YAS Fleet and Equipment Strategy by liuhongmei

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									Fleet & Equipment Department Strategy

     Yorkshire Ambulance Service NHS Trust
                   July 2009




                                             Prepared by:
                                             Mick Farmer
                                        Assistant Director
                                       Fleet & Equipment
DRAFT – Fleet and Equipment Strategy - July 2009




TABLE OF CONTENTS



1    INTRODUCTION......................................................................................................................................... 3
2    EXECUTIVE SUMMARY ............................................................................................................................ 4
3    STRATEGIC OBJECTIVES ........................................................................................................................ 6
4    VISION AND MISSION ............................................................................................................................... 7
5    CHANGES IN HEALTH .............................................................................................................................. 8
6    OPERATIONAL A&E .................................................................................................................................. 8
7    OPERATIONAL PTS ................................................................................................................................ 10
8    VEHICLE REPLACEMENT POLICY ........................................................................................................ 11
9    INFRASTRUCTURE & SERVICE DELIVERY .......................................................................................... 15
10   INFECTION CONTROL VEHICLE DESIGN ............................................................................................. 17
11   INFECTION CONTROL ........................................................................................................................... 18
12   MEDICAL EQUIPMENT ........................................................................................................................... 19
13   VEHICLE MAINTENANCE ...................................................................................................................... 21
14   ENVIRONMENTAL .................................................................................................................................. 21
15   FINANCIAL PLAN .................................................................................................................................... 23
16   VEHICLE DISPOSAL ............................................................................................................................... 25
17   RISK MANAGEMENT .............................................................................................................................. 25
18   IMPLEMENTATION PLAN ....................................................................................................................... 26
19   RISK AND MITIGATION PLAN ................................................................................................................ 27
20   KEY PERFORMANCE INDICATORS ..................................................................................................... 28




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DRAFT – Fleet and Equipment Strategy - July 2009




        1       INTRODUCTION

        This is the Fleet & Equipment Department Strategy.

        The Yorkshire Ambulance Service NHS Trust supports the public and patients of
        England‟s largest county. Our patient constituency covers an area of 6000 square
        miles with a population of some five million, including the major cities of Bradford,
        Hull, Leeds, Sheffield, Wakefield and York. We are constantly developing new and
        more effective ways of carrying out our core business activities: access and
        response; accident and emergency, patient transport and emergency preparedness.
        We strive for excellence in all that we do, to ensure that the people of Yorkshire
        consistently receive the right response, as quickly as possible, wherever they live in
        our large and diverse county.

        The Fleet and Equipment Department provides a complete and comprehensive
        integrated support service to the Trust by the provision of a mixed fleet of
        approximately 1400 vehicles, ranging from ambulances, high performance response
        cars, various types of patient transport vehicles and motorcycles and covers both
        urban and rural areas operating over vastly differing terrain ranging from isolated
        moors and dales to city centres, large urban areas and coastal stretches. The fleet
        on average covers twelve million miles per annum

        The Fleet and Equipment Department have developed this strategy to demonstrate
        The department‟s ongoing commitment and to maximise the fleet‟s support for
        Operational Departments within Yorkshire Ambulance Service, this will be achieved
        by delivering a first class premium service to all users ensuring the „right vehicle at
        the right place at the right time‟, Fleet & Equipment Department seeks to develop an
        effective partnership and teamwork approach with all stakeholders to ensure that the
        fleet operation is integrated with, and fully supports the aims and objectives of the
        Trust.

        Stakeholders are identified as being:
            Internal - within the Trust, A&E / PTS and other departments.
            External - within the wider NHS community, SHA, PCT other ambulance
              Trusts.
            External - other organisations, Department of Transport, Vehicle
              Manufacturers, Vehicle Advisory Groups
            Regulators - groups expressing the views of patients and the public,
              commissioners, DOH.

        This strategy will build on previous year‟s achievements which include the successful
        implementation of the original YAS approved fleet strategy, including a full
        restructure of the department, harmonisation of ancillary workers, the central control
        of all fleet activities via the Operational Support Centre, the implementation of the
        fleet operational procedures manual ensuring common working practices are in
        place at all vehicle repair facilities across Yorkshire.




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DRAFT – Fleet and Equipment Strategy - July 2009




        The full use of the Fleetman Information Technology system which produces a
        comprehensive range of management information that enables sound control over
        the effective operation of the department.

        The Fleet & Equipment department currently operate form 12 locations, with 90 staff
        & manage in the region of 1500 vehicles based at all corners of the county. The
        department is also responsible for all ancillary workers delivering a high level of
        cleanliness to both vehicles and stations.

        This strategy details the department‟s vision, mission and strategic objectives which
        are in line with the Trust‟s five year integrated business plan. This strategy will drive
        the business forward in the next five years. Information and data to demonstrate how
        the department is performing against this strategy will form part of the Business
        Planning Process.


        2       EXECUTIVE SUMMARY

        The original fleet strategy was successfully implemented although this was a
        challenge in terms of delivery timescales and the changing of hearts and minds.
        Fleet & Equipment staffing has been developed to support operational demands, as
        the fleet has grown, the department has evolved to deliver a more customer-
        focussed environment, delivering a first class service to all users.
        Examples of our achievements are detailed below;
        The Operational Support Centre (OSC) has proved to be great success, and has
        received many compliments from operational staff, and is now operating 24/7. The
        OSC is the backbone to the department, all aspects of fleet and equipment
        management come together under one roof, service planning, defect reporting, fuel,
        medical device maintenance, incident/insurance management, reporting and MOT
        scheduling.
        Following the closures of Central Vehicle Maintenance Section (CVMS), Dewsbury &
        St James workshops the fleet department now operates from 12 workshops, three of
        these now operate a night shift which has enabled the fleet department to become
        more cost effective and provides significant resilience to the Trust in terms of
        expertise and the ability to react to unscheduled vehicle downtime 24/7.

        The majority of the maintenance and repairing of the Trust‟s vehicles is undertaken
        by our 12 in-house workshops. The labour force and workshops have been
        rationalised and coupled with significant specialist training and equipment, a fleet
        availability of 97% has been regularly achieved, excluding accident and warranty
        work.

        The excellent availability figure reflects the dedicated efforts made by the Fleet and
        Equipment department management and staff. It has been achieved by working
        together to constantly review procedures, providing full vehicle mobility to suit
        operational needs and by close liaison with Operational Managers and Clinical Team
        Leaders.



