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Appendix A – Fleet Policy

Fleet Policy Page: of 26

Author: Assistant Director Service Delivery Support Version: 1.0

Date of Approval: Status: Approved

Date of Issue: Date of Review November 2010

Fleet Policy

North West Ambulance Service

Reference: SDS.PR. 104



Recommended by Executive Management Team

Approved by Trust Board

Approval Date

Version Number 1.0

Review Date November 2010

Responsible Director Deputy Chief Executive

Responsible Manager (Sponsor)

Assistant Director Service Delivery Support

For use by All Trust Employees

This policy is available in alternative formats upon request. Please contact Angela Jennings, Fleet Administration Officer, on 0161 743 9164.









CHANGE RECORD FORM

Version Date of change Date of release Changed by Reason for change

0.1 19.08.08 Peter Rowan Initial draft

0.2 02/10/09 16/10/08 Neil Maher EIA inclusion

0.3 14/11/2008 17/11/2008 Neil Maher Amendments following feedback post AD forum.

1.0 24/12/08 24/12/08 Neil Maher Amendments following EMT of AD 08/12/08.

Abbreviation/term Description PTS A&E CEN

PASA LPG

NWPH NSFG NCEG NPSA VDEG VSG

Patient Transport Services Emergency Services (Paramedic) Committee European De Normalisation Purchasing & Supply Agency Liquid Petroleum Gas North West Procurement Hub National Strategic Fleet Group National Chief Executive Group National Patient Safety Agency Vehicle Design and Equipment Group Vehicle Strategic Group






CPH NWAS DoH BCM BCP

Central Procurement Hub NWAS NHS Trust Department of Health Business Continuity Management Business Continuity Plan

Table of Contents

1 INTRODUCTION.............................................................................................5

2 RESPONSIBILITIES .......................................................................................5 2.1 CHIEF EXECUTIVE................................................................5 2.2 DEPUTY CHIEF EXECUTIVE ...................................................5 2.3 ASSISTANT DIRECTOR OF SERVICE DELIVERY SUPPORT. ........6 2.4 FLEET ENGINEER (OPERATIONAL) .........................................6 2.5 FLEET ENGINEER (STRATEGIC) .............................................6 2.6 FLEET SUPPORT MANAGER ..................................................6 2.7 SUPPLIES............................................................................7 2.8 ASSISTANT DIRECTOR WORKFORCE DEVELOPMENT...............7 2.9 MEDICAL DIRECTORATE .......................................................7 2.10 TRUST MANAGERS...............................................................7 2.11 TRUST EMPLOYEES .............................................................7 2.12 ASSISTANT DIRECTOR IM&T DELIVERY .................................8 2.13 FINANCE DIRECTORATE........................................................8

3 FLEET WORKSHOPS....................................................................................8

4 VEHICLE MAINTENANCE PLAN ..................................................................8 4.1 PERFORMANCE INDICATORS/SERVICE LEVEL AGREEMENT ......8 4.2 CONTINGENCY PLANS...........................................................9

5 VEHICLE PROCUREMENT............................................................................9

6 SPECIFICATION CONFORMITY .................................................................10

7 VEHICLE REPLACEMENT PROGRAM (VRP)............................................10

8 LEASE CAR SCHEME .................................................................................11

9 ENVIRONMENTAL CONTROL (FLEET/WORKSHOPS) ............................12

10 VEHICLE EMISSIONS..................................................................................12

11 FUEL .............................................................................................................12

12 HEALTH & SAFETY.....................................................................................13 12.1 ACCESSIBILITY FOR PATIENTS.............................................13 12.2 INSURANCE .......................................................................13 12.3 VEHICLE AND EQUIPMENT FAILURE .....................................13






12.4 INFECTION CONTROL .........................................................14 12.5 DEEP CLEANING ................................................................14

13 RISK MANAGEMENT...................................................................................14 13.1 WORKPLACE INSPECTIONS .................................................14

14 EQUALITY IMPACT ASSESSMENT ...........................................................15

Appendices

APPENDIX 1 - WORKSHOP LOCATIONS AND ADDRESSES. ...........................................................................16

APPENDIX 2 – WORKSHOP INFORMATION.................................................................................................19

APPENDIX 3 – EQUALITY IMPACT ASSESSMENT REPORT...........................................................................20

1 INTRODUCTION The purpose of the Fleet Policy is to underpin the Trusts Fleet Strategy and embed it within the organisation. The policy aims to deliver a sustainable, quality fleet function to support service delivery. It will ensure appropriate responsibilities are identified and accountabilities are clear throughout the Trust.

