Essex Vehicle Equip Asset Strategy - Welcome to Essex County

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Essex Vehicle Equip Asset Strategy

Report by Head of Fleet & Equipment Services

Essex CountyFire & Rescue Service

Our Values: Respect, Accountability, Openness and Involvement

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Vehicle & Equipment Asset Strategy and Action Plan

Purpose of Report

The purpose of this report is to provide members of the Policy and Strategy committee with a progress report on the performance of the Fleet and Equipment Services Department against the action plan identified in the Vehicle and Equipment Asset Management Strategy (VEAMS) 2010 -2013.

Members should note that the performance against the VEAMS action plan has been already been presented to the meeting of the Audit, Governance and Review committee on 12th October 2011 and the high level performance is presented here for completeness which is set out in Appendix 1. This appendix provides a copy of the action plan and a Red, Amber, Green (RAG) assessment of progress. A more detailed commentary against each of the actions set out in the action plan is contained as an Appendix to the report presented to the Audit, Governance and Review committees (EFA/095/11 Appendix 2 refers) and is not repeated here.

Finally this report presents for approval of Members of the Policy and Strategy committee a revised action plan for the Vehicle and Equipment Asset Management Strategy for the business year 2012/13.

Recommendations

Members of the Policy and Strategy committee are asked to:

1. Note the contents of the report and Appendix 1.

2. Note that the Audit, Governance and Review committee has reviewed the progress of the Service against the Vehicle and Equipment Asset Management Strategy (VEAMS) and associated Action Plan at its meeting of 12th October 2011.

3. Approve the revised action plan for the Authority’s Vehicle and Equipment Asset Management Strategy for the business year 2012/13 as set out in Appendix 2

Background

The Policy and Strategy committee of Essex Fire Authority approved the Vehicle and Equipment Asset Management Strategy (VEAMS) at its meeting held on 8tth September 2010 (EFA 078/10 refers). Since that time, a great deal of work has been undertaken by the Fleet and Equipment Services Department to deliver the action plan contained within it.

The VEAMS 2010-2013 was developed to provide a clear strategy and framework for the management of vehicle and equipment assets. It was discussed and amended through the Strategic Delivery Board, in order that key stake holders had an opportunity to develop and drive the vehicle and equipment strategy to best suit the needs of the Service.

The primary aim of this strategic framework document was and still is to ensure that the Fleet and Equipment Services Department provide the most appropriate and fit for purpose assets to

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meet the needs of the Service within budget limitations. It also provides a clear structure for the procurement, maintenance, repair and eventual disposal of assets in order to comply with the legal and moral obligations of the Essex Fire Authority.

Members should note that when the terms of reference for the Essex Fire Authority committees were reviewed in 2010 it was decided that the Audit, Governance and Review committee should review Service performance against objectives and performance indicators as set out in the Authority’s published Annual Plan. Therefore, where progress against strategies would previously have been considered by the Policy and Strategy committee annually they are now considered by the Audit, Governance and Review committee. The Audit, Governance and Review committee therefore received the annual report of progress against the VEAMS action plan at its meeting of 12th October 2011.

The VEAMS 2010-2013 sets out the key aims of the Fleet and Equipment Services Department in one overarching strategic document, supported by other keys policies or plans:The VEAMS identified nine main objectives and an action plan was devised in order to provide a focus for the resources of the Fleet and Equipment Services Department to move towards meeting those objectives. The table below details those objectives:

The VEAMS identified nine main objectives and an action plan was devised in order to provide a focus for the resources of the Fleet and Equipment Services Department to move towards meeting those objectives. the table on page 4 details those objectives:

Fleet and Equipment Asset Strategy (VEAS)

Fleet Services and Service delivery Memorandum of understanding

(SLA) Level AgreementISO Quality Manual

ISO Quality policies procedures and

processes

Fleet ServicesAnnual Business Plan

Key performanceIndicators (KPI’s)

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Set out in Appendix 1 to this report is a copy of the action plan contained in the VEAMS and a Red, Amber, Green (RAG) assessment of the progress made against that plan in the last 12 months.

Conclusion

Following a review of the progress to date, it can be concluded that there has been a considerable amount of work undertaken in relation to achieving the objectives of the Vehicle and Equipment Asset Management Strategy 2010 -2013. There are however, a number of actions which are out-standing mainly as dependencies on other projects or works outside of the remit of the Fleet and Equipment Services Department.

In reviewing the actions from the 2010 -2013 strategy it is clear that the intention when writing the document was to encompasses a plan to achieve the objectives by condensing a number of ac-tions into one broad requirement. Although this limited the amount of actions listed against each objective it did not present a clear and specific requirement of each action to the reader. Although the Fleet and Equipment teams were clear in their understanding of the objectives of the strategy and have achieve actions against them.

Objective Vehicle and Equipment Asset Management Strategy

1To maintain cost-effective and timely processes in the provision, repair, maintenance, commissioning, decommissioning and disposal of the Service’s fleet and equipment assets.

2To review the integration of the Fleet, Transport, SHQ Stores and Technical Services into one Engineering Service centre of excellence.

3Following the business case outcome in objective 2 conduct an organisation review of the four departments to ensure appropriate resources and skills are available.

4To continue to develop and communicate performance indicators in association with the Vehicle Fleet Management and Vehicle User Groups.

5Procure vehicles and equipment in accordance with ECFRS’ procurement policy, environmental policy and in line with the published capital /revenue replacement programmes.

6To review developments and opportunities in fuel types and carry them through to the vehicle replacement policy and procurement strategy in conjunction with the Vehicle User and Vehicle Fleet Management Groups.

7To protect and enhance the environment, supporting the concept through the Service’s Environmental Policy.

8To extend opportunities for collaboration between Fire and Rescue Service’s in the Region and Nationally for the benefit of Essex County Fire & Rescue Service.

9 solutions

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The nine objectives of the 2010 -2013 VEAMS are still reflective of the aspirations of the Service in terms of its vehicle and equipment provision and have in essence remained within the current revi-sion of the VEAMS action plan and the nine main objectives remain the focus of the Fleet and Equip-ment Services department over the next three years. Therefore, the updated action plan details activities which are in line with achieving those objectives over the short, medium and longer terms. Members of the Policy and Strategy committee are asked to note the Audit, Governance and Re-view committee has reviewed the progress of the Service against the Vehicle and Equipment Asset Management Strategy (VEAMS) and associated Action Plan at its meeting of 12th October 2011.

The revised Vehicle and Equipment Asset Management Strategy and action plan is a document of 64 pages and has not been reproduced in its entirety for the purpose of this report. This document has been placed within the Essex Fire Authority area of the ECFRS website and can be viewed as an appendix to this report if required. The important aspect of this years report is the revision to the action plan for the coming year.

Members of the Policy and Strategy committee are therefore asked to approve the revised action plan for the Authority’s Vehicle and Equipment Asset Management Strategy for the business year 2012/13 as set out in Appendix 2

Risk Management Implications

There are no direct risk management implications from the content or purpose of this paper.

Use of Resources

There are no further use of resources implications arising directly out of this report which have not been addressed in the associated projects or programmes that were linked to the VEAMS.

Legal Implications

There are no further legal implications arising directly out of this report which are not already controlled through the process and procedures of the Fleet and Equipment Services department.

Financial Implications

There are no further financial implications arising directly out of this report which has not been addressed in the associated projects or programmes that were linked to the VEAMS.

Equality Implications

There are no equality and diversity implications associated with this report as the VEAMS considered the equality and diversity requirements of the end users when assessing the provision of vehicles and equipment.

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The attached Strategy:

This VEAMS and Action Plan will establish best practice principles, while drawing together key vehicle related policies into a coherent structure for the provision of fleet services.

The headings reflect the main threads of Vehicles and Equipment and the Technical department in priority order, beginning with Service Provision.

For the purpose of this Strategy and Action Plan all assets are defined as all vehicles and operational equipment in use by Essex Fire & Rescue Service.

The primary function of the Vehicle and Equipment Asset Strategy and Action Plan is to manage the day to day function in accordance with all statutory, industry standards and Chief Fire Officers Asso-ciation requirements.

The Strategy and Action Plan promotes the options to generating income from external sources in-cluding Partners and Agencies.

Asset Acquisition is more controlled with mechanisms now in place to evaluate and approve Vehicles and Equipment, in accordance with the Essex County Fire & Rescue Service (ECFRS) policies of equality, diversity and sustainability.

This Strategy and Policy document continues to commit to maintaining the ISO9001 Quality as-surance accreditation, and will encourage wider accreditation throughout the Fleet, Equipment and Transport sections.

The strategy and emerging policies will take into consideration the ECFRS Premises Strategy includ-ing the potential relocation of stores and equipment into Lexden, where appropriate or developing a centre off site.

The IT strategy for the replacement fleet management system to include equipment asset manage-ment will include department participation at User Group level to include development and evaluation of the fleet system modules, maintenance support and upgrades for the life of the module / system.

The Environment is an inclusion to reflect international awareness which places vehicle usage under the spotlight and is addressed further by the attendance of the Fleet and Equipment departments’ representative at the Service’s Carbon Management Programme Board.

Resource Management section combines the various aspects associated with running an enterprise to meet Fire Fleet demands.

Reference to a regional approach to key vehicle fleet management is based on the possibility of both commercial and best practice improvements being achieved.

The Key Performance Indicators to be measured are set out within the Service Level Agreement for the Vehicle Fleet department.

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Contents1 Introduction

1.1 OperationalContext

1.2 OrganisationalAimsandObjectives

1.3 StrategicContext

1.4 ECFRSPolicy

1.5 EnvironmentalPolicy

1.6 Organisation

1.7 OrganisationalStructure

1.8 FleetServicesTeam

1.9 TechnicalServicesTeam

1.10 TransportTeam

1.11 ProcurementDepartment

1.12 GeneralResponsibilities

2 The Strategy – Meeting Operational Demand

2.1 ServiceProvision

2.2 KeyCustomerServices

2.3 ServiceLevelAgreements

2.4 AlternativeFormsofServiceProvision

2.5 Planning

2.6 LegislativeRequirements

2.7 ServiceDeliveryTargets

2.8 Implementing

2.9 OperationalFleet

2.10 FleetStructure-Operational

2.11 PumpingAppliances

2.12 RescueVehicles

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2.13 AerialAppliances

2.14 Off-Road

2.15 PreventionandProtectionVehicles

2.16 SupportandAdministrative

2.17 EstablishingEffectiveVehicleLife

2.18 VehicleAllocationandDistribution

2.19 VehicleProvision–FutureDevelopment

2.20 AerialRescue

2.21 General

2.22 Procurement

2.23 VehicleAcquisition

2.24 VehicleEvaluationandApproval

2.25 VehicleandEquipmentSpecification

2.26 Spares/TrainingFleet

2.27 TheNewDimensionProject

2.28 Vehicle/EquipmentReplacement

2.29 AcquisitionofNewEquipment

2.30 VehicleReplacementandDisposal

2.31 SpecialistAppliances

2.32 PoolcarsandcarderivedVans

2.33 PumpingAppliances

2.34 BSEN1846BuildStandard

2.35 ProcurementrationalforPumpingAppliancesandSpecials

2.36 IndustryLiaison

2.37 VehicleFleetMaintenanceProcedures

2.38 SupportFleetServicingandMaintenance

2.39 Performance

2.40 EnvironmentalPerformance

2.41 AchievingValueforMoney

2.42 EqualityandDiversity

2.43 GeneralGuidanceatStationandDepartmentLevels

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2.44 GuidanceonMaintenanceRoutinesatStationorDepartmentLevel

2.45 RetainedDutyStations

2.46 CleaningofAppliances,VehiclesandEquipment

2.47 ApplianceServicingonStationbyWorkshopsStaff

2.48 CarsandAncillaryVehicleServicing

2.49 SchedulingofAnnualVehicleServicinginServiceWorkshops

2.50 Refurbishments/OverhaulsinServiceWorkshops

2.51 Refurbishment /Overhaul and Inspection Programme – Operational Fleet andEquipment

2.52 InspectionsandTests

2.53 MajorServiceProgramme

3 Monitoring

3.1 PerformanceMonitoring

3.2 VehicleFleetManagementSystem

3.3 Fuel

3.4 FuelBudgets

3.5 VehicleSelection

3.6 VehicleAllocation

3.7 VehicleUse

3.8 StaffSuggestions

3.9 VehicleLogBooks

3.10 Sustainability

4 Financial Planning

4.1 Capital

4.2 CapitalExpenditureForecast

4.3 RevenueBudgets

4.4 AuditandReview

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5 Fuel

6 The Environment

7 Collaboration

8 Resource Management

8.1 Systems–ComputerandISO9001:2008

10 Conclusions

9 Management Of The Vehicle And Equipment Asset Strategy

11 Summary Of Vehicle And Equipment Asset Management Strategy And Action Plan

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1 Introduction

The purpose of this Vehicle and Equipment Asset Management Strategy 2011–2014 is to outline how we intend to ensure our Vehicle and Equipment Assets are procured, renewed and replaced to meet current and future operational needs, user requirements and the needs of the communities we serve and that our capability and effectiveness is aligned to our risk reduction activities, which is encompassed within our Integrated Risk Management Plan.

