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Focus on Independent Ambulance Provision of financially unstable subcontractor where they were parked for contractual convenience. For the transferred patient transport staff with an emotional commitment to the NHS this transfer of obligations was not comparable to an amicable divorce. They certainly did not feel they were to blame for the breakdown in their employment relationship with the NHS; in their eyes Coperforma were an adulterous third-party and the CCG a poor judge. The likelihood of these recent and angry divorcees rallying around and going the extra mile to support Coperforma when they could not get the new software to work optimally in the early fumbling days of their new contract is nil. Though probably for employment contract reasons, in this situation, the transferred staff would (through gritted teeth) do at least the minimum required. They certainly danced and cheered when Coperforma fell out of the marital bed and are now no doubt hoping to get back with their ex as soon as is decently possible. Working in patient transport, I learned over the years and perhaps Coperforma have also learned recently, that the staff actually are the service - and I am not saying that in an emotional or patronising tone, but in an economic sense - they are the organisation’s core “capability.” Advanced software, new technology and new ambulances are all well and good and of course they have a place, but it’s the staff who deliver and define the service. This commissioning failure will provide a deep pool of lessons learned for all concerned. I have no doubt the CCGs in Sussex will look to the future and commission an improved patient transport service and perhaps Coperforma will come back with an improved model, but I would advocate that this time around both consider the patient transport staff’s psychological contract and give it some weight in the contract-award process. Any patient transport provider with a mature strategic view of human-resource management that commits to developing and valuing its core employees (and crucially the rewards of the patient transport provider are aligned to the rewards that the staff receive) will create a competitive advantage and deliver patients a superior service. It does not matter (to me) if these key attributes are found in an NHS, an independent sector or a third sector provider, but what is clear to me is that they are missing from the offer that Coperforma sold to the CCG and that’s why I did not think it would succeed from the very outset. The views in this opinion piece are those of Joe Sheehan and are not necessarily endorsed by Ambulance Today. If you would like to discuss this article with Joe Sheehan please email him at: JPSS2@kent.ac.uk Winter 2016 | Ambulancetoday Winter 2014 | Ambulancetoday3 47
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