Project Planning for London Ambulance Service NHS Trust

This project plan template discusses the identification and analysis of strategic issues, challenges, and solutions for London Ambulance Service NHS Trust. It also includes the implementation of one solution and an outline for answering the questions.

Running head: PROJECT PLANNING FOR LONDON AMBULANCE SERVICE NHS TRUST
Project Planning for London Ambulance Service NHS Trust
Name of the Student
Name of the University
Author note

1PROJECT PLANNING FOR LONDON AMBULANCE SERVICE NHS TRUST
Table of Contents
1. Researching over one Specific Company or Service...................................................................2
2. Identification and analysis of strategic issues..............................................................................3
3. Identification and analysis of challenges.....................................................................................4
4. Identification and Analysis of Solutions......................................................................................5
5. Implementation of One Solution.................................................................................................6
6. Outline for answering the questions............................................................................................7
References........................................................................................................................................8

2PROJECT PLANNING FOR LONDON AMBULANCE SERVICE NHS TRUST
1. Researching over one Specific Company or Service
The chosen company based on ‘London Ambulance Service NHS Trust’ have been
chosen for the Undergraduate Major Project as this company provides exclusive details of the
services being provided to their customers. There are sufficient data based on which the
challenges and issues could be found for proceeding with the project plan template. The LAS
describes the various challenges within their organizational context and which could further be
removed for improving the various areas of the challenges. Based on providing
recommendations over the challenges and issues, the proposed challenges would be helpful for
improving the business prospects of LAS.

3PROJECT PLANNING FOR LONDON AMBULANCE SERVICE NHS TRUST
2. Identification and analysis of strategic issues
Point Strategic Issues Evidence (financial,
reports, news etc.)
Model(s)/Theory(ies)
1 The LAS operating as the only subsidiary
body for the NHS Trust across the entire city.
The LAS thus lacks a certain power of
autonomy for making critical decisions in the
healthcare sector outside of the NHS
organizational body
(Londonambulance.nhs.uk 2020).
Accountability and transparency are primarily
lacking within the arrangements made by the
governing body.
The future of the London
Ambulance Service – A
strategic review,
December 2011.
A balanced scorecard strategy map should be selected,
which would offer the best way of communication of high-
level information throughout the organizational context.
A clean and simple visual representation could be provided
for the staff that could be referred by them (Akkermans
and Van Oorschot 2018). Employees would be supported
with a clear goal based on accomplishment of measures
and tasks.
2 The NHS Trust comprises of 85% of staff
who are white while 29% comprises of EOC
(Emergency Operations Centre) staff who
come from various minority ethnic
backgrounds. Lack of diversity within the
Trust was reported by CQC (Care Quality
Commission) in their recent reports
(Londonambulance.nhs.uk 2020).
London Assembly –
Supporting London’s
Ambulance Service,
Health Committee,
December 2018.
The Issue-based Strategic Model is used for identification
of the present situations. In the next stage, some primary
suggestions could be included for addressing the concerned
issues. Further, these actions would be included within the
plan and thus would be implemented.
3 NHS Trust has records of performing well
against national response time targets based
on serious healthcare issues and supplying
paramedics. However, in recent years, targets
based on low urgent cases were missed due to
low strategies being set.
The future of the London
Ambulance Service – A
strategic review,
December 2011.
The organic model would be used for focusing on the
vision set for the organization. After clarification of values
and visions, action plans would be created (Iglesias, Ind
and Alfaro 2017). Thus, after the plan would be created,
stakeholders would take ownership of plans and update to
the group would be made.

