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1-866-275-3266 [email protected] ANALYSIS VITALITYRELATIVE COSTS LIVING BUSINESS RELATIVE OF LIFE Best=1, Worst=378Best=1, Worst=403 STRENGTHS & WEAKNESSES U.S.=100% SHORT TERM FORECAST RISKS LONG TERM RISK EXPOSURE 2019-2024 BUSINESS CYCLE STATUS MOODY’S RATING ECONOMIC DRIVERS Highest=1 Lowest=403 EMPLOYMENT GROWTH RANK Best=1, Worst=410 2018-2020 2018-2023 QUALITY MOODY’S ANALYTICS / Précis® U.S. Metro / December 2019 RETIREE HAVEN TOURIST DESTINATION MEDICAL CENTER 2013 2014 2015 2016 2017 2018 INDICATORS 2019 2020 2021 2022 2023 2024 3.4 3.4 3.4 3.3 3.4 3.4 Gross metro product (C12$ bil) 3.5 3.6 3.7 3.8 3.9 4.0 -3.1 0.4 -0.7 -3.0 2.3 0.5 % change 2.4 2.5 2.5 3.7 2.9 2.7 32.2 32.0 32.8 33.3 33.2 33.4 Total employment (ths) 34.0 34.4 34.4 34.7 35.0 35.2 -3.1 -0.4 2.4 1.4 -0.1 0.6 % change 1.7 1.3 -0.0 0.8 0.9 0.6 9.7 8.5 7.6 6.8 5.9 5.2 Unemployment rate (%) 4.9 5.2 5.8 6.1 6.1 6.2 2.1 3.7 5.1 2.7 5.5 5.3 Personal income growth (%) 5.9 6.7 6.5 8.0 7.2 6.6 38.8 39.1 39.3 41.5 43.5 45.6 Median household income ($ ths) 48.1 50.3 51.8 53.8 55.9 57.9 138.8 138.8 140.3 142.9 145.5 147.9 Population (ths) 150.1 152.4 154.4 156.5 158.6 160.7 -0.2 0.0 1.1 1.8 1.9 1.7 % change 1.5 1.5 1.4 1.3 1.3 1.3 1.1 1.4 3.0 4.0 4.1 3.9 Net migration (ths) 3.7 3.8 3.6 3.7 3.7 3.8 201 233 354 371 433 884 Single-family permits (#) 720 794 1,061 1,408 1,476 1,439 0 0 24 145 113 0 Multifamily permits (#) 59 35 29 26 25 24 141.9 144.4 159.6 173.3 191.7 213.7 FHFA house price (1995Q1=100) 225.1 221.0 220.4 219.8 221.7 228.6 Recent Performance. Homosassa Springs is bringing up the rear in Florida. Job growth has slowed, dipping below the national average. HOM is the only area in Florida where payroll employ- ment is significantly below its prerecession peak. Though some of the shortfall owes to the severity of the last downturn, the metro area has consistently underperformed its Florida peers over the last de- cade. The labor market is also softer than previously believed—the Quarterly Census of Employment and Wages indicates that survey-based estimates overcounted employment in 2019. Private services are underperforming, including leisure/hospitality, but education/healthcare is expanding with vigor. At 4.5%, the jobless rate is nearing its cycle low, and labor market tightness has sent hourly earnings sharply higher, with average pay closer to the Flor- ida and U.S. averages than at any time since 2013. Retirees. A large and expanding retiree popu- lation will help right the ship and secure HOM’s spot in the top quintile of areas in job growth through 2023. Residents age 65 or older account for a well above-average one-quarter of HOM’s population, as retirees are drawn to the warm cli- mate, low taxes, and high housing affordability relative to other senior havens in the state. Although seniors do not purchase as many big-ticket items as other age cohorts, their pres- ence will he.

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1-866-275-3266 [email protected] ANALYSIS VITALITYRELATIVE COSTS LIVING BUSINESS RELATIVE OF LIFE Best=1, Worst=378Best=1, Worst=403 STRENGTHS & WEAKNESSES U.S.=100% SHORT TERM FORECAST RISKS LONG TERM RISK EXPOSURE 2019-2024 BUSINESS CYCLE STATUS MOODY’S RATING ECONOMIC DRIVERS Highest=1 Lowest=403 EMPLOYMENT GROWTH RANK
Best=1, Worst=410 2018-2020 2018-2023 QUALITY MOODY’S ANALYTICS / Précis® U.S. Metro / December 2019 RETIREE HAVEN TOURIST DESTINATION MEDICAL CENTER 2013 2014 2015 2016 2017 2018 INDICATORS 2019 2020 2021 2022 2023 2024 3.4 3.4 3.4 3.3 3.4 3.4 Gross metro product (C12$ bil) 3.5 3.6 3.7 3.8 3.9 4.0 -3.1 0.4 -0.7 -3.0 2.3 0.5 % change 2.4 2.5 2.5 3.7 2.9 2.7 32.2 32.0 32.8 33.3 33.2 33.4 Total employment (ths) 34.0 34.4 34.4 34.7 35.0 35.2 -3.1 -0.4 2.4 1.4 -0.1 0.6 % change 1.7 1.3 -0.0 0.8 0.9 0.6 9.7 8.5 7.6 6.8 5.9 5.2 Unemployment rate (%) 4.9 5.2 5.8 6.1 6.1 6.2 2.1 3.7 5.1 2.7 5.5 5.3 Personal income growth (%) 5.9 6.7 6.5 8.0 7.2 6.6 38.8 39.1 39.3 41.5 43.5 45.6 Median household income ($ ths) 48.1 50.3 51.8 53.8 55.9 57.9
138.8 138.8 140.3 142.9 145.5 147.9 Population (ths) 150.1 152.4 154.4 156.5 158.6 160.7 -0.2 0.0 1.1 1.8 1.9 1.7 % change 1.5 1.5 1.4 1.3 1.3 1.3 1.1 1.4 3.0 4.0 4.1 3.9 Net migration (ths) 3.7 3.8 3.6 3.7 3.7 3.8 201 233 354 371 433 884 Single-family permits (#) 720 794 1,061 1,408 1,476 1,439 0 0 24 145 113 0 Multifamily permits (#) 59 35 29 26 25 24 141.9 144.4 159.6 173.3 191.7 213.7 FHFA house price (1995Q1=100) 225.1 221.0 220.4 219.8 221.7 228.6 Recent Performance. Homosassa Springs is bringing up the rear in Florida. Job growth has slowed, dipping below the national average. HOM is the only area in Florida where payroll employ- ment is significantly below its prerecession peak. Though some of the shortfall owes to the severity of the last downturn, the metro area has consistently underperformed its Florida peers over the last de- cade. The labor market is also softer than previously believed—the Quarterly Census of Employment and Wages indicates that survey-based estimates overcounted employment in 2019. Private services are underperforming, including leisure/hospitality, but education/healthcare is expanding with vigor. At 4.5%, the jobless rate is nearing its cycle low, and labor market tightness has sent hourly earnings sharply higher, with average pay closer to the Flor- ida and U.S. averages than at any time since 2013. Retirees. A large and expanding retiree popu- lation will help right the ship and secure HOM’s spot in the top quintile of areas in job growth through 2023. Residents age 65 or older account for a well above-average one-quarter of HOM’s population, as retirees are drawn to the warm cli-
mate, low taxes, and high housing affordability relative to other senior havens in the state. Although seniors do not purchase as many big-ticket items as other age cohorts, their pres- ence will help healthcare outperform. Rising de- mand for facilities that care for the elderly led to a surge in employment at residential care facili- ties in 2019. Healthcare will add more jobs than any other industry in 2020, led by expansion at Citrus Memorial Hospital and Seven Rivers Com- munity Hospital. Even though HOM’s senior co- hort is growing more slowly than that of the U.S., a turnaround in the prime working-age popula- tion will support demand for healthcare and la- bor supply in the industry. Healthcare employ- ment will rise close to 2% in 2020, outpacing the national rate. Residential real estate. A near twofold increase in residential building by the end of 2022 will keep HOM’s construction crews busy. Surging baby boomer in-migration and tight supplies will extend the boom in housing that will reverberate through the rest of the economy. Retirees will seek out HOM thanks to its lower cost of living than in nearby Tampa. Greater household mobility will also enable more snowbirds to migrate south. Lower mortgage rates have bolstered housing affordability, leading to an uptick in sales and price growth. The latter will encourage contractors to build and sell more units. Construction and real estate jobs will increase, and by 2021 a well above-average 15% of workers will be employed in housing-related industries. Spending. Tourist traffic, population growth and
pay increases will generate demand at stores, res- taurants, and other service providers in 2020. Per- sistent employment and wage gains will spur more vacation spending in destinations such as HOM. The same factors that will ensure a steady influx of baby boomers will encourage many households to choose HOM as their destination instead of neighboring, landlocked The Villages and Ocala. Activities ranging from the Ellie Schiller Wildlife State Park to count- less boat and diving tours will attract visitors too. More tourism dollars will benefit top employer Black Diamond Ranch, and higher minimum wages should benefit many of HOM’s tourism workers, though the highest costs borne by employers are also reflected in labor-saving adjustments that will translate into fewer net new jobs in consumer services. Homosassa Springs will regain its stride in 2020, led by healthcare and construction. Con- sumer services will also lend support, albeit less so than in recent years. Robust population trends, low living costs, and abundant ameni- ties and attractions will ensure that HOM is an above-average long-run performer. Olga Kuranova December 2019 STRENGTHS » Steady in-migration of retirees supports healthcare and consumer services. » Favorable climate and coastal location with proximity to prominent Florida hubs such as Orlando and Tampa.
» Single-family housing is fairly valued. WEAKNESSES » Few drivers beyond tourism, healthcare. » Low workforce skill level and high employment volatility deter investment. UPSIDE » In-migration picks up faster than expected; housing and consumer industries benefit. » Local government lends greater support. » Bigger boost from tourism. DOWNSIDE » Volatility in equity markets causes the retiree population to reduce spending, and the job market suffers. » Slack in job market forestalls pay gains, and wage income disappoints. X X COUNTY AS OF MAY 04, 2018Aa3 19 1st quintile 24784% Rank: 275 102%96%133
2nd quintile 119 2nd quintile At Risk Recovery Mid Expansion Late Expansion In Recession HOMOSASSA SPRINGS FL Data Buffet® MSA code: IUSA_MHOM MOODY’S ANALYTICS / Précis® U.S. Metro / December 2019 3-MO MA Jun 19 Jul 19 Aug 19 Sep 19 Oct 19 Nov 19 Employment, change, ths 0.1 0.1 0.0 -0.0 -0.0 0.0 Unemployment rate, % 4.9 4.9 4.9 4.9 4.8 4.7 Labor force participation rate, % 37.3 37.3 37.2 37.2 37.2 ND Average weekly hours, # 34.1 34.3 34.5 34.7 34.9 35.8 Industrial production, 2012=100 108.6 108.6 108.8 109.0 109.1 109.0 Residential permits, single-family, # 556 719 867 927 950 962 Residential permits, multifamily, # 79 43 2 5 6 5 Dec/Dec 2013 2014 2015 2016 2017 2018
Employment, change, ths -1.1 0.3 1.4 -0.3 0.1 0.3 PRÉCIS® U.S. METRO • Homosassa Springs FL HOM FL U.S. 09 10 11 12 13 14 15 16 17 18 19 85 90 95 100 105 110 115 120 125 130 14 15 16 17 18 19 -5 0 5 10 15 20 HOM FL U.S. 14 15 16 17 18 19 45
50 55 60 65 70 75 HOM FL U.S. 09 10 11 12 13 14 15 16 17 18 19F 20F 21F 22F 23F 90 95 100 105 110 115 120 125 130 l ▼▲ W l ▼▲ X l ▼▲ l ▼▲ HOM FL U.S. 98 01 04 07 10 13 16 19
80 100 120 140 160 180 200 220 240 260 280 HOM FL U.S. 0.0 0.5 1.0 1.5 2.0 2.5 HOM FL U.S. 0 5 10 15 20 25 HOM FL U.S. 96 98 00 02 04 06 08 10 12 14 16 18 60 80 100 120 140 160 180 200 220 240 Overvalued Undervalued 98 01 04 07 10 13 16 19
-20 -10 0 10 20 30 40 % CHANGE YR AGO, 3-MO MA Nov 18 May 19 Nov 19 Total 1.8 2.2 1.3 Mining 3.4 3.5 1.8 Construction 7.1 4.0 3.6 Manufacturing 2.6 2.4 1.7 Trade 1.1 1.6 0.8 Trans/Utilities 1.1 1.6 0.8 Information 1.1 1.6 0.8 Financial Activities 1.1 1.6 0.8 Prof & Business Svcs. 1.1 1.6 0.8 Edu & Health Svcs. 1.1 1.6 0.8 Leisure & Hospitality 1.1 1.6 0.8 Other Services 1.1 1.6 0.8 Government 2.7 4.6 2.3 FORECAST VS. 6 MO PRIOR 2-Yr 5-Yr 3-DIGIT NAICS LEVEL, 6-MO MA
Sources: BLS, Moody’s Analytics ECONOMIC HEALTH CHECK BUSINESS CYCLE INDEX RELATIVE EMPLOYMENT PERFORMANCE CURRENT EMPLOYMENT TRENDS Source: Moody’s Analytics Sources: BLS, Moody’s AnalyticsSources: BLS, Moody’s Analytics Sources: BLS, Moody’s Analytics % CHANGE YR AGO Government Goods producing Private services HOUSE PRICE Sources: FHFA, Moody’s Analytics Better than prior 3-mo MA Unchanged from prior 3-mo MA Worse than prior 3-mo MA Sources: BLS, Census Bureau, Moody’s Analytics VACANCY RATES HOMEOWNER, % HOUSES FOR SALE DIFFUSION INDEX HOUSE PRICE TRENDS
Sources: NAR, Moody’s Analytics GREATER THAN 100=MORE AFFORDABLE HOUSING AFFORDABILITY Sources: FHFA, Moody’s Analytics % JAN 2009=100 JAN 2009=100 1998Q1=100, NSA RENTAL, % INVENTORY FOR RENT Sources: Census Bureau, ACS, Moody’s Analytics, 2018 LO W H IG H Ths % of total Ths % of total MOODY’S ANALYTICS / Précis® U.S. Metro / December 2019 PRÉCIS® U.S. METRO • Homosassa Springs FL
Source: Moody’s Analytics, 2018 64% 0 20 40 60 80 100 146 100 HOM U.S. 0.53 0.00 0.20 0.40 0.60 0.80 1.00
Location Employees NAICS Industry Quotient (ths) 6211 Offices of physicians 2.1 1.2 2211 Electric power generation, trans. & distrib. 9.7 0.9 GVF Federal Government 0.3 0.2 5415 Computer systems design & related srvcs. 0.2 0.1 GVL Local Government 1.1 3.6 4411 Automobile dealers 2.7 0.8 2382 Building equipment contractors 1.7 0.8 5613 Employment services 0.6 0.5 7225 Restaurants and other eating places 1.3 3.2 6221 General medical and surgical hospitals 1.9 2.0 4451 Grocery stores 2.2 1.4 4529 Other general merchandise stores 2.8 1.2 Source: Moody’s Analytics, 2018 Federal 224 State 522 Local 3,609 2018 HOM 4.9 14.6 U.S. 14,296.2 9.6 HOM 0.8 2.3 U.S. 7,261.0 4.9 Citrus Memorial Hospital 1,400 Progress Energy 1,000
Walmart Supercenter 750 Seven Rivers Regional Medical Center 525 Publix Super Markets Inc. 500-1,250 Duke Energy 350 Winn-Dixie Stores Inc. 300-750 Black Diamond Ranch 250 Citrus Hills Investment Prop 250 Home Depot 100-249 Kmart 100-249 Lowe’s 100-249 Applebee’s 100-249 Outback Steakhouse 100-249 Olive Garden 100-249 Life Care Center of Citrus County 100-249 Loving Care In Home Services 100-249 Crystal Chevrolet 100-249 Diamond Ridge Health & Rehab 100-249 Consulate Health Care 100-249 Sources: Citrus County Clerk and Comptroller, 2017, Florida Department of Economic Opportunity, 2017 Product $ mil Food and kindred products ND Chemicals ND Primary metal manufacturing ND Fabricated metal products 0.8 Machinery, except electrical 2.8 Computer and electronic products 1.5 Transportation equipment 0.6 Miscellaneous manufacturing ND Other products ND Total 9.3
Destination $ mil Africa 0.2 Asia 1.6 European Union 0.7 Canada & Mexico 1.2 South America 0.3 Rest of world 5.2 Total 9.3 % of GDP 0.2 Rank among all metro areas 370 Sources: BEA, International Trade Administration, Moody’s Analytics, 2018 68,993 73,874 92,001 HOM FL U.S. 0 20 40 60 80 100 120 COMPARATIVE EMPLOYMENT AND INCOME % OF TOTAL EMPLOYMENT AVERAGE ANNUAL EARNINGS Sector HOM FL U.S. HOM FL U.S. Mining 0.2 0.0 0.5 nd $19,884 $103,785 Construction 8.9 6.2 4.9 $59,642 $56,457 $68,455 Manufacturing 1.5 4.2 8.5 $39,961 $71,177 $83,365 Durable 78.1 68.0 62.6 nd $75,720 $86,331 Nondurable 21.9 32.0 37.4 nd $61,961 $78,483 Transportation/Utilities 4.3 3.5 4.0 $79,470 $46,154 $60,890 Wholesale Trade 1.0 3.9 3.9 $50,530 $84,396 $88,316 Retail Trade 17.2 12.9 10.6 $32,468 $34,248 $35,245 Information 1.1 1.6 1.9 $45,575 $89,662 $119,417
Financial Activities 3.5 6.6 5.7 $20,097 $41,009 $59,540 Prof. and Bus. Services 9.0 15.6 14.1 $38,046 $54,872 $71,767 Educ. and Health Services 23.4 14.9 15.9 $49,474 $54,188 $56,400 Leisure and Hosp. Services 14.0 14.0 11.0 $19,891 $29,092 $29,108 Other Services 2.9 4.0 3.9 $32,907 $33,781 $38,639 Government 13.0 12.7 15.1 $54,732 $72,615 $78,273 Sources: Percent of total employment — BLS, Moody’s Analytics, 2018, Average annual earnings — BEA, Moody’s Analytics, 2017 Series Not Found FL 1/3 0.0 0.2 0.4 0.6 0.8 1.0 1.2 1.4 1.6 1.8 EMPLOYMENT AND INDUSTRY ENTREPRENEURSHIP Due to U.S. fl uctuations Relative to U.S. TOP EMPLOYERS PUBLIC INDUSTRIAL DIVERSITY EMPLOYMENT VOLATILITY Due to U.S. Most Diverse (U.S.)
