Essex County Fire and Rescue Service Vehicle and …€¦ · Essex County Fire & Rescue Service:...

____________________________________________________________________________________ Essex County Fire & Rescue Service: Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010

Essex County Fire and Rescue Service

Vehicle and Equipment Asset

Management Strategy 2010 – 2013

__________________________________________________________________________________________

Essex County Fire & Rescue Service: Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010 Page 1

Essex County Fire & Rescue Service

Vehicle and Equipment Asset Management Strategy and Action Plan ________________________________________________________________

The attached Strategy: - This Vehicle and Equipment Asset Management Strategy and Action Plan followed

a recent Best Value Review to establish best practice principles, while drawing together key vehicle related policy into a coherent structure for the first time.

- The headings reflect the main threads of Vehicles and Equipment and the Technical Services 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 Management Strategy and Action Plan is to manage the day to day function in accordance with all statutory, industry standards and Chief Fire Officers Association requirements.

- The Strategy and Action Plan promotes the options to generating income from

external sources including 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 accreditation, and will encourage wider accreditation within Equipment and Stores.

- The strategy and emerging policies will take into consideration the ECFRS Property Asset Management Strategy and Action Plan including the potential relocation of stores and equipment into Lexden, where appropriate or developing a centre off site.

- The ICT Strategy for the replacement fleet management system to include equipment asset management 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.

- 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.

__________________________________________________________________________________________


Contents 1 INTRODUCTION

1.1 Operational Context 1.2 Organisational Aims and Objectives 1.3 Strategic Context 1.4 Environmental Policy 1.5 Organisation 1.6 Organisational Structure 1.7 Fleet Services Team 1.8 Technical Services Team 1.9 Transport Team 1.10 Procurement Department 1.11 General Responsibilities

2 THE STRATEGY – MEETING OPERATIONAL DEMAND 2.1 Service Provision 2.2 Key Customer Services 2.3 Service Level Agreements 2.4 Alternative Forms of Service Provision 2.5 Planning 2.6 Legislative Requirements 2.7 Service Delivery Targets 2.8 Implementing 2.9 Operational Fleet 2.10 Fleet Structure - Operational 2.11 Pumping Appliances 2.12 Rescue Vehicles 2.13 Aerial Appliances 2.14 Off-Road 2.15 Prevention and Protection Vehicles 2.16 Support and Administrative 2.17 Establishing Effective Vehicle Life 2.18 Vehicle Allocation and Distribution 2.19 Vehicle Provision – Future Development 2.20 Aerial Rescue 2.21 General 2.22 Procurement 2.23 Vehicle Acquisition 2.24 Vehicle Evaluation and Approval 2.25 Vehicle and Equipment Specification 2.26 Spares/Training Fleet 2.27 The New Dimension Project 2.28 Vehicle / Equipment Replacement 2.29 Acquisition of New Equipment 2.30 Vehicle Replacement and Disposal 2.31 Specialist Appliances 2.32 Pool cars and car derived Vans 2.33 Pumping Appliances 2.34 BSEN 1846 Build Standard 2.35 Procurement rational for Pumping Appliances and Specials

__________________________________________________________________________________________


2.36 Industry Liaison 2.37 Vehicle Fleet Maintenance Procedures 2.38 Support Fleet Servicing and Maintenance 2.39 Performance 2.40 Environmental Performance 2.41 Achieving Value for Money 2.42 Equality and Diversity 2.43 General Guidance at Station and Department Levels 2.44 Guidance on Maintenance Routines at Station or Department Level 2.45 Retained Duty Stations 2.46 Cleaning of Appliances, Vehicles and Equipment 2.47 Appliance Servicing on Station by Workshops Staff 2.48 Cars and Ancillary Vehicle Servicing 2.49 Scheduling of Annual Vehicle Servicing in Service Workshops 2.50 Refurbishments /Overhauls in Service Workshops 2.51 Refurbishment /Overhaul and Inspection Programme – Operational Fleet

and Equipment 2.52 Inspections and Tests 2.53 Major Service Programme

3 MONITORING 3.1 Performance Monitoring 3.2 Vehicle Fleet Management System 3.3 Fuel 3.4 Fuel Budgets 3.5 Vehicle Selection 3.6 Vehicle Allocation 3.7 Vehicle Use 3.8 Staff Suggestions 3.9 Vehicle Log Books 3.10 Sustainability

4 FINANCIAL PLANNING

4.1 Capital 4.2 Capital Expenditure Forecast 4.3 Revenue Budgets 4.4 Audit and Review

5 FUEL 6 THE ENVIRONMENT 7 COLLABORATION 8 RESOURCE MANAGEMENT

8.1 Systems – Computer and ISO 9001:2008 9 MANAGEMENT OF THE VEHICLE AND EQUIPMENT ASSET STRATEGY

__________________________________________________________________________________________


10 CONCLUSIONS 11 SUMMARY OF VEHICLE AND EQUIPMENT ASSET MANAGEMENT

STRATEGY AND ACTION PLAN Appendices Appendix 1 Organisation Chart - Fleet Services Department, May 2010 Appendix 2 Capital replacement Program 2010 - 2013 Appendix 3 Table of Revenue costs

__________________________________________________________________________________________


1 INTRODUCTION

The purpose of this Vehicle and Equipment Asset Management Strategy 2010–2012 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 seven Community Commands. Each has a dedicated headquarters which houses community and administrative staff. In addition to the Community Commands the Authority currently has an Administrative Headquarters in Kelvedon 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. In addition there is a vehicle and equipment workshop at Lexden which 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. Each Area Command is responsible for a number of Districts which are, in turn, responsible for a number of Fire Stations.