Essex Fire Authority continues to be committed to improving the safety and quality of life for residents and visitors to Essex. The Fire and Rescue Service plays a major part in supporting these aims. The key to delivering a safe, effective and responsive service is through the provision of a compliant and fit for purpose fleet with suitable equipment that supports our operational response, prevention and protection activities.

The performance of Essex County Fire & Rescue Service is overseen by Essex Fire Authority with 25 elected Members from Essex County Council and the Unitary Authorities of Southend and Thurrock.

The Strategic Management Board includes Chief Fire Officer/Chief Executive, two Deputy Chief Fire Officers/Deputy Chief Executives, Finance Director & Treasurer, Director of Workforce Development and one Assistant Chief Fire Officers.

The Authority structures it’s operational and community safety resources around two Commands (East and west). Each has a dedicated headquarters which houses community and administra-tive staff. In addition to the Commands the Authority currently has an Administrative Headquarters in Kelveden Park, where central departments are located. There are a number of other centres around the county that contribute to the running of the organisation such as training centres at Wethersfield, Witham and Orsett.

The management of the Service’s fleet and equipment assets is controlled from a single workshop at Lexden which also maintains the operational equipment and fleet of fire appliances, specials and other vehicles.

There are 52 fire stations across Essex, Southend and Thurrock, of which 18 are wholetime and 34 retained. There is a workforce establishment of c1,800 staff made up of fire fighters, support staff and control staff.

Fleet, Transport and Technical departments are currently managed from ECFRS workshops in Lexden and delivered from the Lexden site or KP administration centre.

Within ECFRS, fleet and equipment is one of the most important physical assets that exist in the Service. It is:

• The workplace of staff;• The front line of the organisation;• Delivers all operational service delivery; and• Is used to manage sophisticated pieces of equipment.

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1.1 Operational Context

Essex County Fire & Rescue Service (ECFRS) serves the population of Essex, Thurrock and Southend. ECFRS is one of the largest county fire services in the UK.

The county of Essex contains every conceivable risk – oil and gas terminals, a power station, two airports, docks including Harwich and Tilbury, 7,600km of roads, several motorways, and the country's busiest motorway, the M25 which runs through the heart of the county. Essex borders with rural and metropolitan neighbours. Essex Fire Authority serves a population of approximately 1.6 million residing in c 565,000 dwellings in the south east of England, and 14,000 listed buildings. It comprises Essex County Council, the unitary authorities of Southend-on-Sea and Thurrock and the district councils of Basildon, Braintree, Brentwood, Castle Point, Chelmsford, Colchester, Epping Forest, Harlow, Maldon, Rochford, Tendring and Uttlesford,

A range of factors in Essex increase the risk of death and injury from fire. Essex is a county of contrasts ranging from urban, rural and coastline. Minority ethnic groups make up 5.5 per cent of the population. The most significant of these groups are Travellers who make up 2.6 per cent - the largest Traveller community in England. Two wards are among the worst 10 per cent of the most de-prived areas nationally. The population of Essex is growing with the fastest areas of growth amongst the over 80s; 17 per cent of the population are aged over 65 and 18 per cent under the age of 18.

The external factors that are forcing change can be listed as:

• Community growth – Housing, industry and transport infrastructure.

• Population movement – Existing housing, industry and transport moving towards prosperous areas, for more space or for work.

• Evolving statutory requirements:

1. Legislation requiring Fire and Rescue Services to provide fire safety education and attend different (more types of) incidents.

2. Health and Safety legislation.

3. Age discrimination as well as equality and diversity legislation, which will undoubtedly mean that the Service will, in the future, employ a more diverse range of staff that may have different needs.

• Ever increasing customer expectations – choice of ways of accessing services and the provision of access to sites.

• Changes in service delivery methods – changes in appliance design, equipment design and service delivery techniques.

The financial factors that are forcing change can be listed as:

• Central Government funding support declining in real terms.

• Ability to generate income may not continue or increase.

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• Affordable borrowing becoming more difficult.

• The environment in which the Service operates is changing more and more quickly, requiring change in resource provision more often; including the location and design of buildings.

• Increasing maintenance, land and construction costs, including statutory requirements e.g. Disability Discrimination Act, Water Hygiene Regulations, Electricity at Work and asbestos management.

1.2 Organisational Aims and Objectives

It is the statutory duty of ECFRS to provide the people of Essex with an effective fire and rescue service that is mobilised efficiently to emergencies, keeping people safe from fires and other dan-gers. The combined aim of Fleet Engineering Services, Technical Department, and Stores is to provide a fit for purpose, safe, reliable and cost effective vehicles/equipment, enabling ECFRS to deliver an optimum fire and rescue service. This Strategy seeks to provide an overarching reference which entwines key vehicle-related policy strands into a coherent structure and resultant objectives. Activities and actions which arise in pursuance of these objectives are monitored through perform-ance in line with the SLA and through continuing review this strategy.

1.3 Strategic Context

ECFRS’s engineering, and technical equipment workshop staff make a valuable contribution to the objectives of the organisation by ensuring all of the vehicles and equipment are maintained to appropriate standards and are kept in an efficient and effective operational condition. Administration staff within the function ensure that equipment histories and other data is up to date and fit for purpose.

Vehicles and equipment play a vital role in delivery of public safety services both now and for the foreseeable future, and this strategy aims to ensure ECFRS has the right vehicles and equipment in the right places at the right time.

To achieve this Strategy, key goals for Fleet Services have been set, as follows:-

• To maintain cost-effective and timely processes for repair and maintenance, commissioning, decommissioning and disposal of the vehicle fleet

• To identify and meet the transport and equipment needs of Essex County Fire & Rescue Service, for operational and support functions

• To maintain an efficient and effective vehicle fleet, ensuring vehicles and equipment are re-placed by following optimum replacement cycles, in line with the Vehicle and Equipment Asset Management Strategy.

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• To review developments and opportunities in fuel and technologies and carry them through to the vehicle replacement policy and procurement strategy in conjunction with the Vehicle User and Fleet Management Groups

• To protect and enhance the environment, supporting the concept through the Service’s Environmental Policy

• To continue to develop and communicate Service Level Agreements in association with the Vehicle Fleet Management and Vehicle User Groups

• To extend opportunities for collaboration between Services in the Region and nationally

• To maximise output from the most cost effective solutions

The strategy identifies nine key objectives either current or under review and these have been broken down into key activities forming the action plan at the end of this strategy document.

1.4 ECFRS Policy

The vision of Essex County Fire and Rescue Service is that:

“We want to be able to direct our resources and services more flexibly to where they are most needed, reducing risks as well as costs, and supporting wider civil resilience in communities.”

This is underpinned by the principal mission statement of the organisation which is to

‘Save and protect lives, property and the environment’.

Our Corporate strategy has been communicated as part of our business planning program. The strategy map indentifies four key stake holder groups affected by our undertaking:-

For the public Resources where we need them most

For communities Tailored services, shared responsibilities

For taxpayers Lower costs and improved outcomes

For our people Innovative, forward looking, trusted leaders at all levels

The Service will ensure a structured approach is in place for the provision, maintenance and renewal of a vehicle fleet and related equipment which supports the needs of the Service. Key to ensuring the Service policy is delivered the following processes, which are central to the safe and effective procurement, operation and replacement of the vehicle fleet:

• A structured fleet renewal and replacement programme covering at least ten years.

• Procedures for procuring vehicles linked to our Integrated Risk Management Plan (IRMP) where vehicle and fleet requirements are concerned.

• Procedures for operating the vehicle fleet linked to national, legal and best practice standards so that the fleet may be operated and maintained safely and effectively.

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• An environmental statement which lays out information about how we intend to protect the environment, monitor and manage vehicle use.

• Procedures for managing vehicle fleet performance to ensure:

• Increased customer and stakeholder involvement.• Improved use of resources.• Ensuring the effective use of capital and that value for money is achieved.• Compliance with statutory regulations.• Improved corporate management.

This document will ensure that the Service’s vehicles are suitable and sufficient to meet our statutory obligations, IRMP requirements and operational and corporate business requirements.

1.5 Environmental Policy

The delivery and contribution of ECFRS Fleet and Equipment Asset Strategy will reflect corporate environmental policy. In particular emphasis will be focussed upon:

• Compliance with legal obligations under the current Health, Safety and Welfare Act and the Environmental Protection Act, together with all other applicable statutory provisions and relevant codes of practice.

• Promotion of health, safety and environmental awareness throughout the organisation of the vehicle fleet management plans.

• Minimising the impact on the environment from vehicle emissions, with adequate facilities appropriate to the nature of the business activities.

• The undertaking of environmental impact studies as part of any enlargement of existing fleet.

1.6 Organisation

Responsibility for delivering the aims of this Strategy and for effective overall arrangements rests with Director Service Support who is responsible for agreeing strategy with the Strategic Management Board and reviewing performance against it.

1.7 Organisational Structure

• Fleet and Technical services including transport functions are provided to all fire stations and departments. The Engineering and Workshop function is presently located at Lexden. The organisation is led by the Engineering Manager, who is responsible to the Deputy CFO Director of Support Services. See Appendix 1 which shows the current organisational structure.

• Technical Services are based in Kelvedon Park,

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1.8 Fleet Services Team

• Responsible for agreeing policies which deliver the Strategy and delivering it.

• Responsible for agreeing activity plans and targets to implement this Strategy and underpinning policies.

• Accountability for delivering implementation plans into use and reporting performance.

• Responsible for the safe and effective provision, operation, maintenance and renewal of the fleet and meeting legal requirements.

• Ensuring that agreed policies are implemented and followed.

• Manage performance and seek continuous improvements in fleet operation, procurement and management.

1.9 Technical Services Team

• The Technical Services Department is the organisational focus for advice and best practice for all equipment research and development activity.

• EFA (Trading) Ltd are responsible for the trade in, reuse and disposal of equipment and meeting the requirements of all current legislation and guidance.

1.10 Transport Team

• Responsible for maintaining the statutory elements of road vehicle use. This includes Insurance, Vehicle excise duty etc.

• Control and maintenance of the officer’s lease car scheme

• Maintaining sufficient fuel supplies and monitoring and record keeping fuel related stats.

• Control and monitoring of pool vehicles and crew buses.

1.11 Procurement Department

• The Procurement and Purchasing Department are responsible for co-ordinating all procurement activities in assistance of the fleet Services department for the vehicles and equipment assets.

1.12 General Responsibilities

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1.12.1 Fleet Services Team

• Maintain vehicles and equipment to support continued efficient operation by managing road worthiness, the asset register, vehicle histories, vehicle specifications, vehicle procurement and disposal.

• Keep the Vehicle and Equipment Asset Strategy and Action Plan up to date to reflect develop-ments and targets associated with emissions. Establish targets for reducing impact on the environment and monitor performance.

