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to track all aspects of our business. The software provides seamless data capture, fleet analysis, and meaningful reports. These features enable better accountability, improve business performance, enhance customer service, and give us our competitive edge over the private sector.” John S. Hunt, CPFP, Fleet Director, CityFleet, City of Portland Learn more about how the #1 Fleet, City of Portland, uses AssetWorks technology to enhance their operations at assetworks.com/portland
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GOVERNMENT FLEET
JULY/AUGUST 2011 • A BOBIT PUBLICATION • VOLUME 9 - ISSUE 5
WWW.GFLEET.COM
FEATURES 14 SAM LAMERATO NAMED 2011 PUBLIC SECTOR FLEET MANAGER OF THE YEAR The City of Troy, Mich.’s Sam Lamerato, CPFP, was awarded Government Fleet magazine’s 2011 Public Sector Fleet Manager of the Year honor. Lamerato helped implement a successful insourcing program, and led to the City’s No. 1 spot in the “100 Best Fleets” in 2010.
18 A SWIFT RISE TO FAME From an unranked position in 2005, to No. 2 last year, the City of Portland, Ore., CityFleet’s dedication helped the organization quickly shoot to the top and be named No. 1 among the “100 Best Fleets.”
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22 GFX 2011 UNITS FLEET PROFESSIONALS IN SUNNY SAN DIEGO The 4th annual Government Fleet Expo & Conferencee (GFX), held at the San Diego Convention Center in Southernn California, June 6-8, brought together more than 550 publicc sector fleet professionals and industry suppliers.
224 100 BEST FLEETS: TOP PUBLIC SECTOR FLEETS RECOGNIZED R Public sector fleet managers are facing more challenges than ever beP fore, and are coming up with increasingly cost-efficient and creative fo ways to “do more with less.” These top fleets set the bar for the public w ssector fleet profession.
18 DEPARTMENTS 4 ON THE WEB 6 MAIL STOP 8 INDUSTRY NEWS ■ Public Sector Fleets Get Audited 40 PUBLIC FORUM ■ Listen to Your Fleet Manager ON THE COVER:
22 Government Fleet (USPS 740) is published bi-monthly, with an additional issue in June, by Bobit Business Media, 3520 Challenger Street, Torrance, California 90503-1640. Periodicals Postage Paid at Torrance CA 90503-9998 and Additional Mailing Offices. POSTMASTER: Send address changes to Government Fleet, P.O. Box 1068 Skokie, IL 60076-8068. Please allow six to eight weeks for address changes to take effect. Please allow six to eight weeks to receive your first issue. Bobit Business Media reserves the right to refuse nonqualified subscriptions. Please address editorial and advertising correspondence to the executive offices at 3520 Challenger Street, Torrance, California 90503-1640. The contents of this publication may not be reproduced either in whole or in part without the consent of Bobit Business Media. All statements made, although based on information believed to be reliable and accurate, cannot be guaranteed and no fault or liability can be accepted for error or omission.
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T Public Sector The Fleet Manager of the F Year and No. 1 Fleet Y ffrom the 100 Best Fleets program were F aannounced at the Government Fleet G Expo & Conference E iin San Diego.
July/August 2011
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What You're Reading www.government-fleet.com w Fleet Toolbox is like having a fleet consultant in your office whenever you need it most. We offer online tools allowing you to benchmark your operation, connect with peer experts, share your accomplishments, find crucial document templates, ensure your competitiveness, and develop solutions to your challenges. It’s truly a complete fleet tool right at your fingertips.
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CALIFORNIA DGS FLEET FACILITY CLOSURES LEAVE ONE GARAGE IN SACRAMENTO And I thought my one-car garage was tight! 100 BEST FLEETS COMPLETE RANKINGS ANNOUNCED FOR 2011 Go to government-fleet.com for the complete list! 2012 CHEVROLET IMPALA TO FEATURE NEW ENGINE, IMPROVED MPG The 2012 model will also be the first Chevrolet Impala Police to feature StabiliTrak, GM’s electronic stability control technology. 10 INITIATIVES TO TAKE IN THE NEXT 12 MONTHS Presented by Bob Stanton, CPM, CPFP, director of fleet management for Hillsborough County, Fla. at GFX 2011 on June 7.
3 WHAT WE’RE W B LO BLOGGING ABOUT MARKET TRENDS By Mike Antich www.government-fleet.com/ Blog/GF-Market-Trends.aspx
PORTLAND NAMED NO. 1 FLEET AMONG 100 BEST FLEETS FOR 2011 Moves from number 78 to number 1 in twelve months! ANTICH
THE FLEET CHANNELS Industry Trends
Telematics
Safety
Remarketing
Fuel
June 27: Message to Management: Listen to Your Fleet Manager April 18: The Value of Creating a Fleet Advisory Board
Use the navigator on the government-fleet.com home page to browse the latest articles from the channels. Enter a channel to view in-depth news, articles, tools, calculators and more related to that specific topic. July/August’s Web Channel Highlight: Safety & Accident Management Keep control of your costs and improve the safety of your public sector fleet by reducing internal and external risks. Driver habits and policies can have a large impact on both your expenses as well as the safety of your drivers and others.
• Liability Risk for Government Fleet Organizations Under Current Law
• Incentivizing Drivers to Conserve Fuel • How to Minimize Workplace Injuries • Bright Ideas: Policy • Bright Ideas: Safety RECEIVE BREAKING NEWS WHEN IT HAPPENS Sign up for Government Fleet’s bi-weekly eNewsletter for timely updates on the latest industry news in public sector fleet management, as well as research and trends, industry events, and current Government Fleet magazine articles and features. Subscribe at www.government-fleet.com. 4
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FLEET BLOGS: The Voice of the Fleet Community (www.fleetblogs.com)
July 3: California Supreme Court Maintains That Employers Cannot Be Liable Twice For The Negligence Of Their Employees
by Michael Bragg July 3: The enemy of strategic initiative!
by Aaron Alvarado June 30: Getting the Most Miles Out of Your Event Budget
by Elisa Durand June 28: 30,000,000 Barrels if Oil
by Joseph Thompson June 20: Public Sector Unions – Part 2
by Anonymous Public Fleet ManagerW Interested in starting your own blog? Go to www.fleetblogs.com for more information.
July/August 2011
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MAIL STOP SAVING MONEY, GOING GREEN & REDUCING RISK There is a risk to extending preventive maintenance (PM) intervals. In our fleet operation, we track PMs with a single work order and PM follow-ups on another. In 2008, we extended our PM intervals from 4,000 to 5,000 miles. (We also increased the hours on our heavy-duty vehicles and construction equipment.) We found that by doing this we increased our risk of not maintaining our vehicles in the manner we were used to. What I mean is when we were using the 4,000-mile intervals, around 41 percent of the time we would find something that needed to be corrected. This ranged from safety equipment, such as expired fire extinguishers, to worn tires and brakes. After we went to extended intervals, our follow-ups increased to 48 percent of the time. Advancements in oil and vehicle technology are allowing us to extend oil drop intervals. But is it worth the risk of extending our intervals out even further? Our mechanics kept telling us we were dumping good oil down the drain by keeping the intervals short. On the other hand, it’s not worth the risk when we see an increased rate of discovering something that needs adjustment or replacement. Late last year, we began taking oil samples of the fleet, ranging from the Toyota Prius passenger car to the International WorkStar heavy-duty truck. We found that out of the 170 oil analyses we sent to the lab, 170 of them came back with good results. Our mechanics were absolutely correct in saying we’re dumping good oil down the drain. Because of this, we felt confident about making changes to our PM program. Today, we use a synthetic 6
Government Fleet
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blend motor oil (that is at least 20-percent synthetic) and implemented a PM program that includes a green service. A green service occurs at every other PM interval that, instead of an oil drop, just replaces the oil filter and tops off the oil level. Because of this, we have maintained our level of risk and have been able to reduce our fossil fuel use 54 percent based on the use of synthetic products and implementing green PM programs. There’s a lot more to our story, but it gives you a snapshot of how agencies can save money, go green, and reduce exposure to risk. Gary Lentsch Fleet Supervisor Eugene Water & Electric Board Fleet Services Eugene, Ore.
OEMS NEED COMMON SENSE Why do we need 17-, 18-, and 19-inch tires with lower tread wear at higher cost? What this accomplishes is simply more and larger tires in landfills or to recycle. When will Detroit, Tokyo, Seoul, and Akron understand sustainability? With our failing worldwide economy, the manufacturer who will succeed is the one who understands value, sustainability, mpg, total cost of ownership, and respects the customer. Some OEMs continue to tout engine horsepower in ads, show cars being driven stupidly, and only as a last resort talk about mpg and safety. These OEMs will fail because they do not understand or are not planning for the new reality of our markets. Gas is $4-plus a gallon and they talk horsepower! When will common sense and reality hit home? Collins Downing Manager Transportation and Parking Loyola University Baltimore, Md.
CHARACTER, HONESTY, PASSION & COMMITMENT I want to thank Tom Johnson, as the founder of the “100 Best Fleets” program, for all he does to allow public fleet managers the opportunity to promote their work to both their organizations and communities. The 100 Best Fleets program has been such a valuable avenue to help us educate and inform those we serve. I believe his enthusiasm and passion is obvious and present in the way he approaches the program. I am fortunate to have the ability to connect with so many other fleet managers across the country, largely due to the “100 Best Fleet” program and GFX where the awards are presented. Character, honesty, passion, and commitment are values I believe lead us down our road of success. Tom’s work has made a tremendous difference for the many public fleet organizations involved in the 100 Best Fleets program. Tony Jobanek Fleet and Radio Manager City of Eugene, Ore.
OPERATOR-DRIVEN DECISIONS The Market Trends blog entitled, “Be Part of the Solution, Not Part of the Problem,” was a very timely article. I plan to share this with upper and top management. In Loveland, Colo., a key issue driving our costs up that’s outside our ability to control or even plan for is decentralized fleet control. In other words, this gives fleet decision-making authority to individual department heads. Most department heads sometimes don’t have the knowledge
nor the time to look into the details of “right-sizing equipment choices” or “lifecycle costs projections” so they simply rely on the person doing that job to state his or her preference. This results in operators equipping themselves for their worst-case job needs instead of their normal w needs. work O Operators almost a always choose their p preferred makes a models, anciland l equipment, lary a drivetrain and c gurations, thus confi d destroying proven co reductions from cost t standardization. Stephen Kibler Fleet Manager City of Loveland, Colo.
GOVERNMENTS CHALLENGED TO GO GREEN Many government services and jobs require the use of specialized heavy-duty trucks. However, in terms of green fleet initiatives, either a green fleet vehicle is not available in this class of trucks, or, if it is, the premium to purchase the green vehicle equates to the cost of a police car, and if we need a new police car in fleet, we’re buying the police car and to heck with the green model truck. I personally would like to expand our number of green fleet initiatives, but the reality of the matter is we have fewer dollars to go around, and, as long as conventional vehicle prices are less than green vehicles, we’re buying the former. Plus, unless you’re driving the vehicle hundreds of thousands of miles or keeping it 20-30 years, how can you make lifecycle cost numbers calculate? John McCorkhill Jr. CFM/CAFM/CEM/CPFP Director of Fleet Services City of Lynchburg, Va.