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DRAFT – Fleet and Equipment Strategy - July 2009




        Following engagement with staff a workshop operations manual was produced and
        is now in place, standard working practices have been implemented across all
        workshop sites common service documentation is also in place.
        The Operational specifications group was set up to look at standardising vehicle
        specifications across Yorkshire as when the Trust‟s merged it inherited four different
        types of Double Manned Ambulances (DMA) eight different types of Rapid
        Response Vehicles (RRV) and over ten different types of Patient Transport Service
        (PTS) vehicles.
        Vehicle evaluation events were organised for front line operation staff, as this had
        not been done before. Staff were invited to comment on the type of vehicle, the
        specification of loading compartment and design of the interior layouts. Staff had the
        opportunity to drive the vehicles at high speeds being able to replicate blue light
        driving, these events were extremely well attended.
        Following the evaluation days draft specifications were produced and once again
        staff were asked for feedback, this has culminated in YAS having a single
        specification for the RRV and PTS seating and stretcher vehicles, these
        specifications have been frozen for 3 years.
        A national specification framework for DMAs is now in place and was shown to staff
        at an evaluation day which was well received, we are now working closely with four
        other Trust‟s to gain significant economies of scale from collaborative purchasing.
        The Trust undertakes a substantial amount of income generation work, especially in
        the Central area mostly for vehicles that are leased by the trust. There has been a
        significant reduction in private income due to the forced closure of the St James &
        Dewsbury site.
        The Trust carbon footprint has now been measured; a carbon reduction plan has
        been produced and gained board approval. The Trust has given It‟s full support and
        commitment in partnership with the carbon Trust, working together to reduce the
        carbon footprint and make significant financial savings, a working group has been
        put together to implement this project
        Staff communication has been highlighted by staff as an area for improvement.
        Many staff has very little contact with their departmental manager and feel isolated
        from the Trust. This has been addressed since March 2007 with the implementation
        of a fleet and equipment communications plan.
        The ancillary workers (vehicle and station cleaners) service has seen significant
        change with a full restructure and harmonisation taking place. A full review of
        working practices was undertaken looking at best practice and common themes.
        Varying different standards were apparent across the Trust for example the time
        taken to carry out a deep clean, which in some areas took over six hours per vehicle.
        Following the review and with staff consultation standard working practices are now
        in place across the Trust for the cleaning of vehicles and stations. Standard
        chemicals and cleaning products are also in place, further development in this area
        will be needed as HCC/CQC requirements change. The restructure and
        harmonisation of the ancillary department has proven to be a great success, this can
        be evidenced by the recent CQC unannounced HCAI inspection as no
        recommendations were made in any area.




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DRAFT – Fleet and Equipment Strategy - July 2009




        There was a lack of cost management culture in many areas of the fleet and
        equipment department. Management disciplines are now in place which provides a
        consistent focus across the department this is now starting to show results,
        budgetary control has been devolved to area managers who are also now consulted
        when financial planning is needed.
        Contingency and succession plans are key to ensuring resilience, ensuring any need
        to meet extra demands increasing fleet size or changes in operational policies can
        be achieved, as part this contingency plan a successful Apprentice Scheme working
        with Hargreaves Training has been devised to allow for the development of future
        skilled employees.
        Following a review of the Trust incident reporting process an Incident support
        helpline was introduced in February 2009, this enables any member of staff to report
        an incident 24/7, this service has proved to be extremely successful and is currently
        taking in excess of 100 call per week.


        3.      STRATEGIC OBJECTIVES – YAS Vision


                                                   Our Vision

                 We aim to deliver an excellent Ambulance Service for Yorkshire
              that is clinically focused, financially sound and continuously develops
                              its services to meet the needs of the future




        Fleet and Equipment department strategic objectives:

        3.1    Vehicle cleaning - Quality
        Embed infection control polices and procedures across Yorkshire to ensure a first
        class level of cleanliness.

        3.2    Vehicles Specification - Our Patients
        In conjunction with the national ambulance specification, design and build a standard
        ambulance vehicle for Yorkshire ensuring that this supports patients physical and
        mental well-being.

        3.3   Carbon Management - Environment
        Implement and embed a robust carbon reduction plan, delivering sustainable results
        by reducing our negative environmental impact and achieving cost savings.

        3.4   Develop Workforce- Our People
        Review of operational hours for workshop facilities, produce five year workforce plan
        ensuring well-being and personal development of our staff.

        3.5   Deliver Revenue Budget – Finance
        Ensure best value is achieved across all areas of the Fleet & Equipment Department



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DRAFT – Fleet and Equipment Strategy - July 2009




        3.6   Operational KPI’s – Clinical Excellence
        Develop sophisticated KPI reports giving assurance of the operation of the
        department

        3.7   Resilience
        Maintain and develop robust business continuity plans



        4.      FLEET AND EQUIPMENT DEPARTMENT - VISION AND MISSION

        Fleet and Equipment Departments Mission focuses on the purpose, the business,
        the value, supporting the department‟s reason for existence.

        ‘To provide the right vehicle at the right place at the right time’

        4.1     The Fleet and Equipment Department is the core of Yorkshire Ambulance
                Service transport provision. We purchase, commission and maintain a fleet of
                vehicles through a network of support functions, that are worthy of serving
                operational departments assisting them to carry out their role in a more
                effective manner.

        The Fleet and Equipment Department Vision (Strategic Intent) is focused around the
        future of the department and the organisation.

        ‘To transform Vehicle Fleet Management to provide outstanding service in a
        way that provides an excellent Ambulance service for Yorkshire’

        Our Core Standards:-
              1. Commitment to our vision
              2. Everyone is valued and has a responsibility to contribute
              3. Honest communication
              4. Honour our agreements
              5. Learn and share
              6. Acknowledge success and challenge poor performance
              7. Reduce our environmental impact

        The vision will be achieved by:
                The encouragement of all staff to be ambassadors not critics of the fleet
                  and equipment department, consulting with them and improving morale by
                  a visible and accessible management team.
                Recognition of good performance and challenge under performance.
                Consultation with major stakeholders to drive the department to
                  excellence.
                Focusing and harnessing the willingness of staff to deliver a better service.
                Improving the way we communicate with both staff and stakeholders to lay
                  the foundations of an even better informed organisation.
                Implementation of a robust performance management framework.
                The optimum use of financial resources.
                The efficient use of equipment.


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DRAFT – Fleet and Equipment Strategy - July 2009




        5.      CHANGES IN HEALTH

        5.1     The Health Survey for England is a series of annual surveys designed to
                measure health and health related behaviours in adults and children living in
                private households in England. The most recent survey points to two areas
                that will impact on vehicle design in service delivery:

        5.2     Increasing obesity in the population places emphasis on the need to minimise
                the manual handling risks associated with the movement of obese patients.
                Over the period 2007 – 2014 obesity in the population is forecast to rise from
                27% to 36% of the UK population.
        5.3     Together with an increasingly ageing population, both place emphasis on the
                need to make provision for the carriage of some patients who require more
                sophisticated life support systems on some vehicles. By 2028 the number of
                65-74 year olds will have increased by over 40% with a 50% increase in 75-
                84 year olds. The over 85s will double in number.