• Reduce lubricant and other fluids’ volumes used to the lowest levels practicable and use prod-ucts that have the lowest impact on the environment.

• Ensure that vehicles are procured to the highest practical environmental standard available.

• Examine all noise-producing elements of the vehicle with a view to reducing levels.

• Support staff, either in groups or as individuals, who undertake activities concerned with the use of vehicles to reduce their impact on the environment when using them.

• Canvass ideas from the workforce on reducing emissions, conserving energy and other re-sources regarding vehicle provision and use.

• Sponsor local efforts to provide a cleaner fleet and act as the champion for vehicle related en-vironmental issues.

• Develop and monitor key reporting figures and KPIs.

1.12.2 Training Department

• Instruct drivers on driving behaviour, through adequate training and retraining, to ensure safety and consideration for other road users and environmental issues.

1.12.3 Drivers and Managers

• Carry out local daily, weekly and scheduled inspections and testing as described by the Fleet Services Manager.

• Operate vehicles to optimise vehicle mileage and use of fuel.

• Support local efforts to reduce emissions through local action.

• Record mileage to support the collation of fuel use for central analysis.

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2 The Strategy – Meeting Operational Demand

2.1 Service Provision

The purpose of the Fleet Services, Transport, Stores and Technical Services function is the supply and maintenance all vehicle and equipment to meet end user and stakeholder needs, through a cohesive strategy which interlinks with the ECFRS corporate strategy. (2 and 3 pending Business Case outcome).

Objective1 To maintain cost-effective and timely processes in the provision, repair, maintenance, commissioning, decommissioning and disposal of the Service’s fleet and equipment assets.

Objective2 To review the integration of the Fleet, Transport, SHQ Stores and Technical Services into one Engineering Service centre of excellence.

Objective3 Following the business case outcome on property and IT implementation conduct an organisation review of the four departments to ensure appropriate resources and skills are available.

2.2 Key Customer Services

• Servicing, repair and maintenance, fitting-out of fleet vehicles is carried out in accordance with the Guidelines of the CFOA Best Practice manual for fire service fleet maintenance and in accordance with the ISO9001:2000 Quality System and national standards.

• Decommissioning vehicles and equipment at the end of their useful lives, removing all equipment and livery prior to pre-sale roadworthiness checks. All decommissioning of the vehicle fleet and equipment is in line with the Services financial regulations and carried out in the most advantageous method in terms of return on residual value of the assets. This may result in expenditure for environmental or statutory reasons.

• Red Fleet (Heavy Fleet) to be inspected at 13 weeks. With 3 inspections completed at operating station, and an annual Service inspection within the services workshops.

• Daily vehicle inspection and pre journey checks are carried out by the Driver in charge of or operating the vehicle.

• Defect record and reporting system with the facilities to attend and rectify defects in line with KPI’S

• Maintaining full and detailed records of each vehicle’s history

• Servicing including MOTs of cars and vans are in line with manufacturers’ recommendations or the service’s requirements which provides the most effective and efficient schedule to meet operational needs and legal responsibilities.

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• Fitting-out of new vehicles to meet approved operational specifications, produced in conjunc-tion with the Vehicle User and Vehicle Fleet Management Groups. .

• Provide meaningful management information to enable a smart procurement process.

• Timely collision repairs are arranged in liaison with insurance and repairers.

• Accident reporting that highlights trends by station and operator.

• Procuring and disposing of vehicles and equipment in a timely and cost effective manner using national collaborative contracts where possible.

2.3 Service Level Agreements

A comprehensive service level agreement was developed during 2008/9 to formalise processes, and provides a framework for the service to manage both vehicles and levels of services regarding asset performance.

The Service Level Agreement enables the Vehicle and Equipment Asset Strategy and Action Plan to be implemented and monitored, ensuring a consistent and compliant delivery of equipment and vehicle maintenance and procurement. The Service level agreement is a controlled document within the ISO document control system of Fleet Workshops and is available on request.

The Service Level Agreement provides key performance indicators to enable statutory and industry standards to be measured in particular productivity versus cost.

(Note this SLA is currently under review by the Service delivery department and may effect the output and or KPI’s required of the Fleet and Equipment Services team. Any such amendments or additions will be incorporated in the next review of this document)

2.4 Alternative Forms of Service Provision

Fleet Management are responsible for ensuring best value of the vehicle maintenance and repair activities. To this end, benchmarking data continues to be developed to maintain cost efficiency and effective overall service. This includes comparison with other Fire & Rescue Services, external agencies and suppliers.

External garages may be used for light vehicle and chassis warranty work in addition to contingency repairs. Vehicle body shop repair facilities at approved outlets are used for collision repair and the work checked by Fleet Services for compliance with standards. Warranty repairs are undertaken internally wherever possible to take advantage of the cover provided by manufacturers.

The 2008 Best Value Review on Fleet identified the following opportunities:

Investigation of the possibility of a regional approach to fleet management and procurement which may offer the following:

• Fleet management (sales).

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• Workshop Service.

• Investigation of regional procurement on one chassis to improve warranty service, parts avail-ability and a standard approach to maintenance thus improving downtime whilst increasing regional operational resilience.

• Potential long term approach to standardisation of a regional fleet management system.

2.5 Planning

The Government requires that every Fire Authority produce an IRMP together with an action plan. The plan identifies and quantifies the risks in the county, and also determines how the Authority will set about reducing those risks. Specifically the IRMP aims to address:

• Reducing the number and severity of fires and in collaboration with other agencies, road traffic accidents and other emergency incidents occurring in the area for which it is responsible.

• Reducing the severity of injuries in fires, road traffic accidents and other emergency incidents.

• Reducing the commercial, economic and social impact of fires and other emergency incidents.

• Safeguarding the environment and heritage (both built and natural).

• Providing value for money.

• Increase the opportunity to offer core services such as Engineering Support to neighbouring Agencies and Partners, under the Local Government Act 2004 thus reducing overheads.

• Reducing the actual cost to perform the services.

Within the IRMP process, general fleet provision and vehicle distribution, its effectiveness and its efficiency in supporting risk reduction initiatives will be assessed and, where required, recommendations may then be made for change in fleet to support planning outcomes. The diagram on the following page outlines the process adopted:

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Assessment of the risk in Essex (IRMP process)

Evaluation of current and past operational effectiveness – how is the vehicle fleet performing?

Are vehicles of the correct type and specification and in the correct location?

Changes to legislation / industry standards

Identification of opportunities for development. Can we make our vehicles and equipment more effective

or re-deploy these to better meet the risk profile? Do we need additional assets or new types?

Detailed assessment, planning and appraisal.Will the changes and developments to the

fleet disposition help reduce risk? What investment is required?

Strategic changes - annual IRMP developed outlining proposals.

Tactical changes - engineering business planning commenced

Update arrangements where necessary

ReviewProcess

Consultation and approval process

Strategic changes - IRMP agreedTactical changes - engineering business plan agreed

Implementation plans put in place and actions carried out.

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2.6 Legislative Requirements

When planning for fleet provision, the following legislative requirements will be met:

• The Road Assets (Construction and Use) Regulations 1986.

• The Road Assets Lighting Regulations 1989.

• The Motor Assets (Driving Licences) Regulations 1999.

• The Road Traffic Act 1991.

• The Road Assets (Registration & Licensing) Regulations 1971.

• The Health and Safety at Work Act.

• Provision and Use of Work Equipment Regulations 1998.

• The Management of Health and Safety at Work Regulations 1999.

• The Control of Pollution (oil storage) (England) Regulations 2001.

• The Fire and Rescue Services Act 2004.

• The European Procurement Regulations.

• The CFOA Guidelines for Fleet Maintenance.

• LOLER, PUWER Compliance.

The list of Acts and Regulations is not exhaustive, and by the very nature of the transport environment has various legislative requirements that cut across other sections of the Authority.

To adhere to vehicle operating legislation the Engineering Function employs a variety of procedures to ensure that the vehicle fleet complies with regulations. The following are some of the current procedures adopted to satisfy the legal requirements and also provide a good practice methodology:

• Safety Inspection programme.

• Defect Reporting System.

• Preventative Maintenance Schedule.

• Vehicle Inventory.

• Vehicles repair / maintenance history.

2.7 Service Delivery Targets

Central Government has provided challenging targets to reinforce our efforts to reduce deaths, injuries and damage from fire in the community through the Public Service Agreement (PSA) targets.

In addition, ECFRS aim to reduce the number of deaths from road traffic collisions (RTC) significantly in line with its Local Public Service Agreement (explicit within the Essex Local Area

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Agreement). ECFRS also want to reduce deaths/injuries from other emergencies and work with others involved in protecting communities.

2.8 Implementing

The service operates vehicles from 52 locations throughout Essex. The majority of these are dispersed across fire stations. The current fleet operated by the service is detailed by vehicle type code 010 in service status within the Fleet MIS system.

The Service interval of operational vehicles is detailed below:Appliance/VehicleInspection

Monthly 3 Monthly 6 Monthly Annually LOLER TAILIFT

Appliance – Whole time ü ü

Appliance – Retained ü ü

Aerial Ladder Platform

ALPü ü Annual

Aerial Ladder Chassis ü ü

Rescue Tender ü ü

Foam Tender ü ü

Foam Tanker ü ü

Control Unit ü ü

Hose Laying Lorry ü ü

Scania Training Curtainsider ü ü 6 monthly

Ford Cargo Beavertail Recovery ü ü

Light Water Tender (Pinzgauer) ü ü

Unimog ü ü

Counterbalance Forklift ü ü 6 monthly

Moffett Mounty ü ü

Portable Fire Pump (LPP) ü

135 Ladder ü

105 Ladder ü

5.5 Ladder ü

Holmatro Rescue Equipment ü

Clan Lukas Rescue Equipment ü

Generators ü

Car Trailer ü ü

Trailers (Inc Lighting units, boat and decom) ü ü

Tornado 6.5M Rigid Boat ü

Crew Buses ü

Service Vans ü 6 monthly

Stores Van (Small) ü

Stores Van ü 6 monthly

Car Derived Vans ü

Cars (Including Lease) ü

4X4 Pickups ü

Service carried out according to Manufacturers

recommendations based on Autodata}

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2.10 Fleet Structure – Operational

This covers pumping appliances, specials appliances i.e. aerial appliances, water tankers, New Dimension vehicles, incident response units, operational cars and training vehicles. Vehicles in this area are broken down further into the following broad categories:

2.11 Pumping Appliances

ECFRS currently operate 89 standard rescue pumping appliances all based on an 18 tonne Scania. All are fitted with a high-pressure two-stage main pump, which is also capable of making foam via an onboard foam inductor system. All appliances have two high-pressure hose reels and a set of rescue ladders.

In addition, each vehicle has a light portable fire pump, 4 breathing apparatus sets, two spare breathing air cylinders and a set of hydraulic road traffic collision (RTC) rescue equipment. Other miscellaneous equipment is also carried.

2.12 Rescue Vehicles

These four vehicles are Box wagon bodies with Moffet mounty forklift capabilities are fitted out with the majority of standard pumping appliance equipment but have additional capabilities through the following additions:

• Enhanced RTC rescue equipment including vehicle stabilisation and heavy lift air bags.

• Specialist casualty stretchers.

• Casualty stabilisation and first aid equipment.

• Salvage, inflatable boat and CPS equipment

2.13 Aerial Appliances

ECFRS operate five aerial appliances, all of which are provided with rescue cages complete with stretchers and additional lighting. These vehicles provide high-level access and fire-fighting capability. They also provide limited access to below ground rescue situations.

2.14 Off-Road

ECFRS currently operates one all terrain Unimog vehicle. This vehicle can operate both on and off road and is equipped with interchangeable payloads to suit operational needs. It is fitted with a crane and can carry equipment loads and personnel to incidents in remote locations or where a standard fire appliance cannot reach.

