Hampshire Fire and Rescue Authority

Item 4

Best Value Committee

30 October 2002

Best Value Review - Actions to meet recommendations made in previous Best Value/Scoping Reviews

Report of the Chief Fire Officer

Contact:

Philip Webb, Performance Review Manager

Tel: 023 8064 4000 Ext 395

1

Introduction

1.1

Attached are progress reports on the actions taken to meet the recommendations made in previously conducted Best Value/Scoping reviews as follows:

Hydrant Testing and Maintenance

Driver Training

Mobilising Policy

Control and Communications

Procurement

Property Services

2

European Convention on Human Rights and the Human Rights Act 1998

2.1

The proposals within this report are compatible with the provisions of the European Convention on Human Rights and the Human Rights Act 1998 and considered in the light of the Race Relations (amendment) Act 2002.

Recommendations

1

That the actions taken to date are approved and that the Scoping Reviews of Hydrant Testing and Maintenance and Mobilising Policy are closed.

2

That the actions taken towards meeting the recommendations listed in the reviews of Control and Communications, Procurement Property Services and Driver Training are approved.

Section 100D - Local Government Act 1972 - background papers

The following documents disclose the facts or matters on which this report, or an important part of it, is based and has been relied upon to a material extent in the preparation of the report.

NB The list excludes:

1

Published works

2

Documents that disclose exempt or confidential information as defined in the Act

HAMPSHIRE FIRE AND RESCUE SERVICE

BEST VALUE REVIEW

HYDRANT TESTING AND MAINTENANCE

PROGRESS REPORT (1)

TOWARDS MEETING REVIEW RECOMMENDATIONS

Key

Rec = Recommendations

Act = Action taken to date

1

Rec

HFRS to risk assess hydrants to identify those susceptible to particular problems (such as silting up) which might adversely affect their effective operational availability. (NB: approximately 1,000 hydrants out of the 28,000 in the county have so far been risk assessed as having potential problems - 04/2001).

Act

2001 - assessment completed by Hydrant Technicians Services

2

Rec

The two existing hydrant technicians to be responsible for inspection and testing of these 'risk assessed' hydrants and to continue to carry out routine repairs and maintenance to hydrants generally.

Act

2001 - Revised working systems introduced and working well

3

Rec

HFRS will cease the routine inspection and 'wet testing' of fire hydrants by operational personnel (both wholetime and retained).

Act

2001 - Instructions to cease wet testing issued to Fire Stations

4

Rec

The two hydrant technicians to assist fire safety personnel in determining requirements for 'new' and revised hydrant schemes

Act

2001 - Revised systems introduced and working well

5

Rec

A revised Service Order and detailed working arrangements to be prepared by Property Services Manager in conjunction with DO(TFS) and a representative from Operations Department

Act

Revised Service Order issued

Recommendation

With all issues raised by the Review addressed - it is recommended this review now be closed.

HAMPSHIRE FIRE & RESCUE SERVICE

BEST VALUE REVIEW

DRIVER TRAINING

PROGRESS REPORT (1) TOWARDS MEETING REVIEW RECOMMENDATIONS

Key

Rec - Recommendations, Man - Management response to findings and recommendations, Act - Action to date

1.2

THE LEVEL AND WAY THE SERVICE IS PROVIDED AT PRESENT

Rec

Alterations to the Establishment may be necessary in due course when retirements offer opportunities

Man

This will need SMT decision

Act

The need to provide some continuity and stability within the department means that it is not possible to make significant changes at present

1.3

CURRENT AIMS AND OBJECTIVES

Rec

Maintain aims

Man

Review in annual Corporate Plan and also at Training strategy meetings

Act

These are reviewed annually as part of the Training Needs Analysis to determine the training policy

1.4

EXISTING PERFORMANCE INDICATORS, TARGETS AND STANDARDS

Rec

Targeting of training courses to ensure that stations always have drivers available.

Act

The provision of our driver training needs for HFRS continues to be provided by the service's in-house driver training department. However, we continue to review the effectiveness of this provision. The existing training provision for driver training continues with enhanced evening training for retained personnel. The provision of driver training for HFRS is in accordance with Standing Order 9/1/3/1/

2.2

HOW DO SERVICE USERS AND OTHERS VIEW THE SERVICE?

Rec

Further investigation into recommendations by those surveyed by Training Department

Man

Awaiting SMT decision

Act

The evaluation of the training provided continues, the comments/suggestions from students is an important part of this process. An example of this is the recent production of a student handbook which was the suggestion of several students and driving instructors.