        5.4     These changes in obesity and age when linked with the differing requirements
                 for taking health care to the patient need to be incorporated into vehicle
                design through the Vehicle Working Group.
        5.5     To cater for these patient groups will require developing ambulances capable
                of accommodating bariatric patients and designing vehicles to deliver
                complex need care locally. The design of the Trust‟s vehicles is a key aspect
                in ensuring that the business objectives of the Trust are fulfilled and it is
                envisaged that this may result in a greater diversity of ambulance design with
                significantly differing equipment requirement.


        6.      OPERATIONAL A&E

        In order to meet the 2009/10 response time, commonly referred to as call connect,
        the Trust will move towards being a provider of services in an urgent care setting of
        which the A&E Service traditionally the backbone of the former Trust‟s is but one
        part. The „front loaded model‟ reflects this subtle change of emphasis and requires a
        different balance of ambulances versus responder cars.

        The tables below detail the current age profile of the A&E fleet by area:

                                 Average                                    Average
                                  Age in                                     Age in
          Role       Number       Years        Area         Role   Number    Years        Area
        A&E             101          3.03   YAS Central   RRV          85       2.41   YAS Central
        A&E              37          3.70   YAS East      RRV          32       2.45   YAS East
        A&E              35          4.93   YAS North     RRV          33       2.50   YAS North
        A&E              71          2.33   YAS South     RRV          49       2.26   YAS South




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DRAFT – Fleet and Equipment Strategy - July 2009




                                                         Average
                                                          Age in
                                    Role       Number     Years        Area
                                  PCA              30        8.18   YAS Central
                                  PCA                5       6.45   YAS East
                                  PCA                4       7.13   YAS North
                                  PCA              27        6.22   YAS South



        Following the merger of three former Trusts YAS were left with several variants of
        DMA and RRV, in consultation with staff groups & in line with the national
        purchasing frameworks YAS has developed a single specification DMA and RRV for
        Yorkshire. This specification will be frozen for a period of 3 years.

        Single specifications are now in place for DMA & RRV vehicles across the Trust, the
        chart below plots the progress of change the blue highlighted areas show the Trust
        position at the end of FY 09/10.


                                          Single Specification



           A&E

                                                                                  Completed
                                                                                  Remaining

           RRV



                 0        50        100       150    200       250       300
                                    Numbers of Vehicles



        The pictures below show the YAS single specification RRV




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DRAFT – Fleet and Equipment Strategy - July 2009




        These pictures show the typical layout of a modern bariatric capable ambulance
        which YAS will be adopting.




        The table below shows the actual numbers of vehicles by sub group that are
        required to meet forecast demand levels.


                               6 Year Planned Vehicle Numbers A&E
                   Type       2008/09    2009/10  2010/11  2011/12            2012/13    2013/14
                   RRV            158        162      170      178                187        195
                   DMA            252        250      249      249                249        249
                   PCA             49         36       35       36                 37         38
                                  459        448      453      463                472        482



        7.      OPERATIONAL PTS

        The PTS fleet is significantly overage, the causes of this are inheriting an over aged
        fleet from previous Trusts and negative finances within the directorate, the structure
        of the fleet is to undergo significant changes during the next 5 years seeing a move
        towards the use of saloon cars instead of the traditional PTS mini bus style vehicle.

                The tables below detail the current age profile of the PTS fleet by area:

                                   Average                                           Average
                                    Age in                                            Age in
           Role         Number      Years        Area           Role       Number     Years        Area
        Wheel Chair        160         4.69   YAS Central   Saloon Car         35        0.77   YAS Central
        Wheel Chair         34         4.65   YAS East      Saloon Car           5       0.79   YAS East
        Wheel Chair         48         4.25   YAS North     Saloon Car           2       0.71   YAS North
        Wheel Chair        110         5.52   YAS South     Saloon Car           5       0.81   YAS South

                                                            Average
                                                             Age in
                                       Role        Number    Years        Area
                                  Stretcher            33       9.24   YAS Central
                                  Stretcher            10       9.43   YAS East
                                  Stretcher            21       8.46   YAS North
                                  Stretcher            11       9.67   YAS South




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DRAFT – Fleet and Equipment Strategy - July 2009




        Work is currently underway to review the type of saloon car required to deliver the
        service, staff from all areas of YAS are involved in this process.

        Based on the PTS re design project the table below details the number of PTS
        vehicles required to meet future demand levels.

        6 Year PTS Vehicles Forecast
                         2008/09 2009/10 2010/11 2011/12 2012/13 2013/14
                         Current Forecast Forecast Forecast Forecast Forecast
        2C Stretcher          78      110      112      115      118      121
        1C Wheel Chair       341      202      206      211      217      223
        1C Saloon car         54      254      244      235      227      220
        Total                473      566      562      561      562      563




        8.0     VEHICLE REPLACEMENT POLICY
        The tables below detail the standard life and the average vehicle age by sub fleet:

                                 Sub Fleet Type               Standard Life
                         Double Manned Ambulance                          5
                         A&E Rapid Response Vehicles                      4
                         Out Of Hours Doctors                             4
                         A&E Urgent                                       7
                         PTS                                              7
                         Lease Cars                                       3
                         Other                                            7



        The tables below show the actual numbers of vehicles by sub group that are
        required to meet forecast demand levels. They also show the investment profile
        required by sub fleet to meet the replacement cycles.

                                 Six Year DMA Ambulance Vehicle Replacements
                                 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14
        Number of Vehicles              33       47       38        52        44   37
        Investment (£m)               3.46     4.93     3.99      5.46      4.62 3.88

                                 Six Year Rapid Response Vehicle Replacements
                                 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14
        Number of Vehicles              10         35       16        21       92   14
        Investment (£m)               0.08       0.24     0.12      0.16     0.73 0.11

                                 Six Year Patient Transport Service Vehicle Replacements
                                 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14
        2C Stretcher                    65          32        18        23        13       18
        1C Wheel Chair                  25          17       139        28        52       86
        1C Saloon Car                   21         236        12        37        17      202
        Total                          111         285       169        88        82      306
        Investment (£m)               2.86        2.19      3.78      1.53      1.66     3.16




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DRAFT – Fleet and Equipment Strategy - July 2009




        8.1     A&E Vehicle Replacement Policy
        The A&E fleet replacement cycle is critical to ensuring an effective fleet operation
        as it can be used to develop a smooth and evenly resourced age profile where
        there is a consistency of build within the fleet that enables each vehicle to be of a
        consistent standard to aid staff familiarisation and ensure equal usage.


