government fleet march/april 2011

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GF03_C2-1.indd 1GF03_C2-1.indd 1 2/23/11 1:58:59 PM2/23/11 1:58:59 PM

2 Government Fleet March/April 2011

GOVERNMENT FLEET

ON THE COVER:

On The Cover - Boosting morale improves productivity and should be a priority for any manager. Fleet managers share methods of keeping staff motivated without offering raises.

MARCH/APRIL 2011 • A BOBIT PUBLICATION • VOLUME 9 - ISSUE 2 WWW.GFLEET.COM

14 BOOSTING MORALE CAN HELP IMPROVE OPERATIONSStrong leadership and understanding, combined with a little creativity, can help keep productivity and employee morale high when resources are low.

22 LEVERAGING PROCUREMENT DOLLARS IN A ZERO-GROWTH BUDGET ENVIRONMENTPublic sector fl eet manager creativity is one key to “getting the most bang for the buck” in a time of tightening purse strings and unpredictable fuel prices.

26 BE PART OF THE SOLUTION, NOT PART OF THE PROBLEMAs public sector fl eets face increasing scrutiny, fl eet management must keep the public and of-fi cials informed, ensure competitive service costs, and maintain customer service levels while reducing costs.

28 A ‘STATE OF THE FLEET’ REPORT CAN ENHANCE FLEET IMAGEFleet managers can use an annual fl eet report to inform decision-makers who impact funding, user departments, and fl eet employees about both fl eet management accomplishments and challenges.

32 SOLUTIONS TO THE TOP CHALLENGES FACING PUBLIC SECTOR FLEETSA group of Florida fl eet professionals representing some of the top fl eets in North America met to discuss the top 10 challenges facing public sector fl eets and what they are doing to meet them.

36 BEYOND THE PATROL CARLaw enforcement vehicles come in all shapes in sizes. In addition to the traditional patrol vehicle or motorcycle, there are many other vehicles law enforcement offi cers use to keep the peace.

4 ON THE WEB

6 MAIL STOP

8 INDUSTRY NEWS ■ San Diego Fleet Functions Out for Bid ■ Calif. to Cut Passenger Fleet in Half

48 PUBLIC FORUM ■ Fleet Management is People

Management

14

22

36

OBipsfFsomo

FEATURES

DEPARTMENTS

38 WHAT TO CONSIDER WHEN SPEC’ING EXCAVATORSWhether renting or buying, fl eets must ensure excavator specs meet the needs of the application. Fleet managers and equipment manufacturers weigh in on factors to consider.

//////// O F F - R O A D E Q U I P M E N T //////////////////////////////////

38Government Fleet (USPS 740) is published bi-monthly, with an additional issue in June, by Bobit Business Media, 3520 Challenger Street, Torrance, California 90503-1640. Periodicals Postage Paid at Torrance CA 90503-9998 and Additional Mailing Offi ces.POSTMASTER: Send address changes to Government Fleet, P.O. Box 1068 Skokie, IL 60076-8068. Please allow six to eight weeks for address changes to take effect. Please allow six to eight weeks to receive your fi rst issue. Bobit Business Media reserves the right to refuse nonqualifi ed subscriptions. Please address editorial and advertising correspondence to the executive offi ces at 3520 Challenger Street, Torrance, California 90503-1640. The contents of this publication may not be reproduced either in whole or in part without the consent of Bobit Business Media. All statements made, although based on information believed to be reliable and accurate, cannot be guaranteed and no fault or liability can be accepted for error or omission.

GF03_TOC.indd 2GF03_TOC.indd 2 2/23/11 1:59:52 PM2/23/11 1:59:52 PM

GPS Insight Customizable Dashboard Interface

» Garmin “Canned” Messages

Drivers can send 1-click responses to dispatch, rather than typing each out.

» Comparison Graph Dashlet

Compare groups/vehicles in terms of mileage, idle hours, and speeding activity.

*GPS Insight continually improves our fleet tracking product. Every month new features are added based on customer requests. Please visit blog.gpsinsight.com for more information about these improvements.

New Features Added This Month*

8+0+��Ø3�/For the 5th year in a row, GPS Insight will

exhibit at the NAFA Institute & Expo.

(in the Greeen Zone) and enter to win a

Free Garmin nuvi.

Stop by and see us at Booth #915

GF03_TOC.indd 3GF03_TOC.indd 3 2/23/11 2:00:07 PM2/23/11 2:00:07 PM


What You're Reading

www.government-fl eet.comw

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GF0610fordgreener.indd 1 5/12/10 1:04:27 PM

CITY OF SAN DIEGO FLEET FUNCTIONS OUT FOR BIDThe Fleet Services Department maintains more than 4,000 City-owned vehicles, including police cars and fi re trucks.

TACOMA TO BUY 91 EVS AND HYBRIDSThe City Council approved the purchase of ten 2011 Nissan LEAF electric vehicles, seventy 2011 Ford Crown Victoria Police Interceptor vehicles, and eleven 2010 Ford Fusion Hybrid detective vehicles in the amount of $2.6 million.

SACRAMENTO REDUCES FUEL COSTS & IMPROVES PRODUCTIVITY WITH TELEMATICSAfter an ROI analysis, the City has concluded that the system has paid for itself in two short months. Now that is effi ciency!

GRAND JURY PRAISES FRESNO COUNTY SHERIFF’S FLEET MANAGEMENTThe grand jury investigated the Fresno County Sheriff’s Offi ce’s vehicle purchasing program, take-home vehicle program, and its fl eet maintenance and offered no recommendations for changes.

CNG REFUSE TRUCKS TO SAVE RICHMOND $1MAs a member of the U.S. Department of Energy’s Clean Cities program, the City of Richmond saw the opportunity to make a difference through the use of alternative-fuel-powered vehicles. In addition, by analyzing its overall fl eet and routes, the City has concluded it can reduce its refuse truck fl eet from 38 to 25 and its routes from 109 to 88.

MARKET TRENDSBy Mike Antichwww.government-fl eet.com/Blog/GF-Market-Trends.aspx

December 6: You’re Only as Good as Your Staff

November 22: Be Part of the Solution, Not Part of the Problem

November 15: Maximizing Uti-lization as a Cost-Containment Strategy

November 8: Redefi ning Fleet Management in an Era of Zero-Growth Budgets

THE

WHAT WE’RE BLOGGING ABOUT

WWBBBBBLO

521

2

3

4

5

Government-fl eet.com’s Top 5 most popular stories as of February 22, 2011.

ANTICH

THE FLEET CHANNELS

Use the navigator on the government-fl eet.com home page to browse the latest articles from the channels. Enter a channel to view in-depth news, articles, tools, calculators, and more related to that specifi c topic.

Research, compare, and view the latest equipment and vehicles for your public sector fl eet.

• Snowstorms Have City Fleets Working Overtime

• Asphalt Equipment

• Maintaining Pavement and Asphalt Equipment

• Maintaining Loaders and Backhoes

• Keeping Grounds Maintenance Equipment in Top Shape

Industry Trends Telematics Safety Remarketing Fuel

RECEIVE BREAKING NEWS WHEN IT HAPPENSSign up for Government Fleet’s bi-weekly eNewsletter for timely updates on the latest industry news in public sector fl eet management, as well as research and trends, industry events, and current Government Fleet magazine articles and features. Subscribe at www.government-fl eet.com.

FLEET BLOGS:

The Voice of the Fleet Community (www.fl eetblogs.com)

February 21: What are your vehicles saying?by Kate Harland

February 15: Do Alternative Fuels Need Government Incentives?by Joseph Thompson

February 14: Current Events Impact Fleets….by Jennifer Sutherland

February 9: Middle East Chaos and Fuel Pricesby Wayne Smolda

January 30: $5 a Gallon Gasoline by 2012by Mike Wade

Interested in starting your own blog? Go to www.fl eetblogs.com for more information.

2011 Nissan LEAF

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http://www.government-fl



http://www.fleetblogs.com

http://www.fl

GREENER.At Ford Fleet, we believe in getting the most out of green technology. We’re continually working to improve vehicle performance while decreasing negative environmental impact. Our proprietary EcoBoost™ engine* can do just that for your fl eet. It combines turbocharging and direct-injection technologies to provide the performance of a V8 with the fuel economy of a V6.** Our ultimate goal is to go beyond producing a more powerful and greener fl eet — to ensuring every mile your fl eet drives barely leaves an impression at all. Ford Fleet. Get More.

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MAIL STOP

AF0111wex.indd 1 12/13/10 2:33:04 PM

STAFF BURN-OUT CONCERNS

Wow, I had to look to see

if you were hiding in my

offi ce somewhere after read-

ing the editorial, “Increased

Concern about Staff Burn-

Out.” (See January/February

GF.) This article sounded

like “As Loveland’s Fleet

Turns.”

It is comforting to know

our situation is shared by

countless colleagues across

the country. My very astute

director counseled me one

day when I was ranting about

“doing so much with less, I

was now doing everything

with nothing.”

He pointed out that

throughout his public service

career, he had never met a

manager who had suffi cient

time to complete everything

he or she needed to get done.

And, if he or she had, that

meant the manager’s duties

could probably be com-

pleted by lower staff and he

or she wasn’t needed in the

organization.

That fact makes you

realize you can only do your

best and probably will never

be “caught up.” The impor-

tant perspective is always try

and make progress — never

give up!

Steve Kibler, ACFMFleet Manager

City of Loveland, Colo.

NEEDS CONSTANT ATTENTION

The blog, “You’re Only

as Good as Your Staff,” was

right on target. (See page 48

in this issue.) We use com-

ment cards, employee sur-

veys, and electronic survey

tools, but, when all is said

and done, it is a behavior we

are trying to cultivate within

our employees at all levels.

I care less about what is on

a customer survey than I do

about how my staff and I in-

teract with our customers in

their daily activities. I always

view surveys as a “what

happened right before I fi lled

this out” versus hearing that

we treated customers the

same exceptional way each

and every day. This is not to

say we have a perfect cus-

tomer service atmosphere; it

is a growing thing that needs

constant attention to ensure

it grows. Our staff members

know the importance of

service, and we remind each

other of that.

Dennis HoganFleet Services ManagerFleet Services Division

City of Cedar Rapids, Iowa

INFLUENCED & ENLIGHTENED

I retired after 40-plus

years in automotive fl eet

service, 20 of those years

as fl eet director of Marion

County, Fla., Sheriff’s Offi ce.

I want to let

you know that

through those

years, you

have greatly

infl uenced

and enlight-

ened my

career with

your articles.

Your jour-

nalistic style

always made

the subject

matter ob-

jective and

understandable. Thank you

for your contribution to our

profession.

Bill Boss, the former

operations manager, was

promoted to the fl eet direc-

tor position. In preparing

him for the position, I gave

him one of your articles

I have had pinned to my

cork board for several years

titled, “14 Traits of a Great

Fleet Manager.” I told him

if he attains those traits, he

will succeed. You should

put that article out every few

years to remind everyone as

to what they’re supposed to

be doing.

Thank you for all you have

given to our profession.

Wyatt EarpRetired Director

Marion County Sheriff’s Offi ce Fleet Management Division

Ocala, Fla.

CUSTOMER SERVICE ROADMAP

The blog, “You’re Only

as Good as Your Staff,” was

right on target, as usual.

While working for the City

of Oxnard, Calif., we took on

the theme of improving cus-

tomer service and established

a focus group from through-

out the shop to work on those

improvements. It turned out

to be much bigger than we

thought,

with numer-

ous pro-

cesses that

affect our

customers’

perception of

our service.

The most

important

thing we did,

however,

was create

a survey to

ascertain

what our

customers actually want and

expect from us, not what we

think they want. We already

ask them how we’re doing,

so this was a fresh and

productive approach. We now

have a roadmap of what our

customers think is important

and what they value most.

We are using that to direct

our efforts for further

process improvement.

Dan BerlenbachEquipment Maintenance

SuperintendentEquipment Mgmt. Division

City of Phoenix

At the time the above letter was written, Dan Berlenbach was fl eet services manager for the City of Oxnard, Calif. Since then, Berlenbach accepted the position of equipment maintenance superintendent on Jan. 10 for the City of Phoenix Equip-ment Management Division. Berlenbach had worked for the City of Oxnard since 2004. During his tenure, the City of Oxnard was named No. 4 in the 100 Best Fleets program in 2010.

– Editor

BE PART OF THE SOLUTIONThe GF blog entitled, “Be

Part of the Solution, Not

Part of the Problem” was

a great article! (See www.

government-fl eet.com/blogs.)

Hopefully the pencil-pushers

will get a clue at how hard

fl eet managers work.

As for the fl eet managers

who sit on their bottoms and

turn away from any options to

save money, hopefully it will

cause them to jump up and

stop thinking they are untouch-

able. Thanks for the article.

E-mail from JAFTLLC

GAINED A NEW SUBSCRIBER

I wanted to let you know the

GF blog, “Be Part of the Solu-

tion, Not Part of the Problem,”

was a wonderful post. You

have gained a new subscriber.

Please continue this great

work, and I look forward to

more of your great blog posts.