2.3

ARE WE COMPETITIVE IN THE MARKET PLACE?

Rec

Not to pursue external providers at this stage

Act

Collaboration with other brigades and services is still not feasible at this time.

2.4

WHAT ARE THE OPTIONS?

Rec

Replace uniform for non uniform personnel on retirement

Man

SMT decision

Act

In order to provide continuity and stability within the department it is not considered appropriate to make this change in the short term.

Rec

Room for staff costs to be reduced - review in 3-5 years

Act

This shall be reviewed according to the needs of HFRS for the provision of driver training.

3.1

SHOULD THIS SERVICE BE PROVIDED AT ALL?

Rec

Continue internal provision

Act

This provision shall be subject to review, however we believe that the provision of driver training for HFRS personnel by our own training instructors continues to be of a very high standard and represents excellent value in many respects. The provision of driver training for HFRS is still in accordance with Service Order 9/1/3/1.

3.2

AT WHAT LEVEL AND IN WHAT WAY (DO WE WISH TO CONTINUE THE SERVICE)?

Rec

Continue current arrangements, but monitor, review and improve.

Man

Review when more performance data available

Act

Current provision to remain but subject to monitoring and reviews

4.1

WHAT PRIORITIES AND KEY TASKS SHOULD WE DELIVER?

Rec

Review staffing levels. When retirement offers opportunity

Man

SMT decision

Act

The recommendation to replace two uniformed posts with non-uniformed has changed. It has been decided to continue with these posts in order to provide continuity and stability within the department.

4.2

WHAT RISKS AND OBSTACLES WILL WE TACKLE?

Rec

Pay scales are low compared with outside - review pay scales

Man

SMT decision

Act

As a result of a grading review for non uniformed staff completed this year the pay scales for non HFRS training instructors have increased.

4.3

HOW WILL WE REVIEW PROGRESS?

Rec

Quarterly reports to SMT

Act

In addition to the annual Training Needs Analysis and compliance with requirements detailed in Standing Order 9/1/3/1, progress reports shall be submitted to SMT.

HAMPSHIRE FIRE AND RESCUE SERVICE

BEST VALUE REVIEW

MOBILISING POLICY

KEY

Rec - Recommendations, Act - Action taken to date

Man - Management Response

Incident type

Existing PDA

Rec

Acetylene cylinder incidents

2 pumps and SEU

Action

It was decided by the Operations Committee that, following national guidance and advice from the Fire Service Inspectorate about how to deal with this type of incident, it would be prudent not to reduce the number of pumps mobilised. The national recommendation was to continue cooling acetylene cylinders involved in fire for up to 24 hours. In view of this, and bearing in mind the number of personnel and amount of water required to set up a full cooling operation, it was decided that three pumps would be more appropriate.

Man

Existing PDA of three pumps and SEU to stand.

Rec

AFA Normal properties (non residential C and D risk

1 pump (trialled for six months)

Act

The 6 month trial was carried out, there being no adverse comments it was agreed to continue with the recommendation of one pump. It should be noted that the Service will continue to mobilise a second pump to Life Risk Premises (old people's homes, hospitals, residential schools, etc)

Man

Recommendation f or one pump PDA to continue

Rec

Chemical incident (including large fuel spillages)

3 pumps, SEU and early request for MRV with appropriate load

Act

Implemented

Rec

Lift Rescues

1 pump (minimum 5 personnel)

Act

The recommendation was for the PDA to be one pump with a minimum of 5 personnel. As it was not possible to guarantee 5 personnel on a pump on every occasion, the PDA was risk assessed and it was agreed to mobilise two pumps to such incidents.

Man

PDA to increase to two pumps

Rec

Lift (persons trapped in machinery)

2 pumps (1 Wrl) and SEU

Act

Implemented

Rec

Persons trapped in machinery

1 pumps (1 Wrl) and SEU

Act

Implemented

Rec

Thatched roof fires

4 pumps, MRV and WrC

Act

Implemented

Rec

Road Traffic Accident (persons trapped)

2 pumps (to include a WrL)

Act

Implemented

HAMPSHIRE FIRE AND RESCUE SERVICE

BEST VALUE REVIEW

CONTROL AND COMMUNICATIONS

PROGRESS REPORT (1)

TOWARDS MEETING REVIEW RECOMMENDATIONS

Key:

Rec = Recommendations

Act = Action taken to date

1.1

A BRIEF DESCRIPTION OF THE CURRENT SERVICE

The continuously staffed Command and Control centre is located at Service HQ, Eastleigh. The centre handled 23,435 emergency incidents which generated 40,395 calls during the year 2000/01. The current arrangements and facilities are efficient and cost effective. The control suite was upgraded 4 years ago and the mobilising equipment/ systems are subject to continuous improvement.

