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How To Manage A Fleet Of Vehicles

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(1)

Kevin L. Schlangen, CPFP, CAFM, CEM Dakota County Fleet Manager

(2)

Dakota County Fleet Management

Centralized on June 1, 2007

(16 departments combined into one)

Operational Budget $3.1 million Capital Budget $2.5 million

6 fuel islands

15 storage locations + take home vehicles 1 main fleet maintenance facility at Empire 3 fleet field service trucks

11,500 average work orders 71% Fleet Tech utilization rate 13 FTE’s

(3)

• 676 active units

• $23 million replacement value • Average 2.8 million miles annually

• Tandem Snow Plow Trucks 4% of active units but 28% of replacement value

(4)

Joint Powers Agreements

1) City of Hastings 2) City of Farmington

3) MN Department of Transportation

4) Domestic Preparedness Committee/Special

Operations Team

5) Community Development Agency (CDA)

6) Mutual Aid & Assistance Group (MAAG) (SWAT) 7) Dakota County Drug Task Force

8) Dakota Communications Center (DCC)/Radio

Services

(5)

8 Disciplines of Fleet Management

1. Asset Management 2. Business Management 3. Financial Management 4. Fleet Information Management 5. Maintenance Management 6. Risk Management 7. Fuel Management 8. Professional Development

(6)

Maintenance Management

Telematics Solutions

(7)

Maintenance Management

Have clear goals

Improve Safety

Reduce Downtime

Improve Response Time

Reduce Lifecycle Costs

Teamwork

Develop Check Sheets and Timelines

(8)
(9)
(10)

Daily Inspections Preventive Maintenance Scheduled Maintenance Emergency Repairs Outsourcing Repairs

(11)
(12)
(13)

What is a Telematics Solution?

Using global positioning systems (GPS)

Establishing automatic vehicle location (AVL)

tracking

Connecting to the vehicle on board diagnostic

system

Establishing user operational expectations Training users on systems

Using the system information and features to

increase safety and to reduce operational costs

Developing policies connected with this

(14)

Tandem Snow Plow Truck in 2005

1. Improve application rate consistency &

calibrate all sanders

2. Improve application tracking

3. Develop operator training program

4. Automate tracking & accountability

5. Reduce granular material use

6. Reduce operational costs

7. Implement project with existing funding

(15)

Application Rates and Calibration

25 trucks

3 types of hydraulic sander controllers

4 types of sanders

4 different auger types/sizes

None of the systems were calibrated

(16)
(17)
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(20)

92% Increase in Seatbelt Use

0 2000 4000 6000 8000 10000 12000 14000

December January February March April May June July

Seatbelt >10 MPH

(21)

12% Decrease in Idling Incidents

0 1000 2000 3000 4000 5000 6000

December January February March April May June July

Idling > 5 Minutes

Idling > 5 Minutes

(22)

72% Reduction in Harsh Driving

0 500 1000 1500 2000 2500 3000

December January February March April May June July

Harsh Acceleration Harsh Braking Harsh Turns

(23)

Telematics Misconceptions

All technologies are alike

All solutions are adaptable to your

changing needs

The cheapest solution is best

Telematics are too expensive

Using telematics will anger drivers and

(24)

Lessons Learned

Have clear project goals

Need cooperation of all groups Establish reporting criteria

Drivers Score

Idling Costs

Utilization

Aggressive Driving

Establish expectations

Develop training program to inform user

groups and upper management

Fleet Electronic Tracking Technology Policy It will take resources to get a clear ROI

(25)

Fleet CEP Goals

Replace vehicles and equipment according to

life-cycle costs

Reduce repair & maintenance costs Increase fuel efficiency

Reduce green house gas emissions Increase safety

Meet user needs to perform essential services Review lower and upper 10% utilization rates Use telematics (AVL/GPS) to evaluate

utilization & driver behavior

Recommend replacements by applying Fleet

(26)

Fleet Capital Equipment Program

A. Points Replacement Criteria

B. Fleet Council C. Utilization D. Rightsizing E. Reductions F. Additions G. Selector List H. Approval Process

(27)

A.

Points Replacement Criteria

I. Age

II. Miles/Hours

III. Type of Service IV. Reliability

V. Maintenance & Repair Costs

VI. Condition

(28)
(29)

I.

Age

One point for each year of chronological age Based on in-service date

(30)

II. Miles or Hours

1. One point for each 10,000 miles

2. One point for each 20,000 miles on 7

liter diesel engines

3. One point for each 1000 hours on over

150 horsepower diesel engines

4. One point for each 200 hours on under

(31)

III. Type of Service

Assign a 1, 3 or 5 based on service type 1 for administrative sedan

5 for police patrol

(32)

IV. Reliability

Looking at closed repair order count for

last year 1 for 4 or less 2 for 5 to 15 3 for 16 to 25 4 for 26 to 35 5 for 36 or more

(33)

V.

