Alachua County Fleet Management 5620 NW 120 th Lane Gainesville, Fl

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1 Alachua County Fleet Management 5620 NW 120 th Lane Gainesville, Fl Business Plan Fiscal Year

2 Table of Contents Executive Summary 3 Business Description & Vision 3 Mission 3 History 4 Importance to the County 5 Goals and Objectives 6 Statutes and Regulations 7 Successes and Pitfalls 8 Definition of the Market 9 Services Offered, Volume 9 Current Listing of Customers 10 Process Flow Charts 11 Successful Processes 11 Processes Identified for Improvement 13 Organization & Management 21 Department Organization 21 Fleet Bios 21 Organizational Chart 23 Diversity in the Workplace 24 Financial Management, Performance Measures, Benchmarks and Comparatives 25 Budget Trends 25 Major Projects 27 Performance Measures/Benchmarks 28 Statistical Information 28 Comparison to the Florida Benchmarking Consortium 29 Strategic Planning 29 Strategic Priorities 29 Strategic Goals 29 2

3 Executive Summary Alachua County Fleet Management is an organization committed to providing safe, cost-effective, reliable, and efficient vehicles and equipment through a variety of services including: Comprehensive asset replacement planning and budgeting Maintenance and repair functions The provision of fuel and surplus asset liquidation These services are provided to all internal customers and provided on an as-requested basis for 26 other agencies in and around Alachua County. Fluctuating fuel costs, County growth driving increasing demands for service, the introduction of new technologies, the lack of local parts availability for heavy trucks and equipment, and the increasing cost of specialized vehicles and equipment will be primary areas of focus for Fleet Management. To address these needs, we will need to ensure the availability of funding for future asset replacement, keep staff trained on the newest technology, ensure vehicle availability is maximized, and ensure the delivery of fleet services do not adversely impact other County Departments in their delivery of services. Fleet Management is funded through an internal service fund with a fully burdened labor rate and fee schedule. This means that revenues generated by providing fleet maintenance and repair services, parts, and fuel allow the Division to operate in a self-sufficient manner. Currently, we provide a labor rate that is 47% below the retail market and 18% below other local government agencies. These rates make our services appealing to other government agencies that may not have their own fleet services, and to agencies that do not have staff specifically trained to address the needs of specialized vehicles and equipment such as those found in the Fire Rescue services. Business Description & Vision MISSION Assist our customers in the effective completion of their missions by providing safe, reliable, and efficient fleet vehicles and equipment at a competitive cost with high quality service. 3

4 HISTORY The current Fleet Management Facility was built in Fleet Management has not supported the Sheriff s fleet since In 1987, Fleet Management transitioned to an Internal Service Fund. This was done to meet the legal requirements of billing for vehicle and equipment repair to the gas tax funded divisions of Public Works. At this time, fully burdened, break even labor rates were set for users of the fleet services. These labor rates have continued to increase over time, but remain well below the retail market and other government agencies. Fleet Management opened a satellite shop at the South West Landfill in 1987, and operated it until the closure of the landfill. That operation was moved to a new shop facility at the Leveda Brown Environmental Park in 2002, to allow for more efficient and effective maintenance and repair of vehicles and equipment used in the handling of solid waste. In 1989, Fleet Management made a transition from all paper based fleet tracking to a computer based system. All data input was managed through the office staff, technicians continued to track billable hours on paper work orders. In 1991, Fleet Management started doing work for other agencies around the County. The first work was done for the State Attorney s Office and shortly after came the City of Alachua Police Department. This work provides an offset in the operational cost of Fleet Management to the County and provides services to other agencies at a reduced cost. We currently provide services to 26 other agencies and in FY14/15 we billed $216,100 to these agencies. In 1993, we built the current fuel station at the Public Works compound to provide gasoline and diesel fuel for the fleet. An automated tracking system was also part of this upgrade. A regenerative wash system was built to prevent environmental damage while cleaning vehicles and equipment in We upgraded the fleet tracking program to Faster in 1996 and started technician data entry at that time; Faster was upgraded again in We started a skill based pay system in 1999, merging three levels of technicians into one broadband range and compensating for current ASE certifications. There are ten certifications that are relevant to the daily operations that the pay system is built around. A pump test facility was built in 1999 to pump test fire apparatus to ensure the equipment continues to meet UL Performance Standards. Fleet Management took over the management of the Vehicle Replacement Fund in We purchased the first Hybrid Toyota Prius Sedans in We started the use of Biodiesel as an alternative fuel in Fleet Management started Self Directed Work Teams in 2005, giving way to better communication with users of Fleet services and improving customer relations. In 2005, an overhang and concrete was added to the rear of the main shop to increase technician work space without the full cost of adding additional bays. 4

