Archived decisions

Hampshire Fire & Rescue Authority

Performance Review & Scrutiny Committee Item 7

19^th November 2008

Fleet Maintenance Centre Interim Performance Summary for the 1^st Qtr 2008/9

Report of the Chief Officer

1

Summary

1.1

Following the 2007/08 Fleet Maintenance Centre annual performance report, the Performance Review and Scrutiny Committee requested an interim report to update the Committee on the Fleet Maintenance Centre's performance in certain areas for the 1^st quarter of 2008/09.

1.2

The Committee also requested an update on the proposed replacement Fleet Management System.

2

Recommendations

2.1

That the Fleet Maintenance Centre's performance indicators for the first quarter 2008/09 (set out in appendices A, and B of this report) be noted.

2.2

That, given that a replacement fleet management system is unlikely to be fully implemented before June 2009, the opportunity be taken to make further improvements to the current recording, analysis and presentation of performance management information to the Committee with the aim of commencing a second best value review of the fleet maintenance function from January 2010.

3

Introduction

3.1

The best value review of the Fleet Maintenance Centre (FMC) recommended a range of performance indicators to measure improvement in its performance. These performance indicators now set the benchmark for measuring the Fleet Maintenance Centre's annual performance in key areas, and some are highlighted in this report.

3.2

The present fleet management system is now holding back progress in many areas of the Fleet Maintenance Centre's operation, and does not meet Audit requirements.

4

Fleet Maintenance Centre Productivity

4.1

Productivity remains high with non productivity continuing its downward trend on course to improve on the 89% productive ratio target.

4.2

General wellbeing of personnel, continues to be maintained as the FMC management team and personnel continue to work together to achieve improvement in performance and working practices. The introduction of flexible working has given personnel the opportunity to work the hours that best fit their personal needs.

5

Major Servicing

5.1

The Fleet Maintenance Centre completed the Fleet Manager's servicing schedule for the 1^st quarter of 2008/09 on time.

5.2

Since moving to the new facility the time taken to carry out major servicing has fallen from an average of 23 working days, to 10 working days and this trend has continued during the 1^st quarter of 2008/09.

5.3

The target times for 17 service types have been reduced for 2008/09. For some technicians the new targets have proven difficult to achieve during the 1^st quarter of 2008/9 and this has been discussed with individual personnel as part of the Personal Development Review process. However, average times continue to fall for many service types. (see Appendix A - LPI 83)

6

Defects

6.1

The overall number of defects for the 1^st quarter fell by 45% compared to the same period in 2007/08 and continues the downward trend seen since the introduction of preventative maintenance. This fall has exceeded all expectations and a new target of 10% will be set for the remainder of the year and reviewed again for the following year as it will be difficult to continue to improve on this scale. (see appendix B - LPI 81)

6.2

The performance against a challenging 100% target, in respect of the attendance and completion of the three main defect categories, remains consistently high. Category 1 defects, (2 hours to attend and complete repair), remains the most demanding especially `out of hours'. (see Appendix A - LPI 82ai-82biii)

7

Customer Satisfaction

7.1

The customer satisfaction forms that have been returned show the FMC is performing at good or satisfactory with only one returned with a poor mark. Following discussions with the officer in charge concerned, he agreed his reason for the poor mark was not accurate. (see appendix A - LPI 84)

7.2

The number of surveys being returned is low. To try to improve the number of returns, from December 2008, the FMC will send surveys to Station Managers at the beginning of the month their appliance is to be serviced. Once the service has been completed and the vehicle returned to its home station a reminder to complete the survey will be emailed to them. This email will include any additional work performed on the vehicle whilst at the FMC for the service.

8

FMC Efficiencies

8.1

The cost of parts and materials continue to rise above inflation and is predicted to exceed this budget. However, as with last year, it is expected that the FMC's income from non HFRS work will offset this additional expenditure.

8.2

The FMC has been asked to carry out electrical testing and some maintenance of operational equipment by Community Response. This will be a considerable increase in the workload of the FMC. However, it is intended to absorb this additional workload using existing capacity and the additional efficiency savings from improved performance, coordinated through a newly formed FMC efficiency working group.

8.3

Non HFRS work continues to be an efficient way of utilising available capacity, and reducing the FMC's annual cost to the Service in the process. However, any increase in non HFRS work may be limited due to the heavier HFRS workload detailed in 8.2.

8.4

The FMC's store function is scheduled to merge with the HFRS procurement team resulting in efficiency savings for the FMC.

9

Fleet Management System

9.1

The FMC's existing information system, has become unreliable and a recent internal audit report recommended it should be replaced. The system relies heavily on manual data entry and the FMC's administration has to duplicate the financial processes on both the fleet maintenance system and the accounting system.

9.2

The system is holding back the FMC management team from developing its work planning and defect analysis that will provide efficiencies in performance and productivity.

9.4

The system is also holding back the Fleet Manager and his team from obtaining the information required to analyse various areas of fleet to make improvements, or provide information to others.

9.5

A project team that includes the ICT, Fleet, FMC Managers and a representative from Hampshire County Council IT services, has identified what is required from a replacement Fleet Management System and a user specification has been produced.

9.6

Hampshire County Council Audit Services were asked to review and advise the team on internal controls to ensure the correct procedures are taken and the system chosen, meets the users objectives.

9.7

The team identified the most appropriate systems, estimated costs and agreed to evaluate the three systems that were considered to most meet our needs. All 3 systems are in current use by other Fire Services and/or public organisations. FMC & Fleet users will be shown potential systems to make sure they meet their needs and expectations. This will have taken place by the time this report goes to the Committee.

9.8

It was hoped that the new system would be in place and ready to use for the 1^st April 2009. However, it is unlikely that the new system will be purchased until early 2009 as HCC are to upgraded the SAP network with a freeze on new products until then. Following the purchase and installation of the system, time will be invested to test and review procedures to make sure relevant data is available for best value and efficiency evidence. FMC personnel will also require comprehensive training before the change over.

9.9

Appendix B to this report provides details of the total cost of the Fleet Maintenance Centre apportioned over the number of vehicles for the years 2005/06 to 2008/09. A weighting has been applied to the vehicles between appliances and ancillary of 1:0.2, which means that for the purposes of the exercise, it is assumed that Fleet Maintenance Centre time is spent in this proportion between these two groups. It must be borne in mind however, that this ratio is an estimate, and that other work is carried out such as vehicle fit-outs and the maintenance of equipment.

10

Conclusion

10.1

The FMC performance has continued to improve for the 1^st quarter of 2008/09 and it is anticipated that this trend will continue for the rest of the year. The FMC will use these efficiency savings to complete the additional workload.

10.2

A replacement Fleet Management System has taken longer than anticipated. However, it is important that the right system is chosen and we will follow Audit advice during this process.

11

People Impact Assessment

11.1

The proposals within this report are considered compatible with the provisions of the European Convention on Human Rights, the Human Rights Act 1998, and the Race Relations (Amendment) Act 2000.

12

Background information (Section 100D of Local Government Act 1972)

12.1

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:

Appendix A - Fleet Maintenance Centre Performance Indicators

Appendix B - Fleet Maintenance Centre costs per vehicle

Note: The list excludes: (1) published works; and (2) documents that disclose exempt or confidential information defined in the Act.