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2.15 Prevention and Protection Vehicles

This small group of vehicles covers cars, vans and specialist display vehicles and trailers:

2.16 Support and Administrative

This covers specialist repair maintenance and logistic support vehicles.

2.17 Establishing Effective Vehicle Life

All of the vehicles provided are allocated a pre-determined and planned life cycle. The life cycle is set using a combination of factors:

• Legislation

• Procurement practices

• Disposal methods

• User requirements and Level of specification

• Good practice methodology

• Maintenance and upkeep requirements

• Requirements of user departments

• Cost

• Environmental factors

• Availability

• Flexibility

• Service life

• Viability of technology

The planned life cycle is set prior to the commencement of the procurement process for the vehicle. It is the Service policy to maximise the use of each vehicle whilst at the same time reduce to a minimum its whole life cost and maintain its residual value at the optimum level achievable. The Service currently replaces operational and support vehicles and equipment in accordance with an agreed and planned life cycle and to a predetermined renewals programme.

The Service will strive to replace vehicles where possible from 2008, at the following frequencies:

• Pumping Appliances 13 years (with up to a further year in YFF Schemes)• Special Appliances 15 years • Support vehicles Up to 8 years• Cars 3 to 4 years

Note: Vehicle condition and maintenance costs, risk profile changes, mileage and technical ability will also influence vehicle life and therefore vehicles may be replaced outside of these parameters if operationally efficient and effective to do so.

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2.18 Vehicle Allocation and Distribution

The operational fleet is dispersed across the fire stations within the county boundary as listed with in fleet allocation.

2.19 Vehicle Provision – Future Development

Currently ECFRS’s operational fleet of pumping appliances is based on a common specification and vehicle type. In the past this has helped to minimise maintenance workload, and support a common approach to operation and use, related to the common vehicle type and operating systems provided. In addition, interoperability and resilience have been and remain central to vehicle provision.

Operational activities and consultation with end users and the public via the IRMP process, indicates that vehicles procured in future may be designed and specified to better meet the changing needs of users. In addition, work taking place at national level with regard to the procurement of vehicles has resulted in a wider range of vehicle types being made available for procurement within an agreed framework.

In light of the research undertaken and when taking into account the current risk profile, range of operational incidents attended and feedback, the future basis for pumping appliance provision is to be established based around two vehicle specifications and types:

• Urban Pumping Appliance – a vehicle that is provided in the larger towns and/or located on stations to meet the likely needs arising from special risk premises in the locality. These Assets will be provided around an 18 tonne chassis.

• Rural and or compact Pumping Appliance – a vehicle which is better suited to the needs of Essex’s smaller towns and rural environments, where the bulk of fire-fighting operations are not likely to be in the larger towns or at special risk premises. These vehicles will be provided around a lighter chassis with better capability to access rural incidents.

In light of research that has taken place into road traffic collisions on Essex roads, response standards to such incidents and future predictions regarding traffic volumes, rescue vehicles are to be based in future around the revised specifications:

2.20 Aerial Rescue

This vehicle type combines the capabilities of a TTL with a Hydraulic rescue cage vehicle specification. The vehicle is fitted with a permanently fixed telescopic boom system with a work-ing platform, providing access to high level incidents and a water monitor capable of delivering in excess of 2,500 litres of water per minute. The use of this vehicle will help to reduce the risk of injury to fire-fighters when working at height and fighting-fires in medium and high-rise buildings. The vehicle also has an enhanced below ground operating range of up to 5 metres.

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2.21 General

Work has been undertaken to assess vehicle type and provision against the current and future risk profile and plans made for future fleet provision. The fleet structure will be implemented from 2010 onwards in line with the fleet capital replacement programme recorded in the fleet MIS. The aim is to provide a vehicle fleet that better meets the demands placed on the Service at present and those needs that are predicted in the medium to long-term.

2.22 Procurement

Vehicle funding options are being developed to capitalise lease vehicles through purchasing, there by reducing revenue costs. This will ensure control over vehicle numbers, use and location by bringing lease vehicle acquisition into the ‘Additions to Vehicle Fleet’ process. (to be developed with Department heads)

Vehicle acquisition follows the Vehicle Replacement Policy and conforms to Essex Fire Service Financial Regulations and Standing Orders.

Fleet management takes advantage of the Firebuy Framework contracts (now managed by the Fire Consortium) and other national frameworks/contracts when appropriate.

Fleet Management strive to achieve economies of scale and other savings by using national contracts wherever feasible, to take advantage of preferential purchasing terms.

Vehicle hire for short-term contingencies is available through a central procurement contract to allow for local call-off in conjunction with Fleet Departmental and Finance Sections.

The procurement of additional vehicles for the fleet to increase the number of vehicles requires careful planning and consideration for additional funding (both capital and ongoing revenue linked to maintenance, fuel, insurance and capital replacement contributions).

The Engineering Manager is responsible for planning vehicle procurement and for liaison with suppliers, manufacturers and procurement agencies to support effective procurement. Where individual departments have an operational need for vehicles, the following process will be followed:

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Additions to Fleet process

Operational need identified

Command level approval

Detailed business case produced for all additions to fleet.

Strategy approval dependant on level expenditure

Passed to Fleet/Tech Services/Procurement Manager for

procurement action

Procurement Liaison Activity Procurement procedures

and policies followed

Revenue budgets realigned to support full life operating costs

Delivery and Commissioning

Vehicle into use

Disposal of Old Assets

Review of Process

Consultation with Engineering Manager

Consultation with Service delivery

IRMP need or requirement

• Capital costs identified• Revenue costs identified

• Asset register updated

• Risk assessment, training notes produced as appropriate

Department need or requirement

Impact on risk identified

Fleet Team/ Workshop Manager

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2.23 Vehicle Acquisition

Vehicle acquisition will meet the transport needs of Essex Fire & Rescue Service, for operational and support functions. Where possible national approved frameworks will be used for all procurement exercises, where these are not available then consideration of collaboration with other services or stand alone tendering exercises which will be open to other services will be considered.

2.24 Vehicle Evaluation and Approval

In conjunction with the Vehicle Users in the effected department/section new and alternative vehicles are evaluated where loan vehicles of a similar design or specification can be obtained. In the case of more specialist roles and where appropriate visits to similar operational vehicles will be arranged. Evaluation notes will be compared and will be used to prepare a User Requirement Specification (URS). This allows users to test the relative strengths and weaknesses of vehicles for the designated roles. This will be matched with the financial case to provide objective data for the comparison of options available and ensure that Essex Fire & Rescue Service have the best value and fit-for-purpose vehicles.

Additions or changes to the fleet follow the method set down in the pro-forma request ‘Additions to Vehicle Fleet’ (fleet to prepare doc). This ensures that a formal justification is evidenced and placed in context of the Fleet Strategy, plus is authorised by The Fleet, Operational and financial managers. It also entails matching the vehicle request to the Fleet Matrix to comply with ECFRS and Health & Safety requirements and ensure that the vehicle is fit for the purpose of the designated operational role. Consideration will be given to National and Regional initiatives.

Where capital funding is necessary, approval is sought for a place in the annual Capital Bid with the Vehicle Replacement; Appeals may be forwarded to the Deputy Chief Officer.

2.25 Vehicle and Equipment Specification

OperationalFleet

ECFRS’s fleet at present consists of 1040 “in service” items of operational appliances and equipment within the fleet MIS the types and quantities are provide on page 30. In addition to these assets there are circa 4000 pieces of low impact operational equipment in use.

The number of appliances used as spares to replace vehicles that are “off the run”, represents 11% of the operational fleet which is low when compared with the average for England & Wales of 16.7% (Based on BVPI 2003). The operational fleet includes all vehicles necessary to support fire fighting operations including operational and training appliances.

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Type Type Description Number in Service

001 RESCUE PUMP WHOLETIME 30

002 RESCUE PUMP RETAINED 58

003 WATER TENDER WHOLETIME 23

004 WATER TENDER RETAINED 22

005 TURNTABLE LADDER 1

006 FOAM TANKER 3

007 CONTROL UNIT 3

008 HOSE LAYING LORRY 1

011 BEAVERTAIL RECOVERY 1

012 FIRE BOAT 10

013 TRAILER 7

015 RESCUE TENDER 5

017 BOAT TRAILER 2

018 UNIMOG 1

019 MULTI-PURPOSE CURTAIN SLIDER 2

020 FOAM VEHICLE HOOKLIFT 3

021 POSTITIVE PRESSURE VENT FAN 26

022 FIRE FOGGING SYSTEMS 2

023 ANIMAL RESCUE UNIT 1

025 BRATTS PLATFORM 3

026 TRIPLE EXTENSION 87

027 ROOF LADDER 76

028 CFS LADDER 78

029 5.5 LADDER 7

030 135 LADDER 71

031 105 LADDER 28

032 LIGHT PORTABLE PUMP 82

033 GENERATOR 10

034 FORK LIFT TRUCK 13

035 HYDRAULIC EQUIPMENT 144

036 WATER BOWSER 2

037 CRAFTER VAN 4

038 CAR MONTHLY 61

039 CAR DERIVED VAN MONTHLY 36

040 CAR 5

042 TRANSIT VAN 20

043 PCV 7

047 MAN L2000 2

048 PROVIDED CARS 6

052 URBAN SEARCH AND RESCUE 5

054 COMMUNITY WHEELS 1

055 RANGERS 6

070 INCIDENT RESPONSE UNIT 1

119 ALP STS300 OR ALP ST340 10

495 LEASE CAR 2006 ONWARDS 63

513 DEMOUNTABLE POD 8

514 GARDEN TRACTORS 3

GRAND TOTAL 1040

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2.26 Spares/Training Fleet

To enable ECFRS to run efficiently and smoothly, a number of reserve vehicles are needed to sup-plement off the run equipment and fleet. The number of vehicles is reviewed in line with operational requirements and is recommended at 15% of the fleet size.

It is essential that ECFRS have within their infrastructure a support and training fleet to ensure the efficient running of the Service in terms of back up and maintenance.

National experience involving flooding has highlighted the need to plan and provide for a more specialised capability to deploy equipment and resources at such protracted incidents over an ex-tended period of time.

Additional resources have already been acquired to future proof operational service delivery in a number of task specific areas for example:

• Welfare support.• Foam support.• Operational/spate condition support. • Marine response.• Breathing Apparatus training.• Environmental protection.

Some of the benefits to be realised by such an approach has included for example:

• The utilisation of single prime movers to deploy ‘task specific’ Pods to a range of emergency incidents; and

• A reduction in crewing requirements for existing specialist Assets.

An impact of climate change is the increased response by ECFRS to emergency incidents involving flooding. As highlighted within the Chief Fire and Rescue Advisory Review 2007 of flooding in England, Fire and Rescue Authorities have a statutory duty to ensure that personnel are properly trained and equipped to deal with such incidents.

The traditional fleet is limited in its engineered design to operate within a widespread or localised flooding situation for example:

• Air intakes on traditional fire appliances will allow high water levels to enter the vehicle engine causing it to stop;

• Low ground clearance can allow high water levels to enter vehicle component parts via breather valves/pipes causing damage/failure, vehicle speeds are severely restricted in high water levels; and

• Contamination of appliance equipment by road water/sewage.

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Selecting effective vehicles for the wide variety of roles is a complex process that takes into consideration a number of factors such as:-

Generally, fire appliances such as those described above are task-focused, single purpose, vehicles. However, due to the high expense and their single function nature ECFRS maintains a minimum stock of such equipment. As a result specific vehicles may be required to travel from one area of Essex to another to respond to incidents, reducing the efficiency and effectiveness of their use.

The modernisation agenda has lead to a more flexible approach to fleet procurement to ensure dynamic application that responds to the wider remit of Fire and Rescue Services on a value for money basis. Introducing a modular system of specialist vehicles will assist the Fire Service to “future proof” the requirements needed at local level in line with the changes to local emergency standards and the wider ongoing changes associated with the modernisation agenda. The IRMP process takes account of the situation across Essex and as the needs at local level change the specialist vehicles and equipment can be transported to areas of high risk as necessary.