        8.2     Ambulance Vehicle Design and Development
        In an effort to arrive at a single national type vehicle the Ambulance Services
        Network commissioned the NPSA to undertake a research project to design the
        ambulance of the future. “Future Ambulances” is based on the results of a design
        focussed research collaboration between the NPSA; the Helen Hamlyn Research
        Centre at the Royal College of Art, London; the Healthcare Ergonomics and Patient
        Safety Research Unit at the University of Loughborough; and the Ambulance
        Service Network. The year long study was initiated to investigate how the safety of
        patients and ambulance staff could be improved through better design of vehicles
        and equipment. The report aimed to encourage the standardisation of ambulances
        and their equipment across England and Wales.

        Data from the National Patient Safety Agency‟s (NPSA) National Reporting and
        Learning System (NRLS) indicated that safety is compromised in emergency care by
        poor and inconsistent design of vehicles and equipment. In addition, the current lack
        of standardisation in vehicle specification, and procurement, were obstacles to the
        evidence-based design needed to deliver long-term improvements in safety for
        patients and staff. The report provided support to recommendations in „Taking
        Healthcare to the Patient‟ that related to the national procurement of ambulances
        and the provision of an increasing range of services.

        The Trust has now completed its ambulance procurement exercise using a three
        year framework agreement in conjunction with representatives from NHS Purchasing
        and Supply Agency. This has helped to ensure that the Trust operated within the
        context of the national framework.

        The Trust‟s objectives in designing vehicles are to develop a consistent or standard
        vehicle in each of the operational roles, wherever practical, to aid staff
        familiarisation, reduce training needs and gain cost advantage whilst being capable
        of operating across all localities within the Trust.

        Vehicles used by the Ambulance Services have to be licensed by the Driver and
        Vehicle Licensing Agency (DVLA) and have to meet a type approval requirement
        from the Vehicle Certification Agency (Vehicle Certification Agency, 2004).

        The vehicles and equipment must comply with two specific European/British
        Standards (BSI/CEN 1789:2007 and 1865:2007). These standards provide a
        baseline for safety in the design of emergency vehicles and define minimum
        standards for electrical requirements; vehicle performance; medical devices and
        fixation of the equipment in the patient‟s compartment with compliance approved by
        Vehicle Certification Agency.


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DRAFT – Fleet and Equipment Strategy - July 2009




        Yorkshire Ambulance Service will:

        Comply with all Public Sector Purchasing Requirements and seek to take advantage
        of framework agreements approved by NHS Purchasing and Supply Agency
        (PASA), Office of Government Procurement (OGC) and other agencies.

        The Yorkshire Ambulance A&E replacement policy is based on:

                 An economic calculation that determines the most cost effective life cycle for
                  replacement for each vehicle type based on capital cost, forecast residual
                  value, annual mileage and usage.
                 Review of demand for each vehicle type, based on the operational forecast
                  requirement for unit hour production, taking account of the duration and
                  frequency of rota patterns for each station/depot location combined with other
                  factors such as geographical location to determine overall capacity required.
                 Review of the spare ratio, by vehicle type , to ensure the balanced between
                  availability and affordability is maintained.
                 Review of fleet utilisation and mileage patterns to determine scope for
                  efficiency improvements to modify replacement numbers.
                 Need to take account of the affordability of the replacement programme within
                  the financial framework of the Trust as this varies depending on annual
                  commissioning arrangements.


        8.3       PTS Vehicle Replacement Policy

        The age and vehicle profile of the current PTS fleet not in line with this or the
        previous fleet strategy, this is due to the financial position of the department,
        improvements in age and vehicle profile will be made when the challenges around
        finances are resolved.

        Commissioning of PTS services is becoming ever more demanding and to enable
        the Trust to compete in this price competitive market the following replacement
        strategy is proposed:

                 The replacement life for PTS vehicles will be linked to the life of the
                  commissioning contract providing that the Assistant Director of Fleet
                  approves the life and contract mileage as being reasonable and the Trust
                  Board underwrites the financial implications. This will assist in mitigating any
                  liability for costs where a contract is not renewed.
                 The mix of vehicle type for each PTS contract will be determined by the
                  current and future service requirements included within the Commissioning
                  document. The team responding to the tender document will be responsible
                  for determining the mix of vehicle types required and confirming the
                  requirements with Assistant Director of Fleet.
                 The specification for all vehicles will be processed through the Vehicle
                  Working Group and all PTS vehicle acquisitions will require approval from the
                  Trust Board as part of the overall contract proposal or through the Operations
                  Procurement Group (OPG).


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DRAFT – Fleet and Equipment Strategy - July 2009




                 Fleet Services will monitor utilisation and mileage patterns to determine scope
                  for efficiency improvements.
                 Where contracts are extended or other forms of commissioning are in place
                  the Assistant Director of Fleet can, in conjunction with the contract mangers,
                  produce a business case for acquisition to be submitted to the Trust Board
                  through the Operations Procurement Group.
                 Public Sector purchasing agreements.
                 Fully engage with other colleagues in national design and development
                  initiatives recognising that there are considerable economic and operational
                  advantages to be gained by operating together.
                 Adopt European or national standards that apply specifically to Trust vehicle
                  types, for example, BS EN 1789:2007 a\s it applies to emergency
                  ambulances (type B) and NES PTS MPV vehicles (type A1/A2) and BS EN
                  1865 for vehicle based equipment.
                 Use the Vehicle Working Group to engage members of staff to develop
                  evaluation and staff feedback systems and ensure that design is driven by
                  good practice in determining key criteria for the role that the vehicle is
                  expected to perform, such as vehicle performance, manual handling, health
                  and safety, equipment storage/access, visibility, seating, size of vehicle and
                  ergonomics.
                 Give preference to the procurement of vehicles which offer reduced CO 2
                  emission (i.e. Euro 4/Euro 5) and increased fuel economy where these
                  vehicles offer value for money and are proved to be operationally
                  efficient/effective.
                 Continue to seek opportunities to minimise or remove manual handling at the
                  vehicle by continuing to fit tail lifts and other manual handling equipment,
                  easing the burden for crews by removing the need to lift patients and helping
                  to reduce work related injuries.
                 Build resilience systems into vehicles to improve reliability where in-service
                  experience indicates this is required and develop and incorporate good
                  practice in contamination and cleaning issues as part of vehicle design.
                 Enable full access as defined by Disability Discrimination Act 2005.


        8.4       Other Vehicle Replacement Policy
              The replacement strategy for vehicles other than A&E /PTS is:

                 Will be designed in collaboration with the user and the Vehicle Working
                  Group. A business case for acquisition will be led by Fleet Services and
                  submitted to the Trust Board through the Operations Procurement Group

        8.5       Lease Cars
        It is proposed that the replacement strategy for lease cars be contained within the
        Trust‟s Lease Car Policy.




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            8.6     General

            The Trust may take the decision to extend a vehicle lease and/or retain vehicles and
            equipment for longer than originally identified, however, any decision will be
            informed by a detailed cost and risk assessment led by Head of Fleet.


            9.       INFRASTRUCTURE & SERVICE DELIVERY
            Fleet and Equipment department delivers the fleet requirements for the Trust and
            supports the Trust‟s aims and objectives in meeting its financial and operational
            performance targets.
            Area fleet managers report directly to the Assistant Director and operate within
            localities delivering a local service and ensuring that service delivery is achieved
            within the scope of their responsibility, for example, service availability targets within
            their localities and performance and quality standards for the workshops/suppliers
            delivering the service.

            The area fleet managers serve and maintain operational relationships with all
            business areas ensuring that an effective and efficient service is delivered
            maximising opportunities for sharing resources.

            The fleet and equipment estates strategy centres around a hub and spoke system
            for both fleet and equipment maintenance.
            The fleet and equipment management centre will be based in Wakefield, with
            additional hubs at Sheffield and Hull, a review of all other workshop locations will
            take place.

            The structure of the Fleet and Equipment department can be seen in the chart
            below:
                                                               Finance Director




                                                                   Assistant
                                                                   Director




                                                        PA to
                                                       Assistant
                                                       Director




Regional Fleet      Area Team               Area Team          Regional Fleet      Area Team                 Regional              Regional Team
 Engineering      Manager Central          Manager North        Equipment &       Manager South             Operational                Leader
  Manager                                     & East          Auxiliary Manager                            Support Centre          Fleet Ancillary
                                                                                                             Manager                  Services




                               Team Leader x3         Team Leader x1                          Team leader x2           Team Leader x1           Team Leader x5
                                  Bradford                 Hull                                  Sheffied
                                   Leeds                                                      X3 Workshops
                                 Wakefield                                                                                                           15
DRAFT – Fleet and Equipment Strategy - July 2009




        Yorkshire Ambulance Service will further develop the infrastructure such that:

                   Specialist functions will be developed to maximise opportunities for
                    volume processing and to ensure that people skills are developed to
                    provide more expert „in depth‟ advice.
                   Specialist areas are defined as accident claims handling and all aspects of
                    fleet insurance, fuel administration, monitoring and reporting, vehicle lease
                    agreement management, lease car scheme administration, scheduling
                    and monitoring of vehicle servicing and production of management
                    information.
                   A more integrated approach can be developed with the Operations teams
                    to enable common and supportive links to be introduced where there are
                    common objectives.
                   Develop more sophisticated management reports that can be directly
                    downloaded in electronic form or printed as required.
                   Develop the fleet management computer system so that it can be easily
                    accessible within the Trust and web based.
                   Conduct robust benchmarking exercises ensuring „best value‟
                   Carry out a review of operational hours for fleet and equipment
                    department.
                   Measure savings against CRES plan.
                   Review Fleet workshop locations to create a hub and spoke approach.

        It is essential to have modern well equipped vehicle repair facilities across the Trust,
        this will ensure the fleet department can provide a high level of service & significant
        resilience to the organisation, a typical example can be found in the pictures below.




                                                                                              16
DRAFT – Fleet and Equipment Strategy - July 2009




        The map below details all locations across YAS which has a coverage of over 6,000
        square miles across varied terrain. From isolated moors and dales to urban areas,
        coastline and inner cities, the population of Yorkshire is some five million.




        10.     INFECTION CONTROL VEHICLE DESIGN

        Although it is recognised that the ambulance service operates in the “dirty” pre-
        hospital environment we have a duty to ensure that the vehicle, its equipment and
        content present the minimum risk to staff and patients from cross infection. The
        „Make Ready‟ process of ambulance preparation is designed to reduce the risk by
        cleaning vehicles to a stated standard. However, vehicle design plays a major part in
        the degree to which the vehicle, A&E, car or PTS can be cleaned effectively.

        Yorkshire Ambulance Service will facilitate effective hygiene and infection control in
        ensuring that the design of all vehicles meet the requirement that:

                   Surfaces and materials are easy to clean and disinfect.
                   Internal compartments have rounded corners and edges and avoid dirt
                    traps.
                   Internal design aids rapid decontamination.
                   Storage compartments are sealed.
                   Compartments can be effective drained.
                   Separate storage is provided for clinical and non-clinical waste
                   Materials that have an anti-bacterial property are to be used where
                    available.


                                                                                           17
DRAFT – Fleet and Equipment Strategy - July 2009




        The purpose of the design process is as follows:-

              1) Inform stakeholders on how YAS will define its operational needs from design
                 and work effectively with national standards and guidelines.
              2) Enable patients, staff and other key stakeholders to effectively contribute to
                 the design of Trust vehicles and equipment provision.
              3) Incorporate the Infection Control requirements of the Trust into the design
                 process to protect patients and staff.
              4) To ensure that vehicles and equipment meet the local district operating
                 requirements of patients and staff.
              5) Develop a learning design process that captures the issues during the service
                 life of the vehicle and feeds them back into the design and procurement
                 process for new assets.
              6) Enable the total cost of ownership to be budgeted and measured during the
                 life of the vehicle and its compliment of equipment and ancillaries.
              7) Introduce enhanced procurement by leveraging the work done nationally
                 whilst ensuring that the needs of YAS are met.



        11.       INFECTION CONTROL

        The Care Quality Commission has specific „Core Standards‟ which every NHS Trust
        must achieve. One of these „Core Standards‟ is C21 and part of this is specific to
        NHS Ambulance Trusts. C21 requires YAS to effectively deliver:

                 Specific standards of cleanliness and Infection, Prevention and Control in
                  ambulances and stations/estates.

                 Documented schedules and frequencies of cleaning in ambulances and
                  stations/estates.

                 Transparent audit (checking) processes for both cleanliness and adherence
                  to schedules.

        The standards of cleanliness, which includes all Infection Prevention and Control
        measures and the adherence to cleaning schedules must be monitored and audited.
        These standards are to minimise the potential of Health Care Acquired Infection.

        Yorkshire Ambulance Service will:

         11.1 Maintain An Approved Vehicle Cleaning Programme
        Standard Operating Procedure (SOP) outlines the sequence of the Scheduled
        Vehicle Deep Clean (Total Clean) and the Standard Vehicle Clean programme
        (Outside Wash and Saloon Floor Clean) and describes the vehicle cleansing
        procedures where the Steri-7 only system is used. Develop Standard Operating
        Procedures (SOP‟s) for other chemicals and systems used including Dry Steam
        Cleaning.



                                                                                            18
DRAFT – Fleet and Equipment Strategy - July 2009




        This procedure will ensure that all Vehicle cleaners working for YAS either directly
        employed or employed by a contractor will know what is expected from them
        regarding the cleaning of YAS vehicles; it will also ensure that they comply with and
        are given all appropriate Health and Safety at Work (H&SAW)
        instructions/information to conduct their employment safely including COSHH
        information.

