Judy Terry is a marketing professional and a former local councillor in Suffolk.
When taxation is at its highest for decades, with budgets stretched, private and public sector organisations have a greater responsibility to ensure that strict financial management across procurement reflects value for money. Regrettably, we regularly see taxpayers’ money wasted, which, in turn, can seriously impact the range and quality of services expected; sustaining high quality is especially important across our life-saving emergency services.
For example, having been removed from ‘special measures’ in January this year, following nearly four years in the national support programme amid claims of poor leadership, the East of England Ambulance NHS Trust faces fresh criticism. This time on procuring poor-quality ambulances.
According to ITV’s Anglia News, Unison’s East of England branch chair has raised concerns, following a detailed analysis in recent weeks, about 30 per cent of ambulances belonging to the Trust being off the road for repairs, with more than £3 million spent to fix fleet breakdowns over the last year.
In a £54 million deal five years ago, prior to the current Chief Executive’s appointment in 2021, 85 per cent of the Trust’s 499-strong fleet were purchased from a particular manufacturer, designed to ‘reduce C02 emissions and fuel costs’. As Unison’s chair explains:
“These vehicles were too cheap and not fit for purpose. Staff are frustrated at the number of times they arrive for shifts and no vehicles are available.”
The Trust claims that ‘more than 100 per cent of required vehicles are available most days’ with response times improving.
Nevertheless, the Trust is now taking action to replace the inferior vehicles, having been given permission by NHS England to order 99 new ambulances of a proven higher standard by an alternative manufacturer, which should come into operation in the coming months. Plans are also in hand to replace a further 142 ambulances ‘later in the year’.
But at what cost? And what happens to the unwanted vehicles? What is the specification for the new vehicles, and how does it compare with the criteria previously employed to attract the best deal from the best manufacturers? Do they even have a detailed specification, preferably designed in cooperation with the paramedics who have to use the vehicles? And what is the expected lifespan for a typical ambulance? Who takes responsibility for assessing bids to secure best value and quality?
None of these questions appear to have been addressed.
Public sector procurement is generally pretty poor, and other ambulance services across the country must face similar quality problems. So surely it makes sense for there to be an agreed national policy on the type of vehicles required, whether ambulances or paramedic response cars, with an agreed specification, enabling the NHS to secure best quality vehicles for a set price across the whole service, rather than regions negotiating their own deals.
Rapid response times is a priority for all these services, which means ensuring vehicles are available.
Fortunately, the East of England NHS Trust has now secured £10 million of government funding to develop a new hub near Ipswich to house 24/7 make ready and workshop services, keeping more ambulances on the road, with facilities for cleaning and re-stocking vehicles on hand. Recently granted planning consent, the hub includes outside space and gym for staff to relax and de-stress, as well as a wellbeing garden.
There is on-site parking for staff, 42 ambulances and 5 rapid response vehicles. Expected to open in September 2025, it is one of 75 projects across England awarded part of the government’s £963 million for targeted investments.
Having faced up to the major challenges and masterminded the Trust’s cultural change since joining in 2021, the CEO, Tom Abell, will be leaving in the summer to take up a new role as Chief Executive of an Essex healthcare board. His deputy takes on the role as interim CEO whilst the campaign to recruit his successor commences.
Meanwhile, in contrast with the Trust’s earlier shambolic ambulance procurement, Suffolk Fire & Rescue Service, which is an integrated part of Suffolk County Council (SCC), has unveiled a £3.5 million investment in new firefighting vehicles and equipment, to include a 32m turntable ladder vehicle, a specialist rescue tender, six new fire engines, and a driver trainer vehicle plus a fleet of electric pool cars which will be on the road by the summer.
Crucially, the vehicles were designed jointly by Suffolk Fire & Rescue Service and fire engine manufacturers, Emergency One of Scotland, as part of a planned replacement programme.
Chief Fire Officer, Jon Lacey, confirms that the new vehicles ‘are equipped with the latest technology, giving our staff the best tools to do the job. Our fire engines are replaced after 15 years, in line with national best practice, securing the best quality and best value for money.’
Cllr Craig Rivett, SCC’s Cabinet Member for Public Health & Public Protection, is pleased to see all the hard work which went into developing such a significant investment plan realised, within the approved budget:
“These vehicles and equipment will ensure our firefighters continue to perform their duties in protecting and working with the community to the very high standards we are accustomed to, for many years to come.
“We are also supporting the Suffolk Climate Emergency Plan by transitioning to electric vehicles for officer and pool cars.”
In a further example of the need for measures to tighten up public sector procurement, a shadow minister recently referred to issues within the police service, with some forces paying just £10 each for batons, whilst others faced bills of £120! Without providing details, she said that over £2 billion could be saved through greater co-operation in purchasing equipment.
Too often, the solution is to seek consultants’ advice, but this merely delays decisions and wastes millions of taxpayers’ money instead of focusing on delivering best value at the best price by employing experts to handle negotiations centrally.
Could the solution be a Ministry of Procurement able to analyse need and negotiate contracts based on detailed specifications. Working with regional authorities, initially on a pilot basis to prioritise services potentially requiring the same equipment, whether vehicles or computers, protective kit and uniforms, would identify opportunities for co-operation and set standards.