Rec

It is recommended that the current system is continuously monitored, assessed and upgraded to ensure the Service are able to keep abreast of and be ready to take advantage of the rapid changes in modern technology.

Act

Updates in modern technology are continuously monitored. New digital tape recording equipment was installed in January 2002. A new GIS system will be introduced later this year which will facilitate updates to mapping systems and other geographical information. A study is now being carried out on the feasibility of introducing Call Line Identity (on incoming emergency telephone calls), currently meetings are planned with suppliers).

1.2

THE LEVEL AND WAY THE SERVICE IS PROVIDED AT PRESENT

There are 4 watches of 7 operators staffing the control room. The rate of emergency incidents handled as a ratio of calls per operator per annum is currently 837 and the number of emergency calls per operator is 1,442. This compares very favourably with national averages.

Rec

Following application of the national Control Room Staffing Formula it has been identified that staffing levels in Hampshire are below that required to perform effectively and efficiently at peak times. The Service is to secure funding to increase the staffing levels from 7 to 8 per watch.

Act

Funding has been secured and staffing has been increased from 7 to 8 on watches (May to July 2002) in line with the national staffing formula.

1.3

CURRENT AIMS AND OBJECTIVES

Mission statement required to be drafted in order that performance against it could be measured.

Act

Mission statement completed.

1.4

EXISTING PERFORMANCE INDICATORS, TARGETS & STANDARDS

Rec

Systems, procedures recording and monitoring to be introduced in order to address the areas identified in the Control & Communications Best Value Performance Measures and Targets document. (Some of the measurements and procedures cannot be achieved due to present crewing levels).

Act

Systems are now in place to monitor call reception times, call acceptance to mobilising times, call to other agencies times and quality of call handling. Results are monitored on a monthly basis by the PFCO. It is pleasing to report that call handling times have been improved by approximately 25 seconds over a 15 month period. Previously sample data indicated averages of 85 seconds now reduced to approximately 60 seconds. It is considered unlikely and undesirable to speed call handling up any more as the quality of call handling could suffer.

2.1

WHY DO WE PROVIDE THIS SERVICE

Rec

To carry on service provision in present format. Further investigate improvements to efficiency and quality of service.

Act

Evidence at 1.4 above.

2.2

HOW DO SERVICE USERS AND OTHERS VIEW THE SERVICE?

Rec

Further Control staff survey to be conducted.

Act

Future surveys to be carried out in 2004 and 2007, particularly within the family group (4).

2.3

HOW DO WE COMPARE WITH BEST PRACTICE?

Rec

Difficulties were found in benchmarking as different practises and policies are carried out in different Controls.

Act

It is still proving almost impossible to compare because of the lack of like for like data. Further work will be carried out with comparisons, particularly within the family group (4).

2.4

ARE WE COMPETITIVE IN THE MARKET PLACE? (Benchmarking against other Fire Controls)

Rec

New electronic and manual systems of performance measurement and monitoring to be developed.

Act

Incident data forms were introduced (April 2002) and data from these is being entered into the Command and Control system. This should facilitate further monitoring in the future.

2.5

WHAT ARE THE OPTIONS? (Collaboration with neighbouring Controls: Police/ Ambulance/ IOW/ Dorset/ Sussex, etc)

Rec

That a working offer to IOW be made to enter a Service Level Agreement to handle IOW fire calls and mobilise resources.

Act

An offer was made to Isle of Wight Fire and Rescue who did not wish to pursue the option.

3.1

SHOULD THIS SERVICE BE PROVIDED AT ALL?

This service must continue to be provided by Hampshire Fire and Rescue Service.

Rec

Revisit in 5 years

Act

Possibilities for collaboration to be monitored.

3.2

AT WHAT LEVEL AND IN WHAT WAY?

In the present format but with enhance establishment.

Rec

Service to secure funding to achieve and maintain staffing levels to those set in the national Control Room formula.

Act

Funding achieved - see also 1.2 above.

3.3

WHAT AIMS AND OBJECTIVES?

Rec

There was insufficient management information available to consistently measure performance. It would prove impractical to monitor certain areas of performance at present due to low staffing levels. Pursue improvements to performance management systems and targets and continue to apply staffing formula for the future.

