Archived decisions

APPENDIX B

BVR Ref

Recommendations

Action Required

Evidence/Comments

Ongoing Recommendation

Person Responsible

Target Date

2.6 - Fitment of Mobile Phones Hands-free Kits - Officers and Non-Uniform

 

2.6.5

Fitment of mobile phones to officers, non-uniform and other ancillary vehicles is outsourced to an external supplier. Fitment of mobile phones to be reviewed following completion of the 'Link' project.

Workshops will out-source the fitment of all mobile phone hands free kits unless they are part of a full HX (main scheme) radio blue light and audible warning fitment

 

 

 

 

Review team to re-evaluate following completion of the 'Fire Link' project

'Fire Link' project not yet complete.

The arrangements in place for the fitment of mobile phones requires follow up on completion of the 'Fire Link' project.

Deputy Chief Officer

31/03/2007

2.7 - Job Codes

 

2.7.3

It is recommended Workshops and Fleet Management should undertake the development of the system jointly in order to ensure it can fulfil the requirements of both management teams.

Workshops and Fleet Management to develop the set-up of the TRACE system jointly.

Development is ongoing, but further improvements are envisaged once the network upgrade is completed (planned May 2006)

Target completion of network upgrade of Workshops set for May 2006 should be monitored to ensure completion and required outcome.

Workshop Manager/Fleet Manager/IT Services Manager

31/05/2006

2.8 - Job Cards

 

2.8.5

Development of recording methods to be undertaken jointly by Workshops and Fleet Management to ensure information meets Service requirements, in conjunction with the implementation of the TRACE computer system and new job codes. A clear audit trail must exist.

Fleet and Workshops Management to agree recording methods meet both their requirements.

Further testing has been undertaken to confirm that the job recording system provides accurate information. A problem arising from the testing and its impact upon the management information provided by the system has been discussed with the Workshops Manager and requires resolution with the software supplier.

1. It should be ensured that the TRACE system provides accurate and relevant information. 2. Management information should be further enhanced, in particular, to identify costs associated with each category of vehicle or equipment.

Workshops Manager/Fleet Manager/DCO

30/06/2006

2.11 - Performance Indicators

 

 

 

 

 

2.11.2

Set targets to reduce the amount of non-productive time. This will be assisted by the improvements in planning (2.12) and improvements in administration (2.8 & 2.9)

Identify strategies to reduce the amount of non-productive time through planning process (see 2.12)

An agreed target productivity rate has been agreed for 2005/06. Actual non productive time is being monitored currently. The Workshops Manager has provided details of his strategies to increase the productivity rates.

The outturn productivity rate against target should be reported to Performance Review Committee annually.

Workshops Manager/ Performance Review Team

First PRC meeting 2007/08

2.12 - Planning Methods

 

 

 

 

 

 

2.12.1

It is recommended that current planning methods be updated, combined with analysis of historical requirements for the repair of defect and accident damage, to calculate potential necessary resources.

Workshops and Fleet management to identify workloads for forthcoming year.

Updated yearly plan to be submitted to Performance Review Committee.

Schedules are compiled for monthly work. Quarterly priority meetings are held for the Workshops.

1. Evidence required identifying potential workloads for the forthcoming year together with estimate of resources available to meet the plan.
2. A review of the current staff levels and skill mix to be undertaken.

DCO/Fleet Manager/
Workshops Manager

1. 01/07/2006
2. 31/03/2007

2.12.2
2.12.3

Scheduled work should be examined and critical paths established, so that non-critical tasks can be used to offset periods of low activity.


Future plans should be created in liaison with the Fleet Manager, who controls the scheduling of annual and 3 monthly servicing aligned with modifications and `new-builds'.

Workshops and Fleet management to identify workloads for forthcoming year. Scheduled work (including 3 monthly servicing) will then be examined and critical paths established.

Annual plan to be produced using historical data to allocate appropriate start/completion times for 'fit-out', refurbishment, modification and stowage, taking into account the identified reduction to build times identified in 2.14. All other work will be estimated using historical data and new performance information from the ICME manuals.

See 2.12.1 - annual plan

Once in place, the annual plan should be profiled and monitored on a quarterly basis. Consideration should be given to whether a measure should be implemented to determine the achievement of the plan.

DCO/Fleet Manager/ Workshops Manager

01/07/2006

2.13 - Stock Levels

 

 

 

 

 

 

2.13.3

It is also recommended that the potential for combined purchasing capabilities be investigated in conjunction with the Regional Management Board and Firebuy

Consult with Transport, Workshops & Procurement Managers of other F&RS (regionally, FG4 or nationally) to investigate purchasing opportunities.

Discount structure agreed for Volvo spares by Regional Procurement Team.

There should be ongoing collaboration between the Procurement Manager and the Fleet and Workshops Managers to ensure that potential procurement opportunities are considered.

Procurement Manager in conjunction with Fleet and Workshops Managers

ongoing

2.14 - 'Fit-Out' and Modification Methods

2.14.2

It is recommended that `pegboards' be introduced to enable improvements to be made (cost savings and reduction to build times 12.14.1).

It is also recommended investigation be made into the installation of original shelving and pegboards by manufacturers/ bodybuilders at the initial build stage. This might be complemented by joint working with partner FRS who have already capitalised on this method of fitment.

Introduce pegboards style stowage to the 'fit-out' of appliances where appropriate. Additionally, investigate other potential developments in stowage fitment.

Review the specification of new appliances/other vehicles and identify as much of the specification as possible that could be completed by the manufacturer/bodybuilder prior to completion at Workshops.

The 'pegboard' style system is now in use. The fitting out of appliances is to be market tested this year.