5 In 2014, our fuel storage and dispensing equipment at the Leveda Brown Environmental Park was upgraded to double the capacity and reduce the contracted amount for fuel deliveries at that location. IMPORTANCE TO THE COUNTY Fleet Management s importance to the County comes from the services that we provide and the impact each has on effectively controlling the financial impact of operating a fleet of vehicles and equipment. We will start with vehicle and equipment replacement planning in conjunction with managing two vehicle replacement funds. With proper vehicle replacement planning, strategies to minimize the Total Cost of Ownership can be employed for each type of vehicle in the fleet. Such strategies include identification of the most cost effective life cycles, the review of acquisition options such as leasing or purchasing, and standardization of vehicle makes and models to reduce repair parts inventory and expedite repair times. With the management of two vehicle replacement funds, one for gas tax funded vehicles and equipment and the other for the general fund departments, we ensure funds are available for the future replacement of vehicles and equipment as they reach the end of their life cycle. This type of planning reduces the capital costs associated with owning a large fleet along with evenly dispersing the cost over time. Vehicle maintenance and repair services provided by Fleet Management provide many benefits to the Departments utilizing the service. These benefits include, but are not limited to: a thorough Preventative Maintenance program, reduced cost for service as compared to the retail market and other government agencies, quicker turnaround times on repairs, and technicians that specialize in the complex vehicles and equipment owned by the County. We provide the ability to schedule maintenance and repairs around the user s needs and generally provide service in a timelier manner whether in the shop or supporting operations in the field. These services reduce fleet operating costs through less downtime, lower per hour labor rates, and less need for backup units in the fleet. Fleet Management is responsible for the acquisition, storage, dispensing, and tracking of fuel utilized by County Departments. Along with supporting daily operations, we ensure fuel is available to operate in emergency situations and that we have the capacity to deliver fuel to the site to support emergency functions. As part of the tracking of fuel usage, Fleet Management is responsible for ensuring that the taxes paid for on-road and off-road fuel usage are accurate and that the tax returns are filed monthly, ensuring those tax refunds continue to be returned to the County. 5

6 Goals and Objectives 1. Maintain current high level of customer service and user satisfaction. Provide additional customer service training to all staff. Start leaving customer survey cards in vehicles upon work completion to better measure current customer satisfaction levels. Start an online customer survey system. Ensure customer concerns are addressed during the repair process and that proper feedback is given. 2. Continue to maintain a high percentage of vehicle and equipment availability. Ensure that Preventative Maintenance Task Lists for each vehicle class are up to date. Ensure that Preventative Maintenance Services are performed on time. Ensure that Vehicle Replacement Schedules and review criteria are followed to identify vehicles nearing the end of their useful life cycle. Standardize fleet vehicles and equipment to expedite repairs. Pursue acquisition options that help reduce maintenance and repair needs. 3. Continue to maintain a low average maintenance cost per vehicle. Standardize fleet vehicles and equipment. Pursue acquisition options that help reduce maintenance and repair needs. Maintain technician accountability. Ensure that Preventative Maintenance Services are performed on time. Provide relevant vehicle and equipment training for technicians. Provide additional operator-specific training for specialized equipment as needed. 4. Expand the use of alternative fuel vehicles such as Compressed Natural Gas, Plug-in Electric Hybrid Vehicles, and Plug-in Electric Vehicles. Identify areas where compressed natural gas vehicles, plug-in electric hybrid vehicles, and plug-in electric vehicles can be utilized in the fleet. Work with Facilities to address the installation of plug-in electric hybrid vehicle and plug-in electric vehicle charging stations. Obtain a contract for the purchase of compressed natural gas through the new retail location off of Williston Road. Purchase these types of vehicles as replacements for the current fleet when feasible. Promote a pool of plug-in electric hybrid vehicles and plug-in electric vehicles to replace multiple assigned vehicles when groups of vehicles with low usage are identified. 6