Act

Some improvements made, further work being done.

3.4

WHAT PERFORMANCE INDICATORS, TARGETS AND STANDARDS?

Rec

Monitoring procedures to be put in place to enable comparisons to be made against other Control centres and identify possible areas for improvement in performance. To continue to work with Group 4 Family Group to define comparison data.

Act

Performance data for all BVPI's is updated quarterly and reviewed by SMT, it is then placed on the website. Function Heads are in the process of circulating Local Performance Indicators for adoption.

4.1

WHAT PRIORITIES AND KEY TASKS SHOULD WE DELIVER?

Rec

Low staffing levels - raise staff level from 7 to 8 per watch.

Act

Actioned (see 1.2).

Rec

To initiate studies in the following areas:

1

Mobile Global positioning

2

Mobile phones linked to Integrated Communications Control System

3

Auto Vehicle Location System

Act

Awaiting outcomes of the national project to replace radio systems in all Fire Brigades to allow interoperability with all other Brigades and Police/ Ambulance. Future new technology improvements will be closely linked to this.

4.2

WHAT RISKS AND OBSTACLES WILL WE TACKLE?

Rec

Finance - increase funding

Act

Awaiting further information concerning the radio replacement project. The Government have agreed to fund the national project for the Fire Service.

Rec

Staff do feel personal pressure when being monitored which can cause increased stress/health problems.

Act

Response in 1.4 and 3.4 refers.

Rec

Ensuring adequate systems are in place to recruit staff within short timescales.

Act

Systems are now in place to fill staff vacancies quickly.

Rec

Best Value needs to be further understood by staff.

Act

The Best Value Process has been explained to staff through meetings and Operational Bulletins.

4.3

HOW WILL WE REVIEW PROGRESS?

Rec

Review success of Budget bids.

Review results of Call Handling monitoring.

SMT/ Steering group monitoring.

Further survey of staff and users.

Act

These items are on-going.

HAMPSHIRE FIRE AND RESCUE SERVICE

BEST VALUE SCOPING STUDY

PROCUREMENT

PROGRESS REPORT (1)

TOWARDS MEETING REVIEW RECOMMENDATIONS

Key:

Rec = Recommendations

Act = Action taken to date

9.1

BEST VALUE PROCESS CHECKLIST

9.1.1

Challenged the need for the procurement function?

Rec:

Given the specialist needs of the Service, the procurement function should remain in-house: However, procurement processes and systems should be improved and additional awareness training given to those with responsibilities for procurement.

Act:

This will be done on appointment of a Procurement Manager who will be responsible for the function.

9.1.2

Considered how the function might be delivered by external providers or some form of partnership arrangement with other authorities?

Rec:

Continue to use those agencies and external providers who themselves follow Best Value principles.

Act:

Currently working closely with our CACFOA area - collaboration in purchase of non-PPE uniform being pursued - to be taken further by Procurement Manager.

9.1.4

Obtained access to accurate information about its own procurement performance and compared it with that of other authorities?

Rec:

Benchmarking and comparisons should continue in pursuit of Best Value and good practice.

Act:

When appointed the Procurement manager will assess opportunities for comparative benchmarking (particularly within Family Group 4).

9.1.5

Consulted widely with staff, other best value authorities, current suppliers and other commercial organisations and the public as part of the BV Review?

Rec:

That the procedure used for delivery of goods and services be reviewed in the light of comments from the staff survey.

Act:

This review has not yet commenced as it relies on the appointment of a Procurement Manager.

9.2

DETERMINING NEED FOR PROCUREMENT

9.2.1

Show that users of goods and services have open and accessible channels through which to provide feedback and that this is acted on?

Rec:

Introduce a more formalised system for obtaining feedback from 'customers/ end users'.

Act:

Planned to be undertaken in conjunction with 9.1.4.

9.3

PROJECT PLANNING

9.3.1

Deliver new goods and service to users within budget and on time?

Rec:

Annual questionnaire to end users to check on customer satisfaction with delivery and prices.

Act:

Will be done over the next twelve months to tie in with 9.1.4 and 9.2.5.

9.3.2

Have a project plan for all on-going procurement projects?

Rec:

Issue updates to all major plans at regular intervals.

Act:

To form part of the Procurement Officer's responsibilities when appointed.

9.3.3

Approve only those procurement projects that are identified in the business plan?

Rec:

Continue current practice

9.3.4

Know who is involved in what project and for how long?