The policy promotes the ongoing assessment of the environmental impact of fleet operations and when considering new developments.

2 RESPONSIBILITIES The Trust’s responsibilities regarding vehicle operation are as follows:

2.1 CHIEF EXECUTIVE

The Chief Executive, as the accountable officer, is responsible for ensuring arrangements are in place to discharge the Trusts legal and operational needs and responsibilities with regards to fleet and transport management.

2.2 DEPUTY CHIEF EXECUTIVE

The Deputy Chief Executive is accountable for the Service Delivery directorate. Specific accountability for the Fleet Management is delegated to the Assistant Director of Service Delivery Support.






2.3 ASSISTANT DIRECTOR OF SERVICE DELIVERY SUPPORT.

The Assistant Director of Service Delivery Support has delegated responsibility for the overall operation of all Trust fleet services, and the development, maintenance and implementation of the Trusts Fleet Strategy.

2.4 FLEET ENGINEER (OPERATIONAL)

The Fleet Engineer Operational has a responsibility to ensure that fleet vehicles meet legal requirements. These include vehicle roadworthiness, MOT testing and safety inspections, as identified in the Vehicle Inspectorate’s Guide to Roadworthiness. The key factor is on “safety inspections” and not service. The Fleet Engineer Operational will ensure that all vehicles and associated vehicle equipment are in a safe operational condition and fit for purpose and meet the recommended standards. The Fleet Engineer Operational will also ensure that fleet staff maintaining vehicles are appropriately competent and qualified and undertake Continuing Professional Development (CPD), through the Knowledge and Skills Framework (KSF) process.

2.5 FLEET ENGINEER (STRATEGIC)

The Fleet Engineer Strategic has the responsibility to ensure that vehicles procured conform to “Constructions and Use” regulations and where applicable to CEN Standards.

Committee European De Normalisation (CEN) is an agreed European design standard that has been adopted by member states of the European Community for stretcher carrying ambulances. All stretcher bearing vehicles purchased by the Trust comply with CEN standards.

The Fleet Engineer Strategic is also responsible for ensuring that the procurement of new vehicles take into account their impact on the environment, and the overall management of the fleet activities with regards to its carbon footprint are in line with the requirements and targets set by the DoH.

The Fleet Engineer Strategic is responsible for the management of the Trust’s vehicular insurance policies and the lease car scheme.

2.6 FLEET SUPPORT MANAGER

The Fleet Support Manager has responsibility for the day to day administration of information relating to road traffic collisions, incident investigation and collation of statistical information. The Fleet Support Manager will provide guidance to managers in support of investigations to prevent further occurrences. Statistical information on accidents is passed to the Insurance Task Force for review and action.






2.7 SUPPLIES The Supplies Department has the responsibility for ensuring that Trust vehicles are procured via a legally tendered procurement route and that the Trust’s Standing Financial Instructions are complied with. This will include national, regional and negotiated framework and contract agreements. A collaborative approach will be adopted between fleet and supplies department.

2.8 ASSISTANT DIRECTOR WORKFORCE DEVELOPMENT

The Assistant Director Workforce Development has the responsibility for ensuring that agreed training is developed and provided to all operational road staff to ensure that they are competent in the safe operation of vehicles and equipment. This will include the maintenance of training records for all staff (this is currently under review).

2.9 MEDICAL DIRECTORATE The directorate is responsible for the specification of medical and H&S equipment that conforms to the latest regulatory requirements and is fit for purpose. The Directorate will ensure that medical equipment and H&S equipment input is provided to the Vehicle Design Group early in the development process.

2.10 TRUST MANAGERS

Corporate and Area Managers have a responsibility to ensure that their designated fleet is operated in accordance with Trust policies and legal obligations. This will include ensuring that staff carry out their duties in accordance with operational instructions/guidance; that new staff are provided with a local induction that provides familiarisation with relevant vehicles and equipment; and where further training is identified, managers ensure staff have the opportunity to undertake the training. All line managers have a delegated responsibility to ensure that their staff have suitable licence entitlements and that licence checks take place, in accordance with Trust Procedures.