The Government’s desire and ECFRS’s responsibility to move to a more pro-active role within the community, requires an increase to the fleet to allow this role to function effectively ECFRS intends to invest in its Community Development fleet in order to meet its prevention requirements and to deliver its statutory function.

– Existing fleet mix – Parts availability

– Technical expertise – Manufacturer support

– Specialist tools – Fuel type

– Performance – Load capacity

– Health & Safety aspects – Suitability for role

– Environmental considerations – Vehicle whole-life costs

– Vehicle evaluation by Service personnel – Vehicle role requirements

– Financial viability of the key supply chain – Equipment to be carried

– Cohesion with Regional transport strategies

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There are a number of specialist vehicles in service within ECFRS, these include of the following types:

Aerial Ladder platformsRescue tendersAnimal rescue Water tankersIncident Command units

These vehicles would attend fewer calls in general than the pumping appliances and tend to attract greater whole life cost (not necessarily purchase cost). Due to their usage and increase of whole life costs it is reasonable to set a longer life than the Pumping fleet. However, the technology will still date as quickly as the Pumping Fleet.

Consideration has to be taken on both these factors above. Also within the current climate of IRMP it is difficult or impossible to predict, with a high degree of certainty, the risks in a given area well into the future. The UK Fire Service uses 15 years as the life of the special fleet.

2.27 The New Dimension Project

In the aftermath of 9/11 the Department of Transport, Local Government and the Regions (DTLR) requested Her Majesty’s Chief Inspector of Fire Services to carry out a capability analysis of the UK Fire Services ability to respond to the new international terror threat. The assessment showed that the Fire Service was not equipped to deal with a wide range of possible scenarios. The New Dimension project was established from this.

The New Dimension project ensured that Fire and Rescue Authorities have sufficiently trained and equipped resources to deal safely and effectively with major chemical, nuclear, biological and conventional terrorist incidents on a national scale in addition to Urban Search and Rescue and flooding on a local scale. The vehicular and equipment assets within the ND project have now been transferred to ECFRS as part of the main fleet.

2.28 Vehicle / Equipment Replacement

When replacing vehicles (in respect of the replacement of current vehicles), the stake holder requirements are evaluated to ensure that there is still an operational or business need and the risk profile remains unchanged. With this information, the user requirement and technical specification are determined and prospective vehicle types evaluated.

Replacement operational appliances will be issued based on operational need. Vehicles will normally be issued to stations where activity levels are higher, before being transferred to less active stations. This ensures vehicle use will be maximised in the early years after issue and during the warranty periods to maximise operational effectiveness and reduce whole life running costs.

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Upon notification of the delivery of vehicles, their allocation will be made by the Engineering Manager, in liaison with the SDOs (Service Delivery) taking into account the following factors:

• Operational needs of the service and risk profile.

• New engineering developments for appliances.

• Variant maintenance requirements.

• Training needs include specific driver training.

• Attempt to keep ‘like’ appliances on the same stations.

• Consequential ‘cascade’ impact (to other stations/departments).

• Ability of the station to house the appliance, or modifications required.

• Training and familiarisation needs of stations.

• Projected fuel usage of all appliances concerned (aim to place heavy users in quieter locations).

• Engineering history of appliances, potential need to ‘reserve’ less reliable appliances.

• Appliances into reserve fleet.

• Reserve fleet to disposal.

• Operational resilience – maintaining fire cover arrangements.

DO Training will arrange for the necessary training and development for operational staff once allocation has been determined.

The Engineering Manager will arrange for the delivery and effective handover of the new appliances and equipment to fire stations, supported by any ‘technical documentation’ which is to include the Health and Safety risk assessment and technical specifications and instructions for the appliance.

The Engineering Manager will also arrange for the ‘knock on’ appliances to be serviced and receive modifications as programmed before delivery to the receiving station.

2.29 Acquisition of New Equipment

Departments will be able to make written proposals to the Technical team for the acquisition of new equipment at any time, though most requests will be expected in accordance with the budget set-ting timetable. Equipment will be procured in line with the Fleet/Technical department’s replacement programme.

All new equipment assets will need to entered onto an equipment asset register and this will be forensically updated on a quarterly basis.

It is recommended that an equipment asset register is maintained for each appliance type, on a local inventory accessible by each station. This register is to be a controlled document, showing

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the stowage and maintenance regime, warranty and defect history of all “critical” equipment assets.It is recommended that a separate defect register is held for equipment which will assist in the replacement policy/decision making of each new set of equipment. In time this will enable a complete life cycle cost to be developed for each suite of equipment.

2.30 Vehicle Replacement and Disposal

An efficient and effective vehicle fleet will be maintained by ensuring vehicles are replaced, by follow-ing optimum replacement cycles, in line with the Vehicle and Equipment Asset Strategy.

Vehicle acquisition, utilisation and disposal policies follow best practice encompassed within the Asset Management Strategy to ensure Fleet Services provides value for money services.

The annual Vehicle Replacement Programme is based on predicted vehicle usage over the forthcoming year. Vehicles that reach the vehicle replacement criteria based on mileage and age are listed for replacement and the results checked and collated to form the Capital Bid. The criteria ensure that the optimum combination of age and mileage is reached, taking account of the cost of repair and maintenance and level of commissioning to obtain best value.

Changes to specification are built in to the replacement programme to ensure that the latest technical and safety features are included where necessary (such as ABS, EBD, ESP, parking sensors and CAFS). Changes in operational requirements are programmed in to the next year’s plans for acquisition via the Services approval of the Capital process.

Once they are de-commissioned, vehicles will be managed in line with the disposal policy. This safeguards Essex County Fire & Rescue Service from risk through our own vehicle safety checks, from consumer legislation by using an auction house and from possible use for terrorist purposes by removal of equipment and livery whilst in our care.

To conclude Essex County Fire & Rescue Service vehicle life policy is:

(a) Rapid Response vehicles 6 years(b) Ancillary cars and vans 6 years(c) Pumping appliances 13 years (to be reduced to 12 years)(d) Specials 15 years(e) Aerials 15 years

Essex County Fire & Rescue Service is committed to ensuring that its fleet offers high levels of flexibility in operation and performance while being sustainable and economical. Essex County Fire & Rescue Service Fleet Replacement Strategy will continue to ensure the provision of services to match the demands of a challenging 24/7 service environment.

2.31 Specialist Appliances

As above but with the added consideration of strategic operational cover issues.

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2.32 Pool cars and car derived Vans

The Engineering Manager will: with regard to the renewal programme (and if applicable the end user department and or individual), replace end of life cars and car derived vans on a like for like basis, taking into account ‘fit for purpose’, environmental and whole life running cost issues.

Vehicles allocated to flexible duty officer posts will be assessed annually. Vehicles may be reallocated as necessary in order to average out operational life so as to achieve the optimum resale value.

2.33 Pumping Appliances

All pumping appliances are now procured via the Firebuy Pumping Appliance Framework. Appliances are built to the standard BSEN 1846; Part 11, and EN1777 for aerials. These standards have replaced all other build specifications including JCDD.

This framework contract came into use in April 2007. The framework replaced contracts such as the Fire Service Procurement Association (FSPA). Within the contracts, suppliers provide three category of pumping appliance:

Light From 3.5 to 7.5 and a half tonnes Medium Between 7.5 to 18 tonnes Super 18 tonnes and above

Flexibility within the contracts allows individual Fire & Rescue Services to order a variety of specifications on different chassis build, via a mini competition process. The Framework provides the service with the flexibility to ensure that local IRMP requirements are met whilst at the same time ensuring best value through effective procurement is achieved.

2.34 BSEN 1846 Build Standard

All pumping appliances are designed and built against the EN 1846:2 standard. The standard covers the following areas:

Chassis and Cab

• Gross weight capacity of chassis in Tonnes and by axle loadings.

• Gearbox type axle type and drive configuration, 4 x 4 or 4 x 2 etc.

• Cab construction, single or double cab options and cab tilting methods.

• Crew seating capacity, 6 or 10 seats, officer in charge, driver and number of firefighters.

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Cab Stowage Provision

• Breathing Apparatus total number of sets and spare air cylinders, Radios and data displays, welfare equipment and individual crew member stowage, helmets, tunics etc.

Body and Stowage

• Number and size of lockers, locker rollers shutters or doors, number of shelves and design type, (slide and tilt, and specialist heavy equipment stowage and shelving.

Pump and Fire Engineering

• Main pump design and capacity, fitted hose reel quantities and locker location, foam making systems, water storage requirements, type and number of fire fighting branches etc.

2.35 Procurement Rational for Pumping Appliances and Specials

All procurement and contract work on Assets and subsequent contract awards will be made against the MEAT principles; in the Most Economic Advantageous Tender process, where the total fleet life costing model, value for money, warranties and sharing of risk, certification and compliance are taken into account. The MEAT factor is determined via a mini-competition process which ensures that a business case is made to ECFRS against the evaluation criteria set out in the framework agreement. This takes into account operational suitability (i.e. repair costs, ability to maintain in house, cost, warranties, lead time until delivery, training etc).

At present the service is in the process of transferring high value procurement requirements to regional and national framework contracts where available and representing best value.

2.36 Industry Liaison

Industry Liaison – Liaison with Fire and Rescue Service Suppliers Association (FIRESA). FIRESA is the trade association for suppliers to the Fire and Rescue Services, representing the concerted industry voice across a spectrum of legislative, regulatory and standards issues affecting its members. This liaison has been established and is to be further developed over time through Firebuy through the Wiltshire Consortium and directly.

ECFRS actively participate in the CFOA Transport Officers Group which acts as the intelligent client to Firebuy through the National Procurement Board. CFOA TOG now has a secure web based forum by which individual fleet engineers and transport managers can discuss and ask for information with piers across the UK.

In addition to this CFOA has set up a knowledge exchange program which allows suppliers to the industry to exchange dialogue nationally with perspective customers through a web portal host by CFOA.

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2.37 Vehicle Fleet Maintenance Procedures

All vehicular assets are purchased with a minimum of 12 months warranty from the vehicle manufacturer; the majority of light vehicles have a whole vehicle warranty of 36 months duration. In respect to vehicles above 3500 Kg gross vehicle weight the body is generally not produced by the chassis manufacturer and is built and warranted by a specialist bodybuilder. Additional, extended and collateral warranties for key components such as chassis and pumps for appliances including aerials and specials are available through the Firebuy Framework Agreements.

The Engineering Function provides the operational support for the vehicle fleet. This may be unplanned repairs or scheduled preventative maintenance. The Function has the responsibility to ensure that all vehicles stay within legislative and safety requirements.

The support provided includes a reporting mechanism capable of responding to day to day unplanned repairs and a planned preventative maintenance and inspection schedule to reduce the number and severity of unplanned repairs required. All repairs are documented to ensure that works on transport vehicle assets are recorded enabling effective asset management. Throughout the vehicles’ life they are maintained in a safe, legal and roadworthy condition.

2.38 Support Fleet Servicing and Maintenance

All support vehicles (light vehicles - vans and cars) on permanent or temporary issue to individuals, stations and/or departments are serviced and repaired by the Fleet Workshops Lexden. Officer’s Lease vehicles are serviced by arrangement with a local franchised dealer with six monthly safety checks being undertaken by Fleet Workshops.

Each individual, department head or Station Manager is responsible for ensuring that all vehicle servicing is carried out at the correct mileage or time interval as detailed in relevant vehicle servicing handbook and in line with the contract. No vehicle should be maintained other than as specified.

Log books, Vehicle operator manuals and servicing handbooks are issued with each car or van and must always be kept with the vehicle. It is the driver’s responsibility to examine the servicing hand-book on a regular basis to ensure no vehicle exceeds its service interval. Each driver is to maintain a journey record and defect record within the vehicle log book.

Individual drivers, on the Officers Lease Scheme are responsible for arranging the servicing of these vehicles with the local franchised dealership. Contact details of all approved dealerships and repair centres are available from the Workshop Manager or Engineering Manager.