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.

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 deprived 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:

o Changes in legislation requiring Fire and Rescue Services to provide fire safety education and attend different (more types of) incidents.

o Changes in Health and Safety legislation. o Changes in 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 who 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. 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 dangers. 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 performance in line with the SLA and through continuing review this strategy

1.3 Strategic Context

ECFRS’s engineering, stores 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. 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 replaced by following optimum replacement cycles, in line with the Vehicle and Equipment Asset Management Strategy.

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 9 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 principal aim of Essex County Fire and Rescue Service is:

‘To protect and save lives, property and the environment’ Our Corporate strategy has been communicated as part of our cultural change programme. We developed our; ‘strategy on a page’ which translates the vision into a mix of inward and outward looking priorities. The four priorities that underpin the vision are; Meeting Community Needs Managing Resources Effectively Improving the Way we Work and Developing our People and Culture. These priorities reflect the requirements of the National Framework for Fire and Rescue Authorities (2006) as well as the efficiency agenda from the Department of Communities and Local Government. The Service will achieve this vision by meeting the following strategic aims:

Make communities safer Deal with emergencies speedily and effectively Support older people in the community Reduce health inequalities Help children and young people realise their potential Find resources to do more Use resources on what matters Reduce our impact on the environment Be good at marketing, selling and communicating Develop a workforce that understands the needs of the community Make ECFRS a better, safer place to work Develop our workforce. The role and function of the Fleet Services Department within the Support Services function is to provide the link between the strategic objectives previously identified through to the way in which our vehicle and equipment portfolio is directed. The purpose of the Vehicle and Equipment Asset Management Plan is to deliver the policy objective set out by Essex Fire Authority which is presented as follows; ‘The principal aim of Essex Fire Authority is to ‘Save and protect lives, property and the environment’. The Essex Fire Authority is committed to ensuring that the vehicle

and equipment portfolio is appropriate and fit for purpose’

__________________________________________________________________________________________


In order to achieve this policy objective 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 Authority’s 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. General plans for the vehicle fleet. 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.

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: o Increased customer and stakeholder involvement. o Improved use of resources. o Ensuring the effective use of capital and that value for money is achieved. o Compliance with statutory regulations. o 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 Assets Resources and Administration who is responsible for agreeing strategy with the Strategic Management Board and reviewing performance against it.

1.7 Organisational Structure

Fleet and Technical Services 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, and Stores are based in Brentwood with a satellite function operating from Lexden.

1.8 Fleet Services Team

Responsible for agreeing policies which deliver the Strategy and operationalise 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

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 Management Strategy and Action Plan up to date to reflect developments 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 products 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 resources regarding vehicle provision and use.

Sponsor local efforts to provide a cleaner fleet and act as the champion for vehicle related environmental 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. 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). Objective 1 - To maintain cost-effective and timely processes for provision, repair, maintenance, commissioning, decommissioning and disposal of the vehicle fleet.

Objective 2 - To review the integration of the Fleet, Transport, SHQ Stores and Technical Services into one Engineering Service centre of excellence. Objective 3 - 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.

Fitting-out of new vehicles to meet approved operational specifications, produced in conjunction 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 Management 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.

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 recent 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). Workshop Service. Investigation of regional procurement on one chassis to improve warranty

service, parts availability 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:

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

Consultation and approval process Review Process

Update arrangements

where necessary

__________________________________________________________________________________________


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

Strategic changes - IRMP agreed Tactical changes - engineering business plan

agreed

Implementation plans put in place and actions carried out.

__________________________________________________________________________________________


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 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 at

The Service interval of operational vehicles is detailed below:

__________________________________________________________________________________________


2.9 Operational Fleet

Appliance / Vehicle Inspection

Monthly 3 Monthly 6 Monthly Annually LOLER TAILIFT

Appliance – Whole time

Appliance - Retained

Aerial Ladder Platform Annual

Aerial Ladder Chassis

Rescue Tender

Foam Tender

Foam Tanker

Control Unit

Hose Laying Lorry

Scania Training Curtainsider 6 Monthly

Ford Cargo Beavertail Recovery

Light Water Tender (Pinzgauer)

Unimog

Counterbalance Forklift 6 Monthly

Moffett Mounty

Portable Fire Pump (LPP)

135 Ladder

105 Ladder

5.5 Ladder

Holmatro Rescue Equipment

Clan Lukas Rescue Equipment

Generators

Car Trailer

Trailers (Inc Lighting units, boat and decom)

Tornado 6.5M Rigid Boat

Crew Buses

Service Vans 6 Monthly

Stores Van (Small)

Stores Van 6 Monthly

Car Derived Vans

Cars (Including Lease)

Service carried out according to Manufacturers recommendations based on Autodata

ALP

__________________________________________________________________________________________


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:

2.10 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.

2.11 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

2.12 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.

2.13 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.

2.14 Prevention and Protection Vehicles

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

__________________________________________________________________________________________


2.15 Support and Administrative

This covers specialist repair maintenance and logistic support vehicles.

2.16 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 Good practice methodology Maintenance and upkeep requirements Requirements of user departments Cost Environmental factors Level of specification Availability Dependability 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 12 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.

2.17 Vehicle Allocation and Distribution

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

__________________________________________________________________________________________


2.18 Vehicle Provision – Future Development Currently ECFRS’ 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:

2.19 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 working 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.

2.20 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 shown at Appendix 2. 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.

__________________________________________________________________________________________


2.21 Procurement

Vehicle funding options are being developed to capitalise lease vehicles through purchasing, thereby 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 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:

__________________________________________________________________________________________


Additions to Fleet process

Operational need identified

Command level approval

IRMP need or requirement Department need or requirement

Consultation with Engineering Manager

Detailed business case produced for all additions to fleet.

Strategy approval dependant on level expenditure

Procurement Liaison Activity

Passed to Fleet / Tech Services / Procurement Manager for

procurement action

Consultation with Risk and Resilience

Delivery and Commissioning

Revenue budgets realigned to support full life operating costs

Capital costs identified Revenue costs identified

Impact on risk identified

Procurement procedures and policies followed

Asset register updated Risk assessment, training

notes produced as appropriate

Fleet Team/ Workshop Manager

Vehicle into use

Disposal of Old Assets

Review of Process

__________________________________________________________________________________________


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.

2.22 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.

__________________________________________________________________________________________


2.23 Vehicle and Equipment Specification

Operational Fleet

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 opposite. 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.

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 UNI MOG 1

019 MULTI-PURPOSE CURTAIN SIDER 2

020 FOAM VEHICLE HOOKLIFT 3

021 POSITIVE 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 EQUIP 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

__________________________________________________________________________________________


2.24 Spares/Training Fleet

To enable ECFRS to run efficiently and smoothly, a number of reserve vehicles are needed to supplement 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. Recent 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 extended period of time. Additional resources may be required to futureproof 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 will include 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.

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

__________________________________________________________________________________________


- 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 - Financial viability of the key supply chain - Cohesion with Regional transport strategies

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 requires 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 “futureproof” 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. There are a number of specialist vehicles in service within ECFRS, these include of the following types:

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.

__________________________________________________________________________________________


2.25 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 seeks to ensure that Fire and Rescue Authorities are sufficiently trained and equipped 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.

2.26 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. Upon notification of the delivery of vehicles, their allocation will be made by the Engineering Manager, in liaison with the SDO (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.

2.27 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 setting 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 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.

2.28 Vehicle Replacement and Disposal

An efficient and effective vehicle fleet will be maintained by ensuring vehicles are replaced, by following 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.

2.29 Specialist Appliances

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

2.30 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.

2.31 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 was the first national 4 year fixed term contract to be completed by Firebuy. This came into use in April 2007. The framework replaced all other English Fire and Rescue Service frameworks in England and contracts such as the Fire Service Procurement Association (FSPA) and the Fire Service Appliance Consortium (FSAC) contracts. 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 Firebuy 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.

2.32 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 fire-

fighters.

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.

2.33 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.

__________________________________________________________________________________________


2.34 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 and directly. Firebuy has a Memorandum of Understanding with FIRESA. This liaison will act as a conduit for engaging with the Fire Assets and Emergency Response Equipment industry and Firebuy Ltd before wider industry briefings. Terms and conditions, contract, contract management and research and development are likely to be important areas for dialogue. In addition ECFRS actively participate in the CFOA Transport Officers Group which acts as the intelligent client to Firebuy through the National Procurement Board.

2.35 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.

2.36 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 handbook 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. 2.37 Performance Performance indicators have been developed to provide comparators for benchmarking and subsequent investigation for any beneficial possibilities. The list below identifies the performance indicators for Fleet Transport Function which either are in place or being developed:

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. Maintenance cost per call. Maintenance cost per mile. Warranty management. Planned v unplanned maintenance. 2.38 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 4 and successive Euro 5 engines on the HGV fleet as the fleet is replaced. All future pumping appliances will be more fuel efficient, being provided with Euro 5 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. 2.39 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.

2.40 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 fire fighter, (the application is called Firestore). This reduces the manual handling risk to fire-fighters. As this application model is based on the manual handling capabilities of the female fire-fighters it will ensure all of our new to service builds meet the relevant equality and diversity requirements. 2.41 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 correctly and on time.

Checking vehicles and equipment in line with the Accountability Matrix. Reporting of defects and breakdowns. Checking to ensure the completion of log sheets and other relevant documents. Following agreed policy through the User Handbook. 2.42 Guidance on Maintenance Routines at Station or Department Level In accordance with SIS note?? 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. 2.43 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. 2.44 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.

__________________________________________________________________________________________


2.45 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. An 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 mechanic who carried out the work, recording the purpose of visit. 2.46 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 relevant 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. 2.47 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 mechanic, signed off by the Workshop Manager and the data entered onto the electronic fleet management system. 2.48 Refurbishments /Overhauls 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 an overhaul of all appliances on at least 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) O/ic 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. 2.49 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 (except the New Dimensions Vehicles). Each appliance or vehicle 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.

2.50 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

2.51 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 (rescue 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:

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

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 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 participates in the National Benchmarking process in conjunction with the Transport Officers Group, ‘TOG’. This enables 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 9001:2000 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, frontline vehicle availability 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.

A new system is being investigated, which 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 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.

__________________________________________________________________________________________


The Fleet Management Team may, from time to time, decide to devolve specific fuel budgets to functions within the service as the means to control vehicle use and fuel expenditure. In these cases, regard must be had for the cost of fuel, and the available budget, when activities are being planned.

