Bristol City Council Green Fleet Review

1. Bristol City CouncilGreen Fleet Review Guy Hitchcock Green Fleet Review Consultant

2. Overview of transport activities • Council fleet • 480 vans, 60 cars • 824,000 litres fuels (diesel, petrol, LPG) • Cost £3.4 million per year • Staff vehicles (grey fleet) • 4,350 staff travelling • 4.3 million miles • Cost £1.7million

3. Carbon Footprint Staff vehicles 1,450 tonnes Council vehicles 2,000 tonnes Total 3,450 tonnes

4. Who does what? • Procurement – buys vehicles for departments • Fleet services – manage, maintain, fuel vehicles • Transport services – run vehicles for some departments • Environmental services – promotes environmental performance • HR and finance – mileage allowances • All departments – users of vehicles

5. Lots of people involved • Lots of enthusiasm • But some fragmentation

6. Vehicles and fuels • Department specifies • Fleet services manage purchase/lease • No formal fleet policy or replacement strategy • Lots of vehicles tried – LPG, electric, etc • Bunker LPG and 5% biodiesel

7. Actions • Centralised fleet policy providing criteria for vehicle choice, supported by procurement framework • More co-ordination from fleet services for vehicle purchase and replacement • Maintain capability for LPG fleet, and explore use of 30% biodiesel

8. Fleet policy • Life-cycle costing • Fit for purpose – smallest appropriate • Set CO2 limits by vehicle type • Get highest Euro standard possible EuroV or EEV • Use alternatives where appropriate

9. Fuels Hierarchy? • Electric or hybrid • Biofuels – biodiesel, bioethanol, biogas • Gas fuels – LPG or CNG • Best technology petrol and diesel

10. Fuel Management • Central bunkered fuel with DataTrack fuel management system • Fuel data not integrated into fleet management system • High use of petrol in LPG vehicles • No active monitoring or management of fuel and vehicle MPG

11. Actions • Integrate fuel data into RoadBase • Take a proactive role on fuel management with local fuel champions • Develop centralised driver training capability to SAFED standards • Provide fuel efficient driving tips in drivers handbook

12. Effective fuel management • Ensure robust data – currently mileage data is weak • Set performance base line and improvement targets • Monitor MPG and mileage against targets – feed back to fuel champions • Take corrective and improvement measures

13. Managing mileage • Fleet mileage • is not accurately monitored • estimated at some 2 million miles • Staff mileage • data from mileage cliams, • monitored by environmental performance team • 4.3 million miles

14. Staff annual mileage claims

15. Non-car modes • walk/cycle – short urban trips • bus – short urban trips • train – intercity, regional • air – long distance • Pool/ hire car • trips over 80 miles • reduce car commute • Car sharing • passenger rate Moving the transport user The car user Less control More control Essential user? Causal user Lease / fleet vehicle 3,000 8,000 mileage

16. Fleet actions • Ensure robust mileage data entered into DataTrack • Feed mileage data back to local fuel champions • Look for opportunities to fleet share and maximise use of vehicles

17. Staff actions • Develop departmental business travel plans • Feed staff mileage data back to department • Limit private car travel to 80 miles • Centralise pool and hire car service • Provide a more integrated staff travel information site on intranet

18. ‘Grey fleet’ actions • Implement system to record driver and vehicle details, linked to ability to claim mileage allowances • Define criteria for ‘appropriate vehicles’ for business travel • Set vehicle standards for ‘assisted vehicle purchase’ scheme

19. Policy issues • Departmental mileage targets in corporate performance system • Update travel policy to: • Reflect business travel plans • 80 mile private car limit • Assisted vehicle purchase criteria • Drivers handbook to include information on fuel efficient driving

20. Conclusions • Enthusiasm, good activities, but fragmentation • More central coordination from fleet services • Better coordination of travel activities

21. Key recommendations - 1 • A centralised vehicle procurement framework, which is already being developed; • A centralised fleet policy setting out the criteria for vehicles which can be used across the Council; • A more proactive and centralise approach to vehicle replacement and purchases managed by fleet services; • A more proactive approach to fuel management lead by fleet services or local fleet champions;

22. Key recommendations - 2 • Departmental level business travel plans, with departmental travel reduction targets, to reduce staff business mileage; • A more integrated travel information resource on the Council’s intranet site; • A centralised pool fleet, management by fleet services.