|  by Jack Kazmierski
September 11, 2009
Fleet Management
Learning from the Feds
Organizations contemplating centralizing fleet operations in order to minimize costs can learn from the process hrsDc went through when centralizing their fleets.
Human Resources and Skills Development Canada (HRSDC) has recently tackled a project that many non-government fleet managers might be contemplating—centralizing their fleets in order to improve economies of scale and better manage transportation expenses.
“We decided to go from decentralized to an enterprise-wide approach for ground transportation to make the most effective use possible of the ground transportation assets that support the Department’s program operations. This decision was based on an assessment of what it would take to achieve greater value for money, sound stewardship and service excellence,” says Cheryl Campbell, manager of National Asset Management for HRSDC.
 |
Although fuel-efficient and green, the 2010 toyota prius Hybrid would not be the ideal vehicle for a fleet that operates in -60 degree weather and two feet of snow.
|
Communication is key
What advice does Campbell have for other fleet managers contemplating a project of this scope? “It’s all about planning and communication. It’s about communicating your plan—what you’re doing, why you’re doing it, and what the expectations are. If you don’t communicate, you’re not going to have the buy-in from your colleagues.”
The biggest challenge, Campbell admits, is understanding client needs. “Understanding why the program areas needed specific tools was a challenge. Someone driving in southern Saskatchewan has needs that are considerably different from someone driving in the city of Halifax. The program needs don’t change; it’s the conditions under which they’re driving that change.”
A responsible fleet manager would not send a hybrid to a region where his or her clients need four-wheel drive vehicles that perform well in -60 degrees and can make their way through two feet of snow. The key is to understand what your clients are doing, where they’re traveling, and the weather conditions they have to deal with.
Communication also helps ease concerns of all parties involved and that’s why it’simportant for a fleet manager to listen to the opinions expressed by others. “When you go from decentralized to centrally managed and regionally delivered, you have to get the train moving in a different direction,” Campbell says. “People are used to managing things directly, and now they have someone else coming in and doing it for them. We’re working very closely with our regional teams to ensure they contribute their knowledge and input into what we’re doing and how we’re doing it.”
“if you don’t communicate, you’re not going
to have the buy-in from your colleagues.”
– Cheryl Campbell
Providing guidelines
A centralized fleet needs clear guidelines, tools and standardized practices to ensure that expectations and responsibilities are met. Campbell and her team are currently putting the guidelines and processes in place at HRSDC.
Part of the overall picture is an emphasis on driver responsibility. This is where the Eco- Driving program comes into play. “The program was put together by Industry Canada and is part of our sustainable development strategy,” Campbell says. “It teaches drivers how to drive green, and we’re going to use it to train all the frequent users of the HRSDC fleet.”
Eco-Driving is an online course that takes a couple of hours to complete. Employees who pass the course walk away with a certificate.
Centralizing fleet operations takes time, effort, and expertise. But if doing so allows an organization to better control costs and get the most out of its assets while contributing to its sustainable development plan, it may be a strategy well worth employing in these difficult economic times.
| |