7 5. Continue to reduce fuel consumption and greenhouse gas emissions on current and future replacement vehicles and equipment. Continue with the right sizing of vehicles and equipment. Use Department of Energy guides to compare models for purchase, when applicable. Promote the No Idling Policy. Research new technologies to reduce vehicle weights and increase usable payload capacity. Transition to compressed natural gas, plug-in electric hybrid, and plug-in electric vehicles when possible. Provide a well-maintained fleet of vehicles and equipment for County use. Promote good operator maintenance and driving habits. Test the effectiveness of a telematics (GPS) system. 6. Continue to comply with environmental regulations. Provide regular training to staff on the handling, labeling, and disposal of products used in the maintenance and repair of fleet vehicles/equipment. Maintain up-to-date inspections and records on all fuel and fluid storage areas. Maintain up-to-date tank and storage registrations. 7. Replacement of current building or additional service delivery locations. Identify expectations for long-term service delivery levels. Identify areas where additional locations could provide economic benefit. Identify services that could effectively be provided in the downtown area. Develop a plan for funding options. 8. Maximize the use of fleet vehicles and equipment County-wide (Fleet Utilization). Explain the benefits of better asset utilization to departments and staff. Provide semi-annual utilization reports to management and department heads. Statues and Regulations The services provided by Fleet Management are discretionary, with no Federal, State, or Local Statutes to mandate a level of service. Once services are provided, we are responsible for following statutes and/or regulations pertaining to certain products we utilize in the provision of services. Storage, dispensing, and disposal of petroleum products are covered by Florida Statutes, Chapter 376, and Florida Administrative Code, Chapters and These statutes and codes outline the requirements for installation and maintenance of petroleum product storage facilities, as well as Pollutant Discharge Prevention and Contingency Requirements. 7

8 The reporting of fleet fuels used, the internal production of Biodiesel, and the ability to file for a partial tax refund on fleet fuels is covered under Florida Statute, Section 206. This statute requires us to complete a monthly Local Government User of Diesel Fuel tax return to pay the taxes on Biodiesel produced by the Environmental Protection Department and claim a partial refund on fuels used on- and off-road. Successes and Pitfalls Successes Fleet Management has been able to reduce capital equipment investments with programs to reduce the need for backup specialized equipment. Some of these programs include Total Cost Agreements, Lease Terms and Conditions, and Preventative Maintenance Schedules. Fleet Management has been able to optimize life cycles for fleet vehicles and equipment to provide savings in acquisition costs, as well as reductions in maintenance and repair expenditures. These savings have resulted from leased equipment, early replacement of certain vehicles, and extending life cycles when data shows a cost benefit. Fleet Management has been able to provide customers with reductions in vehicle and equipment acquisition and up-fitting costs through reviewing multiple purchasing options from turnkey units to component purchase and in-house builds. Fleet Management has partnered with Waste Management to include new technology in the truck industry when possible to increase payload capacities and fuel efficiencies, increasing productivity per gallon of fuel used and hours worked. Fleet Management labor rates are 48% below the retail market and 17% below other local government repair facilities. Fleet s asset management program provides a detailed history, giving us the ability to utilize solid data in the decision-making process. Fleet has a very knowledgeable and well-trained staff due to a skill-based pay system, longterm employment, and providing opportunities for training. Staff holds numerous Automotive Service Excellence and Emergency Vehicle Technician certifications. Fleet Management continues to provide service to 26 other local government agencies on an as needed basis, which reduces the cost of operations to Alachua County and provides other agencies with a lower fleet operating cost. Fleet has been recognized as one of the 100 Best Fleets in North America for several consecutive years. Pitfalls Specialized vehicles and equipment in the General Fund Vehicle Replacement Fund are not self-sustaining at this time. The Office of Management and Budget and Fleet are considering solutions to address this issue. 8

