Service Business Plan

Transcription

1 Service Business Plan Service Name Fleet Management Service Type Internal Service Owner Name Jessica Wesolowski Year 2018 Service Owner Title Service Description Acting Manager of Fleet Services An internal service to provide vehicle and equipment maintenance and replacement and operator training. Current State Customers & Their Expectations This service is delivered to: City services that use vehicle and/or equipment to serve their customers, and external vendors. Existing Service Delivery Existing Customer Engagement Tools / Methods Fleet Management customers expect: - Cost-effective, reliable and safe vehicles and equipment - Timely responses to issues and requests - Knowledgeable staff that engage with them during the procurement and replacement of assets - Minimal service disruptions - Assistance and leadership with the development of policies and processes related to vehicles and equipment - Advice and resources to assist with the delivery of vehicles and equipment training This service is responsible for: - Performing and coordinating the schedule of both preventative and ondemand maintenance requirements for the City's corporate fleet comprised of 295 vehicles and equipment, and 268 pieces of small equipment - Seeking external support for specialized repairs that cannot be completed by in-house staff - Managing the inventory of parts to aid with timely repair - Maintaining fuel inventory and administering of the fuel dispensing system for the fleet - Research industry trends and best practices - Engaging with customers to coordinate vehicles and equipment replacement at the end of their life cycle, including procurement, delivery, training and disposal of old assets - Training staff on the proper use of City vehicles and equipment - Developing policies and procedures as it relates to vehicles and equipment - Providing support in collision investigation and reporting Customer engagement tools include telephone, in person meetings with staff, , surveys, training sessions and reports.

2 Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Sub-Services Vehicle and Equipment Maintenance Vehicle Procurement Vehicle and Equipment Operator Training No Yes N/A Recent Continuous Improvement Initiatives Highway Traffic Act, Council-approved levels of service Provide regularly scheduled service, minor and major repairs, fuelling, annual licensing and emission testing. Purchase of new and replacement vehicles and equipment at the appropriate time to minimize life cycle costs and right-size the fleet, including disposal. Coordinate training of operators of City vehicles and equipment, perform monthly driver license checks, investigate and review accidents, and re-train operators, as required. The recent development and implementation of a training matrix for Roads and Parks Maintenance staff, identifying mandatory and optional training for positions and services respectively has helped ensure that required training and expiry dates are adhered to across the department. This implementation, as well as the addition of a number of new training modules, has lead to efficiencies in the on-boarding of new/returning staff as well as improve employee and public safety, and reduce the City s liability. In 2017, the service has continued to investigate and purchase alternate technologies such as hybrid vehicles and electric chainsaws. In efforts to maintain a green fleet, the service has continued to assess the "right sizing" of vehicles and equipment at the end of their lifecycle. In 2017, with the support of finance, the service looked to procure 'like' fleet assets through preferred vendor agreements and multi-year agreements when possible. This continuous improvement will result in a decrease in staff time needed to procure assets, ensure best pricing, limit the number of vendors we need to manage, and result in efficiencies from a maintenance and parts perspective.

3 Emerging Opportunities and Anticipated Risks Emerging Opportunities There is an opportunity to align current charge back practices for all services related to corporate fleet in preparation for a future process review on vehicle budgeting which may include replacement. The staff program; Mohawk Future Ready Leadership, will provide a recommendations related to vehicle allocation within our corporate fleet. There will be an opportunity to work with stakeholders to develop an implementation plan. There is an opportunity to investigate functional requirements for a fleet specific software to enhance fleet management. Anticipated Risks There are opportunities to advance the green fleet strategy through preliminary data collection telematics on driving behaviours and fuel consumption. Resource usage will continue to increase due to the growing size of the fleet, increased customer demand and the complexity of new equipment. In addition, due to customer's varied hours of operation, increased demands on extended service hours are being placed on the fleet team. Service Objectives risks include fuel price increases within the approved budget year, higher costs for new technologies, requirement of new diagnostic technology to repair the wide-variety of equipment as well as the growing need of vehicle accessories such as GPS, safety signage, etc. Growing the City's green fleet comes with anticipated risks such as: cost of infrastructure, complexity of new technology as well as maintaining a balance between business need and environmental impacts. Work with appropriate business units to develop and align Safe Job Procedures for all corporate fleet equipment. Target Completion Jun 2018 Continue to revise Corporate Green Fleet Strategy. Dec 2018 Align and develop online training modules to updated policies and roll out to impacted staff. Review the lifecycle of all of our current corporate fleet assets and develop consistent standards. Jun 2018 Dec 2018

