Equipment Management Department. Council Budget Presentation

Equipment Management Department Council Budget Presentation Presented: March 15, 2012

Please provide a brief summary of shifts in your department s operating budget and staffing levels from FY2007-08 to the present, and describe the impact of cuts required during that time. Budget and Staffing levels- FY08 to present

Please provide a brief summary of shifts in your department s operating budget and staffing levels from FY2007-08 to the present, and describe the impact of cuts required during that time.

Please provide a summary of what would be required to get to full strength, as you define it, without regard to current revenue constraints. 1) Fully fund educational stipends to reward technicians and parts personnel for obtaining and retaining ASE and EVT certifications. Funds are available in EMD's budget, but approval is needed to double the stipend. EMD would like to increase the stipend from $75 to $150 per certification (maximum of 6 certifications), and increase the Master Level certification from $600 to $1,200.

Please provide a summary of what would be required to get to full strength, as you define it, without regard to current revenue constraints. 2) Approximately $20,000 is needed to restore training funds to pre-2010 levels. Additional training funds are needed to ensure technicians obtain the necessary skills to diagnose and effect repairs for new model vehicles and equipment entering the fleet (e.g. new-model Ford and Chevrolet marked Police vehicles to replace discontinued Ford Crown Victoria Police vehicles).

Please provide a summary of what would be required to get to full strength, as you define it, without regard to current revenue constraints. 3) Fully fund Radio Frequency Identification (RFID) Project. Funding of $200K is currently in place to install an RFID System at seven fuel locations and install RF devices on approximately 5% of the fleet (100 vehicles). Approximately $500K is still needed to outfit the City's remaining 2,400 licensed vehicles with RF devices. The RFID Project will ensure accuracy of all data in the upgraded M5 fleet management system. Accurate data is critical to determine preventive maintenance intervals for the City's fleet. This RFID System will also communicate engine fault codes from each vehicle's onboard computer to the upgraded M5 fleet management system. This will enable technicians to identify and repair vehicle deficiencies prior to mechanical failure. Lastly, the RFID will allow for the collection of engine measurement data. This will enable the City to monitor and reduce stop idle time, engine idle time, and excessive vehicle speed.

Please provide a summary of what would be required to get to full strength, as you define it, without regard to current revenue constraints. 4) Purchase emergency backup generators for EMD facilities that support inclement weather and emergency support operations. One emergency generator is being purchased in FY12 for the EMD heavy maintenance facility at 490 West 23rd (the cost is approximately $75K). Three additional generators are needed: one for the heavy maintenance facility at 56th and Garnett; one for the Police and lightduty maintenance facility at 1720 W. Newblock; and, one for the Fire and bodyshop facility at 1790 West Newblock. The estimated cost for three additional generators is $225K to $250K.

Please provide a summary of what would be required to get to full strength, as you define it, without regard to current revenue constraints. 5) Additional funding of $75-125K is needed to expand customer access to the AssetWorks Fleet Management System. The AssetWorks fleet software is used to track and automate fleet maintenance activities for the City's fleet of 3,400 licensed and off-road fleet. Current appropriations of $160K are being used to upgrade the fleet management system from 1990's client-server architecture and technology (M4) to current day web technology (M5). Current funds will only enable 20 concurrent users to gain access to the Fleet Management System. The EMD would like to provide unlimited customer access to the upgraded M5 Fleet Management System, at an approximate cost of $75-125K.

Please provide a summary of what would be required to get to full strength, as you define it, without regard to current revenue constraints. 6) Additional funding of $1.8 million is needed to expand the City's CNG infrastructure to fuel the growing CNG fleet. The private CNG fast-fill fueling station at 420 W. 23rd was upgraded 1/31/11. By late-summer 2012, a CNG time-fill station will be constructed at 472 W. 23rd for City trash trucks; and, a public CNG fast-fill station will be constructed at 426 W. 23rd. Two additional public/private CNG fast-fill fueling stations are needed; one in north Tulsa, and one in south Tulsa. One time-fill station is needed near the One Technology Center to fuel CNG motor pool vehicles. The additional stations will enable the City to expand its CNG fleet by at least 10% and provide expanded fueling coverage for all areas of Tulsa.

Council Inquiries 1. Please provide a brief summary of shifts in your department s operating budget and staffing levels from FY2007-08 to the present, and describe the impact of cuts required during that time. 2. Please provide a summary of what would be required to get to full strength, as you define it, without regard to current revenue constraints. The Council is aware, as you are that all of the needs of the City cannot be met with limited funds, but we would like a more complete picture of the services that are not being funded. 3. How do you measure how your department is doing? What impacts are you making in the community? The Council requests that you provide the data by which you measure your departments performance, and indicate trends in those data over the last decade (or over the period since such measurements have been kept).

How do you measure how your department is doing? FY2012 Strategic Plan

Mission Statement To provide our customers with safe, economical, environmentally efficient and reliable services to ensure maximum utilization of the fleet.