9 Monthly billing of Vehicle Replacement Fund charges increases workload on staff in Fleet Management, along with other departments. Once vehicles are fully funded, departments have an expectation of replacement regardless of mileage or condition, which is counter to cost-effective asset management. The Office of Management and Budget and Fleet will discuss annual payments to the Vehicle Replacement Fund. Fee schedule increases for Fleet Management have not been timely, resulting in a loss of fund balance over time. Fleet Management s ratio of support staff to technicians continues to drop, increasing the work load on the support staff with the increase of technicians and outside customers. Long-term fuel pricing is unpredictable, making two-year budget projections very difficult. The current fleet repair facilities are at capacity and are outdated. The local fleet-related business industry has been reducing parts inventory and does not provide adequate support for the medium and heavy truck and heavy equipment markets. This requires a larger internal parts inventory and/or prolonged downtime of vehicles and equipment. Definition of the Market Services Offered, Volumes Fleet Management provides fleet products and services to support the operational needs for all Departments under the Alachua County Board of County Commissioners, and provides Constitutional Officers and other local government agencies a portion of these services on an asrequested basis. By providing a well-trained staff of Fleet technicians with demonstrated skills in the areas of automotive service, and by having ready access to technical support, parts, and services for vehicles and equipment specific to local government s needs, we are able to manage our internal fleet in the most cost-effective manner and attract business from other local agencies. Business from other local agencies is beneficial to Alachua County because it allows us to reduce the cost of operations for the County while maintaining a staffing level capable of addressing emergency needs. Examples of government fleets with minimal to no local retail support requiring specialized service and repair are: fire apparatus, ambulances, aerial devices, animal services, and solid waste vehicles. Furthermore, there is limited product support in our immediate area for medium and heavy trucks, as well as construction and agricultural equipment. Our focus is on managing the procurement, maintenance and repair, fueling, and disposal of vehicles and equipment in the most cost-effective manner possible. This is accomplished through the following services: 9

10 Fleet asset management (which includes fleet replacement planning), vehicle specification writing, coordination of vehicle procurement, new vehicle up-fitting, and used vehicle disposal. Custom consulting and reporting services to assist our customers in lowering their fleetrelated costs by identifying under-utilized assets, charting cost trends, and keeping abreast of changes in the transportation industry. Fleet fueling services (including bulk fuel at two locations), automated fuel acquisition at five commercial locations, and on-site fueling for off-road equipment and machinery. Fleet maintenance and repair services including operation of two County-owned shops, along with field maintenance and repair services for off-road equipment and machinery. Materials management services including operation of two stockrooms that supply vehicle and equipment parts to fleet technicians and general use items to various County departments. Specialized services such as fire equipment pump test services. Business and planning services including managing and maintaining titles and tags for the County s fleet and managing two Vehicle Replacement Funds. To ensure services provided are competitive with the retail market and other local agencies, we compile labor rates from automotive, medium/heavy truck, and heavy equipment dealerships, along with labor rates and parts mark-up from other local government fleet facilities. These rates include in-shop service as well as on-road repair rates and are used as a comparison for our services. Other comparisons include requesting quotes from vendors for specific repairs and comparing to our actuals. Currently our labor rate is 47% below the retail market and 18% below other local agencies. Current Listing of Fleet Management Customers Alachua County Departments Alachua County Clerk of Courts Alachua County Property Appraiser Alachua County Supervisor of Elections Alachua County Tax Collector City of Alachua all divisions La Crosse Fire Department City of Waldo Hawthorne City/Parks Florida Department of Parks and Recreation District 2 Alachua County Housing Authority Windsor Volunteer Fire Department Newberry Fire Department Newberry Public Works Gilchrist County Fire Department Cross Creek Fire Department Alachua County Sheriff s Office Support Services Division University of Florida Grounds and Motor Pool ShandsCair High Springs Fire Department and Public Works Alachua County Health Department Alachua County Library and Bookmobile O Leno State Park Santa Fe College 10

11 Process Flow Charts Success Processes 11

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13 Processes Identified for Improvement 13

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21 Department Organization and Management Department Organization Fleet shop operations are set up to divide the customer base between customer service teams to ensure each department, regardless of size, receives quality, timely service. Fleet supervisors head the customer service teams and are actively engaged with the Fleet technicians. When customers call to schedule work or check on the status of a repair, the Fleet Supervisor is aware of the work flow and able to effectively answer questions. This organizational strategy has been beneficial in maintaining a high level of customer service and quality repairs. Fleet Manager Gerald Bailey: Fleet Manager Gerald Bailey began his career with Alachua County in Starting as a Fleet Technician, he then transitioned to Fleet Supervisor and then to Fleet Manager. Prior to coming to Alachua County, Gerald worked as a Truck Technician with Davis Express in Starke, Florida. Gerald is a member of the National Association of Fleet Administrators and is on the Automobile Advisory Board of Gainesville Job Corps. He is a Certified Public Manager through Florida State University, a Certified Master Automotive Technician, and a Certified Master Medium/Heavy Truck Technician. Fleet Supervisor Randy Loock: Fleet Supervisor Randy Loock started his career with Alachua County in 2001 as a Fleet Technician, then transitioned into his current Fleet Supervisor role. Randy has a vast knowledge of medium and heavy trucks, heavy equipment, and emergency response vehicles. He is a Certified Master Automotive Technician, Master Medium/Heavy Truck Technician, and holds multiple Emergency Vehicle Technician 21