E-mail from ServiceEquipment

t

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a

c

p

o

im

th

ho

w

a

as

wh

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AF0111wex.indd 1 12/13/10 2:33:04 PMGF03_Letters.indd 7GF03_Letters.indd 7 2/23/11 2:02:26 PM2/23/11 2:02:26 PM


INDUSTRY NEWS

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SACRAMENTO, CA –

Governor Jerry Brown

issued an executive order

Jan. 28 to immediately halt

non-emergency new-vehicle

purchases and turn in fl eet

vehicles not essential to State

business. The governor plans

to cut California’s 11,000-unit

passenger vehicle fl eet in half.

Brown said his goal is

to halve the number of the

state’s passenger cars, trucks,

and home storage permits

that allow use of State cars

for daily commuting. The De-

partment of General Services

estimates the State previously

issued approximately 4,500

home storage permits that

don’t serve a health or public

safety function.

“Fifty percent is a start-

ing point. If we fi nd more

waste, we’ll make more cuts,”

Brown stated in a release.

Executive Order B-2-11 di-

rects every agency to imme-

diately review their organiza-

tion’s home storage permits

and withdraw those that are

not essential or cost-effective.

The review will take into ac-

count public health and safety

employees who may need a

vehicle around the clock and

situations where it is more

cost-effective to provide ve-

hicles to certain employees.

Brown’s order instructs

agencies and departments to

analyze the purpose, neces-

sity, and cost-effectiveness of

every fl eet vehicle and submit

a plan for cutting unneeded

vehicles. Non-essential

vehicles must be sold or

transferred within 120 days

of the plan’s approval. Brown

will also move underutilized

vehicles to new locations to

improve fl eet effi ciency.

According to the executive

order, the State fl eet has a

replacement value exceed-

ing $1.5 billion, uses more

than $90 million in fuel,

and incurs tens of millions

of dollars in other operating

expenses. It also stated that

State agencies report thou-

sands of vehicles go under-

utilized each year.

SAN DIEGO – The San Diego City Council

approved a plan Feb. 1 to bid out the functions

of its Fleet Services Department, which main-

tains more than 4,000 City-owned vehicles,

including police cars and fi re trucks.

Fleet Services is one division within Gen-

eral Services and is responsible for providing

a full range of fl eet management services to

the City of San Diego. According to coun-

cil meeting documents, the City intends to

acquire the services of a provider (City em-

ployees or outside vendor) to service its Fleet

Services operational needs through a managed

competition process.

City staff will use a Preliminary State-

ment of Work (PSOW) to create a request

for proposals from interested fi rms. PSOW

is the fi rst step in the managed competition

procurement process. The PSOW documents

service specifi cations and is presented to the

City Council for consideration and public

comment.

City of San Diego Fleet Functions Out for Bid

City of Lincoln Settles Bad Biodiesel Shipment Lawsuit LINCOLN, NE – The City of Lincoln, Neb., agreed to settle a lawsuit for $40,000 over a

shipment of bad soy diesel fuel believed to have damaged 25 City transit buses, according

to the Lincoln Journal Star.The City’s mass transit carrier StarTran began having problems with its buses not starting

after receiving 21,000 gallons of soy diesel fuel in 2008. Testing confi rmed it was caused

by “injector and fuel pump clogging from the fuel,” according to the suit.

The suit alleged the supplier was negligent for providing the City with bad diesel, which

led to the need to replace fuel pumps and injectors that cost nearly $100,000, plus lab test-

ing, the newspaper reported.

The City originally sought $101,000 but settled because of the cost of going to trial,

according to the newspaper.

VP and Group PublisherSherb Brown

(310) 533-2451 • [email protected]

PublisherEric Bearly


Editor and Associate PublisherMike Antich


Senior EditorsLauren Fletcher


Grace L. Suizo(310) 533-2414 • [email protected]

Assistant EditorThi Dao


Web EditorGreg Basich


Field EditorsBob Cavalli, Al Cavalli

Production Director/ManagerKelly Bracken

(310) 533-2574

Brian Peach(310) 533-2548

Art DirectorVince Taroc

Editorial ConsultantHoward Rauch

DISTRICT ADVERTISING MANAGERS

Publisher/Sales ManagerEric Bearly


Great LakesRobert Brown Jr.

1000 W. University Dr., Ste. 209Rochester, MI 48307

(248) 601-2005 FAX: (248) 601-2004

[email protected]

Sales & Marketing CoordinatorTracey Tremblay(310) 533-2518

Chairman Edward J. Bobit

President & Chief Executive Offi cerTy F. Bobit

Chief Financial Offi cerRichard E. Johnson

Business and Editorial Offi ceBobit Business Media 3520 Challenger Street

Torrance, CA 90503-1640FAX: (310) 533-2503

Change Service Requested Return AddressGovernment Fleet

PO Box 1068Skokie, IL 60076-8068

Printed in USA

Calif. to Halve Passenger Vehicle Fleet

California Gov. Jerry Brown

GF03_Indy.indd 8GF03_Indy.indd 8 2/23/11 2:03:27 PM2/23/11 2:03:27 PM

mailto:[email protected]









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INDUSTRY NEWS

WT0311perc.indd 1 2/10/11 2:02:54 PM

Michigan State Police Investigating Alleged Gov’t Fleet ScamCHEBOYGAN, MI – The Cheboygan offi ce

of the Michigan State Police (MSP) arrested

a man involved in an alleged scam involving

government fl eet contracts on Jan. 3, accord-

ing to a release on the MSP website.

MSP is currently investigating an alleged

fraud/scam complaint in which Bruno Val

Novel, 43, posed as the new vendor for state

and federal government vehicle fl eet contracts,

the release stated.

The investigation determined the subject

allegedly approached numerous small busi-

nesses in the automotive service industry in

Cheboygan, Presque Isle, Alpena, Alcona, and

Iosco counties, promising the businesses they

would be the exclusive automotive service pro-

viders for state and federal fl eet vehicles.

The businesses allegedly signed fraudulent

contracts for a new credit card terminal, which

required personal identifi cation information

from the business owner, including the busi-

ness’ bank account information.

In addition to promising government fl eet

contract business, Novel also allegedly prom-

ised that participating businesses would receive

a federal grant of $80,000 in February 2011.

Novel was arrested in Alpena on Jan. 3

and was returned to Cheboygan County,

where he was charged with fi ve counts of

fraudulent activities, each a 10-year felony.

He was arraigned in the 89th District Court

in Cheboygan, the release stated.

Cape May County

Outsources Heavy

Equipment Maintenance

CAPE MAY COURT HOUSE, NJ – The Cape

May County (N.J.) Board

of Chosen Freeholders

approved Jan. 11 a resolu-

tion to authorize shared

services agreements with

three nearby municipalities

for heavy equipment fl eet

maintenance, according to

County offi cials.

The Borough of Avalon

will take over maintenance

of 113 units, the Township

of Upper 42 units, and the

Township of Lower 49

units. The contracts include

preventive maintenance,

yearly inspection, emer-

gency road service, and a

stand-by mechanic. They

are effective March 25 for

a one-year term, extendable

for an additional six years.

Columbus Department of Public Utilities to Track Fleet VehiclesCOLUMBUS, OHIO – The City of Columbus, Ohio, is

installing GPS fl eet tracking for the 500 vehicles in the

Department of Public Utilities. The City expects this will

help improve effi ciency of fi eld vehicles.

Under an agreement with Wireless Matrix Corporation,

the City is implementing the FleetOutlook Silver service for

GPS tracking and deploying Wireless Matrix devices, pro-

viding integrated GPS and wireless data communications.

“GPS vehicle tracking solutions can signifi cantly reduce

operating costs and improve effi ciency for our utilities

department,” said Patrick Crumley Sr., GIS analyst for the

City of Columbus Department of Public Utilities.

Through GPS deployment, the department expects to

reduce fuel, maintenance, and operating costs; decrease ex-

cess speeds driven; and improve response time and custom-

er service. It may also result in a “greener” fl eet operation

and help boost fl eet safety, according to Crumley.

100 Best Fleets Applications Now OpenTORRANCE, CA – Think your fl eet has

what it takes to earn a spot on Government Fleet’s 100 Best Fleets listing? Submit your

entry online to be considered for this presti-

gious honor. Applications are accepted Feb.

15-April 15.

The 100 Best Fleets was established in

2000 by Tom Johnson. “In 2000, after analyzing more

than 3,500 fl eet departments over 21 years (both public

and private), I came to the conclusion the fl eet industry

was misunderstood and often disrespected,” Johnson

recalled. “We decided to ‘shine a light’ on all the good

things fl eet managers do and educate up the ladder so

their supervisors and taxpayers understand the value

they provide on a daily basis. Now the recognition

piece of the puzzle has become an annual award.”

The contest selects the very best-of-the-best fl eet op-

erations in North America based on 12 criteria that are

the “universal drivers of change and excellence in any

operation,” Johnson explained. “Just entering the con-

test improves the entire fl eet culture because you have

declared you want to become the best and are willing

to commit to an honest assessment of where you stand

today and then working toward improvements in the

areas you can impact.”

The Top 20 Fleets will be ranked, with the remain-

ing 80 fl eets listed alphabetically. Winners will be

announced at the 2011 Government Fleet Expo &

Conference (GFX) in San Diego in June.

In 2010, the City of Troy, Mich., earned the No. 1 spot.

To apply, visit www.gfl eet.com/100best.

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Strong leadership and understanding, combined with a little creativity, can help keep productivity and employee morale high when resources are low.

BY GRACE L. SUIZO

Boosting employee morale can positively contribute to the overall fl eet operations. Several methods of keeping staff motivated include:• Recognizing achievements.• Communicating frequently.• Asking for staff input.• Rewarding employees with simple prizes

and food.• Providing a comfortable work

environment.

AT A GLANCE

BOOSTINGBOOSTING MORALE CAN HELP IM PROVE OPERATIONSCAN HELP IM

A happy staff is a productive staff. Thus, keeping

employee morale up should be a high priority for

any fl eet manager. Public sector fl eets, in particu-

lar, have been challenged with the task of coming up with

creative — and more importantly, inexpensive — ways to

ensure team productivity remains high even when budgets

are low. Fleet managers from among the top public sector

fl eets in the country prove it doesn’t take much more than

strong leadership, effective communication, and a little

recognition to keep operations running smoothly.

LEVERAGE THE ‘LIMELIGHT’No employee in their right mind would probably ever

turn down a raise, but it doesn’t necessarily mean they

need a fi nancial incentive to do their job well.

According to Kelly Reagan, fl eet administrator for

the City of Columbus, Ohio, “The most effective people

are not really motivated by money. People are motivated

by recognition. In other words, get out of your offi ce, go

see men on the fl oor, thank them personally, and let them

know how much you appreciate their hard work.”

Columbus’ fl eet staff of 130 (84 of which are techni-

cians) holds more than 475 ASE certifi cations, 46 Mas-

ter ASE certifi cations, 89 EVT certifi cations, and seven

Master EVT certifi cations. Employees were recognized

in the November/December 2010 issue of GF and were

paid a visit by the chief of staff and city council mem-

bers, who shook their hands, expressed their apprecia-

tion of the hard work they do for the City, and posed for

a group photo.

“We’re talking about mechanics on the fl oor meeting

with the chief of staff and the mayor. It’s huge. I get more

out of that than I do writing them a check for $1,000,”

Reagan said.

GF03_Morale.indd 14GF03_Morale.indd 14 2/23/11 2:07:02 PM2/23/11 2:07:02 PM

Government Fleet March/April 2011 15

The City of Troy, Mich., which

earned the top spot in the 2010 “100 Best

Fleets” program, has also gained recog-

nition from City offi cials. Once the fl eet

was recognized as a top fl eet, Fleet Su-

perintendent Sam Lamerato bought uni-

form polo shirts and had them embroi-

dered with the 100 Best Fleet logo on the

chests and patches on the sleeves. Decked

out in their new shirts, the staff attended

a council meeting and was recognized.

“All the people in our fl eet who could

make it that night marched up to the front,

introduced themselves, and shared their

number of years of service. The council

stood up and applauded them, as well as

the audience,” Lamerato recalled.

As “icing on the cake,” the staff even

received a letter from state senators rec-

ognizing them as a top fl eet. “I made sure

each one of those individuals got a copy,”

Lamerato said.

Paul Condran, equipment maintenance

manager at the City of Culver City, Ca-

lif., also makes sure his staff gets atten-

tion from City leaders. In addition to three

paid days off and/or $500, Condran puts

the “Employee of the Year” in front of the

City Council and the City Civil Service

Commission. “I write a nice letter, and

the program has been so well received

that our HR department has modeled it

for other City departments,” Condran

said. “Employee of the Quarter” is anoth-

er program in place at Culver City, with

the employee receiving one paid day off

instead of three. Employee of the Year re-

cipients also have their name engraved on

a brass name plate featured on a plaque,

with photos of the current winners of the

quarter on a display board.

