1. Changing Fleet Maintenance to Fleet Management Derived from a 2009 APWA International Public Works Congress and Expo presentation by the City of Columbus Division of Fleet Management

2. Columbus Fleet Management- on the Cutting Edge

3. Make the Transition -Fleet Maintenance to Fleet Management Migrate from a simply “changing the oil” culture to a full- fledged management operator of the entire fleet Keys to the Transition : – Gain Efficiencies through your Facility and Centralization – Bill Burns, Operations Manager – Technician Training and Testing – Bill Burns – Invest in Technology – Bill Burns – Effective Safety Program – Terrell Spencer, Safety Manager – Be Socially Responsible - Green your Fleet – Amy Krohn, Project and Policy Manager – Measure your Progress – Amy Krohn – Drive Change and Culture – Kelly Reagan, Fleet Administrator

4. City of Columbus Statistics Fleet Mgmt. services approximately 6100 pieces of vehicles/equipment – 3000 on-road (cars, trucks, SUVs, etc.) – 3100 off-road (construction equipment, tractors, mowers, etc.) Primary customers include Refuse, Police, Fire, Transportation, Development and Rec and Parks Approximately $32 million budget Obtained ASE Blue Seal in 2008, again in 2009 – largest municipality in US and only city in Ohio to obtain

5. Fleet Facility and Centralization New state-of-the-art fleet facility opened March 2008 – combined 6 locations into one 150,000 square foot facility 24/7 staffing capabilities, enables cross training of mechanics eliminating the need to hire additional technicians Latest technology in repair equipment for the automotive and truck repair industry On-site fueling station equipped with a new automated fueling technology set up for diesel and unleaded fueling 1500 kw generator enables facility to run off the grid for up to a week or more

6. New Fleet Facility Cont. Several green building initiatives: – Energy efficient lighting – Automated fluid dispensing system allows efficient dispensing of lubricants, generates zero waste – Latest environmental technology for collection of used oil and antifreeze – Fuel containment system for fuel islands and storage areas – Reduced site disturbance by utilizing many existing trees and green space

7. Invest in Technology to Decrease Supplier Services Determine laptop needs on the floor – Provide laptops and training to enhance diagnostics – Result is decreased Parts expense/external services Promote training by pulling men off the floor and training them on new technologies Become the “benchmark” city for reduced costs and control over all vehicles & equipment

8. Technician Training/Testing Become the best by: Training and testing employees in nationally recognized certifications - ASE & EVT In Columbus, 81 % of employees hold at least 1 (one) ASE – 75 employees hold 460 ASE Certs on the floor 28 ASE Master certifications 20 employees hold 55 EVT Certifications – 4 Master Fire Apparatus Technicians

9. Implement an Effective Safety Program Make Safety a Priority Develop an annual Strategic Plan Have weekly Safety “shop talks” Set goals – review areas for improvement Develop a monthly Training Schedule Track progress quarterly Spend time on the floor-inspections Use an Employee Safety Committee Reward good behavior Use incidents as “training tools” Send employees home in one piece

10. 2008 City of Columbus Safety Stats

11. Fleet has a Responsibility to the Environment Driving “Green Initiatives” can be costly and requires patience - educate your audience – Seek grants when possible to offset costs Green must be a “Top Down” approach Reducing/controlling fleet (pooling, right-sizing, reducing take-home, etc.), decreasing vehicle emissions and increasing the use of alternative fuels ultimately improves air quality for everyone

12. Develop a Viable Green Fleet Plan COC created and implemented a Green Fleet Action Plan- became effective January 1, 2008 – One of first cities in mid-west to adopt a Green Fleet plan “Green” Purchasing- language that gives preference to hybrids, flex fuel and CNG vehicles should be included in light duty specifications Use alternative fuels and implement reductions in petroleum consumption 2009 & 2010 will deliver $1.4 Million in CMAQ grants Recently awarded $1.4 million in DOE Clean Cities grant

13. Measure your Performance - Columbus Stat You can’t manage what you can’t measure Performance measures are a communication tool to the outside world, including upper level management/Mayor’s office Columbus achieves communication through “Columbus Stat”- re-occurring meetings with panel of City directors and Mayor’s Office staff – Performance measures and other timely issues are discussed in a forum type setting

14. Columbus Stat “Dashboard”

15. Fleet Key Performance Measures % Fleet customers satisfied –100% YTD, 92.6% overall for 2008 PMI Currency – 89.9% YTD, 92.8% overall for 2008 % Re-works -.2% YTD,.2% 2008 % mechanic hours billed – 74% YTD, 71% overall for 2008 Downtime – 2.1 days YTD, 2.45 average in 2008

16. Driving Change & Culture Spending time on the floor works wonders Invest in your employees – training, testing and safety Communicate & articulate vision – goals Become the “guiding” light for ALL Fleet related issues Know your budget & ensure fiscal responsibility – think out of the box Don’t keep successes a secret!

17. Plan for the Worst, but Expect the BEST!

18. Contact Information Kelly Reagan, Fleet Administrator – (614) 645-6254, kwreagan@columbus.gov Bill Burns, Operations Manager – (614) 645-6206, waburns@columbus.gov Terrell Spencer, Safety Manager – (614) 645-6133, tespencer@columbus.gov Amy Krohn, Project and Policy Manager – (614) 645-6105, akkrohn@columbus.gov