2.11 TRUST EMPLOYEES

Trust employees have a duty to act in accordance within Trust procedures, to verify the roadworthiness of their vehicles and to check suitability of all vehicle equipment; to drive at all times in accordance with the Highway Code and to comply with reporting systems with regard to vehicle and equipment faults and accidents; to carry out daily vehicle safety checks including daily communications equipment checks at the commencement of their duties as defined.






2.12 ASSISTANT DIRECTOR IM&T SERVICE DELIVERY The Assistant Director IM&T Delivery is responsible for the procurement and maintenance of Radio and Telecommunications equipment that conform to the latest government regulatory requirements and are fit for purpose. The Assistant Director IM&T Delivery will ensure that IM&T provide input into the Vehicle Design Group early in the development process.

2.13 FINANCE DIRECTORATE All options for maintaining and delivering a fit for purpose fleet will be assessed on financial viability, efficiency and effectiveness, ensuring that optimum use of resources can be demonstrated. Replacement and development plans will be realistic with regard to availability of resources and will demonstrate improved efficiency and address any affordability issues. The Finance Directorate will provide assistance and support in the financial assessment of replacement and development plans.

3 FLEET WORKSHOPS The fleet is currently maintained and managed by the Trust’s in-house maintenance department of 15 workshops, distributed throughout the North West, with the majority located on ambulance stations (Appendix 1). All workshops are appropriately equipped and operated by skilled staff. The fleet function is presently in the process of upgrading vehicle lifts and MOT brake test equipment at a number of key workshops. This is to accommodate change in vehicle weights and legislation. Trust workshops will be externally and internally audited to ensure value for money, and compliance with relevant Trust policies and in accordance with the ALE standards.

Appendix 2 shows the number of workshop bays, operating hours and on call shifts

4 VEHICLE MAINTENANCE PLAN The Fleet department will implement and maintain a Vehicle Maintenance Plan. The prime objective of the maintenance plan will be to provide and ensure a continuing cost effective and safe quality maintenance programme. This will take into account operational demands and manufacturers criteria and ensure that the fleet is fit for purpose.

4.1 PERFORMANCE INDICATORS/SERVICE LEVEL AGREEMENT

Fleet will develop a number of agreed performance indicators, these will include the following:-

Workshop Thru-Put performance Accident Damage






MOT pass rate Productivity

Performance indicators in the form of an Assurance Report will be presented to the EMT quarterly and the Trust Board six monthly. Any changes to the measures are to be agreed with the Assistant Director of Performance Management. To assist the monitoring of activity against the KPIs, a single fleet software system will be implemented across all workshops to store and collate data on fleet and workshop activity.

4.2 CONTINGENCY PLANS

Business Continuity Plans (BCP) will be maintained through training and exercise and regular audit and review, to ensure the continuity of all fleet requirements and vehicle maintenance. Business Impact Analysis (BIA) processes will be undertaken by the Fleet Managers in conjunction with the Emergency Preparedness Team to ensure that all fleet requirements support and integrate with other departmental arrangements and the overarching Trust BCP. The Fleet Business Continuity Management (BCM) arrangements will be made available to all members of the Fleet Team and other Trust departments.

The Assistant Director Service Delivery Support will be responsible for ensuring contingency arrangements are maintained.

5 VEHICLE PROCUREMENT As a government agency, the Trust must comply with both the EU procurement regulations and the Trusts’ own Standing Financial Instructions (SFI’’s) for the procurement of goods and services. To do this the Trust must either purchase or lease the vehicles from a national or regional contract which has been awarded following an appropriate tender process, via a national, or regional procurement agency - for example the NHS Purchasing and Supply Agency (PASA), Office of Government Commerce (OGC) or a regional Collaborative Procurement Hub (such as NW CPH). Or alternatively, the Trust must undertake its own EU compliant tender process using the appropriate timescales (an OJEU process can usually take between 4 to 6 months).

To ensure that the most appropriate vehicles are procured, which are fit for purpose and value for money, it is essential that an agreed specification is produced and signed off by all relevant stakeholders. This exercise must be undertaken before the procurement process can be started.

Once the specification has been agreed the Trust can identify an appropriate procurement solution.






6 SPECIFICATION CONFORMITY Two Vehicle Design and Equipment Group’s (VDEG) are established (A&E and PTS), to advise the Trust on matters relating to the design, specification, procurement and use of vehicles and equipment for the North West Ambulance Service with the aim of securing benefits from an optimum procurement methodology. The groups will take into account historical trends, current and future legislation and risk. The VDEG Terms of Reference will reflect the national Terms of Reference to achieve standardisation.

Design for Patient Safety (NPSA) ‘Taking Health Care to the Patient’ will also be taken into account when developing specifications.

The Fleet Engineer Strategic is a member of the National Strategic Fleet Group (NSFG). The purpose of this group is to provide specialist advice and support to the National Chief Executive Group (NCEG) with an aim of developing a single national specification for an identified group of vehicles.

7 VEHICLE REPLACEMENT PROGRAM (VRP) The Fleet Strategy proposes having annual replacement programmes and that these programmes will be drawn up to take into account the changing fleet profile in line with the service modernisation.

The number of available sources for building ambulances is limited, and the demand on them from ambulance services across the country is high. Vehicle acquisition requires a great deal of detail and involvement from many areas, with the procurement of vehicles taking a minimum of six months from concept to delivery, table 1 identifies key elements, timings and responsibilities to achieve delivery of replacement vehicles within the scheduled financial year.

Phase Time Task Responsibility

Jan Identify replacement vehicles Fleet Engineer (Strategy)

Feb-Mar Identify replacement requirements Service Delivery (Project Manager)

Apr Produce medical equipment specification/list Medical Directorate

Apr Produce IT equipment specification/list AD IM&T Delivery

Apr-May Produce vehicle specification Fleet Engineer (Strategy)

Bus

ines

s ca

se d

evel

opm

ent &

ap

prov

al

May Costs and cost analysis Supplies/Finance






Apr-Jun Business Case completion and approval Service Delivery/Service Delivery Support

Procurement Jun-Jul Procurement process Supplies

Jul-Aug Agree delivery dates Fleet Engineer (Strategy) Build

Aug-Dec Manufacturers build stage Fleet Engineer (Strategy)

Delivery Jan-Mar Deliver into operations Service Delivery via a Local Implementation Team for each Area (consisting of Service Delivery, Fleet and IT).

Table 1: Replacement Plan

Annual vehicle replacement programmes will be supported by robust business cases targeted to each Service Delivery core vehicle type.

8 LEASE CAR SCHEME The Trust has developed a policy for the provision of lease cars within the NWAS NHS Trust. The Trust recognises that business mileage is an inevitable part of the roles of many employees. The Trust recognises the need to develop arrangements which either provide appropriate transport or financial recompense to staff with regard to business mileage.

The scheme aims to set out a reasonable policy whereby if a lease car is requested a decision to provide one can be made and the employee can select a vehicle appropriate to their needs. The policy will be administered by the Fleet Department.

The policy is based on the following values and aims:

• Reducing complexity

• Improving transparency

• Ensuring Value for money

• Improving environmental efficiency

• Providing a safe range of vehicles

The Trust is committed to its responsibilities as a “corporate citizen”. As such the Trust will endeavour to reduce emissions and eliminate unnecessary business mileage.






All vehicles acquired under the scheme will be leased by the Trust rather than an individual. The types of vehicle procured through the scheme will be compatible to a public sector organisation.

9 ENVIRONMENTAL CONTROL (FLEET/WORKSHOPS) The Fleet Engineer (Operational) and Area Service Managers in partnership with the Estates Manager’s will manage the impact on the environment from vehicles and workshops. Workshops maintain a register for the safe disposal of waste products in accordance with European Waste Directive.

10 VEHICLE EMISSIONS The main factors that contribute to the production of carbon are vehicle design, vehicle utilisation, vehicle maintenance, fuel usage and driving technique.

The Trust seeks wherever possible to act in a socially responsible manner. The Trust recognises its responsibility to minimise any adverse impact of its activities on the environment, and the need to develop targets and plans to reduce environmental pollution from its transport in partnership with relevant stakeholders. All vehicles operated by the trust conform to the relevant European regulation at the time of production.

Vehicles are maintained on a regular basis to achieve optimum performance. Emissions are tested for conformity on an annual basis.