Least Diverse Not due to U.S. M ID LEADING INDUSTRIES BY WAGE TIER HIGH-TECH EMPLOYMENT HOUSING-RELATED EMPLOYMENT BUSINESS COSTS Source: Moody’s Analytics U.S.=100 EXPORTS PRODUCTIVITY Total Unit labor Energy State and local taxes Offi ce rent REAL OUTPUT PER WORKER, $
EMPLOYMENT IN NEW COMPANIES, % OF TOTAL Sources: BEA, Moody’s Analytics, 2017 2012 2017 Sources: Census Bureau, Moody’s Analytics, avg 2012-2016 NOT AVAILABLE NET MIGRATION, # MOODY’S ANALYTICS / Précis® U.S. Metro / December 2019 HOM U.S. Sources: Census Bureau, ACS, Moody’s Analytics, 2018 HOM FL U.S. 08 09 10 11 12 13 14 15 16 17 18 25 30 35 40 45
50 55 INTO HOMOSASSA SPRINGS FL Number of Migrants Tampa FL 1,770 Ocala FL 839 Orlando FL 543 The Villages FL 224 Fort Lauderdale FL 198 Lakeland FL 133 West Palm Beach FL 120 Miami FL 107 North Port FL 104 Cape Coral FL 91 Total in-migration 10,094 FROM HOMOSASSA SPRINGS FL Tampa FL 1,059 Ocala FL 773 Orlando FL 349 The Villages FL 172 Jacksonville FL 92 Gainesville FL 83 Palm Bay FL 78 Lakeland FL 70 West Palm Beach FL 65 Deltona FL 63 Total out-migration 6,744 Net migration 3,350 Index 2018 Rank*
Gini coefficient 0.49 57 Palma ratio 3.1 177 Poverty rate 15.2% 138 *Most unequal=1; Most equal=403 12 29 29 19 11 10 38 33 12 0 2 4 6 8 10 12 14 16 18 Net Migration, HOM 15 16 17 18 0 1,000 2,000 3,000
4,000 5,000 0 10 20 30 40 0 5 10 15 20 25 30 HOM U.S. 0 5 10 15 20 25 30 35 2015 2016 2017 2018 Domestic 2,951 3,932 4,011 3,889 Foreign 39 54 58 -232 Total 2,989 3,987 4,070 3,657 Sources: IRS (top), 2018, Census Bureau, Moody’s Analytics HOM FL U.S. 88.0% Top Five Outside Sources of Workers Homosassa Springs FL Share Tampa FL 4.5 Ocala FL 4.5 The Villages FL 0.7 Orlando FL 0.2 Florence SC 0.2 76.1% Top Five Outside Sources of Jobs Homosassa Springs FL Share Ocala FL 9.1
Tampa FL 6.7 The Villages FL 2.1 Orlando FL 2.0 Gainesville FL 0.5 Sources: Census Bureau, Moody’s Analytics, avg 2009-2013 RESIDENTS WHO WORK IN HOM WORKERS WHO LIVE IN HOM PRÉCIS® U.S. METRO • Homosassa Springs FL HOM HOM COMMUTER FLOWS ECONOMIC DISENFRANCHISEMENT Undereducated Balanced Overeducated MIGRATION FLOWS GENERATIONAL BREAKDOWN SKILLS MISMATCH EDUCATIONAL ATTAINMENT % OF ADULTS 25 AND OLDER < High school High school Some college College Graduate school
100 80 60 40 20 0 POPULATION BY AGE, % U.S. ≥75 70-74 65-69 60-64 55-59 50-54 45-49 40-44 35-39 30-34 25-29 20-24 15-19 10-14 5-9 0-4 PER CAPITA INCOME
Sources: BEA, Moody’s Analytics $ THS POPULATION BY GENERATION, % % OF TOTAL Less than HS High School Some College Associate’s Bachelor’s Graduate Occupations Population HOUSEHOLDS BY INCOME, % Gen Z Millennial Gen X Baby Boom Silent & Greatest 0-19,999
20,000-39,999 40,000-59,999 60,000-74,999 75,000-99,999 100,000-124,999 125,000-149,999 150,000-199,999 200,000+ U.S. NET MIGRATION, # 12 27 29 20 13 2018 HOM $38,707 FL $50,070 U.S. $54,446 Sources: Census Bureau, ACS, Moody’s Analytics, 2018 Sources: Census Bureau, Moody’s Analytics, 2018 Sources: Census Bureau, ACS, Moody’s Analytics, 2018 Sources: Census Bureau, Moody’s Analytics, 2018 MOODY’S ANALYTICS / Précis® U.S. Metro / December 2019
GEOGRAPHIC PROFILE Sources: ACS, Moody’s Analytics POPULATION DENSITY MEDIAN HOUSEHOLD INCOME MEDIAN COMMUTE TIME POPULATION & HOUSING CHARACTERISTICS Units Value Rank* Total area sq mi 773.2 340 Total water area sq mi 191.3 98 Total land area sq mi 581.7 359 Land area - developable sq mi 556.6 277 Land area - undevelopable sq mi 25.3 328 Population density pop. to developable land 253.2 296 Total population ths 147.9 304 U.S. citizen at birth % of population 92.6 181 Naturalized U.S. citizen % of population 3.3 166 Not a U.S. citizen % of population 2.1 294 Median age 57.2 3
Total housing units ths 80.0 254 Owner occupied % of total 64.5 43 Renter occupied % of total 13.3 394 Vacant % of total 22.1 25 1-unit; detached % of total 68.7 147 1-unit; attached % of total 1.7 350 Multifamily % of total 7.2 402 Median year built 1987 * Areas & pop. density, out of 410 metro areas/divisions, including metros in Puerto Rico; all others, out of 403 metros. Sources: Census Bureau, Moody’s Analytics, 2018 except land area 2010 PRÉCIS® U.S. METRO • Homosassa Springs FL About Moody’s Analytics Moody’s Analytics provides fi nancial intelligence and analytical tools supporting our clients’ growth, effi ciency and risk management objectives. The combination of our unparalleled expertise in risk, expansive information
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debentures, notes and commercial paper) and preferred stock rated by MJKK or MSFJ (as applicable) have, prior to assignment of any rating, agreed to pay to MJKK or MSFJ (as applicable) for appraisal and rating services rendered by it fees ranging from JPY200,000 to approximately JPY350,000,000. MJKK and MSFJ also maintain policies and procedures to address Japanese regulatory requirements. Scot Layton Email: [email protected] Fleet Management mailto:[email protected] Lecture overview • Transport and the environment • Fleet Safety • Accident prevention • Change of use • Driver selection and training • Managing vehicle safety
Transport and the environment Emissions and Euro VI Vehicle type Clean Air Zone (CAZ) minimum standard Buses, coaches, heavy goods vehicles Euro VI (2014) Vans, minibuses, taxis, private hire vehicles, cars Euro 6 (diesel, 2015) and Euro 4 (petrol, 2005) Motorcycles Euro 3 (2007) ULEZ 25th October 2021 Future clean air zones and ULEZ • Birmingham Summer 2020 (Class D) • Leeds Summer 2020 (Class B) • London expansion October 2021 Class Vehicle type A Buses, coaches, taxis, private hire vehicles B Buses, coaches, taxis, private
hire vehicles, heavy goods vehicles C Buses, coaches, taxis, private hire vehicles, heavy goods vehicles, vans, minibuses D Buses, coaches, taxis, private hire vehicles, heavy goods vehicles, vans, minibuses, cars, the local authority has the option to include motorcycles Future clean air zones and ULEZ • Actros - £90,000 + VAT (Euro 6) • Atego - £50,000 + VAT (Euro 6) • Arocs - £150,000 + VAT (Euro 6) Emissions Euro VI Combustion
HC CM PM NOx HC Petrol/Diesel Controlling Emissions • Diesel • Petrol Petrol and Diesel NOx Further methods of reducing environmental impact • Maintenance • Driver selection and training • Route optimisation • Vehicle type and use
Driver selection and training Why train drivers? Case Study Route optimisation • Cost of delays • Cost of accidents • Lost loads • Reliable service • Fuel efficiency • First step is to adopt the use of routing and scheduling software Route optimisation Route optimisation
Route optimisation Route optimisation Increased Brake Pad wear Clutch wear (Manual only) Higher lateral acceleration: ➢ Tyre wear (outer shoulders) ➢ Increased wear on suspension components ➢ Increased wear on steering components ➢ Increased lateral forces on load Higher risk of incident Increased acceleration zones A Jaworski et al, 2018
Avoiding collisions – From 2022 active safety systems will become mandatory in Europe Avoiding collisions – Nearly half of all traffic fatalities occur at night • Replace wiper blades when they do not clear the windscreen • Ensure washer fluid is added to water • Adhere to strict driving protocol • Ensure headlights are clean and in working condition • Fit additional lighting for extensive B road use Vehicle Utilisation • Cost Centre – Fleet or single vehicle • Cost Unit – cost per load/mile/tonne • Direct Costs – those directly attributed to the cost centre (standing and running costs) • Fixed Costs – overheads (buildings, salaried staff) • Variable Costs – those that vary due to the use of a cost unit Vehicle Utilisation January February March April May June July August September
October November December 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 1 1 4 1 1 1 1 1 1 1 1 5 1 1 1 1 1 1 1 6 1 1 1 1 1 1 1 1 1 7 1 1 1 1 1 1 1 1 1 8 1 1 1 1 1 1 1 9 1 1 1 1 1 1 1 1 1 10 1 1 1 1 1 1 1 1 1 11 1 1 1 1 1 1 1 1 12 1 1 1 1 1 1 1 13 1 1 1 1 1 1 1 1 14 1 1 1 1 1 1 1 1 1 15 1 1 1 1 1 1 1 1 16 1 1 1 1 1 1 1 1 1 17 1 1 1 1 1 1 1 1 1 1
18 1 1 1 1 1 1 1 1 19 1 1 1 1 1 1 1 20 1 1 1 1 1 1 1 1 1 21 1 1 1 1 1 1 1 1 1 22 1 1 1 1 1 1 1 1 23 1 1 1 1 1 1 1 1 1 24 1 1 1 1 1 1 1 1 1 1 25 1 1 1 1 1 1 26 1 1 1 1 1 1 1 27 1 1 1 1 1 1 1 1 1 28 1 1 1 1 1 1 1 1 29 1 1 1 1 1 1 1 1 30 1 1 1 1 1 1 1 1 1 31 1 1 1 1 Actual Available Usage 23 20 22 20 19 22 23 20 22 22 21 21 255 365 70% Vehicle Utilisation Weekends 262
Bank Holidays 255 Driver holidays -21 Vehicle downtime – repairs/breakdowns ?? Vehicle Utilisation Vehicle Standing Costs (Direct Costs) 1. Straight line method ����ℎ��� ����� − ����� − ������ ����� = ������������ 2. Reducing balance method ����ℎ��� ����� − ����� − ������������ = ������ ���� Vehicle Utilisation 2. Reducing balance method Initial cost of vehicle - tyres / set percentage (e.g. 20%) Actros £90,000 Tyre £200 Depreciation 20% per annum
����ℎ��� ����� − ����� − ������������ = ������ ���� 90000 − 200 ∗ 6 − 20% = ������ ���� Vehicle Utilisation Year 1 depreciation Year 2 depreciation (������� = 90000 − 17760) Year 3 depreciation (������� = 72240 − 14208) Standing value after three years = £46665.60 or 51% of purchase price 90000 − 200 ∗ 6 − 20% = 17760 72240 − 200 ∗ 6 − 20% = 14208 58032 − 200 ∗ 6 − 20% = 11366.4 Actros £90,000 Tyre £200 Depreciation 20% per annum Vehicle Utilisation Licenses
Road fund licences for all vehicles – fixed regardless of use (2020) Operators licence fees for each vehicle Vehicle Utilisation Insurance Insurance will be dependant on vehicles use, claims and drivers experience Vehicle Utilisation Wages Dependant on your business structure, you will have either salaried staff, or hourly paid staff. You may use contract staff too. Salaried staff and hourly paid staff must be paid as in the terms set out in their contract. This payment is regardless of vehicle use. Holiday pay and sick pay must be factored. Vehicle Utilisation Standing costs
Working out the daily, or hourly standing cost, allows you to analyse the cost of downtime. Depreciation Taking the residual value after the first year, we can begin to calculate standing costs per hour. Depreciation = 17760 Insurance = 1200 Road tax = 350 Operator license = 926 �������� ����� = ������������ − ��������� − �������� − ����� Vehicle Utilisation Standing costs Annual standing cost = £20236 Daily standing cost = 20236 / 255 (active days – weekends and bank holidays) = £79.36 Assuming a 9 hour day. £79.36 / 9 = £8.82 Depreciation = 17760 Insurance = 1200
Road tax = 350 Operator license = 926 Vehicle Utilisation Standing costs Annual standing cost = £20236 Cost per mile (Annual mileage 45000) 20236 / 45000 = 45 pence per mile Depreciation = 17760 Insurance = 1200 Road tax = 350 Operator license = 926 Vehicle Utilisation Calculating standing costs Initial cost of vehicle - tyres / set percentage (e.g. 20%) Actros £90,000 Tyre £200
Depreciation 20% per annum ����ℎ��� ����� − ����� − ������������ = ������ ���� 90000 − 200 ∗ 6 − 20% = ������ ���� Depreciation = 17760 Insurance = 1200 Road tax = 350 Operator license = 926 Standing costs Annual standing cost = £20236 Daily standing cost = 20236 / 255 (active days – weekends and bank holidays) = £79.36 Assuming a 9 hour day. £79.36 / 9 = £8.82 • Actros - £90,000 + VAT (Euro 6) • Atego - £50,000 + VAT (Euro 6) • Arocs - £150,000 + VAT (Euro 6) Driver selection and training Devise metrics for measuring performance
Staff A - Small goods delivery driver Quality Rating Improvement Licence categories A, B, BE, B1, C1, C1E, D1, D1E Train for Cat C Hours Weekly, 16 hours nights, 24 hours days Reduce night hours where possible and replace with daytime hours. Ensure night hours are not consecutive Education BTEC Level 3 HND or similar Mental wellbeing Personal life, working conditions Suggest? Physical demand Required to move goods alone Suggest? Customer contact Outgoing, untidy, smoker Suggest
Vehicle responsibility Lone worker for most hours Suggest Driver selection and training SAFED Safe and Fuel Efficient Driving The UK’s 422,000 Heavy Goods Vehicles travelled approximately 22.2 billion kilometres in 2001. An average of 32,582 miles per vehicle. Fuel use averaging 8 mpg, we each vehicle consuming over 4000 gallons. Monitoring and managing fuel usage can reduce fuel consumption by at least 5%. Average fuel price £1.14 (ex VAT). 114 x 4.546 = 518.244 or £5.18 per gallon 5.18 x 4000 = £20,720 A saving of 5% = £1036 Management Management Leadership • Ensure everyone knows their role in the business –provide clear job roles and titles
• Carry out initial training and induction to the company • Adopt necessary in-service training • Carry out remedial training for staff making mistakes or driving inefficiently • Provide opportunities for on-going training (make staff part of this process) Management Structure • Hierarchical Structure • Flat Structure Hierarchical Structure, or Vertical Structure DIRECTOR EAST DIRECTOR WEST TEAM LEADER TEAM
LEADER TEAM LEADER TEAM MEMBER CEO TEAM MEMBER TEAM MEMBER TEAM MEMBER TEAM MEMBER TEAM MEMBER Flatter Structure TEAM
LEADER MARKETING TEAM LEADER TEAM MEMBER TEAM MEMBER TEAM MEMBER TEAM MEMBER TEAM MEMBER TEAM MEMBER DIRECTORDIRECTOR Product Derived Structure
PROJECT A TEAM LEADER CEO PROJECT D TEAM LEADER PROJECT C TEAM LEADER PROJECT B TEAM LEADER Functional Structure PRODUCTION MANAGER CEO
HUMAN RESOURCES MARKETING MANAGER FINANCE MANAGER Flat Structure TEAM MEMBER TEAM MEMBER TEAM MEMBER TEAM MEMBER TEAM MEMBER PROJECT
MANAGER TEAM MEMBER Which management structure does Loughborough adopt? Vice Chancellor Pro- Chancellors Senior Pro- Chancellor and Chairman of Council Chancellor Pro-Vice- Chancellor Pro-Vice- Chancellor
Pro-Vice- Chancellor Deans of Schools Deans of Schools Deans of Schools Deans of Schools Deans of Schools Deans
of Schools Deans of Schools Deans of Schools Deans of Schools Deans of Schools TQM Continuous improvement Involves all
employees Accurate evaluation Customer focussed Quality improvement Data informed decisions Ascertains needs of customers – not what they want TQM • Ensures the customer needs are placed first and foremost • Continuously evolves in a purposeful and strategic direction Six Sigma Define
Measure AnalyseImprove Control Define goals. Measure factors that are critical to quality (fitness for use). Analyse various options. Explore concepts. Move onto high level planning. Ensure the plan works and allows for interaction between teams.
