SUPPORT SERVICES REVIEW 2014 – 2017
EXTRACT FROM BUSINESS CASE
Background information - review of the workshop and stores, Rotherham
The purpose of this review is to identify and implement a programme of improvement. The final
form of the delivery model will be identified as part of the process. In preparation for this, there
will be a period of transformation during which time the operation is prepared for this new
venture, and the organisation will establish what is the best option for the long term delivery of
the service.
The fleet comprises of –
205 units including vehicles, appliances and larger plant items. The number of units evolves
periodically to reflect the needs of the service. Included within the total number are 27 front line
Rescue Pump appliances, 2 Aerial Appliances, a number of other blue light vehicles and a
selection of support vehicles. Predominant manufacturers within the fleet are Scania, Mercedes,
Skoda and Vauxhall.
The first phase of the review identified the following as examples of areas which have potential
for development –

The service provides 24 hour, 365 day / year cover, however the main site and asset, the
workshop at Rotherham is open between 7.30 and 15.30 Monday to Thursday and to
15.00 on Fridays. There is an opportunity to use this facility more effectively by
increasing the hours of use and expanding the range of services offered, with the
potential to reduce unit costs.

The general stores and workshop stores are 100 metres apart on the same site, requiring
both to be staffed during operational hours – it is proposed to include the operation of
both stores within this review and to consider the options to stream line their operation
and their long term management arrangements. There will also be links to the review of
the procurement service.

Although the site is shared with Rotherham Fire Station, there is potential to use the
whole of this land ownership more effectively.

The work force has a significant number of staff over the age of 50 and there is a
succession planning issue which requires long term management.

Within the organisation there is a high level of satisfaction with the service provided,
however there is potential to develop the operation and the site.
We need to clarify how change to numerous processes and arrangements will create an
operational model which is fit for purpose. For example is it preferable to produce in house
solutions rather than seeking existing products which may have been tried and tested? Are we
being entirely effective in our use and linking up the various systems, or are there systems which
are not used but are being supported? What are the options for change?
The staff structure at the Workshops is being reviewed, and is currently as follows. The Fleet manager
has overall responsibility for the operation of this team Workshop Manager
Workshop Supervisor
Mechanic x 4
Trainee Mechanic
Painter
Driver / Workshop Assistant
Auto Electrician
Apprentice Mechanic
NOTES FOR APPLICANTS The above summary does not constitute an exclusive list. It is expected that for each part of the
operation there will be an assessment as to the relative strength and potential for improvement. This will
establish the potential to develop or invest and if a third party might find synergies or benefits. It is in this
part of the review in particular in which value can be identified. It is essential that this phase considers
the best options for all parts of the business.
The role of the appointed party will be to manage the workshops and to implement this programme for
both the workshops and workshop and general stores during 2015/16. The appointed party will
work with the team, and identify areas for development and explore potential for working with potential
partners or other similar arrangements.
An indicative programme for change is as follows, but interested parties may prefer to revise this
template ACTION
Assess current performance
/ processes against available
indicators / measures
TIMESCALE
Month 1 and ongoing
Consider skills and
knowledge within the
organisation and the value of
the resources involved in the
service and assess areas for
development and change
Month 1 and ongoing
Identify improvements and
develop a formal programme
to introduce and effect
changes, which will increase
effectiveness and reduce
cost.
Month 1 and ongoing
REPORTING / CONTROLS
Monthly report to Director of
Finance and Resources.
Weekly update with Head of
Asset Management
Monthly report to Director of
Finance and Resources.
Weekly update with Head of
Asset Management
Monthly report to Director of
Finance and Resources.
Weekly update with Head of
Asset Management
Interim report to Change
There will be an interim
report prepared with a view
to being implemented before
the end of month 2
Management Board early in
month 2
Identify business strengths
and areas which will benefit
from investment / third party
input and explore options
Month 1 and ongoing.
Engage with potential
partners and explore options
for future service delivery.
Month 1 and ongoing.
Weekly update with Head of
Asset Management
Monthly report to Director of
Finance and Resources.
Weekly update with Head of
Asset Management
This will be an interim report
prepared with a view to being
implemented before the end
of month 3
Develop proposal based
upon outcome of report to
Change Management Board
setting out programme of
change required, with a view
to formalising the
transformation plan within
the following 12 month
period
Monthly report to Director of
Finance and Resources.
Interim report to Change
Management Board
Month 3 – Month 12
Monthly report to Director of
Finance and Resources and
to Change Management
Board
Based upon the conclusions of this exercise, a process for developing the business will be agreed. This
may be a collaborative approach with other FRAs, or with South Yorkshire (or other) Police forces. It has
been established that commercial fleet operators are likely to be interested in the site and the operation,
or other joint ventures, outsourcing, or ‘arms length management organisation (ALMOs) may also be
considered