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By Peter Burns & Gordon Stewart
21/08/2006
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1 Introduction
9
10
11
12
13
14
15
16
17
6
7
8
2
3
4
5
Remit
Core Business Aims
Service Plans & Work Plans
Structure
Service Budget
Service Performance
Performance Management Arrangements & Training
Service Users
Customer Consultation
Competition & Challenge Arrangements
Continuous Review & Improvement Mechanisms
Sustainability Issues
Strategy & Vision, Forward Planning & Joint Working
Option Appraisal
Executive Summary
Appendices
8
9
6
7
10
1
4
5
2
3
Remit Report
Service & Work Plans
Structures
Service Budgets
Statutory Performance Reports
Performance Network Data
Customer Questionnaire
Labour Cost Comparison
Spare Part Tendering Arrangements
Action Plan
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1.0 INTRODUCTION
1.1 The Best Value Review of Fleet Services is essentially an examination of the effectiveness and efficiency of the current Fleet Management and Fleet Contract Units as a corporate and strategic function of the Council.
1.2 These units operate as client and contractor functions in accordance with the provisions of the Local Government Act 1988. Changes in the 2003 Local
Government Scotland Act allow for a review of these arrangements while introducing new requirements to establish if the function is a STO (Significant Trading Operation).
A review of the arrangement was conducted by Financial Services and reported to
Council on September 15th 2005. This recommended scrapping the STO status of the Fleet Contract Unit and this removes a barrier to the future conjoined operation of the service.
1.3 Fleet Management and Fleet Contracts are part of Development and Environmental
Services. The main aspects of the service which are considered for inclusion in this review are:-

Fleet Management

Vehicle and Plant procurement and disposal

Vehicle Operator Licences

Taxi and Private Hire vehicle Plating

Accident Risk Management

Vehicle Licensing

Vehicle MOT appointment planning

Management of contracts for tyres, batteries, and winter additives

Fleet compliance with statutory requirements

Scheduled maintenance planning

Employee annual driving licence inspections

Customer support for replacement vehicle and plan specifications

Driver Training

General management and customer support

Vehicle Maintenance

Scheduled servicing and MOT preparation of vehicles

Scheduled servicing of plant and equipment

Unscheduled repairs of vehicles, plant and equipment

Taxi and Private Hire vehicle inspections

Accident damage repairs

Purchasing and Stores

Health and Safety monitoring

COSHH assessment records

Risk assessment records

Statutory annual certification of lifting and pressure vessel equipment
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1.4 Currently a total of 308 vehicles and plant items are managed and maintained by a staff of 10 operating from a 1086sq.m. modern building at Kellibank in Alloa with an estimated budget of £1.3m for 2005/06. A previous Best Value Review in 1998 showed the service was offering good comparative value and recommended an action plan which has been taken forward. There have been a number of line management changes over the intervening period.
2.0 REMIT
2.1 The remit for the review is attached as Appendix 1.
2.2 The remit poses 5 main questions.
1. Do the Council require this work to be done at all?
The Council is required to undertake this work because front line services require an effective and efficient fleet service to support their operational activities on a day to day basis.
2. Do we need to do all the elements of this work?
The Council needs to undertake all elements of this work as Fleet Services operate as a result of a client request.
3. Are there other ways of addressing the needs of the customer?
There are other councils and private sector companies who could address customer needs, but the service is bound by its geographic location in relation to the delivery and servicing of vehicles. There are no other suppliers based in Clackmannanshire.
This issue is explored in more detail later in the review.
4. Which elements of the work need to be done by council staff and which could be handled by other providers?
None of the elements of work need to be done by Council staff although a knowledge of fleet operation would have to be retained to ensure legal requirements were being addressed, performance monitored and tenders evaluated.
5. How does the private sector package this work to obtain best value?
There is no evidence to prove that the private sector is obtaining best value as the question suggests. They tend to adopt different approaches to the issue mainly dependent on the nature of their core business.
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3.0 CORE BUSINESS AIMS
3.1 Aims are stated in three complementary service planning documents.
3.2 Property Service Plan
“Provision of effective, efficient, modern and quality focussed contract services.”
3.3 Fleet Management Work Plan
“The Fleet Management aim is to provide an effective and efficient fleet management service making best uses of resources in order to provide an effective service to our clients, maximising vehicle and plant availability and minimising downtime.”
3.4 Fleet Contracts Work Plan
“The Fleet Contracts aim is to provide an efficient and cost effective maintenance service making best use of resources in order to provide an effective service to our clients in order to maximise vehicle and plant availability and minimise downtime.”
4.0 SERVICE PLANS/WORK PLANS
4.1 Each of the above aims is supported by a more detailed service or work plan.
4.2 Property Service Plan
Provide modern Best Value contract services by:-

Completing a BV Review of Fleet Service by Dec 2005.

Complete Ministry of Transport audit inspection to retain fleet operating licence by
March 2006.

Maintain performance in top quartile within APSE (Association of Public Service
Excellence) benchmarking group.
4.3 Fleet Management Work Plan

To ensure all vehicles comply with the Road Traffic Act and the Operator Licence legal requirements.

To programme and control vehicle and plant maintenance and repair schedules.

Programme and control the vehicle and plant replacement programme and provide professional advice to client users on vehicle and plant specifications.

Co-ordinate the Transport User Group in order to provide a continuous liaison link for Service Users to identify and solve problem areas and inform users of changes in legal requirements and the Road Traffic Act to ensure the Council is compliant with current legislation.

To manage and administer the automatic fuelling system at Kelliebank.
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
To keep abreast of changes in vehicle technology and assess alternative fuelled vehicles for the benefit of the Council and the environment.

To maintain and manage the register of Local Authority Registered drivers, carry out an annual driving licence check of all registered drivers licences to ensure that the employees driving licence categories cover them for the size of vehicle they drive.

To control and programme taxi and private hire vehicle inspections and the issue of taxi/private hire licence plates for the Council and local community ensuring that taxi and private hire vehicles provide a safe form of travel in Clackmannanshire.

Monitor the motor vehicle risk management system, assesses all incidents, provide assessments and facilitate driver training to promote safer driving skills.
4.4 Fleet Contracts Work Plan

To ensure all vehicles and plants are maintained to a safe and legal standard required to Roads Traffic Act and the Operator Licence requirements.

To ensure any unscheduled repairs are carried out timeously in order to ensure down time is minimised.

To prepare and present vehicles for class 4, class 5, class 7 and heavy goods vehicle Ministry of Transport test inspections.

Provide a vehicle and plant parts store in order to give our service users an efficient parts service.

To carry out taxi and private hire vehicle inspections for the Council and local community ensuring that taxi and private hire vehicles are a safe form of travel in
Clackmannanshire.

To ensure all lifting equipment and pressure vessels are maintained and receive statutory annual certification.

Liaise with vehicle, plant and specialist lifting equipment suppliers for timeous warranty repairs.

Maintain a record of COSH assessments for products used.

Review procedures and carry out Health and Safety Risk Assessment.

Provide employee training on new vehicle and plant equipment introduced to the
Council Fleet.
4.5 Full versions of the Service and Work plans are attached at Appendix 2
5.0 STRUCTURE
5.1 A chart showing the staffing structure of fleet services is attached at Appendix 3.
5.2 The management team comprise 3 staff and the contract team 7 staff. Both teams are managed by the Fleet & Property Contracts Manager who reports to the Head of
Property Services.
5.3 Each of the teams have individual work plans which feed into and an overarching
Property service plan.
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6.0 SERVICE BUDGETS
6.1 Details of the service budgets are attached at Appendix 4. During 2005/06 (most current data) total expenditure for the service was £1.296m and income was £1.318m, resulting in a n et surplus of £22,000.
6.2 Overheads represent 46% of maintenance costs and 27% of the services total budget.
While some of this can be justified by the statutory requirements associated with running a fleet operation there are a number of costs that seem excessive.
6.3 In particular a departmental administration allocation of £78k and salaries of £107k seems high. On the basis of usage the admin allocation should be in the order of
£30k - £40k. A major element of the salary costs was the need for two managers to satisfy STO requirements. This is no longer necessary and the potential therefore exists to reduce these costs. One manager would however have a heavy workload but this could be resolved by introducing a new post for an assistant at a significantly lower salary level. This change should realise savings in the order of £15k to £20k.
6.4 The Fleet Contract team has until this year been a STO (Significant Trading
Operation). The statutory performance reporting information for the last 4 years is attached at Appendix 5.
7.0 SERVICE PERFORMANCE
7.1 There is no requirement to collect statutory performance indicators for these services.
7.2 Fleet Management and Fleet Contracts both subscribe to the APSE “Transport
Operations & Vehicle M aintenance Performance Network”. The network consists of
48 local authorities from across the UK and provides a wide range of performance indicator information comparing some 50 aspects of service delivery. The network is supported by INLOGOV, CIPFA and is monitored by the Audit Commission.
Clackmannanshire participates in a peer group of 14 similar authorities.
7.3 The current service plan objective is to maintain our position in the top quartile for the appropriate family group of local authorities. The service plan currently identifies 2 main indicators.
PI Description Target Current
Performance
72 No of weighted vehicle units maintained per mechanic. 134 134.4
75 No of formal recorded complaints per 1000 workshop jobs
0 0
7.4 Details of the indicators and current performance is attached at Appendix 6.
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7.5 The APSE performance measures demonstrate that Fleet Services is performing well in the following areas:-

Vehicle availability.