Validation of plans to all stakeholders. Staff/hours and training • Absenteeism • Off the job and on the job accidents (Health Care) Inspiring Winners Since 1909 Thank you! Scot Layton [email protected] Helping you through a lifetime of safe driving November 2018 Guide to maintaining roadworthiness Commercial goods and passenger carrying vehicles Helping you stay safe on Britain's roads
© Crown copyright 2018 You may reuse this publication (not including logos and photographs) free of charge in any format or medium, under the terms of the Open Government Licence v3.0. To view this licence visit www.nationalarchives.gov.uk/doc/open-government-licence; or write to the Information Policy Team, The National Archives, Kew, Richmond, Surrey, TW9 4DU; or email: [email protected] This publication is also available on our website at www.gov.uk/government/publications/guide-to-maintaining- roadworthiness Any enquiries about this publication should be sent to us at [email protected] http://www.nationalarchives.gov.uk/doc/open-government- licence mailto:[email protected] mailto:[email protected] http://www.gov.uk/government/publications/guide-to- maintaining-roadworthiness Guide to maintaining roadworthiness Commercial goods and passenger carrying vehicles 4 of 112
Guide to maintaining roadworthiness Contents Foreword by the DVSA Chief Executive 6 Foreword by the Traffic Commissioners 8 1. Introduction 10 1.1 About this guide 10 1.2 What does this guide contain? 14 1.3 Getting it right 15 1.4 Key points of a good maintenance system 16 2. Responsibilities for roadworthiness 19 2.1 Roadworthiness inspections 21 3. Daily walkaround checks 23 3.1 A system of reporting and recording faults 26 3.2 Drivers’ responsibilities 29 3.3 Traction services and third party trailers 30 4. Regular safety inspections and first use inspection 35 4.1 Inspection scope and content 35 4.2 First use inspection 36 4.3 Safety inspection intervals 38 4.4 Case studies 44 4.5 Safety inspection report forms 46 4.6 Intermediate safety checks 48 4.7 Ad hoc safety inspection intervals 48 4.8 Electronic capture and storage of safety inspection data 49 4.9 Safety inspectors 56 4.10 Use of assistants 56 4.11 Authority to remove or reinstate a vehicle 56 4.12 Vehicle cleanliness 57 4.13 Duties of staff 57
5. Safety inspection and repair facilities 58 5.1 Safety inspection facilities 60 5.2 Tyre management 62 5.3 Brake performance assessment 63 5.4 Accessibility (PSV) 68 5.5 Contracted out arrangements 71 5 of 112 Guide to maintaining roadworthiness 5.6 Drawing up a contract 71 5.7 Contract limitations 73 5.8 Visiting agents 74 5.9 Roadside safety inspections 74 5.10 Planning a safety inspection programme 75 6. Monitoring 77 6.1 Monitoring of drivers daily checks 78 6.2 Annual test results 79 6.3 Operator compliance risk score 80 6.4 British standards 81 6.5 Vehicle safety recalls 81 6.6 DVSA earned recognition scheme 82 Annexes 1. Enforcement of the operator licensing scheme 86 2. Where to get additional help 90 2.1 Technical support 90 2.2 Training 90 2.3 Saving fuel and protecting the environment 91 2.4 Fault finding 91 2.5 Publications 91
3A. Example of a driver’s vehicle defect report (goods vehicles) 92 3B. Example of a driver’s vehicle defect report (passenger vehicles) 93 4A. Example of a safety inspection record (HGV) 94 4B. Example of a safety inspection record (PSV) 98 5. Example of a maintenance agreement 102 6. Specimen maintenance planner 104 7. Useful addresses 106 8. HGV drivers walkaround check 108 9. PSV drivers walkaround check 110 6 of 112 Guide to maintaining roadworthiness Foreword by the DVSA Chief Executive Gareth Llewellyn, DVSA Chief Executive Welcome to the latest edition of DVSA’s Guide to Maintaining Roadworthiness. DVSA’s vision is for safer drivers, safer vehicles and safer journeys for all. An
important way in which we will achieve this is by helping you keep your vehicle safe to drive. Whether you operate a large fleet or just one vehicle, keeping your vehicles in a roadworthy condition is good for business, good for the environment and helps you stay safe on Britain’s roads. This guide provides you with best practice advice on the responsibilities that an operator or driver has to ensure the roadworthiness of their vehicles. It also covers what you are legally required to do and gives information on where to seek additional help, including technical assistance or training. To help raise vehicle standards, DVSA will make sure the required standards are clear and easy to understand; tests will keep up with new technology in vehicles, and testers and test centres who don’t test to the right standards will be helped to improve. We will also provide accessible, up-to-date information about when a vehicle needs to be checked and fixed because of a safety recall. 7 of 112 Guide to maintaining roadworthiness We have also introduced an ‘Earned Recognition’ scheme for operators with a strong track record of compliance and adherence to standards. Those qualifying
for the scheme will see commercial and financial benefits as we leave them to go about their business unhindered. This will enable us to direct our enforcement activities at the serially and seriously non-compliant. Qualification for this scheme is entirely based on merit, and so I encourage you to read through this guide, work to the principles it sets out and aim for ‘Earned Recognition.’ Gareth Llewellyn DVSA Chief Executive 8 of 112 Guide to maintaining roadworthiness Foreword by the Traffic Commissioners Sarah Bell Kevin Rooney As an operator, transport manager, driver or technician, you know just how quickly vehicle technology continues to progress. That’s why it’s vital for this essential guide to be regularly updated. We’re pleased to have worked with DVSA and with those who operate and maintain commercial vehicles to produce the latest version of the Guide to Maintaining Roadworthiness. This ongoing collaborative working ensures that the information is informed,
relevant and up-to-date. You will find references to new approaches such as electronic brake performance monitoring which can remove some of the challenges around roller brake testing of trailers. On safety inspection intervals, this edition of the guide no longer features the graph of mileage vs inspection frequency. We strongly encourage you to take a proactive, evidence-based approach to setting inspection frequencies. You know your vehicles and your operations better than anyone. Six weekly is a good starting point for many operators, but this should be regularly reviewed based on the results of inspections and the performance of your vehicles. Listening to operators, we learned that some of you felt that the graph was too rigid and didn’t encourage basing intervals on the reality of operations. 9 of 112 Guide to maintaining roadworthiness We also acknowledge the development of technology in helping you with your operator licence responsibilities. Smartphone apps, for example, now assist with driver defect reporting. DVSA still finds that between a third and a half of all prohibitable defects it finds at the roadside could have been prevented by the driver conducting an effective walkaround check. Undertaking an effective walkaround
check, acting on what is found and recording that action is as much a part of a driver’s duties as steering the vehicle down the road. Failure to do so puts both drivers’ and operators’ licences in jeopardy. This edition of the guide will be launched alongside DVSA’s Earned Recognition scheme. The scheme’s introduction has led to the development of a range of new compliance management tools available to all operators and transport managers. Whether you seek accreditation or not, your operation could still benefit from using these tools. As before, nothing in this guide is mandatory but, by following it, you’ll ensure that you meet the relevant conditions and undertakings on your licence. If your maintenance contractor recommends a different approach, it is for you to satisfy yourself that you will still meet the standards. These are the commitments you made when you first applied for your licence. Sarah Bell Kevin Rooney Lead Traffic Commissioners | Enforcement 10 of 112 Guide to maintaining roadworthiness 1. Introduction
1.1 About this guide The Driver and Vehicle Standards Agency (DVSA) has produced this guide to explain the responsibilities and systems involved in maintaining vehicles in a roadworthy condition, regardless of operating conditions, fleet size or vehicle type. The procedures and systems explained in this guide are useful for operators, drivers and all those who are responsible for operating, maintaining or providing commercial goods and passenger carrying vehicles. The general principles apply equally to light goods and passenger vehicles below the operator licensing thresholds and for vehicles that are otherwise exempt. Best practice It is not enough to rely on a maintenance system alone, because this cannot ensure that vehicles are roadworthy. To ensure best practice, you will need to combine good quality maintenance practices and skills with supervision and effective management of the system. New vehicle operators If you are a new operator, you will find practical advice on how to devise, install and monitor a system for ensuring roadworthiness. If you follow the advice given in this guide, you can make sure you are complying with the law and that your compliance
can be monitored and controlled. Experienced vehicle operators If you are an established or experienced vehicle operator, you will be able to use this guide as a benchmark to assess whether your systems are sufficiently comprehensive or should be reviewed and improved in order to maintain compliance. This guidance applies to you whether you carry out your own maintenance, contract out maintenance or do a combination of both. DVSA do not specifically define a new or experienced vehicle operator because what constitutes an experienced operator could vary. 11 of 112 DVSA's strategy for 2017 to 2022 Helping you through a lifetime of safe driving Safer drivers Safer vehicles Safer journeys for all 12 of 112 Guide to maintaining roadworthiness
13 of 112 Guide to maintaining roadworthiness However, we do make suggestions as to what could make an experienced operator: • If you have been trading under this licence or a previous licence for more than three years • If you have been trading under this licence for more than 1 year, and you have been visited by a DVSA inspector and been approved as satisfactory • If your company has been trading under this licence for a length of time such that you can prove that your roadworthiness process is effective and fully established • If you can demonstrate suitable evidence proving your experience when questioned by DVSA or the Traffic Commissioner. This could be a combination of staff experience and skills, maintenance procedure experience and substantial defect reports/data Maintaining Compliance We recognise that there are different methods and systems from those that are described within this guide that can result in vehicles being maintained in a roadworthy condition. If
you are an operator who wishes to adopt different systems, you must still satisfy Traffic Commissioners that the system you use is effective. Traffic Commissioners will only agree to variations that will not reduce the control necessary to ensure satisfactory maintenance. There must be a firm management commitment to review and improve maintenance systems where defects are found on vehicles or when the fleet size or the nature of the business is changing. As a licensed operator, you can also be assured that the maintenance systems described in this guide will be accepted by the Traffic Commissioners, provided that the resulting condition of your vehicles remain satisfactory. If this is not the case, however, Traffic Commissioners reserve the right to require more stringent arrangements from you (eg shorter periods between inspections), and the competence of the persons who carry out safety checks may be challenged. The ultimate test will be whether a vehicle is, in fact, roadworthy. 14 of 112 Guide to maintaining roadworthiness 1.2 What does this Guide contain? The procedures and systems described in this guide relate to
responsibilities for roadworthiness, the different types of inspections, inspection intervals, data storage, inspection facilities, planner updates and essential reviews. This guide includes many references to written maintenance records; however, using an electronic vehicle maintenance system can provide effective management of all relevant data including safety inspections, maintenance scheduling and driver defect reporting. Keep in mind that as a general principle computer records are acceptable, provided that they contain the essential information that can be made available for examination. For further information, see section four. Other guidance It is also important to note that this guide is only concerned with systems of maintenance for roadworthiness. If you are looking for the maintenance of vehicles to achieve economy and reliability, we advise you to seek help from vehicle manufacturers, their agents or the relevant trade organisations. You can find more information on sources of further help and advice in Annex 2. 15 of 112 Guide to maintaining roadworthiness 1.3 Getting it right
DVSA recognises that operators of heavy goods or passenger carrying vehicles will not get everything right all the time. However, we do want you to be vigilant and responsible. The penalties for and consequences of non-compliance to you the operator and/or driver – and to the general public – can range from the inconvenient to the very serious and, sometimes, to the catastrophic. You and your staff may be fined or prosecuted, and your vehicles may be prohibited. At worst, you may cause serious injury or fatalities because of badly maintained vehicles. 16 of 112 Guide to maintaining roadworthiness 1.4 Key points of a good maintenance system Use these important key points as a guide to help you plan and set up a compliant and effective maintenance system for your vehicles. 1. A driver or responsible person must undertake a daily walkaround check, preferably immediately before a vehicle is used. 2. First use inspections are essential for operators who lease, hire or borrow vehicles. These are especially important where vehicles and trailers have been off the road for some time.
3. Drivers must report promptly any defects or symptoms of defects that could adversely affect the safe operation of vehicles. Reports must be recorded and provision should be made to record details of any rectification work done. 4. Drivers’ defect reports used to record any faults and rectification work must be kept for at least 15 months. 5. Operators must ensure that safety inspections are carried out at the stated frequency. 6. Safety inspections must include those items covered by the appropriate statutory annual test. 7. Safety inspections should be pre-planned, preferably using a time-based programme. 8. The system of safety inspections must be regularly monitored, especially in the early stages. 9. Any remedial work carried out as a result of safety inspections must be recorded. 10. The safety inspection record must include: • name of owner/operator • date of inspection • vehicle identity (registration mark/trailer number) • make and model • odometer (mileage recorder) reading, if appropriate • a list of all the manual items to be inspected • details of any defects
• name of inspector • full details of any repair work and who did it • a signed declaration that any defects have been repaired satisfactorily and the vehicle is now in a safe roadworthy condition. 11. On certain types of vehicles and for some operations, intermediate safety checks may be necessary. 17 of 112 Guide to maintaining roadworthiness 12. Records of safety inspections must be kept for at least 15 months for all vehicles, including vehicle/s that have been removed from the operator licence. 13. Staff carrying out safety inspections must be competent to assess the significance of defects. Assistance must be available to support the safety inspection process. 14. There must be an internal system to ensure that unroadworthy vehicles are removed from service, with someone responsible for taking vehicles off the road. 15. Operators who undertake their own safety inspections must
have the correct tools and facilities for the size of the fleet and type of vehicle operated. 16. All operators should have access to a means of measuring brake efficiency and setting headlamp aim. For vehicles showing signs of visible exhaust smoke, a diesel smoke meter should be used to ensure that the level of smoke emission is within the legal requirements. 17. Operators are responsible for the condition of vehicles and trailers that are inspected and/or maintained for them by agents, contractors or hire companies. 18. Operators who have contracted out their safety inspections must draw up a formal written contract with an inspection agency or garage, and this must be retained on file. Such operators should view inspection records and have a means of regularly monitoring the quality of work produced for them. 19. The dates when safety inspections are due must be the subject of forward-planning. 20. A maintenance scheduling system, planner or wall chart should be used to identify inspection dates at least six months for manual
systems or can be dynamic for electronic systems. 21. Any system of maintaining roadworthiness of vehicles should be effectively and continually monitored. 22. Any changes by licensed operators to arrangements for safety inspections must be updated on the vehicle operator licensing system (VOL). 23. Drivers must be adequately trained and given clear written instructions about their responsibilities. 18 of 112 Guide to maintaining roadworthiness 19 of 112 Guide to maintaining roadworthiness 2. Responsibilities for roadworthiness This section gives best practice advice on the responsibilities that an operator or driver will have to undertake to ensure the roadworthiness of their vehicle. It covers what you are legally required to do according to the law. As a user of vehicles, it is your responsibility to ensure that the
vehicles you use are roadworthy. It is an offence to use an unroadworthy vehicle on the road. The term ‘user’ of a vehicle applies to the driver and the person paying the driver to act for them. Legislation If you are an operator of heavy goods vehicles (HGVs) and public service vehicles (PSVs), you must meet the governing legislation that the Traffic Commissioners have outlined in their Statutory Guidance Document. This is now in legislation, so if you operate within the UK or outside of the UK, you should ensure vehicles are roadworthy. Operators must comply with the declaration they give to the relevant traffic commissioner that they will ensure that their vehicles are operated in a fit and serviceable condition. If operators intend making any change to their maintenance arrangements, they must update the details on the vehicle operator licensing system. 20 of 112 Guide to maintaining roadworthiness Hire, loan or lease vehicles The vehicle itself may either belong to the user or be in their possession under any
agreement for hire, hire purchase, loan or lease. The user of a towing vehicle is responsible for the roadworthiness of a trailer even if it does not belong to them Foreign trailers If foreign trailers are used then the user is responsible for the roadworthiness in terms of condition but also in terms of the technical design of the trailer. Traffic commissioners require that all vehicles be maintained in a fit and serviceable condition when operated under an operator’s licence. DVSA’s examiners support traffic commissioners by providing assessments of the effectiveness of operator’s systems in meeting this requirement. We will, therefore, focus on the levels of compliance and standards of roadworthiness rather than how operators achieve the high standards expected. This provides operators with considerable freedom to tailor their systems to the needs of their business. 21 of 112 Guide to maintaining roadworthiness 2.1 Roadworthiness inspections When it comes to ensuring the roadworthiness of a vehicle,
there are two types of essential inspections – which differ in scope and depth. Each type is used for a different purpose and requires different levels of skill to be carried out effectively. The two types of inspection are: • daily walkaround checks • first use inspections/regular safety inspections. An inspection should not be confused with a service. A service contains items requiring routine maintenance, usually determined in scope and frequency by the vehicle’s usage and the recommendations of the vehicle’s manufacturer. 22 of 112 Guide to maintaining roadworthiness 23 of 112 Guide to maintaining roadworthiness 3. Daily walkaround checks This section looks at the daily walkaround check. It offers best practice advice on setting up a system for reporting faults and looks at defect reports, while clearly stating your legal position.
A driver or responsible person must undertake a daily walkaround check before a vehicle is used. As a driver, DVSA recommend this check is carried out before you first drive the vehicle on the road each day. Where more than one driver will use the vehicle during the day's running, the driver taking charge of a vehicle should make sure it is roadworthy and safe to drive by carrying out their own walkaround check; however, due to health and safety implications this may not be practical on all occasions. An example of a system for managing in-service driver changes is where a walkaround check is carried out by a responsible person, and the drivers monitor the vehicle during the day's running. When there is a change in driver during the day, it is sometimes unsafe to carry out a walkaround check, for example at a bus stop. This will be considered acceptable where there is a robust driver defect reporting system in place, which details the initial walkaround check and any defects or ‘nil’ defects reported during the day for the various drivers of that particular vehicle. 24 of 112 Guide to maintaining roadworthiness
The driver is always legally responsible for the condition of the vehicle while in use. Therefore, conducting a daily walkaround check is a vital part of a driver’s core role. Operators can delegate the walkaround check to a responsible person, who must carry out a minimum of one check in 24 hours. The check should cover the whole vehicle or combination. On multi-trailer operations, a check should be made on each trailer being used. The check should cover interior and exterior items that can be safely assessed without necessarily the use of a workshop [see Annex 8 for walkaround check items]. Assistance may be required at some time during the check, for example, to see that lights are working. Alternatively, a brake pedal application tool may be used as an effective way of making sure stop lamps are working, and that the braking system is free of leaks. In addition, a torch, panel lock key or other equipment may be needed. It could be beneficial to incorporate a post use check, to save downtime. It is important that drivers are aware of the overall vehicle dimensions, including trailer and load. High vehicles should display an in-cab overall height indicator. It is also important to consider route planning before starting your journey if low bridges need to be avoided.
25 of 112 Guide to maintaining roadworthiness 26 of 112 Guide to maintaining roadworthiness 3.1 A system of reporting and recording defects There must be a system of reporting and recording defects that may affect the roadworthiness of the vehicle. This must include how they were rectified before the vehicle is used. Daily defect checks are vital, and the results of such checks must be recorded as part of the maintenance system. It is important that enough time is allowed for the completion of walkaround checks and that staff are trained to carry them out thoroughly. Drivers should be made aware that daily defect reporting is one of the critical elements of any effective vehicle roadworthiness system. Examples of how to perform a walkaround check can be found on YouTube under DVSA HGV or PSV driver’s daily walkaround checks. Drivers’ defect reports As the driver, you are legally responsible for the condition of
your vehicle when in use on the road. Drivers must report any defects, or symptoms of defects, that could prevent the safe operation of the vehicles. In addition to daily walkaround checks, you must monitor the roadworthiness of your vehicle when being driven, and be alert to any indication that the vehicle is developing a fault eg warning lights, vibrations or other symptoms. When a vehicle is on site work, you should walk around the vehicle before leaving the site to identify any faults. If any safety defects are found, you must not use the vehicle on the road until it is repaired. 27 of 112 Guide to maintaining roadworthiness Providing a written report Any defects found during the daily walkaround check, while the vehicle is in use or on its return to base, must be the subject of a written report by the driver or some other person responsible for recording defects. The details recorded should include: • vehicle registration or identification mark • date
• details of the defects or symptoms • the reporter’s name • who the defect was reported to • assessment of the defect • rectification work • date rectification work was completed. It is also common practice to use a composite form that includes a list of the items checked each day. Where practicable the system should incorporate ‘nil’ reporting when each driver makes out a report sheet - or confirms by another means that a daily check has been carried out and no defects found. Electronic records of reported defects are acceptable and must be available for 15 months, along with any record of repair. Appropriate action All drivers’ defect reports must be given to a responsible person with sufficient authority to ensure that any appropriate action is taken. This might include taking the vehicle out of service. Any report listing defects is part of the vehicle’s maintenance record and must be kept for at least 15 months, together with details of the rectification work and repairer.
It is good practice to have ‘nil’ defect reports as they are a useful means of checking that drivers are carrying out their duties and these forms can be used for audit purposes. A ‘nil’ defect reporting system demonstrates a check has been conducted and is a positive report that the vehicle is free from defects. If you are an owner-driver, you will probably not have anyone to report defects to, except your transport manager (if you have one). In these cases, defects and the remedial action taken can simply be recorded and held for at least 15 months. 28 of 112 Guide to maintaining roadworthiness 29 of 112 Guide to maintaining roadworthiness 3.2 Drivers’ responsibilities Drivers must be made aware of their legal responsibilities regarding vehicle condition and the procedures for reporting defects. Operators must ensure that all drivers are adequately trained to perform this function,
and this may be part of their driver’s certificate of professional competence training. Driver’s responsibilities should be detailed in writing, describing defect reporting systems as well as any other duties they are expected to perform. The driver should sign to confirm they have received their responsibilities in writing and understand what is required. A copy of the document should be kept on file. Drivers share the responsibility for the vehicle’s roadworthiness with the operator. They may be fined or prosecuted for roadworthiness offences found on vehicles if they are considered partly or wholly responsible. Minor repairs by drivers If you are an operator, you should bear in mind that drivers who are expected to repair minor defects in service would need appropriate training. Traffic commissioners can take action against a driver who fails to complete an adequate walkaround check. This could lead to a driver conduct hearing, which may result in the loss of the vocational driving licence. 30 of 112 Guide to maintaining roadworthiness 3.3 …
Scot Layton Email: [email protected] Maintenance mailto:[email protected] What is maintenance? Activities required or undertaken to conserve as nearly, and as long, as possible the original condition of an asset or resource while compensating for normal wear and tear. Why is maintenance required on Vehicles? Cars, trucks and buses are made up of hundreds of parts. Regardless whether these parts are moving parts, or structural parts, they are prone to wear. What needs checking? Structural parts:
require checking for security, corrosion and abrasion Moving parts: Require checking for damage, wear, leaks, and correct lubrication What are these parts and what goes wrong? What are these parts and what goes wrong? What are these parts and what goes wrong? What are these parts and what goes wrong? What are these parts and what goes wrong? What are these parts and what goes wrong? What are these parts and what goes wrong?
What are these parts and what goes wrong? What are these parts and what goes wrong? What are these parts and what goes wrong? What are these parts and what goes wrong? Scot Layton Email: [email protected] Planned Preventative Maintenance mailto:[email protected] Transport Management and Maintenance Effective management of any machinery, will incorporate a maintenance schedule, an inspection plan and a Ministry Inspection. Maintenance and inspections are normally classed as two separate events: o Maintenance of equipment of machinery, will involve
replacing parts before they fail. Every component fitted to a vehicle will have a working life, this may be identified by hours used, or for Road Vehicles, this is usually expressed in kilometres or miles. Examples of items requiring replacement are, Brake Pads, Wheel Bearings, Lubricants and Filters. o Inspections are usually carried out to ensure no damage has occurred to components, or to ensure excessive wear hasn’t taken place (this can often occur with a vehicles change of use). Ministry Inspections are required annually for Heavy Vehicles and are carried out externally to ensure the vehicle is operating within the law. Light Vehicles are required to have their first Ministry Inspection after their first three years of registration has lapsed and subsequently on a yearly basis. Maintenance, what is required? 1st use inspection, for new vehicles and if leasing or sharing vehicles Daily walk-around check (driver)
Regular Safety Inspection + Servicing inline with manufacturers recommendations Annual Ministry Inspection Inspection and Servicing records kept for 15 Months Drivers defect sheets 15 Months Simple method for reporting defects For more information on Maintenance, visit the Driver and Vehicle Standards Agency website (DVSA) at the following link. https://www.gov.uk/government/uploads/system/uploads/attach ment_data/file/321988/guide-to- maintaining-roadworthiness.pdf https://www.gov.uk/government/uploads/system/uploads/attach ment_data/file/321988/guide-to-maintaining-roadworthiness.pdf Daily Walk around Check (Van) Daily Walk around Check (PSV) Daily Walkaround Check (HGV) Inspection frequency
Inspection frequency Service Staff As a depot manager or operator, it is your role to ensure that the fleet is maintained and those maintaining the fleet are qualified. For Maintenance staff, a good level of assessment is the IRTEC licensing scheme, this is already being adopted by companies such as the Post Office and Pullman Fleet services amongst many others. Selection of technicians is critical to the efficiency of your transportation company, either opt for qualified technicians, or where possible it may be more effective to train your own staff in conjunction with an approved apprenticeship programme. Security Holding on to well maintained vehicles is critical, as an absent vehicle will not pay wages. It is therefore your role to educate on vehicle security.
