Strengths

Areas for improvement

· The HTM management feel their job is made easier by the fact that the team are valued and are supported by the Director of PB&R and the Head of Business Operations. They also feel that as managers, they are allowed to manage.

· Staff display a strong allegiance to HTM and describe themselves primarily as employees of HTM rather than HCC.

· HTM has a largely informal leadership style and has worked to develop a functional rather than personal hierarchy. It has a well developed team spirit and co-operative working practices. Although some formal meetings are scheduled it tends towards `management by walking about'. Additions to staff are very carefully selected (often employed as temps initially) to ensure `fit' and explaining the culture of the organisation is part of the interview process. There is an informal succession plan.

· BF sees it as his responsibility to do the worrying. Responsibilities are delegated but only when training has been done to ensure that the expertise is in place e.g. school meals transport.

· HTM has a culture of trying to please customers. In the workshops there is a culture of `money awareness'.

· The business is now managing growth rather than decline, as has been the case in recent years. HTM feels it has successfully managed continuous change.

· HTM empowers local decision-making and encourages through instant reward.

· BF/TB meet monthly with RG to review the business plan, operational matters and budgets.

· BF/TB meet regularly with the Area Engineers to cascade any necessary information

· There is an annual staff meeting where the team come together and are thanked for their efforts. A special summary of the business plan is produced for staff. The management regularly visit staff at their workplace, speak to staff and update them on any ongoing issues.

· HTM has implemented the PDR process.

· RG/TB to spend more time in the workshops

· Involve staff in process improvements

· Challenge legal constraints on market opportunity.

Strengths

Areas for improvement

· People management takes place against a background of declining personal terms and conditions.

· The HTM culture is one of the keys to its success as it engenders `commitment' among staff. It is prepared to bend the rules to care for its staff and this produces loyalty and commitment. Staff know they are highly valued by management.

· Interview process includes culture and team working ethos The expectations of new staff are managed so that the success rate is increased.

· An informal succession plan is in place.

· HTM grows its own people in Vehicle Maintenance through training on the job and by `pairing', as the skill level is higher than that available in the open market where people may have expertise in one vehicle type only. However, County pay rates do not recognise this additional skill and experience. HTM now has one apprentice.

· Reward HTM rewards via the honorarium system, by personal thanks to staff and by passing on customer compliments

· There is no dedicated personnel & training management and no need for one. Personnel & training are seen as line management responsibilities. This enables rapid reaction to the identification of training needs e.g health & safety. Also management can use all P&T to continuously support its positive `service' ethic.

· Telephone facilities

· Database showing skills of personnel

· Greater formality in training programmes

· Recruitment is becoming more difficult

· Workshop environment

· Uniforms & badges

Policy & Strategy (8%)

Strengths

Areas for improvement

· HTM policy & strategy has developed against a background of particular objectives. These are to stabilise the size of the organisation, taking advantage of economies of scale. Its aim is for steady, organic growth.

· Its stakeholders are county councillors, CMT, staff, customers and suppliers.

· Policy & strategy are developed at the monthly management meetings with RG, HCS and HPS. This provides an opportunity for cross-fertilisation between the businesses. In addition, RG/BF/AB communicate informally and daily.

· Decision-making is informal and collective like a small business, in keeping with the informal management style of HTM. Decisions are put for ratification to BSMG and the Business Sub-committee.

· HTM uses face-to-face internal communication with staff in preference to written material.

· The information driving policy and strategy comes from a variety of regular and formal sources:

Legislation

(for example, HTM was able to capitalise on the requirements for seat belts in school mini-buses by providing information & guidance to schools on how they could comply).

Business Plan

Management Accounts

Financial and systems audits

Health & safety audits

HTM User Group (2 per year) and annual User Survey

Additionally, there is `ad hoc' collection of information that can lead to policy or strategy changes:

Issues raised by stakeholders

Regular modelling of HTM financial status and prospects

HTM's close understanding of the markets in which it operates and its strong network inside the county means that HTM is quickly aware of events that may effect it. E.g. highways externalisation.

· To communicate and record policy developments and their implementation. This is necessary in the era of best value where evidence is required to prove that proper attention is paid to cost-efficiency, stakeholder focus and continuous improvement.

· Checking that internal communication has been understood.

