenges.


Work together with relevant agencies and sectors to develop best practice strategies for the resolution of transfer of care delays with the aim to distribute working solutions.

The Changing Workforce Landscape


Collect, analyse, and distribute information on paramedic workforce via our yearly workforce survey to better understand the ambulance sector workforce, gender, diversity, and management.


Identify workforce shortages and pressure points, working with universities to ensure a consistent influx of students into services, whilst aiming to reduce the barriers to entry for overseas trained graduate paramedics.


Build on existing work in achieving a more equitable gender balance and commence work for a more inclusive workforce including First Nations communities.


Create, in collaboration with universities and member services, exciting career pathways for all our clinical, communication, administrative staff and volunteers, and identify leadership courses to help support existing managers and to grow new generations of leaders.

Ambulance Sustainability


Provide a networking forum for ambulance services to share sustainability initiatives and best practice, including working towards setting up a sector-wide sustainability benchmarking data set.


Provide adoptable resources for services that promotes sustainability including collation of a White Paper with cases studies, suppliers, and activations to help support services to deliver against strategy.


Promote activities and events that highlight sustainability achievements, including growing the CAA Sustainability Campaign and inspiring services and their teams to get involved.


Lead changes in the design of ambulance processes and systems that adopt and reflect a sustainability culture.