Rec:

Continue current practice.

Act:

Current practice continued including the ad-hoc project team

9.3.5

Know when decisions and funds are required?

Rec:

Continue current practice.

9.4

FORMULATION OF SPECIFICATION

9.4.1

Specifications for goods and services are formulated in consultation with other authorities, users, technical experts, suppliers?

Rec:

Any discussions with other agencies on procurement decisions/ evaluations should be documented to demonstrate that best value principles are applied.

Act:

This will be done on appointment of a Procurement Manager who will be responsible for the function.

9.4.2

Service requirements are specified in terms of output and performance, rather than how the supplier is to go about providing the service?

Rec:

Any agreements including those made orally, should be recorded so that both customer and suppliers know where they stand.

Act:

This will be done on appointment of a Procurement Manager who will be responsible for the function.

9.4.3

Opportunities for standardisation of goods and service requirements between different departments are vigorously pursued?

Rec:

Consideration could be given to centralising the purchasing of common items so that standardisation and economies of scale can be pursued.

Act:

Information on select lists and preferred buyers will be made more widely by the Procurement Manager when appointed.

9.4.4

Specifications are drawn up in accordance with relevant UK and EU Legislation and standards?

Rec:

Personnel involved in procurement should be kept aware of UK and EU legislation that affects the service.

Act:

This will be done on appointment of a Procurement Manager who will be responsible for the function

9.4.5

It does not deter voluntary section organisations, smaller firms and new entrants to the market, by specifying unnecessary requirements?

Rec:

This should be encouraged where possible as it gives a boost to local economy.

Act:

Many local businesses are currently being used and some disabled workshops are also currently on our list of suppliers.

9.5

EVALUATION AND DECISION TO PURCHASE

9.5.1

Thoroughly evaluate different options for meeting performance specifications, including an appraisal of technical, market, financial and risk matters?

Rec:

A more robust list of suppliers should be established covering a wider range of goods and services

Act:

Subject to appointment of a Procurement Manager.

9.5.2

Require that a detailed business case be prepared for all major procurement projects?

Rec:

Continue current practice.

9.5.3

Involve members and senior management in considering business cases for high value, strategically important purchases?

Rec:

Continue current practice.

9.5.4

Delegate other purchasing decisions to a level appropriate to the value and strategic importance of the goods/ services?

Rec:

Ensure a robust audit trail and up to date list of staff who are authorised to take procurement decisions is maintained

Act:

The Procurement Manager will include this in a process guidance document.

9.6

TENDERING AND CONTRACT AWARD

9.6.1

Have financial standing orders that set out how contracts for supply of goods and services are to be provided, ie, where you need competitive quotes and where tendering is required?

Act:

This has already been done by Supplies Manager but has yet to be approved by SMT.

9.6.2

Promote strong competition for highly specialised products and services by shortlisting potential bidders?

Act:

This will be done on appointment of a Procurement Manager who will be responsible for the function

9.6.3

Ensure that its competitive processes comply with UK and EU legislation?

Rec:

That importance of compliance with regulations be reinforced.

Act:

This will be done on appointment of a Procurement Manager who will be responsible for the function.

9.6.4

Subject all potential service providers, including in-house bids, to the same requirements?

Rec:

Continue current practice.

9.6.5

Enter into dialogue with bidders in order to clarify requirements and deal with queries?

Rec:

Continue current practice.

9.6.6

Evaluate tenders systematically and objectively demonstrating a clear audit trail?

Rec:

Continue current practice.

9.6.7

When comparing, do costs take into account acquisition costs; operating costs; maintenance and replacement costs; training costs?

Rec:

That wholelife and training costs should be taken into account.

Act:

Subject to the appointment of a Procurement Manager, it would be the responsibility of this post to monitor these costs.

9.7

SUPPLY

9.7.1

Ensure that its contractors and suppliers are committed to and operate an Equal Opportunity Policy?

Rec:

This should be a part of the HFRS Procurement Strategy and all suppliers on the Approved List should have Equal Opportunity Policy.

Act:

At present this has not been done but will be implemented by the Procurement Manager when appointed.

9.7.2

Handle TUPE effectively?

Rec:

Continue current practice.

9.7.3

Use standard conditions of contract in all routine procurement?

Rec:

The legal position on the standard conditions on orders using FMS needs to be checked.

Act:

To be undertaken by the Financial Services Manager.

9.7.4

Make joint commitments with major suppliers to service improvement and supply chain cost reductions during life of contracts?