Strengths

Areas for improvement

· HTM works in partnership with suppliers on the vehicle acquisition side and with spares suppliers on vehicle maintenance. The partnership means that technical support, training and specialised vehicles are forthcoming.

· Workshops are located in Highway Depots allowing the cost to be shared with County Surveyors.

· HTM works in close partnership with its users, maintaining a continuous dialogue and making frequent site visits. For example, Couriers work with customers to define the service required (e.g. recorded deliveries, school meals) It has shaped itself to be a partner with customers in supporting them to meet their objectives. In this way HTM seeks to add value and not be a service.

· Resources:

Finances: Managed through monthly management accounts and the annual budgeting process. Particular attention paid to anticipating costs from suppliers.

Building Equipment and Materials: Buildings are rented and managed by landlord for purposes of repair and maintenance

Technology:" We'd like some". Some computerised diagnostic equipment in workshops

Buying Ford software for technical data.

Information & knowledge: Procedural notes exist on activities. In keeping with its general culture, HTM takes a `common sense' approach to this. There is 10 years of experience in a stable staff. It is a small unit with people working as a team and interested in knowing each others jobs so they can help.

· HTM effectively subsidises the Courier Service to £60,000 as the service is not charged out to users. An identified area for improvement is to properly account for the Courier Service, perhaps through notional pricing. It is another example of the need to be in a position to prove the value and viability of services.

· Need to be on IT2000, need more reliable systems, better support from IT services and workshops need to be linked to Hantsnet.

Strengths

Areas for improvement

· The tight informal organisation of HTM enables it to `make it happen' without formal written procedures. Also, in contrast to say HC, it has small number of points of delivery so processes are easier to manage on a daily basis. Some procedural notes in place but processes largely based on learned experiences of staff. These are modified through customer feedback and competitor monitoring.

Perception

· Only positive comments received from Social Services

· Annual service quality questionnaire tracks customer perceptions

· File of `thank you' letters

· Twice-yearly User Group provides opportunity for constructive feedback

· Few complaints but these are recorded

· Complaints from RCS can usually be traced to lack of understanding, particularly on source of vehicles, HTM c.f Balfour Beatty

Performance

· Evidence of growing customer numbers

· Number of courier drops has increased from 72,000-107,000 in 4 years

· Evidence that the number of non-highways vehicle numbers is increasing

· Workshop pricing at £27 p.h compares to £50 by Ford

· Evidence that spot hire business is growing

· Pressure to expand the car pool

Areas for improvement

· Improve understanding of RCS through discussion

· Quality of handover of cars by Surveyors Department

· Introduction of courtesy cars in the workshop

Outcomes

· HTM has made surpluses every year since 1991

· Maintenance of customer base

· Reducing reliance on the highways fleet: Contract hire is now 20% of business compared to 37% in 1998

· Growing the Courier service by developing new roles e.g. Members' Chauffeuring

Indicators (see Business Plan)

· Bronze award to Couriers' fleet by Winchester/Hampshire Councils in recognition of environmental record.

· Won the Highways Fleet Maintenance contract in 1991 and retained in 1998.

· Growth in Courier drops and geographical spread

· Carrying of more `sensitive' material indicative of growing customer confidence

· Hire rates being checked (CR) but expected to show very competitive position.

Areas for improvement

Perception

· Morale is assessed as good and seems to be confirmed by team meetings

· Customers regularly comment on the enthusiasm of the Courier staff (even when not telling rude jokes and dressing up as women)

Performance

· Sickness levels better than County average

· Low staff turnover

· HTM promotes from within

· HTM seeking IiP accreditation

· Efforts on Health & Safety and investment in equipment have produced low accident rate.

· Competency training is to be recorded as part of IiP programme.

· Into 2nd year of PDR's, everyone has now had at least one.

Areas for improvement

· Start office team meetings

· Involve workshop staff more in decisions affecting them

Perception

· Stakeholders expect HTM to meet or exceed current Health & Safety best practice

· HTM as the vehicle owner is seen as the `offender' when customers drive badly or commit speeding offences.

Performance

· HTM already operates two gas-powered vehicles

· PSV standards are met

· Access for DIPTAC VSE87/1

· Low incidence of problems in police emission checks

· HTM insists on certified standards for seating

· HTM sets standards to meet public perception of uncompromising safety

· Measures emissions three times per annum, c.f once for an MoT

· Involvement with the Community Transport Association

· Involvement with Comic Relief.

Areas for improvement