Appendix 2 - Essex County Fire & Rescue Service

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






Essex County Fire and
Rescue Service

Vehicle and Equipment Asset
Management Strategy
2010 – 2013







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


Essex County Fire & Rescue Service


Vehicle and Equipment Asset Management Strategy and Action Plan
________________________________________________________________

The attached Strategy:

- This Vehicle and Equipment Asset Management Strategy and Action Plan followed
a recent Best Value Review to establish best practice principles, while drawing
together key vehicle related policy into a coherent structure for the first time.

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

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

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

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

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

- This Strategy and Policy document continues to commit to maintaining the ISO9001
accreditation, and will encourage wider accreditation within Equipment and Stores.

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

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

- The Environment is an inclusion to reflect international awareness which places
vehicle usage under the spotlight.

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

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

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

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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
Page 2

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

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

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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
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2.36 Industry Liaison
2.37 Vehicle Fleet Maintenance Procedures
2.38 Support Fleet Servicing and Maintenance
2.39 Performance
2.40 Environmental Performance
2.41 Achieving Value for Money
2.42 Equality and Diversity
2.43 General Guidance at Station and Department Levels
2.44 Guidance on Maintenance Routines at Station or Department Level
2.45 Retained Duty Stations
2.46 Cleaning of Appliances, Vehicles and Equipment
2.47 Appliance Servicing on Station by Workshops Staff
2.48 Cars and Ancillary Vehicle Servicing
2.49 Scheduling of Annual Vehicle Servicing in Service Workshops
2.50 Refurbishments /Overhauls in Service Workshops
2.51 Refurbishment /Overhaul and Inspection Programme – Operational Fleet
and Equipment
2.52 Inspections and Tests
2.53 Major Service Programme

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

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

5 FUEL

6 THE ENVIRONMENT

7 COLLABORATION

8 RESOURCE MANAGEMENT
8.1 Systems – Computer and ISO 9001:2008

9 MANAGEMENT OF THE VEHICLE AND EQUIPMENT ASSET STRATEGY


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

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


Appendices

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



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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
Page 5
1 INTRODUCTION
The purpose of this Vehicle and Equipment Asset Management Strategy 2010–2012
is to outline how we intend to ensure our Vehicle and Equipment Assets are
procured, renewed and replaced to meet current and future operational needs, user
requirements and the needs of the communities we serve and that our capability and
effectiveness is aligned to our risk reduction activities, which is encompassed within
our Integrated Risk Management Plan.

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

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

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

The Authority structures it’s operational and community safety resources around
seven Community Commands. Each has a dedicated headquarters which houses
community and administrative staff. In addition to the Community Commands the
Authority currently has an Administrative Headquarters in Kelvedon Park, where
central departments are located. There are a number of other centres around the
county that contribute to the running of the organisation such as training centres at
Wethersfield, Witham and Orsett. In addition there is a vehicle and equipment
workshop at Lexden which maintains the operational equipment and fleet of fire
appliances, specials and other vehicles.

There are 52 fire stations across Essex, Southend and Thurrock, of which 18 are
wholetime and 34 retained. There is a workforce establishment of c1,800 staff made
up of fire fighters, support staff and control staff. Each Area Command is
responsible for a number of Districts which are, in turn, responsible for a number of
Fire Stations.

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

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

 The workplace of staff;
 The front line of the organisation;
 Delivers all operational service delivery; and

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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
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 Is used to manage sophisticated pieces of equipment.

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

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

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

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

 Community growth – Housing, industry and transport infrastructure.
 Population movement – Existing housing, industry and transport moving towards
prosperous areas, for more space or for work.
 Evolving statutory requirements:
o Changes in legislation requiring Fire and Rescue Services to provide fire
safety education and attend different (more types of) incidents.
o Changes in Health and Safety legislation.
o Changes in age discrimination as well as equality and diversity legislation,
which will undoubtedly mean that the Service will, in the future, employ a more
diverse range of staff who may have different needs.
 Ever increasing customer expectations – choice of ways of accessing services
and the provision of access to sites.
 Changes in service delivery methods – changes in appliance design, equipment
design and service delivery techniques.

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

 Central Government funding support declining in real terms.
 Ability to generate income may not continue or increase.
 Affordable borrowing becoming more difficult.

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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
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 The environment in which the Service operates is changing more and more
quickly, requiring change in resource provision more often; including the location
and design of buildings.
 Increasing maintenance, land and construction costs, including statutory
requirements e.g. Disability Discrimination Act, Water Hygiene Regulations,
Electricity at Work and asbestos management.
1.2 Organisational Aims and Objectives
It is the statutory duty of ECFRS to provide the people of Essex with an effective fire
and rescue service that is mobilised efficiently to emergencies, keeping people safe
from fires and other dangers. The combined aim of Fleet Engineering Services,
Technical Department, and Stores is to provide a fit for purpose, safe, reliable and
cost effective vehicles/equipment, enabling ECFRS to deliver an optimum fire and
rescue service. This Strategy seeks to provide an overarching reference which
entwines key vehicle-related policy strands into a coherent structure and resultant
objectives. Activities and actions which arise in pursuance of these objectives are
monitored through performance in line with the SLA and through continuing review
this strategy
1.3 Strategic Context
ECFRS’s engineering, stores and technical equipment workshop staff make a
valuable contribution to the objectives of the organisation by ensuring all of the
vehicles and equipment are maintained to appropriate standards and are kept in an
efficient and effective operational condition.