In the UK more than 3000 HGV’s are stolen each year with only 12% ever being recovered. Inform your drivers not to discuss loads or routes, additionally ensure you have a robust system for securing keys and vehicles. Service items, such as fuel and tyres are extremely valuable and desirable, lock these away and use CCTV, or they will be stolen!! Telematics You may decide to utilise vehicle tracking systems on your fleet, the advantages are endless and vary depending on the type of fleet operation you manage. Tracking devices enable instant information on vehicle location. Hands free kits are an essential item if you expect to contact your driver whilst working; you may also wish to analyse the benefits of installing satellite navigation equipment. LFE Load Factor Efficiency
Workshop Loading • As fleet manager you will be expected to optimise the use of your available resources. Inspections and Services Components wear out throughout their life. Items such as Brake linings and tyres are probably the most common items to be replaced. Throughout fleet operation, you will be able to determine life expectancies of components, based upon your fleet history*. A service will be scheduled to replace any items on a routine basis, such as oil and filters. This may also include brake replacements and other ancillaries. An Inspection will be scheduled to ensure no premature failure has occurred to components, or damage has occurred to the vehicle. Further to the Service and Inspection, a Ministry Inspection will take place annually, to ensure that the vehicle is being maintained to an appropriate
standard. *A change in use for any vehicle will mean a change in life expectancy for components Scot Layton Email: [email protected] Vehicle Replacement and Procurement mailto:[email protected] Vehicle Selection 5 Door 1.5 TDCi 95PS Diesel 6 Speed C02 99g/km Recommended on the road price - £18,295.00 5 Door 1.6 TDI 5-door 5 speed manual 110PS C02 99g/km Recommended on the road price £21,025.00 Service interval: 1 Year, or 10,000 miles
Service interval: 1 Year, or 10,000 miles Servicing Resale Resale price: 3 years old 80000 miles £7500 Resale price: 3 years old 80000 miles £8280 Total Life Cost After 3 Years & 80k Life Cost £14368 Deprecation £12745 Servicing £1623 10000- 159
20000- 329 30000- 159 40000- 329 50000- 159 60000- 329 70000- 159 Total up to 80000 = £1623 Life Cost £12218 Deprecation £10795 Servicing £1423 10000- 189 20000- 189 30000- 239 40000- 189 50000- 189 60000- 239 70000- 189 Total up to 80000 = £1423
£2150 Comparisons Cost £19,650 Service Interval: 30,000 or 2 years Cost £21,145 Service Interval: 15,000 or 1 year Inspiring Winners Since 1909 Thank you! Scot Layton [email protected] Scot Layton Email: [email protected] Driver Training mailto:[email protected]
Objectives • At the end of this presentation you will understand the license requirements for EU road vehicles • You will understand the type for vehicle for license categories • You will be aware of Driver Rules and EU working hours • You will be aware of the requirements to secure loads • You will have an understanding of Load Factor Efficiency Motorbikes, Cars and Small/Medium Sized Vehicles Category Description Minimum Age Test Restrictions AM Moped • Two-wheel vehicles or three wheel vehicles with a maximum design speed of over 25km/h and not more than 45km/h. Light quadricycle • With an unladen mass of not more than 350kg, not including the mass of the batteries in the case of electric
vehicles, whose maximum design speed is over 25km/h and not more than 45km/h. 16 CBT A1 Motorcycles • A motorcycle with a cylinder capacity not exceeding 125cc, of a power not exceeding 11kW and with a power to weight ratio not exceeding 0.1kW per kg. • A motor tricycle with a power not exceeding 15kW. 17 CBT A2 A motorcycle of a power not exceeding 35kW, with a power to weight ratio not exceeding 0.2kW per kg and not derived from a vehicle of more than double its power. 19 CBT A A motorcycle of a power exceeding 35kW or with a power to weight ratio exceeding 0.2kWper kg, or • A motorcycle of a power not exceeding 35kW with a power to weight ratio not exceeding 0.2kW per kg and derived from a vehicle of more than double its power. • A motor tricycle with a power exceeding 15kW. 24 TEST
B Cars Motor vehicles with a MAM not exceeding 3500kg and designed and constructed for the carriage of no more than eight passengers in addition to the driver with a trailer up to 750kg. • Motor vehicles with a MAM not exceeding 3500kg and designed and constructed for the carriage of no more than eight passengers in addition to the driver with a trailer over 750kg, where the combination MAM is not exceeding 3500kg. 17 TEST C1 Medium sized vehicles • Vehicles between 3500kg and 7500kg, and designed and constructed for the carriage of no more than eight passengers in addition to the driver with a trailer up to 750kg. 18 TEST Driving Licenses
Driving Licenses Large Goods Vehicles and Passenger Carrying Vehicles Category Description Minimum Age Test Restrictions C Large goods vehicles • Vehicles over 3500kg with a trailer up to 750kg, and designed and constructed for the carriage of no more than eight passengers in addition to the driver. 21 Cat B MEDICAL TEST + CPC D1 Minibuses • Vehicles with no more than 16 passenger seats in addition to the driver and with a maximum length not exceeding eight metres with a trailer up to 750kg. 21 Cat B MEDICAL TEST + CPC D Buses • Any bus designed and constructed for the carriage of more
than eight passengers in addition to the driver, with a trailer up to 750kg. 24 Cat B MEDICAL TEST + CPC BE Small vehicles and trailers • Combinations of vehicles consisting of a vehicle in category B and a trailer, where the combination does not come within category B, and the MAM of the trailer or semi- trailer does not exceed 3500kg. 17 TEST C1E Medium sized vehicles and trailers • Vehicles between 3500kg and 7500kg with a trailer over 750kg and designed and constructed for the carriage of no more than eight passengers in addition to the driver – combined weight not more than 12000kg. 21 Cat B MEDICAL TEST
+ CPC CE Large goods vehicles with trailers • Vehicles over 3500kg and designed and constructed for the carriage of no more than eight passengers in addition to the driver with a trailer over 750kg. 21 Cat B MEDICAL TEST + CPC D1E Minibuses with trailers • Vehicles with no more than 16 passenger seats in addition to the driver and with a maximum length not exceeding 8 metres with a trailer over 750kg, provided that the MAM of the combination formed does not exceed 12000kg. 21 CPC DE Buses with trailers • Any bus designed and constructed for the carriage of more than eight passengers in addition to the driver, with a trailer over 750kg.
24 Cat B MEDICAL TEST + CPC Vehicle Types B C/D1 16 Seats max http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=im ages&cd=&cad=rja&uact=8&ved=0ahUKEwj5_dex37XKAhVFu BQKHeUuB- YQjRwIBw&url=http://valuevanrental.ie/vanfleet.php&psig=AF QjCNE74hSBSc83G43yFIVHVJhxQgJYRg&ust=145328840248 8689 http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=im ages&cd=&cad=rja&uact=8&ved=0ahUKEwj0ksio4bXKAhWBt xQKHfFoBNwQjRwIBw&url=http://www.mascus.com/transport ation/reefer-trucks/mercedes-benz-atego-1624l-4x2- kylbil/fuch3g6u.html&psig=AFQjCNEXa6nDN7oxDBj- XwsCfGYYAWm-_g&ust=1453288895575287 http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=im ages&cd=&cad=rja&uact=8&ved=0ahUKEwjmtPXZ4bXKAhUD bhQKHQDyBaYQjRwIBw&url=http://www.minibus.ltd.uk/ford- minibus-sales/&psig=AFQjCNFO_JRwKn8UnhaMVq583TtzlI- JyQ&ust=1453288968463631
Vehicle Types D CE https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=im ages&cd=&cad=rja&uact=8&ved=0ahUKEwjVkNfE4rXKAhWK txQKHZjFDqwQjRwIBw&url=https://commons.wikimedia.org/ wiki/File:Gross_Kirchheim_Mercedes- Benz_Actros.jpg&psig=AFQjCNEwzCi- pFaIYgYECdJA3oQTob94PQ&ust=1453289250698258 http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=im ages&cd=&cad=rja&uact=8&ved=0ahUKEwi4tvXS47XKAhVB GxQKHWqBBJsQjRwIBw&url=http://www.stansted-airport- coach-hire.co.uk/coaches-uk/u3a-coach-hire- uk.html&bvm=bv.112064104,d.d24&psig=AFQjCNE3F9WG9T Q2kLV7eSi9UQ7uHfQhDg&ust=1453289561203477 Certificate of Professional Competence CPC Assesses the operator’s ability to understand the following: • Vehicle safety • Practical driving • Off-road driving Inspiring Winners Since 1909 Thank you!
Scot Layton [email protected] Scot Layton Email: [email protected] Powertrains mailto:[email protected] Basic Power train components Drive shaft Bell Housing Gearbox Engine Powertrain Options Fuel Distance Per Fuel Stop (Miles) Petrol 708 (Combined figures) Diesel 900 (Combined figures)
Hybrid/Electrified 1128 Plug in Hybrid 3396 Electric Around 150 Fuel Cells Around 300 Petrol/Diesel Advantages Excellent energy density (between 46-48 MJ/kg) and a reasonable infrastructure for re-fuelling. Long range between stops. Disadvantages Noxious and C02 emissions. Electric Vehicles Advantages Zero localised emissions and a reasonable
infrastructure for charging Disadvantages Range Charge time Internal Combustion Engine (ICE) Stop Start and Mild Hybrids Mild Hybrid Parallel Hybrid Series Hybrid Plug In Hybrid Electric Vehicle (PHEV) All Electric
Scot Layton Email: [email protected] Maintenance Planning mailto:[email protected] Mercedes-Benz Actros Mercedes-Benz Arocs MB Atego Ford Transit Mercedes-Benz C Class Calculating Mileage HGV Drivers hours: 90 hours in any two week period Average Speed: HGV speeds are around 34mph for motorway/A road use
Vehicle usage: (e.g. Single driver or multi) Mileage covered: 34(mph) x 90(hours per 2 week period) = 3060 in 2 weeks, or 79560 in 52 weeks/year, assuming no downtime and single driver. Determining the work conditions Lightly loaded vehicle: Vehicles not carrying maximum weight capacity, but possibly maximum permissible size. General Haulage: Vehicles carrying up to their capacity for a significant percentage of distance travelled. Arduous work: Outsized load carrying, extensive B road usage, 100% LFE with max load. Off-highway: Quarry, or other similar usage.
Calculating Inspection Frequency Mileage Calculating Service Intervals Service Interval, as prescribed by Mercedes-Benz: 28000 Miles – Off-Highway (Off Road) 37000 Miles – On-Highway (Driving on a surfaced Road) Actros Calculating Service Intervals Service Interval: 37000 Miles MB Atego Calculating Service Intervals Service Interval, as prescribed by Mercedes-Benz:
28000 Miles – Mixed use Arocs Light Vehicle Driving Hours MB C-Class No mobile worker shall work for more than six hours without a break. After six hours the worker is entitled to a break lasting at least 30 minutes SI 2005/639, s 7 No mobile worker to exceed sixty hours in a working week. SI 2005/639, s 4 Night working restricted to 10 hours SI 2005/639, s 9 Calculating Service Intervals Service Interval: 15000 Miles MB C-Class
Calculating Service Intervals Service Interval: 15000 Miles Transit Ministry Inspections UK Light Vehicles: 1st MOT on or before the 3rd anniversary of registration. Heavy Vehicles: 1st MOT on or before the 1st anniversary of registration Workshop Loading ➢ In the EU most employees work a 37 hour week. ➢ If you employ one Technician, they will be able to work for 7.4 hours per day, 5 days a week, excluding annual leave.
➢ Workers are normally permitted 21 days leave per year. ➢ Overtime should not be considered the norm, as overworked individuals make mistakes and require rest. ➢ Services usually take on average 3 hours to complete, for all vehicles. ➢ Inspections usually take 1.5 hours to complete. ➢ Ministry Inspections usually take 2 hours of Technician’s time, for transporting purposes. Maintenance Plan Inspiring Winners Since 1909 Thank you! Scot Layton [email protected] Assignment Brief – Online submission (Turnitin)
Module Code TTA302 Module Tutor Scot Layton Assignment Title Road Transport Technology Submission deadline 4 Pm on Thursday 30th April 2020 Word Count 2500 Note: Ensure to submit your work in-line with the Module Report format Module Outcomes Assessed: 1. Ascertain the various maintenance requirements for road vehicles 2. Describe the structure, layout and uses of various vehicle types 3. Demonstrate an understanding of the design, function, construction, operation and maintenance requirements of common systems and sub-systems 4. Analyse vehicle specifications 5. Devise a maintenance schedule for various vehicles 6. Become conversant with technical matters 7. Communicate effectively in written methods Scenario: You are to assume the role as Transport Manager for a fictional logistics company. The company in question has a large contract with a local quarry, requiring a minimum of six vehicles per day to move aggregate and another contract with a discount electrical appliance
warehouse, delivering white goods to homes. In addition to this, your organisation operates numerous vehicles for general haulage purposes on a daily basis. Located in the midlands, you have just signed a contract to commence work for a distribution depot on the 17th January 2020. This work requires eight articulated vehicles per day. Due to loading restrictions, the trailers will need to be 12.2 metres long and suitable for use with warehouse loading bays. The freight needs to be kept dry for this contract. Task: 1. Describe the vehicles used in your fleet. Explain type, use, license requirement, maintenance requirements and driver’s hours 2. Create a maintenance plan for all vehicles in your fleet 3. As your organisation carries out its own maintenance, ensure to evaluate your maintenance resources, workshop loading and business opportunities 4. Analyse operational efficiency and make suggestions to improve and maintain this 5. In relation to growing concerns regarding climate change, identify your fleets impact on the environment and what steps you will take to minimise this Notes:
Assessment Criteria Grade Presentation and referencing Understanding road transport in 2020 Analysis, evaluation and conclusion 70-100% Work complies with Loughborough University’s Guide to Referencing and Report Writing and is free of errors. All relevant aspects of road transport correctly explained and referenced to primary sources, with detail where appropriate. Demonstrates an unusually sophisticated level of insight into
current issues. Outstanding work at the boundaries of existing knowledge, based on a highly critical and perceptive analysis and evaluation of complex knowledge. Exceptional practical, professional and problem- solving skills. 60-70% Work largely complies with Loughborough University’s Guide to Referencing and Report Writing with minor omissions or errors. All relevant aspects of road transport are correctly explained and referenced to primary sources, with detail where appropriate. Demonstrates a high level of insight into current issues. Excellent work based on a critical and perceptive analysis
and evaluation of knowledge, theories of road transport. Very good practical, professional and problem- solving skills. 50-60% Work largely complies with Loughborough University’s Guide to Referencing and Report Writing with omissions or errors. All relevant aspects of road transport are correctly explained, with missing references and detail. Strong work based on a critical and perceptive analysis and evaluation of knowledge, theories of road transport. Good practical, professional and problem-solving skills. 40-50% Missing references and poor presentation. The work shows a significant lack of
comprehension with a failure to explain details. Largely descriptive piece of work, without the required analysis. 30-40% Sections without references and inappropriate report structure. Sections of the report missing significant details. Low level analysis and consequent outcomes. 0-30% Work does not comply with Loughborough University’s Guide to Referencing and Report Writing No/minimal use of relevant sources. Work based on a limited understanding of the subject area, with significant errors or omissions
Work descriptive, with little, irrelevant or illogical argument, based on superficial knowledge in the subject area. Limited evidence of application of developing practical, professional and problem- solving skills. Title Student ID: --------------- Module: TTA302 Road Transport Technology Module Tutor: Scot Layton Date: 30th April 2020 Word Count: 2500
Contents 1.1 Introduction – Company overview P. 1 2.0 Contracts and vehicle requirements P. 1-2 3.0 Vehicles P. 2 3.1 Licenses P. 2 3.2 Maintenance P. 3-4 4.0 Conclusion – P. 4-5 5.0 References P. 6 6.0 Appendix A P. 7 Summary When you have completed your work, write this section. This should provide the reader with a compressed view of your entire work. Omit specific detail but be ensure it contains adequate
information.