4 MEASURING SUCCESS How much did we do? Performance Number of vehicles and equipment procurements completed (Excluding minor equipment)* Number of preventive maintenance services performed Actual Actual Actual Actual Forecast Forecast Forecast Forecast How well did we do it? Performance Story behind the data Percentage of Customer Satisfaction Fleet Management is taking steps to improve customer satisfaction with each of its sub-services. The service is planning to survey its customers in early 2017 to gather baseline satisfaction data. The goal is to achieve a minimum of customer satisfaction for each sub-service by the end of % 40% 70% 50% Percentage of Customer Satisfaction 85% 75% 65% 70% 70% 88% 85% 85% 20% 0% Vehicle Procurement Vehicle and Equipment Maintenance Vehicle and Equipment Training

5 Is anyone better off? Performance Story behind the data Where do we want to go? 100% Reduction in year over year Commercial Vehicle Operators Registration (CVOR) Safety Rating Percentage The city uses a comprehensive program of driver training, accident reviews, and retraining to minimize infractions and reduce the overall CVOR Safety Rating to below the sanction or audit thresholds. These higher ratings can result in a Ministry of Transportation (MTO) warning letter, audit, or suspension of the city's ability to operate its fleet. Unfortunately, the severe weather conditions over the and winter seasons contributed to a higher rate of incidents and a resulting increase in the CVOR Rating. The city is working diligently to better prepare its operators who must drive under very challenging conditions, in order to keep roads safe for motorists. In addition, the city will be replacing some of its existing snowplow units (at the end of their life span) with units with additional functionality (e.g. ability to salt both in front and beside the vehicle), in order to improve the control of the vehicle in winter conditions. Safety Violation Rate (RPM and Transit Departments) 40% 20% 18% 30% 34% 23% 29% 27% 26% 25% 0% Sanction Threshold Audit Threshold Warning Threshold Average Rating

6 Performance Story behind the data City fleet vehicle efficiency- Litres/100km (excluding transit bus) A Green Fleet Strategy was implemented by the City in 2008 for the corporate fleet. Measures were implemented to improve the efficiency of the corporate fleet, such as an assessment process to right size fleet vehicles for the function required. However, significant efficiency improvements in the fleet have not been achieved, although no specific targets were set in the strategy. The Green Fleet Strategy will be under review by staff beginning in 2016 to identify areas of improvement. Where do we want to go? A 10% reduction in fuel consumption by 2018 in partnership with service areas from 2012 (Corporate Energy Management Plan). Note: Future targets past 2018 will be set as the Green Fleet Strategy is reviewed along with the Corporate Energy Management Plan Fleet Vehicle Efficiency- Litres/100 km (excluding transit bus) Light Duty Medium Duty Heavy Duty

7 2018 OPERATING BUDGET SERVICE RESOURCE SUMMARY Service Description Service Owner Name An internal service to provide vehicle and equipment maintenance and replacement and operator training Jessica Wesolowski Proposed Actual Year End Projections Base $ Change vs % Change vs Business Cases Human Resources $ 1,380,749 $ 1,391,883 $ 1,423,310 $ 1,419,529 $ 27, % - FLEET MANAGEMENT Total % Change vs $ $ 1,419, % Operating/Minor Capital Equip. $ 810,882 $ 880,565 $ 875,765 $ 943,050 $ 62, % $ - $ 943, % Purchased Services $ 418,285 $ 432,704 $ 366,004 $ 382,553 $ (50,151) -11.6% $ - $ 382, % Corp. Expenditures/Provisions $ - $ - $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ 35,671 $ 35,628 $ 44,500 $ 30,795 $ (4,833) -13.6% $ - $ 30, % TOTAL EXPENDITURES $ 2,645,587 $ 2,740,780 $ 2,709,579 $ 2,775,927 $ 35, % $ - $ 2,775, % Controllable Revenues $ (3,578) $ (2,000) $ (3,500) $ (3,600) $ (1,600) 80.0% $ - $ (3,600) 80.0% General Revenues & Recoveries $ (2,858,791) $ (3,169,052) $ (2,826,539) $ (3,225,364) $ (56,312) 1.8% $ (58,000) $ (3,283,364) 3.6% TOTAL REVENUES $ (2,862,369) $ (3,171,052) $ (2,830,039) $ (3,228,964) $ (57,912) 1.8% $ (58,000) $ (3,286,964) 3.7% NET OPERATING BUDGET $ (216,782) $ (430,272) $ (120,460) $ (453,037) $ (22,765) 5.3% $ (58,000) $ (511,037) 18.8%