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Welcome. Greg Haglin. Introduction. Tom Johnson. If We Can Put a Man on the Moon – Delivering “Better, Faster, Cheaper” Results . John O’Leary Ash Center for Democratic Governance and Innovation Harvard Kennedy School of Government John_O’Leary@hks.harvard.edu

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welcome

Welcome

Greg Haglin

introduction

Introduction

Tom Johnson

if we can put a man on the moon delivering better faster cheaper results

If We Can Put a Man on the Moon – Delivering “Better, Faster, Cheaper” Results

John O’Leary

Ash Center for Democratic Governance and Innovation

Harvard Kennedy School of Government

John_O’Leary@hks.harvard.edu

Fleet Webinar June 17, 2010

the challenge
The Challenge
  • Challenge: To create real public value with diminishing resources:
    • Revenue is down at all levels
    • Demand for public services already exceeds capacity
    • Incremental improvements will be insufficient to meet the public’s needs
the response
The Response
  • A “Better, Faster, Cheaper” approach that focuses relentlessly on results.
  • The “BFC” approach is a two-step method of analyzing government that can be applied to a variety of functional areas
steps of bfc approach
Steps of BFC Approach
  • Step 1: Reexamine and rearticulate the public purpose of every program.
  • Step 2: Explore new ways of creating that public value using a variety of “BFC” techniques
bfc approach step 1
BFC Approach: Step 1

Reexamine the public purpose of every program.

  • Articulate the goal of every activity in terms of the value being created for citizens. For example:
    • Improved public health, not better Medicaid;
    • Education for children, not just better public schools.
    • Maybe – safe, reliable mobility at the lowest cost – not more efficient fleet management
bfc approach step 2
“BFC” Approach: Step 2

Explore new ways of creating that public value using a variety of techniques:

  • Competition/Outsourcing/Public-Private Partnerships
  • Leverage Technology
  • Change incentives for producers: Reward results, not effort
  • Change incentives for consumers: Drive efficient behaviors
  • Changing the rules of the game; revitalize the productive capacity by altering the framework in which public action occurs
  • EXAMPLE 1– Instead of fleet maintenance, extend to use of “Zipcars” or other at will vehicles…
  • EXAMPLE 2 – Usage reports to identify “unneeded” vehicles.
competitive government principles
Competitive Government Principles
  • Provide the structural foundation for competition
    • Activity Based Counting—If you don’t know how much it costs to accomplish the outcome then you have no idea whether you are effective.
    • Capital Budget with depreciation.
    • Measure, Measure, Measure-and reward results
    • Watch and recognize the Small Items that Help Make up the Culture
    • Contract procurement and program management are new skills require sophistication and technical knowledge
contracting new challenges
Contracting = New Challenges
  • Designing a contract that attracts bidders, aligns incentives.
  • Treat existing employees fairly
  • Choosing the right vendor / partner
  • Measure, Measure, Measure-and reward results
  • Deal with the unexpected
  • Document the results, both cost and quality
if we can put a man on the moon
“If We Can Put a Man on the Moon…”
  • Good Idea
  • Well designed plan
  • Get the “Go Ahead”
  • Implement effectively
  • Monitor Results
slide14

Gale A. Blackburn

Vice President, Marketing

Driver’s Alert, Inc.

5340 N. Federal Highway, Lighthouse Point, FL 33064

800-741-5454 (extension: 416)

gblackburn@driversalert.com

Improving safety, lowering costs... One driver at a time.

ed finnegan
Ed Finnegan

State Auto Insurance

Program Officer

Risk Management Services

Department of Administrative Services

state of georgia
State of Georgia
  • We self-insure for Workers’ Comp, Property, General Liability and Auto losses.
  • $160,000,000. per year in operating costs.
  • $26 Billion in Property Coverage.
  • Were we in the private sector, we would be the 25th largest insurance company in the world.
our fleet our exposure
Our Fleet/Our Exposure
  • Over 20,000 vehicles
  • Steve Saltzgiver is the Director.
  • We also cover 125,000 state employees while performing their official duties in ANY vehicle.
comprehensive loss control program
Comprehensive Loss Control Program
  • We passed a law allowing us to bill premium to the 160 agencies based on their loss experience, rather than their head count.
  • The CLCP addresses Loss Control measures in 9 areas, one of which is Auto.
the auto component
The Auto Component
  • Driver Qualification Program
  • Accident Review Panel
  • Report My Driving Program
  • We provided deductible and premium incentives and training to cut losses.
three year claims count
Three Year Claims Count

FY-08 to FY-09, 14% drop in losses.