        11.2 Standard Vehicle Cleaning:
        It would be good practice for every Operational Vehicle to be taken out of service
        daily and receive a Standard Clean, however it is recognised that vehicles may not
        be available due to operational reasons. The Mobile Vehicle Cleaners/Station
        Vehicle Cleaners are responsible for ensuring the Standard Clean is performed to
        our specific standards including recording all activities and data onto the „YAS
        Weekly Vehicle Exterior Wash, Mop Out and Vac Report‟ for analysis and audit.

        11.3 Scheduled Vehicle Deep Cleaning:
        Each vehicle is scheduled, in line with the vehicle Deep Clean maintenance plan, to
        be taken out of service approximately once per 28 days in order to be Deep
        Cleaned. The Mobile Vehicle Cleaners/Station Vehicle Cleaners are responsible for
        ensuring the Deep Clean is performed to our specific standards including recording
        all activities and data onto the „YAS Operational Vehicle Scheduled Deep Clean
        Report/Checklist‟ for analysis and audit.

        11.4 Scheduled Premise Cleaning:
        This procedure will ensure that all station/ambulance property cleaners working for
        YAS either directly employed or employed by a contractor will know what is
        expected from them regarding the cleaning of YAS property; it will also ensure that
        they comply with and are given all appropriate Health and Safety at Work (H&SAW)
        instructions/information to conduct their employment safely including COSHH
        information.
        The National Colour Code Scheme for Hospital Cleaning, used across all YAS
        premises, will be included in all inductions.
        Cleanliness audits will be performed monthly and feedback will be given and
        obtained with each member of staff.


        12.       MEDICAL EQUIPMENT

        The Trust approved Organisational Policy for managing medical devices is the
        overarching document that controls the purchase & operation of this type of
        equipment, the table below details the standard life and current average age of key
        pre hospital medical equipment carried on vehicles.

        Future advances for medical equipment department

                 Will be to ensure a greater number of repairs are carried within the new
                  medical device maintenance facilities controlled environment. Field engineers
                  concentrating more on unscheduled on site repairs.




                                                                                            19
DRAFT – Fleet and Equipment Strategy - July 2009




               Standardisation of all medical equipment, explore research and development
                opportunities in conjunction with manufacturers to produce products more
                suited to the pre hospital ambulance environment.
               Provide adequate resources to contribute overall fleet resilience, additional
                training and development of staff.
               Develop sophisticated KPI reports, pre planning of servicing schedules to be
                automated.


        The table below detail the standard life of Pre hospital medical equipment operated
        by YAS
                                                               Standard
                                        Medical Equipment        Life
                                  Defibrillator                        7
                                  Stretcher                            7
                                  Carrychair                           7
                                  Suction Unit                         7
                                  Oxy Systems                          7
                                  Flow Gauges                          5
                                  Regulators                           7

        The table below details the average age of pre hospital medical equipment operated
        by YAS
                                                               Average
                                                                 Age
                                        Medical Equipment      (Years)
                                  Defibrillator                     5.21
                                  Stretcher                          4.5
                                  Carrychair                         3.6
                                  Suction Unit                         5
                                  Oxy Systems                        3.6
                                  Flow Gauges                        4.2
                                  Regulators                           5

        Medical equipment is replaced generally in line with front line vehicle replacements
        or in line manufacturer‟s requirements unless repeated use dictates other wise. The
        table below identifies the 5 year medical device replacement programme.

                                              FY      FY                                    FY
                   Medical Equipment        2009/10 2010/11    FY 2011/12    FY 2012/13   2013/14
                 Defibrillator                    75      56            74            100       54
                 Stretcher                        52      43            57             49       42
                 Carrychair                       47      38            52             44       37
                 Suction Unit                     64      46            63             90       44
                 Oxy Systems                      64      46            63             90       44
                 Flow Gauges                     100      81           122             94       79
                 Regulators                       82      54            73            136       51

        Patient safety is considered with these standards with exacting requirements for
        crash protection for stretcher and fixation and wall or floor mounted equipment and
        lockers.




                                                                                                 20
DRAFT – Fleet and Equipment Strategy - July 2009




        13      VEHICLE MAINTENANCE
        Vehicle maintenance regimes are required to maintain a vehicle in an optimum
        state to operate safely, maintain fuel consumption at approved level and provide
        reliability in service to minimise in-service vehicle failure and reduce risk to the
        patient.

        There is a common recognition throughout the emergency services that the vehicle
        manufacturers‟ standard maintenance regime are less than fit for purpose for the
        arduous conditions and extremes experienced in the operation of emergency service
        vehicles. In particular the consumption of brake, clutch and suspension components
        is far higher than that encountered in more normal road transport operation.

        Effective and planned maintenance coupled with an economic replacement life and
        adherence to a replacement program ensures that the fleet size can be more
        accurately maintained to provide the principle requirement that there are sufficient
        ambulances available to meet the peak of day operational requirement.

        All scheduled & unscheduled maintenance is managed through the Fleet
        Operational Support centre 24/7.
        Service schedules are produced weekly vehicles are pre booked into one of the
        Trust 12 workshop facilities, by managing unscheduled work centrally we can ensure
        that vehicle downtime is kept to a minimum.

                         The table below shows services frequencies by role.

                                                          Service
                                              Role       Frequency
                                          DMA                     8
                                          RRV                    10
                                          PTS                    12
                                          Emergency
                                          Preparedness           10




        14.     ENVIRONMENTAL

        The environmental debate, climate change and carbon footprint regularly occupy
        the newspaper headlines, however, the Green debate now appears to be high on
        the agenda of ambulance services at national and local levels.

        In common with other emergency services organisations the use of bio-fuels
        and other initiatives is monitored so see what effect it has to reduce harmful
        emissions but none have yet shown a net environmental gain. Indeed, there is
        plenty of evidence of the operational risks associated with bio-fuel technologies
        given that we use the vehicle at the extremes of its operational envelope when
        the engine is placed under stresses that are not seen when driven normally.
        Other environmentally friendly systems such as compressed natural gas (CNG)
        and liquefied petroleum gas (LPG) have been evaluated and found not to be
        suitable for emergency vehicle use, primarily as they operate in conjunction


                                                                                               21
DRAFT – Fleet and Equipment Strategy - July 2009




        with petrol engine vehicles and the additional gas tanks necessary for their
        operation are too large to fit inside emergency vehicles where space is at a
        premium.

        There are legally binding UK Government targets to reduce carbon emissions by
        80% by 2050 compared to 1990 levels (Climate Change Act 2008 (c.27) London:
        HMSO) This is a legal requirement and governance arrangements of all
        organisations will need to demonstrate how this is being measured, monitored and
        managed.

        YAS has a carbon footprint of approximately 12090 Tonnes CO2 per year. This is
        built up of composed of Energy Use (Gas & Electric) 39.99%, Travel Carbon
        Footprint 59.99% and Consumption and Waste 0.04%. This means that meeting the
        Climate Change Act 2008 (c.27), London; HMSO targets of 26% reduction by 2020
        and 80% reduction 2050 will be a huge challenge. This plan establishes that YAS
        should have a plan of reducing its 2008 carbon footprint by 10% by 2015.

        Yorkshire Ambulance Service will:

        Implement the board approved carbon reduction plan taking into account the
        following: This carbon management plan has been developed in response to the
        need to take action on climate change. The plan will be in line with the directives in
        the NHS Carbon Reduction Strategy for England January 2009 and also:


               Continue to acquire diesel engine vehicles as the carbon dioxide emissions
                are lower then petrol engine vehicles.
               Continue to take advantage of the measures taken by vehicle manufactures
                to comply with increasingly stringent emissions regulations as they affect new
                vehicle purchases. All new diesel engine vehicles will meet the Euro IV and
                successive, and increasingly stringent, Euro V emissions standards.
               Ensures vehicle working groups & the carbon reduction group are consulted
                during the vehicle procurement process.
               Continue to explore the possibilities for using alternative fuels for its fleet, in
                particular, those vehicles where the space required for additional tanks or
                battery banks is not at a premium and the manufacturer‟s warranty is not
                compromised.
               Develop monitoring systems so that fuel consumption is reported by vehicle
                role and can be used to benchmark against other similar fleets.
               Engage with colleagues in other Trusts to monitor developments in alternate
                fuels technologies and to take advantage of those technologies where the
                evidence base suggests that the operational risk has been minimised.
               Aim to reduce unnecessary mileage by ensuring that where possible,
                changes in technology are incorporated into all Trust activity. The Trust will
                continue working in partnership with other stakeholders and working with key
                contractors in an effort to reduce unnecessary vehicle mileage.
               Consider within the use of eco-friendly battery powered vehicles as pool cars
                to travel between stations / offices.
               Continue to monitor the impact of its operations on the environment and to
                develop a model to calculate the carbon footprint for the Trust‟s fleet.


                                                                                                22
DRAFT – Fleet and Equipment Strategy - July 2009




                 Continue to recycle all renewable waste where possible and monitor all
                  workshop waste including special waste.
                 Consider the use of recyclable materials in vehicle design and assess the
                  „End-of-Life Vehicles Regulations‟. These regulations determine the types of
                  material used in the construction of vehicles and sets out legislation for the
                  safe disposal of all vehicles.
                 The Assistant Director of Fleet and the Waste Manager will monitor the
                  progress of „End of Life Vehicle regulations‟ and provide updates should there
                  be any implications for the Trust.


        15.       FINANCIAL PLAN

        Generic inflation for the first two years of the plan is that which is set out in the
        2009/10 NHS operating framework. After that inflation funding is assumed to be zero
        for the next three years. This reflects the anticipated impact of the current economic
        situation on NHS funding.

        A key business risk identified is obtaining a sustainable funding package going
        forward, based on current agreements, we can expect to receive marginal cost
        uplifts for forecast demand increases. The 2009/10 figures also include uplifts that
        were already agreed as part of the 2009/10 negotiations.

        The plan assumes that we will be able to negotiate full cost funding for demand
        growth going forward in line with the interpretation of the operating framework
        achieved by a significant number of other ambulance services. It also assumes that
        incentive funding for reduced transport to hospital will be agreed.


        15.1      Cost Improvement Programme

        Given that there is likely to be no funding for inflation, fleet & equipment department
        are looking at ways to make a 3 - 6% year on year savings within our financial plans,
        our first years plan identifies several cost saving initiatives that are currently under
        way. External pressures are likely to come which will question the departments
        „value for money‟ It is therefore pivotal to the department‟s ongoing success to
        ensure that efficiencies are made and sustained across all areas to give „best value‟

        The fleet and equipment department CRES plan will be reviewed annually in line
        with the integrated business plan.




                                                                                             23
DRAFT – Fleet and Equipment Strategy - July 2009




        The table below identifies these savings:
                        Fleet CRES Plan 09/10
         Scheme                      Planned Savings
         Internal management of
         out of hours function of     £         103,000.00
         Bringing in house tail lift
         repairs                      £           30,000.00
         Reduction in 3rd party
         contractor useage            £         102,000.00
         Increase workshop
         efficiency                   £           82,000.00

         TOTAL CRES                   £            317,000.00


        15.2    5 Year CRES Plan

        The fleet and equipment department annual budget is currently in the region of
        £15m per annum, this budget is for pay & non pay items only, as the current
        economic climate begins to bite the lack of additional funds will become more of a
        reality, we will find ourselves in a situation of „flat cash‟ for a period of time, therefore
        we must make additional savings in the region of 5% year on year to ensure the
        future development of the department.

        Detailed below are key actions that will help achieve our year on year savings.

               Review Workshop operational hours, expand nightshift working giving greater
                resilience & a long term reduction in costs through head count.

               Reduction in fleet size this will be achieved by night working giving a reduced
                need for high volume of spare vehicles.

               Review workshop locations, creating a hub and spoke approach.

               Move towards all maintenance activities taking place in house including all
                medical equipment

               Alternative fuel powered vehicles, giving a reduction in the Trust carbon
                footprint.

               Collaborative purchase of vehicles and equipment.

               Enhanced vehicle cleaning techniques reducing vehicle downtime.

               Additional apprentices across workshop sites.

               Review in house requirements for vehicle body repairs.

               Standardisation of all medical equipment.

               Maximise all warranty claims.

               Carryout National Benchmarking Exercise.



                                                                                                  24
DRAFT – Fleet and Equipment Strategy - July 2009




        16.      VEHICLE DISPOSAL
        The disposal of vehicles is primarily an issue for the lessor as the majority of the
        Trust‟s fleet is currently leased, however, vehicles are important assets and their
        disposal must be authorised and in a manner that does compromise the Trust.

        Yorkshire Ambulance Service Will:

                    Dispose of Trust owned vehicles when approved by Director of Finance.
                    As part of approved vehicle replacement schedule.
                    Significant loss of contract resulting in surplus vehicles.
                    Vehicles deemed to be beyond economic repair.
                    Any other circumstances.
                    Disposal of Trust leased vehicles to be approved by Associate Director
                     Production.
                    At the end of their normal lease period.
                    Where early termination costs are within authority limits.
                    Where the vehicle is the responsibility of the lessor.
                    Disposal of owned vehicles must be through a Trust approved auction
                     house thereby ensuring best value and a cessation of liability. The Head
                     of Fleet will advise the reserve price and agree final settlement.
                    All blue light equipment, visual warning systems and livery will be removed
                     prior to disposal.