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 ACFO Service & DD Delivery, having regard for the following principles: (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. 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. The table (Appendix 2) shows the capital programme for transport assets for 2010 – 2015. 4.2 Capital Expenditure Forecast This table shows the forecast of fleet renewals and costs based on the current fleet establishment and the predicted Firebuy framework costs. 4.3 Revenue Budgets This table shows the annual revenue budget allocation to support the running and maintenance costs of the whole fleet. These costs are estimates and include all road fuel, spare parts, tyres and salaries for the Engineering Workshop. (Appendix 3) 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.

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. 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 developments and opportunities arise to maximise budgetary and environmental benefits, in line with the operational requirements of the Service. Fleet Management, 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 Fleet Services 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 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. For vehicles post 2006, Euro 4 emissions apply and further emission restrictions are planned. Currently Essex County Fire & Rescue Service still has pumping appliances within the spares fleet that comply with Euro 2. Most frontline appliances are Euro 4 with a few Euro 3.

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.

To undertake environmental impact studies as part of any enlargement of existing fleet.

7 COLLABORATION Objective 8 – To extend opportunities for collaboration between brigades 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.

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 mechanics, including MOTs. (See Organisation Chart at Appendix 1). A further review of the organisation is required upon the agreed publication of the fleet asset strategy plan and property strategies.

8.1 Systems – Computer and ISO 9001:2008 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 longest continuous quality system in place and continue to comply with the requirements of ISO 9001:2000. This ensures that ECFRS

__________________________________________________________________________________________


has the right training, equipment, reference material, calibrated tools plus the documentary evidence to prove it.

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.

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 uneconomic 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. When ECFRS is in a position to have 12-15 years of accurate data then ideal curves can be drawn for all contributions to whole life costs. This will include scheduled and unscheduled maintenance, fuel usage and capital contribution. From these graphs, full costs can be developed. This will allow 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.

__________________________________________________________________________________________


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

Objective Vehicle and Equipment Asset Management Strategy

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

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

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

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

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

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.

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

8 To extend opportunities for collaboration between brigades 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.

__________________________________________________________________________________________


Vehicle and Equipment Asset Management Strategy Action Plan 2010 to 2013 Objective 1

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

Actions Target Date Person responsible

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

100% by December

2009

Engineering Manager

1b Identify all critical equipment on a master / controlled vehicle and equipment asset register within the MIS

July 2010 Technical Services manager

1c Produce a master maintenance register for all vehicle and equipment items showing risk as high/medium and low and identifying all statutory maintenance and inspection requirements and legislation which is applicable.

July 2010 Engineering manager and Head of Technical Services

1d Refresh vehicle and equipment asset register on a quarterly basis.

Quarterly Assistant Engineering Manager

1e Produce a warranty recording process for equipment.

December 2010

Technical Services manager

1f Produce a defect management system for equipment.

December 2010

Assistant Engineering Manager / Technical Services manager

1g Produce a lifing policy for all vehicles and equipment.

August 2010 Engineering Manager and Head of Technical Services

1h Produce an equipment inventory and stowage directory for each appliance.

August 2010 Engineering Manager and Head of Technical Services

1j Review procurement process and cycle in line with functionality, maintenance requirements, sustainability of key suppliers, changes to operational activity and legislation.

Jan 2011 Engineering Manager and Head of Technical Services

__________________________________________________________________________________________


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 and a BC has been prepared for the movement of Hutton functions to Lexden, further progress is pending the outcome of the BC through the EFA.

TBC

Possible target date Dec 2010

Engineering Manager in liaison with the Programme manager and

other department heads

2b To relocate the transport team to the Lexden site and integrate, them within the ISO and other processes and procedures of the Fleet Workshops, maintaining their independent roles and functions within Fleet Services

End Sept 2010

Engineering Manager, Transport Manager, HR assistance

Objective 3

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


3a Review of Fleet Workshops structure to identify two clear work streams of Vehicles and Equipment.

December 2010

Engineering Manager and Assistant Engineering Manager

3b 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

3c 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.

Pending development

of Lexden



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

Pending development

of Lexden

Director Support Services

3e Identify potential efficiencies arising from potential rationalisation of systems and property.

Pending development

of Lexden


Procurement, Technical Services

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

Pending development

of Lexden


__________________________________________________________________________________________


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.

100% complete

Engineering Manager

5b Review through the Regional procurement activity the possibility of a standardised appliance chassis to enable a standard approach to maintenance and possibility of enhanced discounts through existing Framework Agreements.

40% complete by December

2009.

Completion of spec by End June

2010


Engineering/ 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 Services

Engineering/ Head of Technical Services/ Head of Procurement

regional colleagues

Objective 4

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


4a Implement the Workshops Service Interdepartmental MOU (Service Level Agreement).

May 2010 Engineering manager/ Head of Technical Services

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

July 2010 Engineering Manager / Head of Technical Services

4c Develop a framework which will facilitate the comparison of data with other similar organisations.

December 2010

Engineering Manager / Head of Technical Services

4d Monitor the cost differential in workshop labour rate between productive and non productive time.

Start April 2010 report march 2011

Engineering Manager

4f Develop an SLA or similar framework for Technical Services /Stores and ops.

Start May

Complete December

2010

Head of Technical Services and 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

Objective 7

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


7a Review environmental impact assessments of equipment purchased and assess future requirements.