July/August 2011
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INDUSTRY NEWS
Fed Fleet Ordered to Purchase AFVs & Right-Size VP and Group Publisher Sherb Brown (310) 533-2451 • Sherb.Brown@bobit.com Publisher Eric Bearly (310) 533-2579 • Eric.Bearly@bobit.com Editor and Associate Publisher Mike Antich (310) 533-2467 • Mike.Antich@bobit.com Managing Editor Lauren Fletcher (310) 533-2415 • Lauren.Fletcher@bobit.com Senior Editor Grace L. Suizo (310) 533-2414 • Grace.Suizo@bobit.com Associate Editor Thi Dao (310) 533-2544 • Thi.Dao@bobit.com
Production Director/Manager Kelly Bracken (310) 533-2574 Brian Peach (310) 533-2548
DISTRICT ADVERTISING MANAGERS Publisher/Sales Manager Eric Bearly (310) 533-2579 • Eric.Bearly@bobit.com Great Lakes Robert Brown Jr. 1000 W. University Dr., Ste. 209 Rochester, MI 48307 (248) 601-2005 FAX: (248) 601-2004 Robert.Brown@bobit.com Sales & Marketing Coordinator Tracey Tremblay (310) 533-2518 Chairman Edward J. Bobit
currently co-managed with another department. More details are available at www.gfleet.com/news. Keyword: Jacksonville.
Portland Police Bureau Redesigns Patrol Cars
President & Chief Executive Officer Ty F. Bobit Chief Financial Officer Richard E. Johnson Business and Editorial Office Bobit Business Media 3520 Challenger Street Torrance, CA 90503-1640 FAX: (310) 533-2503 Change Service Requested Return Address Government Fleet PO Box 1068 Skokie, IL 60076-8068
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curement and inventory processes, including developing formal policies and procedures, and assuming management of all fleet operations
WASHINGTON – The U.S. Government Accountability Office (GAO) issued a report that found the U.S. Postal Service’s (USPS) fleet of vehicles is aging, seeing higher maintenance costs as a result, and needs new vehicles to meet federal sustainability standards. The fleet consists of more than 215,000 vehicles, 192,000 of which are light-duty mail delivery vehicles that operate six days per week. The report said the USPS estimates the cost to replace 185,000 delivery vehicles in the fleet with new, fuel-efficient, gasoline-powered right-hand-drive models would be $5.8 billion — an unfeasible amount for the agency, which is in a grim financial situation. For now, its plan is to purchase a small number of minivans for delivery and continue its policy of maintaining the fleet rather than purchasing new vehicles. The GAO recommended the USPS develop a strategy and timeline for addressing its fleet’s needs, taking into account the change from a six- to a five-day delivery schedule, consolidating facilities, meeting federal requirements, and continuing to deliver mail to 131 million residential and business addresses nationwide. The USPS plans to deliver its strategy, along with a timeline for addressing the fleet’s needs, by December. More details are available at www.gfleet.com/news. Keyword: USPS.
Editorial Consultant Howard Rauch
Government Fleet
JACKSONVILLE, FL – A fleet audit conducted by the City of Jacksonville Office of Inspector General called for increased oversight of pro-
GAO Finds USPS Lacks Funds for Fleet Overhaul
Art Director Vince Taroc
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less a larger vehicle is critical to the agency’s mission) and have limited engine sizes. In conjunction with the memorandum, the General Services Administration (GSA) launched a pilot project to bring electric vehicles (EVs) into the fleet. The GSA announced an initial purchase of more than 100 EVs, which it will lease to 20 agencies, including the Department of Energy, and will be located in Washington, D.C.; Detroit; Los Angeles; San Diego; and San Francisco. The GSA said it will also coordinate the installation of necessary charging stations for the pilot.
Jacksonville Parts Audit Recommends Increased Oversight
Web Editor Greg Basich (310) 533-2572 • Greg.Basich@bobit.com
Printed in USA
WASHINGTON – President Barack Obama issued a memorandum directing federal agencies that operate the federal fleet of more than 600,000 civilian and non-tactical military vehicles to find ways to reduce petroleum-based fuel usage and cut costs. The memorandum includes a requirement that all new light-duty vehicles, leased or purchased by agencies, must be alternative-fueled vehicles by Dec. 31, 2015. Examples given include hybrid, electric, compressed natural gas (CNG), and biofuel vehicles. Executive vehicles used by federal agencies must be mid-size or smaller sedans (un-
PORTLAND, OR – The Portland Police Bureau announced the redesign of the graphics for its patrol cars on the Bureau’s Facebook page. This new design will start to appear as new cars enter the patrol fleet. Within five years, the Bureau said all marked patrol cars will be solid blue with white wrapped doors. On the doors are the words “Portland Police” and below them is the slogan “Sworn to protect. Dedicated to serve.” The design displays a red rose between the words “protect” and “Dedicated.”
The new design for Portland, Ore., Police Bureau vehicles will be on all marked patrol cars within five years.
July/August 2011
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INDUSTRY NEWS Cape Coral Audit Shows Fuel Management Improvements CAPE CORAL, FL – An audit of Cape Coral’s fuel management recommended a more comprehensive approach to monitoring the fuel used by City vehicles. The audit did not find any evidence of fraud, illegal acts, or abuse. The audit reviewed acquisition, disbursement, and management of fuel from 2006 to 2010. The audit came about after the City’s internal fuel use review in fall 2010, finding it was unable to accurately track fuel used or purchased during a several year period. Citing the City’s fuel management system (FMS) software as antiquated and limited, the report showed a general lack of record-keeping or record review as primary problems. The audit recommends a number of changes. The software system used doesn’t have vendor support (due to a decision by the City), and the integrity of the
database storing fuel-related data is “suspect,� according to the audit. The audit also noted the City recently implemented a number of policies to improve fuel management, including internal controls to monitor fuel purchases; improvement to software application security, developing a comprehensive City Administration Regulation to address fuel use in City vehicles and equipment; upgrading the FMS software; providing monthly reports to the City Manager regarding fuel purchases cost allocations to user departments; and creating a new FMS database to better track future fuel-related data. The audit recommended the City acquire an enterprise-level fleet management system that provides fuel-management capabilities rather than continue solely with fuelmanagement software.
Chicago & Cook County Fleet Maintenance Face Possible Consolidation CHICAGO – A new report issued by the City of Chicago and Cook County proposes consolidating City and County fleet maintenance, with the City as the service provider and the County as the client. The City would manage fleet maintenance operations for County Highway Departments at a set labor rate plus the invoiced parts cost. County employees would take vehicles in need of repair to City shops. Decentralized organization of County fleet maintenance services was cited as one reason for proposing the City handle maintenance for County vehicles. In addition, the vehicle composition for City and County fleets is similar, which would allow the City to “easily� maintain County vehicles, according to the report. Cost savings estimated in this proposal would be along the lines of $300,000 to $700,000 annually based on results from similar organizations.
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July/August 2011
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New Haven Takes Delivery of Hybrid Refuse Truck NEW HAVEN, CT – The City of New Haven unveiled its first hybrid refuse truck. The City said it will result in a 30-percent savings, or $5,000, in fuel consumption on an annual basis and will result in reduced maintenance costs due to the exThe City of New Haven, Conn., refuse tension of the truck’s brakes trucks each transport an average 3,888 lifespan (four times longer tons of municipal solid waste per year. than traditional brakes). The garbage truck is equipped with a hydraulic hybrid system. While braking, the vehicle engages a pump to pressurize a reservoir of hydraulic fluid. As the truck starts moving forward again, the fluid runs through a hydraulic motor, boosting the truck forward and reducing the strain on the diesel engine. The vehicle cost the City $388,000, of which $70,000 was from a grant obtained by the City’s Office of Sustainability, from Connecticut Department of Transportation’s Clean Fuel Vehicle Program. This grant money covers the incremental cost of the hybrid system over a traditional truck. The City has fleet of nine refuse trucks and plans to replace them with hybrids at the end of each truck’s lifespan. On average, each vehicle transports 3,888 tons of municipal solid waste per year. The City operates a total of 14 hybrids in its fleet, 13 of which are cars or small SUVs, plus the refuse truck. In related sustainability efforts, the City said that in 2007, it started using B-50 biodiesel in its fleet, the highest percentage of biodiesel in the Northeast. The City also installed solar-powered lights on a police cruiser as a pilot to cut down on idling, retrofitted all school buses with pollution control devices, and will be retrofitting the entire refuse fleet as well.
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Missouri DOT to Close Facilities & Cut Staff JEFFERSON CITY, MO – The Missouri Highways and Transportation Commission voted to adopt a plan it said will make the Missouri Department of Transportation (MoDOT) a smaller agency in order to provide more funding for road and bridge projects. The plan calls for reducing MoDOT’s staff size by 1,200, closing 131 facilities, and selling more than 740 pieces of equipment, which include cars, pickups, vans, dump trucks, loaders, drills, and stripers. According to the Commission, the plan is projected to save $512 million by 2015. More details of the plan are available at www.gfleet.com/ news. Keyword: MoDOT.
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SAM LAMERATO NAMED 2011 PUBLIC SECTOR FLEET MANAGER OF THE YEAR
T The City of Troy’s Sam Lamerato was awarded Government Fleet magazine’s 2011 Public Sector Fleet Manager of the Year honor. Lamerato helped implement a successful insourcing program, and led to the City’s No. 1 spot in the “100 Best Fleets” in 2010. BY CHERYL KNIGHT
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hirty-eight-year fleet veteran Sam Lamerato, CPFP, superintendent of fleet maintenance for the City of Troy, Mich., was named the 2011 Public Sector Fleet Manager of the Year by Government Fleet magazine at the 2011 Government Fleet Expo & Conference June 8, in San Diego. Lamerato was one of three finalists that also included Paul Condran, equipment maintenance/fleet manager of the City of Culver City, Calif., and Erle Potter, PE, CEM, state equipment manager of the Virginia Dept. of Transportation (DOT). Joe Frantz, vice president, sales support, of award sponsor ARI presented the award to Lamerato, who thanked his staff, industry peers, Government Fleet magazine, family, and fellow fleet managers. “It is an honor. I’m thankful for all of my mentors, which includes all of you other fleet managers out there,” Lamerato said. “I’m thankful to my staff. I’m thankful to my wife of 36 years for sticking by me and understanding what I, and those of us in the public sector, have to do to serve the public — encourage your staff to be better and make your systems, communities, and departments sustainable.” Lamerato also said he owes thanks to his biggest life influences: his parents. “My father led by example of dedication and leadership in his work,” he said. “To this day he will call me at night and ask, ‘Did the City get its money’s worth today?’ My answer is always, ‘Yes, dad, and then some!’ ”
July/August 2011
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The City of Troy, Mich., fleet services has insourced a significant amount of work, proving it to be competitive.
The City’s smooth-running operation comes from a devoted, well-trained team who work together to provide the best service possible.
Sam Lamerato, CPFP, superintendent of fleet maintenance for the City of Troy, Mich., proudly displays a Ford Escape Hybrid.
HONORED FOR INITIATIVES & INDUSTRY INVOLVEMENT
He also stressed the need for continual communication with City management and department directors to ensure the fleet division meets all expectations. “I think what makes anyone successful is a passion for their job. It is not an 8-5 job for me — it is 24/7,” he pointed out. “I am always observant, searching for new or better ways to improve our operation and reduce our costs, while providing dependable and efficient vehicles and equipment.” Lamerato also emphasized that an important part of the City’s smooth-running operation comes from a devoted team, welltrained staff, and technicians who work together to give the best and most-efficient service to the City of Troy’s customers. “Over the years, we’ve developed a very dedicated team of fleet professionals who enjoy the challenges of today’s vehicles and technology,” he said. “The team takes extreme pride in their work, which is demonstrated by their finished products, completed on schedule, and to a high standard.” Lamerato also pointed out the importance of assembling a team that includes complementary talents and strengths. “They constantly impress me with their technical skills and their professionalism shown both at work and in their personal
lives,” he said. “This crew loves a challenge and has a reputation for their innovations and creativity while being mindful of the time and cost on each repair. This earned them first place in ‘100 Best Fleets’ in 2010.” After the “100 Best” recognition, the City council and management acknowledged the fleet division during a council meeting attended by staff, which was televised throughout the City. The staff also was provided embroidered shirts and shoulder patches for their uniforms displaying their No. 1 status in “100 Best Fleets.” “I would not be where I am today without the influence of countless other peers and fleet professionals who, through networking, help me grow in my profession,” Lamerato said.