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

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

 To maintain cost-effective and timely processes for repair and maintenance,
commissioning, decommissioning and disposal of the vehicle fleet
 To identify and meet the transport and equipment needs of Essex County Fire &
Rescue Service, for operational and support functions
 To maintain an efficient and effective vehicle fleet, ensuring vehicles and
equipment are replaced by following optimum replacement cycles, in line with
the Vehicle and Equipment Asset Management Strategy.
 To review developments and opportunities in fuel and technologies and carry
them through to the vehicle replacement policy and procurement strategy in
conjunction with the Vehicle User and Fleet Management Groups
 To protect and enhance the environment, supporting the concept through the
Service’s Environmental Policy
 To continue to develop and communicate Service Level Agreements in
association with the Vehicle Fleet Management and Vehicle User Groups
 To extend opportunities for collaboration between Services in the Region and
nationally

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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
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 To maximise output from the most cost effective solutions

The strategy identifies 9 key objectives either current or under review and these
have been broken down into key activities forming the action plan at the end of this
strategy document.
1.4 ECFRS Policy
The principal aim of Essex County Fire and Rescue Service is:

‘To protect and save lives, property and the environment’

Our Corporate strategy has been communicated as part of our cultural change
programme. We developed our; ‘strategy on a page’ which translates the vision into
a mix of inward and outward looking priorities. The four priorities that underpin the
vision are;

 Meeting Community Needs
 Managing Resources Effectively
 Improving the Way we Work and
 Developing our People and Culture.

These priorities reflect the requirements of the National Framework for Fire and
Rescue Authorities (2006) as well as the efficiency agenda from the Department of
Communities and Local Government. The Service will achieve this vision by
meeting the following strategic aims:

 Make communities safer
 Deal with emergencies speedily and effectively
 Support older people in the community
 Reduce health inequalities
 Help children and young people realise their potential
 Find resources to do more
 Use resources on what matters
 Reduce our impact on the environment
 Be good at marketing, selling and communicating
 Develop a workforce that understands the needs of the community
 Make ECFRS a better, safer place to work
 Develop our workforce.

The role and function of the Fleet Services Department within the Support Services
function is to provide the link between the strategic objectives previously identified
through to the way in which our vehicle and equipment portfolio is directed. The
purpose of the Vehicle and Equipment Asset Management Plan is to deliver the
policy objective set out by Essex Fire Authority which is presented as follows;

‘The principal aim of Essex Fire Authority is to ‘Save and protect lives, property and
the environment’. The Essex Fire Authority is committed to ensuring that the vehicle
and equipment portfolio is appropriate and fit for purpose’

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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
Page 9


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

 A structured fleet renewal and replacement programme covering at least ten
years.
 General plans for the vehicle fleet.
 Procedures for procuring vehicles linked to our Integrated Risk Management
Plan (IRMP) where vehicle and fleet requirements are concerned.
 Procedures for operating the vehicle fleet linked to national, legal and best
practice standards so that the fleet may be operated and maintained safely and
effectively.
 An environmental statement which lays out information about how we intend to
protect the environment, monitor and manage vehicle use.
 Procedures for managing vehicle fleet performance to ensure:
o Increased customer and stakeholder involvement.
o Improved use of resources.
o Ensuring the effective use of capital and that value for money is achieved.
o Compliance with statutory regulations.
o Improved corporate management.

This document will ensure that the Service’s vehicles are suitable and
sufficient to meet our statutory obligations, IRMP requirements and
operational and corporate business requirements.
1.5 Environmental Policy
The delivery and contribution of ECFRS Fleet and Equipment Asset Strategy will
reflect corporate environmental policy. In particular emphasis will be focussed upon:

 Compliance with legal obligations under the current Health, Safety and Welfare
Act and the Environmental Protection Act, together with all other applicable
statutory provisions and relevant codes of practice.
 Promotion of health, safety and environmental awareness throughout the
organisation of the vehicle fleet management plans.
 Minimising the impact on the environment from vehicle emissions, with
adequate facilities appropriate to the nature of the business activities.
 The undertaking of environmental impact studies as part of any enlargement of
existing fleet.
1.6 Organisation

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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
Page 10
Responsibility for delivering the aims of this Strategy and for effective overall
arrangements rests with Director Assets Resources and Administration who is
responsible for agreeing strategy with the Strategic Management Board and
reviewing performance against it.
1.7 Organisational Structure
 Fleet and Technical Services are provided to all fire stations and departments.
The Engineering and Workshop function is presently located at Lexden. The
organisation is led by the Engineering Manager, who is responsible to the
Deputy CFO Director of Support Services. See Appendix 1 which shows the
current organisational structure.

