The EMD fleet operation prioritizes and exhibits leadership with customers by utilizing an Interdepartmental Customer Protocol (ICP) to continuously improve its maintenance program, repair time standards, comeback ratio, fueling services, and parts availability. Fleet industry standards are used to reduce operating costs and improve fleet availability for all city departments. The ICP identifies services needed to maintain and support the City's fleet of licensed vehicles and off-road equipment. The ICP outlines responsibilities of EMD and customer departments, how to access services, scope of services, compliance goals, on-demand safety checks, vehicle management, service prices, billing procedures, and dispute resolution.
EMD provides an online Service Board for employees to obtain "real-time" information about the status of their vehicle repairs. The Service Board integrates with our M5 fleet management system and current data is uploaded to the Service Board every five minutes.
The EMD publishes an annual Business Plan and State of the Fleet Report. The Business Plan is a working document that reflects the City of Tulsa's priorities and changing needs of our customers. The Business Plan outlines our scope of services, goals, strategies, accomplishments, and performance measures. The State of the Fleet Report looks at the past fiscal year to explain what significant and operational activities took place. The purpose of the report is to inform management, employees, and customers what took place during the previous year that could impact our ability to operate effectively and efficiently in the future. The report also addresses our challenges, opportunities, and planned activities for the coming year.
The EMD publishes an annual Fleet Utilization Scoring System (FUSS) to help set replacement priorities and ensures the most deserving vehicles are replaced with the level of available funding. The FUSS recommends replacement quantities based on seven criterion: 1) Age; 2) Mileage or Hours; 3) Reliability; 4) Maintenance and Repair Costs; 5) Downtime; 6) Fuel Usage; and, 7) Miles per Gallon. The FUSS also identifies which vehicles are the oldest in the fleet, cost the most money to repair, consume the most fuel, achieve the worst fuel efficiency, and produce the greatest CO2 emissions.
Giving all customers access to the M5 fleet system is another way we provide superior customer service. We train customers how to retrieve maintenance and cost history, fuel costs and consumption history, preventive maintenance due dates and completion dates, basic unit information, and work order information. The M5 system provides EMD and City Departments with broader system access, improved reporting, "real-time" labor tracking, and improved transparency through better reporting tools.
The Fleet Management Steering Committee (FMSC) meets monthly and includes representatives from 12 departments. The FMSC determines policy and provides oversight for all aspects of specifying, purchasing, assigning to departments, reassigning between departments and retiring vehicles for the City. FMSC has resulted in sharing under-utilized equipment/vehicles previously purchased; asking difficult questions of peers; reviewing all requests for repurposing; and, collaborating to save the City money.
The EMD worked with the Human Resources Department to create a certification policy for mechanics, automotive servicers, storekeepers, autobody repairers, and maintenance supervisors. The policy enables 63 shop personnel to achieve permanent pay increases for completing college hours and obtaining Ford, Automotive Service Excellence (ASE), and Emergency Vehicle Technician (EVT) certifications. Seventy-seven percent of EMD’s 81 employees can take advantage of the certification policy and obtain multiple pay increases. During 2017, the EMD will collaborate with Human Resources to revise the certification policy so EMD’s remaining employees (23 percent) can obtain certifications and achieve permanent pay increases.
For example, a Mechanic II & III are eligible for up to six step pay increases.