Rec:

This should be mentioned in HFRS Procurement Strategy

Act:

This is noted in the HFRS Procurement Strategy.

9.7.5

Involve users and suppliers in working out detailed service standards within the framework of a flexible performance contract?

Rec:

Where feasible, user/supplier input to be encouraged as part of the HFRS Procurement Strategy. The scope for flexible performance contracts to be considered where appropriate.

Act:

To be addressed by the Procurement Manager when appointed.

9.7.6

Secure longer term (5-10 year) contracts with suppliers that include a commitment to volume?

Rec:

Consider where appropriate in the future.

Act:

This is currently undertaken, albeit in a very limited area. Continually reassessed.

9.7.7

Keep the number of suppliers to the minimum to meet business needs and to sustain competition.

Rec:

An approved supplier list to be compiled by the Procurement Manager.

Act:

Subject to the appointment of a Procurement Manager.

9.7.8

Maintain minimum stocks of essential goods to ensure continuity of service delivery, with the majority of items supplied direct to the end user?

Rec:

In areas other than main (HQ) and Workshops Stores there may be opportunities to reduce stock levels.

Act:

Divisional holdings currently under review.

9.7.9

Use 'call-off' arrangement for all high volume, low value orders?

Rec:

Consideration should be given to making more use of this arrangement.

Act:

'Call-off' arrangements under continual review by Supplies Officer.

9.7.10

Ensure that supply is accompanied by sufficient risk assessment, including issue of technical and Health and Safety guidelines?

Rec:

Continue current practice.

9.7.11

Reduce administrative costs through automated systems ie, requisition ordering, payment and charge cards?

Rec:

Continue current practice.

9.8

MONITORING AND EFFECTIVENESS

9.8.1

Obtain feedback from users and communicate this to suppliers in a structured manner dealing with quality issues as they arise?

Rec:

A reporting procedure needs to be established so that customers can comment on quality issues.

Act:

Feedback/reporting procedure to be produced by Procurement Manager when appointed.

9.8.2

Pay invoices promptly, taking advantage of early payment discounts?

Rec:

The need to comply with the national BVPI to be reinforced.

Act:

BV8 is reported on quarterly and shows improvement.

9.8.3

Co-operate with suppliers to minimise time and cost of managing and monitoring contracts?

Rec:

The need for regular progress meetings with main suppliers to be promoted in HFRS Procurement Strategy.

Act:

This is in the HFRS Procurement Strategy.

9.8.4

Develop key performance indicators with suppliers and ensure that they are acted on?

Rec:

The opportunity to develop PI's for the supply of some goods and services to be considered.

Act:

To be part of Procurement Manager's brief.

9.8.5

Ensure consistency in the management of both in-house and external suppliers?

Rec:

The need for consistent treatment to be emphasised in HFRS Procurement Strategy.

Act:

This is in HFRS Procurement Strategy.

9.8.6

Ensure that performance reporting reflects the chain of accountability - members and managers receive relevant information?

Rec:

Continue current practice.

Act:

Current practice continued.

9.8.7

Use monitoring information to help manage and control usage and demand?

Rec:

Continue current practice.

Act:

Current practice continued.

9.9

RENEWING CONTRACTS

9.9.1

Market test other supply options?

Rec:

The need to continuously market-test prices/ specifications for major items to be included in HFRS Procurement Strategy.

Act:

This is in the HFRS Procurement Strategy.

9.9.2

Expediently extend contracts for short fixed periods to accommodate organisational changes?

Rec:

Continue current practice.

Act:

Current practice continued.

9.9.3

Leave ample time to negotiate a new contract before old ones expire?

Rec:

Continue current practice.

Act:

Will form part of Training (9.1.1).

9.9.4

Fully appraise the strengths, weaknesses, opportunities and threats of existing procurement arrangements?

Rec:

The benefits and carrying our 'SWOT' analyses to be promoted in HFRS Procurement Strategy.

Act:

Part of the Procurement Manager's duties on appointment.

9.9.5

Review existing specifications and performance standards?

Rec:

There should be an established procedure to check on performance from purchase (specifications) to user satisfaction (performance standard).

Act:

See also 9.1.5, 9.2.1, 9.3.1 and 9.8.1. Procedure to be compiled by Procurement Manager when appointed.

9.9.6

Involve existing and potential suppliers and users in reviews?

Rec:

HFRS Procurement Strategy to emphasise the need to include all stakeholders in purchasing specifications

Act:

This is in HFRS Procurement Strategy.