1.1 Introduction – Company overview Ensure this is your first numbered page!!!!!! $75,000 in Sales & Property Taxes $60,000 in Homeowner Property Taxes $600,000 in Homeowner Housing Expense Saved $1,100,000 Paid to Local Trade Contractors & Suppliers $45,000 in Permit and Professional Fees $60,000 in Local Purchases /other misc $700,000 in Wages Paid (Fiscal Year)
$1,100,000 in ReStore Sales of Donated & Recycled Goods $500,000 in Volunteer Wage Benefit Generated per year in Citrus County Page 1 Habitat for Humanity of Citrus County, Inc Website: Link Wikipedia: Link Our Mission https://www.habitatcc.org/mission.php VISION A world where everyone has a decent place to live. MISSION STATEMENT Seeking to put God's love into action, Habitat for Humanity brings people together to build homes, communities and hope. HABITAT FOR HUMANITY OF CITRUS COUNTY MISSION STATEMENT Habitat for Humanity of Citrus County is a nonprofit, ecumenical Christian housing ministry who seeks to put God's love into action by bringing people together to build homes, neighborhoods and hope. We work to eliminate substandard housing for people of all backgrounds, races and religions by providing simple, decent, affordable housing to those who have a need, ability to pay and willingness to partner. Driven by the vision that everyone needs a decent place to live, HFHCC was founded in 1993. Since then, HFHCC has increased the number of houses we build each year in Inverness, Crystal River, Homosassa and Hernando. Blessed with the support of benefactors, churches, businesses, civic organizations and others, we celebrated our 25th year with the completion of 175 homes. To date we have completed construction on 175 homes. Habitat for Humanity is not a charity or a give-away program. Partner families pay a small down payment and maintain a no- interest mortgage. They also invest hundreds of hours of labor—
sweat equity—into building their own homes and the homes of others. Through financial support, volunteering or adding a voice to support affordable housing, everyone can help families achieve the strength, stability and self-reliance they need to build better lives for themselves. Partner families work alongside generous Habitat volunteers who donate time, skills and energy to help build the houses. We are people from different faiths, diverse backgrounds and many economic levels. We work toward a common goal, honoring the dignity of each person by helping each one secure a safe, secure and decent place to live. NON-PROSELYTIZING POLICY "As a matter of policy, Habitat for Humanity International and its affiliated organizations do not proselytize. This means that Habitat will not offer assistance on the expressed or implied condition that people must either adhere to or convert to a particular faith, or listen and respond to messaging designed to induce conversion to a particular faith". Our Villagehttps://www.habitatcc.org/our_village.php Habitat for Humanity of Citrus County, Inc., is pleased to share our story about Southern Pines Village in Inverness, Florida located in Citrus County. The team at Habitat envisioned a deed restricted Habitat village in our county to bring people together in a neighborhood setting. Historically, Habitat for Humanity's construction lots have been scattered throughout the county, mainly as a result of donor gifts. Southern Pines is the first time that the Citrus County affiliate has had the opportunity to create its own deed restricted village in Citrus County Florida. Southern Pines Village is a 33 single family community for qualified families earning under 80% Area Medium Income. Today 24 families reside in Southern Pines Village in Inverness Florida and the remaining 9 will take residence in early 2019. The homes are on quarter-acre lots and include paved streets and city water. The development is located on S. Apopka Avenue and is only a
few blocks from Downtown Inverness. This subdivision is close to shopping, dining and many healthcare facilities along Highland Boulevard, including Citrus Memorial Hospital. Home Ownership Requirements https://www.habitatcc.org/director_message.php Basic Requirements • You must have lived or worked in Citrus County for the past 12 months. • You must be a US Citizen or Permanent Resident. • If married, you must apply with your spouse. • You must wait 2 years after foreclosure or bankruptcy has been finalized. Family Selection Criteria A volunteer Selection Committee consisting of Citrus County citizens considers applications based on the following criteria: Need: • You do not already own a home. • You are currently living in substandard housing, which would include any of the following conditions: - Home is in poor physical condition. - Home is overcrowded. - Rent is subsidized. - Rent is more than 30% of income. • Your household gross income is between 35% and 80% of the area median income. Income Eligibility (effective 05/14/2019) Annual Gross Income Guidelines for Consideration of HFHCC Partnership for Homeownership Family Size Min. Income Max. Income 1 $14,814.00 $29,550.00 2
$14,814.00 $33,750.00 3 $14,814.00 $37,950.00 4 $15,814.00 $42,150.00 5 $17,100.00 $45,550.00 6 $18,360.00 $48,900.00 7 $19,620.00 $52,300.00 8 $20,880.00 $55,650.00 Ability to pay • You have proof of at least 1 year of steady, verifiable, annual income. • You do not have any judgments or liens against you. • You do not have excessive debt or multiple accounts in collection. • You pay your rent on time. Willingness to partner with Habitat • Contribute 500 hours of sweat equity hours. • Attend Habitat homeowner training classes. • Pay $2,000 towards closing costs. Sweat Equity Sweat equity is the single most important strategy Habitat uses to empower future homeowner families (partner families) and one of the features that sets us apart from other affordable
housing providers. Habitat uses the term “sweat equity” to refer to the hours of labor our homeowners dedicate to building their homes and the homes of their neighbors, as well as the time they spend investing in their own self-improvement. Habitat for Humanity of Citrus County partner families begin their sweat equity after being accepted into the program, and they must complete a minimum of 500 hours before they can move into their homes. Sweat equity reduces the amount of paid labor needed for a house, which in turn helps reduce cost. Additionally, time spent building their own homes instills a sense of pride and ownership, teaching the basic building and house-maintenance skills that are necessary for home ownership. Most importantly, by going beyond a mere financial investment in their property and performing sweat equity alongside other volunteers and neighbors, Habitat homeowners gain a greater sense of self-worth and become more personally invested in their community. How To Apply ***APPLICATION PERIOD IS NOW ***OPEN***. PLEASE SEE THE LATEST NEWS ON OUR HOME PAGE FOR DETAILS REGARDING HOME OWNERSHIP INFORMATION SESSIONS AND ORIENTATIONS*** The first step toward homeownership is by attending a Homeowner Orientation Session. Call Family Services at 352- 563-2744 or visit our office at 7768 W. Gulf to Lake Hwy, Crystal River, FL 34429 to find out when the next orientation is. Frequently Asked Questions Are Habitat for Humanity homes FREE? No. All Habitat for Humanity homeowners pay a small amount of closing costs when they have completed the program and all Habitat for Humanity homeowners will pay a monthly mortgage loan payment until the home is paid in full, usually after 20 to 30 years. One of the benefits of having a Habitat for Humanity home mortgage in Citrus County, Florida, is that our mortgage
1-866-275-3266[email protected]ANALYSISVITALITYRELATIV.docx
1-866-275-3266[email protected]ANALYSISVITALITYRELATIV.docx
1-866-275-3266[email protected]ANALYSISVITALITYRELATIV.docx
1-866-275-3266[email protected]ANALYSISVITALITYRELATIV.docx
1-866-275-3266[email protected]ANALYSISVITALITYRELATIV.docx

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1-866-275-3266[email protected]ANALYSISVITALITYRELATIV.docx

  • 1. 1-866-275-3266 [email protected] ANALYSIS VITALITYRELATIVE COSTS LIVING BUSINESS RELATIVE OF LIFE Best=1, Worst=378Best=1, Worst=403 STRENGTHS & WEAKNESSES U.S.=100% SHORT TERM FORECAST RISKS LONG TERM RISK EXPOSURE 2019-2024 BUSINESS CYCLE STATUS MOODY’S RATING ECONOMIC DRIVERS Highest=1 Lowest=403 EMPLOYMENT GROWTH RANK
  • 2. Best=1, Worst=410 2018-2020 2018-2023 QUALITY MOODY’S ANALYTICS / Précis® U.S. Metro / December 2019 RETIREE HAVEN TOURIST DESTINATION MEDICAL CENTER 2013 2014 2015 2016 2017 2018 INDICATORS 2019 2020 2021 2022 2023 2024 3.4 3.4 3.4 3.3 3.4 3.4 Gross metro product (C12$ bil) 3.5 3.6 3.7 3.8 3.9 4.0 -3.1 0.4 -0.7 -3.0 2.3 0.5 % change 2.4 2.5 2.5 3.7 2.9 2.7 32.2 32.0 32.8 33.3 33.2 33.4 Total employment (ths) 34.0 34.4 34.4 34.7 35.0 35.2 -3.1 -0.4 2.4 1.4 -0.1 0.6 % change 1.7 1.3 -0.0 0.8 0.9 0.6 9.7 8.5 7.6 6.8 5.9 5.2 Unemployment rate (%) 4.9 5.2 5.8 6.1 6.1 6.2 2.1 3.7 5.1 2.7 5.5 5.3 Personal income growth (%) 5.9 6.7 6.5 8.0 7.2 6.6 38.8 39.1 39.3 41.5 43.5 45.6 Median household income ($ ths) 48.1 50.3 51.8 53.8 55.9 57.9
  • 3. 138.8 138.8 140.3 142.9 145.5 147.9 Population (ths) 150.1 152.4 154.4 156.5 158.6 160.7 -0.2 0.0 1.1 1.8 1.9 1.7 % change 1.5 1.5 1.4 1.3 1.3 1.3 1.1 1.4 3.0 4.0 4.1 3.9 Net migration (ths) 3.7 3.8 3.6 3.7 3.7 3.8 201 233 354 371 433 884 Single-family permits (#) 720 794 1,061 1,408 1,476 1,439 0 0 24 145 113 0 Multifamily permits (#) 59 35 29 26 25 24 141.9 144.4 159.6 173.3 191.7 213.7 FHFA house price (1995Q1=100) 225.1 221.0 220.4 219.8 221.7 228.6 Recent Performance. Homosassa Springs is bringing up the rear in Florida. Job growth has slowed, dipping below the national average. HOM is the only area in Florida where payroll employ- ment is significantly below its prerecession peak. Though some of the shortfall owes to the severity of the last downturn, the metro area has consistently underperformed its Florida peers over the last de- cade. The labor market is also softer than previously believed—the Quarterly Census of Employment and Wages indicates that survey-based estimates overcounted employment in 2019. Private services are underperforming, including leisure/hospitality, but education/healthcare is expanding with vigor. At 4.5%, the jobless rate is nearing its cycle low, and labor market tightness has sent hourly earnings sharply higher, with average pay closer to the Flor- ida and U.S. averages than at any time since 2013. Retirees. A large and expanding retiree popu- lation will help right the ship and secure HOM’s spot in the top quintile of areas in job growth through 2023. Residents age 65 or older account for a well above-average one-quarter of HOM’s population, as retirees are drawn to the warm cli-
  • 4. mate, low taxes, and high housing affordability relative to other senior havens in the state. Although seniors do not purchase as many big-ticket items as other age cohorts, their pres- ence will help healthcare outperform. Rising de- mand for facilities that care for the elderly led to a surge in employment at residential care facili- ties in 2019. Healthcare will add more jobs than any other industry in 2020, led by expansion at Citrus Memorial Hospital and Seven Rivers Com- munity Hospital. Even though HOM’s senior co- hort is growing more slowly than that of the U.S., a turnaround in the prime working-age popula- tion will support demand for healthcare and la- bor supply in the industry. Healthcare employ- ment will rise close to 2% in 2020, outpacing the national rate. Residential real estate. A near twofold increase in residential building by the end of 2022 will keep HOM’s construction crews busy. Surging baby boomer in-migration and tight supplies will extend the boom in housing that will reverberate through the rest of the economy. Retirees will seek out HOM thanks to its lower cost of living than in nearby Tampa. Greater household mobility will also enable more snowbirds to migrate south. Lower mortgage rates have bolstered housing affordability, leading to an uptick in sales and price growth. The latter will encourage contractors to build and sell more units. Construction and real estate jobs will increase, and by 2021 a well above-average 15% of workers will be employed in housing-related industries. Spending. Tourist traffic, population growth and
  • 5. pay increases will generate demand at stores, res- taurants, and other service providers in 2020. Per- sistent employment and wage gains will spur more vacation spending in destinations such as HOM. The same factors that will ensure a steady influx of baby boomers will encourage many households to choose HOM as their destination instead of neighboring, landlocked The Villages and Ocala. Activities ranging from the Ellie Schiller Wildlife State Park to count- less boat and diving tours will attract visitors too. More tourism dollars will benefit top employer Black Diamond Ranch, and higher minimum wages should benefit many of HOM’s tourism workers, though the highest costs borne by employers are also reflected in labor-saving adjustments that will translate into fewer net new jobs in consumer services. Homosassa Springs will regain its stride in 2020, led by healthcare and construction. Con- sumer services will also lend support, albeit less so than in recent years. Robust population trends, low living costs, and abundant ameni- ties and attractions will ensure that HOM is an above-average long-run performer. Olga Kuranova December 2019 STRENGTHS » Steady in-migration of retirees supports healthcare and consumer services. » Favorable climate and coastal location with proximity to prominent Florida hubs such as Orlando and Tampa.
  • 6. » Single-family housing is fairly valued. WEAKNESSES » Few drivers beyond tourism, healthcare. » Low workforce skill level and high employment volatility deter investment. UPSIDE » In-migration picks up faster than expected; housing and consumer industries benefit. » Local government lends greater support. » Bigger boost from tourism. DOWNSIDE » Volatility in equity markets causes the retiree population to reduce spending, and the job market suffers. » Slack in job market forestalls pay gains, and wage income disappoints. X X COUNTY AS OF MAY 04, 2018Aa3 19 1st quintile 24784% Rank: 275 102%96%133
  • 7. 2nd quintile 119 2nd quintile At Risk Recovery Mid Expansion Late Expansion In Recession HOMOSASSA SPRINGS FL Data Buffet® MSA code: IUSA_MHOM MOODY’S ANALYTICS / Précis® U.S. Metro / December 2019 3-MO MA Jun 19 Jul 19 Aug 19 Sep 19 Oct 19 Nov 19 Employment, change, ths 0.1 0.1 0.0 -0.0 -0.0 0.0 Unemployment rate, % 4.9 4.9 4.9 4.9 4.8 4.7 Labor force participation rate, % 37.3 37.3 37.2 37.2 37.2 ND Average weekly hours, # 34.1 34.3 34.5 34.7 34.9 35.8 Industrial production, 2012=100 108.6 108.6 108.8 109.0 109.1 109.0 Residential permits, single-family, # 556 719 867 927 950 962 Residential permits, multifamily, # 79 43 2 5 6 5 Dec/Dec 2013 2014 2015 2016 2017 2018
  • 8. Employment, change, ths -1.1 0.3 1.4 -0.3 0.1 0.3 PRÉCIS® U.S. METRO • Homosassa Springs FL HOM FL U.S. 09 10 11 12 13 14 15 16 17 18 19 85 90 95 100 105 110 115 120 125 130 14 15 16 17 18 19 -5 0 5 10 15 20 HOM FL U.S. 14 15 16 17 18 19 45
  • 9. 50 55 60 65 70 75 HOM FL U.S. 09 10 11 12 13 14 15 16 17 18 19F 20F 21F 22F 23F 90 95 100 105 110 115 120 125 130 l ▼▲ W l ▼▲ X l ▼▲ l ▼▲ HOM FL U.S. 98 01 04 07 10 13 16 19
  • 10. 80 100 120 140 160 180 200 220 240 260 280 HOM FL U.S. 0.0 0.5 1.0 1.5 2.0 2.5 HOM FL U.S. 0 5 10 15 20 25 HOM FL U.S. 96 98 00 02 04 06 08 10 12 14 16 18 60 80 100 120 140 160 180 200 220 240 Overvalued Undervalued 98 01 04 07 10 13 16 19
  • 11. -20 -10 0 10 20 30 40 % CHANGE YR AGO, 3-MO MA Nov 18 May 19 Nov 19 Total 1.8 2.2 1.3 Mining 3.4 3.5 1.8 Construction 7.1 4.0 3.6 Manufacturing 2.6 2.4 1.7 Trade 1.1 1.6 0.8 Trans/Utilities 1.1 1.6 0.8 Information 1.1 1.6 0.8 Financial Activities 1.1 1.6 0.8 Prof & Business Svcs. 1.1 1.6 0.8 Edu & Health Svcs. 1.1 1.6 0.8 Leisure & Hospitality 1.1 1.6 0.8 Other Services 1.1 1.6 0.8 Government 2.7 4.6 2.3 FORECAST VS. 6 MO PRIOR 2-Yr 5-Yr 3-DIGIT NAICS LEVEL, 6-MO MA
  • 12. Sources: BLS, Moody’s Analytics ECONOMIC HEALTH CHECK BUSINESS CYCLE INDEX RELATIVE EMPLOYMENT PERFORMANCE CURRENT EMPLOYMENT TRENDS Source: Moody’s Analytics Sources: BLS, Moody’s AnalyticsSources: BLS, Moody’s Analytics Sources: BLS, Moody’s Analytics % CHANGE YR AGO Government Goods producing Private services HOUSE PRICE Sources: FHFA, Moody’s Analytics Better than prior 3-mo MA Unchanged from prior 3-mo MA Worse than prior 3-mo MA Sources: BLS, Census Bureau, Moody’s Analytics VACANCY RATES HOMEOWNER, % HOUSES FOR SALE DIFFUSION INDEX HOUSE PRICE TRENDS
  • 13. Sources: NAR, Moody’s Analytics GREATER THAN 100=MORE AFFORDABLE HOUSING AFFORDABILITY Sources: FHFA, Moody’s Analytics % JAN 2009=100 JAN 2009=100 1998Q1=100, NSA RENTAL, % INVENTORY FOR RENT Sources: Census Bureau, ACS, Moody’s Analytics, 2018 LO W H IG H Ths % of total Ths % of total MOODY’S ANALYTICS / Précis® U.S. Metro / December 2019 PRÉCIS® U.S. METRO • Homosassa Springs FL
  • 14. Source: Moody’s Analytics, 2018 64% 0 20 40 60 80 100 146 100 HOM U.S. 0.53 0.00 0.20 0.40 0.60 0.80 1.00
  • 15. Location Employees NAICS Industry Quotient (ths) 6211 Offices of physicians 2.1 1.2 2211 Electric power generation, trans. & distrib. 9.7 0.9 GVF Federal Government 0.3 0.2 5415 Computer systems design & related srvcs. 0.2 0.1 GVL Local Government 1.1 3.6 4411 Automobile dealers 2.7 0.8 2382 Building equipment contractors 1.7 0.8 5613 Employment services 0.6 0.5 7225 Restaurants and other eating places 1.3 3.2 6221 General medical and surgical hospitals 1.9 2.0 4451 Grocery stores 2.2 1.4 4529 Other general merchandise stores 2.8 1.2 Source: Moody’s Analytics, 2018 Federal 224 State 522 Local 3,609 2018 HOM 4.9 14.6 U.S. 14,296.2 9.6 HOM 0.8 2.3 U.S. 7,261.0 4.9 Citrus Memorial Hospital 1,400 Progress Energy 1,000
  • 16. Walmart Supercenter 750 Seven Rivers Regional Medical Center 525 Publix Super Markets Inc. 500-1,250 Duke Energy 350 Winn-Dixie Stores Inc. 300-750 Black Diamond Ranch 250 Citrus Hills Investment Prop 250 Home Depot 100-249 Kmart 100-249 Lowe’s 100-249 Applebee’s 100-249 Outback Steakhouse 100-249 Olive Garden 100-249 Life Care Center of Citrus County 100-249 Loving Care In Home Services 100-249 Crystal Chevrolet 100-249 Diamond Ridge Health & Rehab 100-249 Consulate Health Care 100-249 Sources: Citrus County Clerk and Comptroller, 2017, Florida Department of Economic Opportunity, 2017 Product $ mil Food and kindred products ND Chemicals ND Primary metal manufacturing ND Fabricated metal products 0.8 Machinery, except electrical 2.8 Computer and electronic products 1.5 Transportation equipment 0.6 Miscellaneous manufacturing ND Other products ND Total 9.3
  • 17. Destination $ mil Africa 0.2 Asia 1.6 European Union 0.7 Canada & Mexico 1.2 South America 0.3 Rest of world 5.2 Total 9.3 % of GDP 0.2 Rank among all metro areas 370 Sources: BEA, International Trade Administration, Moody’s Analytics, 2018 68,993 73,874 92,001 HOM FL U.S. 0 20 40 60 80 100 120 COMPARATIVE EMPLOYMENT AND INCOME % OF TOTAL EMPLOYMENT AVERAGE ANNUAL EARNINGS Sector HOM FL U.S. HOM FL U.S. Mining 0.2 0.0 0.5 nd $19,884 $103,785 Construction 8.9 6.2 4.9 $59,642 $56,457 $68,455 Manufacturing 1.5 4.2 8.5 $39,961 $71,177 $83,365 Durable 78.1 68.0 62.6 nd $75,720 $86,331 Nondurable 21.9 32.0 37.4 nd $61,961 $78,483 Transportation/Utilities 4.3 3.5 4.0 $79,470 $46,154 $60,890 Wholesale Trade 1.0 3.9 3.9 $50,530 $84,396 $88,316 Retail Trade 17.2 12.9 10.6 $32,468 $34,248 $35,245 Information 1.1 1.6 1.9 $45,575 $89,662 $119,417
  • 18. Financial Activities 3.5 6.6 5.7 $20,097 $41,009 $59,540 Prof. and Bus. Services 9.0 15.6 14.1 $38,046 $54,872 $71,767 Educ. and Health Services 23.4 14.9 15.9 $49,474 $54,188 $56,400 Leisure and Hosp. Services 14.0 14.0 11.0 $19,891 $29,092 $29,108 Other Services 2.9 4.0 3.9 $32,907 $33,781 $38,639 Government 13.0 12.7 15.1 $54,732 $72,615 $78,273 Sources: Percent of total employment — BLS, Moody’s Analytics, 2018, Average annual earnings — BEA, Moody’s Analytics, 2017 Series Not Found FL 1/3 0.0 0.2 0.4 0.6 0.8 1.0 1.2 1.4 1.6 1.8 EMPLOYMENT AND INDUSTRY ENTREPRENEURSHIP Due to U.S. fl uctuations Relative to U.S. TOP EMPLOYERS PUBLIC INDUSTRIAL DIVERSITY EMPLOYMENT VOLATILITY Due to U.S. Most Diverse (U.S.)