Maintenance costs for vehicles up to 7.5 tonnes.

Productivity per fitter.

Use of hire vehicles.

Complaint levels. but less well in the following areas:-

Maintenance costs for vehicles over 7.5 tonnes.

Human resources and people management. For example, in house training could be improved and staff absence is high. This latter point was not considered to be an issue as the figure is a statistical anomaly arising out of one long term absence in a small group of staff.
7.6 During the 2004/05 Fleet Services carried out a total of 933 scheduled maintenance services for all user services. The majority of which were undertaken on a 8 weekly,
16 weekly or 6 monthly basis. In total 5976 workshop jobs were completed during
2004/2005 and 103 Council vehicles presented for testing with 94.23% of these achieving a first time pass.
7.7 The service has very low labour costs. In 2004/05 the hourly charge for Fleet Services was £23.57 per hour. This is lower than many other local authorities in Scotland. For example Midlothian Council charge £28.74 per hour and Falkirk charge £28.80 per hours. The private sector was found to be almost double the Clackmannanshire rate.
For example Dennis Eagle Ltd Falkirk charge £40.00 per hour and AM Phillips charge
£43.20 per hour.
7.8 As raised in 7.5 while maintenance costs for most of the fleet were better than average
(ranked 3 rd or better) medium sized coaches and 3 axle refuse vehicles showed higher costs. The overall position would be improved by a reduction of the overhead levels outlined earlier and with a more detailed examination of the two categories of vehicle where costs are high.
7.9 This is most important with the refuse vehicles which form a significant part of the fleet costs. The frequency and nature of work being undertaken needs to be examined to determine how improvements can be made.
7.10 Availability was not an issue in performance terms with over 94% of workshop jobs completed within 24hrs. This however is a critical factor to service users and particular attention needs to be given to ensuring quick turn round of specialist vehicles that are in constant demand such as refuse and gritting vehicles.
8.0 PERFORMANCE MANAGEMENT ARRANGEMENTS & TRAINING
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8.1
The Council’s vehicle fleet is currently held by the individual services who make decisions independently on the need for vehicles. Each service then contracts for the provision of client services and maintenance. There is no overall control of fleet functions within the Council. There is a perception that there is good dialogue with services on corporate issues. The current arrangement works well ensuring that vehicle users are involved in any new vehicle purchase while the involvement of Fleet
Services ensures that the vehicles are consistent with other fleet purchases and represent value for money.
8.2 Capital expenditure on vehicle replacement is planned on a 3 year basis by the Fleet
Manager from requests made by individual services. Monitoring of changes in proposals and expenditure is undertaken by the Financial Services from reports prepared by the Fleet Manager and the Head of Property Services. These reports are again submitted to the Performance & Audit Committee for scrutiny on a 4 week cycle.
8.3 The management structure of fleet services is shown at Appendix 3 and the performance management arrangements within the service are:-

Monthly meetings are held by the Fleet & Property Contracts Manager and both the Fleet Manager & Fleet Contract Manager report to this in relation to operational issues. The Head of Property Services attends on an ‘as required basis’ (typically quarterly) to discuss more strategic issues affecting the teams and to monitor team performance.

Fleet & Property Contracts Manager also attends 4 weekly Property
Management Team meetings to report on team performance. The agenda covers financial issues, workload issues, human resources and health and safety. An informal breakfast meeting is also arranged every 4 weeks between the Head of Property Services and the Fleet & Property Contracts Manager to discuss and resolve current issues.

In addition the service regularly reviews its Balanced Scorecard and Service
Target outcomes on a quarterly and six monthly basis.

The Support Service Manager monitored by Financial Services provides a regular monthly report on expenditure and annual out turns. Financial reports are also prepared for the Performance & Audit Committee of the Council on a 4 weekly cycle and an annual public report in line with current STO legislation is produced.

Sickness and absence statistics are collated by support services and provided to the relevant managers for action on a monthly basis.
8.4 The Service also utilises external performance measures through the FTA (Fleet
Transport Association) and VOSA (Vehicle & Operator Services Agency). This is linked to the performance network, financial and absence monitoring work described
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earlier which is reported to Council. As an active participant in the APSE Performance
Network the information is used to identify issues and trends to focus improvement action in the service. For example as a result of the training issues identified in the
APSE benchmarking data regular ‘Tool Box Talks’ have been introduced with the workforce which review performance, health and safety and any work related issues.
8.5 Development & Environmental Services use a bi-annual one to one interview to review staff performance and development. This identifies training needs related to the service plan objectives and within the confines of budget constraint provides training opportunities.
8.6 Beyond this training for Health & Safety issues and developments in new technology are conducted as and when new vehicles and plant equipment are introduced (e.g. refuse collection vehicle complete with compactor and dual bin lifters).
8.7 Certificated training of the mechanics on the operation, technical principles and maintenance of the vehicles and equipment is also provided from the manufacturers,
Dennis Eagle and Otto.
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9.0 SERVICE USERS
9.1 Client Base
Fleet Services has a client base of 16 Council Services. Each client receives maintenance and repair service in order to ensure that Council vehicles are operated in a legal and safe condition. The establishment of each service is shown below.
Clackmannanshire Council Fleet Establishment
By Department
80
70
68
60
50
40
30
34
28
32
30
23
20
10
3
7
2 2
9
2 2
5
2
1
5
3
9
8 8
3
6
4
2
4
0
B ur ial
Gr ou
Clea nd s
(10
&
C at er ning
Co un try
) si ing
(2) de
P
R rop an ge er ty
Co
E nv rs
(2) iron nt rac m ts
(77 en tal
S er ces
S er vi
)
(4) vi ces
to
P eo
Co rpo
Inf
(3
5) ple rat e
S er vi or m at ion ce s
(2)
(1) ology m en
T ec hn
Ho us ing
A
La nd iti es
(8
)
S er vi ces
Re fu se
C
(57
) ) oll ec tion
(17
Ro ad s
(60
S tree t C lea ning
Re cy cl ing
)
(1
1)
V en tur e
(10
Le is ur e
&
R ec rea
Fl ee
) ct ion
(6) t S er vi ces
(6)
308 Vehicle & Plant as at 19/9/2005
5
1
Vehicles
Plant
Over the last 4 years the vehicle and plant establishment of the of the Council Fleet has risen slowly from 304 items to 308 items. The changes have taken place mainly due to changes in working practices, Health & Safety legislation changes and the formation of the Community Wardens Service, Waste Recycling Venture and Catering
Services School Meals.
Only taxi licensing is a statutory service. Fleet Services inspect and plate (MOT) 119 taxi and private hire vehicles per annum.
9.2 Maintenance Schedules
The services provides a regular maintenance service for each of its vehicles on a periodical basis. Maintenance service is scheduled on a periodical basis rather than a
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mileage basis due to the geographical area of Clackmannanshire, as vehicles operated by the Council user service mostly average 9,000 miles per year.
In order to maintain the Councils Operator Licence the Council must comply with the
VOSA recommendations leaving little scope to reduce service costs.
In order to maximise the benefit of the asset, Fleets Services have a regular maintenance schedule which is designed to avoid unnecessary breakdowns and adhoc repairs.
9.3 MOT Testing
Buses and Heavy Goods Vehicles are required to have a MOT inspection and test one year from the month of first registration, then annually thereafter until disposal.
The inspection and test is carried out by VOSA at Livingston.
Car, light goods vehicles and car derived vans are require to have an MOT inspection and test on the 3 rd anniversary from date of registration, thereafter annually. These tests are carried out locally at VOSA appointed test stations.
9.4 Authorised Drivers Annual Driving Licence Checks
In order to conform with the Department of Transport requirements and employers responsibilities under the Road Traffic Act, the Council is require to maintain a record of all drivers. This service is carried out annually by the Fleet Client in order to ensure each driver licence covers the groups and categories of vehicle each driver is entitled to drive. Each authorised drivers licence is checked for any change of address or driving endorsements and our records are updated to reflect any changes. The
Council currently has 653 authorised drivers in all services.
10.0 CUSTOMER CONSULTATION
10.1 Gap Analysis
For the purposes of this review three types of customer questionnaire were issued to
Management, Drivers and Taxi Drivers. The exercise involved asking individual service uses in each group to answer a range of questions about service quality. In total 107 different questions were prepared and the results collated by the Council’s
Research and Development Unit. The detailed findings and analysis are included in
Appendix 7 together with any remarks made during the structured interview process that formulated the questionnaires. Also included are details of issues raised by the mechanics in the workshops.
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Management
Drivers
Perceived quality of service
83%
74%
Perceived importance of service
85%
77%
Perceived service quality gap
2%
3%
Taxi Drivers 66% 86% 20%
The table above summarises the perceived service quality gap identified for each survey group. This measures the difference between the perceived quality of service and the perceived importance of the service across a range of issues.
The research demonstrates that there is a high level of customer satisfaction across the service.
10.2 Manager Survey
In relation to the managers survey the results found the main gaps in perception relate to:-