HAMPSHIRE FIRE AND RESCUE SERVICE

BEST VALUE SCOPING STUDY

PROPERTY SERVICES

PROGRESS REPORT (1)

TOWARDS MEETING REVIEW RECOMMENDATIONS

Key:

Rec = Recommendations

Act = Action taken to date

4.1

WHERE ARE WE NOW?

4.1.2

The level and way the service is provided at present

The two administrative assistants cover Mon to Fri, 20 and 27.5 hours respectively, both starting at 0900 hours. One post is budgeted for at 37 hours, so overtime rates are not paid if extra hours worked

Rec

Ensure that all normal office hours are covered

Act

Office cover increased from 0900 to 1600 hours, as from April 2002.

The two caretakers work a 37 hour week, each working from 0700 to 1530 hours and then 0930 hours until 1800 hours on alternate weeks.

Rec

The decision as to who works early/late is agreed between the caretakers themselves. Both normally present between 0930 and 1530 hours.

Act

The system works well, additional staff not required.

Repairs and maintenance is planned on an annual basis, and details of the works programme circulated to managers, Station Commanders and tenants on an annual basis

Rec

Building works are largely determined by condition surveys, but the actual programme is severely constrained by the available budget. Funding should be substantially increased in order to re-establish a realistic programme of planned maintenance.

Act

Report taken to Finance and General Purposes Committee on needs to support proposals for growth in the relevant budgets. Growth sought by SMT: 2002/03 £175,000, 2003/04: £225,000, 2004/05: £75,000. The Authority subsequently approved growth as follows: 2002/03 £153,000, 2003/04 £(nil), 2004/05 £278,000.

Reported defects are given a 'priority rating' ie same day, 7 days, or non urgent. There is no written guidance detailing the priority rating system, the rating given to all defects is determined by the manager and/or the administrative staff. Generally defects relating to heating, security, health and safety, and flooding have a 'same day' rating. Not all managers seem to be fully aware of the system. When defects reported by a watch on a station, the information relating to the effect not always passed on to the next watch.

Rec

All managers need to be reminded of the priority rating system used when prioritising remedial works.

Act

A reminder shall be placed in Routine Notice (entry for November 2002).

Capital expenditure (mostly new building schemes and large building projects) is controlled by central government through the allocation of Basic Credit Approval (BCA). BCA insufficient which makes forward planning difficult.

Rec

Until the future of the Government's new capital spending controls is known, the scope for using PFI/PPP should continue to be explored.

Act

A scheme in Cornwall has been explored; and contact made with West Sussex Council to examine the potential for a collaborative bid.

4.1.3

Current aims and objectives

Usually, major schemes for fire stations are the result of reviews of fire cover.

Rec

All major fire station schemes should continue to be justified/ supported by the outcomes of reviews of fire cover.

Act

Continue current arrangements for fire cover review.

4.1.4

Existing performance indicators, targets and standards

Statement of service standards or performance targets. No local Performance Indicators set.

Rec

Performance Indicators need to be developed which will track the department's performance (eg for defect reporting: note the time taken, on average, to inform users of acting taking place, note date user informed on defect form).

Act

Local Performance Indicators being drafted (November 2002).

Main weakness is communication; HFRS is not always asking timely questions about the projects HCC undertakes on its behalf; eg are we keeping to budget? This is highlighted by a £250,000 overspend in 2000/01 because of poor communication/ questioning.

Rec

Procedures for improved sharing of budget monitoring information (including analysis of final costs for each project) need to be established. The condition survey needs to be updated annually rather than as a major task every 3 to 5 years.

Act

The outcome of negotiations of any increases in costs for the SLA will be available for comments 2003/04.

Standard reports on the services provided under the SLA with HCC are not regular, they are usually produced at the Authority's request, following the receipt of complaints. Customers were less satisfied with the quality of service and workmanship provided by contractors and work not being completed on time. The majority stated that work had not been checked following completion, and were not asked if they were satisfied with the work.

Rec

Arrangements for monitoring the performance of work commissioned under the SLA should be improved and end-users actively encouraged to provide feedback on quality.

Act

New arrangements will be put in place from April 2003.

HCC issue appraisal forms for completion by HFRS at the end of each project

Rec

Appraisal forms to be kept on property files so that trends can be monitored.

Act

In place.

4.2

WHAT WE FOUND DURING THE STUDY

4.2.1

How do personnel and others view our services?