  • 19. Least Diverse Not due to U.S. M ID LEADING INDUSTRIES BY WAGE TIER HIGH-TECH EMPLOYMENT HOUSING-RELATED EMPLOYMENT BUSINESS COSTS Source: Moody’s Analytics U.S.=100 EXPORTS PRODUCTIVITY Total Unit labor Energy State and local taxes Offi ce rent REAL OUTPUT PER WORKER, $
  • 20. EMPLOYMENT IN NEW COMPANIES, % OF TOTAL Sources: BEA, Moody’s Analytics, 2017 2012 2017 Sources: Census Bureau, Moody’s Analytics, avg 2012-2016 NOT AVAILABLE NET MIGRATION, # MOODY’S ANALYTICS / Précis® U.S. Metro / December 2019 HOM U.S. Sources: Census Bureau, ACS, Moody’s Analytics, 2018 HOM FL U.S. 08 09 10 11 12 13 14 15 16 17 18 25 30 35 40 45
  • 21. 50 55 INTO HOMOSASSA SPRINGS FL Number of Migrants Tampa FL 1,770 Ocala FL 839 Orlando FL 543 The Villages FL 224 Fort Lauderdale FL 198 Lakeland FL 133 West Palm Beach FL 120 Miami FL 107 North Port FL 104 Cape Coral FL 91 Total in-migration 10,094 FROM HOMOSASSA SPRINGS FL Tampa FL 1,059 Ocala FL 773 Orlando FL 349 The Villages FL 172 Jacksonville FL 92 Gainesville FL 83 Palm Bay FL 78 Lakeland FL 70 West Palm Beach FL 65 Deltona FL 63 Total out-migration 6,744 Net migration 3,350 Index 2018 Rank*
  • 22. Gini coefficient 0.49 57 Palma ratio 3.1 177 Poverty rate 15.2% 138 *Most unequal=1; Most equal=403 12 29 29 19 11 10 38 33 12 0 2 4 6 8 10 12 14 16 18 Net Migration, HOM 15 16 17 18 0 1,000 2,000 3,000
  • 23. 4,000 5,000 0 10 20 30 40 0 5 10 15 20 25 30 HOM U.S. 0 5 10 15 20 25 30 35 2015 2016 2017 2018 Domestic 2,951 3,932 4,011 3,889 Foreign 39 54 58 -232 Total 2,989 3,987 4,070 3,657 Sources: IRS (top), 2018, Census Bureau, Moody’s Analytics HOM FL U.S. 88.0% Top Five Outside Sources of Workers Homosassa Springs FL Share Tampa FL 4.5 Ocala FL 4.5 The Villages FL 0.7 Orlando FL 0.2 Florence SC 0.2 76.1% Top Five Outside Sources of Jobs Homosassa Springs FL Share Ocala FL 9.1
  • 24. Tampa FL 6.7 The Villages FL 2.1 Orlando FL 2.0 Gainesville FL 0.5 Sources: Census Bureau, Moody’s Analytics, avg 2009-2013 RESIDENTS WHO WORK IN HOM WORKERS WHO LIVE IN HOM PRÉCIS® U.S. METRO • Homosassa Springs FL HOM HOM COMMUTER FLOWS ECONOMIC DISENFRANCHISEMENT Undereducated Balanced Overeducated MIGRATION FLOWS GENERATIONAL BREAKDOWN SKILLS MISMATCH EDUCATIONAL ATTAINMENT % OF ADULTS 25 AND OLDER < High school High school Some college College Graduate school
  • 25. 100 80 60 40 20 0 POPULATION BY AGE, % U.S. ≥75 70-74 65-69 60-64 55-59 50-54 45-49 40-44 35-39 30-34 25-29 20-24 15-19 10-14 5-9 0-4 PER CAPITA INCOME
  • 26. Sources: BEA, Moody’s Analytics $ THS POPULATION BY GENERATION, % % OF TOTAL Less than HS High School Some College Associate’s Bachelor’s Graduate Occupations Population HOUSEHOLDS BY INCOME, % Gen Z Millennial Gen X Baby Boom Silent & Greatest 0-19,999
  • 27. 20,000-39,999 40,000-59,999 60,000-74,999 75,000-99,999 100,000-124,999 125,000-149,999 150,000-199,999 200,000+ U.S. NET MIGRATION, # 12 27 29 20 13 2018 HOM $38,707 FL $50,070 U.S. $54,446 Sources: Census Bureau, ACS, Moody’s Analytics, 2018 Sources: Census Bureau, Moody’s Analytics, 2018 Sources: Census Bureau, ACS, Moody’s Analytics, 2018 Sources: Census Bureau, Moody’s Analytics, 2018 MOODY’S ANALYTICS / Précis® U.S. Metro / December 2019
  • 28. GEOGRAPHIC PROFILE Sources: ACS, Moody’s Analytics POPULATION DENSITY MEDIAN HOUSEHOLD INCOME MEDIAN COMMUTE TIME POPULATION & HOUSING CHARACTERISTICS Units Value Rank* Total area sq mi 773.2 340 Total water area sq mi 191.3 98 Total land area sq mi 581.7 359 Land area - developable sq mi 556.6 277 Land area - undevelopable sq mi 25.3 328 Population density pop. to developable land 253.2 296 Total population ths 147.9 304 U.S. citizen at birth % of population 92.6 181 Naturalized U.S. citizen % of population 3.3 166 Not a U.S. citizen % of population 2.1 294 Median age 57.2 3
  • 29. Total housing units ths 80.0 254 Owner occupied % of total 64.5 43 Renter occupied % of total 13.3 394 Vacant % of total 22.1 25 1-unit; detached % of total 68.7 147 1-unit; attached % of total 1.7 350 Multifamily % of total 7.2 402 Median year built 1987 * Areas & pop. density, out of 410 metro areas/divisions, including metros in Puerto Rico; all others, out of 403 metros. Sources: Census Bureau, Moody’s Analytics, 2018 except land area 2010 PRÉCIS® U.S. METRO • Homosassa Springs FL About Moody’s Analytics Moody’s Analytics provides fi nancial intelligence and analytical tools supporting our clients’ growth, effi ciency and risk management objectives. The combination of our unparalleled expertise in risk, expansive information
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  • 37. debentures, notes and commercial paper) and preferred stock rated by MJKK or MSFJ (as applicable) have, prior to assignment of any rating, agreed to pay to MJKK or MSFJ (as applicable) for appraisal and rating services rendered by it fees ranging from JPY200,000 to approximately JPY350,000,000. MJKK and MSFJ also maintain policies and procedures to address Japanese regulatory requirements. Scot Layton Email: [email protected] Fleet Management mailto:[email protected] Lecture overview • Transport and the environment • Fleet Safety • Accident prevention • Change of use • Driver selection and training • Managing vehicle safety
  • 38. Transport and the environment Emissions and Euro VI Vehicle type Clean Air Zone (CAZ) minimum standard Buses, coaches, heavy goods vehicles Euro VI (2014) Vans, minibuses, taxis, private hire vehicles, cars Euro 6 (diesel, 2015) and Euro 4 (petrol, 2005) Motorcycles Euro 3 (2007) ULEZ 25th October 2021 Future clean air zones and ULEZ • Birmingham Summer 2020 (Class D) • Leeds Summer 2020 (Class B) • London expansion October 2021 Class Vehicle type A Buses, coaches, taxis, private hire vehicles B Buses, coaches, taxis, private
  • 39. hire vehicles, heavy goods vehicles C Buses, coaches, taxis, private hire vehicles, heavy goods vehicles, vans, minibuses D Buses, coaches, taxis, private hire vehicles, heavy goods vehicles, vans, minibuses, cars, the local authority has the option to include motorcycles Future clean air zones and ULEZ • Actros - £90,000 + VAT (Euro 6) • Atego - £50,000 + VAT (Euro 6) • Arocs - £150,000 + VAT (Euro 6) Emissions Euro VI Combustion
  • 40. HC CM PM NOx HC Petrol/Diesel Controlling Emissions • Diesel • Petrol Petrol and Diesel NOx Further methods of reducing environmental impact • Maintenance • Driver selection and training • Route optimisation • Vehicle type and use
  • 41. Driver selection and training Why train drivers? Case Study Route optimisation • Cost of delays • Cost of accidents • Lost loads • Reliable service • Fuel efficiency • First step is to adopt the use of routing and scheduling software Route optimisation Route optimisation
  • 42. Route optimisation Route optimisation Increased Brake Pad wear Clutch wear (Manual only) Higher lateral acceleration: ➢ Tyre wear (outer shoulders) ➢ Increased wear on suspension components ➢ Increased wear on steering components ➢ Increased lateral forces on load Higher risk of incident Increased acceleration zones A Jaworski et al, 2018
  • 43. Avoiding collisions – From 2022 active safety systems will become mandatory in Europe Avoiding collisions – Nearly half of all traffic fatalities occur at night • Replace wiper blades when they do not clear the windscreen • Ensure washer fluid is added to water • Adhere to strict driving protocol • Ensure headlights are clean and in working condition • Fit additional lighting for extensive B road use Vehicle Utilisation • Cost Centre – Fleet or single vehicle • Cost Unit – cost per load/mile/tonne • Direct Costs – those directly attributed to the cost centre (standing and running costs) • Fixed Costs – overheads (buildings, salaried staff) • Variable Costs – those that vary due to the use of a cost unit Vehicle Utilisation January February March April May June July August September
  • 44. October November December 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 1 1 4 1 1 1 1 1 1 1 1 5 1 1 1 1 1 1 1 6 1 1 1 1 1 1 1 1 1 7 1 1 1 1 1 1 1 1 1 8 1 1 1 1 1 1 1 9 1 1 1 1 1 1 1 1 1 10 1 1 1 1 1 1 1 1 1 11 1 1 1 1 1 1 1 1 12 1 1 1 1 1 1 1 13 1 1 1 1 1 1 1 1 14 1 1 1 1 1 1 1 1 1 15 1 1 1 1 1 1 1 1 16 1 1 1 1 1 1 1 1 1 17 1 1 1 1 1 1 1 1 1 1
  • 45. 18 1 1 1 1 1 1 1 1 19 1 1 1 1 1 1 1 20 1 1 1 1 1 1 1 1 1 21 1 1 1 1 1 1 1 1 1 22 1 1 1 1 1 1 1 1 23 1 1 1 1 1 1 1 1 1 24 1 1 1 1 1 1 1 1 1 1 25 1 1 1 1 1 1 26 1 1 1 1 1 1 1 27 1 1 1 1 1 1 1 1 1 28 1 1 1 1 1 1 1 1 29 1 1 1 1 1 1 1 1 30 1 1 1 1 1 1 1 1 1 31 1 1 1 1 Actual Available Usage 23 20 22 20 19 22 23 20 22 22 21 21 255 365 70% Vehicle Utilisation Weekends 262
  • 46. Bank Holidays 255 Driver holidays -21 Vehicle downtime – repairs/breakdowns ?? Vehicle Utilisation Vehicle Standing Costs (Direct Costs) 1. Straight line method ����ℎ��� ����� − ����� − ������ ����� = ������������ 2. Reducing balance method ����ℎ��� ����� − ����� − ������������ = ������ ���� Vehicle Utilisation 2. Reducing balance method Initial cost of vehicle - tyres / set percentage (e.g. 20%) Actros £90,000 Tyre £200 Depreciation 20% per annum
  • 47. ����ℎ��� ����� − ����� − ������������ = ������ ���� 90000 − 200 ∗ 6 − 20% = ������ ���� Vehicle Utilisation Year 1 depreciation Year 2 depreciation (������� = 90000 − 17760) Year 3 depreciation (������� = 72240 − 14208) Standing value after three years = £46665.60 or 51% of purchase price 90000 − 200 ∗ 6 − 20% = 17760 72240 − 200 ∗ 6 − 20% = 14208 58032 − 200 ∗ 6 − 20% = 11366.4 Actros £90,000 Tyre £200 Depreciation 20% per annum Vehicle Utilisation Licenses
  • 48. Road fund licences for all vehicles – fixed regardless of use (2020) Operators licence fees for each vehicle Vehicle Utilisation Insurance Insurance will be dependant on vehicles use, claims and drivers experience Vehicle Utilisation Wages Dependant on your business structure, you will have either salaried staff, or hourly paid staff. You may use contract staff too. Salaried staff and hourly paid staff must be paid as in the terms set out in their contract. This payment is regardless of vehicle use. Holiday pay and sick pay must be factored. Vehicle Utilisation Standing costs
  • 49. Working out the daily, or hourly standing cost, allows you to analyse the cost of downtime. Depreciation Taking the residual value after the first year, we can begin to calculate standing costs per hour. Depreciation = 17760 Insurance = 1200 Road tax = 350 Operator license = 926 �������� ����� = ������������ − ��������� − �������� − ����� Vehicle Utilisation Standing costs Annual standing cost = £20236 Daily standing cost = 20236 / 255 (active days – weekends and bank holidays) = £79.36 Assuming a 9 hour day. £79.36 / 9 = £8.82 Depreciation = 17760 Insurance = 1200
  • 50. Road tax = 350 Operator license = 926 Vehicle Utilisation Standing costs Annual standing cost = £20236 Cost per mile (Annual mileage 45000) 20236 / 45000 = 45 pence per mile Depreciation = 17760 Insurance = 1200 Road tax = 350 Operator license = 926 Vehicle Utilisation Calculating standing costs Initial cost of vehicle - tyres / set percentage (e.g. 20%) Actros £90,000 Tyre £200
  • 51. Depreciation 20% per annum ����ℎ��� ����� − ����� − ������������ = ������ ���� 90000 − 200 ∗ 6 − 20% = ������ ���� Depreciation = 17760 Insurance = 1200 Road tax = 350 Operator license = 926 Standing costs Annual standing cost = £20236 Daily standing cost = 20236 / 255 (active days – weekends and bank holidays) = £79.36 Assuming a 9 hour day. £79.36 / 9 = £8.82 • Actros - £90,000 + VAT (Euro 6) • Atego - £50,000 + VAT (Euro 6) • Arocs - £150,000 + VAT (Euro 6) Driver selection and training Devise metrics for measuring performance
  • 52. Staff A - Small goods delivery driver Quality Rating Improvement Licence categories A, B, BE, B1, C1, C1E, D1, D1E Train for Cat C Hours Weekly, 16 hours nights, 24 hours days Reduce night hours where possible and replace with daytime hours. Ensure night hours are not consecutive Education BTEC Level 3 HND or similar Mental wellbeing Personal life, working conditions Suggest? Physical demand Required to move goods alone Suggest? Customer contact Outgoing, untidy, smoker Suggest
  • 53. Vehicle responsibility Lone worker for most hours Suggest Driver selection and training SAFED Safe and Fuel Efficient Driving The UK’s 422,000 Heavy Goods Vehicles travelled approximately 22.2 billion kilometres in 2001. An average of 32,582 miles per vehicle. Fuel use averaging 8 mpg, we each vehicle consuming over 4000 gallons. Monitoring and managing fuel usage can reduce fuel consumption by at least 5%. Average fuel price £1.14 (ex VAT). 114 x 4.546 = 518.244 or £5.18 per gallon 5.18 x 4000 = £20,720 A saving of 5% = £1036 Management Management Leadership • Ensure everyone knows their role in the business –provide clear job roles and titles
  • 54. • Carry out initial training and induction to the company • Adopt necessary in-service training • Carry out remedial training for staff making mistakes or driving inefficiently • Provide opportunities for on-going training (make staff part of this process) Management Structure • Hierarchical Structure • Flat Structure Hierarchical Structure, or Vertical Structure DIRECTOR EAST DIRECTOR WEST TEAM LEADER TEAM
  • 57. PROJECT A TEAM LEADER CEO PROJECT D TEAM LEADER PROJECT C TEAM LEADER PROJECT B TEAM LEADER Functional Structure PRODUCTION MANAGER CEO
  • 59. MANAGER TEAM MEMBER Which management structure does Loughborough adopt? Vice Chancellor Pro- Chancellors Senior Pro- Chancellor and Chairman of Council Chancellor Pro-Vice- Chancellor Pro-Vice- Chancellor
  • 62. employees Accurate evaluation Customer focussed Quality improvement Data informed decisions Ascertains needs of customers – not what they want TQM • Ensures the customer needs are placed first and foremost • Continuously evolves in a purposeful and strategic direction Six Sigma Define
  • 63. Measure AnalyseImprove Control Define goals. Measure factors that are critical to quality (fitness for use). Analyse various options. Explore concepts. Move onto high level planning. Ensure the plan works and allows for interaction between teams.
  • 64. Validation of plans to all stakeholders. Staff/hours and training • Absenteeism • Off the job and on the job accidents (Health Care) Inspiring Winners Since 1909 Thank you! Scot Layton [email protected] Helping you through a lifetime of safe driving November 2018 Guide to maintaining roadworthiness Commercial goods and passenger carrying vehicles Helping you stay safe on Britain's roads
  • 65. © Crown copyright 2018 You may reuse this publication (not including logos and photographs) free of charge in any format or medium, under the terms of the Open Government Licence v3.0. To view this licence visit www.nationalarchives.gov.uk/doc/open-government-licence; or write to the Information Policy Team, The National Archives, Kew, Richmond, Surrey, TW9 4DU; or email: [email protected] This publication is also available on our website at www.gov.uk/government/publications/guide-to-maintaining- roadworthiness Any enquiries about this publication should be sent to us at [email protected] http://www.nationalarchives.gov.uk/doc/open-government- licence mailto:[email protected] mailto:[email protected] http://www.gov.uk/government/publications/guide-to- maintaining-roadworthiness Guide to maintaining roadworthiness Commercial goods and passenger carrying vehicles 4 of 112
  • 66. Guide to maintaining roadworthiness Contents Foreword by the DVSA Chief Executive 6 Foreword by the Traffic Commissioners 8 1. Introduction 10 1.1 About this guide 10 1.2 What does this guide contain? 14 1.3 Getting it right 15 1.4 Key points of a good maintenance system 16 2. Responsibilities for roadworthiness 19 2.1 Roadworthiness inspections 21 3. Daily walkaround checks 23 3.1 A system of reporting and recording faults 26 3.2 Drivers’ responsibilities 29 3.3 Traction services and third party trailers 30 4. Regular safety inspections and first use inspection 35 4.1 Inspection scope and content 35 4.2 First use inspection 36 4.3 Safety inspection intervals 38 4.4 Case studies 44 4.5 Safety inspection report forms 46 4.6 Intermediate safety checks 48 4.7 Ad hoc safety inspection intervals 48 4.8 Electronic capture and storage of safety inspection data 49 4.9 Safety inspectors 56 4.10 Use of assistants 56 4.11 Authority to remove or reinstate a vehicle 56 4.12 Vehicle cleanliness 57 4.13 Duties of staff 57
  • 67. 5. Safety inspection and repair facilities 58 5.1 Safety inspection facilities 60 5.2 Tyre management 62 5.3 Brake performance assessment 63 5.4 Accessibility (PSV) 68 5.5 Contracted out arrangements 71 5 of 112 Guide to maintaining roadworthiness 5.6 Drawing up a contract 71 5.7 Contract limitations 73 5.8 Visiting agents 74 5.9 Roadside safety inspections 74 5.10 Planning a safety inspection programme 75 6. Monitoring 77 6.1 Monitoring of drivers daily checks 78 6.2 Annual test results 79 6.3 Operator compliance risk score 80 6.4 British standards 81 6.5 Vehicle safety recalls 81 6.6 DVSA earned recognition scheme 82 Annexes 1. Enforcement of the operator licensing scheme 86 2. Where to get additional help 90 2.1 Technical support 90 2.2 Training 90 2.3 Saving fuel and protecting the environment 91 2.4 Fault finding 91 2.5 Publications 91
  • 68. 3A. Example of a driver’s vehicle defect report (goods vehicles) 92 3B. Example of a driver’s vehicle defect report (passenger vehicles) 93 4A. Example of a safety inspection record (HGV) 94 4B. Example of a safety inspection record (PSV) 98 5. Example of a maintenance agreement 102 6. Specimen maintenance planner 104 7. Useful addresses 106 8. HGV drivers walkaround check 108 9. PSV drivers walkaround check 110 6 of 112 Guide to maintaining roadworthiness Foreword by the DVSA Chief Executive Gareth Llewellyn, DVSA Chief Executive Welcome to the latest edition of DVSA’s Guide to Maintaining Roadworthiness. DVSA’s vision is for safer drivers, safer vehicles and safer journeys for all. An
  • 69. important way in which we will achieve this is by helping you keep your vehicle safe to drive. Whether you operate a large fleet or just one vehicle, keeping your vehicles in a roadworthy condition is good for business, good for the environment and helps you stay safe on Britain’s roads. This guide provides you with best practice advice on the responsibilities that an operator or driver has to ensure the roadworthiness of their vehicles. It also covers what you are legally required to do and gives information on where to seek additional help, including technical assistance or training. To help raise vehicle standards, DVSA will make sure the required standards are clear and easy to understand; tests will keep up with new technology in vehicles, and testers and test centres who don’t test to the right standards will be helped to improve. We will also provide accessible, up-to-date information about when a vehicle needs to be checked and fixed because of a safety recall. 7 of 112 Guide to maintaining roadworthiness We have also introduced an ‘Earned Recognition’ scheme for operators with a strong track record of compliance and adherence to standards. Those qualifying
  • 70. for the scheme will see commercial and financial benefits as we leave them to go about their business unhindered. This will enable us to direct our enforcement activities at the serially and seriously non-compliant. Qualification for this scheme is entirely based on merit, and so I encourage you to read through this guide, work to the principles it sets out and aim for ‘Earned Recognition.’ Gareth Llewellyn DVSA Chief Executive 8 of 112 Guide to maintaining roadworthiness Foreword by the Traffic Commissioners Sarah Bell Kevin Rooney As an operator, transport manager, driver or technician, you know just how quickly vehicle technology continues to progress. That’s why it’s vital for this essential guide to be regularly updated. We’re pleased to have worked with DVSA and with those who operate and maintain commercial vehicles to produce the latest version of the Guide to Maintaining Roadworthiness. This ongoing collaborative working ensures that the information is informed,
  • 71. relevant and up-to-date. You will find references to new approaches such as electronic brake performance monitoring which can remove some of the challenges around roller brake testing of trailers. On safety inspection intervals, this edition of the guide no longer features the graph of mileage vs inspection frequency. We strongly encourage you to take a proactive, evidence-based approach to setting inspection frequencies. You know your vehicles and your operations better than anyone. Six weekly is a good starting point for many operators, but this should be regularly reviewed based on the results of inspections and the performance of your vehicles. Listening to operators, we learned that some of you felt that the graph was too rigid and didn’t encourage basing intervals on the reality of operations. 9 of 112 Guide to maintaining roadworthiness We also acknowledge the development of technology in helping you with your operator licence responsibilities. Smartphone apps, for example, now assist with driver defect reporting. DVSA still finds that between a third and a half of all prohibitable defects it finds at the roadside could have been prevented by the driver conducting an effective walkaround check. Undertaking an effective walkaround
  • 72. check, acting on what is found and recording that action is as much a part of a driver’s duties as steering the vehicle down the road. Failure to do so puts both drivers’ and operators’ licences in jeopardy. This edition of the guide will be launched alongside DVSA’s Earned Recognition scheme. The scheme’s introduction has led to the development of a range of new compliance management tools available to all operators and transport managers. Whether you seek accreditation or not, your operation could still benefit from using these tools. As before, nothing in this guide is mandatory but, by following it, you’ll ensure that you meet the relevant conditions and undertakings on your licence. If your maintenance contractor recommends a different approach, it is for you to satisfy yourself that you will still meet the standards. These are the commitments you made when you first applied for your licence. Sarah Bell Kevin Rooney Lead Traffic Commissioners | Enforcement 10 of 112 Guide to maintaining roadworthiness 1. Introduction
  • 73. 1.1 About this guide The Driver and Vehicle Standards Agency (DVSA) has produced this guide to explain the responsibilities and systems involved in maintaining vehicles in a roadworthy condition, regardless of operating conditions, fleet size or vehicle type. The procedures and systems explained in this guide are useful for operators, drivers and all those who are responsible for operating, maintaining or providing commercial goods and passenger carrying vehicles. The general principles apply equally to light goods and passenger vehicles below the operator licensing thresholds and for vehicles that are otherwise exempt. Best practice It is not enough to rely on a maintenance system alone, because this cannot ensure that vehicles are roadworthy. To ensure best practice, you will need to combine good quality maintenance practices and skills with supervision and effective management of the system. New vehicle operators If you are a new operator, you will find practical advice on how to devise, install and monitor a system for ensuring roadworthiness. If you follow the advice given in this guide, you can make sure you are complying with the law and that your compliance
  • 74. can be monitored and controlled. Experienced vehicle operators If you are an established or experienced vehicle operator, you will be able to use this guide as a benchmark to assess whether your systems are sufficiently comprehensive or should be reviewed and improved in order to maintain compliance. This guidance applies to you whether you carry out your own maintenance, contract out maintenance or do a combination of both. DVSA do not specifically define a new or experienced vehicle operator because what constitutes an experienced operator could vary. 11 of 112 DVSA's strategy for 2017 to 2022 Helping you through a lifetime of safe driving Safer drivers Safer vehicles Safer journeys for all 12 of 112 Guide to maintaining roadworthiness
  • 75. 13 of 112 Guide to maintaining roadworthiness However, we do make suggestions as to what could make an experienced operator: • If you have been trading under this licence or a previous licence for more than three years • If you have been trading under this licence for more than 1 year, and you have been visited by a DVSA inspector and been approved as satisfactory • If your company has been trading under this licence for a length of time such that you can prove that your roadworthiness process is effective and fully established • If you can demonstrate suitable evidence proving your experience when questioned by DVSA or the Traffic Commissioner. This could be a combination of staff experience and skills, maintenance procedure experience and substantial defect reports/data Maintaining Compliance We recognise that there are different methods and systems from those that are described within this guide that can result in vehicles being maintained in a roadworthy condition. If
  • 76. you are an operator who wishes to adopt different systems, you must still satisfy Traffic Commissioners that the system you use is effective. Traffic Commissioners will only agree to variations that will not reduce the control necessary to ensure satisfactory maintenance. There must be a firm management commitment to review and improve maintenance systems where defects are found on vehicles or when the fleet size or the nature of the business is changing. As a licensed operator, you can also be assured that the maintenance systems described in this guide will be accepted by the Traffic Commissioners, provided that the resulting condition of your vehicles remain satisfactory. If this is not the case, however, Traffic Commissioners reserve the right to require more stringent arrangements from you (eg shorter periods between inspections), and the competence of the persons who carry out safety checks may be challenged. The ultimate test will be whether a vehicle is, in fact, roadworthy. 14 of 112 Guide to maintaining roadworthiness 1.2 What does this Guide contain? The procedures and systems described in this guide relate to
  • 77. responsibilities for roadworthiness, the different types of inspections, inspection intervals, data storage, inspection facilities, planner updates and essential reviews. This guide includes many references to written maintenance records; however, using an electronic vehicle maintenance system can provide effective management of all relevant data including safety inspections, maintenance scheduling and driver defect reporting. Keep in mind that as a general principle computer records are acceptable, provided that they contain the essential information that can be made available for examination. For further information, see section four. Other guidance It is also important to note that this guide is only concerned with systems of maintenance for roadworthiness. If you are looking for the maintenance of vehicles to achieve economy and reliability, we advise you to seek help from vehicle manufacturers, their agents or the relevant trade organisations. You can find more information on sources of further help and advice in Annex 2. 15 of 112 Guide to maintaining roadworthiness 1.3 Getting it right
  • 78. DVSA recognises that operators of heavy goods or passenger carrying vehicles will not get everything right all the time. However, we do want you to be vigilant and responsible. The penalties for and consequences of non-compliance to you the operator and/or driver – and to the general public – can range from the inconvenient to the very serious and, sometimes, to the catastrophic. You and your staff may be fined or prosecuted, and your vehicles may be prohibited. At worst, you may cause serious injury or fatalities because of badly maintained vehicles. 16 of 112 Guide to maintaining roadworthiness 1.4 Key points of a good maintenance system Use these important key points as a guide to help you plan and set up a compliant and effective maintenance system for your vehicles. 1. A driver or responsible person must undertake a daily walkaround check, preferably immediately before a vehicle is used. 2. First use inspections are essential for operators who lease, hire or borrow vehicles. These are especially important where vehicles and trailers have been off the road for some time.