The Lease Car Policy includes a maximum emission limit for cars acquired through the scheme.

Trust representatives are presently developing a partnership with the Energy Saving Trust to identify the carbon footprint for vehicles used on Trust business.

11 FUEL The Trust has a current annual fuel spend of approximately £12.4 million annually purchased via Government contracts. The Trust will continue to review a wide range of initiatives to potentially reduce this annual spend.

The Trust has evaluated the use of alternative fuels, including LPG, natural gas etc and has determined that these are not currently appropriate to meet the demands of the service. However as part of a trial project we are working in partnership with Greater Manchester Police for the use of bio-diesel. The Trust is at present carrying out a trial within the Bury area and will continue to evaluate the potential of this alternative supplier of fuel.






There are no vehicle manufacturers on the national framework agreement at the present time that offer any alternative fuelled vehicle for Accident and Emergency or Passenger Transport.

The fleet function will continue to review and evaluate opportunities that may arise for the use of alternative fuelled vehicles dependant upon there suitability for the operational requirements of the Trust.

12 HEALTH & SAFETY

12.1 ACCESSIBILITY FOR PATIENTS

The Trust will ensure that all patient carrying vehicles and equipment comply with relevant legislation. All new vehicles specifications will have the potential to impact both staff and services with regards to equality. Therefore, there is a requirement to carry out a detailed Equality Impact Assessment; this is carried out through the Vehicle Design & Equipment Group in consultation with the Assistant Director of Equality & Diversity.

12.2 INSURANCE

All trust vehicles are required to carry commercial insurance cover in compliance with the Road Traffic Act 1988.

The Trust negotiates its premiums on an annual basis under the Ambulance Association Scheme, which currently covers eight other ambulance trusts.

The Trust also has commercial Motor Trade cover for its vehicle maintenance operation, which is responsible for the servicing and maintenance requirements of our operational fleet.

12.3 VEHICLE AND EQUIPMENT FAILURE

Vehicle and equipment mechanical failures, where staff injuries have occurred, will be reported in accordance with incident reporting guidelines indicated in the Trust's Incident Reporting & Investigation Policy. The Trust will monitor and act on notifications from the Healthcare Governance Department and relevant manufacturers.

The Trust is committed to complying with its statutory responsibilities to ensure, so far as reasonably practicable, the health, safety and welfare of any patient in our care, all its employees, service users and any other person who could be affected by the activities of the Trust. The Trust’s Incident Reporting & Investigation Policy aims to make sure that NWAS NHS Trust can meet its statutory obligations to report incidents to the appropriate external agency when required and to work with those agencies throughout the investigation process.






12.4 INFECTION CONTROL

Fleet workshops will comply with the Trust Infection Control Policy. The Trust is committed to promoting the highest standards of infection control to ensure that appropriate measures are in place within the Trust to reduce the risk of acquired infections and therefore increase the safety of our patients, staff and the public.

The purpose of the NWAS NHS Trust Infection Control Policy is to minimise risks associated with the control of infection and to provide the Trust Board with an effective approach towards providing a safe, clean and modern environment. It will also provide safe working conditions and best practices for staff and the patients within their care.

12.5 DEEP CLEANING

The Service Delivery Support function will carry out the deep cleaning of the operational fleet of ambulance vehicles. The fleet department in partnership with the Medical Directorate will ensure compliance to infection prevention and control standards, frequency of cleans and regular clinical inspections.

13 RISK MANAGEMENT The Trust has developed a Risk Management Strategy and Policy, and as part of the ongoing development of these, the Trust fleet services department, in conjunction with Healthcare Governance, are developing risk management controls for the fleet services department including risk registers, risk assessments, control measures and contingency plans. The Trust will monitor this process through the risk management structure as set out in the strategy and policy.

The Trust accepts that due to the nature of its activities there will be risks present in those activities. Through risk assessment the Trust will determine acceptable risk levels and ensure that through monitoring and review processes, further measures are implemented to reduce risk as a result of changes in practices, standards, legislation and new equipment emerging.

13.1 WORKPLACE INSPECTIONS

The Trusts Fleet department has a number of high risk activities. The Fleet Engineer Operational will monitor the fleet operation assisted by the Area Risk Managers, to ensure a safe working environment and compliance with the health and safety policy and slips, trips and fall procedures.