April 2010 March 2011

Head of Procurement and

Head of Technical Services

7b Introduce effective control and contract management monitoring measures to ensure all procurement manages the environmental impact.

April 2010 March 2011

Head of Procurement.

7c Review the disposal policy of all vehicles and equipment.

December 2010

Engineering/ Head of Technical Services/ Head of Procurement/

Fleet Contracts officer.

7d Introduce effective control, monitoring and recording measures to ensure correct disposal of all waste.

September 2010

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 Approach directly Essex County Council, District Councils, Essex Constabulary and East England Ambulance Trust to offer sites as potential service delivery hubs.

June 2010 Director Support Services

8b Assess any proposals for the shared use of EFA sites and bring forward proposals to EFA for approval.

September 2010



8c Upon implementation of SLA within workshops approach regional Fire & Rescue Services and ND to offer annual servicing on fleet.

September 2010



8d Offer servicing of ladders, BA and hydraulic rescue equipment to local Fire & Rescue Services and ND subject to capacity.

March 2011 Director Support Services, Head of Engineering, Head of


8e Consider opportunities for the maintenance of New Dimension fleet and assets for other regional partners.

March 2011 Director Support Services,

Head of Engineering

8f Identify the opportunity to become a registered repairer / authorised repair centre for non aluminium appliance coach work.

March 2011 Director Support Services,

Head of Engineering

8g 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

__________________________________________________________________________________________


Objective 9

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

Actions Target Date Person responsible 9a Ensure that the Senior IT Owners

Group reviewing the ECFRS corporate ICT strategy invites Engineering, Technical Services and Procurement onto a working party.


projects


9b Ensure the procurement activity includes a review of all appropriate vehicle and equipment fleet management systems from within the public and private sectors.


projects

Engineering/ Head of Technical Services Head of ICT

9c Review systems of Regional Fire & Rescue Services in addition to those of neighbouring agencies / partners.


projects

Engineering/ Head of Technical Services ICT Working Party

9d Clarify the implementation cost, leadtime for system population, training, transfer of data, ability to upgrade modules and maintenance.


projects

Engineering/ Head of Technical Services Head of Procurement

__________________________________________________________________________________________


Appendices

____________________________________________________________________________________ Essex County Fire & Rescue Service: Vehicle & Equipment Asset Strategy and Action Plan, May 2010 – Draft 4 Page 53

Within ISO Scope of Activities

Fleet Transport

Clerical Assistant

X 2 (Transport and Admin)

2 (Fte)3

Fleet Management

Fleet Workshops

Clerical Assistant 1 (Fte)

Technical Officer 1 (Fte)

Assistant Engineering Manager 1 (Fte)

Quality Inspector

1 (Fte)

Office Supervisor

1 (Fte)

Charge Hand 1 (Fte)

Clerical Assistant

1 (Fte)

General Driver Labourer X 2

2 (Fte)

Engineering Craftsmen

(Tech x22 App x2) 24 (Fte)

Reception Assistant

1 (Fte)

Reception Engineer

1 (Fte)

Engineering Support Officer 1 (Fte)

Store Supervisor

1 (Fte)

Assistant Storekeeper

1 (Fte)

Workshop Manager 1 (Fte)

Technical Services Equipment

Engineering Services (EFA (T))

Equipment R&D Manager 1 (Fte)

Equipment Officer 1 (Fte)

Clerical Assistant

1 (Fte)

Equipment Manager 1 (Fte)

Equipment Manager 1 (Fte)

Clerical Assistant

.5 (Fte)

Business Development

Officer Contracts

1 (Fte)

Transport Manager 1 (Fte)

Engineering Manager 1 (Fte)

BA Manager 1 (Fte)

BA Technicians

X 2 (Fte)

BA Assistant

1 (Fte)

To become incorporated in Scope of ISO activities

Appendix 1

ESSEX FIRE & RESCUE FLEET SERVICES DEPARTMENT

QUALITY MANUAL

3 x Full time staff 3.5 X Full time staff 35.5 X Full time staff 9 x Full time staff 1.5 x Full time staff

__________________________________________________________________________________________


Appendix 2

Capital replacement Program 2010 – 2013

REG No MAKE YEAR PURCHASED

YEAR OF DISPOSAL REMARKS FINANCE or OPERATING

LEASE 1st Expiry

Date 2nd Expiry

Date

2010.11 APPLIANCES

R141WVX DENNIS SABRE ML JDC 97/98 10/11 Now OWNED 31/03/2006 R142WVX DENNIS SABRE ML JDC 97/98 10/11 Now OWNED 31/03/2006 R143WVX DENNIS SABRE ML JDC 97/98 10/11 Now OWNED 31/03/2006 R144WVX DENNIS SABRE ML JDC 97/98 10/11 Now OWNED 31/03/2006 R145WVX DENNIS SABRE ML JDC 97/98 10/11 Now OWNED 31/03/2006 R146WVX DENNIS SABRE ML JDC 97/98 10/11 Now OWNED 31/03/2006 R147WVX DENNIS SABRE ML JDC 97/98 10/11 Now OWNED 31/03/2006 R148WVX DENNIS SABRE ML JDC 97/98 10/11 Now OWNED 31/03/2006

LADDERS S5367, S5368, S5369, S5370, S5371, S5372, S5373, S5374

135 LADDER X8 S5367 to S5374 97/98 10/11 Now OWNED

AERIAL LADDER PLATFORMS N503GJN SCANIA SIMON ALP340 94/95 10/11 Now OWNED 26/09/2006 ALPS Final stage payments