  • 79. 3. Drivers must report promptly any defects or symptoms of defects that could adversely affect the safe operation of vehicles. Reports must be recorded and provision should be made to record details of any rectification work done. 4. Drivers’ defect reports used to record any faults and rectification work must be kept for at least 15 months. 5. Operators must ensure that safety inspections are carried out at the stated frequency. 6. Safety inspections must include those items covered by the appropriate statutory annual test. 7. Safety inspections should be pre-planned, preferably using a time-based programme. 8. The system of safety inspections must be regularly monitored, especially in the early stages. 9. Any remedial work carried out as a result of safety inspections must be recorded. 10. The safety inspection record must include: • name of owner/operator • date of inspection • vehicle identity (registration mark/trailer number) • make and model • odometer (mileage recorder) reading, if appropriate • a list of all the manual items to be inspected • details of any defects
  • 80. • name of inspector • full details of any repair work and who did it • a signed declaration that any defects have been repaired satisfactorily and the vehicle is now in a safe roadworthy condition. 11. On certain types of vehicles and for some operations, intermediate safety checks may be necessary. 17 of 112 Guide to maintaining roadworthiness 12. Records of safety inspections must be kept for at least 15 months for all vehicles, including vehicle/s that have been removed from the operator licence. 13. Staff carrying out safety inspections must be competent to assess the significance of defects. Assistance must be available to support the safety inspection process. 14. There must be an internal system to ensure that unroadworthy vehicles are removed from service, with someone responsible for taking vehicles off the road. 15. Operators who undertake their own safety inspections must
  • 81. have the correct tools and facilities for the size of the fleet and type of vehicle operated. 16. All operators should have access to a means of measuring brake efficiency and setting headlamp aim. For vehicles showing signs of visible exhaust smoke, a diesel smoke meter should be used to ensure that the level of smoke emission is within the legal requirements. 17. Operators are responsible for the condition of vehicles and trailers that are inspected and/or maintained for them by agents, contractors or hire companies. 18. Operators who have contracted out their safety inspections must draw up a formal written contract with an inspection agency or garage, and this must be retained on file. Such operators should view inspection records and have a means of regularly monitoring the quality of work produced for them. 19. The dates when safety inspections are due must be the subject of forward-planning. 20. A maintenance scheduling system, planner or wall chart should be used to identify inspection dates at least six months for manual
  • 82. systems or can be dynamic for electronic systems. 21. Any system of maintaining roadworthiness of vehicles should be effectively and continually monitored. 22. Any changes by licensed operators to arrangements for safety inspections must be updated on the vehicle operator licensing system (VOL). 23. Drivers must be adequately trained and given clear written instructions about their responsibilities. 18 of 112 Guide to maintaining roadworthiness 19 of 112 Guide to maintaining roadworthiness 2. Responsibilities for roadworthiness This section gives best practice advice on the responsibilities that an operator or driver will have to undertake to ensure the roadworthiness of their vehicle. It covers what you are legally required to do according to the law. As a user of vehicles, it is your responsibility to ensure that the
  • 83. vehicles you use are roadworthy. It is an offence to use an unroadworthy vehicle on the road. The term ‘user’ of a vehicle applies to the driver and the person paying the driver to act for them. Legislation If you are an operator of heavy goods vehicles (HGVs) and public service vehicles (PSVs), you must meet the governing legislation that the Traffic Commissioners have outlined in their Statutory Guidance Document. This is now in legislation, so if you operate within the UK or outside of the UK, you should ensure vehicles are roadworthy. Operators must comply with the declaration they give to the relevant traffic commissioner that they will ensure that their vehicles are operated in a fit and serviceable condition. If operators intend making any change to their maintenance arrangements, they must update the details on the vehicle operator licensing system. 20 of 112 Guide to maintaining roadworthiness Hire, loan or lease vehicles The vehicle itself may either belong to the user or be in their possession under any
  • 84. agreement for hire, hire purchase, loan or lease. The user of a towing vehicle is responsible for the roadworthiness of a trailer even if it does not belong to them Foreign trailers If foreign trailers are used then the user is responsible for the roadworthiness in terms of condition but also in terms of the technical design of the trailer. Traffic commissioners require that all vehicles be maintained in a fit and serviceable condition when operated under an operator’s licence. DVSA’s examiners support traffic commissioners by providing assessments of the effectiveness of operator’s systems in meeting this requirement. We will, therefore, focus on the levels of compliance and standards of roadworthiness rather than how operators achieve the high standards expected. This provides operators with considerable freedom to tailor their systems to the needs of their business. 21 of 112 Guide to maintaining roadworthiness 2.1 Roadworthiness inspections When it comes to ensuring the roadworthiness of a vehicle,
  • 85. there are two types of essential inspections – which differ in scope and depth. Each type is used for a different purpose and requires different levels of skill to be carried out effectively. The two types of inspection are: • daily walkaround checks • first use inspections/regular safety inspections. An inspection should not be confused with a service. A service contains items requiring routine maintenance, usually determined in scope and frequency by the vehicle’s usage and the recommendations of the vehicle’s manufacturer. 22 of 112 Guide to maintaining roadworthiness 23 of 112 Guide to maintaining roadworthiness 3. Daily walkaround checks This section looks at the daily walkaround check. It offers best practice advice on setting up a system for reporting faults and looks at defect reports, while clearly stating your legal position.
  • 86. A driver or responsible person must undertake a daily walkaround check before a vehicle is used. As a driver, DVSA recommend this check is carried out before you first drive the vehicle on the road each day. Where more than one driver will use the vehicle during the day's running, the driver taking charge of a vehicle should make sure it is roadworthy and safe to drive by carrying out their own walkaround check; however, due to health and safety implications this may not be practical on all occasions. An example of a system for managing in-service driver changes is where a walkaround check is carried out by a responsible person, and the drivers monitor the vehicle during the day's running. When there is a change in driver during the day, it is sometimes unsafe to carry out a walkaround check, for example at a bus stop. This will be considered acceptable where there is a robust driver defect reporting system in place, which details the initial walkaround check and any defects or ‘nil’ defects reported during the day for the various drivers of that particular vehicle. 24 of 112 Guide to maintaining roadworthiness
  • 87. The driver is always legally responsible for the condition of the vehicle while in use. Therefore, conducting a daily walkaround check is a vital part of a driver’s core role. Operators can delegate the walkaround check to a responsible person, who must carry out a minimum of one check in 24 hours. The check should cover the whole vehicle or combination. On multi-trailer operations, a check should be made on each trailer being used. The check should cover interior and exterior items that can be safely assessed without necessarily the use of a workshop [see Annex 8 for walkaround check items]. Assistance may be required at some time during the check, for example, to see that lights are working. Alternatively, a brake pedal application tool may be used as an effective way of making sure stop lamps are working, and that the braking system is free of leaks. In addition, a torch, panel lock key or other equipment may be needed. It could be beneficial to incorporate a post use check, to save downtime. It is important that drivers are aware of the overall vehicle dimensions, including trailer and load. High vehicles should display an in-cab overall height indicator. It is also important to consider route planning before starting your journey if low bridges need to be avoided.
  • 88. 25 of 112 Guide to maintaining roadworthiness 26 of 112 Guide to maintaining roadworthiness 3.1 A system of reporting and recording defects There must be a system of reporting and recording defects that may affect the roadworthiness of the vehicle. This must include how they were rectified before the vehicle is used. Daily defect checks are vital, and the results of such checks must be recorded as part of the maintenance system. It is important that enough time is allowed for the completion of walkaround checks and that staff are trained to carry them out thoroughly. Drivers should be made aware that daily defect reporting is one of the critical elements of any effective vehicle roadworthiness system. Examples of how to perform a walkaround check can be found on YouTube under DVSA HGV or PSV driver’s daily walkaround checks. Drivers’ defect reports As the driver, you are legally responsible for the condition of
  • 89. your vehicle when in use on the road. Drivers must report any defects, or symptoms of defects, that could prevent the safe operation of the vehicles. In addition to daily walkaround checks, you must monitor the roadworthiness of your vehicle when being driven, and be alert to any indication that the vehicle is developing a fault eg warning lights, vibrations or other symptoms. When a vehicle is on site work, you should walk around the vehicle before leaving the site to identify any faults. If any safety defects are found, you must not use the vehicle on the road until it is repaired. 27 of 112 Guide to maintaining roadworthiness Providing a written report Any defects found during the daily walkaround check, while the vehicle is in use or on its return to base, must be the subject of a written report by the driver or some other person responsible for recording defects. The details recorded should include: • vehicle registration or identification mark • date
  • 90. • details of the defects or symptoms • the reporter’s name • who the defect was reported to • assessment of the defect • rectification work • date rectification work was completed. It is also common practice to use a composite form that includes a list of the items checked each day. Where practicable the system should incorporate ‘nil’ reporting when each driver makes out a report sheet - or confirms by another means that a daily check has been carried out and no defects found. Electronic records of reported defects are acceptable and must be available for 15 months, along with any record of repair. Appropriate action All drivers’ defect reports must be given to a responsible person with sufficient authority to ensure that any appropriate action is taken. This might include taking the vehicle out of service. Any report listing defects is part of the vehicle’s maintenance record and must be kept for at least 15 months, together with details of the rectification work and repairer.
  • 91. It is good practice to have ‘nil’ defect reports as they are a useful means of checking that drivers are carrying out their duties and these forms can be used for audit purposes. A ‘nil’ defect reporting system demonstrates a check has been conducted and is a positive report that the vehicle is free from defects. If you are an owner-driver, you will probably not have anyone to report defects to, except your transport manager (if you have one). In these cases, defects and the remedial action taken can simply be recorded and held for at least 15 months. 28 of 112 Guide to maintaining roadworthiness 29 of 112 Guide to maintaining roadworthiness 3.2 Drivers’ responsibilities Drivers must be made aware of their legal responsibilities regarding vehicle condition and the procedures for reporting defects. Operators must ensure that all drivers are adequately trained to perform this function,
  • 92. and this may be part of their driver’s certificate of professional competence training. Driver’s responsibilities should be detailed in writing, describing defect reporting systems as well as any other duties they are expected to perform. The driver should sign to confirm they have received their responsibilities in writing and understand what is required. A copy of the document should be kept on file. Drivers share the responsibility for the vehicle’s roadworthiness with the operator. They may be fined or prosecuted for roadworthiness offences found on vehicles if they are considered partly or wholly responsible. Minor repairs by drivers If you are an operator, you should bear in mind that drivers who are expected to repair minor defects in service would need appropriate training. Traffic commissioners can take action against a driver who fails to complete an adequate walkaround check. This could lead to a driver conduct hearing, which may result in the loss of the vocational driving licence. 30 of 112 Guide to maintaining roadworthiness 3.3 …
  • 93. Scot Layton Email: [email protected] Maintenance mailto:[email protected] What is maintenance? Activities required or undertaken to conserve as nearly, and as long, as possible the original condition of an asset or resource while compensating for normal wear and tear. Why is maintenance required on Vehicles? Cars, trucks and buses are made up of hundreds of parts. Regardless whether these parts are moving parts, or structural parts, they are prone to wear. What needs checking? Structural parts:
  • 94. require checking for security, corrosion and abrasion Moving parts: Require checking for damage, wear, leaks, and correct lubrication What are these parts and what goes wrong? What are these parts and what goes wrong? What are these parts and what goes wrong? What are these parts and what goes wrong? What are these parts and what goes wrong? What are these parts and what goes wrong? What are these parts and what goes wrong?
  • 95. What are these parts and what goes wrong? What are these parts and what goes wrong? What are these parts and what goes wrong? What are these parts and what goes wrong? Scot Layton Email: [email protected] Planned Preventative Maintenance mailto:[email protected] Transport Management and Maintenance Effective management of any machinery, will incorporate a maintenance schedule, an inspection plan and a Ministry Inspection. Maintenance and inspections are normally classed as two separate events: o Maintenance of equipment of machinery, will involve
  • 96. replacing parts before they fail. Every component fitted to a vehicle will have a working life, this may be identified by hours used, or for Road Vehicles, this is usually expressed in kilometres or miles. Examples of items requiring replacement are, Brake Pads, Wheel Bearings, Lubricants and Filters. o Inspections are usually carried out to ensure no damage has occurred to components, or to ensure excessive wear hasn’t taken place (this can often occur with a vehicles change of use). Ministry Inspections are required annually for Heavy Vehicles and are carried out externally to ensure the vehicle is operating within the law. Light Vehicles are required to have their first Ministry Inspection after their first three years of registration has lapsed and subsequently on a yearly basis. Maintenance, what is required? 1st use inspection, for new vehicles and if leasing or sharing vehicles Daily walk-around check (driver)
  • 97. Regular Safety Inspection + Servicing inline with manufacturers recommendations Annual Ministry Inspection Inspection and Servicing records kept for 15 Months Drivers defect sheets 15 Months Simple method for reporting defects For more information on Maintenance, visit the Driver and Vehicle Standards Agency website (DVSA) at the following link. https://www.gov.uk/government/uploads/system/uploads/attach ment_data/file/321988/guide-to- maintaining-roadworthiness.pdf https://www.gov.uk/government/uploads/system/uploads/attach ment_data/file/321988/guide-to-maintaining-roadworthiness.pdf Daily Walk around Check (Van) Daily Walk around Check (PSV) Daily Walkaround Check (HGV) Inspection frequency
  • 98. Inspection frequency Service Staff As a depot manager or operator, it is your role to ensure that the fleet is maintained and those maintaining the fleet are qualified. For Maintenance staff, a good level of assessment is the IRTEC licensing scheme, this is already being adopted by companies such as the Post Office and Pullman Fleet services amongst many others. Selection of technicians is critical to the efficiency of your transportation company, either opt for qualified technicians, or where possible it may be more effective to train your own staff in conjunction with an approved apprenticeship programme. Security Holding on to well maintained vehicles is critical, as an absent vehicle will not pay wages. It is therefore your role to educate on vehicle security.