Maintenance & Repair Costs

Comparing the standard maintenance

costs to the (purchase price + non maintenance costs) 1 for 20% or less 2 for 21% to 48% 3 for 49% to 75% 4 for 76% to 99% 5 for 100% or higher

(34)

VI. Condition

0 to 5 points with 5 being poor condition Body condition

Rust

Interior condition Accident history

Anticipated repairs

(35)

VII. Energy Efficiency

Only points that apply to the replacement

unit with a maximum of 6 points

2 for sharing across groups 2 for rightsizing

1 for flex fuel

2 for hybrid, electric or alternative fuel 2 for alternative power unit or anti idle

(36)

Under 18 Points Condition I Excellent

18 to 22 Points Condition II Good

23 to 27 Points Condition III Qualifies for

Replacement

28 Points and Above Condition IV Needs Immediate

Consideration

36

Points Range

(37)

Police Sedan, 5 years old, 90,000 miles, poor condition, 40 closed repair orders last year, repair costs equal to 70% of purchase price and E85 replacement unit

Age = 5 points

Mileage = 9 points

Type of Service = 5 points Reliability = 5 points

Maintenance & Repair = 3 points Condition = 5 points

Energy Efficiency = 1 point

TOTAL POINTS = 33 or Condition IV (Needs Immediate Consideration

(38)

Misc. Fleet Equipment

300/676 active units or 45% 85% of the $23 million 376/676 active units or 55% 15% of the $23 million Small Equipment Attachments Small Trailers Small Boats Sporting Equipment Telematics Hardware

Reconditioning of Active units Carryover Managed Fund

(39)
(40)

B. Fleet Council

User Group Feedback Establishes Trust &

Expectations

Communicate Value Develop Policy

Meet Quarterly as Group Meeting with Individual

Departments

Meeting Minutes to all

(41)

C. Utilization

o Odometers o Hour meters o Hub meters o Calendar Days o Telematics (AVL)

o Upper and Lower 10% o Justification for Need o Encourages Sharing o Convert to Pool Use

o Operational Costs Even if

Unit is Sitting

(42)

D. Rightsizing

Needs vs. Wants 90% of Work Needs Lower operational costs Rent or Lease to Cover Other 10% if Justified

(43)

E. Reductions

Lower 10% Evaluation Each

Year

Share Across User Groups

Pool Units Checked Out When

Needed

Seasonal Usage

Rent or Lease vs. Ownership User Groups Provide

Justifications

(44)

F. Additions

• Justification

• Share Asset Already in Fleet

• Funding sources – grants

• Staff to run vehicle/equipment

• Rent or Lease

(45)

G. Selector List

Developing Specifications

Demo Possible

Vehicles/Equipment

Develop Ranking of Options

Involve User Groups in

Evaluation

Low Price Not Always Best

Return on Investment (ROI)

(46)
(47)

H. Approval Process

Establish trust and understanding

of decision making process

Use Points Criteria in all

Board/Council Requests

Lump Recommendations Together

Connect to Board/Council Goals

Connect to Laws & Regulations

Establish long range goals

(Fleet CEP 5 year plan)

Make recommendations on facts

and not feelings

Explain impact on operational

budget

(48)

Dakota County Results

(2007 to Present)

Capital Budget trends ($1.4 million to $2.5 million) 105 reductions - $1,924,750

56 right sizing - $267,000

58 additions - $2,130,879 (63% grant funds) Fleet wide MPG increase of 27% from 2005 Fleet Council – was monthly – now quarterly

Standardization of Acquisition & Commissioning Administration/Financial Services - one meeting County Board - one presentation of 5 year plan

All Departments understand that points criteria is used to

prioritize requests

All Departments working together to reduce overall fleet

(49)

Fleet Best Practices

2 Certificate of Commendation from

Governor of Minnesota

4 National Association of Counties

(NACo) Awards

Green Star Facility from MPCA Minnesota Freshwater Society

Award

4 Government Green Fleet Awards 4 100 Best Government Fleet

Awards

FLEXY Fleet Excellence Award Leading Fleets Award

(50)

Fleet Organizations

I. American Public Works

Association (APWA)

www.apwa.net

www.apwa-mn.org

II. NAFA Fleet Management

Association (NAFA)

www.nafa.org

III. Association of Equipment

Management

Professionals (AEMP)

(51)

Professional Development

Automotive Service

Excellence (ASE)

Certified Public Fleet

Professional (CPFP) Certified Automotive Fleet Manager (CAFM) Certified Equipment Manager (CEM)

(52)
(53)

Kevin L. Schlangen, CPFP, CAFM, CEM Dakota County Fleet Manager

References

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