Cost improvement programme in an ambulance service

The programme was delivered in three stages:

• 1. Supporting the identification of opportunities and development of CIP plans
• • Identifying opportunities: Through downloading discussions and data analysis, we supported the directors in identifying areas of opportunity for cost reduction
  • Co-developing plans: We worked closely with directors to structure and articulate the identified saving opportunities in formal CIP plans. We ensured these plans were robust and actionable, and ready for implementation, with realistic timelines, achievable milestones, and appropriate clinical approval
• 2. Monitoring progress
  We worked closely with the CFO, directors, and their finance teams to monitor progress against their CIP plans, highlighting areas where there were significant deviations from the plan, and co-create mitigating solutions where required. For example, in CA&P, one of their CIP schemes, involving right sizing a team to better match demand, was not delivering the expected savings. We highlighted this in our analysis and co-created a mitigation plan, to ensure the savings would be realised and the overall CIP would be achieved
• 3. Sustainable handover
  We developed a digital tool to help directorates accurately track their CIP progress after the conclusion of our project, both in terms of finances, and KPIs. The tool was tailored specifically for each directorates CIP plan. We also developed a tracker for the 999 directorate, which enabled the directorate to proactively forward plan weekly overtime spending, so as not to exceed their CIP-adjusted budget

• Across 999 services, 111 services, CA&P, and Ambulance Operations, TN supported the identification of £9.8m in cost reductions for FY 2024/25 (see Figure 1)
• Created transparency and enhanced ownership of quality, productivity and financial targets within each directorate, through tailored digital tools

Figure 1: Projected CIPs savings by ambulance service directorate