Goal 1: Be responsive to and accountable for meeting our customers fleet mission requirements Objectives: 1.1 Meet or exceed industry standards of 93% for designated fleet availability 1.2 Annually create and maintain a life-cycle replacement plan for the fleet s rolling stock by October 2011 Key Performance Indicator: Meet or exceed industry standards of 93% for designated fleet availability 1.3 Establish a Vehicle Utilization Review Board (VURB) by December 2011 to recommend disposition of underutilized vehicles, review vehicles replacement requests, and ensure vehicle replacements comply with the Equipment Study and Fleet Utilization Scoring System 1.4 Establish customer service level agreements with major customers by December 2011 1.5 Leverage technology by implementing a car wash controller system and bulk fluid controller system by December 2011 1.6 Maintain monthly customer satisfaction levels at 95% for vehicle maintenance, and 95% annually for fuel and car wash services

Goal 2: Provide quality fleet services efficiently and economically Objectives: 2.1 Manage the Equipment Management Service Fund to annually recover actual costs of core services 2.2 Annually meet or exceed industry standards for core services Key Performance Indicator: Six out of seven core services meet industry standards 2.3 Annually review the cost effectiveness to contract for services with commercial vendors 2.4 Annually develop specifications to competitively bid parts contracts Core Services FY 12 Target Maintenance Direct Labor 73% or Greater Body Shop Direct Labor 73% or Greater Parts Variance +/- 3% Parts Annual Inventory Turns 4 Turns Minimum Pumped Fuel Variance +/- 1% Fuel Availability 99% or Greater Car Wash Availability 95% or Greater

Goal 3: Minimize the environmental impact of the fleet Objectives: 3.1 Develop and promote a plan by 3/31/11 to reduce fleet fuel consumption by 10% (2008 base year), and 3% annually thereafter 3.2 Promote Compressed Natural Gas (CNG) infrastructure; open Phase I fast-fill CNG fueling station by February 2011; open Phase II time-fill CNG fueling station by December 2011; open Phase III public CNG fast-fill fueling station by December 2011 Key Performance Indicator: CNG infrastructure openings on time Replace or convert light duty vehicles to CNG or hybrid technology 3.3 100% Compliance with hazardous materials regulations and laws 3.4 Promote Compressed Natural Gas (CNG) and hybrid vehicles: Convert or replace 50 light duty vehicles with CNG or hybrid technology during FY12 3.5 Annually apply for grant and federal appropriations to purchase CNG infrastructure and CNG vehicles

Goal 4: Provide highly-trained and certified personnel to deliver the City s consolidated fleet services in a safe work environment Objectives: 4.1 Maximize workplace safety to reduce lost time injuries and atfault collisions by 10% from 3-year moving average 4.2 Maintain a 15% ratio of CNG Certifications to EMD Technicians 4.3 Utilizing an Educational Incentive Plan, 50% of EMD Technicians will obtain at least one ASE certification by June 30, 2012 Key Performance Indicator: Number of CNG Technician Certifications 50% of EMD Technicians are ASE certified

FY12 Key Performance Indicators- Current Actuals Core Services FY 12 Target Maintenance Direct Labor 73% or Greater Body Shop Direct Labor 73% or Greater Parts Variance +/- 3% Parts Annual Inventory Turns 4 Turns Minimum Pumped Fuel Variance +/- 1% Fuel Availability 99% or Greater Car Wash Availability 95% or Greater

EMD FY 2011-2012 Billing Rates Maintenance Labor $49 per hour Parts Cost + 25% Commercial Charges Cost + 5% processing fee Fuel Cost + $0.08 (cost = fuel transport contract) Motor Pool $1 (0 to 4 hours) $2 (4+ to 24 hours) Body Shop Labor $43 per hour Car/Truck Wash Monthly Allocation (Car wash charges represent an allocation of operating costs to total maintenance costs. The city s average cost per unit is approximately $3.28 per month for unlimited washes.)

City of Tulsa Fuel Consumption

City of Tulsa Fuel Consumption * 7 Months Actuals Extrapolated to 12 months (includes MTTA usage)

City of Tulsa Average Fuel Costs

CST Fleet Review In July 2011, Carolina Software Technologies completed a full review of EMD s services. Here is a comprehensive list of the Best Practices that CST identified for EMD

CST Fleet Review Centralized Fleet Management Organization: EMD is the centralized management organization with maintenance, fuel management and parts management all under one organization. This organizational strategy which was put into place several years ago was ahead of its time. Many cities are still not consolidated and operate their fleets in silos of distinct fleet operations. The Fleet Utilization Scoring System: EMD has created a comprehensive analysis tool to score light-duty vehicles to determine which vehicles are ready for retirement. Salvage Program: The body shop through its innovative employees saves the City money with a very good salvage program. Fire Shop: The Fire Shop provides excellent customer service and customer relations throughout the processes of handling repairs to specifying equipment to doing custom work for the Tulsa Fire Department.

CST Fleet Review Alternative Fuel CNG: The fuel management program in general and specifically the initiatives with CNG. This will provide other cities solid models for fuel management and assistance with furthering their Green initiatives. Vehicle Maintenance PM Scheduling: Using M4, EMD does an excellent job of tracking and scheduling PM s whether done at its own shops or at outside vendors. Fire Department s 24/7 Operation: Using an on-call service technician and mobile service truck, EMD effectively provides 24/7 service emergency service for the Fire Department. Mechanics Training Incentives: The City reimburses employees for cost of certification exams. In addition, EMD has an educational incentive program and is paying a stipend to technicians with ASE and EVT certifications. Inventory of Parts and Fuel: Controls for records and accountability as well as assent control are excellent. The variances between actual and recorded usages are well within the industry averages as well as best practices.

Equipment Management Department Questions or Comments