Many fl eet employees at Palm Beach

County, Fla., have managed to impress

leadership outside the shop as well. Ac-

cording to Doug Weichman, director of

fl eet management, his employees have

received as much as $2,500 from the an-

nual Golden Palm Award promoted by

the county administrator. The program

rewards County employees for innovative

ideas, going above and beyond, cost sav-

ings, and dedication.

Receiving attention on special days,

such as birthdays, is also a pleasant

surprise for staff that shouldn’t be over-

looked. Greetings cards, personalized

photos, and even just an announcement

on the bulletin board are all simple ges-

tures fl eet managers do that help brighten

an employee’s day and give him or her

that extra lift to perform better.

‘FEED’ THEIR EGOSOne of the most popular and relatively

simple staff-pleasers cited by fl eet man-

agers is food.

“Food is easy. It’s always kind of the

glue that keeps people together. [A meal]

is a good forum to bring people togeth-

er,” said Rick Longobart, facilities and

fl eet manager for the City of Santa Ana,

Calif. At Santa Ana, fl eet gets together

for a “breakfast with the boss.” Supervi-

sor administrative staff brings breakfast

food and everyone gets together and dis-

cusses a lighthearted issue.

Culver City prefers to do lunch. Con-

dran started a program late last year called

“Toss with the Boss.” Once a month, he

spends two planned lunch hours with his

employees. “The idea is you can ‘toss it’

around with the boss, talk about what-

ever’s on your mind, ask any questions

— whether it’s work-related or football

or family. No good guys, no bad guys…

no preconceived notions or ideas. It’s an

open forum. I’ve had four meetings now

and my lunchroom is packed.”

At the end of lunch, employees draw

a number from a bag, and winners get a

small prize such as a thermos, a hat and

t-shirt, or a pen and pencil set. Condran

supplies the prizes, which may be gifts

he’s attained or items he buys. “It’s been

very successful — something so simple.

It keeps me in the view of my staff, and

it’s good for me, too. And it forces me to

make sure I’m on the shop fl oor with my

teams and they get to see me and spend

time with me because we’re always so

busy.”

The City of Moline, Ill.’s fl eet also

tries to squeeze in time to get together,

especially for holidays. Fleet Manager

J.D. Schulte gathers the team several

times a year to share meals between

shifts since oftentimes they only get a

few minutes to communicate in passing.

“Around the holidays, we’ll try to set up

a time when we split up what we’re go-

ing to buy and have a little cookout and

get together. We’ve done Thanksgiving

meals in the past. It’s just a good way to

get together and have everybody social-

ize and not make every conversation we

have about work.”

With fl eet managers supplying the

food, employees get a chance to experi-

ence the appreciation fi rst-hand.

The City of Troy does a potluck lun-

cheon and everyone brings their favorite

dishes. Lamerato usually brings the main

dish. “We talk and we laugh. We talk

about the good times and obviously we

talk about some of the bad times. You

make light of the bad times and you try

BOOSTING MORALE MORALECAN HELP IM PROVE OPERATIONS PROVE OPERATIONS



M O R A L E

GF0311pacpride.indd 1 2/22/11 8:53:55 AM

to think about more of the good times. I

think that’s important. When you don’t

have surplus funding, you get creative.”

Larry Campbell, fl eet manager for the

City of Fort Wayne, Ind., fi nds food a

great morale booster for his staff. In ad-

dition to “Donut Day” every Friday, after

battling a recent snow emergency requir-

ing 12-hour shifts, Campbell bought piz-

za for his guys. “After it’s all over with,

we just want to be able to say thank you.

We know it’s snowing and everyone’s

tired, but they can at least take their lunch

break and enjoy some pizza. Just to help

boost the morale.”

Even better than having the boss buy

food for the staff is when they actually cook

it, too. In the summer, Campbell said man-

agement cooks for the staff. “We try to do

that a couple times. We don’t get to do that

enough. In those situations, we usually cov-

er the cost of the meat and do carry-ins. The

guys request baked goods from my wife for

that event. You’d be amazed. It’s just some-

thing that simple…the little things.”

Palm Beach County Fleet Management

Division also hosts an Annual Employee

Appreciation Luncheon where the man-

agement team cooks lunch for the employ-

ees to thank them for all their efforts dur-

ing the past year. “Individual praise and

thanking employees is part of the manage-

ment team philosophy,” Weichman said.

And when food comes unexpectedly,

it’s also a special treat for staff. One of

the City of Troy’s customers whose truck

had been repaired came back an hour and

a half later with donuts for the staff. “It

didn’t cost us anything, but it was a pick-

up for the guys. It puts a smile on their

faces,” said Lamerato.

INVEST IN YOUR STAFF Training should remain a primary

component of the fl eet operation, said

Reagan of Columbus. “When one

is training, then one is investing in

their people. That bodes well for the

organization as well as the employee.

It boosts morale in that a guy gets the

time off from the fl oor and spends time

learning something new. They realize the

[organization] is investing in them because

they care about them, and they want them

to be the best at their vocation.”

While pay increases are not an option

for many these days, some fl eets are able

to offer a small monetary incentive for em-

ployees who advance in their profession.

The City of Troy has an ASE program

in place that provides certifi ed techni-

cians a monthly $100 certifi cation stipend

for a total of $1,200 per year.

Palm Beach County offers ASE-

certifi ed employees an extra $8 per pay

period (26 pay periods per year) for

each certifi cation. According to Weich-

man, the County now has many master

technicians under the ASE program and

some with 30-plus certifi cations earn-

ing more than an additional $6,000 per

year. “The knowledge they achieve to

get these certifi cations normally makes

them better at their job, more effi cient,

and they take great pride in this, which

is all management tries to achieve. And

it keeps productivity and morale up.”

Management employees also get paid to

get certifi ed, which established a high

level of competency and pride. The

County currently has seven CAFMs

and one CEM working in management

within the Division.

Polk County, Fla., has also had an in-

centive program in place for 12 years that

adds to employee salaries for each ASE

and EVT certifi cation attained, according

to Bob Stanton, director of Polk County

Fleet Management.

Palm Beach County also provides

staff the opportunity, when available,

to work at the next level in the organi-

zation. “Over the past fi ve years, every

promotion was pretty much done from

in-house so employees know they have a

career path if they apply themselves and

are positive and productive,” said Weich-

man. The County schedules and pays for

job-related training and certifi cations

and also reimburses employees to con-

tinue their formal education. One County

technician was able to progress through

an informal mentoring program and was

promoted three times; he is currently

working in management. He also earned

a bachelor’s degree in public administra-

tion and is working on his master’s.

With a 25-percent cut throughout the

City in all professional development,

Moline’s staff has had to become more

creative in how it does some of its train-

ing. The fl eet facility has a large train-

ing room that can house 20-25 techni-

cians and has been used as a training

Culver City, Calif., has Employee of the Year and Employee of the Quarter programs for its staff. Employees of the Quarter have their photos displayed on a plaque, along with the names of each year’s annual winners.

City of Moline, Ill., Fleet Manager J.D. Schulte (bottom right) empow-ers his employees to make decisions that impact their workload and environment. Their experience ranges from 10-30 years.


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M O R A L E

venue for a number of vendors. In ex-

change, Moline’s fl eet staff receives

training free of charge. One vendor

requested to use the facility for another

class because it helped raise attendance.

“They said a lot of times they can’t get

folks from a national tire store to go to

a class at another tire store for training

because they consider them competi-

tors,” said Schulte. “We’re the city, and

everybody I guess feels welcome here,

and no one feels we’re a com-

petitive vendor.”

As a result, the Moline fl eet

has been able to capitalize on

technical training. Schulte said

the response from his staff has

been great. “They know we all

had to absorb budget cuts, so it’s

nice that each technician aver-

aged 88 hours of professional

development for the year. So

they didn’t see a major cut; it’s just that

they’re doing a little bit more training

in-house than off-site.”

PROVIDE A COMFORTABLE ENVIRONMENT

With so many hours of the day spent

on the job, employees should feel com-

fortable while at work.

“Sometimes it’s not necessarily all

about the money, but the environment

they work in,” according to Longobart of

Santa Ana. “So you can certainly moti-

vate them by giving them a good environ-

ment to work in, and a good environment

to work in doesn’t necessarily have to be

a $20 million facility.”

“If people are coming to work more

often than not, if people are happy while

they’re here more often than not, and if

you provide a work environment that’s

clean, safe, and pleasant, people will

want to work better for you and for each

other,” said Condran of Culver City,

which has a productivity goal of 74-per-

cent wrench time throughout the year.

“We’ve been able to capture higher than

what the industry standard says because

we have a high productivity standard.”

The City has an attendance program that

rewards employees who go six months

without any unexcused absences. They

get a $75 gift card, lunch with

Condran, and become eligible

for Employee of the Year.

“We try to make it where

it’s fun to come to work,” said

Campbell of Fort Wayne. “Part

of that is keeping a clean facility.

If you don’t keep a clean facility,

you see the morale go down. It

gives them a brighter outlook.”

Besides keeping the facil-

ity clean, he also stressed the importance

of keeping it up to standards. “It takes a

beating, especially with the type of equip-

ment that we have coming in and out. If

you work in a drab area, it does lower the

morale. A fresh paint coat goes a long way.

You’d be surprised what sunshine does for

morale, too.” The department recently re-

placed its windows because wind was get-

ting through. “That made a big difference.

There was a big boost of morale,” he said.

Schulte of Moline said his department

has tried to make working third shifts a

little more desirable. For the past three

years, third-shift workers do four 10-hour

days, so they work four nights a week in-

stead of fi ve. “That seems to make a big

difference for them. It’s been very well

received because there aren’t a whole

lot of things to make it exciting to work

nights,” he said.

EMPOWER EMPLOYEESMany technicians take pride in their

craft, often spending a long career in the

shop building up years of experience.

Now in his 21st year with the City of

Moline, Schulte said two of his eight

technicians have been employed longer

than him — one with 30 years under his

belt and another with 24. Only one is not

ASE certifi ed. “Our folks here in the shop

defi nitely know they’re decision makers.

My philosophy is just to turn them loose

and let them make these kinds of deci-

sions that impact their workload and their

environment, and they consult me when

needed.” Schulte himself started as a

technician before moving to the offi ce

setting in 2001. “When I was on the shop

fl oor, I liked the feeling of being in con-

trol of some of the work and I remember

how valued I felt because of that, so I’ve

tried to give that same kind of empower-

ment to these guys.”

Lamerato of Troy, a 29-year fl eet man-

ager who also worked his way up from

the shop fl oor, has a couple of techni-

cians in his 15-member staff that have

been around for a few decades. Lamerato

encourages his staff to provide input on

equipment for the shop. In March, he plans

to take some staff to a tool show. “It’s on

a Saturday — they go on their own time

— but we go around as a group to a huge

tool show warehouse and we end up buy-

ing $6,000-$8,000 worth of tools for the

shop. We use their input to tell us what we

need to do our job more effi ciently. For

them to tell me what tool they will use to

do their job more effi ciently makes more

sense to me. It’s them taking ownership

of that tool to make sure that tool is used

properly as well.”

Campbell at the City of Fort Wayne

Fleet staff at Palm Beach County, Fla., hold more than 30 ASE certifi cations, seven CAFM designations, and one CEM.

The City of Santa Ana, Calif., recognizes the val-ue of its employees’ ideas and encourages feed-back through an Innovation Incentive Program.

The City of Troy, Mich., earned the No. 1 spot in the “100 Best Fleets” program in 2010. Several technicians have been employed 25 years.

CAMPBELL



M O R A L E

also requests input from his staff regard-

ing shop equipment. “If there’s a tool

out there that can make their job easier

or faster, or more effi cient, we purchase

that. That makes a big difference.” Some

employees requested additional safety

equipment, which Campbell agreed to as

long as there was enough in the budget.

“They’re more at ease with their job be-

cause of that,” he explained.

Enabling staff to engage in any type

of decision-making is ideal for enhancing

their commitment to the team and to their

performance.

Culver City has developed a peer-

to-peer award program. “Basically it’s

an award given by one employee to

another; I have nothing to do with it,”

said Condran. Employees who collect

six peer-to-peers receive a $75 Ameri-

can Express gift card, along with their

choice of a division jacket or hat. The

idea was suggested by one of the tech-

nicians, whose wife had a boss-to-peer

award at her work. Condran

wanted to leave himself out of

it, so they came up with the

peer-to-peer concept.

Santa Ana also values em-

ployee input and created an In-

novation Incentive Program that

rewards employees for com-

ing up with good ideas for the

fl eet. A protocol was developed

to ensure the idea makes it up

the chain of command and doesn’t get

lost by an immediate supervisor along

the way to management. Employees

are recognized and thanked for putting

forth the effort to produce an idea. If

management feels the idea is valuable

enough to implement, a committee dis-

cusses and reviews it further, and if it

is implemented, it raises the stake of

how the employee would be recognized.

If any monetary savings were met, the

employee would get something tangible

like a gift card or hat or shirt, as op-

posed to just a memo. “That way, it

gives that person the confi dence that if

they come up with a good idea, it doesn’t

get squished…and it continues to foster

good ideas from the organization, which

could save money or even time or just

effi ciencies,” said Longobart.