  • 99. In the UK more than 3000 HGV’s are stolen each year with only 12% ever being recovered. Inform your drivers not to discuss loads or routes, additionally ensure you have a robust system for securing keys and vehicles. Service items, such as fuel and tyres are extremely valuable and desirable, lock these away and use CCTV, or they will be stolen!! Telematics You may decide to utilise vehicle tracking systems on your fleet, the advantages are endless and vary depending on the type of fleet operation you manage. Tracking devices enable instant information on vehicle location. Hands free kits are an essential item if you expect to contact your driver whilst working; you may also wish to analyse the benefits of installing satellite navigation equipment. LFE Load Factor Efficiency
  • 100. Workshop Loading • As fleet manager you will be expected to optimise the use of your available resources. Inspections and Services Components wear out throughout their life. Items such as Brake linings and tyres are probably the most common items to be replaced. Throughout fleet operation, you will be able to determine life expectancies of components, based upon your fleet history*. A service will be scheduled to replace any items on a routine basis, such as oil and filters. This may also include brake replacements and other ancillaries. An Inspection will be scheduled to ensure no premature failure has occurred to components, or damage has occurred to the vehicle. Further to the Service and Inspection, a Ministry Inspection will take place annually, to ensure that the vehicle is being maintained to an appropriate
  • 101. standard. *A change in use for any vehicle will mean a change in life expectancy for components Scot Layton Email: [email protected] Vehicle Replacement and Procurement mailto:[email protected] Vehicle Selection 5 Door 1.5 TDCi 95PS Diesel 6 Speed C02 99g/km Recommended on the road price - £18,295.00 5 Door 1.6 TDI 5-door 5 speed manual 110PS C02 99g/km Recommended on the road price £21,025.00 Service interval: 1 Year, or 10,000 miles
  • 102. Service interval: 1 Year, or 10,000 miles Servicing Resale Resale price: 3 years old 80000 miles £7500 Resale price: 3 years old 80000 miles £8280 Total Life Cost After 3 Years & 80k Life Cost £14368 Deprecation £12745 Servicing £1623 10000- 159
  • 103. 20000- 329 30000- 159 40000- 329 50000- 159 60000- 329 70000- 159 Total up to 80000 = £1623 Life Cost £12218 Deprecation £10795 Servicing £1423 10000- 189 20000- 189 30000- 239 40000- 189 50000- 189 60000- 239 70000- 189 Total up to 80000 = £1423
  • 104. £2150 Comparisons Cost £19,650 Service Interval: 30,000 or 2 years Cost £21,145 Service Interval: 15,000 or 1 year Inspiring Winners Since 1909 Thank you! Scot Layton [email protected] Scot Layton Email: [email protected] Driver Training mailto:[email protected]
  • 105. Objectives • At the end of this presentation you will understand the license requirements for EU road vehicles • You will understand the type for vehicle for license categories • You will be aware of Driver Rules and EU working hours • You will be aware of the requirements to secure loads • You will have an understanding of Load Factor Efficiency Motorbikes, Cars and Small/Medium Sized Vehicles Category Description Minimum Age Test Restrictions AM Moped • Two-wheel vehicles or three wheel vehicles with a maximum design speed of over 25km/h and not more than 45km/h. Light quadricycle • With an unladen mass of not more than 350kg, not including the mass of the batteries in the case of electric
  • 106. vehicles, whose maximum design speed is over 25km/h and not more than 45km/h. 16 CBT A1 Motorcycles • A motorcycle with a cylinder capacity not exceeding 125cc, of a power not exceeding 11kW and with a power to weight ratio not exceeding 0.1kW per kg. • A motor tricycle with a power not exceeding 15kW. 17 CBT A2 A motorcycle of a power not exceeding 35kW, with a power to weight ratio not exceeding 0.2kW per kg and not derived from a vehicle of more than double its power. 19 CBT A A motorcycle of a power exceeding 35kW or with a power to weight ratio exceeding 0.2kWper kg, or • A motorcycle of a power not exceeding 35kW with a power to weight ratio not exceeding 0.2kW per kg and derived from a vehicle of more than double its power. • A motor tricycle with a power exceeding 15kW. 24 TEST
  • 107. B Cars Motor vehicles with a MAM not exceeding 3500kg and designed and constructed for the carriage of no more than eight passengers in addition to the driver with a trailer up to 750kg. • Motor vehicles with a MAM not exceeding 3500kg and designed and constructed for the carriage of no more than eight passengers in addition to the driver with a trailer over 750kg, where the combination MAM is not exceeding 3500kg. 17 TEST C1 Medium sized vehicles • Vehicles between 3500kg and 7500kg, and designed and constructed for the carriage of no more than eight passengers in addition to the driver with a trailer up to 750kg. 18 TEST Driving Licenses
  • 108. Driving Licenses Large Goods Vehicles and Passenger Carrying Vehicles Category Description Minimum Age Test Restrictions C Large goods vehicles • Vehicles over 3500kg with a trailer up to 750kg, and designed and constructed for the carriage of no more than eight passengers in addition to the driver. 21 Cat B MEDICAL TEST + CPC D1 Minibuses • Vehicles with no more than 16 passenger seats in addition to the driver and with a maximum length not exceeding eight metres with a trailer up to 750kg. 21 Cat B MEDICAL TEST + CPC D Buses • Any bus designed and constructed for the carriage of more
  • 109. than eight passengers in addition to the driver, with a trailer up to 750kg. 24 Cat B MEDICAL TEST + CPC BE Small vehicles and trailers • Combinations of vehicles consisting of a vehicle in category B and a trailer, where the combination does not come within category B, and the MAM of the trailer or semi- trailer does not exceed 3500kg. 17 TEST C1E Medium sized vehicles and trailers • Vehicles between 3500kg and 7500kg with a trailer over 750kg and designed and constructed for the carriage of no more than eight passengers in addition to the driver – combined weight not more than 12000kg. 21 Cat B MEDICAL TEST
  • 110. + CPC CE Large goods vehicles with trailers • Vehicles over 3500kg and designed and constructed for the carriage of no more than eight passengers in addition to the driver with a trailer over 750kg. 21 Cat B MEDICAL TEST + CPC D1E Minibuses with trailers • Vehicles with no more than 16 passenger seats in addition to the driver and with a maximum length not exceeding 8 metres with a trailer over 750kg, provided that the MAM of the combination formed does not exceed 12000kg. 21 CPC DE Buses with trailers • Any bus designed and constructed for the carriage of more than eight passengers in addition to the driver, with a trailer over 750kg.
  • 111. 24 Cat B MEDICAL TEST + CPC Vehicle Types B C/D1 16 Seats max http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=im ages&cd=&cad=rja&uact=8&ved=0ahUKEwj5_dex37XKAhVFu BQKHeUuB- YQjRwIBw&url=http://valuevanrental.ie/vanfleet.php&psig=AF QjCNE74hSBSc83G43yFIVHVJhxQgJYRg&ust=145328840248 8689 http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=im ages&cd=&cad=rja&uact=8&ved=0ahUKEwj0ksio4bXKAhWBt xQKHfFoBNwQjRwIBw&url=http://www.mascus.com/transport ation/reefer-trucks/mercedes-benz-atego-1624l-4x2- kylbil/fuch3g6u.html&psig=AFQjCNEXa6nDN7oxDBj- XwsCfGYYAWm-_g&ust=1453288895575287 http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=im ages&cd=&cad=rja&uact=8&ved=0ahUKEwjmtPXZ4bXKAhUD bhQKHQDyBaYQjRwIBw&url=http://www.minibus.ltd.uk/ford- minibus-sales/&psig=AFQjCNFO_JRwKn8UnhaMVq583TtzlI- JyQ&ust=1453288968463631
  • 112. Vehicle Types D CE https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=im ages&cd=&cad=rja&uact=8&ved=0ahUKEwjVkNfE4rXKAhWK txQKHZjFDqwQjRwIBw&url=https://commons.wikimedia.org/ wiki/File:Gross_Kirchheim_Mercedes- Benz_Actros.jpg&psig=AFQjCNEwzCi- pFaIYgYECdJA3oQTob94PQ&ust=1453289250698258 http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=im ages&cd=&cad=rja&uact=8&ved=0ahUKEwi4tvXS47XKAhVB GxQKHWqBBJsQjRwIBw&url=http://www.stansted-airport- coach-hire.co.uk/coaches-uk/u3a-coach-hire- uk.html&bvm=bv.112064104,d.d24&psig=AFQjCNE3F9WG9T Q2kLV7eSi9UQ7uHfQhDg&ust=1453289561203477 Certificate of Professional Competence CPC Assesses the operator’s ability to understand the following: • Vehicle safety • Practical driving • Off-road driving Inspiring Winners Since 1909 Thank you!
  • 113. Scot Layton [email protected] Scot Layton Email: [email protected] Powertrains mailto:[email protected] Basic Power train components Drive shaft Bell Housing Gearbox Engine Powertrain Options Fuel Distance Per Fuel Stop (Miles) Petrol 708 (Combined figures) Diesel 900 (Combined figures)
  • 114. Hybrid/Electrified 1128 Plug in Hybrid 3396 Electric Around 150 Fuel Cells Around 300 Petrol/Diesel Advantages Excellent energy density (between 46-48 MJ/kg) and a reasonable infrastructure for re-fuelling. Long range between stops. Disadvantages Noxious and C02 emissions. Electric Vehicles Advantages Zero localised emissions and a reasonable
  • 115. infrastructure for charging Disadvantages Range Charge time Internal Combustion Engine (ICE) Stop Start and Mild Hybrids Mild Hybrid Parallel Hybrid Series Hybrid Plug In Hybrid Electric Vehicle (PHEV) All Electric
  • 116. Scot Layton Email: [email protected] Maintenance Planning mailto:[email protected] Mercedes-Benz Actros Mercedes-Benz Arocs MB Atego Ford Transit Mercedes-Benz C Class Calculating Mileage HGV Drivers hours: 90 hours in any two week period Average Speed: HGV speeds are around 34mph for motorway/A road use
  • 117. Vehicle usage: (e.g. Single driver or multi) Mileage covered: 34(mph) x 90(hours per 2 week period) = 3060 in 2 weeks, or 79560 in 52 weeks/year, assuming no downtime and single driver. Determining the work conditions Lightly loaded vehicle: Vehicles not carrying maximum weight capacity, but possibly maximum permissible size. General Haulage: Vehicles carrying up to their capacity for a significant percentage of distance travelled. Arduous work: Outsized load carrying, extensive B road usage, 100% LFE with max load. Off-highway: Quarry, or other similar usage.
  • 118. Calculating Inspection Frequency Mileage Calculating Service Intervals Service Interval, as prescribed by Mercedes-Benz: 28000 Miles – Off-Highway (Off Road) 37000 Miles – On-Highway (Driving on a surfaced Road) Actros Calculating Service Intervals Service Interval: 37000 Miles MB Atego Calculating Service Intervals Service Interval, as prescribed by Mercedes-Benz:
  • 119. 28000 Miles – Mixed use Arocs Light Vehicle Driving Hours MB C-Class No mobile worker shall work for more than six hours without a break. After six hours the worker is entitled to a break lasting at least 30 minutes SI 2005/639, s 7 No mobile worker to exceed sixty hours in a working week. SI 2005/639, s 4 Night working restricted to 10 hours SI 2005/639, s 9 Calculating Service Intervals Service Interval: 15000 Miles MB C-Class
  • 120. Calculating Service Intervals Service Interval: 15000 Miles Transit Ministry Inspections UK Light Vehicles: 1st MOT on or before the 3rd anniversary of registration. Heavy Vehicles: 1st MOT on or before the 1st anniversary of registration Workshop Loading ➢ In the EU most employees work a 37 hour week. ➢ If you employ one Technician, they will be able to work for 7.4 hours per day, 5 days a week, excluding annual leave.
  • 121. ➢ Workers are normally permitted 21 days leave per year. ➢ Overtime should not be considered the norm, as overworked individuals make mistakes and require rest. ➢ Services usually take on average 3 hours to complete, for all vehicles. ➢ Inspections usually take 1.5 hours to complete. ➢ Ministry Inspections usually take 2 hours of Technician’s time, for transporting purposes. Maintenance Plan Inspiring Winners Since 1909 Thank you! Scot Layton [email protected] Assignment Brief – Online submission (Turnitin)
  • 122. Module Code TTA302 Module Tutor Scot Layton Assignment Title Road Transport Technology Submission deadline 4 Pm on Thursday 30th April 2020 Word Count 2500 Note: Ensure to submit your work in-line with the Module Report format Module Outcomes Assessed: 1. Ascertain the various maintenance requirements for road vehicles 2. Describe the structure, layout and uses of various vehicle types 3. Demonstrate an understanding of the design, function, construction, operation and maintenance requirements of common systems and sub-systems 4. Analyse vehicle specifications 5. Devise a maintenance schedule for various vehicles 6. Become conversant with technical matters 7. Communicate effectively in written methods Scenario: You are to assume the role as Transport Manager for a fictional logistics company. The company in question has a large contract with a local quarry, requiring a minimum of six vehicles per day to move aggregate and another contract with a discount electrical appliance
  • 123. warehouse, delivering white goods to homes. In addition to this, your organisation operates numerous vehicles for general haulage purposes on a daily basis. Located in the midlands, you have just signed a contract to commence work for a distribution depot on the 17th January 2020. This work requires eight articulated vehicles per day. Due to loading restrictions, the trailers will need to be 12.2 metres long and suitable for use with warehouse loading bays. The freight needs to be kept dry for this contract. Task: 1. Describe the vehicles used in your fleet. Explain type, use, license requirement, maintenance requirements and driver’s hours 2. Create a maintenance plan for all vehicles in your fleet 3. As your organisation carries out its own maintenance, ensure to evaluate your maintenance resources, workshop loading and business opportunities 4. Analyse operational efficiency and make suggestions to improve and maintain this 5. In relation to growing concerns regarding climate change, identify your fleets impact on the environment and what steps you will take to minimise this Notes:
  • 124. Assessment Criteria Grade Presentation and referencing Understanding road transport in 2020 Analysis, evaluation and conclusion 70-100% Work complies with Loughborough University’s Guide to Referencing and Report Writing and is free of errors. All relevant aspects of road transport correctly explained and referenced to primary sources, with detail where appropriate. Demonstrates an unusually sophisticated level of insight into
  • 125. current issues. Outstanding work at the boundaries of existing knowledge, based on a highly critical and perceptive analysis and evaluation of complex knowledge. Exceptional practical, professional and problem- solving skills. 60-70% Work largely complies with Loughborough University’s Guide to Referencing and Report Writing with minor omissions or errors. All relevant aspects of road transport are correctly explained and referenced to primary sources, with detail where appropriate. Demonstrates a high level of insight into current issues. Excellent work based on a critical and perceptive analysis
  • 126. and evaluation of knowledge, theories of road transport. Very good practical, professional and problem- solving skills. 50-60% Work largely complies with Loughborough University’s Guide to Referencing and Report Writing with omissions or errors. All relevant aspects of road transport are correctly explained, with missing references and detail. Strong work based on a critical and perceptive analysis and evaluation of knowledge, theories of road transport. Good practical, professional and problem-solving skills. 40-50% Missing references and poor presentation. The work shows a significant lack of
  • 127. comprehension with a failure to explain details. Largely descriptive piece of work, without the required analysis. 30-40% Sections without references and inappropriate report structure. Sections of the report missing significant details. Low level analysis and consequent outcomes. 0-30% Work does not comply with Loughborough University’s Guide to Referencing and Report Writing No/minimal use of relevant sources. Work based on a limited understanding of the subject area, with significant errors or omissions
  • 128. Work descriptive, with little, irrelevant or illogical argument, based on superficial knowledge in the subject area. Limited evidence of application of developing practical, professional and problem- solving skills. Title Student ID: --------------- Module: TTA302 Road Transport Technology Module Tutor: Scot Layton Date: 30th April 2020 Word Count: 2500
  • 129. Contents 1.1 Introduction – Company overview P. 1 2.0 Contracts and vehicle requirements P. 1-2 3.0 Vehicles P. 2 3.1 Licenses P. 2 3.2 Maintenance P. 3-4 4.0 Conclusion – P. 4-5 5.0 References P. 6 6.0 Appendix A P. 7 Summary When you have completed your work, write this section. This should provide the reader with a compressed view of your entire work. Omit specific detail but be ensure it contains adequate
  • 131. 1.1 Introduction – Company overview Ensure this is your first numbered page!!!!!! $75,000 in Sales & Property Taxes $60,000 in Homeowner Property Taxes $600,000 in Homeowner Housing Expense Saved $1,100,000 Paid to Local Trade Contractors & Suppliers $45,000 in Permit and Professional Fees $60,000 in Local Purchases /other misc $700,000 in Wages Paid (Fiscal Year)
  • 132. $1,100,000 in ReStore Sales of Donated & Recycled Goods $500,000 in Volunteer Wage Benefit Generated per year in Citrus County Page 1 Habitat for Humanity of Citrus County, Inc Website: Link Wikipedia: Link Our Mission https://www.habitatcc.org/mission.php VISION A world where everyone has a decent place to live. MISSION STATEMENT Seeking to put God's love into action, Habitat for Humanity brings people together to build homes, communities and hope. HABITAT FOR HUMANITY OF CITRUS COUNTY MISSION STATEMENT Habitat for Humanity of Citrus County is a nonprofit, ecumenical Christian housing ministry who seeks to put God's love into action by bringing people together to build homes, neighborhoods and hope. We work to eliminate substandard housing for people of all backgrounds, races and religions by providing simple, decent, affordable housing to those who have a need, ability to pay and willingness to partner. Driven by the vision that everyone needs a decent place to live, HFHCC was founded in 1993. Since then, HFHCC has increased the number of houses we build each year in Inverness, Crystal River, Homosassa and Hernando. Blessed with the support of benefactors, churches, businesses, civic organizations and others, we celebrated our 25th year with the completion of 175 homes. To date we have completed construction on 175 homes. Habitat for Humanity is not a charity or a give-away program. Partner families pay a small down payment and maintain a no- interest mortgage. They also invest hundreds of hours of labor—
  • 133. sweat equity—into building their own homes and the homes of others. Through financial support, volunteering or adding a voice to support affordable housing, everyone can help families achieve the strength, stability and self-reliance they need to build better lives for themselves. Partner families work alongside generous Habitat volunteers who donate time, skills and energy to help build the houses. We are people from different faiths, diverse backgrounds and many economic levels. We work toward a common goal, honoring the dignity of each person by helping each one secure a safe, secure and decent place to live. NON-PROSELYTIZING POLICY "As a matter of policy, Habitat for Humanity International and its affiliated organizations do not proselytize. This means that Habitat will not offer assistance on the expressed or implied condition that people must either adhere to or convert to a particular faith, or listen and respond to messaging designed to induce conversion to a particular faith". Our Villagehttps://www.habitatcc.org/our_village.php Habitat for Humanity of Citrus County, Inc., is pleased to share our story about Southern Pines Village in Inverness, Florida located in Citrus County. The team at Habitat envisioned a deed restricted Habitat village in our county to bring people together in a neighborhood setting. Historically, Habitat for Humanity's construction lots have been scattered throughout the county, mainly as a result of donor gifts. Southern Pines is the first time that the Citrus County affiliate has had the opportunity to create its own deed restricted village in Citrus County Florida. Southern Pines Village is a 33 single family community for qualified families earning under 80% Area Medium Income. Today 24 families reside in Southern Pines Village in Inverness Florida and the remaining 9 will take residence in early 2019. The homes are on quarter-acre lots and include paved streets and city water. The development is located on S. Apopka Avenue and is only a
  • 134. few blocks from Downtown Inverness. This subdivision is close to shopping, dining and many healthcare facilities along Highland Boulevard, including Citrus Memorial Hospital. Home Ownership Requirements https://www.habitatcc.org/director_message.php Basic Requirements • You must have lived or worked in Citrus County for the past 12 months. • You must be a US Citizen or Permanent Resident. • If married, you must apply with your spouse. • You must wait 2 years after foreclosure or bankruptcy has been finalized. Family Selection Criteria A volunteer Selection Committee consisting of Citrus County citizens considers applications based on the following criteria: Need: • You do not already own a home. • You are currently living in substandard housing, which would include any of the following conditions: - Home is in poor physical condition. - Home is overcrowded. - Rent is subsidized. - Rent is more than 30% of income. • Your household gross income is between 35% and 80% of the area median income. Income Eligibility (effective 05/14/2019) Annual Gross Income Guidelines for Consideration of HFHCC Partnership for Homeownership Family Size Min. Income Max. Income 1 $14,814.00 $29,550.00 2
  • 135. $14,814.00 $33,750.00 3 $14,814.00 $37,950.00 4 $15,814.00 $42,150.00 5 $17,100.00 $45,550.00 6 $18,360.00 $48,900.00 7 $19,620.00 $52,300.00 8 $20,880.00 $55,650.00 Ability to pay • You have proof of at least 1 year of steady, verifiable, annual income. • You do not have any judgments or liens against you. • You do not have excessive debt or multiple accounts in collection. • You pay your rent on time. Willingness to partner with Habitat • Contribute 500 hours of sweat equity hours. • Attend Habitat homeowner training classes. • Pay $2,000 towards closing costs. Sweat Equity Sweat equity is the single most important strategy Habitat uses to empower future homeowner families (partner families) and one of the features that sets us apart from other affordable
  • 136. housing providers. Habitat uses the term “sweat equity” to refer to the hours of labor our homeowners dedicate to building their homes and the homes of their neighbors, as well as the time they spend investing in their own self-improvement. Habitat for Humanity of Citrus County partner families begin their sweat equity after being accepted into the program, and they must complete a minimum of 500 hours before they can move into their homes. Sweat equity reduces the amount of paid labor needed for a house, which in turn helps reduce cost. Additionally, time spent building their own homes instills a sense of pride and ownership, teaching the basic building and house-maintenance skills that are necessary for home ownership. Most importantly, by going beyond a mere financial investment in their property and performing sweat equity alongside other volunteers and neighbors, Habitat homeowners gain a greater sense of self-worth and become more personally invested in their community. How To Apply ***APPLICATION PERIOD IS NOW ***OPEN***. PLEASE SEE THE LATEST NEWS ON OUR HOME PAGE FOR DETAILS REGARDING HOME OWNERSHIP INFORMATION SESSIONS AND ORIENTATIONS*** The first step toward homeownership is by attending a Homeowner Orientation Session. Call Family Services at 352- 563-2744 or visit our office at 7768 W. Gulf to Lake Hwy, Crystal River, FL 34429 to find out when the next orientation is. Frequently Asked Questions Are Habitat for Humanity homes FREE? No. All Habitat for Humanity homeowners pay a small amount of closing costs when they have completed the program and all Habitat for Humanity homeowners will pay a monthly mortgage loan payment until the home is paid in full, usually after 20 to 30 years. One of the benefits of having a Habitat for Humanity home mortgage in Citrus County, Florida, is that our mortgage