4PROJECT PLANNING FOR LONDON AMBULANCE SERVICE NHS TRUST
3. Identification and analysis of challenges
Poin
t
Challenges Evidence (financial,
reports, news etc.)
Model(s)/Theory(ies)
1 Meeting the expectations of public while
ensuring that the public is engaged in
understanding the ways in which they could
make use of the services supported by LAS.
Changes within their healthcare services are
not being communicated to the customers,
which might affect the quality of service that
might get degraded.
London Assembly –
Supporting London’s
Ambulance Service,
Health Committee,
December 2018.
SWOT analysis could be used for planning over the
strategic goals being set by the organization. The
strengths, weaknesses, opportunities and threats
would be identified and thus the organizational
planners could help towards devising a certain
strategy for meeting to the public demands.
2 Workforce diversity is the primary challenge
that is being faced at LAS. The CQC had
highlighted the issue before LAS as it lacks
proper recruitment strategies for people from
different minority backgrounds (Cooke and
Bartram 2015). Issues based on progression
and development for all Black Asian Minority
Ethnic (BAME) staff should had been the
primary concern.
The future of the London
Ambulance Service – A
strategic review,
December 2011
(Wmambo.co.uk 2020).
Gap planning model should be utilized in this
scenario. This model would help in analysing by
comparing the present position at which the
organization is standing and the type of changes that
needs to be brought in within them for bridging the
gap (Ahmadigorji, Amjady and Dehghan 2017). This
model would help in understanding of the internal
deficiencies.
3 Certain delays in handing of patients from the
services of ambulances to the emergency
departments in hospitals have led to increased
risk rates for patients (Larsen et al. 2018). The
ability to respond towards some serious health
concerns or any major incident would have
been seen to be compromised.
London Assembly –
Supporting London’s
Ambulance Service,
Health Committee,
December 2018.
The issue-based strategic model could be used for
identification of the area of problem being faced
within the services provided by the hospital in the
sector of ambulances and delay rates. Further, actions
could be suggested for execution that could be taken
for including within the plan and bring
improvements.

5PROJECT PLANNING FOR LONDON AMBULANCE SERVICE NHS TRUST
4. Identification and Analysis of Solutions
Poin
t
Solutions Evidence (financial,
reports, news etc.)
Model(s)/Theory(ies)
1 The LAS could develop a totally new strategy
based on understanding and providing
concerns over the wider public. Any new
changes or strategy or service that would be
implemented within the company should be
exercised to the customers in a briefed
communication process (London.gov.uk
2020).
London Assembly –
Supporting London’s
Ambulance Service,
Health Committee,
December 2018.
The impact of SWOT analysis could greatly
help for understanding the various aspects of
the LAS (Phadermrod, Crowder and Wills
2019). Thus, they would understand the specific
areas in which they could improve their scope
and provide wellness to the customers.
2 In order to increase the area of operations in
LAS, various opportunities could be identified.
This would include certain strategies such as
recruitment of staff from different minority
ethnic backgrounds. Inclusion of opportunities
for all categories of people from various
diverse backgrounds would ensure a proper
culture within LAS.
The future of the London
Ambulance Service – A
strategic review,
December 2011.
The gap planning model could be used for
understanding the areas of gaps. They would
understand the needs of the customers and thus
develop strategies to bridge the gaps between
LAS and their clients.
3 Operational effectiveness within the LAS
should be improved. The transferring of
patients to the Intensive Care Units (ICUs)
should take a minimal time of 15 minutes.
Thus, the ambulance crews would need to
make the vehicle prepared within the shortest
possible time and thus be fully prepared
whenever a call arrives at their end.
London Assembly –
Supporting London’s
Ambulance Service,
Health Committee,
December 2018.
The alignment strategic planning model
primarily focuses on their internal strategies
based on identifying them. After understanding
the certain areas of lack and which would need
further improvement, LAS would develop
strategies for syncing the internal operations of
the company with the strategic goals.

6PROJECT PLANNING FOR LONDON AMBULANCE SERVICE NHS TRUST
5. Implementation of One Solution
Specific Objective Approach Stage 1 Stage 2 Stage 3 Model(s)
To increase the
operational objective
by delivering
ambulance services to
customers at the
shortest possible time
(Fisher et al. 2015).
The aspect of
transferring the
patients from the
vehicle to the intensive
care units or different
other units would take
a minimum time
period of 15 minutes.
The staff within the
LAS should also be
exclusively trained in
such a manner that
they would also be
able to provide
vehicles immediately
whenever a client
would call them in
terms of emergency.
The approach
that would be
taken for
improving the
services are
based on
improving the
operational
practices
(Aringhieri et al.
2017). The
management at
LAS would be
responsible for
devising new
strategies based
on educating the
staff in order to
respond to clients
in an emergency
process.
The human
resources would be
required who would
be hired at LAS
based on delivering
better solutions to
customers.
Technological
changes could also
be brought within
the services based
on improving the
calling facility that
is facilitated for
customers.
Technology would
also be improved at
the staff side based
on providing
response to
customers about the
time of arrival for
the vehicle.
The certain actions
that would be taken
for the LAS are:
1. Design a strategy
for the hospital.
2. Recruitment of
staff
3. Increasing the
vehicles for the
hospital
4. Working over the
technological
advancements
5. Testing and
launch of the new
facility
The timeline for the
delivery and
completion of the
project is 3 months.
Delivery of the new
service would be
completed within a
time period of 3
months (Su, Luo
and Huang 2015).
The evaluation of
the service could be
made by the process
of extensive
feedback from the
customers.
The organic model
would be used that
would focus over
the organizational
vision and values
that have been
planned initially.

