Hampshire Fire and Rescue Authority Item 5

Performance Review and Scrutiny Committee

15/03/20059 February 2009

Fleet Maintenance Centre

Report by Deputy Chief Officer Alan House

Contact: Deputy Chief Officer Alan House, 023 8062 6831, [email protected]

1

Background

The Fleet Maintenance Centre (FMC) has now been operational on the Headquarters site for 12 months, having moved from its previous site at Winnall, Winchester where it had been located since 1954. The first three months of 2008, whilst operationally in use as a maintenance centre also included the completion of the physical move and setting in place physical assets and work systems and new building use. The building was formally opened on 4 April.

The decision to build the new FMC followed two Best Value Reviews established and directed by the Performance Review and Scrutiny Committee, conducted by appointed elected members and external advisors.

All recommendations resulting from those BV reviews and subsequent Internal Auditors report have been actioned and completed with the exception of the items shown in Appendix A.

Having identified that the areas for attention remaining from the BV reviews centred around the need for more in depth and greater accuracy of management information, work began trying to improve and refine the existing system.

Work began with providers of the existing system who initially claimed that they would be able to refine the system to provide the required information.

After many attempts and a series of meetings with the suppliers of the existing system, it became obvious that it was not going to be possible to meet the requirements for the future.

During this process the two elected members on the BV review group and the Chairman of the PR and SC were kept informed and given demonstrations of the system and the associated problems. A further meeting took place at the new FMC, with the Chairman of the PR and SC who gave direction in seeking a replacement system.

2

Recommendations

(1) That the contents of this report be noted in advance of a planned progress review to be conducted by appointed members of the Performance Review and Scrutiny Committee.

(2) That it be noted that the funding for a replacement fleet management system will be met by virement from within the `E Focus' budget for 2009/2010.

3

Progress and Actions to Date

The process of selecting a new system began with the assistance of HCC IT Services who, with HFRS representatives, produced a user specification designed to meet the requirements of the Best Value Review and, in consideration of the needs for the future, arranged the viewing of available systems including visits to various users.

Having identified our needs, a budget requirement was identified. Through the budget planning process funding has been allocated, effective April 2009.

During the period January to April 2009, a project implementation timeline (see Appendix C) will be completed and a project manager appointed. During February and March a significant amount of time will be spent to clarify and document requirements with the project team.

One of the benefits from the work to date is that it has been identified that the chosen system will be worthy of consideration for asset management and tracking in other departments, including Information Services, Procurement/Stores and in the tracking, testing and life history of operational equipment, replacing existing ageing systems. The ability to integrate the chosen system across other SAP applications already in use across the Service has obvious advantages.

Resulting from the Best Value Reviews, the FMC has its own set of Local Performance Indicators which are reported to the PR and SC. The FMC is the only service department to work to its own local performance indicator set (see Appendix B). These LPIs were established at the direction of the PR and SC and previous reports to the Committee indicate that the FMC team are working hard to achieve those set targets.

At this time the FMC team are endeavouring to find ways to fill some of the management information shortfalls until the new system has been delivered and established. This will involve manually checking through job cards and what information the existing system can provide, set against invoices, etc. The team will endeavour to provide information as identified in the Best Value reviews and Internal Audit reports as best as possible taking into account the time taken to complete the task balanced against the outcome. Progress in this area of concern will be demonstrated to the PR&S Committee conducting the review when they visit the FMC.

Shortly after the FMC was opened an Efficiencies Team was established comprising the FMC Management Team, the Fleet Manager, Deputy Fleet Manager and representatives from the technician workforce. The team meets twice a year on programmed dates to identify possible efficiencies. An action plan is produced and the whole of the workforce is kept appraised. An efficiencies board is located in the FMC and the workforce is encouraged to add suggestions for the Efficiencies Team to consider.

In September 2008 the existing FMC stores team (2 persons) were transferred and integrated into the main service stores team. This has resulted in greater efficiencies in the overall stores operation.

A new categorised defect rectification procedure has been introduced resulting in the number of visits to stations being reduced. Analysis of all defects have resulted in revised preventative maintenance measures and additional training or advice at station level. Overall the number of defects has reduced.

All vehicle servicing content has been revised and this, together with new work practices and better facilities, has resulted in a greatly reduced time for vehicles in the FMC during their annual service.

The Fleet Maintenance Centre has the highest number of payment transactions of any of HFRS departments each calendar quarter. In order to meet the Government target for prompt payment of invoices, the FMC has refined its processes to become a high achiever, consistently above 90%, and in the quarter October/December 2008 achieved 99.5%.

4

Resource Implications

The replacement of the existing fleet management information system with a system designed to meet the requirements of Best Value and to provide appropriate fleet operation information for the future will be funded from the `E Focus' budget for 2009/2010.

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

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"

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

Para ref

Recommendation

Priority

Management response

Reports made to Committee

Internal Audit Report - Workshops 2004/05

3.19

We would support the linking of the two systems to avoid duplication of work.

1

Due to the cost (£20,000 +) this option has been put on hold. The Workshop Manager has requested all management information system and SAP users at the Workshop have their equipment upgraded to the latest spec. as trials with quicker equipment have shown that considerable time can be saved on data input.

Reported 20/06/2007

Could not be progressed and that plans are in place to procure new system

3.27

We recommend that monitoring procedures are formalised and management information from the management information system regularly produced and used in conjunction with the monthly budget monitoring information from SAP.

2

Agreed

Reported 27/11/2007

Could not be progressed due to limitations of management information system.

Internal Audit Report - Workshop Stores 2006/07

3.32

We recommend that monthly monitoring reports are produced from the management information system for the Workshop Manager to review summarising the opening value of stock, purchases, issues and adjustments and the closing value of stock.

2

Agreed.

Reported 27/11/2007

Could not be progressed due to limitations of management information system.

Internal Audit Report - Workshops 2007/08

3.33

We recommend that the management information system should be substituted for a more robust and suitable system at the earliest opportunity.

3

New Fleet Management System currently being sourced. Due to be purchased by Apr 2008 and implemented Sept 2008.

Ongoing.

Ref

Recommendation

Status and Record of Reports made to PR&SC

Best Value Review 2006

2.6.5

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

Cannot be undertaken until completion of Firelink project.

Currently ongoing.

2.8.5

1. It should be ensured that the management information 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.

Reported 20/06/2007 that system is does not fulfil requirements and that an alternative system would be identified.

2.12.1

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.

Reported 12/09/2007 that the system could not provide enough information to facilitate the use of Microsoft project but that

· FMC would continue to use the spreadsheet and other manual systems currently in place

· Actual resources and skill requirements should be monitored against the plan

· Any future system should have a planning system or have the facility to integrate with one

2.12.2/2.12.3

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.

As 2.12.1