Lamerato’s initiatives include the successful implementation of an in-sourcing program by the International City Management Association; being named the 2010 No. 1 Fleet in the “100 Best Fleets;” receiving the Professional Manager of the Year award for Public Fleets from the American Public Works Association (APWA); and developing, organizing, and producing two fleet conferences. He is also a member of the APWA (at both the state and national level), the Rocky Mountain Fleet Management Association (RMFMA), past chair of the APWA Fleet Service committee, past chair of the APWA CPFP Governing council, Chrysler Police Advisory board, and contributing author of several APWA fleet manuals. With an annual fleet budget of $7.5 million, the City of Troy’s fleet department includes 16 full-time employees on a twoshift operation and two maintenance facilities. Lamerato manages a fleet of more than 500 pieces of equipment used for 15 public services departments, including fire, police, public works, engineering, assessing, building, and parks and recreation personnel. He also oversees two fueling locations, 13 in-sourced service agreements, and the security and maintenance of the public works facility.
RUNNING THE CITY FLEET LIKE A BUSINESS Lamerato believes a municipal fleet needs to be run like a business. “The fleet manager must keep his finger on the pulse of his customers to ensure he is providing the best, most economical and most timely services available in the area,” he said.
IN-SOURCING PROGRAMS HELPS SUSTAINS FLEET DIVISION Due to the City’s proactive in-sourcing program, which began eight years ago, the fleet has successfully weathered the storm of today’s tougher economic times. The International City Management Association (ICMA) reviewed the City of Troy’s fleet operation and found the fleet
CITY OF TROY, MICH. FACTS Population: 85,000 Size: 36 square miles City Fleet: More than 500 vehicles, including Fire and Police; two maintenance locations with 16 employees. Vehicle Info: The City owns and operates 500-plus units, including a wide range of equipment types — from lawn mowers to fire apparatus. Government Fleet
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FLEET MANAGER OF THE YEAR GETTING TO KNOW SAM LAMERATO, CPFP EDUCATION • September 1974 graduate of MOTECH Automotive Education Center. • State of Michigan Master Certified Mechanic & ASE Master Certified Auto & Medium/Heavy Truck. One of the City’s staff members is shown reviewing work performed on a fire apparatus.
The City’s mechanics enjoy the challenges of today’s vehicles and technology.
Lamerato believes in the importance of assembling a team that includes complementary talents and strengths.
The City of Troy oversees more than 500 vehicles, including fire and police, and two maintenance locations.
division sustainable. “The division has in-sourced a significant amount of work to more than replace the reduction of in-house vehicles and equipment, and has proven to be competitive in cost comparisons with contracting vendors in the private sector,” Lamerato said. This finding resulted in the fleet division maintaining current staffing and funding at a time when other divisions were facing reductions to their budgets and staff. “What began with a phone call from a neighboring city official eight years ago, evolved into 11 signed service agreements with neighboring communities and school districts,” he said. Because many cities are dealing with reduced revenues, which in turn reduce the city’s budget, Lamerato emphasized the importance for fleet managers to be able to defend the vehicle replacement fund. “By having a vehicle replacement scorecard, and backup information on the cost consequences of vehicles not being replaced on a timely basis, the fleet manager will be prepared to answer challenges by City management and councils,” he said. He also added that the fleet manager must be able to defend their budgets by having knowledge of what the City’s fully burdened shop rate is compared to the sur-
rounding privately owned repair facilities, its direct and indirect repair ratios, and its vehicle-to-technician ratio.
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EDUCATIONAL PROGRAMS & INDUSTRY NETWORKS One of Lamerato’s personal philosophies exemplifies the need for educational programs for City management, as well as citizens, to make them aware of the importance of a well-run fleet operation to the overall services provided to them. “Today’s fleet managers need to spend time on their shop floor, reviewing repair techniques of their staff, and attending training seminars and conferences to network with their peers to broaden and reinforce their management skills,” he said. Lamerato himself stays actively involved in the industry and personally helped develop, organize, and produce two fleet conferences. For the past 15 years, he has been co-chair of Education for Michigan APWA. While developing educational programs for Public Works professionals for streets, water, and engineering departments during that time, he noted there were very few affordable programs geared toward fleet personnel. “I made it a goal to develop two pro-
EMPLOYMENT • September 1974: Hired by the City of Troy as Municipal Service Employee (MSE) — D classification – Serviceman. • December 1974: Promoted to MSE — F classification – Mechanic. • July 1976: Promoted to MSE — G classification – Leader/Heavy Equipment Mechanic • July 1982: Promoted to Temporary Field Supervisor. • August 1982: Promoted to Superintendent of Fleet Maintenance.
HOBBIES/FAMILY • Hobbies: Traveling, fishing, home improvement, and the restoration of a 1966 Ford Mustang. • Family: Wife of 36 years, one son, two daughters, two sons-in-law, and four grandchildren. • Life influences and mentors: His parents, former Troy City Manager Frank Gerstenecker, and former Public Works Director Donald Spurr.
grams a year, centrally located in the state, and specifically addressing upcoming changes and current challenges to fleet operations,” Lamerato said. The programs were opened up to include vendor booths and equipment displays. While these programs started off on a smaller scale, they quickly grew to sellout capacities with waiting lists for vendors, display space, and even speakers. “When reviewing the evaluations, attendees comment on the sessions being extremely helpful in solving current issues and the opportunity to network with fellow fleet personnel and vendors,” Lamerato said. Moving forward, Lamerato will continue to collaborate with city managers and other city divisions to ensure the City of Troy’s ongoing success for its fleet division. “We will continue to work toward our common goal of providing the best, mostefficient service for the tax dollars spent,” he said.
July/August 2011
7/5/11 3:19:32 PM
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A SWIFT RISE TO FAME From an unranked position in 2005, to No. 2 last year, the City of Portland, Ore., CityFleet’s dedication helped the organization shoot quickly to the top and be named No. 1 one among the “100 Best Fleets.” BY SHELLEY MIKA
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n 2005, the City of Portland’s CityFleet was unranked among the 100 Best Fleets. With unhappy customers, little trust, and a lack of belief in their own efforts, CityFleet faced an uphill battle. Now, just a few short years later, the fleet has been named No. 1 among the 100 Best Fleets — and has a long list of accomplishments and proven progress to back up the title.
RISING FROM THE ASHES TO A NEW DAY In 2005, things looked dour for the fleet. But at the end of that year, the City hired John Hunt — fleet manager for the City of Fresno at the time and that year’s winner of Government Fleet’s Public Sector Fleet Manager of the Year. With proven successes, the City of Portland hoped he could breathe new life into the fleet. Little did they know that over the next few years, Hunt and CityFleet staff would
AT A GLANCE A few of the accomplishments that have helped the City of Portland, Ore., rise to the top of the 100 Best Fleets program include: • Accelerated staff development and training. • Right-sized fleet, resulting in $4 million in savings. • Reduced overtime costs by 89 percent. • Doubled total ASE Master technicians on staff. 18
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transform as a team that would rise so swiftly through the ranks — from No. 78 in 2006; No. 9 in 2007: No. 4 in 2008 and 2009: No. 2 in 2010, and now, No. 1. Despite such a dramatic climb, on the day of the announcement Hunt was still unsure if he’d secured the top spot — right up until the moment the winner was announced. “Each year is a new competition with a fresh, clean slate. We were No. 2 last year, but we knew that didn’t mean we couldn’t be beat by another organization,” he said. “Being named among the 100 Best is quite an honor because it means that an organization has made a conscious decision to improve. Portland staff made the commitment and we are very excited to be named No. 1 this year.” When Hunt was hired in 2005, the fleet had a less-than-stellar reputation and major hurdles to overcome. Fleet needed to boost operational efficiency, improve services, and find a way to save money. On top of that were greater, less tangible challenges: building trust with customers, demonstrating proven best practices, and most of all, possessing a high level of faith. So, how did the fleet get turned around? Hunt said it started with relationships. “There may be many, but I think the basic secret to success is building trust and reliability with your team, customers, your boss, and the elected officials,” he said.
Hunt started by identifying employee strengths and matching them to the right jobs. After creating this strong foundation for the fleet, he looked for opportunities for improvement, then gave fleet staff tools to help them advance and achieve success. Most importantly, he believed in his team. “We have staff members who have been with CityFleet for nearly 30 years. That institutional knowledge is invaluable. We listened to their ideas for improvement and empowered them. Once everyone in the organization believed in themselves, the stakeholders began to believe in CityFleet,” he said. “Our staff is our most valuable resource and CityFleet staff worked hard to improve over the last five years. The team has shaped a refreshed fleet organization through monumental changes in business performance, motivation, work environment, attitude, efficiency, communication, and cost-effectiveness.”
RELATIONSHIPS BUILD THE FLEET Hunt and his team also worked very hard to build customer relationships. They knew creating trust with its customers was a must for the success of the fleet. “Building trust is important, because we deal with equipment that must be maintained properly for the safety of City employees and the public,” Hunt said. “As a service provider, our goal is to deliver excellent service to our customers. Under-
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(Far left) John Hunt, fleet manager for the City of Portland, Ore., motivates staff and proudly displays the team’s “100 Best Fleets” trophy, which celebrates the whole team’s efforts. Fleet staff members are pictured maintaining vehicles and providing necessary repairs.
standing their needs is the first step, and we strive to provide service in a way that makes customers want to come to us.” With this charge in mind, CityFleet asked its customers to evaluate fleet, analyzed the results, then targeted largescale improvements. When individual concerns arose, CityFleet addressed them face-to-face whenever possible. If it was not possible to do so in person, staffers picked up the phone. Then they acted. “As CityFleet continued to deliver on promises, customer trust in the organization grew,” Hunt said. Customer satisfaction soon rose, now reaching astonishing levels. CityFleet reached a 98-percent customer satisfaction rating, even with a workload of 27,000 work orders each year. In fact, recent customer survey scores were more than double the second-best service providers in the City. “These are spectacular results by any measure,” Hunt said. “But the short time frame in which CityFleet developed best practices, implemented them, and tracked the results is especially impressive. And the fact that the results of the survey indicated that CityFleet improved more than any other city service surveyed is astounding.” As customer satisfaction has continued
to improve, so has employees’ belief in their abilities. “Employees now feel pride in their workplace, see satisfied customers, and have come to trust the managers and themselves,” Hunt said.
A LONG LIST OF ACCOMPLISHMENTS While it rates high among the reasons CityFleet is successful, customer and employee satisfaction are only the beginning of a long list of accomplishments. To list all of them over the last year — let alone the last five years — would fill the pages of Government Fleet. In fact, there was only room for the top highlights on its application. “There are so many other good things we are doing. I kept thinking of more things I wish we would have added even after the application had been submitted,” Hunt said. However, a few of the fleet’s most notable accomplishments are as follows. CityFleet: • Accelerated staff development and training. • Right-sized the City’s fleet by 192 units, saving $4 million. • Improved repair turnaround times, customer satisfaction, and competitiveness.