2.39 Performance

Performance indicators have been developed to provide comparators for benchmarking and sub-sequent investigation for any beneficial possibilities. The list below identifies the performance indica-tors for Fleet Transport Function which either are in place or being developed:

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• Establishment costs per vehicle.

• Maintenance costs per vehicle.

• Vehicle running costs (fuel, insurance, repairs etc).

• CO² value of fleet – footprint. ( in development)

• Support/fleet management costs.

• Remaining life time.

• Vehicle purchase costs.

• Vehicle availability and down-time.

• Management of delivery and collection time costs.

Other local performance indicators are used to outline current performance and to target areas for improvement. The indicators used below are in use:

• Vehicles serviced within 7 days of schedule.

• Number of Road Traffic Accidents reported.

• Number of vehicles per mechanic employed.

• Number of breakdowns/defects.

• Maintenance cost per mile.

• Warranty management.

• Planned v unplanned maintenance.

2.40 Environmental Performance

The majority of miles covered by a large goods vehicle are undertaken before the main power unit reaches normal operating temperature. Therefore, unlike a commercial fleet of large goods vehicles, special considerations are made with regarding to fire response vehicles, which make many short trips.

We are increasingly seeking to reduce our CO² emissions through the introduction of the Euro 5 and successive Euro 6 engines on the HGV fleet as the fleet is replaced.

All future pumping appliances will be more fuel efficient, being provided with Euro 5 and subsequently Euro 6 emission compliant power units to further reduce our vehicle exhaust emissions.

We have moved the fleet to diesel fuel and all of our cars and as many vans as possible are at least Euro 5 compliant. All new vans and cars will be Euro 5 compliant as a minimum and the whole fleet should become totally compliant within the next few years.

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2.41 Achieving Value for Money

In all activities it is essential that value for money is sought in line with this ethos. Value for money within fleet arrangements will be achieved through the following principles:

• Fleet planning and strategy will be devised around the principles of achieving value for money. All efforts will be made for securing vehicles, equipment and resources which represent the right balance between price, quality and effectiveness.

• Initial procurement planning will be carried out with consideration for achieving value for money.

• Bids from suppliers will be evaluated with consideration for the longer term costs. To achieve this capital cost, ongoing revenue requirement (contribution to capital costs), full life costs, ongoing maintenance costs, insurance and other general operating costs will be taken into account before purchase. This will ensure that maximum advantage is achieved in seeking value for money at the outset.

• Value for money will be at the heart of the arrangements made for the operation of vehicles and equipment, general support and management arrangements.

2.42 Equality and Diversity

For all vehicles and equipment procured, an equality impact assessment will be carried out within the vehicle specification/build process. Use of national contracts, which embed this ethos, ensures the Service procures its vehicles and equipment with regard for the diverse needs of the workforce and the communities we serve.

All fire appliances are now fitted-out and stowed using an ergonomic manual handling programme based on the anthropomorphic capabilities of the female firefighter, (the application is called Fire-store). This reduces the manual handling risk to firefighters. As this application model is based on the manual handling capabilities of the female firefighters it will ensure all of our new to service builds meet the relevant equality and diversity requirements.

2.43 General Guidance at Station and Department Levels

The Watch or Crew Manager in charge of a station or shift or the responsible person in other areas of the service are responsible for:

• The cleanliness of all vehicles, appliances and equipment under their control.

• Ensuring that vehicle hand over routines and appliance operator maintenance is carried out cor-rectly and on time.

• Checking vehicles and equipment in line with the requirements of service orders.

• Reporting of defects and breakdowns including nil defect reporting.

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• Checking to ensure the completion of log sheets and other relevant documents.

• Following agreed policy through the User Handbook.

2.44 Guidance on Maintenance Routines at Station or Department Level

The following routines will be carried out at station and department level on all fire appliances and ancillary vehicles, A video providing example daily checking procedure has been provided to all site locations:-

Whole time and Day Crewed Stations

Daily at the Change of Watches:

• Check fuel, oil and water levels, replenish as necessary.

• Check the operation of all lights and warning devices, as necessary. (See note re two-tone horns.)

• Check the operation of windscreen washers and top up reservoir as necessary.

• Check that all ladders and equipment are stowed and secured correctly.

• Check that all other relevant equipment and vehicle operating controls function correctly.

• Visually inspect the vehicle and/or equipment for any other signs of damage and report any defects found to Control and Manager-in-Charge.

2.45 Retained Duty Stations

All routine checks indicated for Wholetime Stations as daily and weekly should be carried out on Retained Stations weekly on drill night.

The Watch or Crew Manager-in-Charge of a Station or shift is responsible for:

• The cleanliness of all Assets, appliances and equipment under their control.

• Ensuring that vehicle hand over routines and appliance operator maintenance is carried out correctly and on time.

• Checking for and reporting of defects and breakdowns.

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2.46 Cleaning of Appliances, Vehicles and Equipment

All appliances, specials and operational equipment must be clean and maintained ready for immediate operational use. The cleaning and operator servicing tasks needed to meet this aim should generally form part of the normal daily/weekly work routine.

Station and Department Managers should periodically check equipment, Assets and documents to ensure that these servicing and cleaning tasks are being carried out.

All support Asset cars and vans should be cleaned at least weekly and more frequently in adverse weather conditions.

2.47 Appliance Servicing on Station by Workshops Staff

As far as possible, inspections of appliances at retained stations will be done with the appliance remaining on the run.

In all cases, engineering staff will enter brief details of service or defect work carried out in the vehicle log book at the time of the servicing.

A Service Van sheet (SV) sheet and inspection sheets are to be completed by the mechanic and returned to the Workshop Manager in respect of every appliance serviced. This data will then be entered onto the electronic fleet management system.

An entry will be made in the vehicle log book by the engineer who carried out the work, recording the purpose of visit.

2.48 Cars and Ancillary Vehicle Servicing

Cars and ancillary vehicles are serviced in accordance with the manufacturer’s instructions.

Officers and Managers who are responsible for cars and ancillary vehicles must ensure that all rel-evant operator manuals and service documents remain with the vehicle and that all service details are up-to-date.

It is the responsibility of the individual to whom a car is issued, Line Manager or Station Managers who have ancillary vehicles under their control to make arrangements for:

(i) Servicing.

(ii) Routine checking of petrol, oil and water.

(iii) The weekly checking of batteries and tyres.

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2.49 Scheduling of Annual Vehicle Servicing in Service Workshops

A rolling annual plan will be published on a monthly basis for all fleet and equipment, and recorded on the electronic fleet management system. A degree of flexibility will be required to cater for operational requirements.

Stations will be notified one week in advance to confirm the work and booked into the workshop accordingly.

Upon completion of the work, the job card will be completed and signed by the engineer, signed off by the Workshop Manager and the data entered onto the electronic fleet management system.

2.50 Refurbishments /Major Servicing in Service Workshops

No precise dates can be laid down for major workshop overhauls, as this has to be flexible to allow for any major defects or breakdowns, which may occur. However every effort will be made to undertake a Major service of all appliances at the scheduled time and on an annual basis. It may also be necessary for some appliances to come into workshops more frequently due to high usage or operational requirement. The maintenance records for all workshop overhauls and other work carried out will be filed electronically on the electronic fleet management system in the vehicle maintenance history folder.

The following arrangements will apply when an appliance is to enter workshops for a major overhaul:

(i) The Workshops Manager will consult with service delivery to arrange a convenient time and date for the overhaul and vehicle change over.

(ii) Appliances must always arrive for overhaul at the workshops with the equipment listed below:

a) All ladders.b) 19mm hose and branches.c) Light pumps (if applicable).d) Oic hand lamps.e) Demountable generators and lights.f) Any other item as requested.

(iii) This opportunity will be taken to overhaul all equipment carried, such as light pumps and generators. All other equipment such as winches, slings and hydraulic rescue sets are maintained under a different programme.

(iv) The vehicle log book must also be left with the vehicle.

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2.51 Refurbishment /Overhaul and Inspection Programme – Operational Fleet and Equipment

The operational fleet is required to be available and fit for use on a 24/7 365 days per year basis and its maintenance regime is tailored to meet that need. The in house workshop carries out all inspections, servicing and overhauls of the operational fleet (to be extended to the New Dimensions Vehicles). Each appliance or vehicle (LGV) is inspected by the workshop staff and inspected / serviced on station at least 3 times per year, or in accordance with manufacturers’ and statutory requirements. All vehicles and equipment are also subjected to an annual major service, modification and repair programme that is carried out within the workshop once per year.

All inspections and servicing will be conducted according to the CFOA Guidelines for Fleet Maintenance.

2.52 Inspections and Tests

The station service and inspection encompasses all of the legal road vehicle and manufacturers’ servicing checks, but it also includes additional tests on brake performance, emergency lighting, power generation, main pump and auxiliary equipment tests.

These additional tests ensure all major subsystems such as lighting masts, power and hydraulic rescue tools and ladders are all fit for purpose and functional

2.53 Major Service Programme

This level of work includes a complete vehicle test and inspection to CFOA Best Practice and VOSA standards. The vehicle is also steam cleaned, subjected to a rolling road brake test and the main and auxiliary pumps are deep well tested. Any modification work is also carried out at this time (res-cue equipment and stowage upgrades). Vehicle performance and safety interlocks are checked, and this check includes some reprogramming of the vehicle control area network (CAN) systems.

Any vehicle damage (conspicuity markings, shutter bars rubbing strips etc) are also replaced at this time, and if major repairs are identified these are also completed either in house or by a recognised contractor before the vehicle is returned to service.

These form part of our environmental monitoring and prevention activity and an example is given below:

• Laseralignmentofaxles– This ensures all of the vehicle steering geometry is maintained at its optimum settings, reduces tyre wear and improves vehicle handling and stability.

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3 Monitoring

3.1 Performance Monitoring

Objective 4 – To continue to develop and communicate performance indicators in association with the Vehicle Fleet Management and Vehicle User Groups.

Key Performance Indicators (KPIs), set out in within the Service Level Agreement ( currently under review with Service delivery) at Schedule 3 require monitoring to ensure that Fleet Services can demonstrate the extent to which operational expectations are met. Such key performance indicators are constantly being enhanced in conjunction with the changing demands.

Essex County Fire & Rescue Service will participate in the National Benchmarking processes in conjunction with the Transport Officers Group, ‘TOG’. This will enable Services to compare and contrast data on a range of activities relating to all aspects of fleet services, including vehicle reliability, turnaround, availability and whole life costs. Fleet Management are participating in Best Value / Benchmarking Group to improve national indicators and to ensure that Essex County Fire & Rescue Service stay in the forefront of developments.

Customer feedback is monitored to ensure that fleet services are reviewed and improved to support operational performance. Performance indicators are also communicated to senior representatives of all main users through a Quarterly Report.

The fleet management system allows for the development of performance indicators and Service Level Agreements between the Vehicle Fleet section and our internal customers. This also provides a basis for feedback and review within the continuous improvement cycle of the ISO 9001:2008 Quality Systems under which Fleet Services operate.

3.2 Vehicle Fleet Management System

The Service collates and manages fleet and major equipment information. The recording of vehicle information, repair history and operating costs are vital to the efficient management of a fleet. There also is a statutory duty to maintain records and produce these if required e.g. following a vehicle accident.

Significant improvements to the software, data input and reporting have been made with the computerised fleet management system in the last 5 years. This enables better vehicle service and management. A variety of KPIs are used for monitoring of vehicle downtime, defect response and vehicle utilisation, to give a few examples. KPIs are reviewed to stay abreast of changing demands such as the need for more sophisticated environmental indicators which are being developed.

The equipment management element of the fleet system requires development, and a formalised process for inputting information. This will require a clear and process driven scoping exercise to ensure that not only present requirements are met, but also the requirements of up to the next 10 years. A robust Asset Management Module that is capable of monitoring and planning activity for

46


complex assets, including assets that require parent child planning relationships will be required. A review of software is required to fully understand equipment and BA record management including asset tracking.