 Technical Services are based in Kelvedon Park, and Stores are based in
Brentwood with a satellite function operating from Lexden.
1.8 Fleet Services Team
 Responsible for agreeing policies which deliver the Strategy and operationalise
it.
 Responsible for agreeing activity plans and targets to implement this Strategy
and underpinning policies.
 Accountability for delivering implementation plans into use and reporting
performance.
 Responsible for the safe and effective provision, operation, maintenance and
renewal of the fleet and meeting legal requirements.
 Ensuring that agreed policies are implemented and followed.
 Manage performance and seek continuous improvements in fleet operation,
procurement and management.
1.9 Technical Services Team
 The Technical Services Department is the organisational focus for advice and
best practice for all equipment research and development activity.
 EFA (Trading) Ltd are responsible for the trade in, reuse and disposal of
equipment and meeting the requirements of all current legislation and guidance.
1.10 Transport Team
 Responsible for maintaining the statutory elements of road vehicle use. This
includes Insurance, Vehicle excise duty etc.
 Control and maintenance of the officer’s lease car scheme
 Maintaining sufficient fuel supplies and monitoring and record keeping fuel
related stats.
 Control and monitoring of pool vehicles and crew buses.
1.11 Procurement Department

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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
Page 11
 The Procurement and Purchasing Department are responsible for co-ordinating
all procurement activities in assistance of the fleet Services department for the
vehicles and equipment assets.

1.12 General Responsibilities
1.12.1 Fleet Services Team
 Maintain vehicles and equipment to support continued efficient operation by
managing road worthiness, the asset register, vehicle histories, vehicle
specifications, vehicle procurement and disposal.
 Keep the Vehicle and Equipment Asset Management Strategy and Action Plan
up to date to reflect developments and targets associated with emissions.
Establish targets for reducing impact on the environment and monitor
performance.
 Reduce lubricant and other fluids’ volumes used to the lowest levels practicable
and use products that have the lowest impact on the environment.
 Ensure that vehicles are procured to the highest practical environmental
standard available.
 Examine all noise-producing elements of the vehicle with a view to reducing
levels.
 Support staff, either in groups or as individuals, who undertake activities
concerned with the use of vehicles to reduce their impact on the environment
when using them.
 Canvass ideas from the workforce on reducing emissions, conserving energy
and other resources regarding vehicle provision and use.
 Sponsor local efforts to provide a cleaner fleet and act as the champion for
vehicle related environmental issues.
 Develop and monitor key reporting figures and KPIs.
1.12.2 Training Department
 Instruct drivers on driving behaviour, through adequate training and retraining,
to ensure safety and consideration for other road users and environmental
issues.
1.12.3 Drivers and Managers
 Carry out local daily, weekly and scheduled inspections and testing as
described by the Fleet Services Manager.
 Operate vehicles to optimise vehicle mileage and use of fuel.
 Support local efforts to reduce emissions through local action.
 Record mileage to support the collation of fuel use for central analysis.

2 THE STRATEGY – MEETING OPERATIONAL DEMAND
2.1 Service Provision
The purpose of the Fleet Services, Transport, Stores and Technical Services
function is the supply and maintenance all vehicle and equipment to meet end user

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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
Page 12
and stakeholder needs, through a cohesive strategy which interlinks with the ECFRS
corporate strategy
. (2 and 3 pending Business Case outcome).


Objective 1 - To maintain cost-effective and timely processes for provision, repair,
maintenance, commissioning, decommissioning and disposal of the vehicle fleet.
Objective 2 - To review the integration of the Fleet, Transport, SHQ Stores and
Technical Services into one Engineering Service centre of excellence.

Objective 3 - Following the business case outcome on property and IT
implementation conduct an organisation review of the four departments to ensure
appropriate resources and skills are available.
2.2 Key Customer Services

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

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

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

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

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

Maintaining full and detailed records of each vehicle’s history

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

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

Provide meaningful management information to enable a smart procurement
process.

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

Accident reporting that highlights trends by station and operator.

Procuring and disposing of vehicles and equipment in a timely and cost effective
manner using national collaborative contracts where possible.
2.3 Service Level Agreements

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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
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A comprehensive service level agreement was developed during 2008/9 to formalise
processes, and provides a framework for the service to manage both vehicles and
levels of services regarding asset performance.

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

The Service Level Agreement provides key performance indicators to enable
statutory and industry standards to be measured in particular productivity versus
cost.
2.4 Alternative Forms of Service Provision
Fleet Management are responsible for ensuring best value of the vehicle
maintenance and repair activities. To this end, benchmarking data continues to be
developed to maintain cost efficiency and effective overall service. This includes
comparison with other Fire & Rescue Services, external agencies and suppliers.

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

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

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

 Fleet management (sales).
 Workshop Service.
 Investigation of regional procurement on one chassis to improve warranty
service, parts availability and a standard approach to maintenance thus
improving downtime whilst increasing regional operational resilience.
 Potential long term approach to standardisation of a regional fleet management
system.
2.5 Planning
The Government requires that every Fire Authority produce an IRMP together with
an action plan. The plan identifies and quantifies the risks in the county, and also
determines how the Authority will set about reducing those risks. Specifically the
IRMP aims to address:

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

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 Reducing the severity of injuries in fires, road traffic accidents and other
emergency incidents.
 Reducing the commercial, economic and social impact of fires and other
emergency incidents.
 Safeguarding the environment and heritage (both built and natural).
 Providing value for money.
 Increase the opportunity to offer core services such as Engineering Support to
neighbouring Agencies and Partners, under the Local Government Act 2004 thus
reducing overheads.
 Reducing the actual cost to perform the services.