RESCUE TENDERS S453RHJ SCANIA L/CARRIAGE 97/98 10/11 Moffett carried Now OWNED 31/03/2006

ALL WHEEL DRIVE APPLIANCES EU04EGE FORD RANGER 2.5 TDI O4/05 10/11 OWNED

FORK LIFT TRUCKS S454RHJ MOFFETT FORK LIFT TRUCK 97/98 10/11 Now OWNED 31/03/2006

MT Cars EJ07OHT AUDI ALLROAD 2.7TDI Q TDV 07/08 10/11 OWNED AV07XAF GRAND JEEP CHEROKEE 3.0CRD OVERLAND 07/08 10/11 no longer required EU56VJD BMW 06/07 10/11 OWNED EN56FZJ Audi A6 06/07 09/10 OWNED

Light Vehicle Hoist Hoist WORKSHOPS light vehicel hoist

__________________________________________________________________________________________




LEASE Ist Expiry

Date 2nd Expiry

Date

2011.12

V984KNO DENNIS SABRE XL JDC 99/00 12/13 With Rescue equipment OPERATING LEASE 31/03/2008 V985KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008 V986KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008 V987KNO DENNIS SABRE XL JDC 99/00 12/13 With Rescue Equipment OPERATING LEASE 31/03/2008 V988KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008 V989KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008 V990KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008 V991KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008 V992KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008 V993KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008 V994KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008

LADDERS 135 LADDER X5 99/00 12/13 OPERATING LEASE S5573 135 LADDER Accident replacement 98/99 11/12 OWNED 105 LADDER X 9 1238 & 1340 to 1247 98/100 11/12 OWNED

RESCUE TENDERS (and fork lifts)

L675LOO SCANIA L/CARRIAGE 93/94 O6/07 Moffett carried OPERATING LEASE 31/10/2002 31/03/2007

L677LOO SCANIA L/CARRIAGE 93/94 O6/07 Moffett carried OPERATING LEASE 31/10/2002 31/03/2007

FORK LIFTS (for rescue tenders) N35COO MOFFETT FORK LIFT TRUCK 93/94 O6/07 OPERATING LEASE 31/03/2002 31/03/2007

N37COO MOFFETT FORK LIFT TRUCK 93/94 O6/07 OPERATING LEASE 31/03/2002 31/03/2007

WATER SECTION VANS EU06JZP FORD TRANSIT 2.4TDCI O5/06 11/12 OWNED

EU06JZR FORD TRANSIT 2.4TDCI O5/06 11/12 OWNED

Crew Bus X2 EU06JDF FORD TOURNEO 9 SEATER BUS O5/06 11/12 STC OWNED EU06KBK FORD TOURNEO 9 SEATER BUS O5/06 11/12 SHQ OWNED

NEW DIMENSIONS BOX VAN EU05TEJ MAN 8.155LRC/K 4.6 CHASSIS CAB O5/06 11/12 owned

BEAVERTAIL

H788GAR WORKSHOPS RECOVERY BEAVERTAIL 90/91 O2/03 op lease ends Mar/98 extended to O3

EX - OPERATING LEASE (Converted to Beavertail Apr 06)

27/03/1998 31/03/2003

__________________________________________________________________________________________




LEASE Ist Expiry

Date 2nd Expiry

Date

2012.13 APPLIANCES

V984KNO DENNIS SABRE XL JDC 99/00 12/13 With Rescue Equipment OPERATING LEASE 31/03/2008 V985KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008 V986KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008 V987KNO DENNIS SABRE XL JDC 99/00 12/13 With Rescue Equipment OPERATING LEASE 31/03/2008 V988KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008 V989KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008 V990KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008 V991KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008 V992KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008 V993KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008 V994KNO DENNIS SABRE XL JDC 99/00 12/13 OPERATING LEASE 31/03/2008

LADDERS 135 LADDER X5 S5802 to S5807 99/00 12/13 OPERATING LEASE

105 LADDER X 10 1248 to 1252 & 1254 to 1258 98/100 12/13 OWNED

EU07FMD FORD RANGER DOUBLE CAB 06/07 12/13 OWNED

__________________________________________________________________________________________


Appendix 2 Cont’d

Replacement schedule for light vehicles

REG No MAKE YEAR PURCHASED YEAR OF DISPOSAL REMARKS

FINANCE or OPERATING

LEASE 1st Expiry

Date

CAR DERIVED VANS EU54CEJ VAUXHALL COMBO CREW VAN 1.3DTI O4/05 10/11 VICAR IN A VAN EU54CUO FORD CONNECT VAN 1.8TDCI O4/05 10/11 EU54CRV FORD CONNECT VAN 1.8TDCI O4/05 10/11 EU54CRX FORD CONNECT VAN 1.8TDCI O4/05 10/11 EU54CUK FORD CONNECT VAN 1.8TDCI O4/05 10/11