22 certifications. Prior to working with Alachua County, Randy gained experience working in small, independent repair facilities following his graduation from Willison High School in Fleet Supervisor James Pagliuca: Fleet Supervisor James Pagliuca has been with Alachua County Fleet Management since He began as a technician working at the Southwest Landfill, then moved to the Leveda Brown Environmental Park, before moving to the Public Works facility and being promoted to Fleet Supervisor. In his role as Fleet Supervisor, a large portion of James s responsibilities are still directed toward customers in the solid waste business. Prior to coming to work with Alachua County, James worked for a number of years as a small business owner and a technician in the independent automotive repair industry. Parts Manager Sarah Delaughter: Parts Manager Sarah Delaughter began her career with Alachua County as a Stock Clerk in 1994, then progressed to her current position as Parts Manager. Sarah s experience in this field was solidified as an Inventory Controller, then Purchasing Agent, for a local retail parts supplier for 21 years prior to her employment with Alachua County. 22

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24 Diversity in the Workforce DEPARTMENT / DIVISION Total # of Employees White Race Black/ African - American Hispanic Asian Native Hawaiian/ Pacific Islander American Indian/ Alaskan Native Gender Two or more Races Male Female Fleet Management Fleet Management has attempted to recruit a diverse workforce when filling the Fleet Technician positions by advertising vacancies on various websites (such as needtechs.com), through the University of Florida s CareerSource, and through Santa Fe College. We have visited local automotive dealerships and independent retailers seeking additional recruitment ideas. Other attempts have included flyers placed on tool trucks and in retail parts locations that would be frequented by technicians. 24

25 Financial Management, Performance Measures, Benchmarks, and Comparatives 25

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27 Major Projects Fleet Management has several projects that will be addressed in the next three years such as refurbishing fire engines, implementing a GPS tracking system, and continuing to reduce the consumption of fossil fuels and lowering our greenhouse gas emissions. Fleet Management will be working with the Fire Rescue apparatus committee to develop the criteria for the refurbishment of fire apparatus that has reached the end of its original life expectancy. In 2004, Alachua County started purchasing new fire engines from E-One, a local manufacture in Ocala, Florida, to standardize the fleet and ultimately reduce the total cost of ownership for this class of vehicle. We have several of these units that will reach the end of their original life expectancy over the next three years, and we will be working on a program to possibly refurbish the units and extend the life rather than replace them with new units. The emphasis will be on adding additional years of life to each fire engine while reducing the total cost of ownership. To accomplish this, all components of the fire engine will be analyzed for rebuilding, remanufacturing, or replacement. New technology will also be addressed in the evaluation to reduce fuel consumption, maintenance costs, and downtime. With the implementation of a GPS tracking system, we will be able to monitor driving habits and vehicle usage, which is expected to lead to a reduction in fuel consumption and improved efficiency across all Departments. Currently, our fleet tracking system allows us to track vehicle mileage as reported at vehicle fueling, but does not give us the ability to track the frequency or duration of usage for vehicles. With the GPS system, we will be able to track detailed usage patterns to better determine the correct number of vehicles to meet the operational needs of Departments. As we look for new ways to reduce the usage of fossil fuels and lower our greenhouse gas emissions, we will be focused on the implementation of alternative-fueled vehicles and supporting infrastructure. The current focus is on a pilot program with plug-in electric sedans in three County Departments and two compressed natural gas bi-fueled pickup trucks in Public Works. Compressed natural gas fuel for this pilot will not require an investment in infrastructure as fuel can be acquired 27