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




























Assessment of the risk in Essex
(IRMP process)
Evaluation of current and past operational
effectiveness – how is the vehicle fleet
performing?

Are vehicles of the correct type and specification
and in the correct location?
Chan
g
es to le
g
islation / industr
y
standards
Identification of opportunities for development.
Can we make our vehicles and equipment
more effective or re-deploy these to better meet
the risk profile?
Do we need additional assets or new types?
Detailed assessment, planning and appraisal.
Will the changes and developments to the fleet
disposition help reduce risk?
What investment is required?
Strategic changes - annual IRMP developed
outlining proposals.
Tactical changes - engineering business planning
commenced
Consultation and approval process

Review
Process
Update
arrangements
where
necessary

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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
Page 15













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

 The Road Assets (Construction and Use) Regulations 1986.
 The Road Assets Lighting Regulations 1989.
 The Motor Assets (Driving Licences) Regulations 1999.
 The Road Traffic Act 1991.
 The Road Assets (Registration & Licensing) Regulations 1971.
 The Health and Safety at Work Act.
 Provision and Use of Work Equipment Regulations 1998.
 The Management of Health and Safety at Work Regulations 1999.
 The Control of Pollution (oil storage) (England) Regulations 2001.
 The Fire and Rescue Services Act 2004.
 The European Procurement Regulations.
 The CFOA Guidelines for Fleet Maintenance.
 LOLER, PUWER Compliance.

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

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

 Safety Inspection programme.
 Defect Reporting System.
 Preventative Maintenance Schedule.
 Vehicle Inventory.
 Vehicles repair / maintenance history.
2.7 Service Delivery Targets
Strategic changes - IRMP agreed
Tactical changes - engineering business plan
agreed
Implementation plans put in place and actions
carried out.

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Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
Page 16
Central Government has provided challenging targets to reinforce our efforts to
reduce deaths, injuries and damage from fire in the community through the Public
Service Agreement (PSA) targets.

In addition, ECFRS aim to reduce the number of deaths from road traffic collisions
(RTC) significantly in line with its Local Public Service Agreement (explicit within the
Essex Local Area Agreement). ECFRS also want to reduce deaths/injuries from
other emergencies and work with others involved in protecting communities.








2.8 Implementing
The service operates vehicles from 52 locations throughout Essex. The majority of
these are dispersed across fire stations. The current fleet operated by the service is
detailed by vehicle type code at
The Service interval of operational vehicles is detailed below:


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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
Page 17
2.9 Operational Fleet

Appliance / Vehicle
Inspection

Monthly 3 Monthly 6 Monthly Annually LOLER TAILIFT
Appliance – Whole time





Appliance - Retained





Aerial Ladder Platform
 


Annual


Aerial Ladder Chassis






Rescue Tender





Foam Tender





Foam Tanker





Control Unit





Hose Laying Lorry





Scania Training Curtainsider





6 Monthly
Ford Cargo Beavertail Recovery





Light Water Tender (Pinzgauer)





Unimog





Counterbalance Forklift




6
Monthly

Moffett Mounty





Portable Fire Pump (LPP)



135 Ladder



105 Ladder



5.5 Ladder



Holmatro Rescue Equipment



Clan Lukas Rescue Equipment



Generators



Car Trailer





Trailers (Inc Lighting units, boat
and decom)





Tornado 6.5M Rigid Boat



Crew Buses



Service Vans



6 Monthly

Stores Van (Small)



Stores Van



6 Monthly

Car Derived Vans



Cars (Including Lease)



Service carried out
according to
Manufacturers
recommendations
based on Autodata
ALP

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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
Page 18
Fleet Structure - Operational
This covers pumping appliances, specials appliances i.e. aerial appliances, water
tankers, New Dimension vehicles, incident response units, operational cars and
training vehicles. Vehicles in this area are broken down further into the following
broad categories:
2.10 Pumping Appliances
ECFRS currently operate 89 standard rescue pumping appliances all based on an
18 tonne Scania. All are fitted with a high-pressure two-stage main pump, which is
also capable of making foam via an onboard foam inductor system. All appliances
have two high-pressure hose reels and a set of rescue ladders.

In addition, each vehicle has a light portable fire pump, 4 breathing apparatus sets,
two spare breathing air cylinders and a set of hydraulic road traffic collision (RTC)
rescue equipment. Other miscellaneous equipment is also carried.
2.11 Rescue Vehicles
These four vehicles are Box wagon bodies with Moffet mounty forklift capabilities are
fitted out with the majority of standard pumping appliance equipment but have
additional capabilities through the following additions:

 Enhanced RTC rescue equipment including vehicle stabilisation and heavy lift
air bags.
 Specialist casualty stretchers.
 Casualty stabilisation and first aid equipment.
 Salvage, inflatable boat and CPS equipment
2.12 Aerial Appliances
ECFRS operate five aerial appliances, all of which are provided with rescue cages
complete with stretchers and additional lighting. These vehicles provide high-level
access and fire-fighting capability. They also provide limited access to below ground
rescue situations.
2.13 Off-Road
ECFRS currently operates one all terrain Unimog vehicle. This vehicle can operate
both on and off road and is equipped with interchangeable payloads to suit
operational needs. It is fitted with a crane and can carry equipment loads and
personnel to incidents in remote locations or where a standard fire appliance cannot
reach.
2.14 Prevention and Protection Vehicles
This small group of vehicles covers cars, vans and specialist display vehicles and
trailers:


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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
Page 19
2.15 Support and Administrative
This covers specialist repair maintenance and logistic support vehicles.
2.16 Establishing Effective Vehicle Life
All of the vehicles provided are allocated a pre-determined and planned life cycle.
The life cycle is set using a combination of factors:

 Legislation
 Procurement practices
 Disposal methods
 User requirements
 Good practice methodology
 Maintenance and upkeep requirements
 Requirements of user departments
 Cost
 Environmental factors
 Level of specification
 Availability
 Dependability
 Flexibility
 Service life
 Viability of technology

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

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

 Pumping Appliances 12 years (with up to a further year in YFF Schemes)
Special Appliances 15 years
Support vehicles Up to 8 years
Cars 3 to 4 years

Note: Vehicle condition and maintenance costs, risk profile changes, mileage and
technical ability will also influence vehicle life and therefore vehicles may be replaced
outside of these parameters if operationally efficient and effective to do so.
2.17 Vehicle Allocation and Distribution
The operational fleet is dispersed across the fire stations within the county boundary
as listed with in fleet allocation.


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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
Page 20
2.18 Vehicle Provision – Future Development
Currently ECFRS’ operational fleet of pumping appliances is based on a common
specification and vehicle type. In the past this has helped to minimise maintenance
workload, and support a common approach to operation and use, related to the
common vehicle type and operating systems provided. In addition, interoperability
and resilience have been and remain central to vehicle provision.

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

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

 Urban Pumping Appliance – a vehicle that is provided in the larger towns and/or
located on stations to meet the likely needs arising from special risk premises in
the locality. These Assets will be provided around an 18 tonne chassis.
 Rural and or compact Pumping Appliance – a vehicle which is better suited to
the needs of Essex’s smaller towns and rural environments, where the bulk of
fire-fighting operations are not likely to be in the larger towns or at special risk
premises. These vehicles will be provided around a lighter chassis with better
capability to access rural incidents.

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

2.19 Aerial Rescue
This vehicle type combines the capabilities of a TTL with a Hydraulic rescue cage
vehicle specification. The vehicle is fitted with a permanently fixed telescopic boom
system with a working platform, providing access to high level incidents and a water
monitor capable of delivering in excess of 2,500 litres of water per minute. The use
of this vehicle will help to reduce the risk of injury to fire-fighters when working at
height and fighting-fires in medium and high-rise buildings. The vehicle also has an
enhanced below ground operating range of up to 5 metres.
2.20 General
Work has been undertaken to assess vehicle type and provision against the current
and future risk profile and plans made for future fleet provision. The fleet structure
will be implemented from 2010 onwards in line with the fleet capital replacement
programme shown at Appendix 2. The aim is to provide a vehicle fleet that better
meets the demands placed on the Service at present and those needs that are
predicted in the medium to long-term.


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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
Page 21
2.21 Procurement
Vehicle funding options are being developed to capitalise lease vehicles through
purchasing, thereby reducing revenue costs. This will ensure control over vehicle
numbers, use and location by bringing lease vehicle acquisition into the ‘Additions to
Vehicle Fleet’ process. (to be developed with Department heads)

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

Fleet management takes advantage of the Firebuy Framework contracts and other
national frameworks/contracts when appropriate.

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

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

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

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

















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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
Page 22


Additions to Fleet process















































Operational need identified
Command level approval
IRMP need or requirement
Department need or requirement
Consultation with Engineering
Manager
Detailed business case produced for
all additions to fleet.
Strategy approval dependant on
level expenditure
Procurement Liaison Activity

Passed to Fleet / Tech Services /
Procurement Manager for
procurement action
Consultation with Risk and
Resilience
Delivery and Commissioning
Revenue budgets realigned to
support full life operating costs

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 Revenue costs identified
Impact on risk identified
Procurement procedures and
policies followed

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 Risk assessment, training
notes
p
roduced as a
pp
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p
riate
Fleet Team/ Workshop Manager
Vehicle into use
Disposal of Old Assets
Review of Process

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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
Page 23
Vehicle Acquisition
Vehicle acquisition will meet the transport needs of Essex Fire & Rescue Service, for
operational and support functions. Where possible national approved frameworks will
be used for all procurement exercises, where these are not available then
consideration of collaboration with other services or stand alone tendering exercises
which will be open to other services will be considered.
2.22 Vehicle Evaluation and Approval
In conjunction with the Vehicle Users in the effected department/section new and
alternative vehicles are evaluated where loan vehicles of a similar design or
specification can be obtained. In the case of more specialist roles and where
appropriate visits to similar operational vehicles will be arranged. Evaluation notes
will be compared and will be used to prepare a User Requirement Specification
(URS). This allows users to test the relative strengths and weaknesses of vehicles
for the designated roles. This will be matched with the financial case to provide
objective data for the comparison of options available and ensure that Essex Fire &
Rescue Service have the best value and fit-for-purpose vehicles.

