DEPARTMENT OF PUBLIC WORKS: FLEET MANAGEMENT COORDINATORS

3-B
DEPARTMENT OF PUBLIC WORKS: FLEET MANAGEMENT COORDINATORS
Problem Identification:
Vehicle requirements vary dramatically across departments with little ability to effectively evaluate the needs of each. Much of this process is done within the vacuum of each department. There is little ability to provide information that would greatly improve decision making across departments regarding replacement, use, maintenance, and fueling.

Recommended Action:
Designate a fleet management coordinator within each City department that is accountable for all departmental fleet activity. The fleet management coordinator must report and be held accountable for the cost of the department’s fleet. There should also be a ‘dotted line’ reporting structure to the centralized fleet management function.

Classification:
Cost Savings, Organizational, Service Improvement

Functional/Operational Area:
All departments with substantial fleet-related activities.

Estimated Annual Impact:
Cannot be Estimated

Estimated Implementation Costs:
None

Barriers to Implementation:
Departmental accountability has been largely lacking in this area. This must be mandated and managed on an on-going basis to be effective.

Projected Implementation:
60 days

Next Steps:
Select departmental coordinators, specify responsibilities in formal position descriptions, and establish appropriate reporting relationships and mechanisms.

Analysis:
Today, various people in each department independently handle fleet management issues. It is very difficult to identify anyone who has clear responsibility for any or all fleet management functions. If a comprehensive effort to improve the management of the City’s fleet assets is to succeed, each department needs a designated interface with the City’s centralized fleet management entity.