KEEP COMMUNICATION OPENCommunicating openly and honestly

and promoting teamwork can help build

a strong team culture and keep employee

spirits high.

“There’s no such thing as bad commu-

nication; there’s only lack of communica-

tion,” said Condran of Culver City. “If

people are left to wonder about things,

that’s how the rumor mill gets churned

up and that can really break down mo-

rale.” At Culver City, a “read” board is

on display next to the employee

time clock, and everyone is ex-

pected to read it when they get

into work each day to make sure

they’re up to date on any impor-

tant information.

“I try to do our meetings on

Friday just because if there’s

something on their mind, I don’t

want them mulling over it the

whole weekend,” said Lamerato

of Troy. “Get it out in the open, get it

on the table, and discuss it. There’s no

hurt feelings. If an employee is having

a tough time at home trying to make a

decision that’s affecting his home life as

well, he brings that to work with him.”

Lamerato encourages staff to watch city

council meetings, get on the Web, and get

the facts about what’s going in the City.

“They hear horrible things happening

with other departments. We try to coun-

ter all that negativity with facts.”

In addition to weekly meetings, fl eets

also communicate via e-mail and news-

letters. With 11 satellite operations, Polk

County also uses Go to Meeting, a Web

conference and online meeting service.

The City of Santa Ana uses a Facebook-

like business application called Rypple, a

web-based software designed to help keep

teams on track. According to Longobart,

“it breaks down the silos and barriers of

communication.” Each staff member has

a profi le and can communicate and give

feedback to one another. It also helps track

each individual’s progress on projects. As

the manager, Longobart can track staff

progress throughout the calendar year.

Messages can also be sent from Rypple to

any e-mail recipient even if they are not

signed on to the application.

BE AN EFFECTIVE LEADERAs a former technician, Schulte of

Moline sees his role as fl eet manager as

an opportunity to lead by example.

Schulte is an ASE Master Auto and

ASE Master Truck technician and contin-

ues to keep his certifi cations up. “A lot of

the guys in the shop tell me they like the

fact that I keep all my certifi cation stuff

on the board along with the other techni-

cians. One of the technicians said, ‘That

way, when people come in here they still

know where you came from and that

you’re one of us.’ So I thought, if those

guys are recognizing it, then I still make

sure I go in every fi ve years and get my-

self recertifi ed because it means some-

thing to them.”

STANTON

City of Troy, Mich., technicians wear uniforms with patches identifying them as the No. 1 fl eet in the 2010 “100 Best Fleets” program.

2011 marks the City of Columbus’ (Ohio) fourth straight year to earn the ASE Blue Seal. It is the largest Blue Seal municipality in the U.S.



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Lamerato also strives to uphold ex-

pectations from his staff and expects

100 percent from them. “I tell my em-

ployees, I’m going to stay here as long

as it takes to get the job done, and we’re

going to get it done in the most effi cient

way possible.” He also tries to stay posi-

tive. “The fl eet manager needs to come

to work with a positive attitude. If you’ve

had a rough day, don’t let it spread to

your division.”

According to Stanton at Polk County,

fl eet managers must be multi-dimension-

al. “Don’t make the mistake of think-

ing just a working knowledge of vehicle

maintenance is the path to success; that

alone is indeed the path to failure. Fleet

managers must know fi nance, interper-

sonal relations, be confi dent in both top-

down and bottom-up communications,

entrepreneurial, and above all, be a ser-

vant leader to their staff. The more well-

rounded, the better,” he said.

Showing your staff respect should also

be a top priority. “Treat them with respect

and how you would want to be treated.

Look at it this way: There’s not one of us

who is strong in every area. Out of the 26,

we’re very strong because of all the differ-

ent talents,” said Campbell of Fort Wayne.

Condran of Culver City shares the

same attitude. “We have different jobs,

different levels of responsibility, but at

the end of the day, like I tell them, this

does not say ‘Paul Condran’s Fleet De-

partment.’ This says the ‘City of Culver

City.’ We can’t ever lose sight of that, and

that fact becomes our priority and our op-

portunity to shine.”

Most importantly, fl eet managers

must possess strong listening skills.

“That is the hardest thing,” said Longo-

bart. Being able to “actually [listen] to

someone without in your mind trying to

come up with an answer before they’re

even done talking is hard to overcome.

Empathy, listening, communication, un-

derstanding, and concise information as

to what you’re trying to achieve are all

key successes to becoming a good man-

ager in this type of industry.”

Maintaining an open-door policy has

helped Reagan eliminate grievances per

annum at the City of Columbus. “Man-

agement doesn’t have to like what [em-

ployees] have to say, but they do have

to listen because every employee has

a voice. My door always remains open.

That is what we live by from the manage-

ment standpoint so that we always have

open dialogue between the labor and

management,” he said. “By doing that,

it’s creating a wonderful relationship. We

work together to complete the task and

just keep the vehicles in good repair and

treat folks well.”

SOURCES• Larry Campbell, CPFP, fleet manager, City of Fort Wayne, Ind.

E-mail: [email protected]• Paul Condran, equipment maintenance manager, City of Culver City,

Calif. E-mail: [email protected]• Sam Lamerato, CPFP, fleet superintendent, City of Troy. Mich.

E-mail: [email protected]• Rick Longobart, facilities and fleet manager, City of Santa Ana, Calif.

E-mail: [email protected]• Kelly Reagan, fleet administrator, City of Columbus, Ohio. E-mail: [email protected]• J.D. Schulte, CPFP, fleet manager, City of Moline, Ill.

E-mail: [email protected]• Bob Stanton, CPM, CPFP, director, Polk County (Fla.) Fleet

Management. E-mail: [email protected]• Doug Weichman, CAFM, director of fleet management, Palm Beach

County, Fla. E-mail: [email protected]


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GF0111nish.indd 1 12/20/10 1:21:28 PM

Whether one calls it “leverag-

ing procurement dollars in a

zero-growth budget environ-

ment” or simply “getting the most bang

for the buck,” it amounts to much of the

same thing: Government fl eet manag-

ers are dealing with budgets that have

stayed the same over the past few years

or more — if they’ve been lucky. Just as

likely, they’ve seen budgets cut and have

been left to puzzle over what they really

need to procure and what they can do

without.

INCREASING COST PREDICTABILITY

Dennis Hogan, fl eet services man-

ager for the City of Cedar Rapids, Iowa,

uses a Microsoft Excel spreadsheet pro-

gram he developed at his previous job to

track vehicles and parts.

“I use it to help me identify the most

costly pieces,” Hogan said, and to com-

pare his vehicle and equipment replace-

ment forecasts to dollars in the procure-

ment budget.

The fact that the City fl eet has been

increasingly standardized year-over-

year for the past three or four years is

an advantage, Hogan added. “A City

pickup truck is a City pickup truck re-

gardless of the department,” he said.

That adds to predictability of re-

placement costs at a time when budgets

cannot necessarily be predictable one

year to the next. The Cedar Rapids City

fl eet has fared better than some in that

the procurement budget has held steady

for the past three fi scal years: $2 mil-

lion on the general fund side, which is

for the Department of Public Works and

the police department; and $1.2 million

for the City’s utility fl eet, according to

Hogan.

The formulas Hogan worked out for

the spreadsheet program help him take

LEVERAGING PROCUREMENT DOLLARS IN A ZERO-GROWTH BUDGET ENVIRONMENTPublic sector fl eet manager creativity is one key to “getting the most bang for the buck” in a time of tightening purse strings and unpredictable fuel prices.

BY STEPHEN BENNETT

When faced with leveraging procure-ment dollars in a zero-growth environ-ment, some actions include: • Increase cost predictability through a

custom-made spreadsheet. • Downsize to four-cylinder sedans to allow

for the purchase of an additional vehicle.• Shift aged vehicles to user departments

that are expected to use them less.• Adjust procurement priorities to the most

necessary vehicles.

AT A GLANCE

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P R O C U R E M E N T

AF0111roush.indd 1 12/13/10 12:58:16 PM

into consideration what the department

can afford versus what must be done to

minimize operating costs, enabling in-

formed judgments when creating a “true

needs list,” he said. A certain vehicle or

piece might be in the top spot on his

wish list, he noted, but the spreadsheet

program might show a different deci-

sion that will have a more positive effect

on the operating budget.

When vehicles and equipment are

kept in service beyond their usual ser-

vice life, operating and maintenance

costs can be expected to increase, which

affects user departments, not just the

fl eet department. As an internal ser-

vice fund, the fl eet must charge those

user departments more to refl ect the in-

creased costs, Hogan noted.

To monitor vehicle and equipment

costs, Hogan’s replacement plan assigns

each piece to a class and creates an av-

erage for that class. The spreadsheet

weighs total fuel consumption, average

miles per gallon, and odometer read-

ings for each piece. If a vehicle or piece

of equipment exceeds the average for

its class, then the spreadsheet program

adds a weighted factor so Hogan can

identify it for replacement.

In the past three years, the average

life of the fl eet’s 800 rolling vehicles,

from sedans to large trucks, dropped

from the previous average of about 22

years to 16 or 17 years, Hogan said. His

goal is to eventually reduce the average

to 12 years.

‘MAKING DO’ WITH WHAT YOU HAVE

Stephen Andrews, fl eet manager,

City of Kettering, Ohio, said that in

each of the past three fi scal years, the

procurement budget required him to

scale back his replacement plans. For

example, the fl eet recently needed nine

sedans but could only purchase fi ve. “At

this point, we’re just limping along with

older vehicles,” Andrews said.

Aged vehicles that would have been

cycled out of the fl eet are sometimes

shifted to different departments where

it is expected they will be used more

gently or used less. By doing this, fl eets

hope vehicles will last longer and that

the shift will reduce increases in op-

erating and maintenance costs to some

degree.

Andrews said his department skips

some end-of-life work. “We won’t do

major repairs,” he said. Instead, an old-

er vehicle will be substituted. He said

the number of cars in the motor pool

has dropped from eight down to seven.

“‘Making do’ is the best way I can put

it,” Andrews said.

To squeeze the most out of the pro-

curement budget, the fl eet opted to

switch to a four-cylinder Ford Fusion for

City staff. That saved $4,000 per vehicle

and enabled the purchase of one more

vehicle, Andrews said. “It’s a bit small-

er, so if you’re transporting people to a

meeting it might be a bit crowded, but

it’s a minor inconvenience,” he noted.

PRIORITIZING PROCUREMENT Warren Patrick, fl eet manager for

Harford County, Md., said the word he

would use to describe the procurement

budget is “emaciated.” Increased fuel

costs, and fl uctuations in same, are a

wild card. Current spending on fuel is

at $4.3 million on an annualized basis,

Patrick said, while spending on main-

tenance is at $1.8 million on an annu-

alized basis. That level of spending on

maintenance represents an increase of

$460,000 from the amount two years

ago, he noted.

The fl eet replaced “a lot” of equip-

ment in the 2008 fi scal year — “We had

a lot of money,” Patrick said. However,

in each fi scal year since the procure-

ment budget has decreased, and Patrick

said he expects it to decrease again in

the 2012 budget.

With what is left, the fl eet’s procure-

ment priorities have been public safety and

snow removal equipment, Patrick said.

The County operates 72 5-ton dump

trucks. “Every year, we should buy

eight,” to replace those that should be

cycled out, Patrick said, with each unit

costing approximately $130,000. With

the most recent budget, he was able to

purchase three dump trucks.

The wild card — fuel expenditures

— sometimes works out in Patrick’s fa-

vor toward the end of the fi scal year, he

commented. If there is money left over

in that budget line, he uses it to purchase

new vehicles. However, the vehicles and

equipment that should be replaced at

the moment, by his reckoning, total 200

pieces and would cost approximately

$6.5 million.

Despite the tight budget situation,

Patrick said he believed economic in-

dicators signal better times ahead, and

he observed that the County is on sound

fi scal footing and just received a triple-

A bond rating. “I’m optimistic,” he said.

“I’m positive.”

SOURCES• Stephen Andrews, fleet manager, City of Kettering, Ohio.

E-mail: [email protected]• Dennis Hogan, fleet services manager, City of Cedar Rapids,

Iowa. E-mail: [email protected]• Warren Patrick, fleet manager, Harford County, Md.

E-mail: [email protected]

To squeeze the most out of the City’s procurement budget, the City of Kettering, Ohio, switched to four-cylinder Ford Fusions for City staff, saving $4,000 per vehicle compared to previous models, which enabled the purchase of one additional vehicle.

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With the decline in tax revenues,

public sector fl eets are increas-

ingly scrutinized by manage-

ment, politicians, and taxpayers. At one

time, there was anonymity in being a pub-

lic sector fl eet manager — no more. Years

ago, fl eet was not high on the radar screen.

However, fl eet is now dead-center on the

radar screen of senior management. In this

environment, fl eet managers are constant-

ly second-guessed by citizens, politicians,

and user departments on the effi cacy of

their policies.

The sad reality is that these senior man-

agers and politicians think they understand

fl eet, but really don’t. Fleet managers are

constantly dealing with the newly elected

“fl eet expert” politician who assumes their

fl eet is not run effi ciently or cost- effectively.