• Doubled the number of Automotive Service Excellence (ASE) certified Master Technicians by offering certification pay. • Reduced overtime costs by 89 percent through a more streamlined workflow and new shop tools. • Reduced commercial repairs by $1 million over two years through reorganization of shop operations. • Reduced parts costs by $300,000 (36 percent) through bar coding, inventory management, market analysis and volume purchases. • Became certified as an Eco-Logical Business by the Pollution Prevention Excellence program. • Recouped $1 million at auction for the fleet replacement fund. • Significantly greened the City fleet with the expanded use of hybrid, electric, diesel particulate filters, incab heaters, and alternative fuels — developing the largest green fleet in the region. • Implemented recycling efforts: purchased a rock crusher capable of producing 160 tons of material per hour, use of refined oil, scrap metal and battery recycling, and removal of 2,200 yards of contaminated soil. Government Fleet
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10 0 BES T W INNER S • Overall, reduced the operating budget by $1.7 million over the last year and $5 million over the last two years through new reporting, analysis, right-sizing, business partnerships, computer programs, time standards, inventory management, staff analysis and implementation of a new fuel system. Hunt attributes the fleet’s success to committed staff, a competitive business model, and the implementation of key fleet best practices. He also continually relies on the advice of past and present fleet managers and fleet organizations like the American Public Works Association (APWA), National Association of Fleet Administrators (NAFA), Public Fleet Managers Association, and the Oregon Public Fleet Managers Group. “Public sector fleets are not in direct competition with one another, so we share valuable information and ideas all the time between organizations,” he said. “Many years ago a great fleet manager used to say ‘save your money; hard times are coming.’ This lesson, along with many others, helped prepare us for these tough financial times.”
LESSONS LEARNED AND TRUST CULTURE BUILT Along the way, Hunt and his team have learned some valuable lessons other fleets can benefit from, too. Hunt said chief among them is building a high trust culture. Part and parcel to that are open lines of communication and continued collaboration — like the weekly team meetings he holds, listening to concerns, and working directly with staff. Hunt said another excellent way to promote communication is by establishing a Labor Management Committee (LMC), which provides a regular structure for sharing opinions and suggestions. “For us, the group has become a cohesive force for change and improvement,” he said. In terms of working with customers, Hunt and his team live by the notion of treating customers the way they would want to be treated by service professionals. And for the fleet overall, he recommends being proactive rather than reactive, and investing heavily in the staff. “Go out and meet with your customers to 20
Government Fleet
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CityFleet employees log an average 27,000 work orders per year and recent customer service scores have been steadily increasing.
find out what they need and show them that you are listening. We proactively meet with our customers finding ways to help them achieve their goals,” he said “Encourage teamwork and listen to your staff — they know the business and they work directly with the customers. They are your greatest assets.”
OFFERING A SINCERE THANKS TO THE INDUSTRY Hunt said he owes many thanks to those who helped him lead his fleet to success. For starters, he thanks Government Fleet, INVERS Mobility Solutions, and Tom Johnson for making the program possible. And of course he thanks his own partners at the City — the Mayor and City Council, the Office of Management & Finance leadership team, the customers, and of course the CityFleet team. “CityFleet collaborates daily to provide excellent service and find solutions to each challenge,” he said. “Once we had built trust, our customers were willing to provide us with feedback and help us to understand special project needs from an operations perspective.” He also extends gratitude to his peers. “There are many fleet professionals who donate their time and fleet analysis to others in the industry. All they want in return is for another fleet to be successful and for the betterment of the fleet industry in general,” he said. “This includes past and present fleet managers, manufacturers, and our vendors. I’d like to thank all of those folks for giving
generously to the fleet industry.” Last, he lends a gracious nod to all of the fleet families. “Their encouragement and support make it possible for us to come to work and do well each day,” he said.
STRIVING FOR CONTINUED SUCCESS As Hunt reflects on his fleet being named No. 1, he looks to the hard work of his team, the hard work of his 100 Best competition, and the drive the 100 Best program offered his fleet in its rise to success. “I am extremely proud of our team, both at CityFleet as well as the bureaus we serve, and how we work together to meet the challenge of delivering quality service in these tough economic times,” he said. “It feels great to be named the No. 1 Fleet in North America, but humbling at the same time. All of the fleets that entered the 100 Best Fleets program are doing good things and continue to improve every day. The program is great in that it provides fleets with a road map for progress.” Always focused on continuous improvement, Hunt is sure to celebrate the success on behalf of the hard work of his team, but is also quick to set new goals. “CityFleet has made a conscious effort over the last few years to build up the core foundation of business operations,” Hunt said. “Now we are ready to move forward and explore new challenges.” SOURCE John Hunt, fleet manager, City of Portland, Ore. E-mail: john.hunt@portlandoregon.gov
July/August 2011
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7/5/11 3:20:20 PM 12/20/10 12:27:40 PM
2011 EXPO UNITES FLEET PROFESSIONALS IN SUNNY SAN DIEGO
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he 4th annual Government Fleet Expo & Conference (GFX), held at the San Diego Convention Center in Southern California, June 6-8, brought together more than 550 public sector fleet professionals and industry suppliers. Former MLB all-star pitcher Dave Dravecky opened with an inspirational keynote address, and Denton Cinquegrana, senior markets editor at OPIS, gave a keynote speech on the state of the fuel market. The conference included the 2011 Public Sector Fleet Manager of the Year and “100 Best Fleets” awards ceremonies, engaging presentations and panels featuring fleet experts, numerous networking opportunities, more than 85 exhibit booths, and a chance to explore San Diego’s Gaslamp Quarter. Next year’s event is scheduled for June 18-20, 2012 at the Colorado Convention Center in Denver. Event coverage and an extended photo gallery are available at www. gfleet.com. Keywords: GFX 2011.
A networking power session on “Fleet Challenges and Solutions” brought fleet professionals together to help each other reach their common goals.
A pre-session on best practices from the 100 Best Fleets title “Leading the Way” drew a crowd of fleet managers looking for ideas to become one of the “best.”
Three days of sessions, keynote speeches, and networking gave attendees ideas solutions to take back and test in their fleets. 22
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(Above left) Aaron Alvarado from City of Tempe, Ariz., conducts a session. (Above right) MLB all-star pitcher Dave Dravecky presents a keynote.
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The GFX show floor was packed full of new vehicles and informative displays. Attendees spent quality time on the show floor learning about new technology and innovations.
(Above & Below) At the first opening reception, event attendees were given opportunities to network and grab a bite to eat. Ford and Azure Dynamics brought the Transit Connect Electric to the show.
Mitsubishi’s iMiEV zero-emissions vehicle packs a lot of punch in its small package.
Chevrolet’s new CNG van was on display, which will also be available in an LPG version. PHOTOS COURTESY STEVE RILEY
The 2012 Chevrolet Caprice Police Patrol Vehicle was on display.
LeasePlan & NJPA sponsored a networking evening at the Hard Rock Cafe.
MEMA brought an Altec AT37-G telescoping articulating aerial truck to the show floor. (Above) EnviroGuard had its low polluting lawn mowers on display. (Left) Attendees had several opportunities to visit with vendors. (Right) Informative displays and on-site product demos were provided at several booths.
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TOP PUBLIC SECTOR
SPONSORED BY
FLEETS RECOGNIZED The 100 Best Fleets recognizes and rewards peak-performing fleet operations in North America, and identifies and encourages ever-increasing levels of performance improvement.
RANK
FLEET ORGANIZATION
CONTACT
ON-ROAD UNITS
OFF-ROAD UNITS
MAINT. FACILITIES
NO. OF FLEET STAFF
1
PORTLAND, OR
John Hunt, CPFP
2,490
400
7
77
NOTABLE ACCOMPLISHMENTS: Despite constantly declining budgets, the fleet accelerated staff development and ramped up training to expand its collective knowledge base.
The effort dramatically improved repair turnaround times and customer satisfaction. Fleet also successfully negotiated ASE Master technician pay, doubled personal tool allowance, expanded shop tools, and increased technician salaries for 2012. 2
SAN BERNARDINO COUNTY, CA
Roger Weaver, CPFP
3,500
400
6
83
NOTABLE ACCOMPLISHMENTS: Implemented comprehensive centralization initiatives with major users (sheriff, fire, special districts, human services, and public works). In response
to the economic downturn, the department reported cumulative savings and/or cost avoidance of $4,114,135 (FY2010-11 year-to-date and estimated). Some of these reductions are ongoing/recurring from previous years, for a grand total of $17.1 million over the last seven years. A “New Employee Handbook” covering County, safety, and departmental policies was produced and also reviewed annually during work performance evaluations with all current employees. 3
CITY OF COLUMBUS, OH
Kelly Reagan
3,035
2,884
4
120
NOTABLE ACCOMPLISHMENTS: The City is currently constructing what will be the City’s first compressed natural gas (CNG) fueling station, and the largest and only fast-fill CNG station with public access in Ohio. The City also increased morale. Investments in training and safety equaled tangible results in the morale of City technicians. Currently, 83 percent of City mechanics are ASE certified, 55 percent are Master ASEs (73 employees hold 543 ASE certifications). The City also obtained the ASE Blue Seal for the fourth time in 2011. Due to the City’s increased focus on training, testing, and safety, it has been able to steadily reduce its parts and services expenses, thus reducing billing to City agencies. 4
CITY OF CONROE, TX
Thomas Higgs
300
193
1
6
NOTABLE ACCOMPLISHMENTS: In 2010, the City implemented an Interlocal Agreement with two external customers, adding a total of 75 vehicles without adding a technician and
estimated revenues of $83,000, or approximately 8 percent of current approved budget. Internal fleet availability was increased from 96 percent to 98-plus percent for internal customers. The City saved additional funds by negotiations with parts suppliers for increased discounts and technology utilization. It has maintained certification as an ASE Blue Seal shop for the past four years and 100 percent of staff is ASE certified. 5
CITY OF CULVER CITY, CA
Paul Condran
582
32
1
38
NOTABLE ACCOMPLISHMENTS: The City held its second Regulatory Technical Summit in 2010, bringing together reps from more than 50 cities/agencies and industry policy makers. The fleet has also accomplished a sustainable fleet progression: 85 percent of the heavy-duty fleet operates on CNG, 28 percent of light-duty overall on-road fleet is alternative fuel/hybrid. The City re-powered 12 heavy-duty CNG transit buses with the newest Cummins CNG engines using a $360,000 grant. The City was also the winner of the 2010 NAFA Fleet Management Association Sustainable Fleet Award for heavy-duty fleets and has consistently ranked in the top 20 “100 Best Fleets” since 2004. 6
POLK COUNTY, FL
Bob Stanton, CPFP*
2,575
332
11
35
NOTABLE ACCOMPLISHMENTS: The County insourced its third County municipal fleet operation (City of Ft. Meade, Fla.) into fleet operations. Since 2010, the County has absorbed three
municipal fleet operations. The County’s vehicle leasing program has been expanded to include County municipal governments, allowing municipalities to spread limited capital resources over a broader range of vehicles. It began using Craigslist.com to sell parts from salvaged vehicle. The County also formed and leads a local consortium consisting of the Polk School Board, City of Bartow, Fla., local Florida DOT district office, and the County to explore a partnership to collectively bring CNG into the County. 7
CITY OF MOLINE, IL
J.D. Schulte, CPFP
182
215
1
11
NOTABLE ACCOMPLISHMENTS: The City has completed negotiations with a vendor selected to remove all lead wheel weights from inventory and supply the City with lead-free weights. All Allison World Transmissions have been converted to a fully synthetic fluid and oil-drain intervals were extended on these units to a full four years. All City technicians use laptops on their toolboxes with the ability to view a live dashboard feed for five key performance indicators (KPIs). Technicians are now able to see shop turnaround time for work orders, open work orders by status, scheduled versus non-scheduled repairs, technician productivity by percentage, and work orders with potential comebacks. 8
CITY OF COLORADO SPRINGS, CO
Tom Monarco
2,468
2,053
8
67
NOTABLE ACCOMPLISHMENTS: In 2010, the City completed the upgrade of its fleet information system, partnering with one of its customers, City Transit, to share costs of the
upgrade and training. It completed its upgrade of the fuel system, which consisted of upgrading 11 sites that dispense nearly 2.2 million gallons of fuel annually. Through the use of fuel futures pricing in 2010, the City saved nearly $5 million. Fleet has another fuel contract in place for 2011 that should save the City another $4 million. 9
CITY OF LOS ANGELES, CA
Richard Coulson
6,007
5,102
29
421
NOTABLE ACCOMPLISHMENTS: Through evaluating fleet to ensure it is the right size for operations, the City reduced total inventory by more than 900 units. Parts expenditures
were reduced by carefully identifying preventive maintenance (PM) schedules. PM checklists were also revised to maximize technician efficiency. The City has also worked to educate policy makers regarding the “science of fleet maintenance.” It invested time educating policy makers about the cause and effect relationships between deferring maintenance and deferring vehicle replacements, as well as provided tours of fleet facilities. *Now with Hillsborough County, Fla.