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

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


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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
Page 24
2.23 Vehicle and
Equipment
Specification

Operational Fleet

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

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






















Type Type Description
Number in
Service
001 RESCUE PUMP WHOLETIME 30
002 RESCUE PUMP RETAINED 58
003 WATER TENDER WHOLETIME 23
004 WATER TENDER RETAINED 22
005 TURNTABLE LADDER 1
006 FOAM TANKER 3
007 CONTROL UNIT 3
008 HOSE LAYING LORRY 1
011 BEAVERTAIL RECOVERY 1
012 FIRE BOAT 10
013 TRAILER 7
015 RESCUE TENDER 5
017 BOAT TRAILER 2
018 UNI MOG 1
019 MULTI-PURPOSE CURTAIN SIDER 2
020 FOAM VEHICLE HOOKLIFT 3
021 POSITIVE PRESSURE VENT FAN 26
022 FIRE FOGGING SYSTEMS 2
023 ANIMAL RESCUE UNIT 1
025 BRATTS PLATFORM 3
026 TRIPLE EXTENSION 87
027 ROOF LADDER 76
028 CFS LADDER 78
029 5.5 LADDER 7
030 135 LADDER 71
031 105 LADDER 28
032 LIGHT PORTABLE PUMP. 82
033 GENERATOR 10
034 FORK LIFT TRUCK 13
035 HYDRAULIC EQUIP 144
036 WATER BOWSER 2
037 CRAFTER VAN 4
038 CAR MONTHLY 61
039 CAR DERIVED VAN MONTHLY 36
040 CAR 5
042 TRANSIT VAN 20
043 PCV 7
047 MAN L2000 2
048 PROVIDED CARS 6
052 URBAN SEARCH AND RESCUE 5
054 COMMUNITY WHEELS 1
055 RANGERS 6
070 INCIDENT RESPONSE UNIT 1
119 ALP STS300 or ALP ST340 10
495 LEASE CAR 2006 ONWARDS 63
513 DEMOUNTABLE POD 8
514 GARDEN TRACTORS 3
Grand Total 1040


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2.24 Spares/Training Fleet
To enable ECFRS to run efficiently and smoothly, a number of reserve vehicles are
needed to supplement off the run equipment and fleet. The number of vehicles is
reviewed in line with operational requirements and is recommended at 15% of the fleet
size.

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

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

Additional resources may be required to futureproof operational service delivery in a
number of task specific areas for example:

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

Some of the benefits to be realised by such an approach will include for example:

 The utilisation of single prime movers to deploy ‘task specific’ Pods to a range of
emergency incidents; and
 A reduction in crewing requirements for existing specialist Assets.

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

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

 Air intakes on traditional fire appliances will allow high water levels to enter the
vehicle engine causing it to stop;
 Low ground clearance can allow high water levels to enter vehicle component parts
via breather valves/pipes causing damage/failure, vehicle speeds are severely
restricted in high water levels; and
 Contamination of appliance equipment by road water/sewage.

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

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- existing fleet mix - parts availability
- technical expertise - manufacturer support
- specialist tools - fuel type
- performance - load capacity
- Health & Safety aspects - suitability for role
- environmental considerations - vehicle whole-life costs
- vehicle evaluation by Service personnel
- Financial viability of the key supply chain
- Cohesion with Regional transport strategies

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

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

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

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

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

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

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Essex County Fire & Rescue Service:
Vehicle & Equipment Asset Management Strategy and Action Plan, May 2010
Page 27
2.25 The New Dimension Project
In the aftermath of 9/11 the Department of Transport, Local Government and the
Regions (DTLR) requested Her Majesty’s Chief Inspector of Fire Services to carry out a
capability analysis of the UK Fire Services ability to respond to the new international
terror threat. The assessment showed that the Fire Service was not equipped to deal
with a wide range of possible scenarios. The New Dimension project was established
from this.

The New Dimension project seeks to ensure that Fire and Rescue Authorities are
sufficiently trained and equipped to deal safely and effectively with major chemical,
nuclear, biological and conventional terrorist incidents on a national scale in addition to
Urban Search and Rescue and flooding on a local scale.
2.26 Vehicle / Equipment Replacement
When replacing vehicles (in respect of the replacement of current vehicles), the stake
holder requirements are evaluated to ensure that there is still an operational or business
need and the risk profile remains unchanged. With this information, the user
requirement and technical specification are determined and prospective vehicle types
evaluated.

Replacement operational appliances will be issued based on operational need.
Vehicles will normally be issued to stations where activity levels are higher, before being
transferred to less active stations. This ensures vehicle use will be maximised in the
early years after issue and during the warranty periods to maximise operational
effectiveness and reduce whole life running costs.
Upon notification of the delivery of vehicles, their allocation will be made by the
Engineering Manager, in liaison with the SDO (Service Delivery) taking into account the
following factors:

 Operational needs of the service and risk profile.
 New engineering developments for appliances.
 Variant maintenance requirements.
 Training needs include specific driver training.
 Attempt to keep ‘like’ appliances on the same stations.
 Consequential ‘cascade’ impact (to other stations/departments).
 Ability of the station to house the appliance, or modifications required.
 Training and familiarisation needs of stations.
 Projected fuel usage of all appliances concerned (aim to place heavy users in
quieter locations).
 Engineering history of appliances, potential need to ‘reserve’ less reliable
appliances.
 Appliances into reserve fleet.
 Reserve fleet to disposal.
 Operational resilience – maintaining fire cover arrangements.