After every election, a fl eet manager’s ex-

pertise is questioned by newly elected of-

fi cials who are going to “fi x” fl eet opera-

tions. Consequently, fl eet managers spend

hundreds of hours of labor proving they are

fi scally responsible, sometimes to no avail.

Even using industry-accepted benchmark-

ing to quantify performance, some politi-

cians continue to assume taxpayer dollars

are being wasted.

The scrutiny on state and municipal

fl eet managers isn’t just coming from

elected offi cials and taxpayers; it is also

internal user departments. In an era of

reduced revenues and the need for across-

the-board budget cuts, there is growing

competition for limited resources between

user departments, with fl eet in the middle.

Elected offi cials are similarly being

squeezed by lower sales and property tax

revenue. They are looking at every opportu-

nity to continue to provide the services and

service levels constituents have become ac-

customed to receiving. Some elected offi -

cials have decided on short-term sacrifi ces

of internal services (fl eet is an easy target)

in order to support short-term constituent

services by choosing to outsource more

vehicle maintenance and repairs to “lower-

priced” private sector vendors.

A SILVER LINING TO TODAY’S FISCAL ENVIRONMENT

The tax revenue crunch is forcing gov-

ernments to do a bottom-up evaluation of

all services. With revenues down, bud-

gets must still be balanced by law, which

means certain services must be reduced.

In the minds of some elected offi cials, it’s

easy to cut support services, such as those

provided by fl eet operations. The consen-

sus among fl eet managers is that there

will be more outsourcing of work due to

budget cutbacks. As a result, outsourcing

will continue to be an ongoing and recur-

ring topic for public sector fl eets. As city,

county, and state governments continue to

develop fi nancing strategies and look more

closely at “what things cost,” fl eet manag-

ers will see a bigger push to outsource ser-

vices historically performed in-house.

With the heightened possibility of

more managed competition, the level of

service provided by your fl eet needs to be

at the lowest cost with the data to prove

competitiveness — not just with neigh-

boring fl eets, but also with private sector

service providers. As fl eet manager, you

must know the exact cost of your fl eet and

be able to present it to your management

at any time.

In a micro-managed climate, fl eet

managers also need to do a better job

educating elected offi cials and taxpayers

that fl eet management is a very compli-

cated profession, requiring expertise in a

multitude of areas. The challenge will be

for fl eet managers to maintain customer

service level objectives while cutting

costs. One silver lining to the current fi s-

cal environment is that diffi cult economic

times allow for wringing out the previ-

ously hard-to-remove waste. This presents

a great opportunity for fl eet managers. It

allows them to be perceived by politicians

and senior managers as “part of the solu-

tion” and not “part of the problem.”

SOLUTION,

PROBLEMAs public sector fl eets face increasing scrutiny, fl eet management must keep the public and offi cials

informed, ensure competitive service costs, and maintain customer service levels while reducing costs.

BY MIKE ANTICH

BE PART OF THE

NOT PART OF THE

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Around the beginning of each year,

the President of the United States

gives his annual “State of the

Union” address to tell the country how we

are doing. Likewise, companies and gov-

ernment agencies look at the past calendar

or budget year to produce an annual report

to tell those with a vested interest what sig-

nifi cant fi nancial and operational activities

took place. Similarly, it makes sense for

fl eet managers to develop an annual “State

of the Fleet” report to inform management

and employees about what took place in the

past 12 months that could impact the fl eet

organization’s ability to operate effectively

and effi ciently in the future.

A shortcoming we often observe when

conducting fl eet operations reviews is that

the fl eet manager is too passive about “toot-

ing his or her own horn.” Many folks in this

industry tend to be modest and hardwork-

ing — and far too hesitant about seeming to

boast about their accomplishments. But this

is an opportunity lost, and we need to get

over such modesty and tell those who may

impact our ability to fund our operation, and

vehicle user groups who see only their part

of the fl eet picture, how and why we have

done a good job. In addition, fl eet employ-

ees deserve to see key operational metrics

to better understand the challenges faced by

fl eet management that might impact their

lives and their jobs. For example, less work

might mean layoffs, and more work might

mean overtime or increased outsourcing.

SHOWCASING ACCOMPLISHMENTSAn annual State of the Fleet report is

fl eet’s opportunity to showcase the organi-

zation’s accomplishments and enhance its

image as an important contributor to the

overall success of the government agency

or company. Rather than boasting, it repre-

sents sound and smart business communi-

cation, a chance to tell the “fl eet story” and

lay a foundation for a budget submission

or strategic changes to the program, such

Fleet managers can use an annual fl eet report to inform decision-makers who impact funding, user departments, and fl eet employees about both fl eet management accomplishments and challenges.

BY GARY HATFIELD

When writing a fl eet report, keep in mind:• Don’t assume the audience knows about

fl eet, and explain numbers presented.• Explain events and factors that affected

fl eet performance over the past year.• Include items that may be obvious to the

fl eet manager, but not to others.• Work with a graphic designer or

marketing/PR to ensure a professional look.

• Keep it short, and use charts and graphs.

AT A GLANCE

A ‘STATE OF THE FLEET’ A ‘STATE OF THE FLEET’ REPORT CAN ENHANCE FLEET IMAGE

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A N N U A L F L E E T R E P O R T

GF1110fordhigherlevel.indd 1 10/7/10 11:20:39 AM

as greater use of alternative fuels and how

that will be implemented.

WRITING THE FIRST REPORTOnce a fl eet manager decides a State of

the Fleet report is a good idea, how does

he or she begin? Let’s get right to the point

with some suggestions.

First, decide who will view the report.

Certainly the person to whom the fl eet

manager reports would be highly inter-

ested, but others up the management chain

may also want to see it. Fleet employees

will certainly want to see it, but will it be-

come public information? If so, design it

for those who may not understand fl eet op-

erations but need to know key facts. Keep

in mind that those outside the fl eet profes-

sion are often unaware of most aspects of

fl eet costs and activities because they don’t

understand the science of fl eet manage-

ment. Indeed, fl eet management may have

to explain the signifi cance of the numbers

it presents. The rule is this: Be aware of the

audience, and don’t assume they under-

stand the meaning or signifi cance of the

fl eet facts the report presents.

Next, create the overall plan for the re-

port. Consider beginning with a brief nar-

rative describing events and factors that

affected the organization’s performance

during the past year. For example, did fuel

costs rise unexpectedly? Did a severe win-

ter drive up costs? Also describe factors

that may affect future fl eet operation per-

formance, such as pending legislation or

the introduction of GPS tracking systems.

Appearance counts, so strive to give it a

professional look; get help from a graphic

designer (or an internal marketing or public

relations offi ce) if necessary. Some choose

to use Microsoft PowerPoint to write the

report so it can be used for live presenta-

tions, as hard copy, or sent via e-mail.

Finally, decide what is important to

communicate. A good place to start is by

asking: “Why did costs go up, or down, or

stay the same?”

While some factors that affect cost may

seem obvious to the fl eet manager, to many

others they are unknowns that impact the

bottom line. Fleet managers should com-

municate basic information including the

size and age of the fl eet; utilization; fuel

consumption and cost; labor, parts, and

overhead cost; and the impact of regulatory

requirements.

Charts or graphs “track and look back”

and are almost always more effective to

display data over a multi-year period than

tables full of numbers. Try to make them

colorful and interesting. Locate and use

known standards for comparison purposes.

For example, the report can compare an-

nual change in total fl eet cost over several

years to changes in the Consumer Price In-

dex or the IRS business mileage rate over

the same period.

If fl eet management already tracks

some key performance measures, it al-

ready has a great start — just be sure to

track performance consistently year over

year. Otherwise, trends have little mean-

ing, so defi ne performance measures care-

fully and establish documented formulas

for calculating results.

Keep the report short enough to re-

tain the reader/viewer’s attention but long

enough to explain the facts that impact

costs and operational success.

TELL THE FLEET STORYAn annual State of the Fleet report is

meant to tell an important story. It enables

the fl eet manager to proactively get the

message out instead of becoming defensive

in response to budgetary questions. Those

who control the money in most organiza-

tions love to see numbers and graphs show-

ing historical trends and future projections.

Measures that consistently have meaning

and value from year to year can be tremen-

dous aids to support fl eet funding requests

and to enhance a fl eet manager’s profes-

sional image.

ABOUT THE AUTHORGary Hatfield is director of Public Fleet Consulting Services at Mercury Associates, Inc. He can be reached at [email protected].

Here are 20 specifi c suggestions for an annual State of the Fleet report:

1. Count of fl eet units broken out by vehicles (cars and trucks), mobile con-struction equipment and trailers, and miscellaneous assets.

2. Percentage of vehicles (cars and trucks) that are hybrids or capable of operat-ing on alternative fuels.

3. Year-end average fl eet age in years for both mileage- and hourly-based vehicles.

4. Total annual miles driven for entire mileage-based fl eet.

5. Total annual hours used for entire hourly fl eet.

6. Count of underutilized vehicles to show the number of vehicles that failed to meet minimum utilization goals.

7. Population or number of customers served per vehicle.

8. Ratio of employees to vehicles.9. Total annual capital expenditures for

replacement vehicles.10. Total annual capital expenditures for

additional vehicles.11. Total annual maintenance cost.12. Percentage of maintenance cost

outsourced.13. Cost comparison of: • Planned maintenance. • Unscheduled repairs. • Accident and abuse repairs. • Vehicle modifi cations.14. Total gallons of fuel consumed by

type of fuel.15. Total cost of fuel (and/or average cost

per gallon by fuel type).16. Customer satisfaction survey rating.17. Employee safety (e.g. number of

employee injuries).18. Driver safety (number of accidents).19. Business use of personal vehicles

(reimbursement cost).20. Personal use of business vehicles

(commuting cost).

WHAT TO INCLUDE IN A STATE OF THE FLEET REPORT

Appearance counts, so strive to give the re-port a professional look.

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The cover story for the November/

December 2010 issue of Govern-ment Fleet magazine was about

the Top 10 challenges facing public sec-

tor fl eets in CY-2011. To fi nd solutions to

these pressing issues, a one-day meeting

that included some of the “100 Best” fl eet

managers in North America was held Jan.

20 in Orlando, Fla.

The meeting was primarily comprised

of Florida fl eet managers. The State of

Florida is represented by 15 top 100 Best

Fleets in North America for the 2010

competition, more than any other state. It

is also represented by fi ve of the Top 20

fl eets, four of the No. 1 fl eets in the past

10 years, and the 2009 Government Fleet Public Sector Fleet Manager of the Year,

Doug Weichman, CAFM, from Palm

Beach County. Weichman is currently the

2010 NAFA Fleet Management Associa-

tion vice president.

These fl eet leaders gathered to com-

bine their knowledge for solutions to help

solve seemingly impossible problems

they and other public fl eet managers face.

Their attitude was “there is no problem

we can’t solve together.”

CHALLENGE: ZERO-GROWTH FLEET BUDGETS

One way to compensate for a zero-

growth budget is to supplement it with

grant monies.

Michael Brennan, fl eet manager for

Manatee County, Fla., (No. 9 Best Fleet

in 2010) obtained a $15.9 million grant

from the Federal Transit Administration.

“We were somewhat shocked, but

very pleased. Honestly, we’re hoping to

get some of the requested funds awarded

and continue to look for other funding

opportunities,” said Brennan.

Volusia County, Fla. (the No. 1 Best

Fleet in 2007) was able to insource ap-

proximately $1.5 million in 2010 without

additional staff or overtime.

Sarasota County, Fla., Fleet Man-

ager Greg Morris (No. 13 Best Fleet in

2010) said, “We are relentless in look-

ing for ways to maximize productivity.

Our labor costs are down 3 percent from

last year. We use Six Sigma to develop

meaningful measures, continuously an-

alyze our data, and constantly look for

ways to improve.”

Sarasota County also insourced work

from several cities and fi re departments,

in addition to selling fuel to the sher-

iff’s department. According to Morris,

the County’s philosophy on outsourcing

is, “if someone else can do it cheaper,

faster, and more reliable, we outsource

the repair, i.e., engines, tires, towing,

mowing, alignments, and windshields

replacement/repairs.”

Recently, Sarasota County completed

a return on investment (ROI) for its parts

A group of Florida fl eet professionals representing some of the top fl eets in North America met to discuss the top 10 challenges facing public sector fl eets and what they are doing to meet them.

SOLUTIONSSOLUTIONS

Public sector fl eet managers in Florida met to discuss solutions to the top challenges facing public sector fl eets, including:• Zero-growth fl eet budgets.• Relentless mandates for cost-cutting

initiatives.• Diffi culty maintaining aging assets.• Increased concern for staff burnout.• Unpredictability of future fuel prices and

political pressure to expand green fl eet initiatives.

AT A GLANCE

TO THE TOP CHALLENGES FACING PUBLIC SECTOR FLEETS

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room and contracted out for parts. The

County also rebid all existing contracts

and saved $1 million with that initiative.

It also has strict service-level agreements

with end-user customers.

Weichman of Palm Beach County

(No. 20 Best Fleet in 2010) outsources 20

percent of his fl eet’s budget, saving hun-

dreds of thousands of dollars per year. As

Weichman stated, “It all comes down to

time and productivity.”