FY-09 to FY-10, 13.5% drop in losses.

monetary effect of the clcp
Monetary Effect of the CLCP
  • Estimated saving for Auto-related losses 1.6 Million.
  • Driver’s Alert provided an instant training library available to ALL employees.
  • Cost of Driver’s Alert: $130,000.
real value
Real Value
  • We are saving lives and avoiding injuries.
  • We are giving the public a voice in how we use tax dollars.
  • It’s like having a supervisor riding in 15,000 vehicles.
  • We are better trained and more aware of our responsibilities.
  • We are the Face of the State.
driver s alert
Driver’s Alert

They are one part of our solution.

  • Had a call during a theft of a vehicle!
  • Identified 100 employees that account for 16% of our calls.
  • Pointed out trends: lane change, no signals, drifting= phone use.
  • Allowed us to pinpoint training and reduce claims.
  • Great Job!
ed finnegan1
Ed Finnegan
  • 404-463-7490
  • Ed.finnegan@doas.ga.gov
  • www.doas.ga.gov
  • All programs are up and available. Please feel free to use any part.
fleet ideas for success

Fleet Ideas for Success

June 17, 2010

Webinar

john e alley deputy director fleet services city of san diego ca

John E. AlleyDeputy Director, Fleet ServicesCity of San Diego, CA

Jalley@sandiego.gov

(619) 527-6020

outline
Outline
  • Business Process Reengineering (BPR)
  • Internal Service Funds for GF Departments
  • Fleet Creep – How to reduce your Fleet
  • Other Ideas for running your Fleet like a business
business process reengineering
Business Process Reengineering
  • What BPR is Not
  • What is BPR
  • What are the BPR Fundamentals
  • Organizing for a BPR
  • BPR Activities
  • How long does the process take
  • How long does it take to implement
what is bpr is not
What is BPR is Not
  • It is not reorganizing
  • It is not downsizing
  • It is not incremental improvement or superficial changes; it is about dramatic leaps in performance
what is bpr
What is BPR
  • A radical approach to business process redesign
  • BPR is the redesign of work processes (activities, services or functions) for substantial improvement.
  • These work processes can be offered within or between divisions and departments.
  • BPR focuses on rethinking from the ground up, finding more efficient ways of working including eliminating work that is unnecessary.
bpr fundamentals
BPR Fundamentals
  • The Mission is to Create Value for Customers
  • It is an Organization’s Processes that Create Value for its Customers
  • Success Comes from Superior Process Performance
  • Superior Process Performance is Achieved by having Superior Process Design, the Right People to Perform it, and the Right Environment for them to Work in
organizing for a bpr
Organizing for a BPR
  • Identify Sponsor and Team Leaders
  • Organize Teams along Function Lines
  • Pick the most knowledgeable and productive members for the teams
  • Organize a Plan
  • Define Activities
bpr activities
BPR Activities
  • Conduct “AS IS” Process Mapping
  • Gather Benchmarking Information
  • Conduct “TO BE” Process Mapping
  • Conduct a SWOT
  • Develop MEO
  • Present MEO
  • Approve MEO
  • Meet & Confer
time line
Time Line
  • It took from April 2006 to May 2007
  • Aggressive Time Line
  • Some City organizations are still working on their BPR
  • Meet & Confer – Major time investment
  • We are still discovering things “we did not know, that we did not know!”
  • Expect a time line of 12-24 months
results
Results
  • Consolidation of three fleets into one organization
  • Savings
    • 35 Full Time Equivalent (Staff)
    • $3.5 Million Annually
    • Eliminated two Unclassified Positions
  • Established the Internal Service Fund for all GF Departments
  • One Organization responsible for Fleet
internal service fund isf
Internal Service Fund (ISF)
  • An Internal Service Fund in place for all Departments except Police & Fire
  • Police & Fire had an overage/mileage fleet of 50-75%
  • Under the ISF, Public Safety took on a #1 Priority
  • Police will take another 1-2 years
  • Fire will take another 4-7 years
  • Lease-Purchase a good financial tool
fleet creep
Fleet Creep
  • We ALL Face It!
  • Establish a fix set of Criterion to start
  • SD uses 5K Miles or 500 Operating Hours
  • Run a report twice a year
  • Establish a positive working rapport w/ customers
  • Take into account customer restrictions
  • Use the authority of the Executive
  • Savings of $12 Million
ideas to consider
Ideas to Consider
  • Customer Visits / Rapport / Training
  • Benchmarking – Fleet Answers
  • Consortium Buying Power
  • Staff, Fuel, Parts – Highest Costs – Know the details
  • Printers versus Copiers
  • Fleet Replacement Policy – Lifecycles
  • Invest in your Staff Professionalism
  • Recycling – Tires, Oil, Paper, etc.
john e alley deputy director fleet services city of san diego ca1