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

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Page 28

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

The Engineering Manager will also arrange for the ‘knock on’ appliances to be serviced
and receive modifications as programmed before delivery to the receiving station.
2.27 Acquisition of New Equipment
Departments will be able to make written proposals to the Technical team for the
acquisition of new equipment at any time, though most requests will be expected in
accordance with the budget setting timetable. Equipment will be procured in line with
the fleet/Technical department’s replacement programme.

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

It is recommended that an equipment asset register is maintained for each appliance
type, on a local inventory accessible by each station. This register is to be a controlled
document, showing the stowage and maintenance regime, warranty and defect history
of all “critical” equipment assets.

It is recommended that a separate defect register is held for equipment which will assist
in the replacement policy / decision making of each new set of equipment. In time this
will enable a complete life cycle cost to be developed for each suite of equipment.
2.28 Vehicle Replacement and Disposal
An efficient and effective vehicle fleet will be maintained by ensuring vehicles are
replaced, by following optimum replacement cycles, in line with the Vehicle and
Equipment Asset Strategy.

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

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

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

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Page 29

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

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

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

Essex County Fire & Rescue Service is committed to ensuring that its fleet offers high
levels of flexibility in operation and performance while being sustainable and
economical. Essex County Fire & Rescue Service Fleet Replacement Strategy will
continue to ensure the provision of services to match the demands of a challenging 24/7
service environment.
2.29 Specialist Appliances
As above but with the added consideration of strategic operational cover issues.
2.30 Pool cars and car derived Vans
The Engineering Manager will: with regard to the renewal programme (and if applicable
the end user department and or individual), replace end of life cars and car derived vans
on a like for like basis, taking into account ‘fit for purpose’ , environmental and whole
life running cost issues.

Vehicles allocated to flexible duty officer posts will be assessed annually. Vehicles may
be reallocated as necessary in order to average out operational life so as to achieve the
optimum resale value.
2.31 Pumping Appliances
All pumping appliances are now procured via the Firebuy Pumping Appliance
Framework. Appliances are built to the standard BSEN 1846; Part 11, and EN1777 for
aerials. These standards have replaced all other build specifications including JCDD.

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

Within the contracts, suppliers provide three category of pumping appliance:

Light From 3.5 to 7.5 and a half tonnes

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Essex County Fire & Rescue Service:
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Medium Between 7.5 to 18 tonnes
Super 18 tonnes and above

Flexibility within the contracts allows individual Fire & Rescue Services to order a variety
of specifications on different chassis build, via a mini competition process. The Firebuy
Framework provides the service with the flexibility to ensure that local IRMP
requirements are met whilst at the same time ensuring best value through effective
procurement is achieved.
2.32 BSEN 1846 Build Standard
All pumping appliances are designed and built against the EN 1846:2 standard. The
standard covers the following areas:

Chassis and Cab
 Gross weight capacity of chassis in Tonnes and by axle loadings.
 Gearbox type axle type and drive configuration, 4 x 4 or 4 x 2 etc.
 Cab construction, single or double cab options and cab tilting methods.
 Crew seating capacity, 6 or 10 seats, officer in charge, driver and number of fire-
fighters.

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

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

Pump and Fire Engineering
 Main pump design and capacity, fitted hose reel quantities and locker location,
foam making systems, water storage requirements, type and number of fire fighting
branches etc.
2.33 Procurement rational for Pumping Appliances and Specials
All procurement and contract work on Assets and subsequent contract awards will be
made against the MEAT principles; in the Most Economic Advantageous Tender
process, where the total fleet life costing model, value for money, warranties and
sharing of risk, certification and compliance are taken into account. The MEAT factor is
determined via a mini-competition process which ensures that a business case is made
to ECFRS against the evaluation criteria set out in the framework agreement. This
takes into account operational suitability (i.e. repair costs, ability to maintain in house,
cost, warranties, lead time until delivery, training etc).

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

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Page 31
2.34 Industry Liaison
Industry Liaison – Liaison with Fire and Rescue Service Suppliers Association
(FIRESA). FIRESA is the trade association for suppliers to the Fire and Rescue
Services, representing the concerted industry voice across a spectrum of legislative,
regulatory and standards issues affecting its members. This liaison has been
established and is to be further developed over time through Firebuy and directly.

Firebuy has a Memorandum of Understanding with FIRESA. This liaison will act as a
conduit for engaging with the Fire Assets and Emergency Response Equipment industry
and Firebuy Ltd before wider industry briefings. Terms and conditions, contract,
contract management and research and development are likely to be important areas
for dialogue.

In addition ECFRS actively participate in the CFOA Transport Officers Group which acts
as the intelligent client to Firebuy through the National Procurement Board.
2.35 Vehicle Fleet Maintenance Procedures
All vehicular assets are purchased with a minimum of 12 months warranty from the
vehicle manufacturer; the majority of light vehicles have a whole vehicle warranty of 36
months duration. In respect to vehicles above 3500 Kg gross vehicle weight the body is
generally not produced by the chassis manufacturer and is built and warranted by a
specialist bodybuilder. Additional, extended and collateral warranties for key
components such as chassis and pumps for appliances including aerials and specials
are available through the Firebuy Framework Agreements.