CHALLENGE: RELENTLESS MANDATES FOR COST-CUTTING INITIATIVES

Steve Riley, fl eet director for the City

of Coral Gables, Fla., designed an audit

for public fl eets that provides the ability

to consider every aspect of an operation

for effi ciencies and helps counter priva-

tization initiatives. He was able to save

more than $450,000 in three months by

performing a fl eet audit, which led to a

subsequent vehicle utilization study. A

copy of Riley’s public fl eet audit can be

obtained at www.gfl eet.com.

Dan Croft, fl eet management direc-

tor for Collier County, Fla., another 100

Best Fleet, keeps totaled vehicles, espe-

cially ambulances and transit buses, for

parts instead of sending them to the sal-

vage yard as was previously practiced.

He “cannibalized” more than $30,000 in

parts and components from his last am-

bulance to repair other units. “We were

amazed when we started fi guring out the

savings, innovation, and new processes to

help increase productivity,” said Croft.

CHALLENGE: DIFFICULTY MAINTAINING AGING ASSETS

The 2010 NAFA Fleet Management

Association award winner for creativity

and innovation in the workplace, David

Vasquez from SECO Energy (who was

previously fl eet manager for Lake Coun-

ty, Fla.), created a one-page vehicle jus-

tifi cation model spreadsheet based on a

NAFA lifecycle analysis.

The justifi cation model breaks down

annual and lifetime costs (down to the

cents per mile) and segregates the cost

of business use versus commuting use.

With just basic information, fl eet man-

agers can easily demonstrate the per-

centage of vehicle cost associated with

commuting versus “real” business use.

Vasquez used this calculator to reduce

110 dedicated assigned take-home ve-

hicles to 18 in emergency management,

code enforcement, and animal shelter for

Lake County, saving $38,000 a month in

commuting costs.

Two other solutions offered by tech-

nology partners are to dispose of aging

inventory through an online auction.

This was demonstrated by Joe Lane,

director of regional sales for Property-

Room.com, and Ben Bailey, regional ac-

count manager for Copart, both online

auctions. An online auction also took

place in Orlando at the Copart facility

where the meeting was held and offered

489 vehicles to 445 online bidders in 24

countries.

Of the vehicles auctioned, 27 percent

were sold to overseas buyers. The online

auction process handled pre-bid cata-

loguing, the actual auction, electronically

collected resale proceeds, registrations,

retitling, audit trails, and provided ac-

curate accounting of assets and fi nancial

information.

A department in New York City was

able to improve its fl eet resale proceeds

by 400 percent using online remarketing.

CHALLENGE: INCREASED CONCERN FOR STAFF BURNOUT

Morris of Sarasota County said his

staff hasn’t had a salary increase in three

years and new hiring is frozen. Personnel

is its No. 1 cost. Employees agree hav-

ing a job is “a good thing,” but Morris in-

cludes additional fun activities, such as a

game called “Fish,” to keep morale high.

Marilyn Rawlings, fl eet manager for

Lee County, Fla., (No. 1 fl eet in 2004)

has scavenger hunts and other fun activi-

ties to keep employees engaged.

Bob Stanton, fl eet management direc-

tor for Polk County, Fla., (No. 3 fl eet in

A group, primarily fl eet professionals from Florida, met to discuss solu-tions to the top challenges facing public sector fl eet managers.

Greg Morris, fl eet manager for Sarasota County, Fla., showed his new fl eet services dump truck to event attendees.


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2010) gave his employees an engagement

survey based on 1 million employees to

fi nd out what motivates them to peak per-

formance. He has an open-door policy

and agrees with the concept “the only re-

form needed is a plan to remove obstacles

to innovation,” and he welcomes strong

ideas for improvement.”

Fleet professionals can share their in-

put regarding employee job satisfaction

through an online survey. The survey is

conducted by the Gallup Organization,

a research organization, which created

a feedback system for employers that

would identify and measure elements of

worker engagement most tied to the bot-

tom line. The 12-question survey identi-

fi es strong feelings of employee engage-

ment and has shown a strong correlation

between high scores and superior job

performance. The survey can be down-

loaded at the Government Fleet website

at www.gfl eet.com/engage.

CHALLENGE: UNPREDICTABILITY OF FUTURE FUEL PRICES & PO-LITICAL PRESSURE TO EXPAND GREEN FLEET INITIATIVES

In terms of government green fl eet

initiatives, Morris of Sarasota County

Michael Brennan, fl eet manager for Manatee County, Fla., was able to obtain a $15.9 million grant from the Federal Transit Administration.

Copart representatives pose for a group photo. (L-R) Yoker Vidal, region-al account manager; Kevin Parker, VP of southern operations; Donna Stern, general manager; and Ben Bailey, regional account manager.


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said, “pressure has somewhat decreased, but we must do what

is right for the environment, the customers, and stay within

budget. If alternative fuels are logical, funding is available

through grants, and if the environmental impact is signifi -

cant, it is logical to secure green assets. We purchased hybrid

bucket trucks proven to meet all green initiatives for our fl eet

operators, and customers love them because they are quiet.”

Driver training is another low-cost or no-cost way to re-

duce fuel consumption.

Co-ops for fuel is a trend in Florida and throughout the

country to reduce acquisition and operating costs. Outside of

Florida, Ft. Worth, Texas, saves millions of dollars per year

with its Texas cooperative fuel purchasing agreements.

Vasquez of SECO summed up the meeting when he said,

“Be proactive, not reactive. If you don’t know every facet of

your fl eet costs, someone else will fi gure it out for you and

leave you a box to pack your personal stuff.”

For more ideas and

solutions to the top chal-

lenges facing public sector

fl eet managers today, visit Government Fleet’s web-

site at www.gfl eet.com and click on the header labeled “Fleet

Docs.” Fleet Docs provides a comprehensive list of public sec-

tor fl eet forms, request for proposal (RFP) templates, policies,

manuals, procedures, and reports. Fleet managers can also

share their own documents by uploading the fi les online.

(L-R) Greg Morris, Karen Yeo, and Bill Armstrong from Sarasota County “caught the fi sh” in a morale-boosting game.

Dan Croft, fl eet management director for Collier County, Fla., discussed his cannibalization of totaled vehicles for parts.

Dave Vasquez of SECO Energy (formerly of Lake County, Fla.) discussed his justifi cation model with event attendees.


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You dig, right?

What government fl eet doesn’t?

Many public works departments

use a backhoe for everyday jobs, resorting

to an excavator for special occasions.

Excavators are more versatile and per-

form better now than excavators of a de-

cade and more ago, according to manufac-

turers. While this is good news, it means

purchasers and renters should do more

research on the equipment to ensure they

make appropriate purchasing and spec’ing

choices. The user has a range of factors to

consider, including size, weight, reach, tail

swing, horsepower, attachments, auxiliary

hydraulics, and breakout force.

Whether a fl eet rents or purchases an

excavator, it still must ensure the machine’s

specs match up to the work required.

RENT OR BUY? Fleets have various ways of determining

when to rent or buy an excavator, with many

fi nding rental suffi cient for their needs.

“When the reach and depth require-

ments exceed those of a backhoe, orga-

nizations will often rent an excavator, but

relatively few municipal fl eets actually buy

one,” said Chris Amos, CAFM, commis-

sioner of Equipment Services for the City

of St. Louis.

Walter Burnett, CAFM, public works

director for the City of Macomb, Ill., said,

“We occasionally rent an excavator when

the project warrants it. Our decision on size

is almost always based on when the excava-

tor will do the job better than one of our

backhoes. Often, we rent a mini excavator

if the workspace is tight and sometimes

larger machines are needed when the job

requires greater digging depth or break-

out forces than our backhoes can provide.

Our most recent rental was for a 48-inch

reinforced concrete culvert project across a

street. In that case, the weight of the pipe

sections was the determining factor.”

Stephen Kibler, ACFM, fl eet manager

for the City of Loveland, Colo., offered a

rule of thumb for fl eet managers: If exca-

vator utilization is less than 400 hours per

year, rent it.

“Our standard workload does not cur-

rently justify our purchasing an excavator,”

Kibler said. “Most underground main leaks

in Loveland involve a six-inch or smaller

pipe. Access or excavation is accomplished

by a backhoe 95 percent of the time. If a

larger main needs accessing, a contractor

would be hired to do the excavating.”

Kibler added, “mid-sized, rubber-

tracked units that are more maneuverable

seem to be the best value in a municipal

WHAT TO CONSIDER WHEN SPEC’ING

EXCAVATORS

Whether renting or buying, fl eets must ensure excavator specs meet the needs of the application. Fleet managers and equipment manufacturers weigh in on factors to consider.

BY STEPHEN BENNETT

When spec’ing an excavator, take into consideration:• Boom reach, maximum loading height,

and swing radius.• Attachments needed for specifi c

applications.• Whether it has enough power to lift what

needs to be lifted.• Tail swing, depending on how much work

space is available.• Equipment transport.• Training for operators and mechanics.

AT A GLANCE

GF03_Excavators.indd 38GF03_Excavators.indd 38 2/23/11 2:12:04 PM2/23/11 2:12:04 PM


environment. Most excavating needs are

predominately in the roadway, and pave-

ment damage needs to be minimized.”

MANAGING SPECIFIC DEMANDSTransporting an excavator to a jobsite is

also an issue, in part because side streets

aren’t always large enough to allow off-

loading. In Loveland, Kibler said the Water

Department will drive a backhoe as far as

10 miles to a worksite, which accounts for

50 percent of the equipment wear-and-tear.

(The size and weight of the machine also

determine the size of a trailer and towing

vehicle, and whether the driver will need a

commercial driver license.)

Government fl eets deal with different

demands day-to-day, often shaped to some

degree by geography and seasonal weather

patterns, among other factors.

Flooding and mud slides come with

the territory in Snohomish County, Wash.

Excavators are used to move rock and rip-

rap into place for fl ood control and to clear

mud slides.

The Snohomish County Department of

Public Works (DPW) has 11 excavators:

fi ve crawler excavators, four mini-excava-

tors, and two wheeled machines. They are

from a mix of manufacturers, including

Caterpillar, JCB, John Deere, and Komat-

su, said Allen Mitchell, CPFP, fl eet man-

ager for Snohomish County DPW.

“We rent additional machines if we’re

busy,” Mitchell said. During the construc-

tion season, the road division, which has

170 employees, hires half as many again

for summer help. Seasonal employees are

limited to operating pickup trucks while

the full-time, experienced employees are

assigned to the excavators and other more

sophisticated equipment, Mitchell said.

Spec’ing the excavators for various uses

requires consideration of a wide range of

factors that include boom reach, maximum

loading height, and swing radius.

An excavator spec’d with hydraulics to

run a well-chosen variety of attachments

is a very versatile machine, Mitchell said.

Snohomish County’s excavators are used

for solid waste management, parks main-

tenance and construction, and road repair

and construction.

At transfer stations, the County uses

excavators with a hydraulic thumb attach-

ment to sort and pack recyclables. In the

County’s parks, an excavator with a mower

attachment replaced a traditional mower,

and an excavator with a hydraulic thumb

attachment is also used for parks projects

such as reconfi guring drainage systems.

The road crews use excavators with pave-

ment breakers; they also use a hydraulic

thumb attachment to load catch basins and

culverts on and off trailers and to plant

trees. Road crews use the mower attach-

ment for drainage projects along rights-

of-way and to remove debris from bridge

structures to prevent fl ood damage.

For construction projects, a compactor

attachment comes in handy for compacting

soil to minimize settling once a concrete

slab is poured. To dig for construction proj-

ects, the County usually specs two or three

buckets of varying widths, Mitchell added.

A compact or mini excavator can cost

about $95,000 and a large excavator around

$350,000, Mitchell said. As for service life,

Mitchell said, “We don’t go beyond 10,000

hours. After that, there can be major re-

build costs.” That number of hours usually

translates to about 15 years, Mitchell said.

SPEC’ING THE RIGHT EXCAVATORTom Connor, Bobcat’s excavator prod-

uct specialist, pointed out a fundamental

question anyone purchasing or renting an

excavator must ask: Can it lift what needs

to be lifted? Manhole covers, Jersey barri-

ers, and large trees are typical items that

might have to be handled.

Beyond that, auxiliary hydraulics to

run attachments are crucial, Connor and

(Photos shown from left to right) The Terex TC 20 Compact Crawler Excavator has max dig depth of 8 feet 2 inches and max reach of 14 feet 4 inches. The Caterpillar hydraulic hammer attachment helps break surface material such as concrete sidewalks and roadways. The Caterpillar auger attachment shown can be used in parks and recreational areas for planting trees and installing fences and light poles. The John Deere 220D W wheeled excavator allows operators to drive to a jobsite rather than loading the equipment onto a trailer.



O F F - R O A D

PROTECT YOUR FLEET

GF0311audit.indd 1 2/23/11 7:28:23 AM

other manufacturers agreed. Purchasers

typically order three to fi ve attachments,

Connor said. Besides a couple of buckets of

different sizes, a hydraulic thumb is widely

valued for the versatility it provides. An-

other important attachment is a breaker or

“hammer” to break through pavement.