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Government Fleet
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July/August 2011
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10 0 BES T FLEE T S RANK
FLEET ORGANIZATION
CONTACT
ON-ROAD UNITS
OFF-ROAD UNITS
MAINT. FACILITIES
NO. OF FLEET STAFF
10
CITY OF RIVERSIDE, CA
Kris Martinez
1,041
320
2
35
NOTABLE ACCOMPLISHMENTS: Alternative-fuel use by City vehicles increased. The total of alternative fuel in use by the City has increased by 12 percent from 43,064 to 48,893
gallons of CNG per month, reducing air emissions and fleet operating costs due to the low cost of CNG. The percentage of alternative-fuel vehicles in fleet has increased dramatically. The number of targeted vehicle classes has increased from 53 percent to 72 percent and the percent of clean vehicles has increased from 69 percent to 89 percent. The City also instituted a Green Action Plan with a goal to reduce mobile sources of pollution by 5 percent through programs and partnerships. 11
CITY OF FT. LAUDERDALE, FL
John Rencher
1,230
290
1
51
NOTABLE ACCOMPLISHMENTS: In 2010, the City concluded a three-year vehicle and equipment utilization study and fleet right-sizing program, resulting in annual budgetary savings of $222,300 and capital expenditure savings of more than $1.3 million. It purchased two new hybrid aerial bucket trucks to replace older models using a grant in the amount of $150,272. The grant was also used for retrofitting 730 vehicles with CANceivers, a fuel interface device providing accurate fueling data and idle time. Fleet also achieved savings from cannibalization of totaled vehicles. Instead of auctioning vehicles at $200 per unit, the vehicles are retained to be “parted out” to save on parts costs. 12
CITY OF AUSTIN, TX
Gerald Calk
3,800
1,400
7
199
NOTABLE ACCOMPLISHMENTS: Fleet performed a self-assessment identifying areas of concern with a special emphasis on internal controls and environmental compliance. Once
weaknesses were discovered, the City worked on restructuring its organization to cover certain areas, as well as ensure compliance with regulatory agencies. By doing this selfassessment and aligning operational needs with the overall needs of the City, fleet was able to hire needed personnel to strengthen its organization. The City was a recipient of the 2011 NAFA Fleet Management Association Sustainable Fleet award, and four of six service centers are ASE Blue Seal certified. 13
CITY OF FAYETTEVILLE, AR
Dennis Pratt
322
236
1
17
NOTABLE ACCOMPLISHMENTS: The City continued with its green initiatives in 2010, purchasing one hydraulic launch assist (HLA) Solid Waste side loader, started full use of rerefined oil with Micro Green oil filters, and continued with oil sampling driving change intervals. The City started using its fleet information system graphics module to store wiring diagrams, warranty, and other service information and started using an online vehicle auction company to sell surplus fl eet vehicles. Team members have continued their training with increased ASE and EVT certifications. 14
MANATEE COUNTY, FL
Michael Brennan
849
499
3
35
NOTABLE ACCOMPLISHMENTS: The County revised its preventive maintenance program, increasing PM-generated repairs by more than 35 percent while maintaining a 93-percent
fleet availability average. It continued reassignment of underutilized units, reducing capital spend by more than $800,000. The County was also award a $15.9 million grant for a new central maintenance and transit operations facility. Team technicians also placed first in a maintenance competition sponsored by the Florida DOT, winning the “knowledge exam.” The County has also continued a leading role in the County-wide “Green Team,” promoting environmental stewardship across departmental lines. 15
CITY & COUNTY OF DENVER, CO
Ernie Ivy
1,233
194
7
93
NOTABLE ACCOMPLISHMENTS: The Denver Fleet Management Division completed implementation of a new fleet management software system, converting 15 years of historic
data and adjusting operations to best utilize the systems features. It moved to a City-wide system for tracking procurement, streamlining the purchase of parts and materials, and increasing accountability. The Division also opened a new fleet facility that is anticipated to be LEED Gold certified and will incorporate employee ideas for improving operations and enhancing customer service. 16
CITY OF SACRAMENTO, CA
Keith Leech
2,214
592
6
104
NOTABLE ACCOMPLISHMENTS: The City upgraded its Fleet Management Technology Toolkit, which are AssetWorks Fleet Focus (M5) and Fuel Focus technology upgrades that provide multiple enhancements and integrations to gather, format, and disseminate information to establish the business intelligence required to make data-driven decisions. It’s return-on-investment (ROI) analysis demonstrated an annual benefit of $720,000 after a pilot program with Zonar GPS telematics and more than $700,000 after outsourcing parts management to NAPA Integrated Business Solutions (IBS). The City also participated in a multi-agency municipal project that benchmarked fleet costs and statistical trends including fleet utilization, fuel consumption, and emissions. 17
CITY OF FORT WORTH, TX
Wayne Corum
2,990
463
3
108
NOTABLE ACCOMPLISHMENTS: The City competed in a managed competition process for vehicle maintenance and was retained as the maintenance provider for the City. It is
finalizing and implementing a National Fuel Contract. In the first six months, 16 different government agencies from four states have already utilized the contract. The City is continuing to expand alternative-fuel use with investments into fueling infrastructure (ethanol, propane, and electric) and alternative-fuel vehicle acquisitions (hybrid, electric, and propane). 18
CITY OF ROCHESTER, NY
Michael Quattrone
2,074
205
1
79
NOTABLE ACCOMPLISHMENTS: The City completed the Government Fleet Management Alliance/Fleet Counselor Services certification program at 97 percent. It is continuously
working on the Division’s Policy and Procedures manual. The City has more than 125 management-approved policy and procedures in 16 different categories, providing employees with clarity in City goals, daily work, and delivering management’s expectations. It also developed service level agreements (SLAs) with all customers, including seasonal SLAs. 19
CITY OF EUGENE, OR
Tony Jobanek
558
101
1
28
NOTABLE ACCOMPLISHMENTS: The City’s Fleet Services section recently became an Eco-Biz certified fleet facility. The goal of the program is to prevent and minimize pollution generated by small businesses in the Lane County, Ore., area. It implemented a dashboard system that provides key information in a timely manner. The City is also proactively in pursuit of an electric technology demonstration program. It was identified by the State as one of the first public organizations to participate in demonstration testing of the Toyota plug-in Prius hybrid-electric sedan, Mitsubishi iMiEV all-electric sedan, and is scheduled to purchase a Nissan LEAF all-electric sedan in summer 2011. 20
CITY OF DENTON, TX
Mike Ellis
615
202
1
21
NOTABLE ACCOMPLISHMENTS: The City opened a new alternative-fuel site and began dispensing biodiesel and ethanol products with the projected annual purchase of 664,000
gallons of biodiesel and at least 40,000 gallons of E-85. It has converted 72 percent of its fuel purchases to biodiesel. It deployed filtration systems on all landfill and refuse equipment to increase oil drain intervals, which reduces labor cost and conserves oil while improving reliability. It also developed an in-house mentoring program designed to increase productivity, efficiency, and knowledge by partnering a less-experienced technician with an ASE-certified Master Technician.
26
Government Fleet
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10 0 BES T FLEE T S THE FOLLOWING FLEETS, LISTED ALPHABETICALLY, HAVE BEEN JUDGED AMONG THE 100 BEST FLEETS IN THE NORTH AMERICA FLEET ORGANIZATION
CONTACT
ON-ROAD UNITS
OFF-ROAD UNITS
MAINT. FACILITIES
NO. OF FLEET STAFF
ALACHUA COUNTY, FL
Ray Griffin, CPM
306
416
2
16
NOTABLE ACCOMPLISHMENTS: Implemented “20-percent by 2010 Reduction Plan,” demonstrating how the County can reduce fuel consumption by 20 percent by 2020. Created Fleet Management Comprehensive Plan, an administrative procedure booklet that outlines policies and fleet management practices, and reduced take-home vehicles by 52 percent. ALAMEDA COUNTY, CA
Doug Bond
1,093
0
3
13
NOTABLE ACCOMPLISHMENTS: Wrote and implemented new County Ordinance that updated and enhanced vehicle-use polices. Reduced fleet by 80 under-utilized vehicles (7-percent
reduction) and replaced 29 vehicles with alternative-fuel units for a savings of $741,129 for this fiscal year. ARAPAHOE COUNTY, CO
Randy Campbell
357
483
2
20
NOTABLE ACCOMPLISHMENTS: Initiated full electronic pre- and post-trip inspection program for units that require inspection under Federal Motor Carrier Safety Administration (FMCSA) and Colorado state law. The system enables a “repair-before-failure” strategy that lowers operating costs and increases compliance. ATLANTIC COUNTY UTILITIES AUTHORITY, NJ
Gene Petitt
113
70
2
13
NOTABLE ACCOMPLISHMENTS: The County opened a compressed natural gas (CNG) fueling station, using $1.9 million in grant funding to build the facility, along with the incremental costs
of purchasing 15 CNG vehicles. Also implemented green vehicle purchasing and anti-idling policies. AUGUSTA-RICHMOND COUNTY, GA
Ron Crowden
1,265
1,259
4
49
NOTABLE ACCOMPLISHMENTS: Fleet management shifted procurement funding for public safety vehicles from the General Fund - Capital Outlay to Sales Tax (a shift of $1.2 million),
increasing the number of public safety vehicles purchased over the next five years. Allowed contractor to insource repair work for local branch of Salvation Army. CITRUS COUNTY, FL
Michael Webster
397
165
1
12
NOTABLE ACCOMPLISHMENTS: Began education and training program for all user departments within the County. Recorded an example of a proper pre-trip inspection of a vehicle and heavy-equipment. Also implemented “Continuous Quality Improvement” concept to encourage and promote a more business-like approach to fleet. CITY OF ALCOA, TN
Steve Hillis
266
59
1
3
NOTABLE ACCOMPLISHMENTS: Instituted an all-staff certification policy for ASE certifications. Initiated a monthly City-wide Fleet FOCUS report to the management of all user departments
covering costs and operational efficiencies. CITY OF AMES, IA
Paul Hinderaker
203
80
1
10
NOTABLE ACCOMPLISHMENTS: Initiated a system to aggressively reduce past-due PM work, allowing technicians to take responsibility for part of a list of overdue items. Purchased new independently moveable vehicle lifts, which reduces outsourcing work on large vehicles. CITY OF ANAHEIM, CA
Karl Hopfer
755
535
1
34
NOTABLE ACCOMPLISHMENTS: Implemented monthly newsletter highlighting staff accomplishments and special activities, as well as a second, peer-based employee recognition program.