Suitability

Turnaround time

Standard of workmanship

Response to breakdowns

Pool vehicle availability

Value for Money
10.3 Driver Survey
The drivers study shows no significant overall gap but some specific issues relating to individual issues have been identified for action. These being:-

Turnaround time

Response to breakdowns

Availability of pool vehicle

Driver consultation

Satisfaction with service.
10.4 Transport User Group
Fleet Services co-ordinate the Transport User Group which meets bi-monthly. These meetings provide a continuous liaison link for service users to identify and resolve problems. The Transport User Group is also a platform by way of informing service users of any changes in legislation in order to ensure Council Services are compliant with Current Road Traffic Act legislation.
This group will be utilised to raise the issues highlighted by the customer satisfaction survey and will be tasked with implementing the action plan that arises out of the Best
Value Review. For example, in relation to turnaround times the use of weekend working to service refuse vehicles may prove more cost effective that a temporary hire.
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This would be an easy option for the fleet service to cost and introduce if it proved to be a more cost effective alternative.
10.5 Taxi Drivers
Fleet Services act as a regulator of taxi condition and it is perhaps not surprising that there is a significant gap in expectation. As might be expected the main issues in relation to the taxi service related to rigorous and frequent inspections. Despite this the relationship with the workshop staff was praised as helpful. Issues also arose concerning providing taxi drivers with information and handling complaints more promptly. Some issues are regulatory and cannot be changed. Other areas were identified where changes could be considered to improve the quality of service delivery. This will be undertaken by introducing a taxi drivers forum where issues can be discussed and actioned.
11.0 COMPETITION & CHALLENGE ARRANGEMENTS
11.1 Previous BV Review
Fleet services has not been competitively tendered since the inception of
Clackmannanshire Council in 1996 but was the subject of a Best Value Review in 1998 which ranked the service as having the lowest charges and highest productivity among the ABC benchmarking group (i.e. 7 local Councils). On this evidence the report recommended a continuation of the service using the existing schedule of rates and charging arrangements. This arrangement is still in place.
11.2 Productivity & Labour Costs
As outlined earlier in the report Fleet Service achieves low labour costs (Appendix 8) and high levels of productivity (Appendix 5) in comparison with other local authorities in the APSE benchmarking group consistently achieving top quartile performance. The
2004/05 position was 2 nd.
The service also works comfortably within the vehicle manufacturers guidelines for service times which are commonly used in the private sector as a basis for service charging.
11.3 Overview of the Spare Parts Industry
The supply of motor vehicle parts involves aggressive competition between motor vehicle manufacturers and the motor factoring industry. They both source vehicle parts from the same pool of component manufacturers, however the cost of spare parts over the counter for the same item vary widely.
The vehicle manufacturers costs include a percentage uplift to cover packaging the item with the vehicle manufacturers name to badge the spare part as original equipment.
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Factors use the spare part manufacturers packaging and sell the part with a lesser percentage uplift on the price. Discount structures offered by Motor Factors are greater than the original vehicle manufactures discounts thus making parts which are regularly replaced (fast moving parts) better value for money from Factors
Unfortunately some motor vehicle spare parts are bespoke and only available from the original equipments suppliers whose discount structure are not as competitive as those obtained from Motor Factors.
11.4 Spare Parts Tendering
The current suppliers of spare parts, vehicle glass, batteries, winter additives, tyres, vehicle fuels and oils have been acquired through the tendering process. To obtain the most competitively priced tenders a number of agency, partnerships and joint working arrangements have been adopted. These have recently been reviewed by the Council’s Procurement Manager who has recommended no changes. These are highlighted in (Appendix 9).
11.5 Overheads
The change away from STO status means that there is no further requirement to continue with these arrangements provided that value for money (VFM) can be clearly demonstrated. The reasons for the change is outlined in the Finance Report on STO status approved by Council on September 15 th 2005.
These are clear management savings to be made from rationalising the client and contractor functions and an estimate of £18k annual reduction in these costs has been targeted for the 2006/07 budget.
Existing Structure
Unit Manager (estimated 10% only)
Fleet Client Manager
Fleet Manager
Workshop Foreman
Fleet Administer
£4,608
£34,965
£31,860
£23,034
£16,116
£110,583
Proposed Structure
Fleet Manager
Workshop Team Leader
Fleet Controller
Internal Customer support services
£38,295
£25,857
£17,877
£10,000
£92,029
Net Saving £18,554
This approach also avoids tendering costs estimated to be £30k in consultancy fees over a 3 to 5 year contract period.
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11.6 External Work
Fleet Services currently undertake vehicle servicing and repairs for Alloa Community
Enterprise and Lornshill Academy School Board. Both contacts are based on the same rates and conditions as apply to Council work and are subject to competition as and when required if these external clients no longer find the service acceptable.
The unit previously carried out serving and repairs for Scottish Water through the original consortium of Scottish local authorities. The contract was then let to Lex
Transfleet and latterly to Asset Co. This is in effect a sub contract arrangement where
Asset Co charge Scottish Water for the provision of their fleet and charge an uplift on the actual cost. To keep costs to their client under control Asset Co reduced the sub contract rates and extended the invoice payment periods to 12 weeks making the contract unviable for us. At this point we gave notice to terminate our involvement with the contract.
Two attempts have been made to become an authorised warranty repair centre for the
Ford Motor Company. On both occasions our application has not progressed due to lack of action from our Ford Dealerships. On the last visit of the Ford Motor Company representative, this was again raised and, he has promised to take action with the dealerships. Successfully securing accreditation would allow Fleet Services to undertake warranty repairs for Ford.
11.7 Vehicle Procurement
Generally the service is perceived as very good with the purchasing contract having been tendered in 2004 on a 3 year basis in conjunction with Falkirk Council. Checking the value for money that this arrangement provides will be reviewed by the council’s procurement manager prior to the expiry of the existing tender in March 2007 and alternative arrangements introduced if appropriate. The current arrangements of requiring all purchasing to be conducted through the Fleet Manager ensures a consistency of vehicle type within the authority that has reduced maintenance costs due to standardisation of approach. Other authorities who do not use this approach were identified during the study and said that they often experienced long delays in obtaining parts for a wide variety of different vehicle types.
The main customer concerns related to how the vehicles were fitted out for specialist functions.
11.8 Private Sector Cost Comparison
Paragraph 11.2 deals with the current contractual basis for the service and outlines that the arrangement relies on charging actual costs and a robust benchmarking approach. In addition the actual hourly costs charged for ad hoc repairs (Appendix 8) are significantly lower than private sector charges. Given the size and value of the overall contract this is seen as the most appropriate arrangement and no advantage would be gained by tendering the works.
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Competitively testing this assumption would require the council to review a number of issues that have largely been core values of the organisation since 1996. These are:-

Is the creation of client and contractor roles a productive use of resources.

Given the employment climate in Clackmannanshire how do we ensure that local employment is maintained.

What would the effect be on depots, central support costs and service down time if the service was provided externally. With no other depot in
Clackmannanshire vehicles would be faced with a trip to Dunfermline, Stirling or
Falkirk.
None of these are insurmountable however the pros and cons of in house against out of house provision require to be assessed and a clear decision taken as to whether
Services should be exposed to competition and, if they are, whether the Council wishes to bid for them. It is not possible to get genuine comparators without genuine competition and that introduces the risk of losing the Service.
Given the costs of tendering and the size of the service involved this report does not recommend competitive tendering of the service. This recommendation may be seen as a soft option and the Association of Public Service Excellence (APSE) have therefore been contacted and agreed to review this report and make any alternative recommendations if they think this would be appropriate.
The current arrangements could be improved by changing the current budget requirement for the service to generate a surplus for central reserves (£22k for 06/07) and by cutting overheads as described earlier. These measures would reduce actual cost and charges to customers.
12.0 CONTINUOUS REVIEW & IMPROVEMENT MECHANISMS
12.1 Fleet services uses the Council’s service planning process to monitor performance and report on improvements. In the 06/09 plan, for example, two tasks (PS 07 & 09) are identified for areas of improvement. These are respectively implementing the improvement action plan associated with this BV review and improving the number of indictors in the top quartile of the APSE benchmarking scheme. These are regularly monitored by the management of the service and reported to the Council at 6 month intervals.
12.2 In addition there are also financial reports provided monthly to monitor trading performance and quarterly reports to the P & A committee of the Council. Internal audit and the procurement manager also assist with specific areas as required. For example, tendering of the parts contract was completed in 05/06 and in the current year internal audit are reviewing the fuel management arrangements. The findings, recommendations and implementation of these reports are incorporated into future service plans but also are reported to P & A by audit.
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12.3 The qualitative aspects of the service are monitored externally through VOSA and the
FTA.
12.4 The improvement action plan summarising the main issues to arise from this review is include in Appendix 10 and will form the basis of specific reports on progress over the next year in accordance with the Council’s agreed BV Review programme.
13.0 SUSTAINABILITY ISSUES
13.1 Sustainability is treated as an integral part of the daily working of Fleet Services. The following lists the specific initiatives and what action is currently taken or proposed for the future.