For the sake of ROI, “you want to use

an excavator all day,” said Keith Rohrback-

er, product manager of Kubota, and attach-

ments can help make that possible.

Systems or designs that support attach-

ment changes yield multiple benefi ts, nota-

bly time savings. Some manufacturers offer

a quick-exchange system. Besides enhanc-

ing productivity, these also can provide a

safety advantage, Rohrbacker said, consid-

ering attachments can weigh hundreds to

more than 1,000 lbs.

Apart from ever-present budget con-

siderations, the type of work or range of

projects largely determines the size and

weight of the excavator that can be used. In

this context, tail swing must be taken into

account. Reduced tail swing allows a ma-

chine to get closer to an obstacle or func-

tion in a restricted space, said Mark Wall,

product marketing manager for John Deere

Construction & Forestry Co.

When spec’ing, always account for tail

swing. Bobcat’s Connor recalled a recent

visit to St. Louis, where the sewer depart-

ment was considering what sort of machine

it would need for residential repairs that

would require digging six to eight feet in

backyards, where maneuverability would

be at premium. Some excavators can nar-

row their track base to pass through small-

er areas, for example.

Amenities such as a cab enclosure with

air conditioning and heat were unheard of

a decade or more ago. While these provide

operator comfort and can support produc-

tivity, some crew chiefs might be averse to

spec’ing them, Rohrbacker said, because

they want the operator to be in constant

contact with the ground crew, and they also

sometimes want the operator to get out of

the cab to help with certain tasks.

Fixating on horsepower when spec’ing an

excavator can be a mistake, several manufac-

turers stressed. The engine drives the hydrau-

lic pumps and “that’s all it does,” Rohrbacker

said. “An excavator can have less horsepower

than another machine and perform better be-

cause of its hydraulic system.”

COMPACT VERSUS FULL-SIZEA number of fl eet managers said they

tend to use compact or mini excavators.

When choosing a compact excavator,

make sure the piece of equipment will

be adequate for 85-90 percent of jobsite

needs, said Tom Reith, construction prod-

uct manager for Terex. “Don’t sacrifi ce

power, breakout force, or anything else

just to save a dollar,” Reith said.

Reith added that a compact excava-

tor must be durable and reliable because

downtime is expensive. The undercar-

riage is the most costly part of an exca-

vator, comprising almost 20 percent of a

machine’s purchase price and nearly 50

percent of its maintenance cost, accord-

ing to Terex.

Though some fl eet managers might fa-

vor compact machines, sometimes more

is called for. An advantage of larger,

wheeled excavators, for example, is that

they can be driven along roads at, for ex-

ample, 17 mph, to a water main break, fi t-

ted with a hammer attachment to break

through pavement and a bucket for dig-

ging, refi ll the opening once repairs are

made, and be driven away.

Unlike years ago, the range and choice

of excavators has grown now to the point

that a user can seek out a “best fi t” rather

than take a one-size-fi ts-all approach,

pointed out Jason Walker, governmental

support consultant with Caterpillar.

Agencies should consider spec’ing ad-

ditional hydraulic capabilities from the

factory, he added. This not only provides

increased versatility but can also signifi -

cantly reduce the cost of these options

compared to having the modifi cations

done in the fi eld after the fact.

Training is another important element

Brian Stellbrink, Americas excavator

product specialist for Caterpillar, noted.

Most manufacturers provide some level

of training upon delivery of the machine,

but this usually just covers the basic

walk-around. Given the complexity of

these machines and the technology in-

volved, Stellbrink said, customers should

include specifi c training provisions in

their requests both for operators as well

as technicians.

In addition, most manufactures provide

details about their machines online.

Meanwhile, the excavator market is al-

ways changing, with frequent new devel-

opments. Last year, Komatsu introduced a

compact hydraulic excavator designed for

construction, utility, landscaping, and oth-

er small- to mid-sized applications. The

machine is equipped with wireless tech-

nology that sends operating information

to a secure website. Operating hours, ma-

chine location, maintenance notifi cations,

out-of-area notifi cations, machine utiliza-

tion, and residual fuel levels are relayed to

the Web application for analysis.

SOURCES• Chris Amos, CAFM, commissioner of Equipment Services, City of St.

Louis. E-mail: [email protected] • Walter Burnett, CAFM, public works director, City of Macomb, Ill. E-mail: [email protected]• Stephen Kibler, ACFM, fleet manager, City of Loveland, Colo. E-mail: [email protected] • Allen Mitchell, CPFP, fleet manager, Dept. of Public Works, Snohomish

County, Wash. E-mail: [email protected] • Bobcat. www.bobcat.com• Caterpillar. www.govbidspec.com• John Deere. www.deere.com• Kubota. www.kubota.com • Terex. www.terex.com

The Caterpillar hydraulic thumb attachment provides greater machine dexterity when moving large objects or cleaning debris.

The Kubota U55 fi ve-ton tight tail swing com-pact excavator is designed for work in tight jobsites.






http://www.bobcat.com

http://www.govbidspec.com

http://www.deere.com

http://www.kubota.com

http://www.terex.com

PROTECT PROTECT YOUR FLEETYOUR FLEET

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Public Fleet Audit – A Self Assessment Checklist

This comprehensive guide contains information on how to:

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- increase effi ciency and workfl ow processes

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- gain analytical skills to evaluate other fl eet operations

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Buy today and receive free updates and changes via e-mail.

Keep your fl eet operations secure today.

Learn more at www.gfl eet.com/audit. GF10-02.10

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GF0311audit.indd 1 2/23/11 7:28:23 AMGF03_Excavators.indd 41GF03_Excavators.indd 41 2/23/11 2:12:12 PM2/23/11 2:12:12 PM

http://www.gfl


To register, visit www.GovFleetExpo.com or call 800-576-8788

Included with

your Show Pass:

Government Fleet

Magazine’s Industry

Benchmarking Study

*a $1,000 value

Take-Home Value,Guaranteed!

June 6-8, 2011San Diego Convention Center

San Diego, CA

TO AN INDUSTRYBENCHMARKING

STUDY!

GF0311gfx_vert01.indd 1 2/22/11 1:26:59 PM

N E W P R O D U C T S

BENDPAK HDS-35PX PARKING LIFTBendPak’s all-new HDS-

35PX features a 35,000-

lb. lifting capacity and a

maximum lifting height of

nearly 15 feet. It is designed

for parking and storing bus

fl eets and can also be used

for government and utility

vehicle parking.

The HDS-35PX is ideal

when vehicle storage space is short, according to the company. By stacking buses and

trucks safely on top of each other, fl eets can take advantage of formerly wasted over-

head space. Fleets can also place multiple lifts side by side, where every two lifts share

a pair of columns, increasing the overall parking capacity by up to 75 percent, accord-

ing to the company. The HDS-35PX can be used indoors or outdoors.

WWW.BENDPAK.COM

Placing multiple HDS-35PX lifts side by side can further increase overall parking capacity.

SNAP-ON SRD35 TORQUE ADAPTORThe Snap-on SRD35

Torque Adaptor is de-

signed for daily use by

service technicians. It

allows technicians to

reach bolts easily and

eliminates the need

to switch tools for

90-degree torque pro-

cedures, according to the company.

The Torque Adaptor has special applications for use on Ford F-250/F-350 trucks

and Excursions (2003-2007) and Ford E-Series vans (2004-2009), including ambu-

lance, law enforcement, and shuttle bus conversions using the 6.0L Power Stroke

diesel engine.

A ¾-inch drive ratchet/torque wrench transmits the high torque necessary to loos-

en and tighten head bolts with less strain on the technician, according to Snap-on.

WWW.SNAPON.COM

The SRD35 Torque Adaptor is designed for daily use and allows technicians to reach bolts easily.

GF03_Products.indd 42GF03_Products.indd 42 2/23/11 3:24:53 PM2/23/11 3:24:53 PM

http://www.GovFleetExpo.com


To register, visit

www.GovFleetExpo.com or call 800-576-8788


San Diego, CA

Government Fleet

Expo & Conference

is your best opportunity

all year to mix with

public sector fl eet

managers at all levels.

Build new

partnerships and

create new alliances!

OF FACE-TO-FACENETWORKING

OPPORTUNITIES!

GF0311gfx_vert02.indd 1 2/22/11 1:30:25 PM

ADAMSON INDUSTRIES PATROL VEHICLE PUSH BUMPER Adamson Industries is shipping its

PB400 Push Bumper System by

Setina for the 2011 Dodge Charger,

2011 Chevrolet Caprice PPV, and the

2012 Next Generation Ford Intercep-

tor sedan. The PB400 Push Bumper is

made of high-strength aluminum and

increases protection to fender, grille,

and headlights, according to the com-

pany. The rounded design accommo-

dates today’s aerodynamic vehicles.

The Bodyguard Push bumpers feature

a powder-coated fi nish and are easy to

install, according to the company.

WWW.ADAMSONINDUSTRIES.COMThe PB400 Push Bumper increases protection to vehicle fender, grille, and headlights.

GROTE INDUSTRIES WHITELIGHT LED LAMPSGrote Industries’ purpose-built

WhiteLight LED lamps can

bring fi re rescue vehicles into

NFPA 1901: Standard for Auto-

motive Fire Apparatus lighting

compliance, according to the

company. Guidelines to support

fi refi ghters during response and

on-scene activity pertain to ap-

paratus ordered on or after Jan.

1, 2009.

Grote’s LED lighting solu-

tion can be specifi ed on any

new vehicle, but offers depart-

ments the opportunity to bring their existing vehicles into compliance.

According to the company, LED lighting is more practical than existing solutions

such as pole-mounted scene lighting, which is more costly to purchase and maintain

and requires more power draw. Lower power draw allows users to run the vehicle’s

other mission-critical equipment.

Grote LED WhiteLight lamps are rated for tens of thousands of hours of service

life. The lamps resist water spray and are listed for wet location usage.

WWW.GROTE.COM

WhiteLight lamps are impervious to the types of shock and vibration that would disable conventional lighting equipment, according to the company.




To register, visit

www.GovFleetExpo.com or call 800-576-8788


San Diego, CA

Educational sessions that provide practical

advice from those who face the same

everyday challenges as you.

• REPORT BACK TO WORK WITH TACTICS TO IMPROVE FLEET PERFORMANCE • TRANSFORM YOUR TRACK RECORD

• EARN A CERTIFICATE OF COMPLETION

GF0111gfx_vert01.indd 1 12/20/10 11:10:53 AM

E X C A V A T O R S

TEREX TC50 COMPACT EXCAVATORThe Terex TC50 com-

pact crawler excavator

offers a stable, zero-

tail swing platform for

trenching and exca-

vating in constricted

work environments.

It is designed to turn

within its tracks so

the rear of the ma-

chine does not swing

out. The offset boom

allows for working in

close proximity next to buildings and foundations.

The TC50 is designed with a 39.4 hp Yanmar 4TNV88 engine and a load-sensing

and load-independent fl ow division hydraulics system. It weighs 11,067 lbs. and offers a

maximum dig depth of 12 feet 1 inch and maximum reach of 20 feet 4 inches.

The insulated steel cab is FOPS (Falling Object Protective Structures) and TOPS

(Tip Over Protective Structures) certifi ed.

WWW.TEREX.COM

BOBCAT E35 COMPACT EXCAVATORThe Bobcat E35 is a

zero-tail swing excava-

tor designed for work

in space-constrained

jobsites.

The E35 includes

an auto-shift travel fea-

ture that automatically

shifts to high range for

easier transporting and

turns, an auto-idle fea-

ture that decreases fuel

consumption and over-

all jobsite sound lev-

els, an easy-to-operate

fi ngertip boom swing that opens up space on the fl oor for the operator’s feet, and

an integrated slew brake for infi nite braking positions. It offers 50-percent quieter

overall sound level from previous models and 20-percent greater arm breakout force,

according to the company.

WWW.BOBCAT.COM

The Terex TC50 offers ground-level access to all critical machine components, including the engine, drivetrain, and hydraulics.

The Bobcat E35 compact excavator offers zero tail swing for working tight spaces.




To register, visit www.GovFleetExpo.com or call 800-576-8788

• REAL BUSINESS PLANS • SPREADSHEETS USED BY FLEET MANAGERS

• POLICY AND PROCEDURE MANUALS

• TEMPLATES

You’ll leave every session

with

all on a convenientfl ash drive.


San Diego, CA

6 8 20

GF0111gfx_vert02.indd 1 12/20/10 11:14:47 AM

KUBOTA KX057-4 COMPACT EXCAVATORThe Kubota KX057-4 is a conventional tail

swing model that provides stability in open

areas, even when thumb and wide buckets

are used. It utilizes a 47.6 gross hp direct-

injection Kubota diesel engine and includes

an auto idle feature that conserves fuel and

reduces noise level, according to Kubota.

The KX057-4 features a load-sensing

hydraulic system, auto-downshift travel

motors, and a digital panel that displays vi-

tal information and notifi es the operator when maintenance is needed.