Staff training was increased to 18 hours per person minimum through use of in-house cross training and vendor-provided training. CITY OF BELLEVUE, WA
Peter Bednar
672
369
1
20
NOTABLE ACCOMPLISHMENTS: In final phase of $1.8 million shop modernization project, increasing number of work bays per technician from 1.6 to 2.3. Utilized $530,000 in grant money to help purchase 76 hybrid vehicles. Upgraded to a Web-based fleet management system, and issued each technician a 10-inch laptop for “on the fly” access to fleet management system. CITY OF BOISE, ID
Craig Croner, CPFP
890
409
5
15
NOTABLE ACCOMPLISHMENTS: Completed first year of fully centralized Mobile Fleet Equipment operations, resulting in net savings for Parks Dept. of 12 percent over 2009. Implemented a
city-wide used-vehicle procurement contract. Also implemented a centralized, Web-based motor pool system at multiple locations around the City. CITY OF CHICAGO, IL
Patrick Harney
7,862
3,664
14
635
NOTABLE ACCOMPLISHMENTS: Instituted a three-year light-duty vehicle reduction plan, for a total end-of-project savings of approximately $1 million. Added parts and service lines to new-
vehicle and equipment purchase contracts, allowing fleet to receive maintenance services from same contractors from which the City purchases new vehicles and equipment. CITY OF CONCORD, NC
Daniel Nuckolls, CAFM
797
84
1
12
NOTABLE ACCOMPLISHMENTS: Introduced Intranet page that allows customers to request services online, search work orders, and view PM and cost information per vehicle. Program was
created in-house and at no cost. Added first ROUSH propane-powered truck to fleet, operating out of the City airport. CITY OF DURHAM, NC
Larry Cash
1,357
345
3
52
NOTABLE ACCOMPLISHMENTS: Embraced City’s “Culture of Service” concept, based on a three-prong approach: service to the customer, service to the community, and service to the staff.
City promoted a customer appreciation day, which included door prizes and a light breakfast. CITY OF EDMONTON, AB
Steve Rapanos
3,731
697
13
640
NOTABLE ACCOMPLISHMENTS: Built a transit bus garage with LEED Silver certification, obtained National Safety Mark certification, implemented a coolant management system, changing
the entire fleet to long-life anti-freeze, and engineered a portable, detachable winch assembly for pulling “dead” vehicles onto a hoist.
28
Government Fleet
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10 0 BES T FLEE T S FLEET ORGANIZATION
CONTACT
ON-ROAD UNITS
OFF-ROAD UNITS
MAINT. FACILITIES
NO. OF FLEET STAFF
CITY OF FAIRFIELD, CA
David Renschler, CPFP
261
139
1
14
NOTABLE ACCOMPLISHMENTS: Installed new GFI Genfare electronic fare boxes on all 56 transit coaches in just three days. The City imposed mandatory furlough of 26 days on City
employees, eliminating 23 vehicles due to under-utilization. Also, the City extended oil change intervals from 3,000 to 5,000 miles. CITY OF FARGO, ND
Harold Pederson
446
324
2
37
NOTABLE ACCOMPLISHMENTS: Implemented bar coding of all inventory in both maintenance shops. Scheduled four days of additional training in the inventory portion of the City’s fleet management software for parts staff, which are actively reviewing and liquidating seldom-used and obsolete parts inventory. CITY OF FT. WAYNE, IN
Larry Campbell, CPFP
1,088
438
2
28
NOTABLE ACCOMPLISHMENTS: Developed first-of-its kind hybrid sewer jet truck, working with International, Eaton, and Sewer Equipment of America. Continued purchasing additional hybrid vehicles, added new LED lights to fueling island for a 77-percent energy savings, and removed lead wheel weights from tires for steel weights. CITY OF GOODYEAR, AZ
Richard Sweepe
354
16
1
6
NOTABLE ACCOMPLISHMENTS: Conducted quarterly utilization reviews, resulting in $185,000 in savings due to removal of under-utilized units. Re-purposed trucks from use by Water Division for an eighth of the cost of new vehicles. Streamlined vehicle specifications. CITY OF HENDERSON, NV
Robert Murnane
1,057
240
1
21
NOTABLE ACCOMPLISHMENTS: Started a car-sharing motor pool at City Hall campus, implemented the E.J. Ward fuel management system at two main fuel locations, revised vehicle replacement schedules, implemented fleet downsizing project, and entered into joint service agreement with neighboring jurisdiction to handle police motorcycle maintenance. CITY OF IRVING, TX
Ramiro Lopez
803
127
2
19
NOTABLE ACCOMPLISHMENTS: Enhanced communications among staff and customers with focus groups and frequent meetings. Cost savings are being realized through fuel pricing, fuel conservation, and position responsibility enhancements. Implemented technician accountability controls, increasing performance and fleet availability. CITY OF KAMLOOPS, BC
Ian Hammond
292
147
1
19
NOTABLE ACCOMPLISHMENTS: Initiated a pilot program to explore hydrogen as an alternate fuel. Contracted with a Vancouver Island-based company to install an on-demand hydrogen generator on one of the City’s service trucks. Pilot’s initial results show dramatic decreases in CO2 and NOx. Staff is certified to perform hydrogen conversions. CITY OF LAKELAND, FL
Gary McLean, CPFP
1,088
190
1
30
NOTABLE ACCOMPLISHMENTS: Rebuilt vehicle replacement process, teaming with departmental leadership and City’s fleet Utilization Management Committee (FUMC). Down-sized administrative vehicles, reducing purchase and fuel costs. Established new auction contract and one-time repair limits, as well as $500 repair limit on “spare” vehicles. CITY OF LITTLE ROCK, AR
Wendell Jones
1,060
160
2
70
NOTABLE ACCOMPLISHMENTS: Increased number of workstations to one cloud computer workstation per technician (from one or two in each shop). Recently began a self-evaluation and improvement plan, utilizing Fleet Sentinel Management program. CITY OF LONG BEACH, CA
Leslie Horikawa
1,591
68
8
85
NOTABLE ACCOMPLISHMENTS: Implemented rigorous campaign to bring maintenance program to 94-percent completion rate, reaching a high of 96 percent. Keeping a cap on overtime expenditures and rotating staff and providing opportunities to gain skills in various positions. Implementing a loaner pool program as part of a vehicle reduction plan. CITY OF MARIETTA/BLW, GA
Scott Lawler
557
104
1
14
NOTABLE ACCOMPLISHMENTS: Established an internal online customer survey after vehicle/equipment is repaired. Focused on preparing and receiving a signed service level agreement
(SLA) from Power Utility department, which was completed within one year. Purchased software, allowing fleet to upload latest service bulletin fix for re-flashing a vehicle’s ECU. CITY OF MESA, AZ
Peter Scarafiotti, CDM, CAFM, CEM, CPFP
1,450
50
2
76
NOTABLE ACCOMPLISHMENTS: Warranty Recovery Program is on track to recover more than $600,000 in warranty YTD in 2011, recovering $433,000 in 2010. Shop employees have more
than 300 ASE certifications, and City has received Clean Cities Coalition Clean Air award for past eight years. CITY OF MIAMI, FL
Jose Davila Sr.
1,951
178
1
67
NOTABLE ACCOMPLISHMENTS: Improved employee/management relations. Moved stockroom management in-house. Took on yearly inspection of almost 500 commercial hauler trucks. Changed the way the City gauges it’s employees productivity. CITY OF NEW YORK DCAS, NY
Stephen Weir
2,127
80
0
9
NOTABLE ACCOMPLISHMENTS: Spearheaded a number of green initiatives to established NYC as premier Green City in U.S., including commitment to receive 50 Chevrolet Volts by June,
secure 10 of the first Ford Transit Connect Electric vehicles, and secure a no-cost, two-year lease for 10 Navistar eStar electric trucks. CITY OF NEW YORK PARKS & REC, NY
Keith Kerman
1,863
774
8
60
NOTABLE ACCOMPLISHMENTS: Completed Agency’s second pilot of B-50 fuel, this time for all diesel vehicles in Borough of Staten Island. Parks uses B-20 in all vehicles. Expecting delivery of five Chevrolet Volts and five Navistar Class 4 all-electric vans for use in playground repair, two International hybrid buses, and 11 Kenworth hybrid medium-duty trucks. CITY OF OCEANSIDE, CA
Jeffery Hart
458
25
1
14
NOTABLE ACCOMPLISHMENTS: Underwent complete management and office staff change. Changed vehicle check-out processes after repairs, cross-training staff in areas of emergency
vehicles, fire apparatus, off-road equipment, and fabrication, igniting new wave of training opportunities. Also ramped up safety program and converted below-ground tanks to biodiesel. CITY OF ROANOKE, VA
Kenneth Bernard
600
250
1
25
NOTABLE ACCOMPLISHMENTS: Implemented new equipment, including a Versus scanner, 450 kW standby generator, Aerosol can recycling unit, and nitrogen generator for tire service. Also upgraded the shop to be WiFi capable. Established positive, sustainable maintenance practices and have developed a team with a solid culture.
30
Government Fleet
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10 0 BES T FLEE T S FLEET ORGANIZATION
CONTACT
ON-ROAD UNITS
OFF-ROAD UNITS
MAINT. FACILITIES
NO. OF FLEET STAFF
CITY OF SAN ANTONIO, TX
Florencio Pena
3,715
1,075
7
171
NOTABLE ACCOMPLISHMENTS: Installed automatic vehicle location (AVL) in approximately 250 Solid Waste Management automated side-loader trucks. Currently reviewing equipment
lifecycles for many vehicle classes. In FY2010, City passed environmental ordinance requiring vehicle purchases to be the most environmentally responsible equipment available. CITY OF SANTA ANA, CA
Rick Longobart
900
300
1
36
NOTABLE ACCOMPLISHMENTS: Developed a cohesive work unit and camaraderie to overcome financial shortfalls. City proved in-house maintenance was more cost efficient than outsourcing
functions. Demonstrated a $500,000 savings through utilization, efficiency, and improved communication. CITY OF SUFFOLK, VA
Jason LaLonde
1,100
250
1
22
NOTABLE ACCOMPLISHMENTS: With support and assistance from Dept. of Budget and Strategic Planning, a fleet chargeback methodology information session was presented to all internal and external customers, detailing expense and revenue steam on all facets of fleet management. Outfitted all recently purchased equipment with LED lighting for increased visibility. CITY OF TAMPA, FL
Tim Perry
2,682
218
2
57
NOTABLE ACCOMPLISHMENTS: Authored revised City-wide Vehicle Operations policy, which includes provisions for anti-idling, cell phone and tobacco use, driver training, etc. Took on
responsibility for Tampa Fire Rescue’s non-combat vehicles and equipment in 2009, completing integration in 2010. Also utilized outside vendor for heavy-tire road calls. CITY OF TEMPE, AZ
Aaron Alvarado
800
250
2
30
NOTABLE ACCOMPLISHMENTS: Implemented “The Four Disciplines of Execution (4DX)” by Franklin Covey. At the City manager level, guidance was put out to initiate an internal operating system to begin to change the culture and mind-set of all City departments. CITY OF THOUSAND OAKS, CA
Larry McKinney
205
405
1
11
NOTABLE ACCOMPLISHMENTS: Implemented the following: recycled filters and anti-freeze, used retread tires, eliminated lead wheel weights, installed new bus/vehicle wash that uses
recycled water, installed a 60,000-lb. bus lift, reorganized fleet warehouse, initiated employee and customer service surveys, and created online equipment purchase calendar. CITY OF VANCOUVER, BC
Doug Smith
1,680
280
4
240
NOTABLE ACCOMPLISHMENTS: Introduced a “Make vs. Buy” policy to determine what work should be done in-house versus outsourced. Participated in public and private fleet benchmarking
projects. Analyzed key performance indicators (KPIs) through fleet management reports. Introduced new fluid storage and electronic fluid dispensing management system. CITY OF WILMINGTON, DE
Ed Stone
593
26
1
14
NOTABLE ACCOMPLISHMENTS: Initiated “Fast Fleet Loaner” pool program, reduced fleet size by 2.6 percent for $57,000 fuel savings and $391,000 capital expenditure savings; lowered average
fleet age by one year, resulting in $10,000 approximate fuel savings; lowered fleet’s carbon footprint by replacing 30-percent of trash trucks and retrofitting 27 additional trash and dump trucks. COLLIER COUNTY, FL
Daniel Croft
766
391
4
26
NOTABLE ACCOMPLISHMENTS: Utilized totaled ambulance and transit bus for parts versus salvage, saving more than $30,000 in ambulance and $20,000 in transit bus parts and components.
