Bedfordshire Fire and Rescue Authority Corporate Services Policy and Challenge Group 17 September 2013 Item No. 10

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1 For publication REPORT AUTHOR: SUBJECT: Bedfordshire Fire and Rescue Authority Corporate Services Policy and Challenge Group 17 September 2013 Item No. 10 HEAD OF OPERATIONAL SUPPORT PROPOSED VEHICLE FLEET MANAGEMENT PERFORMANCE INDICATORS PROGRESS REPORT For further information Area Commander Jon Roberts on this Report contact: Tel No: Background Papers: Transport Asset Management Plan 2013/14 to 2016/17 Implications (tick ): LEGAL FINANCIAL HUMAN RESOURCES EQUALITY IMPACT ENVIRONMENTAL POLICY ORGANISATIONAL RISK OTHER (please specify) Any implications affecting this report are noted within the report. PURPOSE: To provide Members with an update on the progress of developing the vehicle fleet management performance indicators. RECOMMENDATION: The Members note the report, 1. Introduction 1.1 This paper provides a briefing on the progress to develop the Service s fleet management performance indicators. 1.2 Performance indicators (PIs) outline targets for the delivery and management of a support service (fleet maintenance) and can identify areas of underperformance, where improvements are required and equally areas of overperformance where, perhaps, resources can be reduced. 10.1

2 1.3 These PIs will be developed from existing information and will be used to monitor previous and current performance. Variations in performance will be used to understand any existing or future trends. 1.3 The following LPIs are currently in the planning stage for agreement. 2. Progress on Developing the Performance Indicators 2.1 The Transport Asset Management Plan (TAMP) details, on pages 31 33, draft National and Local Performance Indicators (NPIs and LPIs). These are being considered for adoption in this Service and are reproduced in tables 1 and 2 for reference. 2.2 A considerable amount of background work has been undertaken to establish how the supporting data can be drawn from the Services Management Information System (MIS) and other recording systems utilised within the Service, in order for accurate, timely and meaningful data to be available. Information can then be ascertained about how well the fleet is being managed, in comparison to other Fire and Rescue Services and industry standards, leading to the identification of areas for improvement. 2.2 This work is progressing well, and is due for completion shortly. Further work with the software provider is ongoing to create automatic queries to populate the data streams supporting the proposed PIs. 2.3 The proposed PIs are being refined and a final set will be presented to the February Corporate Services Policy and Challenge Group meeting for approval by the Fire Authority. Table 1: National Performance Indicators being considered for adoption Standardised WLC Wholelife cost (WLC) of vehicle/role to date using standardised figures for labour rate and fuel WLC per Available Day Maintenance Costs Wholelife cost of vehicle/role for the number of days it has been available for operational use - ie number of days - downtime Cost for service/maintenance and repair for vehicle/role % Availability Percentage of reserve (spare) to core vehicles Vehicle Reliability Number of Workshop visits a vehicle/role experiences Vehicle Downtime Fuel Consumption Vehicle Utilisation Commissioning Costs Amount of time a vehicle/role spends in the Workshop Average and actual fuel consumption for vehicle/role (need to consider pumping and idle running consumption) Number of miles per annum vehicle/role achieved Cost of getting vehicle or modifying vehicle for FRS use 10.2

3 Staff Ratios Mileage over Vehicle Life Residual Values Number of vehicles per vehicle technician - excludes operational/support technicians Number of miles by vehicle/role achieves before it is disposed of - probably support fleet only Residual value achieved by vehicle/role on disposal Table 2: Local Performance Indicators being considered for introduction 1. LPI- Grade A defect response The percentage of Grade 'A' vehicle time defects for operational appliances dealt with within 2 hours from receipt of notification. To monitor the speed of response of Workshop staff in dealing with a grade A defects and reduce downtime of operational vehicles, enhancing firefighter safety. a = The number of grade 'A' defects in the period b = The number of grade 'A' defects that were attended to within 2 hours of being 80% of defects dealt with within 2 hours from receipt of notification. 2. LPI - Annual Services undertaken The percentage of annual services within 12 months. To monitor the servicing of operational a = The number of annual services during the period. b = The number of annual services during the period where the date of the last annual service was less than 12 months. 100% achieved services within 12 months. 10.3

4 3. LPI - Rescue pumps off the run The number of days Rescue Pumps were off the run due to A- service, B - maintenance defects. To monitor the downtime of operational a = The total time equated in hours when the vehicles were being serviced and therefore unavailable for operational use. b = the total time equated to hours when the vehicle was being maintained due to a defect and therefore unavailable for operational use. a = 80% of Rescue Pump services will be completed within 52 working hours. b = 80% of grade B defects will be attended to within 24 hours of being 4. LPI - Special appliances off the run The number of days special appliances were off the run due to A- service, B - maintenance defects. To monitor the downtime of operational a = The total time equated in hours when the vehicles were being serviced and therefore unavailable for operational use b = The total time equated to hours when the vehicle was being maintained due to a defect and therefore unavailable for operational use. a = 80% of Special appliance services will be completed within 42 working hours. b = 80% of grade B defects will be attended to within 24 hours of being system currently in place 10.4

5 3. Recommendation It is recommended that the Corporate Services Policy and Challenge Group note the progress of the development of the Service s fleet management performance indicators. AREA COMMANDER JON ROBERTS HEAD OF OPERATIONAL SUPPORT 10.5