Safety attributes include swivel and travel negative brake systems and ROPS/FOPS

(Roll Over Protective Structures/ Falling Object Protective Structures) certifi cation on all

canopy and cab models.

WWW.KUBOTA.COM

CATERPILLAR 336E HYDRAULIC EXCAVATORThe Cat 336E hydraulic excavator uses

a Cat C9 engine that delivers 317 net hp

and features advanced electronic control,

precise fuel delivery, and refi ned air man-

agement for optimum performance and re-

duced fuel consumption, according to Cat.

The 336E features strengthened boom,

digging arm, and boom-foot mount. A

strengthened wing frame supports the

machine’s redesigned ROPS (Roll Over

Protection Structure).

In addition to meeting Stage IIIB/Tier 4 Interim emissions requirements, the 336E

also meets all applicable sound-level and safety regulations, including ISO (Interna-

tional Standards Organization) requirements for visibility.

WWW.CAT.COM

JOHN DEERE 120D EXCAVATORJohn Deere’s 120D hydraulic excava-

tor features a Powerwise III engine/

hydraulic management system. The

excavator delivers 93 net hp and has

an arm breakout force of 12,823 lbs.

A hydraulic recirculation system deliv-

ers effi cient fl ow to the boom and arm,

speeding multifunction operation and

cycle time, according to the company.

Operators can select from three

modes to match the engine rpm to op-

erating conditions and applications. A

multifunction LCD screen in the cab allows operators to monitor machine operations.

WWW.DEERE.COM

The KX057-4 uses X-frame construction for strength and stability, according to the company.

Increased hydraulic pressure in the 336E’s heavy-lift system yields increased lifting capacity, according to the company.

The 120D has tungsten-carbide coated surfaces and oil-impregnated boom, arm, and bucket bushings.



REGISTER NOW!

Visit www.GovernmentFleetExpo.com or c

Schedule-At-A-Glance (Subject to Change)

GFX02-16.11

Get REAL at Government Fleet Expo & Conference 2011…with REAL Take-Home Value, REAL Solutions from REAL Fleet Managers,

and REAL-LY Great Face-to-Face Networking

June 6-8, 2011San Diego Convention Center, Hall C San Diego, CASSSS

MONDAY, JUNE 6, 2011

PRE-SHOW EVENTS: 11:00am – 1:45pm 100 Best Fleets RoundtableTECHNOLOGY FORUM:2:00pm – 2:45pm Right Sizing Your Fleet Using Motor Pool Management Technology3:00pm – 3:45pm The Future of Fleet Management: A Telematics Technology Forecast4:00pm – 4:45pm Accident Reduction Technologies, Strategies and Solutions

GFX Begins with NETWORKING EVENTS:5:00pm – 6:00pm Opening Networking Reception6:15pm – 7:15pm Facility Tour – City of San Diego7:30pm – 9:00pm Networking Night on the Town

TUESDAY, JUNE 7, 20118:30am – 10:00am Breakfast and Opening Keynote Speaker: All-Star Pitcher Dave Dravecky 10:00am – 10:15am Networking Break10:15am – 11:15am Concurrent Sessions: • Advanced Parts Room Management • Implications of Managing an Aging Fleet • Creating a Hybrid Balanced Scorecard/Process Improvement Program11:15am – 11:30am Networking Break Sponsored by11:30am – 12:30pm Concurrent Sessions: • How to Attract and Retain the Best Personnel • Microsoft Excel for Public Fleet Managers • A Step by Step Guide to Calculating Your Carbon Footprint 12:30pm – 3:00pm Lunch and Exhibits3:00pm – 4:30pm General Session: Fleet Challenges and Solutions Networking Power Session4:35pm – 5:30pm Concurrent Sessions: • Public Sector Fleet Management in the New Economy • How to Be Recognized as the Fleet Expert in Your Operation • 10 Innovative Solutions in 55 Minutes5:30pm – 7:30pm Networking Reception and Exhibits7:30pm – 9:00pm Networking Night on the Town

GF0311gfx_spd.indd 2-3 2/23/11 3:11:34 PMGF03_Products.indd 46GF03_Products.indd 46 2/23/11 3:25:09 PM2/23/11 3:25:09 PM

http://www.GovernmentFleetExpo.com

GOVERNMENT FLEETM A N A G I N G P U B L I C S E C T O R V E H I C L E S A N D E Q U I P M E N T W W W . G F L E E T . C O M

Lead Media Sponsor:

r call 800-576-8788

Navigate Your Fleet to Excellence

Headquarters Hotel Information:San Diego Marriott Hotel & Marina 333 W. Harbor Drive San Diego, CA

Special government per diem conference rate until the block

is full: $131/night (single occupancy)

Call: (800) 228-9290 or (619) 234-1500Mention Government Fleet Expo when booking your room.

BREAKFAST AND OPENING KEYNOTE SPEAKER

All Star PitcherDave Dravecky

WEDNESDAY, JUNE 8, 20119:00am – 10:00am Breakfast and Awards Ceremony • Government Fleet Public Sector Fleet Manager of the Year • 100 Best Fleets10:00am – 11:00am Keynote Presentation11:00am – 1:30pm Lunch & Exhibits1:30pm – 2:30pm Concurrent Sessions: • How to Develop an Insourcing Program as a Revenue Stream • An Electric Combination: Public Fleets and Electric Vehicles • Fleet Audits: What Auditors are Looking For2:30pm – 2:45pm Networking Break 2:45pm – 3:45pm Concurrent Sessions: • Advanced Fleet Utilization • A Safety Self-Analysis: How Safe is Your Shop? 3:45pm – 4:00pm Networking Break4:00pm – 5:00pm Concurrent Sessions: • CSA Vehicle Maintenance Workshop • Doing Less with Less 5:00pm – 6:30pm Networking Night on the Town Sponsored by

THURSDAY, JUNE 9, 2011

POST-SHOW EVENTS:FASTER Fleet UniversityAssetWorks Fleet Software Workshop

GF0311gfx_spd.indd 2-3 2/23/11 3:11:34 PMGF03_Products.indd 47GF03_Products.indd 47 2/23/11 3:25:13 PM2/23/11 3:25:13 PM


PUBLIC FORUM By Mike Antich

The primary job of a pub-

lic sector fl eet manager

is managing assets and

the services provided to user

departments. However, as ev-

ery fl eet manager can attest, as

much as 60 percent of the work

week is consumed by personnel

management. In many respects,

people management (staff and

interdepartmental) is harder

than asset management.

How you deal with “people”

issues infl uences shop morale,

user department relationships,

and management’s opinion of

your effectiveness as a fl eet man-

ager. Successful people manage-

ment translates into higher tech-

nician productivity, improved

operational effi ciencies, and im-

proved customer service.

However, in today’s environ-

ment, it is harder to keep mo-

rale up with employees fearful

for their jobs, in a no-pay raise

environment. Stress levels are

up at shops around the country,

which decreases productivity

at a time when you need to get

more out of your staff.

Although you may “think

you already know” what is on

the minds of your employees,

encourage your staff to feel free

to express ideas and concerns

to you. You may be surprised

at what you hear. Listen to not

only what they say, but how they

say it. Encourage constructive

feedback. Adopt an open-door

policy and let your staff know

their comments will be held in

confi dence. You should continu-

ally gauge the job satisfaction of

your staff. The fi rst rule is to get

out of your chair and walk the

shop. Observe what’s going on

in the shop and in the yard. Talk

with your technicians. When le-

gitimate complaints are brought

to your attention from the shop

fl oor, support your team by ad-

dressing them with management.

The best way to resolve problems

is to prevent them from happen-

ing in the fi rst place. Let associ-

ates know you are receptive to

new ideas to improve fl eet oper-

ations. Encourage creativity and

innovation, which is extremely

important in maintaining high

levels of customer service.

GARDENING VS. MANUFACTURING

Customer service is more akin

to “gardening” than to “manufac-

turing.” You can’t “manufacture”

customer service; you need to

“cultivate” customer service. A

hallmark of a best-in-class fl eet

operation is excellent interde-

partmental relationships. This is

something cultivated over time.

An effective fl eet manager listens

to user departments. You need to

know your customers’ objectives.

It is important to regularly survey

customers to determine the needs,

wants, and expectations of fl eet

operations. If you are not meeting

these needs and expectations, then

you’ve failed as a fl eet operation.

It is important for fl eet operations

to be cost-effi cient and to temper

unwarranted user department de-

mands, but an unhappy customer

represents a defi ciency in your

department’s performance. You

need to identify emerging end-

user issues before they become

major issues. You need to docu-

ment downtime, cost issues, and

customer-perceived lack of per-

formance. When collecting this

information, ask the customer de-

partment to substantiate whatever

they can in writing. Conduct a

work-order analysis to determine

the validity of these issues.

Customer service has a dollar

value associated with it. For ex-

ample, every hour of downtime

costs your organization real dol-

lars in lost productivity. It is ex-

tremely important to discuss ser-

vice standards with your staff.

They need to hear this from

you, not read it in a manual. It is

important to explain your man-

agement objectives to all team

members. Explain how each

staff member fi ts into the bigger

picture of what fl eet operations is

seeking to accomplish. You’d be

surprised how many technicians

do not have a good understand-

ing of the organization’s overall

goals and how much they appre-

ciate being included in these dis-

cussions. It is critical that tech-

nicians understand the mission

of fl eet operations. You need to

constantly re-communicate this

message so that it becomes part

of fl eet’s everyday operating pro-

cedures. However, a departmen-

tal customer-service mindset is

created by actions, not words.

Memos and presentations that

tout “best-in-class service” don’t

mean a thing unless your fl eet

organization lives, breathes, and

delivers this customer service.

Unfortunately, internal cus-

tomers are too often treated as

a captive audience that can be

dictated. Technicians must un-

derstand that internal custom-

ers aren’t their nemeses. It is

important to remember the rea-

son fl eet departments exist is to

support customer departments.

ESTABLISHING CUSTOMER SERVICE METRICS

Customer service has long

been the measure that we “live or

die” by in this business. As fl eet

manager, you have to understand

service technicians aren’t the

fi rst line of defense in raising the

customer service bar — you are.

The fl eet manager is responsible

for creating a shop culture that

values internal customers, even

diffi cult ones. As a leader, your

success is based on making your

team customer-oriented.

To build a customer-service

mindset, you must employ both

formal and informal metrics to

measure progress. Solicit regular

feedback from customers using

customer surveys, but also use

informal methods as simple as

conversations and direct obser-

vations. These informal meth-

ods will alert you to service defi -

ciencies. You also need a way to

measure and manage customer

service. Unfortunately, people

are more often likely to do what

you “inspect,” rather than what

you “expect.” Nevertheless, by

not using metrics, you run the

risk of detaching yourself from

customer-related issues.

To be successful in today’s

diffi cult work environment, it is

more critical than ever to create

a shop culture providing high-

quality service that focuses

on the customer, regardless of

the circumstances. To develop

a customer service mindset,

you must view work from the

customers’ perspectives. Noth-

ing creates more credibility

for your team than for senior

management to hear other de-

partments compliment you on

the quality of customer service

they receive. But to receive the

praise, you must earn it.

Let me know what you

think.

[email protected]

YOU’RE ONLY AS GOOD AS YOUR STAFF

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GF03_C3-C4.indd 993GF03_C3-C4.indd 993 2/23/11 2:14:14 PM2/23/11 2:14:14 PM

THE CHALLENGE: IMPROVING THE BOTTOM LINE

OUR SOLUTION: MANY FUEL EFFICIENT VEHICLES

| 2011 CHEVROLET CRUZE ECO 1

| 2011 GMC TERRAIN| 2011 BUICK LACROSSE

1 Available to order.

2 Based on EPA estimates.

3 Available to order at participating dealers in CA, TX, MI, NY, NJ, CT and DC.

©2011 General Motors LLC

2011 30+ MPG HWY. VEHICLES (when running on gasoline)2

Chevrolet Cruze ECO1 42 MPG hwy.

Chevrolet Volt3 40 MPG hwy.

Chevrolet Cruze 36 MPG hwy.

Chevrolet Aveo 35 MPG hwy.

Chevrolet Aveo 5-door 35 MPG hwy.

Chevrolet Malibu 33 MPG hwy.

Buick Regal 32 MPG hwy.

Chevrolet HHR 32 MPG hwy.

Chevrolet HHR Panel 32 MPG hwy.

Chevrolet Equinox 32 MPG hwy.

GMC Terrain 32 MPG hwy.

Buick LaCrosse 30 MPG hwy.

We know that fuel costs affect your bottom line. That’s why our 2011 lineup

includes 12 models with an EPA-estimated 30 MPG hwy. or greater when running

on gasoline. We continue to develop new ways to improve fuel economy

without compromising performance—many of our powertrains are equipped

with features such as Active Fuel Management, Clean Diesel Technology and

Spark Ignition Direct Injection. For more solutions, visit gmfleet.com.

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government fleet march/april 2011

Documents

fl eet employees

fleet report

passenger fleet

annual fl eet report

government fleet marchapril

public forum fleet management

government fleet usps

fleet imagefleet managers