• Planning & Financial
  • Financial Forecasting
  • Strategic Planning
• Human Resources
  • Staff Planning
  • Cross Training
  • Shared Administrators
  • Sick Leave Management
  • Succession Planning
• Fleet
  • Consolidated Operations & Fleet Maintenance Partnerships
  • Centralized Fleet Management
  • Fuel Management & Oversight
  • Fuel Conservation Policies
• Facility
  • Energy Management
  • Facility Use Management
• Operations
  • Snow & Ice Control
  • Communications Center Accreditation
  • Dispatch Consolidation
  • Police Shifts
• Technology
  • Server Consolidation
  • Process Automation

Fleet Management

Centralized Fleet Management

Centralized fleet management helps local governments move beyond just maintaining fleet vehicles to actively planning for vehicle capacity and efficiency. Centralizing fleet management is a coordinated approach for managing vehicle inventory.

Governments should develop a Fleet Management Plan that addresses the fleet vehicle life cycle; including a needs analysis, budgeting, acquisition, vehicle preparation, fleet operations, fleet management, and replacement analysis. Budget considerations determine not only the purchasing ability, but can also prompt investigation of alternative programs such as hybrid vehicles or leasing.

“Right-sizing” the fleet looks at the requirements of the organization and ensures that the fleet is appropriately sized with the quantity and types of vehicles needed. Preparation of the fleet includes developing policies, assigning vehicles, and monitoring drivers. Policies should address driver eligibility, driver responsibilities, appropriate use, accident reporting, repairs, warranty tracking, vehicle replacement, etc.

Assigning, tracking and recording data on each vehicle should be part of this coordinated approach. Maintaining detailed vehicle histories assists in ensuring vehicles are properly maintained, are serviced in accordance with recommended practices, and are not being misused. In addition, collecting this information can filter back into the planning process by informing management of the actual use of the fleet. Replacement of vehicles can then be planned based on the average life and typical use of the vehicles.

Ohio Examples

Fleet Management Reduces Fuel Consumption by 3%; Earns $1.3 Million Grant
City of Columbus

The City of Columbus instituted fleet management changes to centralize operations, invest in facilities, use alternative fuels, and actively promote fuel conservation.

• Right-sizing vehicles reduced fuel consumption by 3 percent and earned the City a $1.3 million grant for an alternative fuel truck

Selling vehicles and equipment online increased proceeds 40 percent from the previous year. A focus on certification and education has also earned it consecutive Blue Seal Awards by the National Institute for Automotive Service Excellence. City of Columbus

Detailed Operations Plan Anticipates Future Needs
Butler County Engineer’s Office

The Engineer’s office in Butler County maintains a detailed operations fleet plan, which includes timelines on the age and condition of department trucks and roadside mowers. Tracking and updating this data provides important information on the life cycle and informs management of future replacement needs. The Office also anticipates project needs and includes the use of equipment in order to provide further information on what equipment will need to be replaced or purchased to satisfy future workload demands.

National Examples

Proactive Fleet Management Leads to $500,000 in Service Agreements
City of Troy, Michigan

The City of Troy, Michigan was named the top public sector fleet by Government Fleet Magazine for providing proactive fleet management. Initiatives led to significant cost savings, improved customer satisfaction, reduced employee overtime, and enhanced productivity.

Changes included physical inventory tracking, vehicle right-sizing, use of hybrid vehicles, implementation of a utilization policy, enforcement of the City’s anti-idle policy, GPS installation in selected vehicles, aggressive training, consistent seasonal vehicle maintenance, diagnostic software use, and productivity measurement tracking.

• Purchasing agreements are made jointly with local communities to obtain best pricing on fuel and automotive parts.
• Management ensures accountability by using fleet management software to measure maintenance productivity such as technician efficiency, downtime, and non-scheduled repairs.
• The software tracks compliance with recommended preventative maintenance activities, as well as fuel usage, vehicle assignments, and in-sourcing income. Further, training and education are emphasized and incentivized.
• Employees receive $100 per month in additional pay for advanced certifications and are reimbursed for State mechanic’s certifications, leading the City’s facility to be awarded a Blue Seal by the National Institute for Automotive Service Excellence.
• The City now brings in approximately $500,000 in maintenance work through service agreements with surrounding communities.

Web Resources

• Government Fleet Magazine (Managing Public Sector Vehicles & Equipment)
  
• Fleet Maintenance Magazine (Best Practices for Maintenance Management)
  
• US General Services Administration/ Federal Fleet Policy
  
• National Institute for Automotive Service Excellence