14 EQUALITY IMPACT ASSESSMENT The Equality Impact Assessment for the Fleet Policy is shown at Appendix 3.






Appendix 1 - workshop locations and addresses. Burnley Workshop:

Dent Row Trafalgar Street Burnley Lancashire BB11 1TQ Tel: 01282 835199 Tel / Fax: 01282 438767

Blackburn Workshop:

George Street West Blackburn Lancashire BB2 1PQ Tel: 01254 55048 Tel / Fax: 01254 261946

Broughton Workshop:

449 – 451 Garstang Road Broughton Preston Lancashire PR3 5LN Tel: 01772 773076 Tel / Fax: 01772 773178

Blackpool Workshop:

105 Waterloo Road Blackpool Lancashire FY4 2AB Tel / Fax: 01253 341988 Tel: 01253 349021

Bolton South Workshop

Redgate Way Off Plodder Lane Bolton BL4 0JX Tel: 01204 706 123 Fax: 01204 707 291






Salford Ambulance Workshop

Charles Street Pendleton Salford M6 7DU Tel: 0161 743 9164 Fax: 0161 743 9221

Bury Ambulance Station

Birch Street Bury BL9 5AL Tel: 0161 964 9052 Fax: 0161 764 3079

Cumbria Ambulance Workshops

Lilly Hall Industrial Estate Wokington CA14 4PW Tel: 01900 607447.

Anfield Workshops

Belmont Grove Anfield L6 4BX Tel: 0151 261 2549 Fax: 0151 264 8337

Ellesmere port workshop (Ambulance station)

Coronation Road Ellesmere port CH65 9AB Tel: 0151 296 1848 Fax: 0151 357 1084

Macclesfield Workshop (Ambulance station)

Chester Road Macclesfield SK11 8PT Tel: 0151 296 1871 Fax: 01625 611192






Northwich workshop (Ambulance station)

Kenmare Bank Northwich CW9 8BN Tel: 0151 296 1897 Fax: 01606 331491

Runcorn Workshop (Ambulance station)

Hallwood link Road Runcorn WA9 1AP Tel: 0151 296 1905 Fax: 01928 718046

St Helens Workshop (Ambulance station)

Jackson Street St Helens WA9 1AP Tel: 0151 296 1717 Fax: 01774 739584

Bodyshop

Wallasey Ambulance Station Liscard Road Wallasey CH44 7GH Tel: 0151 296 1940 Fax: 0151 638 8754



Appendix 2 – Workshop Information

Table 1 – No of bays BAYS TOTAL GENERAL COMMENTS MERSEY & CHESHIRE 25 Limited Parking at all but Anfield LANCASHIRE AND CUMBRIA 19

Limited Parking at Burnley and Blackburn

MANCHESTER 15 Limited Parking at all workshops

59

Bays Total number of bays at each workshop ranges from 3 – 7.

Table 2 – Workshop hours and on-call arrangements.

Workshop Work Hours Shift/On-call

Cumbria 8-4 Mon-Fri Weekend call out via co-ordinator

Lancashire 8-5 Mon-Fri Weekend call out

Man in van 5pm Fri – 8amMon

Mersey 8-5 Mon-Fri

7-7Mon-Sun (Anfield)

On call cover provided by Hough Green Garage out of workshop hrs

Manchester 7.30-5 Mon-Fri On call cover 5pm Mon – 7.30am Mon




Appendix 3 – Equality Impact Assessment Report Name of Policy, Service or Function

Fleet Policy – Service Delivery Support.

Equality Impact Assessment carried out by (include name and job title):

Mick Sweetmore – Fleet Manager - Operations

Peter Rowan – Fleet Manager - Strategic

Date of Equality Impact Assessment

12th August 2008.

Step 1: Description and Aims of Policy, Service or Function

Overall aims

To define the responsibilities and accountability for the delivery of a quality service delivery support fleet function.

Key elements of policy, service, process

The policy is written for the fleet department to be systematic in its approach in the control of the quality and control of the vehicle maintenance and procurement.

Who does the policy, service or function affect?

All operational staff (Support and Road Staff)

Patients

Members of the Public

Contractors

How do you intend to implement the policy or service change (if applicable)

The policy requires approval by the EMT and Trust Board. It will be made available by intranet for all internal staff and disseminated to all Fleet Area Service managers for implementation within their given area. The policy will be reviewed and amended to take into account any future service developments.