POOL CARS EU54CAV FORD FOCUS 1.8TDI CL O4/05 10/11 EU54CAX FORD FOCUS 1.8TDI CL O4/05 10/11 EU54CRK FORD FOCUS 1.8TDI CL O4/05 10/11 EU54CRJ FORD FOCUS 1.8TDI CL O4/05 10/11 EU54CPY FORD FOCUS ESTATE 1.8TDI CL O4/05 10/11 EU54CPZ FORD FOCUS ESTATE 1.8TDI CL O4/05 10/11 EU54CPX FORD FOCUS ESTATE 1.8TDI CL O4/05 10/11 EU54CPV FORD FOCUS ESTATE 1.8TDI CL O4/05 10/11 EU54CPO FORD FOCUS ESTATE 1.8TDI CL O4/05 10/11

OFFICERS LEASE SCHEME CARS AF07UEJ FORD MONDEO 2.0TDCI TITANIUM X 07/08 10/11 operating lease BD56RPZ HONDA CR-V I-CDTI SPORT 2.2I ESTATE 06/07 10/11 operating lease

DU56WRE MITSUBISHI GRANDIS D-ID ELEGANCE 2.0 EST 06/07 10/11 operating lease

DU58KNC HONDA CR-V 5DR 2.2i CTDi ES 07/08 10/11 operating lease EA07HDO TOYOTA RAV 4 2.2D-4d XT5 07/08 10/11 operating lease EJ56BYO BMW 3 SERIES 320D M SPORT 2.0I SALOON 06/07 10/11 operating lease EO57NBF FORD S-MAX 2.0TDCI TITANIUM 07/08 10/11 operating lease EX08YUH FORD MONDEO 2.0TDCI TITANIUM X 07/08 10/11 operating lease GL56VSU AUDI A4 SALOON 2.0TDI 170 S-LINE 06/07 10/11 operating lease GL57AWV SKODA ROOMSTER 1.9TDI PD 07/08 10/11 operating lease

LC07FRL VOLKSWAGON TOURAN 7 SEATER 2.0 SE TDI 07/08 10/11 operating lease

LC56XVM BMW 3 SERIES 320D SE 2.0I SALOON 06/07 10/11 operating lease LG57ZHM VOLKSWAGEN PASSAT 2.0TDI SE 07/08 10/11 operating lease LM56GVO BMW 520D SALOON 2.0 SE 06/07 10/11 operating lease LR56DJK AUDI A4 AVANTI 2.0 TDI 170 SE 06/07 10/11 operating lease LS57VPR AUDI A3 SPORTBACK 1.9SE TDI 07/08 10/11 operating lease RK56TDX TOYOTA RAV4 2.2 D-4D T180 06/07 10/11 operating lease SA56FJF BMW 5 SERIES DIESEL SALOON 520D SE 06/07 10/11 operating lease YB56APY HYUNDAI SANTA FE 2.2 CRTD CDX+ 06/07 10/11 operating lease YR56EGY BMW 5 SERIES DIESEL SALOON 520D SE 06/07 10/11 operating lease YT57YDV TOYOTA VERSO T180 2.2D HD 07/08 10/11 operating lease

__________________________________________________________________________________________




LEASE Ist Expiry

Date 2nd Expiry

Date

CAR DERIVED VANS EU05CCF FORD CONNECT VAN 1.8TDCI O5/06 11/12 EU05CCJ FORD CONNECT VAN 1.8TDCI O5/06 11/12 EU05CCK FORD CONNECT VAN 1.8TDCI O5/06 11/12 EU05CCN FORD CONNECT VAN 1.8TDCI O5/06 11/12 EU05CCO FORD CONNECT VAN 1.8TDCI O5/06 11/12 EU05CCV FORD CONNECT VAN 1.8TDCI O5/06 11/12 EU05CCX FORD CONNECT VAN 1.8TDCI O5/06 11/12 EU05CCY FORD CONNECT VAN 1.8TDCI O5/06 11/12 EU06JZT FORD CONNECT VAN 1.8TDCI LWB LX O5/06 11/12 IT

POOL CARS EU55ATX FORD FOCUS STUDIO 1.6TDCI O5/06 11/12 EU55ATY FORD FOCUS STUDIO 1.6TDCI O5/06 11/12 EU55ATZ FORD FOCUS STUDIO 1.6TDCI O5/06 11/12 EU55AUA FORD FOCUS STUDIO 1.6TDCI O5/06 11/12 EU55AUC FORD FOCUS STUDIO 1.6TDCI O5/06 11/12 EU55AUE FORD FOCUS STUDIO 1.6TDCI O5/06 11/12 EU55BYK FORD FOCUS STUDIO 1.6TDCI O5/06 11/12 EU06JDJ FORD FOCUS 1.6TDCI O5/06 11/12 EU06JDK FORD FOCUS 1.6TDCI O5/06 11/12

OFFICERS LEASE SCHEME CARS

BW08AZC FORD MONDEO 5 DR HAT 2.0TDCI TITANIUM X 07/08 11/12

EA07VLE FORD MONDEO 2.2TDCI ZETEC ESTATE 07/08 11/12 EA58DXY TOYOTA VERSO 5DR 2.2 D-4D T 180 07/08 11/12 EX57LGK HONDA ACCORD 07/08 11/12 FT08NVS TOYOTA RAV-4 5DR 2.2D-4d Xt-R 07/08 11/12 GL57TXJ AUDI A4 AVANT 2.0TDI S-LINE 07/08 11/12 LB07BXC BMW 325D 3.0 M SPORT SALOON 07/08 11/12 LB57GWD BMW 520D 2.0M SPORT 07/08 11/12 LB57ZTW BMW 520D 2.0 M SPORT 07/08 11/12