Vehicles & Usage Departmental Working Practices. All services are encouraged to save fuel and reduce pollution by doubling up journeys, planning minimum route lengths and driving in an economical manner. A typical

Fuels example would be the use of crew buses to transport some tradesmen to minimise vehicle numbers.
Constant review of this area is necessary to maintain effectiveness.
The purchase of Ultra Low Sulphur diesel commenced in May 2000, this product has a lower particulate

Waste Oils omission which benefits the environment and does not affect the performance of the vehicle.
All waste oils are collected by the OSS Group for recycling and the waste oil by products are disposed of by a controlled process, this method of disposal has been operating since 1997.

Oil Filters: All waste oil filters are collected by the OSS Group for disposal by a controlled process, this method of disposal has been operating since 1997

Vehicle Batteries All vehicle batteries are collected by the OSS Group

Tyres: for disposal by a controlled process.
The correct disposal and certification of tyres is built into our present tyre contract.

Exhaust Emissions Three of our latest Refuse Collection vehicles are fitted with Continuously Regenerating Traps (CRT) which virtually eliminates Carbon Monoxide,
Hydrocarbons and particulate matter. The environmental benefits of this type of exhaust system have been proven.
13.2 Alternative Fuelled Vehicles

Compressed Natural Gas (CNG)
To convert Council Heavy Goods Vehicles’ to CNG is not an option as manufacturers will only fit CNG engines to new chassis. The drawback with
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CNG is the refuelling installation costs and the refuelling time. In some cases it is an overnight refuelling time which limits fuelling points and vehicle parking.

Liquid Petroleum Gas (LPG)
Only petrol engines vehicle can be converted to LPG. At present the fleet is diesel engined, therefore we would require to purchase new vehicles already converted for LPG. Dual fuelled vehicles (petrol and LPG) would involve the purchase of LPG externally and the nearest refuelling stations are Morrisons,
Whins of Milton, Stirling or Earlsgate, Grangemouth. A LPG refuelling installation would cost in the region of £3,000 and bulk purchasing of LPG would be slightly higher than diesel fuel. Falkirk Council currently have 18 dual fuelled vehicles and purchase fuel externally as they consider that in order to reach a break even point on the costs of installing an LPG fuelling installation they would need to have over 20 vehicles refuelling for at least one year.

Hydrogen Cell and i-mogen hybrid
This is the way forward in the terms of energy and emission saving vehicles and will come to the fore in the next few years with hydrogen cell driven vehicles, which give no emissions or i-mogen hybrid systems which has a small diesel engine with an electric motor inserted in the fly wheel position. This type of engine gives low emissions and high MPG. Manufactures are seriously looking at both these options, proto types are currently on the road under test conditions.

Conclusion
The service has tried and tested the alternative fuelled vehicles currently available, and has found they are neither cost efficient or practical for the
Council’s requirements at present. The future use of Hydrogen Cell and imogen hybrid technology should be monitored and demonstration vehicles evaluation as they become available.
14.0 STRATEGY AND VISION, FORWARD PLANNING AND JOINT WORKING
14.1 The report demonstrates that the service has a clear if un-ambitious vision for the future in wishing to continue to provide a local well run support service for the Council’s fleet of vehicles. Improving performance in a number of areas identified in the service performance section is a priority with a view to achieving top quartile status for all indicators on a regular basis.
14.2 The changes in STO status has allowed a review of the structure of the unit which can now be managed as one unit. This would reduce client costs by removing a layer of management and by replacing two managers with one at a slightly higher salary level.
This new post would be accompanied by other minor changes to provide support in the areas of workforce management, customer care and performance management.
14.3 These changes provide an opportunity for existing employees to compete for new posts which are better paid and have a slightly different mix of duties. This should
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improve jobs satisfaction and resolve the issue of succession planning caused by the recent retirement of the Fleet Client Manager.
14.4 During the course of the review the senior officers associated with the delivery of the fleet service in Stirling were interviewed to seek views on their contracted out arrangements. The contractor’s managers in ABRO were also interviewed and the depot visited. It was apparent that the service has had some difficulties since no service specific management capacity had been retained by the council. Costs
(where these could be established) were generally higher than in Clackmannanshire.
The workshop facilities and employee terms and conditions were significantly better.
14.5 Given the current proposals to introduce closer joint working arrangements there may be an opportunity for the expansion of the Clackmannanshire service to assist Stirling either in managing the ABRO contract or by tendering for some elements of the work at the end of the current tender period. ABRO suggested that they could be used to assist with the heavy vehicle services which is their area of specialism. Current performance does not suggest that this should be considered at present.
15.0 OPTION APPRAISAL
15.1 The Working Group having reviewed the findings of the Best Value Review consider the following range of options are available to the Council.

Status Quo In House Service Delivery

In House Service Delivery with Client/Contractor merger

In House Service Delivery with centralised control

Full Service Externalisation through Tenders

Partial Service Externalisation through Tenders

Public Public Partnership (Joint Working)
15.2 Any alternative delivery of fleet services requires to consider the location of the workshop base. Currently vehicles are serviced/repaired in Alloa at the heart of the
Clackmannanshire area. If this was done elsewhere the cost and time in travelling to, waiting and returning from another facility would have to be included in any cost comparison. Also if the vehicle had to be left the service would have to arrange for two drivers and vehicles to make the trip or pay for this service to be provided. This effectively limits the area from which any competition can be invited. In practical terms at the extreme this means Dunfermline, Stirling or Falkirk.
15.3 Option 1: Status Quo In House Service Delivery
The current system provides a good service to the councils fleet users. This is demonstrated by the customer satisfaction survey and the performance information.
One area of improvement would be a reduction in overhead costs.
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15.4 Option 2: In House Service Delivery with Client/Contractor Merger
This would provide a similar working arrangements to option 1 but as outlined in the report would reduce overhead costs by £18,000 per annum.
15.5
Option 3: In House Service Delivery with Centralised Control
Again this is similar to option 2 but with the vehicles budget being held by a central fleet operation rather than the existing arrangement where the service users hold the purse strings.
The current arrangement gives the customer a say in service delivery that would not necessarily be prominent if the vehicles were held centrally. A form of centralised control is maintained at present through the Transport User Group which if it works effectively can resolve disputes between clients and Fleet Services for the overall advantage of the council.
15.6 Option 4: Full Service Externalisation Through Tenders
This option would see the transfer of the Council’s operations to a private contractor and would result in the transfer of the staff to the new employer under TUPE 2 regulations. This would mean that the new employer could not reduce the costs of the current staff however the central support costs would not be transferred in a similar way and the Council would have to redistribute these. This arrangement has been tested in a similar sized local authority where the inability to cut the central overhead burden has created some financial difficulties for the contract.
The arrangement also requires for a client/contractor split to monitor performance and as has been outlined earlier the cost of this to Clackmannanshire Council would be in the order of £18k per annum as identified in option 2. In addition there would be an additional £30k estimated cost associated with tendering which could be spreads over a typical 3 to 5 year contract period.
The fact that there is no depot in the area as mentioned earlier would add considerably to fleet users costs and downtime. Anecdotal evidence also suggests that there may not be sufficient private sector interest to ensure that best value is delivered.
There is a risk factor involved in tending any contract out to an external provider that may not have the councils objectives as a priority.
Externalising vehicle purchase would put an additional link in the supply chain with an additional requirement the external contractor to receive a margin from any vehicles purchased. For example a purchasing agent acting on behalf of the Council would have to take a profit margin from purchases. This has to be weighed against any benefit we may receive from the larger buying powers that such an organisation may have.
15.7 Option 5: Partial Service Externalisation through Tenders
It is envisaged that this arrangement would be similar to option 4 with the exception that the external contractor operated from the facilities at Kelliebank. This has merit in that it eliminates the travelling of to and from depots outside Clackmannanshire.
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However the Kellibank depot provides services to an integrated group of users and this presents a risk in the event that the external contactor wishes to change deliver arrangements. Interface issues and responsibility for building/equipment maintenance would be complicated.
All of the existing staff would transfer to the external contractor but the arrangement would require the Council to retain at least one management post to monitor performance.
15.8 Option 6: Public/Public Partnership (Joint Working)
Given the geographical issues relating to service delivery there are only four possible partners, these being Perth & Kinross, Fife, Falkirk, and Stirling. Joint working with the first three has been discounted on the grounds that the depots will be too far from
Clackmannanshire base of operations (Perth, Dunfermline & Bonnybridge). Given the different arrangements currently adopted by Stirling (Private external contractor) this option is not appropriate. There may however be future potential when the current
Stirling contact comes to an end.
15.9 Having assessed Options 1 to 6, Option 2 seems to provide the best combination of service quality and cost efficiency for the Council and will ensure that best value is delivered. At this stage no further assessment of these options has been undertaken given the conclusion reached earlier that APSE be asked to comment on the review and provide their assessment of the options.
16.0 EXECUTIVE SUMMARY
16.1 The Fleet Services reviewed in this report consist of a staff of 10 based at Kellibank in
Alloa.
16.2
They maintain 304 vehicles and items of plant within a budget of £1.3 million annually split as follows:-

Salaries, property costs and costs etc

Insurance & road fund licences etc

Wages, materials, fuel, tyres etc
£354k
£174k
£768k
16.3 The service consistently preformed well in the national APSE benchmarking network with top quartile scores for:-

Numbers of complaints about service quality.

