Steve West, Director of Planning and Performance, South Central Ambulance Service NHS Trust: Five years ago, we were the first ambulance service in the UK to form a planning directorate, recognizing the importance of looking forward in delivering sustainable performance.
In the last five years we've been developing our model around how we plan both our resources, our people, and our finance.
We employ three and a half thousand staff across 29 sites. We're planning those three and a half thousand staff every week 24/7.
We are required to be with a patient in a time-critical incident, such as a cardiac arrest, within seven minutes. And in that environment, minutes saves lives.
David Webb, Head of Forecasting: We use the forecast in Anaplan for two main elements. One is strategic business planning over two to five years. The second is for looking at on-the-day resourcing within our six week planning cycle
Mary Trustworth, Business Information Analyst: Before Anaplan, we used to have quite a few spreadsheets that we used to use as an organization. We would have separate ones for finance, for workforce, and for HR.
David Webb: We use our forecasting to understand our resource requirements, to match a safe and steady balanced service against some financial planning constraints, but ultimately for patient outcomes.
Mary Trustworth: Our CCC (clinical coordination centre) forecasting model allows us to forecast how much demand we're expecting to come into our clinical coordination centres, which is where the phones are answered.
We are able to look at historical data to ascertain how many calls we are expecting to respond to. As a result, we can then make sure that we have the right amount of resources, in terms of ambulances or cars or any other frontline responders, to be able to respond.
David Webb: So the strategic and budget setting tends to be long-term strategic views for five years. But the daily information, which all of our teams use, the information is 15 minute incrementals. So we can see anywhere within organization, our resource requirements and the match to that resource within a 15 minute window.
With Anaplan, having a better forecast helps us mitigate risk, particularly around spikes in demand. And it helps us to ensure that we've got the right resource match for the best response and outcome for patients.
Mary Trustworth: It's actually really helpful having a cloud-based solution because that means that, no matter where we are, we're able to log on and actually see what our resourcing looks like.
That's actually been really powerful for our management because they're able to log on and use tablets or laptops. Which obviously has an impact on the patients in the long run.
David Webb: It's given us the ability to bring lots of data points and information together. It used to take us many weeks and months sometimes to leverage the information that we've almost got at our fingertips within Anaplan.
Mary Trustworth: We've managed to achieve quite a lot with the Anaplan platform that I'm proud of.
David Webb: For me, I think the best thing about Anaplan is once you've got it to work, it works really well. So the speed, the information, and your ability to view in a quick and easily accessible fashion anywhere, because it's hosted and network-based.
Mary Trustworth: I think Anaplan is really powerful in helping you attain your full potential.
Steve West: I'm incredibly proud of how South Central Ambulance Service responded to the pandemic, but I think my team and Anaplan has been a core part of our ability to do that as well as we have.