John E. AlleyDeputy Director, Fleet ServicesCity of San Diego, CA

Jalley@sandiego.gov

(619) 527-6020

today s agenda
Today’s Agenda

Consulting

Reporting

Maintenance & Repair Management

Accident Management

Fuel Management

  • Government Fleet Goals and Objectives
  • Helping You Reach Your Goals
  • Solutions Employed
  • LeasePlan Leadership
  • Strategic Fleet Management
  • Benchmarking
review of government fleet goals objectives
Review of Government Fleet Goals & Objectives

Current State

Desired State

  • Meet goals & objectives
  • Acquire vehicles as needed
  • Provide optimum service within budget
  • Provide safe and reliable vehicles
  • Reduced tax revenue
  • Budget shortages
  • Delayed purchases
  • Unhappy stakeholders
  • Unsafe work conditions
  • Unusable assets
first things first the o word
First Things First – The “O” Word
  • Maximize Your Fleet Resources
  • What Is The Most Efficient Way To Accomplish Your Goals?
  • How Does It Work At Home?
    • Yard Work
    • Electrical
    • Plumbing
    • Major Construction
  • How Can Outsourcing Work For You?
fleet services
Fleet Services
  • Maintenance & Repair Management
  • Accident & Risk Management
  • Fuel Management
  • Fleet Consulting
  • Acquisition and Disposal
acquisition management
Acquisition Management
  • Acquire Vehicles With Transparent Pricing Formula
  • Potential Savings Over “State Bid” Pricing
  • Reduced Acquisition Administration
  • Single Source For All Makes And Models
  • 100% of Manufacturer Incentives Passed to Fleet
benefits to government fleets
Benefits to Government Fleets
  • Measure fleet performance
  • Data analytics
  • Improve efficiencies
  • Reduce spend
  • Enhance savings
  • Validate decisions
  • Drive down total cost of ownership
thank you
Thank you!

Matthew Betz

VP, Government Fleet Services

404.610.4187

matt.betz@leaseplan.com

slide49
Fleet Forum Webinar of Best Business Practices and Innovations from the 100 Best FleetsFLEET COST SAVING IDEAS
cost saving ideas
COST SAVING IDEAS
  • Dave Vasquez
  • Currently - Manager Fleet Services

SECO Energy Sumterville , Florida .

  • Formally - Fleet Maintenance Director

Lake County – Tavares, Florida.

  • Winner - 2010 NAFA Larry Goill Award
vehicle justification model
Vehicle Justification Model
  • Calculates Justification for a Vehicle Assignment
  • Uses Cost of Capital and Actual Vehicle Cost
  • Defines cost of ownership by year, month and mile
  • Identifies Business versus Commuting Usage
  • Calculates Business versus Commuting Costs
  • Uses variable data and adjustable LC parameters
  • Defines Fuel, Maintenance, and Insurance Costs
  • Uses Maintenance costs based on Accumulated Mileage
slide53

Hi Dave,

I love what you have done with this spreadsheet model.  I think your improvements are significant enough that they could win you a Larry Goill Quality Fleet Ideas Award so consider submitting it.  It is gratifying to see some of my work put to use helping improve fleet management elsewhere.  Oddly enough seeing that you are also presenting a labor rate development model, I won a Larry Goill Award the first year it was so named for a budget model spreadsheet that I developed in St. Louis County to set my fully-burdened labor rates, parts markup, fuel markup and commercial markup.

I\'d appreciate seeing your presentation file after you present and adjust it.  It might make a great presentation to share with other chapters or to use as a Webinar.

Thank you for sharing your work with me and NAFA.  If you enjoy education development and presenting, I\'d love to discuss an appointment to a national committee with you.  I have always found it fulfilling as a great opportunity to grow as a professional.

Chris

Christopher D. Amos, CAFM

Commissioner of Equipment Services

City of Saint Louis, Missouri

slide78

That concludes my presentation on the vehicle justification model.