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

The support provided includes a reporting mechanism capable of responding to day to
day unplanned repairs and a planned preventative maintenance and inspection
schedule to reduce the number and severity of unplanned repairs required. All repairs
are documented to ensure that works on transport vehicle assets are recorded enabling
effective asset management. Throughout the vehicles’ life they are maintained in a safe,
legal and roadworthy condition.
2.36 Support Fleet Servicing and Maintenance
All support vehicles (light vehicles - vans and cars) on permanent or temporary issue to
individuals, stations and/or departments are serviced and repaired by the Fleet
Workshops Lexden. Officer’s Lease vehicles are serviced by arrangement with a local
franchised dealer with six monthly safety checks being undertaken by Fleet Workshops.

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

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

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

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

 Establishment costs per vehicle.
 Maintenance costs per vehicle.
 Vehicle running costs (fuel, insurance, repairs etc).
 CO² value of fleet – footprint. ( in development)
 Support/fleet management costs.
 Remaining life time.
 Vehicle purchase costs.
 Vehicle availability and down-time.
 Management of delivery and collection time costs.

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

 Vehicles serviced within 7 days of schedule.
 Number of Road Traffic Accidents reported.
 Number of vehicles per mechanic employed.
 Number of breakdowns.
 Maintenance cost per call.
 Maintenance cost per mile.
 Warranty management.
 Planned v unplanned maintenance.

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


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We are increasingly seeking to reduce our CO² emissions through the introduction of
the Euro 4 and successive Euro 5 engines on the HGV fleet as the fleet is replaced.

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

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




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

 Fleet planning and strategy will be devised around the principles of achieving value
for money. All efforts will be made for securing vehicles, equipment and resources
which represent the right balance between price, quality and effectiveness.
 Initial procurement planning will be carried out with consideration for achieving
value for money.
 Bids from suppliers will be evaluated with consideration for the longer term costs.
To achieve this capital cost, ongoing revenue requirement (contribution to capital
costs), full life costs, ongoing maintenance costs, insurance and other general
operating costs will be taken into account before purchase. This will ensure that
maximum advantage is achieved in seeking value for money at the outset.
 Value for money will be at the heart of the arrangements made for the operation of
vehicles and equipment, general support and management arrangements.

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

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

2.41 General Guidance at Station and Department Levels
The Watch or Crew Manager in charge of a station or shift or the responsible person in
other areas of the service are responsible for:

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

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 Ensuring that vehicle hand over routines and appliance operator maintenance is
carried out correctly and on time.
 Checking vehicles and equipment in line with the Accountability Matrix.
 Reporting of defects and breakdowns.
 Checking to ensure the completion of log sheets and other relevant documents.
 Following agreed policy through the User Handbook.

2.42 Guidance on Maintenance Routines at Station or Department Level
In accordance with SIS note?? The following routines will be carried out at station and
department level on all fire appliances and ancillary vehicles, A video providing example
daily checking procedure has been provided to all site locations:-

Whole time and Day Crewed Stations

Daily at the Change of Watches:

 Check fuel, oil and water levels, replenish as necessary.
 Check the operation of all lights and warning devices, as necessary. (See note re
two-tone horns.)
 Check the operation of windscreen washers and top up reservoir as necessary.
 Check that all ladders and equipment are stowed and secured correctly.
 Check that all other relevant equipment and vehicle operating controls function
correctly.
 Visually inspect the vehicle and/or equipment for any other signs of damage and
report any defects found to Control and Manager-in-Charge.

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

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

 The cleanliness of all Assets, appliances and equipment under their control.
 Ensuring that vehicle hand over routines and appliance operator maintenance is
carried out correctly and on time.
 Checking for and reporting of defects and breakdowns.

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

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

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


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2.45 Appliance Servicing on Station by Workshops Staff
As far as possible, inspections of appliances at retained stations will be done with the
appliance remaining on the run.

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

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

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

2.46 Cars and Ancillary Vehicle Servicing
Cars and ancillary vehicles are serviced in accordance with the manufacturer’s
instructions.

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

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

(i) Servicing.
(ii) Routine checking of petrol, oil and water.
(iii) The weekly checking of batteries and tyres.

2.47 Scheduling of Annual Vehicle Servicing in Service Workshops
A rolling annual plan will be published on a monthly basis for all fleet and equipment,
and recorded on the electronic fleet management system. A degree of flexibility will be
required to cater for operational requirements.

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

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

2.48 Refurbishments /Overhauls in Service Workshops
No precise dates can be laid down for major workshop overhauls, as this has to be
flexible to allow for any major defects or breakdowns, which may occur. However every
effort will be made to undertake an overhaul of all appliances on at least an annual
basis. It may also be necessary for some appliances to come into workshops more
frequently due to high usage or operational requirement. The maintenance records for

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all workshop overhauls and other work carried out will be filed electronically on the
electronic fleet management system in the vehicle maintenance history folder.

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

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

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

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

(iii) This opportunity will be taken to overhaul all equipment carried, such as light
pumps and generators. All other equipment such as winches, slings and hydraulic
rescue sets are maintained under a different programme.
(iv) The vehicle log book must also be left with the vehicle.

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

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

2.50 Inspections and Tests
The station service and inspection encompasses all of the legal road vehicle and
manufacturers’ servicing checks, but it also includes additional tests on brake