Vehicles maintained per fitter.

Vehicle test passes.

Servicing of vehicle on time.
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Average maintenance cost for vehicles was again benchmarked as performing well above average but the overall performance was marred by a poorer average cost in relation to refuse vehicles. This will be taken up in the action plan.
High absence levels were identified but this was due to one long term illness which has now been resolved.
Poor Human resource management results have been recently addressed by introducing workshop “tool box talks”.
16.4 The service was highly rated in the customer survey carried out independently for this review and a gap analysis was used to identify areas for improvement. A summary of the results is shown below:-
Perceived quality of service
Perceived importance of service
Perceived service quality gap
Management
Drivers
83%
74%
85%
77%
2%
3%
Taxi Drivers 66% 86% 20%
Within this overall high standard the gap analysis identified areas for further improvement these were:-
Areas for Further Improvement Manager Survey Driver Survey

Vehicle suitability

Turnaround times

Standard of workmanship

Response to breakdowns

Pool vehicle availability

Value for Money

Satisfaction with service
X
X
X
X
X
X
X
X
X
X

Driver consultation X
The Transport User Group will be utilised to raise the issues highlighted by the customer satisfaction survey and will be tasked with implementing the action plan that arises out of the Best Value Review. For example, in relation to turnaround times the use of weekend working to service refuse vehicles may prove more cost effective that a temporary hire. This would be an easy option for the fleet service to cost and introduce if it proved to be a more cost effective alternative.
Fleet Services act as a regulator of taxi condition and it is perhaps not surprising that there is a significant gap in expectation. Despite this the mechanics were praised for their helpful attitude. A detailed study of the data identifies some areas where
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changes could be made to improve the quality of service delivery. This will be undertaken by introducing a taxi drivers forum.
Improving customer service is however important to any operation and the details of the survey require to studied to achieve further improvement.
16.5 The review concludes that the service is provided competitively and that alternative private sector and partnering arrangements introduced in other councils have been less successful. External assistance from APSE to provide an objective test of this assessment is desirable.
16.6 A reorganisation of the management of the unit is suggested with a view to reducing management costs by £18k, removing a tier from the management structure and improving job prospects and satisfaction for staff. The report also suggests changing the budget requirement to generate a surplus of £22k which could be returned to service users in reduced charges.
16.7 The service has integrated sustainability into the daily functions of the service and standardised the fleet on low sulphur diesel fuel. This has had significant advantages for business continuity in the event of fuel strike action. Although no current change is planned the emerging hydrogen cell and i-mogen hybrid technology should be monitored and demonstration vehicles evaluation as they become available.
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17.0 APPENDICES
1 Remit Report
2
3
Work & Service Plans
Structures
4
5
6
7
Combined Service Budgets
Statutory Performance Reports
Performance Network Data
Customer Questionnaire
8
9
Labour Cost Comparison
Spare Part Tendering Arrangements
10 Improvement Action Plan
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th
1.0 SUMMARY
A Best Value Review of Fleet Services is planned to start in Summer 2005.
This paper outlines the staff resources required and the areas for examination.
2.0 RECOMMENDATIONS
The review will follow the 16 week schedule outlined in the report “A Proposal for the
Future of Best Value Reviews” approved by Council on 31st March 2004.
The staff involved in the preparation of the report should be Terry Torrington, Alexa
Brown, Liz Shaw, Support Services Manager (D&ES), with nominee from Research and Information. These staff should be allocated at least one day per week from the start of July to the review work. That work will require to address the challenging points made in this report, provide evidence and suggest actions. An independent chair should be nominated from amongst the Heads of Service.
Consideration should be given to involving independent advisers to review the issue of cost comparison with the private sector. This would have budget implications but should bring a useful degree of challenge.
Preparation work has already started with the review group work and panel meeting dates should be set between August and November 2005.
3.0 BACKGROUND
Fleet Management is part of Development and Environmental Services. The main aspects of the service which are considered for inclusion in this review are:-

Fleet Management
Vehicle and Plant procurement and disposal
Vehicle Operator Licences
Taxi and Private Hire vehicle Plating
Accident Risk Management
Vehicle Licensing
Vehicle MOT appointment planning
Management of contracts for tyres, batteries, winter additives
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Fleet compliance with statutory requirements
Scheduled maintenance planning
Employee annual driving licence inspections
Customer support for replacement vehicle and plan specifications
Driver Training
General management and customer support

Vehicle Maintenance
Scheduled servicing and MOT preparation of vehicles
Scheduled servicing of plant and equipment
Unscheduled repairs of vehicles, plant and equipment
Taxi and Private Hire vehicle inspections
Accident damage repairs
Purchasing and Sotres
Health and Safety monitoring
COSHH assessment records
Risk assessment records
Statutory annual certification of lifting and pressure vessel equipment
Currently a total of 324 vehicles and plants are managed by the service with an estimated budget of £1.29m for 2005/06. A previous Best Value Review showed the service was offering good comparative value at that time and recommended an action plan which has been taken forward since. There have been line management changes over the period since that time.
The review should directly address and answer the questions
–

Do the council require this work to be done at all?

Do we need to do all the elements of this work? Are there other ways of addressing the needs of the customer?

Which elements of the work need to be done by council staff and which could be handled by other providers? How does the private sector package this work to obtain best value?
Stakeholders, including elected members’, views need to be considered and consultation would be handled through focused questionnaires as part of the consultation in the review. Stakeholders include

Internal customers

External customers (eg working dealings with Alloa Community Enterprise)

External suppliers

Joint working relations

Contracts/leasing suppliers
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Perceived or potential weaknesses to be addressed include