3.3 Fuel

Vehicles contribute significantly to the destruction of the environment. Gaseous emissions from vehicle engines have been linked to global warming, destruction of the ozone layer and respiratory and other health problems. Waste lubricants from vehicles and engine noise both pollute the environment.

Additionally, the rising cost of fuels places a significant strain on limited resources. It is evident that fuel costs will continue to rise as successive governments use fuel taxation as one of the means to reduce the amount of road traffic.

Service bulk diesel fuel supplies shall be used in preference to commercial forecourts whenever practicable. Where fuel must necessarily be purchased elsewhere, such purchases should be made using the fleet fuel card issued to each vehicle. Fuel should not be obtained from high-cost outlets such as motorway service stations unless there is no alternative. Use of the fuel card ensures that fuel is procured within a contract. This ensures that environmental issues, value for money and quality will have been considered

3.4 Fuel Budgets

Receipts for the reimbursement of fuel used in connection with authorised private use of service vehicles shall be credited to the appropriate fuel budget.

The costs of fuel used by the fleet in connection with income generation will be recovered from that income and credited to the service fuel budgets.

3.5 Vehicle Selection

The potential to cause harm to the environment will be taken into consideration whenever vehicles or fuels are specified for procurement. Essex County Fire & Rescue Service will ensure that all vehicles it procures meet the statutory requirements concerning emission levels and fuel efficiency.

Whenever possible, alternative fuels and/or technologies will be investigated and evaluated, subject to the over-riding considerations of service effectiveness, efficiency and best value.

3.6 Vehicle Allocation

Vehicles will be allocated within the fleet by the Engineering Manager after consulting and liaising with the Director Service Support & SDOs Service delivery, having regard for the following principles:

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(a) Vehicles with poor fuel consumption characteristics will be stationed where least demand is placed on them.

(b) Vehicles will be managed throughout their service life so as to minimise whole life fuel use and to maximise on resale value. This may mean that vehicles will be swapped between posts during their operational life in order to average out cumulative mileage.

3.7 Vehicle Use

Vehicles must not be used without prior consideration by users being given to possible sustainable alternatives. For instance, users should consider:

• Is my journey really necessary?

• Could I achieve my task some other way, e.g. by telephone, fax, email or video conference?

• Could I walk?

• Is public transport available?

• Can I share transport with someone else over the same route?

• If I must use my vehicle, can I make my journey at a time that avoids rush-hour delays?

• Can I use my journey for something else as well, e.g. to deliver or collect mail or other items?

Vehicle engines must be switched off when the vehicle is stationary at an incident or on drill, except when the PTO is engaged and pumping is in progress, or when electrical power is being drawn from the vehicle battery for lighting purposes.

Vehicle radios can be safely left switched on without the engine running, except where the vehicle is to be left unattended for extended periods. In these cases, the radio should be closed down and switched off.

Vehicles must be used in a manner that ensures the best possible fuel consumption for the journey. In particular, prolonged high-speed driving should be avoided. Correct use of the vehicle gears and brakes, having the correct tyre pressures and not using unnecessary electrical components will all help to reduce the amount of fuel consumed for each journey.

3.8 Staff Suggestions

Any member of staff who has a suggestion that may save fuel or reduce the amount or length of official journeys should pass their suggestion through the fleet services team at Service Workshops.

3.9 Vehicle Log Books

Each vehicle is issued with a vehicle log book. This is required to ensure that vehicle use is controlled and can be properly accounted for and managed. The driver must complete the log book in full with all the relevant information correctly entered at the conclusion of each journey or use. Pre-use checks should also be carried out in line with Service policy.

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At the end of each month the log book must be totalled and the total fuel used, oil used, pumping time and miles travelled etc entered.

A current log book should always be kept on the vehicle, and must accompany it at all times on transfer to Workshops/Engineering.

3.10 Sustainability

Sustainable development of the fleet is central to the planning of vehicle provision and in achieving an effective approach to operational response over time. Fleet plans and procurements will be exposed to Sustainability Appraisal to promote sustainable development through the integration of fleet plans, environmental targets and considerations and economic factors. Appraisal will be carried out in preparation for the procurement of new vehicles.

4 Financial Planning

4.1 Capital

Objective 5 – Procure vehicles and Equipment in accordance with ECFRS’ procurement policy in line with the published capital /revenue replacement programmes.

Capital expenditure is the term used to describe the acquisition of assets that have a long-term value to the service. The Engineering function’s capital expenditure forms part of an investment strategy drawn from the replacement cycle of vehicles and fire engineering equipment.

The Function has established an agreed replacement programme for vehicles which sets out the capital finance recommendations relating to the delivery of corporate objectives and projects.

4.2 Capital Expenditure Forecast

This table shows the forecast of fleet renewals and costs based on the current fleet establishment and the predicted market costs.

4.3 Revenue Budgets

Fleet Management operates a balanced-budget mechanism whereby the revenue cost of the Fleet Services is matched by income. A level of external revenue is generated and could be increased.The Engineering manager is responsible for preparing annual budget bids and the monitor of budget expenditure.

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4.4 Audit and Review

Internal processes and management arrangements will be subject to both internal and external audits and reviews.

We will challenge our performance by a variety of methods including service reviews, budget reviews, peer reviews and equipment and vehicle reviews. We will also seek to bench mark our provision against our peers and industry.

Feedback from review and audit will be taken into account when determining future vehicle provision and general fleet arrangements. Depending on the nature of the feedback, actions will be either programmed into the IRMP and/or Engineering Business Plan for medium to long term implementation, or alternatively into local Action Plans for immediate and short term issues.

5 Fuel

Objective 6 - To review developments and opportunities in fuel types and carry them through to the vehicle replacement policy and procurement strategy in conjunction with the Vehicle User and Vehicle Fleet Management Groups.

A key factor in determining the vehicle replacement and acquisition policy is the Service fuel strategy. Alternative fuels, along with other technical enhancements will be reviewed as develop-ments and opportunities arise to maximise budgetary and environmental benefits, in line with the operational requirements of the Service.

Fleet Transport, in liaison with the fuel card contractor analyses and communicates to budget holders data on fuel use trends, costs and options. This enables information to be shared and fuel use to be better managed.

6 The Environment

Objective 7 – To protect and enhance the environment, supporting the concept through the Service’s Environmental Policy.

Essex County Fire & Rescue Service will control and manage its fleet activities to ensure risks to the health, safety and welfare of its employees, customers and the general public are identified and action taken to minimise or eliminate their effects. Vehicle evaluations for environmentally beneficial alternatives, measurement of CO2 and other vehicle exhaust emissions, plus the logging of fuel types and quantity used by the Service will be monitored and adopted where operationally compatible. This will enable Fleet Management to recommend more environmentally friendly vehicles for each role.

The environmental debate, climate change and carbon footprint are important issues for transport organisations operating large fleets covering many miles per year. The carbon footprint of Essex County Fire & Rescue Service is now being put clearly into focus, and will increasingly become more

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and more of a driving force in vehicle selection and the life of the vehicle. Appliances that are pre 1992 registered do not comply with Euro 1 emissions standards and those that are pre registered 1996 do not comply with Euro 2 emissions. Euro 2 requirements were in place from 1996 up until 2000. For vehicles post 2000 and prior to October 2005 Euro 3 was the standard. Euro 4 emissions then applied up until October 2008 and Euro 5 requirements run from October 2008 to January 2013. Further emission restrictions are planned to be implemented at Euro 6 from January 2013. Currently Essex County Fire & Rescue Service still has pumping appliances within the spares fleet that comply with Euro 2. Most frontline appliances are Euro 3 and above.

Adverse effects of operational activities on the environment will be minimised as far as practicable.

The objectives of the policy are laid down in the Service’s Environmental Policy and include the following:

• To comply with its legal obligations under the current Health, Safety and Welfare Act and the Environmental Protection Act, together with all other applicable statutory provisions and relevant codes of practice.

• To promote health, safety and environmental awareness throughout the organisation through the fleet management plans.

• To maintain a safe and healthy working environment for its employees by minimising the impact on the environment from vehicle emissions, with adequate facilities appropriate to the nature of the business activities.

• To minimise the social impact of vehicles and avoid damage to the environment through regular reviews of the business from environmental and management systems audits.

7 Collaboration

Objective 8 – To extend opportunities for collaboration between Fire and Rescue Service’s in the Region and Nationally for the benefit of Essex County Fire & Rescue Service.The opportunity for regional collaboration within with surrounding services is clear and could include but not be limited to:

• Fleet Management Systems• Fleet Management and reporting • Engineering support (specifications)• Procurement to a standard chassis to generate framework discounts• Vehicle maintenance and support • Strategic ‘mentoring’ management support.

Collaboration with training, contracts, apprentice schemes and workshop issues are current examples of areas where improvements and savings can be made. Compliance and assistance with contracts enhances collaboration, will reduce costs and improves safety and conformity through nationally and locally agreed specifications.

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8 Resource Management

Objective 9 – To maximise output from the available resources with the most cost-effective solutions.

Fleet Services’ staffing has been developed to support operational demands. As the fleet has grown, the organisation has been modified to reflect a more customer-focussed environment with the introduction of a Vehicle Reception.

Contingency and succession plans to back up behind key staff for added resilience and to meet extra demands from increasing fleet size and changes in requirements, provides resilience and experience across all levels of staff.

A Training Programme is in place to ensure that staff are proficient within the changing technology and able to operate the latest equipment on the latest vehicles. We have staff trained to cover First Aid, Fire Marshalling, Health and Safety and Fleet Management, along with the technical training of the vehicle Engineers, including MOTs. (See Organisation Chart at Appendix 1).

8.1 Systems – Computer, Quality and Investors in People

A review and possible replacement of the computerised fleet management system is necessary. This could possibly be part of a regional strategy for both fleet management and data collection with surrounding brigades. Direct access to the computerised fleet management system through a web portal could be developed to allow users to have direct access to view vehicle inventory details and progress through the workshops. This will continue to be upgraded to improve the benefits for users as opportunities arise.

Fleet Services workshops have had the long history of compliance with quality systems and continue to comply with the requirements of ISO 9001:2008. This ensures that ECFRS has the right training, equipment, reference material, calibrated tools plus the documentary evidence to prove it.

The importance of having well trained, competent and well motivated staff is recognised by the management and supervisors of the department. Therefore, the Fleet Services teams at the Lexden site are accredited to the Investors in People standard (IiP).

9 Management Of The Vehicle And Equipment Asset Strategy

Responsibility for achieving the objectives in the Vehicle and Equipment Asset Strategy rests with the Engineering Manager, who reports to the Deputy Chief Fire Officer. Achievement and progress of outcomes from the Strategy will be monitored by the Strategic Delivery board through monthly KPI’s.

Fleet Management will continue to ensure the provision of services to match the varying levels of demand in a challenging 24/7 service environment. This strategy will require updating as the service evolves and the possibilities of a regional approach are investigated.

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10 CONCLUSIONS

Every vehicle and its associated equipment have a life span. All fleets need life data to support workshop staff in accessing if a vehicle is economic to repair or not. Essex County Fire & Rescue Service gather data year on year that will put them in a position to mathematically calculate ideal vehicle life cycles. ECFRS have 12-15 years of accurate data through ideal curves can be drawn for all contributions to whole life costs. This can be used to provide reports on scheduled and unscheduled maintenance, fuel usage and capital contribution.

From this Fleet management data, full costs can be developed. This allows ECFRS to assess the impact of purchasing more or less Assets each year. There are currently 2 approaches – ECFRS to purchase more under capital and keep revenue costs down or ECFRS to purchase less under capital and revenue costs will rise.

It is usual practice for ECFRS to issue all new pumping appliances to Wholetime and Stations with high operational activity and then for these to cascade down to less busier stations on subsequent moves. This practice will continue, however, will be subject to both operational and best practice reviews over the coming years.