LD58EYT BMW 3 SERIES 320D SE 07/08 11/12 LD58FCL BMW 5 SERIES 520D SE SALOON 07/08 11/12 LD58WCL BMW 520D 4DR SALOON 2.0SE 07/08 11/12 WG07VWE BMW 5 SERIES 520D SE 07/08 11/12

__________________________________________________________________________________________


TRANSIT VAN EU56GXY TRANSIT VAN 06/07 12/13 Ben Fund OWNED

CREW BUSES EU07FSP FORD TOURNEO 9 SEATER BUS 06/07 12/13 OWNED

FORD RANGER

ICTU Vehicles EK58WPE FORD FOCUS 5DR ESTATE 2.0TDCI ZETEC 08/09 12/13

CAR DERIVED VANS

EU56GWV FORD CONNECT VAN 1.8TDCI 06/07 12/13 EU56GWW FORD CONNECT VAN 1.8TDCI 06/07 12/13 EU56GWX FORD CONNECT VAN 1.8TDCI 06/07 12/13 EU56GWY FORD CONNECT VAN 1.8TDCI 06/07 12/13 EU56GWZ FORD CONNECT VAN 1.8TDCI 06/07 12/13 EU56GXA FORD CONNECT VAN 1.8TDCI 06/07 12/13 EU56GXB FORD CONNECT VAN 1.8TDCI 06/07 12/13 EU56GXC FORD CONNECT VAN 1.8TDCI 06/07 12/13 EU56GXD FORD CONNECT VAN 1.8TDCI 06/07 12/13

POOL CARS

EU07FMJ FORD FOCUS ESTATE STUDIO 1.6TDCI 90PS 06/07 12/13

EU07FMK FORD FOCUS ESTATE STUDIO 1.6TDCI 90PS 06/07 12/13

EU07FME FORD FOCUS STUDIO 1.6TDCI 06/07 12/13 EU07FMF FORD FOCUS STUDIO 1.6TDCI 06/07 12/13 EU07FMG FORD FOCUS STUDIO 1.6TDCI 06/07 12/13

OFFICERS LEASE SCHEME CARS DU58KNC HONDA CR-V 5DR 2.2i CTDi ES 08/09 12/13 LC08GMV BMW 320D 4 DOOR SALOON 2.0D SE 08/09 12/13 LD58WCU BMW 320D 5DR TOURING 2.0D SE 08/09 12/13

__________________________________________________________________________________________


Appendix 3

Table of Revenue Costs 08/09

Category Description Actual Total Additional Running Costs Driving Licenses Workshops Engineering 0 Excess Travel Allowance Workshops Engineering 0 IT Consumables Workshops Engineering 0 Mileage Costs Workshops Engineering 3947.07 Other Miscellaneous Income Workshops Engineering 0 Postage & Direct Mailing Workshops Engineering 620.07 Purchase of Vehicles Workshops Engineering 0 Stationery Workshops Engineering 2659.76 Subsistence Allowances Workshops Engineering 3716.05 Travelling Expenses Workshops Engineering 3792.81 Vehicle Licenses Workshops Engineering 0 Warranty Repairs -3317.75 Purchase of Machinery & Plant Workshops Clients 18636.83 Additional Running Costs Total 30054.84 Other Workshop costs Bedding, Linen, Towels etc. Workshops Engineering 66.66

Calibration of Equipment Workshops Engineering 3777.24 Canteen Equipment Workshops Engineering 190 Cleaning Equipment Workshops Engineering 3215.9 Clothing & Footwear Workshops Engineering 3957.53 Consultancy Fees Workshops Engineering 0 First Aid Workshops Engineering 0 Laundry Workshops Engineering 3694.46 Office/Admin Equipment (incl copiers) Workshops Engineering 116.31 Quality Assurance Workshops Engineering 2986 Telephones Services Workshops Engineering 186.26 Tools & Light Equipment Workshops Engineering 9655.66 Training Course Fees Workshops Engineering 9226.43 Other Workshop costs Total 37072.45Premises Costs Building Cleaning Workshops Engineering 13548.03 Cleaning Workshops Engineering 4557.4 Depreciation Property Workshops Engineering 0 Electricity Workshops Engineering 11882.72 Fuel Oil Workshops Engineering 0 Furniture and Fittings Workshops Engineering 1049.55 Gas Workshops Engineering 18130.96 General Services Workshops Engineering 329.7 Grounds Maintenance Workshops Engineering 880 Minor Works Workshops Engineering 0 Planned Works Workshops Engineering 6595.93 Rates Workshops Engineering 48048 Rent Workshops Engineering 0 Unplanned Works Workshops Engineering 23621.95 Water Meters Workshops Engineering 193.6 Water Services Workshops Engineering 0 Premises Costs Total 128837.84 Vehicle costs Rep and maintenance 13311.91 Cost of vans straight line over expected life 14903.06 Fuel cost across vans calculated 17273.79 45488.761 Staffing Costs For Fleet Repairs Calculated from Labour rate sheet 953437.49 Overtime costs engineers from budget expenditure inc accruals 98314.78 10% 1051752.27 TOTAL £1,293,206 income Labour Credit - External Clients -100710.64 TOTAL COSTS LESS INCOME £1,192,496

Essex County Fire and Rescue Service Vehicle and …€¦ · Essex County Fire & Rescue Service:...

Documents

Transcript of Essex County Fire and Rescue Service Vehicle and …€¦ · Essex County Fire & Rescue Service:...