Current Contract Arrangements

Customer Service

Forward planning

Strategy and vision

Succession Planning

Vehicle Procurement

Private sector cost comparison
In terms of determining how efficient and effective service delivery is, challenge to the current in-house structure should be delivered through an option appraisal examination. If additional cost can be incurred external input is the suggested method to review this element of the work.
Best Value Review
– involving challenge and comparison as well as customer and process analysis is an established and proven process which provides the appropriate vehicle within which to provide evidence and reach conclusions as to how to move forward in the areas outlined over the next 5 years.
Within this rem it the review should be structured as outlined in the Council report “A
Proposal for the Future of Best Value Reviews” suitably updated. This would mean the initial information is presented in week 4, consultation carried out and reported in week
11 and the conclusions, evidence and action plan presented in week 16, broadly in line with future dates which can be scheduled to start in July or August.
4.0 CONCLUSIONS
A set of specific challenges and relationship issues outlined above exist for the fleet management function. These should be addressed in a Best Value Review within the parameters outlined.
______________________________
Director of Corporate Development
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WORK & SERVICE PLANS
Fleet Management Work Plan
NO ACTION
1 To ensure all vehicles comply with the Road Traffic Act and the Operator Licence legal requirements.
2 To programme and control vehicle and plant maintenance and repair schedules.
3 Programme and control the vehicle and plant replacement programme and provide professional advice to client users on vehicle and plant specifications.
4 Co-ordinate the Transport User Group in order to provide a continuous liaison link for
Service Users to identify and solve problem areas and inform users of changes in legal requirements and the Road Traffic Act to ensure the Council is compliant with current legislation.
5 To manage and administer the automatic fuelling system at Kelliebank.
6 To keep abreast of changes in vehicle technology and assess alternative fuelled vehicles for the benefit of the Council and the environment.
7 To maintain and manage the register of Local Authority Registered drivers, carry out an annual driving licence check of all registered drivers licences to ensure that the employees driving licence categories cover them for the size of vehicle they drive.
8 To control and programme taxi and private hire vehicle inspections and the issue of taxi/private hire licence plates for the Council and local community ensuring that taxi and private hire vehicles provide a safe form of travel in Clackmannanshire.
9 Monitor the motor vehicle risk management system, asses all incidents, provide assessments and facilitate driver training to promote safer driving skills.
Fleet Contracts Work Plan
NO ACTION
1 To ensure all vehicles and plant are maintained to a safe and legal standard required to
Roads Traffic Act and the Operator Licence requirements.
2 To ensure any unscheduled repairs are carried out timeously in order to ensure down time is minimised.
3 To prepare and present vehicles for class 4, class 5, class 7 and heavy goods vehicle
Ministry of Transport test inspections.
4 Provide a vehicle and plant parts store in order to give our service users an efficient parts service.
5 To carry out taxi and private hire vehicle inspections for the Council and local community ensuring that taxi and private hire vehicles are a safe form of travel in
Clackmannanshire.
6 To ensure all lifting equipment and pressure vessels are maintained and receive statutory annual certification.
7 Liaise with vehicle, plant and specialist lifting equipment suppliers for timeous warranty repairs.
8 Maintain a record of COSH assessments for products used.
9 Review procedures and carry out Health and Safety Risk Assessment.
Provide employee training on new vehicle and plant equipment introduced to the
Council Fleet.
WHO TIME
FC Manager Annual
FC Manager Weekly
FC Manager Monthly
FC Manager Quarter
FC Manager Daily
FC Manager Annual
FC Manager Annual
FC Manager Annual
FC Manager Annual
WHO
F Manager
F Manager
F Manager
F Manager
F Manager
F Manager
F Manager
F Manager
F Manager
F Manager
TIME
Daily
Daily
Daily
Daily
Daily
Annual
Daily
Daily
Annual
Annual
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STRUCTURES
Existing Structure
Proposed Structure
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COMBINED SERVICE BUDGETS
Fleet Services budget 2005/06
Overheads
Salaries
Superannuation Annual Charges
Central Support Allocation
Directorate Allocation
Departmental Admin Allocation
Facilities Management Recharge
Security
Fleet Unit Cost
Training
Payments for other council services roads, waste etc
Vehicle leasing costs
Other operational overheads
Total
107,480
4,830
13,000
16,760
78,050
33,210
13,050
33,730
1,300
3,540
10,040
38,740
353,730
Legal and Administrative Requirements
Vehicles - Licences (Road Tax)
Tax on Vehicles - MOT’s
Insurance vehicles
Insurance Other
Vehicle Maintenance
Wages
Materials
Vehicles - Petrol
Vehicles - Diesel
Tyres
External Contractors
Total Expenditure
39,080
7,200
126,250
1,720
174,250
166,980
214,910
12,500
270,200
52,730
51,000
768,320
1,296,300
Income
Taxi Plate
Internal
Other
Net Surplus
-7,880
-1,280,660
-29,690
-1,318,230
-21,930
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2002/03 2003/04
2004/05 2005/06
Budget
Contracts Budgeted Net Surplus
Client Budgeted Net Surplus
Total Fleet Budgeted Net Surplus
Actual
Contracts Actual Net Surplus
Client Actual Net Surplus
Total Fleet Actual Net Surplus
£0
£18,420
£18,420
£24,420
£45,050
£69,470
£7,000
£39,580
£46,580
£18,290
£79,980
£98,270
£7,000
£17,000
£24,000
£10,160
£23,920
£34,080
£10,000
£11,930
£21,930
£24,890
£24,040
£48,930
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The Performance Indicators are divided into a number of cat egories; “Vehicle
Availability”, “Hire Charges”, “Maintenance Cost” (with several sub-divisions) and
“Qualitative Performance”. The availability and financial indicators are divided into vehicle types, based on weight class. Selected indicators from these are highlighted in the report under the Best Practice Analysis, summarised below:-
Best Practice Analysis showing better than average performance
%
INDICATOR GROUP
RANKING
SCORE GROUP
AVERAGE
BETTER
THAN
1 0 0.37
AVERAGE
100% Number of complaints per 1,000 Workshop
Jobs
Vehicles Maintained per 2 184.66 107 73%
Fitter
As above, adjusted for vehicle age profile
1 208.66 110.94 88%
4 95.37% 88.65% 8%
GROUP
RANGE
0-2.3
53.74-
200.03
56.63-
208.66
% of Vehicles passing
DOE test first time
% of vehicles serviced within 7 days of schedule
1 100 96.78% 3%
73.68-
98.28
80.72-
100
Best Practice Analysis showing poorer than average performance
%
INDICATOR GROUP
RANKING
SCORE GROUP
AVERAGE
POORER
THAN
AVERAGE
8
£687 £597
13% Average Maintenance cost per Vehicle
(Weighted)*
9 50 67.5 26% Quality Assurance and
Consultation Process
Human Resources and
People Management
15 35 52.25 33%
GROUP
RANGE
£155-877
31-149
26-92
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PI PI Description
APSE PERFORMANCE NETWORK INFORMATION 2004/05
Bottom Top Clacks
Availability (weighted for condition)
11 Hours in workshop of refuse freighters
Direct Maintenance Cost (weighted for condition)
43
44
46
40
41
42
Car & car derived vans
Vans up to 3.5 tonne
Trucks & tippers under 3.5
Trucks & tippers under 7.5
Trucks & tippers under 18
Minibus
50 Refuse freighters
Qualitative Performance
66
67
68
No of vehicles maintained per fitter
Staff Absence (workshop employees)
75
No of days hire vehicle required to cover for vehicle in workshop
No of formal recorded complaints per 1000 jobs
77 Average maintenance cost per weighted vehicle
(Groups 1 to 13)
Cost per mile (maintenance only) in pence per mile
93
94
95
Car & car derived vans
Vans up to 3.5 tonne
Trucks & tippers under 3.5
96
97
Trucks & tippers under 7.5
Trucks & tippers under 18
99 Minibus
100 Refuse freighters
565
37p
24p
22p
74p
80p
63p
237p
116
£2,664 £680
£,2330
£2,677
£242
£629
£6,142 £1,086
£11,735 £2,203
£4,688 £760
£30,987 £2,901
56
15.47%
1941
2.3
£877
208
0.67%
0
0
£155
4p
11p
3p
9p
3p
1p
1p
184
£690
£664
£934
£1,068
£5,091
£1,318
£15,321
208
15.47%
3
0
£687
8p
8p
11p
13p
32p
8p
94p
Place of
14 in UK
4 th
1 st
14 th
4 th
1 st
8 th
7 th
5 th
9 th
2 nd
3 rd
3 rd
1 st
5 th
3 rd
9 th
7 th
7 th
5 th
3 rd
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100%
95%
90%
85%
80%
75%
70%
65%
60%
55%
50%
APPENDIX 7
Clackmannanshire Council – Fleet Services
Customer Questionnaire – Best Value 2005
Fleet Services Customer Service Questionaire
Management Analysis 2006
Peceived Quality of Service %
Perceived Importance of Service %
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35

Management Analysis Perceived Service Quality Gap %
Perceived Service
Quality Gap %
40%
30%
20%
10%
0%
-10%
-20%
-30%
-40%
-50%
Gen er al
S uit
C le a bil rep air ity
o an
V eh lines ic les
C le
&
m a f v int e na eh ic s of le s f
v eh ar
c u
ret ur n ed ic les or
the nc e stan
pu rp
U p
to da stomer da
in rd of os e
v
S ta nd
c on clean for
w eh
c on ic les
T trac hic ur na t ar ran dit ion
Gen te cus ar d of tome
w o rou n r c on h
the y a.
.
er
Wr d tim e al in for m rk m a ns hip trac itten
A
re ll items po rts at io n pr
S er ge m en ts t ar ran ge m en ts
re vic po e
on
w ov ided rted or k
S che du
S ta nd ho u rs ling of ar
v
T ur eh
ar e ca complet rried out
by
s er ed vic e na d of
w o ic les
Gen rou n rk m d a er al tim
Wr e in for m at ns hip itten
A ll
re po rts
on io n pr ov
w or rted ided
by
s rried out er vic e items
S er
R vic e
re po ho e spo u rs ns e
Inf or m at
to br k ca
ar e complet
Que e
S er rie ion pr s ar e vic ed o ak d ow vided e
C
d ea ns
/rep
on o con lth air m
s er s plain sult
C
w ith o a p ts m plain
ar tion rompt vic e cha e
E ffec
w ith ts
ar
de alt
us er
w ith pr ly
an rging d tiv en e e
R e lat ion
R e lat ss
of ion
R e lat ship w
de alt
w ith
T ran ompt s in pr oc
e ffec tiv ely ly sat ion ship w rk sho ship w p spo is ith
W ur e m en t rt
Wo or ks
U ser fac tor ily ith
A ho p s dmi
Gr
A vailab
M idas ith
S taf ou n p s c on
M f staf an a f ilit ve y of ge riv er
T rainin
po nien
D m en t ol tly
loc g
H o w
tr ainin
is
y ou veh at ic ed les
V eh ic les
P la nt
an
Lif g in g en r k no
fit er al w le dg
an d ad e of
C ou tings d tin g eq a
K ell nd ieb
load uipment
A cc an k s ing ur ac
A cc y/r ur ac eliab ite
(F leet
On t y/r ap tat ions nc il rec ruit m en t pr oc ed he
Inf or m
job per eliab
S ilit y er of
R vic es
S
) is k
A ss at at is fac ion pr
V alue ilit y of
C son al
OS
H o vided saf et y tion w
fo r m on ey ith
s er vic es sm en
H
as ses ts
on
s er vic e e cha sm en ts rging
...
D:\726978145.doc
By Peter Burns and Gordon Stewart
17/04/2020
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36

Fleet Services, Results Of Customer Satisfaction Survey For Drivers 2006
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Peceived Quality of Service
Perceived Importance of Service
Vehicles Scheduled Servicing
& MOT Preparation
D:\726978145.doc
By Peter Burns and Gordon Stewart
17/04/2020
Unscheduled Servicing
& MOT Preparation
Communication
- 37 -
Accessibility
Health & Safety
General
37

D:\726978145.doc
By Peter Burns and Gordon Stewart
17/04/2020
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38