Every Incident attended by ECFRS emergency responders involves a vehicle or equipment asset at some level. Therefore the provision of the right vehicles and equipment to meet the need of end users is essential for the effective operation of the ECFRS. This can not be achieved without the informed input from all stake holders within the service and from external partners.

Certain ongoing activities and required actions arise from the implementation of this asset strategy. These tasks will be monitored and arranged by the Engineering manager.

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11 SUMMARY OF VEHICLE AND EQUIPMENT ASSET MANAGEMENT STRATEGY – OBJECTIVES AND ACTION PLAN

Objective Vehicle and Equipment Asset Management Strategy

1To maintain cost-effective and timely processes in the provision, repair, maintenance, commissioning, decommissioning and disposal of the Service’s fleet and equipment assets.

2To review the integration of the Fleet, Transport, SHQ Stores and Technical Services into one Engineering Service centre of excellence.

3Following the business case outcome in objective 2 conduct an organisation review of the four departments to ensure appropriate resources and skills are available.

4To continue to develop and communicate performance indicators in association with the Vehicle Fleet Management and Vehicle User Groups.

5Procure vehicles and equipment in accordance with ECFRS’ procurement policy, environmental policy and in line with the published capital /revenue replacement programmes.

6To review developments and opportunities in fuel types and carry them through to the vehicle replacement policy and procurement strategy in conjunction with the Vehicle User and Vehicle Fleet Management Groups.

7To protect and enhance the environment, supporting the concept through the Service’s Environmental Policy.

8To extend opportunities for collaboration between Fire and Rescue Service’s in the Region and Nationally for the benefit of Essex County Fire & Rescue Service.

9 To maximise output from the available resources with the most cost-effective solutions.

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Vehicle and Equipment Asset Plan 2010 to 2013

Objective 1

To maintain cost-effective and timely processes in the provision, repair, maintenance, commissioning, decommissioning and disposal of the Service’s fleet and equipment assets.

Actions Target date Person responsible

1aContinue to identify all vehicles on a master/controlled vehicle and equipment asset register within the MIS.

Ongoing and annually reviewed

Engineering Manager

1b

Set up a working group to Identify all necessary operational equipment on the master/ controlled asset register within the Equipment Management system.

Feb 2012 Technical services managerEngineering Manager

1cRefresh vehicle and equipment asset register on a quarterly basis.

Quarterly Assistant Engineering Manager

1dProduce a lifing policy for all critical opera-tional equipment through the Equipment management System EMS.

June 2012 Engineering Manager and Head of Technical Services

1eProduce an equipment inventory and stowage directory for each appliance type.

June 2012 Engineering Manager and Head of Technical Services

1f

Embed the operational equipment need and selection process agreed with Service delivery into the day to day provision of equipment.

Ongoing and Quarterly review

Engineering Manager and Head of Technical Services

1gWork with regional colleagues to develop an agreed common specification for pumping appliances and bring forward to tender.

March 2012 Engineering Manager

1hParticipate in national benchmarking for Fire Service fleets through the CFOA TOG

TBC Engineering Manager

Objective 2

To review the integration of the Fleet, Transport, SHQ Stores and Technical Services into one Engineering Service centre of excellence.


2a

Considerable proprietary work has been undertaken in this activity with Transport now well established on the Lexden site. Their full integration with the processes and policy of the workshops will continue with IiP and ISO integration

IiP November 2011 AchievedJanuary 2012 for ISO

Engineering Manager Assistant Engineering Manager

2b Movement of Hutton Store to the Lexden site TBC Engineering Manager, Purchasing Manager, HR assistance

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Objective 3

Following the business case outcome in objective 2b conduct an organisation review of the four departments to ensure appropriate resources and skills are available.


3a

Identify which resources in Workshops, Technical and Stores may be affected following an impact analysis of property strategy relating to Lexden, Hutton and Kelvedon Park

Pending development of Lexden

Director Support Services, Head of Engineering, Head of Procurement, Head of Technical Services

3b

Identify which resources in Workshops, Technical and Stores may be affected following an impact analysis of ICT strategy relating to Lexden, Hutton and Kelvedon Park. Refresh on a quarterly basis.


Director Support Services, Head of Engineering, Head of Procurement, Head of Technical Services

3cConsult with all affected personnel in accordance with Green Book/Contractual arrangements.


Director Support Services

3dIdentify potential efficiencies arising from potential rationalisation of systems and property.


Director Support Services, Head of Engineering, Head of Procurement, Technical Services

3eConclude HR strategy for revised functions include organisational structure and management.


Director Support Services

Objective 4

To continue to develop and communicate performance indicators in association with the Vehicle Fleet Management and Vehicle User Groups.


4a

Once agreed with Service Delivery implement the Fleet Service’s service level agreement (SLA).

TBC Engineering manager/Head of Technical Services/DO Service support east and west areas

4bProduce an action plan for measuring the KPIs set out within the SLA presenting the data in a format easily understood by interested parties.

Feb 2012 and ongoing monthly

Engineering Manager/Head of Technical Services/Performance team

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Objective 5

Procure in accordance with ECFRS’ procurement policy, in line with the published capital/revenue replacement programmes.


5a

Produce a 15 year vehicle and equipment replacement programme, and refresh on an annual basis.

April 2012 Engineering Manager

5b

Pending the outcome of 1g, that of a standardised regional pumping, work with the procurement team to purchase appliance over a three year contract.

March 2012 Director Support ServicesEngineering/ Head of Technical Services/ Head of Procurement regional colleagues

5c

Review through the Regional procurement activity the possibility of standardised equipment to enable a standard approach to border incidents and increase resilience.

TBC Director Support ServicesEngineering/ Head of Technical Services/ Head of Procurement regional colleagues

5d

Procure vehicles and equipment to the agreed replacement program pending provision of funding and suitable User requirements.

Annually assets to be delivered before the end of the financial year 2012

Engineering Manager/ Head of Procurement

Objective 6

To review developments and opportunities in fuel types and carry them through to the vehicle replacement policy and procurement strategy in conjunction with the Vehicle User and Vehicle Fleet Management Groups.


6a

Where it is economically advantageous to do so and in response to user requirements, alternative fuels and technologies will be evaluated or procured.

To under go an annual review

Engineering Manager

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Objective 7

To protect and enhance the environment, supporting the concept through Fleet Services Environmental Policy.


7a

Introduce effective control and contract management monitoring measures to ensure all procurement manages the environmental impact.

ongoing Head of Procurement.

7bReview the disposal policy of all vehicles and equipment.

June 2012 Engineering/Head of Technical Services/Head of Procurement/Fleet Contracts officer.

7c

review effective control, monitoring and recording measures to ensure correct disposal of all waste.

TBC Service Stores and Fleet Stores Managers

Objective 8

To extend opportunities for collaboration between brigades in the Region and nationally for the benefit of Essex County Fire & Rescue Service.


8a

Assess any proposals for the shared use of EFA sites and bring forward proposals to EFA for approval.

ongoing Director Support Services, Engineering manager, Procurement manager.

8bThrough the EFA(T) business development officer continue to seek out business opportunities with other FRS and suitable organisations

June 2012 Director Support Services, Head of Engineering, Head of Procurement, Business development officer

8c

Consider a Regional approach (fire) to vehicle and equipment asset Management systems.

TBC pending review of ITC projects

Director Support Services Engineering/ Head of Technical Services

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Objective 9

To maximise output from the available resources with the most cost-effective solutions.


9a

Review the provision of the Fleet and equipment MIS system in line with the IT strategy.

Feb 2012 Engineering/ Head of Technical Services Head of ICT

9b

Ensure the procurement activity includes a review of all appropriate vehicle and equipment fleet management systems from within the public and private sectors.

TBC pending review of MIS provision

Engineering/ Head of Technical Services Head of ICT

9c

Review the fleet management systems of Regional Fire & Rescue Services in addition to those of neighbouring agencies / partners to inform the replacement project of the current MIS system.


Engineering/ Head of Technical Services ICT Working Party

9d

Clarify the implementation cost, lead-time for system population, training, transfer of data, ability to upgrade modules and maintenance.


Engineering/ Head of Technical Services Head of Procurement

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Appendices

60

Fleet Management Fleet Workshops

Technical Ofcer 1 (Fte)

Assistant Storekeeper

1 (Fte)

Engineering Manager 1 (Fte)

Clerical Assistant

1 (Fte)

Engineering Craftsmen

Appliance repair (Tech x17 App x2)

16 (Fte)

Workshop Manager 1 (Fte)

Fleet Equipment

Engineering

Support Ofcer 1 (Fte)

Senior Technician 1

(Fte)

Engineering Craftsmen Equipment/

accident repair (Tech x7)

4 (Fte)

Technical/ R&D Manager 1 (Fte)

R&D Ofcer 1 (Fte)

PPE contract Manager

1 (Fte)

Clerical Assistant (admin)

.8 (Fte)

Equipment Ofcer 1 (Fte)

Technician BA service and repair

(Tech x3) 3 (Fte)

BA Workshop Manager 1 (Fte)

Technical Ofcer 1 (Fte)Vacant

Driver Labourer

1 (Fte)

General Labourer

1 (Fte)

Transport Manager

1 (Fte)

Assistant Engineering Manager 1 (Fte)

Reception Assistant

1 (Fte) 3 4

Admin Ofce

Supervisor 1 (Fte) 5 or 6

9.8 x Full time staff 7.18 X Full time staff 35.5 X Full time staff

BA TEAM

Transport Team

Op Equipment Technical Team

Fleet Technical Team

WS Admin WS Stores WS Vehicle Repair

WS Equipment Repair

WS Reception

Store Supervisor 1

(Fte)

Business Development ofcer 1 (Fte)

Admin Support .5 (Fte) Vacant

EFA (T)

Clerical Assistant

Fleet 1 (Fte)


1 (Fte)

Clerical Assistant

(transport) 1 (Fte)

Reception Engineer

1 (Fte)

Charge Hand (equipment)

Sca 1 (Fte) l SO1

Quality Inspector

1 (Fte)


Appendix 1Essex Fire & Rescue Fleet Services Department Quality Manual

61

Fleet Management Fleet Workshops

Technical Ofcer 1 (Fte)

Assistant Storekeeper

1 (Fte)

Engineering Manager 1 (Fte)

Clerical Assistant

1 (Fte)

Engineering Craftsmen

Appliance repair (Tech x17 App x2)

16 (Fte)

Workshop Manager 1 (Fte)

Fleet Equipment

Engineering

Support Ofcer 1 (Fte)

Senior Technician 1

(Fte)

Engineering Craftsmen Equipment/

accident repair (Tech x7)

4 (Fte)

Technical/ R&D Manager 1 (Fte)

R&D Ofcer 1 (Fte)

PPE contract Manager

1 (Fte)


.8 (Fte)

Equipment Ofcer 1 (Fte)

Technician BA service and repair

(Tech x3) 3 (Fte)

BA Workshop Manager 1 (Fte)

Technical Ofcer 1 (Fte)Vacant

Driver Labourer

1 (Fte)

General Labourer

1 (Fte)

Transport Manager

1 (Fte)

Assistant Engineering Manager 1 (Fte)

Reception Assistant

1 (Fte) 3 4

Admin Ofce

Supervisor 1 (Fte) 5 or 6

9.8 x Full time staff 7.18 X Full time staff 35.5 X Full time staff

BA TEAM

Transport Team

Op Equipment Technical Team

Fleet Technical Team

WS Admin WS Stores WS Vehicle Repair

WS Equipment Repair

WS Reception

Store Supervisor 1

(Fte)

Business Development ofcer 1 (Fte)

Admin Support .5 (Fte) Vacant

EFA (T)

Clerical Assistant

Fleet 1 (Fte)


1 (Fte)

Clerical Assistant

(transport) 1 (Fte)

Reception Engineer

1 (Fte)

Charge Hand (equipment)

Sca 1 (Fte) l SO1

Quality Inspector

1 (Fte)


62

Documents

Essex Vehicle Equip Asset Strategy - Welcome to Essex County