Built and opened vehicle washing system, allowing fleet to clean largest trucks and equipment. Also, one technician was selected as the State of Florida Bus Mechanic of the Year. COLORADO DEPT. OF PERSONNEL ADMIN.
Kathy Nesbitt
6,000
200
3
13
NOTABLE ACCOMPLISHMENTS: Completed installation of State-owned E-85 pumps at the downtown Denver motor pool and designed and deployed E-85 tanks at three locations. Currently coordinating deployment of 20 all-electric vehicles and developed a petroleum-reduction rebate program, returning funds totaling $500,000 to State user agencies. COUNTY OF RIVERSIDE, CA
Robert Howdyshell
4,116
0
7
52
NOTABLE ACCOMPLISHMENTS: Taking part in initiatives to lead to right-sizing the fleet and reducing vehicle miles traveled. Began right-sizing efforts in April 2010 with identification of all under-utilized vehicles based on mileage versus repair costs, totaling 298 vehicles removed from service and sold with 37 additional vehicles retired and sent to auction. COUNTY OF SONOMA, CA
David Head
1,157
196
3
21
NOTABLE ACCOMPLISHMENTS: Began process to outsource parts operation to NAPA IBS, with no on-site staffing required due to use of NAPA and fleet-based computers. Costs were
reduced 15-35 percent on most parts, staffing costs were reduced by more than $230,000, and the number of invoices processed per month was reduced from hundreds down to one. DAKOTA COUNTY, MN
Kevin Schlangen
242
74
1
12
NOTABLE ACCOMPLISHMENTS: Developed and implemented fleet operations and Fleet Lockout/Tagout procedure manuals, as well as implemented Voyager fuel card program. Constructed 55,000 sq.-ft. fleet storage addition to Empire campus with geothermal heating system. Also expanded insourcing of fleet services to three additional fleets without additional staff. DISTRICT OF COLUMBIA, WATER & SEWER AUTHORITY
O.Z. Fuller
583
1,000
2
29
NOTABLE ACCOMPLISHMENTS: Implemented green product purchasing and usage initiatives, including vehicle lube, touch-up paints, brake cleaning sprays, and other cleaning items. Purchasing several electric charging stations for electric vehicle use, and have FY-2011 vehicle purchase plans for at least 41 additional alternative-fuel vehicles. EUGENE WATER & ELECTRIC BOARD, OR
Gary Lentsch
219
54
1
10
NOTABLE ACCOMPLISHMENTS: One of the first fleets to measure hydraulic system ISO cleanliness and moisture while still on the vehicle. Shop is currently being certified toward LEED’s Gold standard. Implemented idle and fuel-reduction policy, obtaining a 10.3-percent reduction in fossil fuel usage (over 2009). Also reduced take-home vehicles to on-call staff only. HARFORD COUNTY, MD
Warren Patrick
1,015
123
2
22
NOTABLE ACCOMPLISHMENTS: Dramatically increased revenue by implementing new surplus vehicle sales process. The new process works not only for fleet vehicles and equipment, but
office furniture, computers, etc. Utilize a 27-month historical database to maintain an optimum replacement and disposal schedule.
32
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10 0 BES T FLEE T S FLEET ORGANIZATION
CONTACT
ON-ROAD UNITS
OFF-ROAD UNITS
MAINT. FACILITIES
NO. OF FLEET STAFF
HOUSTON INDEPENDENT SCHOOL DISTRICT, TX
Mark Swackhamer
2,068
60
6
150
NOTABLE ACCOMPLISHMENTS: Increasing number of cameras on 647 buses from two to four. All buses, support, and police vehicles will have telematics for a total count of 1,910 units.
Adding particulate traps to a percentage of buses. Also partnering with University of Houston’s Texas Diesel Testing and Research Center on emerging emissions reduction technologies. IDAHO NATIONAL LABORATORY ITS
Scott Wold
671
467
2
152
NOTABLE ACCOMPLISHMENTS: Replaced almost 75 percent of fleet with flex-fuel vehicles (FFVs) and put 20 new hybrid-electric sedans and SUVs into service, for total of 47 hybrid vehicles.
Began renewing aging bus fleet, increasing fuel economy by 20 percent and carrying 1 additional passenger per vehicle. Mini-motor coaches planned to improve fuel mileage by 50 percent. CITY OF INDIANAPOLIS, IN
John Williams
4,397
905
3
106
NOTABLE ACCOMPLISHMENTS: Used over 20 key performance indicators (KPIs) to manage 5,300 vehicles and pieces of equipment, focusing on five areas: daily fleet availability, PM and repair operations, supply and services, administrative operations, and customer service. Also, currently employ 13 ASE Master technicians. JOINT BASE LEWIS MCCHORD FLEET OPERATION, WA
Michor Gentemann
62
3,500
3
100
NOTABLE ACCOMPLISHMENTS: Continued to improve fleet management information system (FMIS) to track man hours spent servicing vehicles and to review the Military Expenditure Limit,
helping to estimate costs. Implemented new inspection process that saves time by pre-evaluating a vehicle before its pulled out of service and brought into the repair shop. KING COUNTY FLEET ADMINISTRATION, WA
Jennifer Lindwall
1,950
364
2
76
NOTABLE ACCOMPLISHMENTS: Acquired several clean vehicles, including a hybrid service truck that has netted a 30 percent improvement in fuel efficiency and two hybrid bucket trucks.
The purchase was offset with $120,500 in grants. The County fleet has been right-sized by eliminating 43 under-utilized vehicles, and has increased the use of shared vehicles. KNOX COUNTY, TN
Phillip May
1,113
217
2
20
NOTABLE ACCOMPLISHMENTS: Reduced total expenditures by 4 percent, total department charges by 6 percent, fuel usage by 5 percent, and parts inventory by 24 percent while increasing production by 6 percent and improved turnaround time by 8 percent. The shop earned its second Automotive Service Excellence (ASE) Blue Seal Certification. MONROE COUNTY, NY
Melvin Rose
940
160
1
17
NOTABLE ACCOMPLISHMENTS: Cooperative public-private partnership with Rochester Institute of Technology served as the model for the recently approved E-15 by the federal government.
Green initiatives and inter-municipal cooperation has led to increase in use of green vehicles, reduction of duplicate equipment, and the construction of green fueling stations. MONTEREY COUNTY, CA
Thomas Abear
2,074
85
5
18
NOTABLE ACCOMPLISHMENTS: Increased the number of hybrids in the County’s fleet, including hybrid pickup trucks, and introduced biodiesel and retired or retrofitted nearly 100 percent
of on-road diesel vehicles with particulate trap filters. Gave staff additional training opportunities through use of in-house kiosk to access online courses. MONTGOMERY COUNTY, MD DEPARTMENT OF GENERAL SERVICES
Millie Souders
2,297
0
1
45
NOTABLE ACCOMPLISHMENTS: Instituted a fleet performance improvement program utilizing employee input. These employee-driven ideas netted improvements in key performance
requirements, including increasing police vehicle and administration vehicle availability, and preventive maintenance completed in 24 hours to 98.7 percent. NEW YORK CITY POLICE DEPARTMENT, NY
Gregory Dimesa
8,067
0
13
453
NOTABLE ACCOMPLISHMENTS: Developed a proactive preventive maintenance program, which compares maintenance history with current fueling mileage, showing a 1-percent overall
decrease in out-of-service rate and a 12-percent reduction in vehicles requiring a tow. The Department is acquiring 373 more hybrid vehicles to join the 477 already in service. NORTH DAKOTA DOT STATE FLEET SERVICES, ND
Paul Hanson
3,329
0
8
11
NOTABLE ACCOMPLISHMENTS: Switched to synthetic transmission fluid in the heavy trucks with automatic transmissions, cutting required fluid changes per year by a third and saving an estimated 1,200 gallons of transmission fluid and 450 man hours per year. Also switched to purchasing heavy trucks with synthetic gear lube, saving an estimated 750 gallons annually. PALM BEACH COUNTY, FLA
Douglas Weichman, CAFM
2,141
1,584
3
60
NOTABLE ACCOMPLISHMENTS: Implemented replacement rating system that was above the established replacement guidelines, and established low-utilization reports to help make asset
reduction decisions and stretch lifecycles. In addition, began purchasing low-rolling resistance tires and BOLT-brand locks for utility-type vehicles to help with key control. PALM BEACH COUNTY SHERIFF’S OFFICE, FL
Alan Lane
2,500
1,300
3
32
NOTABLE ACCOMPLISHMENTS: Increased focus on deputy safety with tires and brakes replaced on pursuit-type vehciles on a more regular basis, e.g., if tires are worn to 5/32nds or brake
pads are less than 6mm. Repair intervals have been increased to a four month, 4,000 mile schedule, saving about $400,000 in the Department’s annual budget. PASCO COUNTY BOARD OF COUNTY COMMISSIONERS, FL
Stephen McNaughton, CAFM
966
920
3
39
NOTABLE ACCOMPLISHMENTS: Implemented a Generator Task Force Program to align generator procurement, disposal, maintenance, fueling, and to maintain awareness of generator
actions or agreements that impact County interests. The fleet uses a Specification Committee as part of the process of procuring vehicles and equipment for the County. PRINCE GEORGE’S COUNTY, MD
Richard Hilmer
3,243
12
2
57
NOTABLE ACCOMPLISHMENTS: Due to a 20-percent reduction in staff caused by the recession, the fleet had to turn to upfitting contractors to outfit its latest group purchase of police vehicles. Following this model, 328 police vehicles were outfitted for a savings of over $460,000 in 2011 alone. PRINCE WILLIAM COUNTY, VA
Matthew Villareale
1,107
177
1
35
NOTABLE ACCOMPLISHMENTS: Fleet management increased its review of performance data and trends, including the length of time by department that each vehicle has been in for service,
allowing for trending and shifting of priorities. The fleet maintained its E3 (Exemplary Environmental Enterprise) status with the Environmental Excellence Program.
34
Government Fleet
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July/August 2011
7/5/11 3:44:37 PM GF0611toolbox.indd 1
INTRODUCING
Equipped with all the tools you need to run an efficient fleet.
USE THE FLEET TOOLBOX TO: • Compare your ¾eet using a robust benchmarking tool • Analyze labor rates • Reduce vehicle downtime • Benchmark staf½ng against similarly sized ¾eets • Ensure JIT inventory processes • Determine facility size requirements • Project employee and labor costs • Network con½dentially with other ¾eet managers • Review RFP samples and policy manuals • Join a community of professionals with challenges similar to your own at www.àeettoolbox.com
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GF07_Directory.indd 35 GF0611toolbox.indd 1
DEVELOPED BY
5/13/11 11:03:42 AM
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10 0 BES T FLEE T S ORGANIZATION
CONTACT
ON-ROAD UNITS
OFF-ROAD UNITS
MAINT. FACILITIES
NO. OF FLEET STAFF
RICHLAND COUNTY, SC
William Peters
1,147
106
1
24
NOTABLE ACCOMPLISHMENTS: Provides weekly fleet status report to County administrators about vehicle availability and preventive maintenance services performed. The fleet division was
instrumental in the development of the County’s Air Quality policy. SALT RIVER PROJECT, AZ
Jim Wood
1,945
207
6
86
NOTABLE ACCOMPLISHMENTS: By using fuel hedging, the Department has remained close to its projected budget despite the volatility of the market. Transportation Services was 3-percent under budget due in part to staff reductions and careful budget management. SAN ANTONIO WATER SYSTEM, TX
David Kilbourne
450
724
5
49
NOTABLE ACCOMPLISHMENTS: Implemented a fuel card test program, allowing drivers to use commercial stations, and a GPS test program to monitor location and vehicle operations. Set up a sewer cleaning equipment preparation team, increasing line cleaning crew time by 40 minutes each day. SANDIA NATIONAL LABORATORIES FLEET SERVICES, NM
Mark Crawford
808
2,050
4
47
NOTABLE ACCOMPLISHMENTS: Received the 2010 GreenGov Presidential Award for involvement in developing, constructing, and testing a solar-powered cart. Uses a driving simulator to
Ce
help train drivers through a series of computer-generated, real-world scenarios. SKOOKUM FORT RILEY/GSA, WA
Michael Powell
1,211
380
1
7
NOTABLE ACCOMPLISHMENTS: Introduced electric vehicles for use low-mileage use. Provides detailed fleet information to managers, including VIN, license tag information, and the last
preventive maintenance date. SNOHOMISH CO. PUBLIC WORKS FLEET MGT. DIV., WA
Allen Mitchell
896
393
3
49
NOTABLE ACCOMPLISHMENTS: Sold and redeployed 75 under-utilized vehicles, reducing fleet expenses by $827,863. Reduced GHG emissions by 8.5 percent, increasing the Department’s
Evergreen Fleets program rating from a three- to four-star rating on the five-star scale. STATE OF DELAWARE, FLEET SERVICES, DE
Terry Barton
2,344
0
0
37
NOTABLE ACCOMPLISHMENTS: Because it has no operating, repair, or fueling facilities, Fleet Services provides vehicles for $26.45 per day, including fuel, maintenance, 24/7 roadside
assistance, EZ Pass, and GPS tracking. Upgrades to the central operation system will increase ability to make reservations via the Internet, freeing up fleet resources. STATE OF GEORGIA, DEPT. OF ADMINISTRATIVE SERVICES, GA
Ed Finnegan
21,670
228
146
4
NOTABLE ACCOMPLISHMENTS: Rolled out the ARI Insights Vehicle Mgmt. System four months ahead of schedule. Arranged to have a permanent rental car from Enterprise placed at state agency that did not qualify for an additional vehicle for a savings of $10,000; a 23 percent drop from fees spent the previous years for the rental and staff pick-up and drop-off time. STATE OF KENTUCKY, KY
Forrest Banta
4,723
0
1
28
NOTABLE ACCOMPLISHMENTS: As part of the governor’s Smart Government Initiative, the division is reviewing vehicle usage, the possibility of self-insurance, revising the take-home vehicle
policy, and establishing a short-term/daily rental contract. The division purchased 125 alternative-fuel vehicles for an average increase in fuel economy of 5.5 mpg. TOWN OF BUCKEYE, AZ
Michael DePaulo
231
45
1
5
NOTABLE ACCOMPLISHMENTS: Made the decision to outsource on-call/after-hours service for a total cost of $263, a savings of more than $13,000 from the previous year. Established a
motor pool that included eight vehicles for all Town departments. UNIVERSITY OF CALIFORNIA, DAVIS, CA
Richard Battersby
1,000
300
1
26
NOTABLE ACCOMPLISHMENTS: Through careful analysis and planning, lowered operating expenses by 17 percent, or $1.2 million. To assist its customers and leadership, the department
developed an extensive array of fleet metrics and reports designed to better enable vehicle and transportation decisions. UNIVERSITY OF WASHINGTON, WA
Jolie Tahara
653
0
1
18
NOTABLE ACCOMPLISHMENTS: Reduced the number of yearly scheduled preventive maintenance visits by 30 percent with an overall fleet availability of 95 percent. Fleet services purchased
five hybrid step-vans and one hybrid paratransit shuttle to reduce both operating costs and CO2 emissions. VEHICLE AND TRAVEL SERVICES, DEPARTMENT OF TECHNOLOGY, MANAGEMENT & BUDGET, STATE OF MICHIGAN, MI
Joyce Van Coevering
6,910
308
1
32
NOTABLE ACCOMPLISHMENTS: Streamlined the motor pool reservation system, giving users 24-hour access to VTS vehicles. The system, FleetCommander, tracks real-time utilization and displays graphs, gauges, online forms, and a wide variety of reports based on consistent, normalized data. WAKE COUNTY, NC
Thomas Kuryla
873
90
1
15
NOTABLE ACCOMPLISHMENTS: Implemented a fuel management software system, which allows employees to fill up without a fuel card and prevents misuse of County resources. The system also collects data through the vehicle OBD connection, such as odometer readings, idle time, run time, and OBD codes. WASHINGTON STARE DEPARTMENT OF TRANSPORTATION (WSDOT), WA
Greg Hansen
2,314
1,354
37
209
NOTABLE ACCOMPLISHMENTS: Adjusted its preventive maintenance schedules using fuel consumption as the basis for service rather than time as part of its efforts to reduce agency
emissions by 15 percent of 2005 levels by 2020. Has implemented back-up camera and in-cab audible warning device technologies to improve safety and prevent equipment damage.
36
Government Fleet
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July/August 2011
7/5/11 3:44:39 PM
GF0711certification.indd
CertifyYour Fleet Operation www.fleetcertification.com
GF05-43.11
in partnership with
GF07_Directory.indd 37 GF0711certification.indd 1
7/5/11 3:44:42 PM 7/1/11 10:00:56 AM
10 0 BES T FLEE T S
2011 ‘100 BEST FLEET’ JUDGES The pool of judges for the 2011 100 Best Fleets spent countless hours reviewing applications, following up with nominees,, and lending their expertise to the program. This year’s judges were:
GEORGE BAKER Services ector of Central
MARILYN RAWLINGS M
Dir Fla. Volusia County,
F et Manager Fle Lee County, Fla.
SAMUEL LAMER
A
TO Superintendent of Fleet Maint enance City of Troy, M ich.
STEVE RILEY
Director of Fleet Op erations City of Coral Gables, Fla.
2011 ELITE FLEETS This prestigious award is given to the No. 1 fleet winners from the previous four years, which are still meeting the highest standards in fleet excellence.
2010 NO. 1 FLEET CITY OF TROY, MICH.
38
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2008 & 2009 NO. 1 FLEET HILLSBOROUGH COUNTY, FLA.
2007 NO. 1 FLEET
VOLUSIA COUNTY, FLA.
July/August 2011
7/5/11 3:44:43 PM AFFB11gfc.indd 1
OCTOBER 3-4, 2011 Gaylord Texan • Grapevine, TX The Green Fleet Conference & Expo is the only event which focuses exclusively on environmental sustainability for car and truck fleets. Others may touch on the subject but Green Fleet Conference & Expo specializes in it, offering two intense, concentrated days of education, enterprising dialogue and engaging exhibits. If you are a fleet manager in either the corporate or government arena, make room in your calendar for this must-attend event!
Register Now at
www.GreenFleetConference.com or call (800) 576 - 8788.
GFC05-74.11
PAST SPONSORS INCLUDE:
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Supporting Organization
7/5/11 3:44:51 PM 5/27/11 7:46:45 AM
By Mike Antich
PUBLIC FORUM
MESSAGE TO MANAGEMENT: LISTEN TO YOUR FLEET MANAGER
W
hy do many in senior management or elected officials not listen to their fleet managers? I know many may dispute this assertion, but the reality is that many public sector fleet managers do not have the ear of their management and elected officials. Here’s a real-world case in point: One fleet manager related to me that his management hired an outside consultant to analyze the performance of the municipal fleet and submit recommendations for improvement. The fleet manager relating this story to me is held in high esteem by his peers and has been very proactive. Over the past several years, he made detailed recommendations on how to improve the City’s fleet operations; however, his recommendations fell on deaf ears. When the consulting company issued its follow-up report, it was enthusiastically received by management and the city council. What was distressing to the fleet manager is that the consultant recommended exactly what he had recommended earlier. Why did his recommendations fall on deaf ears, while the almost identical recommendations made by the consultant were met with enthusiasm? This dilemma is not solely restricted to fleet managers. The same complaint is heard from in-house IT personnel, staff attorneys, et al. One reason is that some management value an outside opinion, which presumably is not vested to a particular outcome. These proponents argue that a consultant can offer a different, more objective perspective 40
Government Fleet
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about how a problem can be solved. Also, consultants are exposed to a variety of operations and different methods used to deal with the same issues facing your operation. But this theory falls apart when the consultant’s recommendations are identical to the in-house manager and one is accepted over the other. The reality is it is a deeper issue of management not listening to its in-house subject-matter experts. Here’s another example from a different fleet manager, which illustrates this point. “My outfit hired an outside consulting company to perform a financial and operational audit. When completing the audit, the consultant wrote a review. The opening comment in the final review was: ‘Your fleet is operating well under benchmark averages.’ They then went on to make further cost-saving recommendations. After the review meeting, I sent several e-mails to my reporting officials with a single note: ‘We paid this outfit how much to tell us this?’” This fleet manager went on to summarize what is at the heart of this problem. “My point is, what a shame that management, all the way up the line, won’t ask (then listen to) the people who know their jobs as to what would be good actions and practices to take for operational cost savings. Of course, this applies to all departments and not just fleet operations. The bottom line is when will management learn to listen?” However, the blame isn’t all one-sided. In the final analysis, many fleet managers do a very poor job in elevating their pro-
fessional stature in the eyes of senior management. The sad reality is that if you don’t take the lead in defining your expertise as a professional fleet manager and showcasing your value to the management team, someone else will do so, which is often erroneous and the source of misperceptions about your capabilities.
UNDER-APPRECIATION These are turbulent times for public sector fleet managers. Many fleet managers are underappreciated by user groups, senior management, and elected officials. Sometimes, the fleet manager is at fault because he or she does a poor job of promoting themselves and their department to management. When money is scarce and budgets are tight or need to be cut, fleet managers quickly find themselves on the radar screen of elected officials, the local news media, and taxpayer watchdog groups. How do you prove you are doing a good job? You may think you manage a well-run fleet, but do you have the metrics to substantiate this assertion? If you can quantify the performance of your operation to management and elected officials, they are more likely to appreciate the value of the service provided. However, this lack of understanding by management is often the root of inquiries that put fleet managers on the defensive attempting to justify their performance. Fleet managers should not assume management understands their business and knows they are doing a good job. If you want to demonstrate you are competitive, you need to develop and measure, on an ongo-
ing basis, specific performance metrics valuable to your user departments that are available for review by all interested parties. In today’s weak tax base, fleet managers can save taxpayer dollars by implementing effective fleet policy, maximizing fleet utilization, right-sizing the fleet, optimizing user department productivity, all while reducing operating expenses. The sad part is that many fleet managers are not vocal about their achievements and management is not fully cognizant of their contributions to achieving these goals. Fleet managers must be viewed as valuable members of the overall management team, if for no other reason than the fact that they are managing tens of millions of dollars of taxpayer assets used to provide the services taxpayers demand. I’ll admit that I, too, am mystified by the under-appreciation of many fleet managers. I am continually impressed by the caliber of today’s public sector fleet managers and how they overcome the challenges they face day-in and day-out. Each year, fleet managers and their teams struggle to do more with less money. Perhaps it is because the personalities of many fleet managers who are humble by nature and not prone to selfpromotion. It is high-time senior management and elected officials realize the value of their fleet managers and utilize this expertise to its fullest extent. My message to senior management is a simple one: Listen to your fleet manager. Let me know what you think. mike.antich@bobit.com
July/August 2011
7/5/11 3:22:03 PM
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