Hampshire Fire and Rescue Authority

Item 6

Best Value Committee

2 April 2003

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

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Summary

1.1

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

1.2

Driver Training

Control and Communications

Procurement

Property Services

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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 2000.

Recommendations

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

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.

None

NB The list excludes:

1 Published works

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

BEST VALUE REVIEW : DRIVER TRAINING

Recommendations / Comments

Actions to Date

2.3 Are we competitive in the market place?

Not to pursue external providers at this stage

The European Commission have amended the minimum driving test requirements that must be adopted by all member states. These amendments shall be phased in from 2003-2010. Possible implications regarding LGV initial driver from 2010 shall be considered in the future regarding our current provision of LGV training.

Provision of external providers shall be reviewed during the annual Training Needs Analysis, completed in September each year.

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What are the options?

4.1 What priorities and key tasks should we deliver?

Replace uniform for non-uniform personnel on retirement

The service 'grading review' for non-uniformed staff resulted in a pay increase for non-uniformed driving instructors. It is expected that this will result in a more stable workforce and improved continuity of staff.

The replacement of uniformed staff with non-uniformed will be considered when retirement opportunities occur. This is to ensure continuous skill levels for instructors.

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

Review staffing levels when retirement offers opportunity

BEST VALUE REVIEW : CONTROL & COMMUNICATIONS

Recommendations

Actions to Date

1.1 A brief description of the current service

The current system is to be monitored to ensure the Service is kept abreast of changes in technology.

Updates in modern technology are continuously monitored. New digital tape recording equipment was installed in Jan 2002.

The new Blue 8 GIS system has been through factory and site testing and a number of control staff have received initial training. The system was delivered in mid November and is fully operational.

Funding has been identified for introduction of Call Line Identity (EISEC) and good progress is being made with this. It is hoped to progress this during early 2003.

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2.2 How do service users and others view the service?

Further control staff survey to be conducted

We plan a further survey of Control Staff in 2004. Due to the huge variation on performance indicators and the lack of consistency in the method of collecting data across our Family Group, there are no benchmarking opportunities at present.

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2.4 Are we competitive in the market place? (Benchmarking against other Fire Controls)

New systems of performance measurement to be developed.

Local performance indicators have been developed for introduction in April 2003. These will include call handling time and the time taken to answer emergency lines.

Due to the huge variation in performance indicators, and the lack of consistency in methods of collecting data across our Family Group, there is little opportunity for collaboration or benchmarking at present.

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3.3 What aims and objectives?

Continue work with Family Group 4 to define comparison data.

See 2.4 above.

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3.4 What performance indicators, targets and standards?

Continue work with Family Group 4 to define comparison data.

See 2.4 above.

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4.1 What priorities and key tasks should we deliver?

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

4.

This project, headed by GFCO Reynolds Smith, is underway and a report(s) will be forwarded in due course to the Combined Fire Authority.

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4.2 What risks and obstacles will we tackle?

Finance - increase funding

The Government have stated that they will fund the national procurement of a replacement radio system for the fire service.

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

Control Room staff have received stress awareness training and, whilst this does not remove stress from the workplace, it identifies how to recognise and deal with it.

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BEST VALUE SCOPING STUDY : PROCUREMENT

Recommendations

Action to Date

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

Benchmarking and comparisons to continue in pursuit of Best Value and good practice

When appointed the Procurement Manager will assess opportunities for comparative benchmarking.

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9.1.5 Consult with staff, other authorities, and stakeholders of the BV Review?

Review the procedure for delivery of goods and services in the light of comments from the staff survey.

This review not commenced, subject to the appointment of a Procurement Manager

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9.2.1 Show that users of goods and services have accessible channels to provide feedback

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

Planned to be undertaken in conjunction with 9.1.4

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

Annual questionnaire to end users to check on customer satisfaction

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

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

Issue updates to all major plans at regular intervals

To form part of the Procurement Manager's responsibilities when appointed

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9.4.1 Specifications for goods and services formulated in consultation with other stakeholders.

Document decisions /evaluation to demonstrate best value adherence

Subject to the appointment of a Procurement Manager

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9.4.2 Service requirements are specified in terms of output and performance, rather than how it providers the service?

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

Subject to the appointment of a Procurement Manager

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

Consideration could be given to centralising the purchase of common items to achieve standardisation and economies of scale.

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

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

Personnel should be kept aware of UK and EU legislation affecting the service.

Subject to the appointment of a Procurement Manager.

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9.5.1 Evaluate options for meeting performance specifications.

Establish a robust list of suppliers

Subject to the appointment of a Procurement Manager

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

Ensure a robust trail and list of staff authorised to take procurement decisions

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

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9.6.1 Provide financial standing orders to give guidance on contracts for supply of goods and services.

As detailed above

Financial Standing Orders flowchart produced. SMT to consider.

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

As detailed above

Subject to the appointment of a Procurement Manager

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

That importance of compliance with regulations be reinforced.

Subject to the appointment of a Procurement Manager

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9.6.7 Take into account acquisition costs; operating costs; maintenance; replacement costs and training costs?

That wholelife and training costs should be taken into account.

Subject to the appointment of a Procurement Manager.

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9.7.1 Ensure that contractors and suppliers operate an Equal Opportunity Policy?

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

Subject to the appointment of a Procurement Manager.

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9.7.3 Use standard conditions of contract in all routine procurement?

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

To be undertaken by the Financial Services Manager.

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9.7.5 Involve users and suppliers in detailing service standards within a flexible performance contract?

User/supplier input to be encouraged as part of the HFRS Procurement Strategy. The scope for flexible performance contracts to be assessed.

Subject to the appointment of a Procurement Manager

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

An approved supplier list to be compiled by the Procurement Manager

Subject to the appointment of a Procurement Manager.

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9.7.8 Maintain minimum stocks of essential goods with the majority of items supplied direct to the end user?

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

Pilot audit of 'B' Division stores has been carried out - awaiting report from Audit Team

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

Establish a reporting procedure for customer feedback.

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

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

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

Subject to the appointment of a Procurement Manager

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

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

Subject to the appointment of a Procurement Manager

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9.9.5 Review existing specifications and performance standards?

Establish procedure to check on performance from purchase (specifications) to user satisfaction (performance standard).

Subject to the appointment of a Procurement Manager

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BEST VALUE SCOPING STUDY : PROPERTY SERVICES

Recommendations

Action to Date

There is a defect priority system which is not widely understood.

Remind managers of the priority rating system used when prioritising remedial works.

A reminder was placed in Routine Notice.

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Where we want to get to, at what level and in what way? The service could be more proactive in its efforts to increase building utilisation.

Exploit the under-utilisation of buildings, where this is in the best financial interests of the Authority.

We are constantly seeking ways to improve the use of accommodation within our buildings to maximise the utilisation of space. Proposals are placed before the Asset Management Team for approval and/or comment.

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What performance indicators, targets and standards?

Evidence of initiatives taken to obtain users' views on the standards/quality of the cleaning contract.

Budget information not always available. Should be improved by SAP application developments.

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

Performance monitoring forms are in existence for the cleaning contracts. These forms are issued once a month to each establishment to be completed and returned by the Officer in Charge.

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