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Fleet reform
1. Fleet Management
Program
Product of change for a better future
“The road to great success begins with a seemingly
impossible task!”
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2. Project Goals
Citywide Fleet Management Reform
to
Conserve financial & material resources
Achieve the highest possible level of availability
Improve mission reliability
See our City Fleet Readiness Profile among the
highest in the nation
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3. Description
The project in support of the core program
is to reform how fleet management is
conducted.
In addition to fleet accountability, reform
must include fleet maintenance
management.
Fleet Administration & Fleet Operations
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5. Balanced Scorecard Approach
Financial [budget driven]
Customer Service [CRM]
Internal processes [procedure-based
management (PBM)]
Learning [adaptable to change]
FOR MORE INFO...
Kaplan, Robert S. & David P. Norton. The Balanced Scorecard: Translating Strategy
into Action. Harvard Business School Press. Boston, Mass. 1996.
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Citywide fleet management is a program that is typically viewed as a “core” program of responsibility and, thus, is administered internally. Management and employees of the program are, by and large, full time personnel providing a vital service in support of departmental missions.
Who could now argue that City motor vehicle & mobile equipment management does not need reform? Reform is necessary to: Conserve financial and material resources. As stewards of City financial resources, which are finite, we must be responsible to allocate scarce resources efficiently. Achieve the highest possible level of availability. Equipment must be mission ready when needed. And when available, must be reliable enough to complete the mission assignment without breakdown.
The project is to reform how City fleet management is administered and how fleet maintenance is conducted for the aforementioned reasons. Fleet management is composed of two parts: Fleet Administration management & Fleeet Operations management. Admin. Consists of policy formulation & enforcement, personnel management, and project & contract management. Operations consists of shop management/supervision, day-to-day technical issues, fuel dispensing issues and customer service.
Compared to successful cities and counties, our City fleet management poorly organized, suffers from lack of strategic planning and a deficiency of skill in both administration and operation. The strengths of a successful fleet management program are accountability, economy and good customer relations. An unsucessessful program lacks the aforementioned strengths and nearly always suffers from poor resource allocation.
The balanced scorecard approach of Kaplan and Norton is coming to the forefront of municipal and county government as a principle guide for strategic planning & management. A pilot program of forming a fleet management strategy using the balanced scorecard approach [BSC] is recommended for the City.
The BSC concept is composed of 4 general spheres of action designed to express the vision and the strategy of the management effort. Interrelation of the spheres is essential to success!
Starting at the top of the diagram and working clockwise, financials is the first sphere of action that is illustrated. Chiefly budget driven, the FM program should be budget driven in that management of the fleet performed by both user and FM is accomplished as budget impact of the program is reviewed daily, weekly, monthly & quarterly. Allocation – prioritizing mission requirements Cost control – conserving resources where possible: example “Condition-based maintenance [CBM] in fleet operation. Benchmarks – comparison --knowing key performance indicators [KPI] for funds Investment – where necessary and the impact on the budget and on program performance
SOPs are a guide to successful task completion based on tested, tried-and-true results. Success designed into the process from operation to task to project. A procedure begins with a distinct operation or micro-motion. A collection of operations usually required to complete a task. A single or a collection of tasks to complete a procedure. This chain of events is the process.
Change management! Monitor results, adjust as required.
Last and most importantly: Customer relationship management CRM. Success of the program is indicated through and by these points
Reform efforts will require cross-function participation. Functions will be required to cooperate. Change projects will have time overlap and some projects will have to be complete or nearly complete before other projects begin. Project managers will be assigned and responsible to meet targets.
