13.1. Findings of Management Interviews
Background
Structured interviews were conducted by a Carrus Tshenolo fleet consultant for each of the seven regions.
Four departments were interviewed at Head Office, mainly;
1. Engineering – water services;
2. BOT;
3. Supply Chain Management; and 4. Protection services.
Below is a summary of comments from the interviews conducted with personnel at the area offices consisting of Senior Managers, Area Managers - Engineering and Admin Assistants.
13.2. Findings for Head Office Interviews
The Engineering Department owns the majority of the fleet of ADM. They have 221 fleet of vehicles and the majority of them are used for technical services. The last batch of vehicles purchased do not meet the end user requirements as the LDV’s purchased are single cabs that seat x2 people and as the ADM policy on fleet does not allow municipality officials to be transported on an open vehicle. This leads to multiple trips being done to services one call as a team leader has a minimum of 2 assistants.
The other departments have a limited number of vehicles but Protection Services, who is also responsible for the fire department.
The Fire Services fleet utilises fire engines. The current technology being used is outdated. In the interview it became clear that that the municipality has to consider the upgrading of the entire fleet of the fire department.
The departments also have a challenge of supporting the community with essential needs like water and sanitation. This service is offered by utilising water tankers. These vehicles are currently in short supply to ADM and that leads to the municipality having to hire these vehicles for service providers.
The costly hiring-in of water tankers was stated as a matter of concern. This absorbs funds which could have been applied to improve service delivery to the community. It is proposed that the issue of hiring-in water tankers be investigated in more detail and that the root cause be identified, verified and that a strategy be formulated to solve this matter of concern.
It is proposed that this investigation be incorporated into Phase 2 of the project.
In the BTO Department the individual interviewed did not have much knowledge of fleet management but was very assisting in understanding the financial side of the business. It is proposed that the BTO department be trained in the business processes of fleet operationalbudgeting processes. An extensive fleet management training strategy will have to be developed as part of a Phase 2 of the project.
The Supply Chain Management Department is responsible to facilitate the procurement process of vehicles.Summary of Responses from Area Management
Questions Summary of Responses
1. Fleet adequacy for service delivery – (size and
composition) The size is adequate
2. Fleet availability and reliability – what are the
current levels and is it adequate? The fleet is available but not in good standing.
3. Current control mechanisms regarding vehicle
abuse and mis-use and is it adequate? Only Trip Authority no access to the Netstar system.
4. Do they receive cost fleet reports (daily,
weekly and monthly)? No, handled by East London. Regular fleet reports are required to manage the fleet.
5. Could they take informed decisions on the
level of fleet reporting? All fleet related issues are handled by Head Office.
6. Is their fleet cost in line with budget and
industry norms? Currently all fleet budget issues are still handled by Head Office.
7. Is the fleet management structure adequate to address the fleet needs, management and control?
Not as yet, a fleet office is required.
8. How do they measure and manage trip
sheets? Not measured.
9. Are the trip sheets recorded and do they
receive a monthly report? Manual filing.
10. Are there driver briefing and de-briefing
procedures? No.
11. Are there pre and post trip vehicle
inspections? No.
12. Are the vehicles assessed on a regular basis
and do they receive reports in this regard? Not done, but planned to be done monthly.
13. Is there a need to discuss fleet management and fleet operational issues on a structured forum?
Yes, there is a need. A fleet item is going to be included in the monthly meetings with staff.
14. Do you partake in the fleet budgeting
process? Not participating currently.
P
age 43Questions Summary of Responses
15. Is their service delivery budgets translated
into fleet budgets? Currently centralised in departments.
16. Is the current fleet budget adequate? Currently centralised to departments 17. Licence administration - do you have a record
of valid driver licences and expiry dates and a notification process of when which driver licence is to be revenue (inclusive of PRDP’s)?
Currently not done, the driver reports on expired vehicle license disk.
18. Do they have the same for vehicle licences? Same as above.
19. Are all vehicles scheduled for maintenance and do they have a prediction of when which vehicle needs to be serviced?
Drivers inform the engineering department when service is due and they’ll send a mail to head office.
The driver will take the vehicle to East London for service.
20. Is the vehicle maintenance cost reasonable? Do not see invoice, all invoices are sent to head office.
21. Is the vehicle maintenance cost expressed on the CPK basis and do they have it from
“cradle to grave” for the vehicle?
No.
22. How often are the vehicle drivers trained? No driver training program exist (policy to be reviewed and look at health issues).
23. Do they have record per driver of traffic
violations? Currently handled by head office.
24. Who pays for traffic violations? Currently not clear as to who pays for the fines.
25. Is drivers disciplined on traffic violations? Do not know, head office handles fines.
26. How accidents are handled – who reports and
is there a formal investigation? ADM Policy stipulates what action to be taken.
27. Vehicle licence renewal – who notifies and
renews the licence? Drivers advise Supervisor and head office.
28. Do they have a copy of vehicle insurance
schedules and is it up to date? Currently handled by head office.
29. Is fuel consumption measured in L/100 km
and measured against a norm? No.
30. Is fuel consumption measured in L/hour for equipment and measured against the norm? No.
31. Are trip sheets filled in and captured on the
Venus computer systems? No.
32. Is monthly utilisation actual vehicle utilisation No planning is done.
Questions Summary of Responses compared to scheduled vehicle utilisation
against the norm?
33. Do they have access to tracking information
and is it useful? The system is available and is in the process of being implemented. User access is currently in the process of being implemented.
34. Do they have access to driver behaviour information from the tracking system (Harsh Braking, Harsh Acceleration, Over Speeding, Excessive Idling and Out of Green band driving)?
No. Same as above.
35. Are drivers scored for their individual performances on a monthly basis? No.
36. Are rogue drivers identified and provided with
corrective training? No
37. Is a monthly fleet report compiled and submitted to senior management? No.
38. Is there a need to improve fleet performance
and why? Latest vehicle selection for the new buy
does not accommodate operational requirements and contradicts ADM Policy.
Single cab LDVs were bought instead of double cab LDVs and the ADM Policy does not allow for employees to sit at the back of the LDVs, this leads to multiple trips being done when employees are attending to call outs for repairs.
Replacement policy to be reviewed.
Access to tracking system, maintenance policy to be reviewed.
39. What are the main “pain points” from a fleet
perspective? Latest vehicle selection for the new buy
does not accommodate operational requirements and contradicts ADM Policy.
Replacement policy to be reviewed.
Access to tracking system, maintenance policy to be reviewed.
From the assessment it is clear that: