Transport & Vehicles Savings Project High Level Findings & - - PowerPoint PPT Presentation

Transport & Vehicles Savings Project High Level Findings & Recommendations

Brian Cotter

October 2014

Agenda

• Scope of review
• Total cost of transport
• High level findings and recommendations

– Fleet – Social Services – Education – Community and Bus Service transport – Staff Travel – Managing taxis / minibuses more effectively

• Integrated Transport Unit
• Regional collaboration
• Savings potential
• Next steps
• Questions

Reminder: Scope of the review ‘Transport with wheels’

• Fleet and associated spend across the Council
• Passenger Transport activities and associated spend

– Education SEN & Mainstream for schools and colleges – Social Care – Public and Community Transport

• Staff Travel

– Pool cars / own cars – Other forms of transport

The cost of transport

Directorate 12 / 13 Actual 13 / 14 Budget Development Services 5,208,797 £ 5,784,461 £ Lifelong Learning 1,447,352 £ 1,525,598 £ Resources 160,459 £ 176,111 £ Social Services 629,181 £ 687,133 £ Visible Services & Housing 3,491,905 £ 3,481,512 £ Total 10,937,695 £ 11,654,815 £

Fleet Services

• Key areas for improvement

– Operational IT

• Tranman functionality needs to be fully rolled out and

its use enforced

• TrackYou must be rolled out effectively as a

performance management tool

– Customer Service and Interaction

• Customer feedback is unequivocal, the service must

become more responsive to the needs of its customer in terms of cost, timeliness, vehicle down time, progress communication

– General management of site and personnel

Fleet Services

• Key areas for improvement – cont’d

– Accident reporting and management – Market the MOT facility – Management of plant and plant records – BSSG claim

• Had not previously been claimed

– Central collation of driver records

Fleet Services

• Improvements / developments will allow

– Visibility of workshop productivity and online progress – Increased productivity from workshop – Increased confidence from users and consequent reduction in ‘insurance’ hires – Reduction of owned fleet and hire fleet through robust challenge from the available reports – Increased reputation and ability to attract further business – Best result from good basic set up, APSE top quartile performance achievable

• Available efficiencies in this area are in the region of

£993,000 p.a. (mostly vehicle and associated staff reductions)

Social Services

• Key areas for improvement

– In the main these are:

• Management and procurement of taxis and minibuses (this is

covered in the general taxi / minibus section further on and the Integrated Transport unit section)

• Staff Travel – the introduction of pool cars and the best use of

existing vehicle resources (covered in subsequent section)

– Meals on wheels

• Vehicles (8 in total) could be used as pool cars after 1.30pm daily
• MOW clients, list should be reviewed for eligibility

Education Mainstream and College

• Key areas for improvement:

– Introduction of electronic tendering process – Introduction of auctioning – Widescale marketing activity – To be introduced at the earliest opportunity

• £212,500 eventual saving from current spend

– Will require contract break clause to be instigated on some contracts

• Negotiate discount with Arriva Trains Wales to

Bridgend College c.£20k saving potential

Community & Bus Service Transport

• General commentary

– Supported bus services budget has been reduced dramatically

• There are no nice to haves, easy to remove services, they are all

difficult political decisions

– CT is increasingly supporting / taking the place of Supported bus service, this will continue – CT passenger records should be understood in more detail

• Real cross section or educated minority?

– IF CT is providing broad service, should be put on sustainable financial footing and will potentially need to increase in size to provide more targeted and imaginative solutions than traditional supported bus contracts

• Similarly supported bus contracts need to demonstrate

value for money and be recognisable as candidates for transferral to CT services

– Enforcement of production of passenger data will be important

Staff Travel

• General commentary

– Staff mileage rates reduced to 45p this FY (should bring £250,000 reduction BUT may not have quite this effect) – 1.25m miles £750,000 cost plus vehicle hires and public transport – 8.6% mileage overclaim on random audit – 2% >500 miles p.m. – 65% < 100 miles p.m.

• Opportunities for improvement

– Introduce pool cars, gradually over time moving to optimal number of pool cars (change will not happen overnight). Saving of c.23p.p.m. if managed well – Introduce electronic means of claiming where postcodes are required and mileages are automatically worked out – Introduce guidelines for which transport type to use when – PTU to manage process and have intervention authority – c.£88,550 (over and above £250,000) savings available

Managing taxis and minibuses more effectively

• General commentary / findings

– There are many areas / teams contracting taxis and minibuses, biggest and best current processes are in ALN – The Council would benefit from consistent management and procurement routines and this would sit best in a PTU – CJ Travel – day centres, ALN, mainstream, private day centres, LAC, community support etc. etc. – ALN benchmark is relatively high – ALN school amalgamation in November is a key date – Social Care benchmark very difficult to understand with disparate records – All processes suggest overspend across the Council

Managing taxis and minibuses more effectively

• Opportunities for improvement

– Set up one taxi / minibus supply framework

• Marketed widely and vigorously
• For use across the whole of the Council
• With the ability to manage service requirements of all
• Electronic and with the use of reverse auctioning
• Removing price and quality award criterion –

acceptance of detailed specification and then compete

• n price only

– Retender ALL existing contracts through this framework

• Allowing time for new school arrangements to bed in
• Utilising contract break clause to restart contracts
• £176,400 saving available

Integrating Transport Management

• Opportunities for improvement

– Organisationally dysfunctional in respect of transport

• Managed in silos
• Differing processes

– Licensing Manager particular concern

• Different procurement routines and no overview of

available resources – Further integration is recommended

• Bringing all transport together, with ‘teeth’ and strong

leadership

• Taking ownership across the board and more importantly
• wning the overview of all resources
• Procurement, processes (incl. safeguarding in respect of

external suppliers) and performance management can all be improved and standardised

Integrating Transport Management

• Integrated transport models

– Passenger Transport Unit (PTU)

• All passenger transport activity and staff mileage managed in one place

– Integrated Transport Unit (ITU)

• PTU plus fleet management and maintenance
• Recommend as a minimum set up of a PTU

– Council to evaluate the further benefits of an ITU once PTU arrangements are bedded in AND various fleet management and maintenance recommendations are completed

Regional Collaboration

• Williams Commission recommendations have been

made and are subject to further consultation and debate

• Concentrate on making own transport set up

excellent and be ready for future discussions

Savings Potential

• We have suggested that all these recommendations

will require 2 to 3 years to:

– Implement – Bed in – Become sustainable

Savings Potential

Category 2016 / 17

Fleet 590,000 £ Bus Services 90,000 £ Other 10,000 £ Passenger Transport 408,620 £ Fleet 403,004 £ Staff travel 88,550 £

Total 1,590,174 £ Existing Plans Additional Plans