Drivers Perceived Service Quality Gap
Service Gap %
30%
20%
10%
0%
-10%
-20%
-30%
V eh
F it icle S
F
V eh o r
P ur ta nd a rd
V eh icle Cl p ose ea
W or icle Cl
T k
S ea nline u ta nd nline ar d ss rn
C ar o ust un ss f
W ritt o me ro d m
T e n r In im e
W
A ll It for
R ep m
S er em or
S vice che s Re ts at ion
H o po rte
W or d uling ur s d
A
T k
S u rn ta
Of V nd re
C om ar
C ust o un ar d o eh icles
W ritt me d
T e n r In im e
A ll It em
S er
R vice esp
R ep for m or s Re ts at ion po
H o
E o nse ur s ffici rte d
A re
D rive e nt
T o
S e
B re
C om r
C om
C o rvice
C nsu a kdo lta
Resp tion w om ns/
T ran
R p la ints p la ints spo ela or
..
.
ple te d ple te d on tio a re
de a re
de se
R e p.
..
alt w
R ela alt ith
R ela tio nsh s
Gro w p ro tio
W or nsh
A ksh vail ip w ith
W ip w ith
A ith m u p sa pt ly
E fficien tisf..
.
op op ty o or ksh d min
st
sta af f cy
Mid a bili ip w s C ith
M
D rive a s T o nve f
P
V eh rain r
T ing ra in
P la icle F ing nie o ol Vehicles a na g em n tly ff e nt
Lo ca te d
Lift nt
& itting
E
In
G en in g
F qu s & ip
& le et
L me oa
R elian
R elian
On
S er d in vi ce g e ra l
A d ap nt tat ion s ce
o ce
o f C s Depo
T h
S at
V alu isfact o f R shh isk a t e
a
Jo b
P sse io er ssm e
F n w o r ith
Mo
S e ne y rvice en ts l S a en ts fe ty
D:\726978145.doc
By Peter Burns and Gordon Stewart
17/04/2020
- 39 -
39

Mechanics
Councillors, Management,
Customers, Council Drivers
General
Fleet Management
Would like training on newer vehicles. Sometimes it feels like technology is moving on and
Clackmannanshire council mechanics are standing still. The training would enhance time taken to work on these new vehicles thus saving money and time and repeat repairs.
Customers should be informed if they have an agreement to maintain/repair new vehicles. The time and availability for repairs then is with the manufacturer/dealer and have no bearing on Clacks Council mechanics.
Many of the new vehicles require sophisticated software to analyze and the repair. It would be too expensive to purchase for all makes and types but a uniform approach in procuring may be the cost effective way forward.
Scheduling on the main is very good, cut it could be more divers. For example, larger vehicles could be separated within the schedules, leaving more room in the workshops and less opportunity for these vehicles to be off the road.
Would like to highlight the good working relationship and good communications with line manager
(Donny).
Would like to highlight that the line manager is excellent at accessing and purchasing specialist tools
(within affordable reason).
Would like to highlight that mechanics are held responsible for the preparation of large vehicles to go to
MOT in Livingston. If the vehicles do not pass this has implications of inspection of the council.
Holiday periods can be difficult. Scheduling should reflect the times where a full compliment of staff will be inevitable.
 Satisfactory- a bit more notice would be useful.
 Current systems in place work well.
 All okay at property contract unit.
 The need for this to be transparent to customers, and customer focused.
Vehicle and Plant Procurement and
Disposal
Accident Risk Management  Quarterly details on Accident Statistics would be helpful.
 Disposal cameras in vehicles to record any accident could help the council reduce liability claims.
Vehicle MOT Appointment Planning  Notice for vehicle servicing and MOT could be improved- an electronic system giving a couple of weeks notice would be better than the current system.
 Free of charge Courtesy vehicle.
 Timescales and no replacement vehicles.
D:\726978145.doc
By Peter Burns and Gordon Stewart
17/04/2020
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40

Management of Contracts for Tyres,
Batteries, Winter Additives
Fleet Compliance with Statutory
Requirements
 Bigger vehicles take far too long for this. Why? And no replacement vehicles.
 The auditing of the tyre contract could be improved to ensure contractor compliance
 Very good response.
 Are winter additives given at servicing?- I am not aware that vehicles are called-in for this.
 Poor quality tyre purchases.
 To continue to offer good “comparative” advice on regulations and solutions to meeting work needs and legislation.
Scheduled Maintenance Planning  Could be planned better an reporting systems improved.
 Breakdown in communication.
 Courtesy vehicles should be more readily available.
 Car away far too long sometimes days. Need better planning but car under warranty. More controls over contractor.
 I would prefer tractors etc. to be services on a usage i.e. number of hours used rather than time intervals.
Employee Annual Driving
Licence Inspections
 Perhaps we could investigate if the inspection could be done electronically through the DVLA. That way we would not need annual photocopies of licences.
 Does this require an annual inspection? Always causes problems, acquiring licences from some employees.
 This is cumbersome.
Driver Training  Used to receive MIDAS training- but now have top source this out with Council .
 Perhaps to consider seminars on items such as “OK” for driver information and interest with regards to improving vehicle care V12 where does this come from? What happens when it decays? How does it react with metals? What additives (do) we use etc. etc. , as general information and to hold driver
 focus.
New starts should all have some type of driver training… too many assumptions made..
 MIDAS training used to be done by Fleet Services. It would be handy if this was reintroduced.
 MIDAS training should be back with Fleet Services.
 Instruction on new types of vehicles.
General Management and
Customer Support
Vehicle maintenance


Courtesy vehicle rather than a hire charge for use of a vehicle when in transports care.
Ludgate House: feel that they have no direct representation on the Transport Users Group.
Scheduled Servicing and MOT
Preparation of Vehicles
 Lacks urgency where key vehicles are involved
 Less downtime the better
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- 41 -

Unscheduled Repairs of Vehicles,
Plant and Equipment
 No replacement vehicles.
 Things not working when put in for servicing and still don’t work when they come out.
 Good service. Only one comment. Can services be given a longer lead in time, sometimes we are told at short notice.
 Seems to take longer than it should.
 Requires improved reporting systems.
 Very good response to call outs for emergency repairs of eg0 tractor and dumper in Cemeteries
 Requests not always actioned first time.. repeat visits.
 Direct service feel that they are not getting the same response to breakdowns as Roads etc.
Accident Damage Repairs  Small repair not actioned when requested.. required two visits.
Purchasing and Stores  More transparency on system and what is available, particularly to know materials have been procured cost effectively
.
Health and Safety Monitoring  Recent appointment of Health and Safety will help.
 Communication very poor from Fleet Services with regard to legislation.
 Frontline vehicles need assessed by a Health and Safety monitor prior to purchase as vehicles at times are not fit for the purpose.
 Health and safety issue: only one of the vans has a ventilation system. Summer is particularly bad due to the fumes from paints, etc. No one asks us they just assume all is okay.
 Navigation systems do not work further a field. Personal safety issue.
Statutory Annual Certification of lifting and Pressure Vessel
Equipment
Customer Contract
Arrangements
 Hoists do not work. We just make do lifting and loading.. H&S issue.
 It would be good to have a note of who does what… and the main points of contact
 Copies of any contracts would be useful.
 What are they?
Customer Service 
Customer service very poor when phoning for query
Vehicle Procurement  More notice would be helpful
 This was carried out with a high degree of professionalism (specialised vehicle purchased this year).
 Need more contact/consultation with the drivers when procuring new vehicles.
 Vehicles to not have proper fitments eg) pipe racks.
Vehicle Time Off Road and 
Always an area to look at. Downtime should always be kept to a minimum.
D:\726978145.doc
By Peter Burns and Gordon Stewart
17/04/2020
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- 42 -

Repairs 
Customers need to know what will happen in such circumstances.
Improvement  The main issue is the lack of urgency associated with repairs
 Transport management cost in total seem high, particularly when operating new leased vehicles.
 Council car should have sat nav . The care constantly is taken to new places. Also, comfort of VIPs,
 maybe DVD player etc. this is all about specification when procuring.
Provide a courtesy vehicle to allow service continuity, presently, we are charged a daily hire rate for a
 replacement vehicle.
I would want to see the usual 4 C’s being addressed in the review, perhaps some benchmarking
 against private companies providing Fleet Management services.
Could vehicles have helpline/call centre telephone number displayed?
 I welcome the numbering of vehicles
 Do the public know enough about the Council’s procurement activity?
 Constituents sometimes raise the issue of a large number of council vehicles on site with only one individual arriving in the vehicles.
 Radio control/tracking. Is the system efficient to meet 24 hr emergency service?
43 D:\726978145.doc
By Peter Burns and Gordon Stewart
17/04/2020
- 43 -

Peceived Quality of Service % Perceived Importance of Service %
120%
100%
80%
60%
40%
20%
0%
S ta nd ar d
of
w or
Tur na rou km an ship nd
tim e
C le ar
c u stomer
Inf o on
up
s er v.s
td s
to da
S at is fac tion
S at is fac tion
Gen e ral te tax i r ules
w ith spe ed
&
reg s
w ith ho w
Fleet
of
p roc es sing of ser vic inf o
p rov
Inf o on
v e hic ided
Que ries le fit m en
s u.
..
es
by
de
s al er w vic
...
e
C omplaint
w ith the
...
C
ar ts
to e de alt s ar e de co m ply
w ith ef fic ientl y alt omplaint
R elati
R elati
R elati
Inf or s ar e de
w ith pr ompt alt ly o ns h ip
w ith w
w ith sat is fa ctor ily o ns h or ks ho o ip
w ith
A dmi ns h p
S ta ff n sta ff ip
w ith
M a m at na ion pr ge ov m en
Inf or t ide m at d on ion pr
c ha ov
A w ar ide rging d en es on
for
ins
c s of
the
S at is fac tion ha pe
...
rging
inde pe nd
for
H ac k.
..
S at is
w ith th e fac en t as ses tion cur ren t nu sor
de
...
S er vic e ho
w ith in cor po ur s ra tion m be r o f ins
...
Wo rk sho p
of
M
OT w ith.
..
S che s c on ven du ientl ling y loc
S at of
v eh ic at ed is
V alue fac tion les
w ith ser vic e
for
m on ey
D:\726978145.doc
By Peter Burns and Gordon Stewart
17/04/2020
45
- 45 -

