EEAST - DPS Framework for Learning and Training Services (24-T23)
A practical guide to understanding what the buyer really wants and how to build a winning response.
The real service isn't just training
When looking at this Dynamic Purchasing System (DPS), it's easy to think it's all about delivering training.
But that's just the surface.
What the East of England Ambulance Service NHS Trust really needs is a partner who understands their complex, diverse environment and can adapt training to meet these challenges.
The contract will set up a DPS to support a range of Learning and Training Services across the East of England, covering urban, rural and coastal areas, equivalent to about 7,500 square miles.
Think about the end users
The Trust's staff and volunteers are at the heart of this service.
With over 5,000 staff and 1,000 volunteers, they handle more than 1.3 million emergency calls each year.
They're not just looking for generic training.
They need training that's relevant to the diverse situations they face every day, from life-threatening emergencies to routine hospital appointments.
If I were writing this, I'd personalise the training approach to these different scenarios.
What most bidders will miss
Many will focus on the technicalities of training delivery.
But what will set you apart is showing how you'll tailor your services to meet the specific needs of the Trust's varied environments.
Most submissions will talk about training methods and content.
The winning ones will explain how they'll adapt this to the unique mix of urban, rural and coastal landscapes in the East of England.
Pay attention to what they say
The Authority's notice makes it clear that this DPS is about flexibility and ongoing adaptation.
The system will be valid until October 2028, and they will review its effectiveness regularly.
This is a clue.
They want suppliers who can offer new solutions as needs change.
I'd emphasise my capacity to innovate and adapt training programmes throughout the DPS lifecycle.
Evidence over promises
One thing I noticed when I worked in the public sector was that claims without evidence rarely convinced evaluators.
So, if you have evidence of past success in similar environments, use it.
Good examples might include:
- Case studies demonstrating adaptable training in diverse settings
- Testimonials from previous public sector contracts
- Performance metrics showing training impact
The importance of consistency
Holding standards over a long-term agreement like this DPS is crucial.
The buyer needs to trust that training quality won't dip over time.
If I were writing this tender, I'd detail how I maintain consistency, covering areas like:
- Staff recruitment and retention for trainers
- Regular performance reviews and feedback loops
- Mechanisms for updating training materials as needs evolve
Don't underestimate the importance of a DPS
This isn't just a traditional framework.
A DPS allows new suppliers to join at any point, and it's reviewed annually.
This means your initial submission is just the beginning.
To stay competitive, you'll need to continually adapt and refine your offerings.
Direct award vs. further competition
Winning a place on the DPS is the first step.
But to secure work, you'll face further competition or possibly direct awards.
For direct awards, being visible and known for reliability is key.
For further competitions, you'll need to be quick and decisive in tailoring proposals to specific call-off requirements.
One thing I'd keep reminding myself
Ultimately, this DPS is about supporting the Trust's mission to provide the best possible care.
Every piece of training contributes to that goal.
So, I'd keep asking myself:
"Is this training genuinely enhancing the capability of the staff to deliver outstanding care?"
If it is, you're on the right track.
Common mistakes
Avoid submissions that:
- Focus too much on generic training content without tailoring to the Trust's needs
- Ignore the unique challenges of the varied geographical areas the Trust covers
- Lack evidence of past success in similar environments
- Fail to address how standards will be maintained over the DPS's duration
- Overlook the importance of innovation and adaptability in training solutions
- Neglect to prepare for both direct awards and further competitions
My Final Thoughts
The East of England Ambulance Service NHS Trust is looking for more than just training providers.
They want partners who can adapt and innovate over the DPS duration from 2025 to 2029.
With a value of £16.5 million, this DPS represents a significant opportunity.
The key is to focus on the quality of your written submission — demonstrating adaptability, reliability and a deep understanding of the Trust's needs.
Thanks for reading.
I hope this guide has helped make public procurement feel a little less daunting. If it has, then it's done its job.
P.S. Got a question?
If you've got a question about anything you've read, or you're stuck on a tender, just send me an email.
Whether it's a quick question or you simply need pointing in the right direction, I'm always happy to help if I can.
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Our guides are written using publicly available procurement information, including contract notices and published tender documents where available. They are designed to help suppliers understand the buyer's likely priorities and think more strategically about their approach. They are not based on any bidder's confidential submission, bespoke bid strategy or non-public procurement information.