As you have seen - the model is designed to simplify vehicle justification – making it hard to argue with the results.

It was recognized by NAFA as a simple method for helping control Fleet costs. Thank you.

best part it is free
Best part … it is Free

Please send me an E-mail if you’d like a free copy or if have any questions.

David .vasquez@secoenergy.com

352 -793 3801 ex. 1071

presenter
Presenter

Greg Haglin

Contract Manager

National Joint Powers Alliance® (NJPA)

Fleet Webinar

June 17, 2010

who is njpa
Who is NJPA ?
  • NJPA is the National Joint Powers Alliance®
    • A governmental agency
      • Created by State statute
      • Governed by publicly elected board
    • Directed to serve all:
      • Government
      • Education
      • non-profits
    • Membership - No cost, No obligation, No liability
    • More than 31,000 member agencies
njpa our purpose
NJPA - Our purpose
  • Create efficiencies for you
  • NJPA offers governmental purchasing contracts, which were competitively bid nationally
  • We bring buyers and suppliers together
contract purchasing
Contract Purchasing……..
  • No need to establish and/or duplicate bid docs or bidding and contract process
      • Your membership ties your agency to our procurement files
    • National volume pricing and full line of contracted products
    • Purchase through your local dealers, referencing our awarded contract on your p.o.
    • A valid alternative for purchasing agents that won’t use “piggy-backing” or negotiated bids
  • CHOICE…… is an option municipals deserve
      • Products you want
      • Ability to standardize - reduction of parts inventory
      • “Just in time” inventory in some cases
features benefits of leasing
Features & Benefits of Leasing

National Cooperative Leasing

  • Leverage annual appropriations by 3, 4 or 5 times!
    • Ask Questions, Be Creative, Find the Best program for You.
    • A $25,000 budget appropriation, may provide enough "buying power" to place $100-125,000 of new equipment into service, today!
  • Faster, less complicated and much less expensive than other forms of public debt.
  • A lease is not treated as debt. Nor does a municipal lease contribute to your debt ceiling. The obligation is a current expense subject to the annual appropriation of funds.
        • Carl W. Langner
        • 220 22nd Avenue East, Suite 106
        • Alexandria, MN 56308
        • Cell: 320-491-7821
        • Phone: 866-763-7600
        • Fax: 866-763-9600
        • E-mail: clangner@nationalcooperativeleasing.com
        • Website: www.nationalcooperativeleasing.com
california statute title 1 div 7 chapter 5 article 1
California StatuteTitle 1 Div. 7 Chapter. 5 Article 1
  • § 6500 Gov\'t.
  • As used in this article, "public agency" includes, but is not limited to, the federal government or any federal department or agency, this state, another state or any state department or agency, a county, county board of education, county superintendent of schools, city, public corporation, public district, regional transportation commission of this state or another state, or any joint powers authority formed pursuant to this article by any of these agencies.
continued
…continued…
  • § 6502 Gov\'t.
  • If authorized by their legislative or other governing bodies, two or more public agencies by agreement may jointly exercise any power common to the contracting parties, even though one or more of the contracting agencies may be located outside this state. It shall not be necessary that any power common to the contracting parties be exercisable by each such contracting party with respect to the geographical area in which such power is to be jointly exercised. For purposes of this section, two or more public agencies having the power to conduct agricultural, livestock, industrial, cultural, or other fairs or exhibitions shall be deemed to have common power with respect to any such fair or exhibition conducted by any one or more of such public agencies or by an entity created pursuant to a joint powers agreement entered into by such public agencies.
membership list
Membership List
  • NJPA has more than 31,000 members nationally
  • To access membership list: www.njpacoop.org
  • Click on the “marketing button” on the home page
  • Click on “membership” and enter the password “value”
  • Bookmark this site - it is updated periodically
closing thoughts
Closing thoughts……
  • NJPA may not be the answer to all of your budget issues, but we can help in some areas.
  • Visit our website to reach your own comfort level with our agency and our contract purchasing alternatives.
  • Read your local purchasing laws regarding contract (cooperative) purchasing.
  • Contact your local dealer for pricing, using their NJPA awarded contract.
  • Why not start today by joining NJPA?
  • …another look at some purchasing solutions available to you…
thank you1
Thank You!

Greg Haglin

Contract Manager

National Joint Powers Alliance® (NJPA)

200 First Street NE

Staples, MN 56479

(218) 894-5488

greg.haglin@njpacoop.org

www.njpacoop.org

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