Taxi Drivers Perceived Service Quality Gap %
Perceived Service Quality Gap %
40%
30%
20%
10%
0%
-10%
-20%
-30%
-40%
-50%
-60%
S ta nd ar
T ur na d of
w o rk m a rou n d tim e
C le ar
c u ns hip stomer
Inf o on
up
s er v.
stds
to d at e
S at is fac tion
S at is fac tion tax i r ules
w ith
s pe ed
&
reg
w ith
of
pr o ces s
Gen er
ho w al in fo pr
Inf o on
v eh ov id ed
F leet
Que sing of ser
s ub st itut
by
s er vic es
d ea vic l w ith e e/ gr an op er ic le fit m en rie s ar e
d ea ts
to m plain lt w ith comply
ef fic ts
ar e
de ie nt ly t..
.
at or s..
C o
.
C o m plain alt
w ith pr
R e lat ion
R e lat ion
R
w ith th e
C ou nc il' s lic ts
ar e
de ly ship w ompt alt
w ith sat is ith w or ship w fac tor ily ks h op
S ith
A dmi taf f n staf f ith
M an a e
...
e lat ion ship w
Inf or m at ion pr
Inf or ge o m en m at ion pr vided
on
c ha
A o w ar en vided rging
S at is es s of
th e
on
c ha rging fac tion in de pe t
fo r ins pe ction,
S at is fac tion
w
S er vic e ith
inc ho u rs
Wo
fo r H ac
w ith nd
the
c ur en t a ss es sor ren t n umber or p or at
of
ins ion of
M
OT w rk sho p s c
S che on ven du ling of
M
OTs kne
..
.
y/pr iv at e hir
d ea ling
...
w pe ctions ith fa ile d
M
OTs
pe r y ith
ins ea r ientl y loc
S at is fac tion
v eh ic les
V alue
w ith
s er vic
fo r m on ey e pe ct ion at ed
47 D:\726978145.doc
By Peter Burns and Gordon Stewart
17/04/2020
- 47 -

Taxi Drivers
Service provided
 Taxi rules and regulations are not being followed up nor checked by council. It would be helpful if someone monitored these. E.g. Rules state “that no advertising on taxis”- Why are these cars being plated? Surely this must warrant a failure when tested by Fleet Services.
Communication  Complaints made to council regarding un-plated, illegal cares are ignored (e.g.) one such car was a council employee working at Kelliebank- reply from council was “nothing we can do, he can advertise what he wants on his car”
MOTs, inspections and plating
 Reduce test fee, supply own MOT
 Do away with 3 yearly tests
 Would rather we did own MOTs and the cost reduced from the test as we would no longer pay the council for this service. Would prefer 2 tests per year instead of 3 and abolish the age restriction.
 If car fails inspection for minor points- why must the plate be removed? Why can't the plate be removed only for major critical defects?
Accessibility  One pay per week is enough for the amount of plates issues. How many cars do they do on a Tuesday? Approx.
120 plates potentially being tested 3 times per year= 9 cars every Tuesday. What is the saturation point? If an MOT takes 1 hour then it can’t be done.
General  Think we are being overcharged for this service. Inflation is being added each year but we don’t know the cost per test. £48.50 x 9 (per day)= £436.50 every Tuesday. Or 120 test 3 times per year at £48.50 = £24,735. If this a true price or is a profit being made.
Improvement  Would welcome a quicker turn around time for the return of the vehicle.
 Would prefer the plate to be left on for minor defects so we can still trade. (e.g.) cracked number. plate, bulbs, washers, wipers etc. with a weeks grace to sort the faults.
 Don’t see why we have to pay for our top lights and advertise the council. This goes against their own rules against advertising. Why can’t we display our own company signs? We don’t work for the Council!
D:\726978145.doc
By Peter Burns and Gordon Stewart
17/04/2020
48
- 48 -

Council or External Contractor
West Lothian
Perth & Kinross
Clackmannanshire Council
East Lothian
Fife Council
Mid Lothian
Falkirk Council
Dennis Eagle Ltd Falkirk
A.M. Phillips Broxburn
Volvo Bus & Truck Broxburn
Stirling Council (ABRO Externalised Contract)
D:\726978145.doc
By Peter Burns and Gordon Stewart
17/04/2020
- 49 -
Charge Out Hourly Rates
£18.00
(overheads not included)
£21.00
£23.57
£25.00
£28.22
£28.74
£28.80
£40.00
£43.20
£44.00
NO DATA PROVIDED
49

The current suppliers are listed below together with the type of product and method of procurement
Vehicle Fuels:
Tyres
Vehicle Lubricants
Vehicle Batteries
Current supplier is Petroplus Refinery.
The contract is arranged through The
Buying Agency.
Current supplier is Value Tyres, Stirling.
Competitive tender.
Contract start date: 1 st Feb 2004
Contract end date: 31 st Jan 2006
Current suppliers is Ferguson &
Menzies Ltd, Glasgow.
Arranged in partnership with Falkirk
Council.
Contract start date:
Contract end date:
1 st Dec 2004
30 th Nov 2007
Current supplier is Dingbro Ltd,
Aberdeen.
Arranged in partnership with Falkirk
Council.
Contract start date:
Contract end date:
1 st Feb 2005
31 st Jan 2007
Winter additives
Vehicle
Windscreens
Motor Vehicle &
Plant Spare Parts
Current supplier is Dingbro Ltd,
Aberdeen.
Arranged in partnership with Falkirk
Council.
Contract start date:
Contract end date:
1 st Feb 2005
31 st Jan 2007
Our current supplier is RAC Auto
Windscreens, Chesterfield.
Arranged in partnership with Falkirk
Council.
Contract start date:
Contract end date:
1 st April 2005
31 st Mar 2007
Current supplier is Bridge Motor
Factors, Alloa.
Competitive tender.
Contract start date:
Contract end date:
1 st June 2005
31 st May 2007
In February 2005 Fleet Contracts went out to tender for Motor Vehicle & Plant Spare Parts. The advert for the tender was placed in the European Journal on the 22 nd February 2005. Enquiries were received from a number of companies in the UK and tender documents sent to the companies who indicated an interest, out of which 9 companies returned the tender documents by the closing date of 3 rd May 2005.
D:\726978145.doc
By Peter Burns and Gordon Stewart
17/04/2020
50
- 50 -

The selection process was assisted by our Procurement Manager who provided a matrix selection system based on price, quality of products, service level, diversity of product range, retrospective rebates and added value proposals.
The outcome of the tendering process re-selected our current supplier.
D:\726978145.doc
By Peter Burns and Gordon Stewart
17/04/2020
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51

No Para Ref Action Description
1.
2.
3.
4.
7.5
7.5
7.5 5.
6. 7.10
7. 10.2,10.3
& 10.4
8. 10.5
9. 11.6
Review costs of servicing refuse freighters to reduce to £8,000pa
Reduce staff absence to 1%
Introduce Regular workshop briefings
Improve vehicle availability rates by 1% annually over 3 years.
Review the service users group format and effectiveness and address specific issues for particular client groups.
Introduce Taxi Drivers Forum
Continue to seek work from external sources and re-apply for Ford warranty accreditation.
10.
6.3
11.5
11.7
Review management structure to reduce cost by £18k
Review arrangements requirements to generate a surplus with a view to reducing charges by £22k
Review vehicle procurement procedures and prepare new tender.
11. 11.8,15.4
& 15.9
12.
13.
13.2
14.5
Engage APSE to undertake independent review of BV findings with a specific view to recommending any action on alternative delivery arrangements.
Monitor progress with emerging hydrogen cell and i-mogen hybrid technology and evaluate demonstration vehicles as they become available.
Review potential for joint working with Stirling when contract arrangements are reviewed
D:\726978145.doc
By Peter Burns and Gordon Stewart
17/04/2020
- 52 -
Responsible Officer Completed by
Date
Head of Property
Services
Sept 06
March 07 Head of Property
Services & Head of
Finance + BWG
Fleet Manager
Fleet Manager
Fleet Manager
Fleet Manager
March 07
Aug 06
Aug 06
March 07 to 09
March 07 Fleet Manager & R & I
Officer
Fleet Manager
Head of Property
Services & Fleet
Manager
March 07
Sept 07
Fleet Manager &
Procurement Manager
Head of Property
Services
March 07
March 07
Fleet Manager
Head of Property
Services
As required
Sept 08
52