        17.      RISK MANAGEMENT
        The Corporate Manslaughter Act is the latest in a series of initiatives that Trusts
        have to contend with, including the addition of a fleet section to the Association of
        Chief Police Officers‟ Road Death Investigation Manual, and guidelines for the
        management of work-related road safety from the Health and Safety Executive.
        Corporate manslaughter will be aimed at employers of Trust drivers involved in fatal
        accidents from April 2008. Note that Trust drivers include those staff using their own
        vehicles under regular user arrangements.

        The Trust recognises the unacceptable operational, financial and personal cost of
        road traffic collisions and that the fleet strategy has a part to play in controlling and
        monitoring risk and cost incurred through non-compliant driving behaviour.

        Yorkshire Ambulance Service will:

             Improve use of existing and historical information to better understand the
              causes and help develop plans to mitigate and reduce vehicle accidents.
             Target high risk groups through driver education and reassessment as
              appropriate.
             Provide information to stakeholders throughout the Trust to promote local
              ownership of accident reduction schemes.
             Develop relationships with other partners to share information and best practice,
              for example, local safety camera partnerships and constabularies.




                                                                                                25
DRAFT – Fleet and Equipment Strategy - July 2009




                 Develop in conjunction with the driver training unit design features using the
                  latest technology to promote safe driving, for example, using in-cab video
                  recording, reversing cameras and electronic data capture technology.



            18.       IMPLEMENTATION PLAN

            18.1 Strategy realisation essential elements

     1. Motivational leadership - concentrates on achieving sustained performance through
        personal growth, values-based leadership and planning that recognises human
        dynamics.
     2. Turning strategy into action - entails a phased approach, linking identified
        performance factors with strategic initiatives and projects designed to develop and
        optimise departmental and individual activities.
     3. Performance management - involving the construction of organizational processes
        and capabilities necessary to achieve performance through people delivering results.

            By successfully implementing this strategy within the timescales indicated in the
            table below cost reductions will be achieved this does not need to be managed as a
            distinct work stream.

                                                           Implementation Plan

           Implement & Embed the Fleet Dept Vision
                Standardisation of Medical Equipment
                Review in House Body Repair Facility
                Develop Enhanced Cleaning Regimes
             Create Hub & Spoke Workshop System
                                Implement Cres Plan
   Task




                                                                                                     Timeline
                       Develop Green Transport Plan
                    National Benchmarking Exercise
                       Measure & Deliver Best Value
          Implement & Embed Carbon Reduction Plan
           DMA National Spec Vehicle Replacement
                      Develop 5 Year Workforce Plan

                                                       0      1         2         3      4   5   6
                                                                                 Years




                                                                                                     26
DRAFT – Fleet and Equipment Strategy - July 2009




    19.       RISK AND MITIGATION PLAN

                                                                                                                                      Risk Business
                         Objective                            Main Risks                                 Mitigation                  Ranking Impact
                                                  Unable to do / Management
          Implement & Embed the Fleet Dept Vision capacity                                Management development                      Low     Medium

          Standardisation of Medical Equipment     Available finance                      Prioritisation through business planning    Low      High
          Review in House Body Repair Facility     Staff / Redundancy Costs               Redeployment of staff                       Low     Medium
          Develop Enhanced Cleaning Regimes        Failing CQC inspections                Staff awareness / training                 Medium    High
                                                   Poor Resilience and support for        Robust process and rescourse
          Create Hub & Spoke Workshop System       Operational departments                management                                  Low     Medium
                                                   Lack of financial control within the   Strong leadership and Management
          Implement Cres Plan                      department                             control                                    Medium   Medium
                                                   Unable to do / Management
          Develop Green Transport Plan             capacity                               Management development                      Low     Medium
                                                   If not carried out - potential high    Use of available industry benchmarking
          National Benchmarking Exercise           costs / management capacity            tools                                       Low      Low
                                                   Lack of financial control within the   Strong leadership and management
          Measure & Deliver Best Value             department                             control                                    Medium   Medium
          Implement & Embed Carbon Reduction
          Plan                                  Reap level 4 and above                    Prioritisation of team members             Medium   Medium
                                                Multi specification vehicles across       Involvement with front line staff and
          DMA National Spec Vehicle Replacement Yorkshire                                 managers                                    Low      High
                                                Plan not produced / management
          Develop 5 Year Workforce Plan         capacity                                  Management development / training           Low     Medium




                                                                                                                                                27
DRAFT – Fleet and Equipment Strategy - July 2009




        20.       KEY PERFORMANCE INDICATORS

        The Fleet & Equipment department have developed a wide range of KPI‟s

        The table below identifies the additional KPI‟s that will be developed

                           Key Performance Indicators                                   Comment                                  Target
        Critical Vehicle Failure Rate (CVFR) - Fleet and Equipment   Vehicle breakdowns repaired within 2 hours                    75%

        Vehicle Availability A&E                                     Number of Vehicles Available for Operational Duty             96%

        Vehicle Availability PTS                                     Number of Vehicles Available for Operational Duty             96%
        Workshop Utilisation                                         Attendance time against vehicle repair time                   88%
        Planned Vehicle Maintenance                                  Number overdue for service                                    0%
        Telephone Call Answer Time                                   Speed & accuracy of answer                           Less than 10 seconds
        Fleet Activity & Costs per Mile                              Average Mileage                                     To Be Developed
                                                                     Running Costs                                       To Be Developed
                                                                     Cost per Mile - Ambulance                           To Be Developed
                                                                     Cost per Mile - Other Vehicles                      To Be Developed
        Failure Rates                                                Repeat Maintenance Fault                                      0%
                                                                     MOT Pass Rate                                                98%
        Carbon Footprint                                             Percentage Improvement (Current vs Planned)         Ongoing
        Staff Attendance - Fleet & Equipment                         Currents vs Target Attendance Levels                Less than 5% sickness
        CRES                                                         Savings Against Plan                                As Plan
        Best Value                                                   Benchmarking Against other Organisations            To Be Developed
                                                                     Vehicle Running Costs                               To Be Developed
                                                                     Costs of Over Heads                                 To Be Developed
                                                                     Efficiency of Department                            To Be Developed
        Accident Damage                                              Ratio of Claims vs Vehicle Accidents                         100%
                                                                     Accidents by Sub Fleet                              Currently in Draft Form
                                                                     Type of Accident                                    Currently in Draft Form
                                                                     Avoidable vs Unavoidable                            Currently in Draft Form
        Vehicle Cleaning                                             Number of vehicles cleaned Weekly                        100% of Plan
                                                                     Number not Cleaned (Slippage) Weekly                          0%
                                                                     Number of vehicle cleaning audits per week                    10%




        CONCLUSION

        The board can take assurance that this strategy will help the department
        build on the achievements made over last 3 years to deliver a first class
        service for the next 5 years.




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