Impact Assessment Report template: October 2007 of 26


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Step 2: Data Gathering

Summary of data available and considered

All data and informatics has been gathered by fleet management systems which have been subjected to external audits.

Also the policy has taken into account all vehicle and workplace related legislation and regulation.

Outcomes of data analysis

Equality Group Evidence of Impact

Gender Monitoring of vehicle accidents does not currently consider whether there are any gender related factors

Race/Ethnicity None

Disability The policy is a written document and there may be an impact on those with visual impairments or those with conditions such as dyslexia.

Sexual Orientation None

Religion or belief None

Age Monitoring of vehicle accidents does not currently consider whether there are any age related factors

General (Human Rights) None

Step 3: Consultation

Please note you may want to return to this section following Steps 4 & 5

Summary of consultation methods

Area Service Manager meetings

Fleet Senior Manager meetings

Internal E+D Co-Coordinator

Estates Managers

Health and safety Practitioners and Managers.

Operations.

Design and Equipment Strategy Groups / Forums.


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Outcomes of consultation

Equality Group Evidence of Impact

Gender None

Race/Ethnicity None


Sexual Orientation None

Religion or belief None

Age None

General (Human Rights) None

Impact Assessment Report template: October 2007 of 26

Step 4 & 5: Impact Grid Relevant Equality Area

Areas of impact identified Is the impact positive or negative?

Key issues for action

Will form basis of action plan]

Gender No data collated re vehicle collisions to identify gender related factors

Negative Consider monitoring

Race/Ethnicity

No impact identified


Access to vehicles by disabled patients is directly affected by vehicle design

Lease cars may need to be procured for disabled employees

Negative

Negative

Negative

Provide alternative formats where requested.

Use of pictograms within vehicles and workplaces.

EIAs of designs. Involvement of disabled patients

Ensure procedures support easy access for disabled employees

Sexual Orientation


Religion or belief


Age Issues relating to carriage of children need to be addressed in vehicle design

No monitoring of vehicle collision data in relation to age

Negative

Negative

EIA of vehicle designs

Consider monitoring

General (Human Rights)



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Step 6: Action Plan Name of Policy or Service: Vehicle Lifts and Workshop Equipment Replacement.

Issue identified and equalities group or communities affected

Action to be take By When Who By Expected outcome Progress

Difficulties in reading the policy by visually impaired users

Produce a large print version in accordance with the principles of RNIB “clear print” guidelines.

Once policy is approved.

AD – SDS. Large print version produced.

Awaiting final approval\of policy.

Difficulties in reading the policy by users with conditions such as dyslexia.

Initially the usual enhancements by the user will be employed. As dyslexia takes many forms it is not possible to be overly prescriptive however requests for alternative versions of the policy will be accommodation on request.

On request.

AD - SDS Alternative version produced.

None to date.

Disability - Vehicle design will have a high impact on patients from disabled groups in terms of their access and dignity of use

Equality Impact assessment of vehicle design to be introduced

Involvement of patients in vehicle design

31/03/09 Fleet Engineer (Strategic)

To be incorporated into the working of the VDE Group

EIA for core members of the group and ASMs is being arranged.

Age - Vehicle design will have a high impact on children and the safety of their transportation

Equality Impact assessment of vehicle design to be introduced


To be incorporated into the working of the VDE Group

EIA for core members of the group and ASMs is being arranged.

Gender/age - Vehicle collisions may be affected by

Review monitoring of vehicle collisions to identity diversity


To be incorporated into the working of

EIA for core members of the group and ASMs is


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diversity factors factors the VDE Group being arranged.

Disability – delivery of requirements of lease car policy for accessibility by disabled employees

Review procedures to ensure appropriate ease of access to order of specialised vehicles and advice

At policy review

Deputy Finance Director/

Assistant Director of Employment Practices

Review inclusion of access to specialized vehicles with respect to disabilities is encompassing enough.

Summary of decisions and recommendations

To be actioned as above.


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Step 7: Monitoring arrangements

The policy will be reviewed and amended to take into account any future service developments.

Step 8: Date of next Equality Impact Assessment

On acceptance of the policy and any subsequent changes following policy review.

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