7PROJECT PLANNING FOR LONDON AMBULANCE SERVICE NHS TRUST
6. Outline for answering the questions
In case of the present project based on understanding of challenges and proposing a
particular solution for LAS, the particular outline that has been followed in a progressive
manner. In the initial stage, the strategic issues that are being faced for the overall departments at
LAS have been discussed primarily. In the next step, the challenges that are being faced by LAS
in delivering a quality service have been discussed and analysed. After the identification of
challenges, a proper analysis over solutions have been suggested. In the final stage, one
particular solution that should be firstly implemented have been discussed within the project
plan.

8PROJECT PLANNING FOR LONDON AMBULANCE SERVICE NHS TRUST
References
Ahmadigorji, M., Amjady, N. and Dehghan, S., 2017. A robust model for multiyear distribution
network reinforcement planning based on information-gap decision theory. IEEE Transactions
on Power Systems, 33(2), pp.1339-1351.
Akkermans, H.A. and Van Oorschot, K.E., 2018. Relevance assumed: a case study of balanced
scorecard development using system dynamics. In System Dynamics (pp. 107-132). Palgrave
Macmillan, London.
Aringhieri, R., Bruni, M.E., Khodaparasti, S. and van Essen, J.T., 2017. Emergency medical
services and beyond: Addressing new challenges through a wide literature review. Computers &
Operations Research, 78, pp.349-368.
Cooke, F.L. and Bartram, T., 2015. Guest editors’ introduction: Human resource management in
health care and elderly care: Current challenges and toward a research agenda. Human Resource
Management, 54(5), pp.711-735.
Fisher, J.D., Freeman, K., Clarke, A., Spurgeon, P., Smyth, M., Perkins, G.D., Sujan, M.A. and
Cooke, M.W., 2015. Patient safety in ambulance services: a scoping review.
Iglesias, O., Ind, N. and Alfaro, M., 2017. The organic view of the brand: A brand value co-
creation model. In Advances in corporate branding (pp. 148-174). Palgrave Macmillan, London.
Larsen, E., Fong, A., Wernz, C. and Ratwani, R.M., 2018. Implications of electronic health
record downtime: an analysis of patient safety event reports. Journal of the American Medical
Informatics Association, 25(2), pp.187-191.

9PROJECT PLANNING FOR LONDON AMBULANCE SERVICE NHS TRUST
London.gov.uk. (2020). [online] Available at:
https://www.london.gov.uk/sites/default/files/london_ambulance_report_final.pdf [Accessed 24
Feb. 2020].
Londonambulance.nhs.uk. (2020). [online] Available at:
https://www.londonambulance.nhs.uk/wp-content/uploads/2018/02/Our-strategic-intent-2.1.pdf
[Accessed 24 Feb. 2020].
Phadermrod, B., Crowder, R.M. and Wills, G.B., 2019. Importance-performance analysis based
SWOT analysis. International Journal of Information Management, 44, pp.194-203.
Su, Q., Luo, Q. and Huang, S.H., 2015. Cost-effective analyses for emergency medical services
deployment: A case study in Shanghai. International Journal of Production Economics, 163,
pp.112-123.
Wmambo.co.uk. (2020). [online] Available at:
https://www.wmambo.co.uk/images/stories/briefings_docs3/hps_future_of_the_las_final_report.
pdf [Accessed 24 Feb. 2020].