1. The outcome of the market testing of vehicle fit outs should be reported.
2. The cost of in house fitment should be monitored closely and compared to other brigades and external procurement options with the intention of driving down in-house costs while maintaining operational needs.

Fleet Manager

01/12/2006

2.15 - Three Monthly Servicing

2.15.1

It is recommended that Workshops trial the system used by South Wales F&RS whereby an apprentice or GDA (General Duties Assistant) accompanies the mechanic to the three monthly service. This will free up technical resources to complete other work.

Trial to be carried about between 01/04/05 and 30/06/05.

Report required on outcomes of the further trial clearly specifying recommended option based on evidence. Note: discussion with Workshops Manager revealed that the issue has been somewhat overtaken by the monitoring and targets for defects. Currently there are other ideas being floated for teams to combine 3 month servicing and defects. The latter cannot be undertaken by GDA.

Future progress on initiatives regarding the use of the General Duties Assistants should be monitored and reported.

Fleet Manager/ Workshops Manager

30/09/2006

2.19 - Regional Collaboration

2.19.2

Fleet Management continue to develop communications with other FRS to share best practices and to explore the possibility of regional collaboration.

Investigate the possibility of regional collaboration and examine working practices.

Develop communication with other F&RS.

The Fleet Manager has endeavoured unsuccessfully to attend the Transport Officers' Working Group. It should be noted that this group is a committee of the CFOA (Chief Fire Officers Association) and is made up of representatives of the regions rather than each Brigade. This group does consult with the Brigades, and HFRS has recently provided input to research on appliance specifications. The Fleet Manager has visited other Brigades in connection with fleet development and development of TRACE system. The Fleet and Workshop Managers as well as some of their staff attend the Transport Officers annual seminar.

Continued communication with other Brigades should be maintained in order to share best practices and explore the possibility of regional collaboration.

Fleet Manager

ongoing

2.20 - Staff Training

 

 

 

 

 

 

2.20.1
2.20.2

It is recommended staff qualifications should be reviewed by HFRS Training Dept. to schedule the completion of a Vehicle Inspectorate (VOSA - Vehicle and Operator Services Agency) course for all staff who have not undergone a full reassessment in the last 4 years. Technicians must undertake the `Fire Service - Best Practice Course'.

Identify those technicians who have not attended a VOSA 'Fire Service - Best Practice Course' in the last 4 years.

VOSA Fire Service Best Practice Training Course was completed in January 2006. Future training needs for Workshop staff are identified by the Training matrix and addressed as part of the PDP process.
The IRTEC (Institute of Road Transport Engineers) courses are to be booked, and to fit in with work. Note that legal requirements have been fulfilled by the VOSA courses.

The IRTEC courses should be booked and attended by the required staff.

Workshops Manager

31/12/2006

2.21 - External Work

 

 

 

 

 

 

2.21.1
2.21.2

It was observed during the review that the amount of non-productive hours has not decreased irrespective of the external work completed.

In light of the recommendations in the Fire Service White paper it is proposed that the benefits of external work be reviewed against the potential opportunity for future collaboration with other fire and rescue service workshops

See 2.12.2 and 2.12.3 re external work

Workshops Manager to review all Workshops external work.

Report to be produced demonstrating feasibility benefits/disadvantages of completing this work, and how this can reduce periods of down-time.

Report to be submitted to Performance Review Committee.

A decision was made at the Best Value Working Group on 2/2/2006 to retain existing contracts but not to seek further work until current workshops changes have been fully implemented and consolidated.

The possibilities of extending external work carried out by the Workshops should be reviewed by the end of the next financial year.

Deputy Chief Officer/ Workshops Manager/Fleet Manager

31/03/2007

2.22 - Security

2.22.1

All necessary efforts must be made to ensure that any requirements drawn from the nationally ongoing security measures are adhered to. In addition, any future outsourced/ collaborative work involving fire service vehicles, must ensure necessary security precautions have been taken.

Seek further information and guidance from national sources. Draft security schedule in liaison with other Fire and Rescue Services and ODPM guidance.

Letter sent by Fleet Manager to Workshops and all those responsible for repair and maintenance of HFRS vehicles setting requirements for security.

The Fleet Manager should continue to monitor future guidance and developments on security.

Fleet Manager

01/04/2007

2.23 - Continuous Improvement

2.23.1

To ensure that the recommendations have been sufficiently integrated into workshops working practices, and to allow for competitive review of costs/performance, it is recommended that a full management review is conducted 1 year from completion of the review by an independent assessor.

Performance Review Committee to appoint review team and agree strategy for review.

Independent review of implementation of recommendations currently being undertaken.

Continuous monitoring of LPI's (Local Performance Indicators) and benchmarking with other Brigades should be undertaken to demonstrate that continuous improvement is being achieved. A performance summary should be prepared for each financial year and reported to the appropriate meeting of the Performance Review Committee.

Fleet Manager/ Workshops Manager

31/03/2007

2.24 - Management Structure

2.24.1

It is felt that the organisation and management of the Transport Section and Vehicle Workshops could be combined. This would enable a more integrated approach to the management of the vehicle fleet and provide clearer direction through a simplified structure, which in turn will assist in ensuring consistency in expectations and approach. It is therefore recommended that the management structure be reviewed with this aim in mind .

Review of management structure to be completed and report submitted to Performance Review Committee as part of 2.23 above.

During the review, a recommendation was made to review the organisation and management arrangements of the Transport section and Vehicle Workshops. As a result of this a report has been made to and accepted by the Performance Review Committee on 8th March 2006 that the Service's Human Resources Department be asked to review the potential advantages and disadvantages of combining the organisation of the and management of the Transport and Vehicle Workshops functions, and to make recommendations to the Human Resources Committee on the most beneficial future structure.

The outcome of the review of the management structure should be reported when complete.

Human Resources Department

ongoing