Fleet Management                 Program           Product of change for a better future             “The road to great su...
Project Goals   Citywide Fleet Management Reform                          to   Conserve financial & material resources ...
Description   The project in support of the core program    is to reform how fleet management is    conducted.   In addi...
Comparative Analysis   Cities & counties     – Successful fleet management requires fiscal       financial accountability...
Balanced Scorecard Approach Financial [budget driven] Customer Service [CRM] Internal processes [procedure-based  manag...
Balanced Scorecard!03/09/12                         6
FinancialsFleet management – Budget driven- Best use of funds [allocation]- Cost control [economy]- Benchmarks: comparison...
Processes Procedure-based management [PBM] Requirements, benefits, and issues  of using new & revised procedures  [stand...
Learning  KPI benchmark comparisons   Risk Assessment   Monitor   Perform root-cause analysis [RCA]   of deviations   ...
Customer Service: CRM Aligning missions & goals across  functions Highest possible availability Highest possible reliab...
Schedule   Reform will require coordination of    assigned projects.                       Phase 1                       ...
Current Status Time to begin? Unexpected delays or issues? Set a date?03/09/12                         12
Related Documents Strategic plan [business plan] Budget Purchasing regulations Contract management Administrative reg...
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Fleet reform

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Balanced Scorecard

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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.
  • Shall we attempt to answer these questions now?
  • Fleet reform

    1. 1. Fleet Management Program Product of change for a better future “The road to great success begins with a seemingly impossible task!”03/09/12 1
    2. 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 nation03/09/12 2
    3. 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 Operations03/09/12 3
    4. 4. Comparative Analysis Cities & counties – Successful fleet management requires fiscal financial accountability & emphasis on customer service Strengths – Accountability, economy & customer relationship management [CRM] Weaknesses – Resources are poorly allocated03/09/12 4
    5. 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 Strategyinto Action. Harvard Business School Press. Boston, Mass. 1996.03/09/12 5
    6. 6. Balanced Scorecard!03/09/12 6
    7. 7. FinancialsFleet management – Budget driven- Best use of funds [allocation]- Cost control [economy]- Benchmarks: comparison & review of program efficiency- Investment: necessity & impact03/09/12 7
    8. 8. Processes Procedure-based management [PBM] Requirements, benefits, and issues of using new & revised procedures [standing operating procedures (SOP)]03/09/12 8
    9. 9. Learning KPI benchmark comparisons  Risk Assessment  Monitor  Perform root-cause analysis [RCA] of deviations Adapt, grow or contract as warranted!03/09/12 9
    10. 10. Customer Service: CRM Aligning missions & goals across functions Highest possible availability Highest possible reliability03/09/12 10
    11. 11. Schedule Reform will require coordination of assigned projects. Phase 1 Phase 2 Phase 3 Jan Feb Mar Apr May Jun July Sep Oct Nov Dec03/09/12 11
    12. 12. Current Status Time to begin? Unexpected delays or issues? Set a date?03/09/12 12
    13. 13. Related Documents Strategic plan [business plan] Budget Purchasing regulations Contract management Administrative regulations Personnel procedures03/09/12 13
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