In general, satisfaction was expressed with the performance of the department, however, less satisfaction was recorded with regard to contractors' performance

Rec

Need to obtain and make better use of feedback from building users on contractors' performance.

Act

Plan to carry out survey every second year.

4.2.2

How do we compare with best practice?

Comparison on like-for-like basis difficult without extensive research, eg no indication of type/state of buildings, type of heating used, etc. HFRS came out above average for property running costs. Elements attributing to this are above average costs for repairs and maintenance, grounds maintenance, cleaning and staffing.

Rec

Continue to investigate whether there are valid reasons for higher unit costs for repairs and maintenance, grounds maintenance and cleaning. Set realistic targets to reduce property running costs.

Act

Annual update of the condition survey agreed with Hampshire County Council.

4.2.3

Are we competitive in the market place?

With other local authorities? 1) Overall, fees paid for particular professional services are comparable or within an acceptable range. 2) On data gathered to date: the senior building surveyor chargeout rate is above average; however, in all other cases the rates paid are either average or below average

Rec

The opportunity should be taken to invite alternative suppliers of architectural services to bid (on a design/build basis) to undertake specific capital projects.

Act

The opportunity to do this will be taken on the scheme to replace Cosham Fire Station.

4.2.4

What are the options?

Rates charged to HFRS by HCC compare favourably with those charged by Portsmouth CC, Southampton CC, Winchester CC and the commercial sector.

Rec

The chargeout rates for professional services should be regularly monitored to ensure that they represent good value for money and that they are consistent with fees charged in comparable organisations.

Act

The chargeout rates for professional fees will be reassessed every two years from April 2002.

4.3

WHERE WE WANT TO GET TO

4.3.1

At what level and in what way?

The level of service and way it is provided appears to work well, however, it is considered that the Service could be more proactive in its efforts to increase building utilisation. Also a finding of District Audit.

Rec

Maintain property management function as it is at present, but do more to exploit the under-utilisation of buildings, where this is in the best financial interests of the Authority.

Act

Better use of accommodation at fire stations is being examined as part of the organisation's re-structuring proposals and the introduction of group commands.

4.3.2

What performance indicators, targets and standards?

1

Specifically, there was no evidence of initiatives taken to obtain users' views on the standards/quality of the cleaning contract.

2

Problems identified of obtaining timely budget information from a variety of legacy accounting systems. Should be improved by SAP application developments.

Rec

Arrangements for monitoring the performance of cleaning/ caretaking contract should be developed to encourage input from users.

Act

1

Assessment of cleaning standards made by Hampshire County Council staff, as part of S.L.A. arrangements.

2

The new SAP system shall assist with budget monitoring.

4.4

HOW WILL WE GET THERE?

4.4.1

What priorities and key tasks should we deliver?

Identified improvements to be made or investigated.

Office cover to be improved. Performance measurement improvements to be pursued.

Rec

See specific recommendations above (para 4.1.4) relating to introducing local Performance Indicators.

Act

Complete, as per 4.1.2.

Collaboration with other agencies:

Coastguard uses two rooms and a garage bay at Hardley; the Lord Chancellors Dept uses rooms at a retained fire station for video link to crown courts. However, there have been frustrated attempts to collaborate with the Ambulance Service, eg at Havant, Eastleigh, Redbridge and St Marys fire stations.

Rec

Continue to seek to collaborate with other agencies as potential tenants of under-utilised buildings where this does not put at risk the operational effectiveness of fire stations.

Act

Negotiations are underway with Hampshire Police for two rooms at Hardley Fire Station. (Following a change within the divisional management of Hampshire Constabulary, they have decided they do not wish to pursue this venture.)

4.4.2

What risks and obstacles will we tackle?

Resistance to change. Inadequate funding to satisfy planned maintenance programme in full. Informal lobbying by managers to reprioritise work! Demands from senior staff can disrupt the 'objectivity' of the programme.

Rec

The prioritised programme, once agreed by SMT, should not normally be varied without referral back to SMT.

Act

Complete, SMT involved.

4.4.3

How will we secure the commitment of key people?

Rec

Need for improved communication. Need to keep staff advised of what's happening. Need to be firm and clear in setting programme so as not to raise false expectations.

Act

Planned maintenance and works will be notified to staff via Routine Notice.

4.4.4

How will we review progress?

Rec

Progress to be reviewed through regular reports to SMT/Fire Authority; regular (3 yearly) customer satisfaction surveys; regular `market testing' of chargeout fees; monitoring of development and performance indicators (as detailed above).

Act

The above recommendations have been Introduced.