28 from a retail location. This pilot will focus on the cost and benefit for each group based on fuel efficiencies, overall emission reductions, and operational costs. Performance Measures/Benchmarks Fleet Management tracks internal performance measures and outcomes that evaluate customer support, fiscal stewardship, and internal work processes. This is a list of performance measures and the target for each: Customer Satisfaction Rating: Target is 95%; FY 14/15 Actual was 96.75%. Unsatisfactory Repairs: Target is less than 2%; FY14/15 Actual was 1.07%. Preventable Breakdowns: Target is less than 2%; FY14/15 Actual was 0.17%. Emergency Response within 1 Hour: Target is to respond to 100% of Emergency Assistance Requests within 1 hour; FY14/15 Actual was 100%. Maintain a Labor Rate Lower than Market: Target is at least 15% below Public and Private Shops; FY14/15 Actual was 44% below market rate. Budget Spent: Target is not to exceed 100% annually, FY14/15 Actual was 83.35% Technician Accountability: Target is to maintain technician accountability at 95% or higher; FY14/15 Actual was 96.7%. Effectively Responded to Reports: Target is 100% of responses to County Leadership within the agreed upon time frames; FY14/15 Actual was 100%. Statistical Information Fleet Management tracks statistical information related to the annual workload of the Department and the usage of the fleet assets. Number of Work Orders Completed Annually: FY14/15 was 3,948; three-year average is 4,027. Revenue from Outside Customers Annually: FY14/15 was $216,099; three year average is $200,853. Total Gallons of Fuel Consumed Annually: FY14/15 was 495,719 gallons; three-year average is 472,585 gallons. The fleet is comprised of approximately 860 assets ranging from automobiles and light trucks, medium and heavy trucks, aerial bucket trucks, specialized animal control vehicles, lawn maintenance equipment, light and heavy construction equipment, agricultural equipment, and fire rescue apparatus. Assets maintained for other local agencies are the same as our internal fleet with the addition of passenger buses. 28

29 Comparison from the Florida Benchmarking Consortium A key indicator of technician productivity is measured by the percentage of direct labor hour billing achieved at the end of a reporting period. This is the number of direct labor hours billed by technicians during a reporting period as compared to their total available payroll hours. Total payroll hours include annual and sick leave, holidays, meetings, training, and any other indirect (non-billable) labor. The average for all agencies reporting is 77.57%, with our Alachua County Fleet Management Department actual percentage being 79.91%. Other comparisons based on the Florida Benchmarking Consortium for Fleet Management such as fuel usage, fleet composition, and average annual maintenance cost per unit are difficult to make. The primary reason these are not reliable indicators of performance are that they do not take into consideration the asset usage. Asset usage will have a direct impact on fuel usage and annual operating costs while indirectly identifying under- and over-utilized assets. Fleet Management Strategic Plan Mission Assist our customers in the effective completion of their missions by providing safe, reliable, and efficient fleet vehicles and equipment at a competitive cost with high quality services. Strategic Priorities Ensure Sustainability of Vehicle Replacement Funds. Ensure Adequate Parts Supply to minimize fleet downtime. Streamline Preventative Maintenance Program. Goals 1. Identify ways to ensure future funding needs for specialized vehicles and equipment in the Vehicle Replacement Fund are met. A. Identify current inflation factors on specific specialized equipment in the fleet. Update Vehicle Replacement Fund fee schedule to match inflation factors. 29

30 B. Identify future life expectancies of specialized equipment. Perform cost analysis of long- and short-term life expectancy options. Evaluate trade and auction value estimates at different life expectancies. C. Identify acquisition options for specialized equipment. Evaluate various government contracts and lease options. Evaluate purchase options such as turnkey units or component purchase with in-house builds. Outcomes will be measured by the ability of the equipment s recovered balance and disposal revenue to fully fund the replacement cost. 2. Ensure adequate parts supply is available to effectively manage downtime on medium and heavy duty trucks and heavy equipment. A. Identify and update listings of critical need parts for inclusion in inventory. Identify usage and set inventory levels. Reduce expenditures for freight to acquire parts. B. Update listings of high usage parts and supplies for inclusion in inventory. Verify vendor on-hand availability and acquisition timeframes. Set inventory levels to maintain current usage levels. Reduce expenditures for freight to acquire parts. C. Identify and remove unneeded inventory items. Reduce total cost of inventory on hand Outcomes will be measured by reduced expenditures for freight, reductions in equipment downtime, and volume of inventory on hand. 3. Streamline Preventive Maintenance Program to reduce the impact on vehicle end users. A. Identify possibilities for onsite Preventive Maintenance services for Fire Rescue vehicles. Look at feasibility of onsite servicing of multiple units at one time. 30

31 Look at environment impacts. Identify savings from units being delivered and picked up by staff from Fire Rescue. B. Identify the possibility of a downtown location for Preventive Maintenance services and minor repair. Identify which vehicles could effectively utilize a downtown location. Is there a cost effective location available? How would it be staffed? How would this benefit the workflow in the main shop? C. Identify the possibility of a Quick Lube service at Public Works. How would it be staffed? How will it be scheduled? What will the Fee Schedule be? What would the capital investment be? Outcomes will be measured by reduced cost to Fleet customers, reduced downtime, and reduced vehicle transportation time. 31