12 Criteria for Excellence for Public Fleets
Accountability
The fleet operation must have a published list of the measures they use to document performance and progress toward objectives. It must also have a review mechanism in place to measure both individual and team productivity for each area of the fleet operation.
Use of Technology and Information
The fleet must have a technology deployment plan that is reviewed and updated annually. The technology may include, but is not limited to, fleet information, diagnostic tools, training aids, communication effectiveness-both internal (within the fleet) and external (vendors, customers, governing agencies)-and effective use of the resources available on the world-wide web.
Collaboration/Creativity
The fleet operation should clearly outline how collaboration and creativity are actively encouraged across all levels of personnel. This should include examples of innovative ideas and the deployment of modern technologies to tackle operational challenges. Documentation should demonstrate specific methods used to foster collaboration and creative problem-solving among team members and show how these practices have led to tangible performance improvements. Additionally, the operation must detail changes implemented and the resulting advancements in service delivery processes through collaborative and creative efforts among individuals and various departments.
Energy Management
Fleet professionals must understand not only the characteristics of various energy types, but also the technology behind how each type works to determine and document the most economical energy type for the specific assets deployed within the fleet. Also, of high concern is how technology can assist in reducing the environmental impacts associated with each specific energy type.
Performance Recognition and Celebration
In order to foster a culture of excellence and motivation, it is essential to establish and document the organization’s
programs that recognize, reward, and celebrate outstanding performance based on the achievement of predefined goals. A high-performing operation consistently seeks opportunities to acknowledge success and revel in these accomplishments. Recognition may come in various forms, such as certification attainment, the attainment of desired performance improvements on an individual or collective basis, and other achievements worthy of celebration. These programs should be designed to accommodate both spontaneous, periodic, annual recognitions, celebrations for both individuals and teams, as applicable.
Evidence of a High Trust Culture
In such a culture, all employees feel confident to contribute and to even disagree. The operation must demonstrate the existence of such a culture by having mechanisms in place that encourage and reward open sharing of information and ideas.
Financial Management
While many organizations maintain dedicated accounting departments to manage financial matters, it is imperative for fleet managers to possess a solid understanding of the financial aspects that impact their fleets. Fleets should systematically document their funding structure, and strategies within the organization for actively monitoring and managing the fleet budget – capital program’s (asset, facility’s, equipment) grants, performance, metrics, and how they evaluate the diverse options available to enhance the cost-effectiveness of their fleet operations.
Doing It Right the First Time
There must be a metric in place that is regularly measured and reviewed to determine how often any piece of equipment is returned to the shop for rework or additional repair (i.e., missed in initial repair visit). An aggressive program to minimize trips to the repair facility must be in place.
Quick Efficient Turnaround
Programs must be in place to measure repair turnaround. This turnaround time must be measured accurately, i.e., from initial drop-off until notice of repair completion. In addition, since scheduling of repairs impacts this area significantly, the scheduling process for the fleet operation must be described, as well as documented effectively.
Competitive Pricing
The fleet operation must document and compare their cost of regular repairs with surrounding commercial and public agency fleets and have a program in place that keeps their customers informed of this fact.
Staff Development
A program for ensuring that all staff members have individualized plans for continued growth and development must be in place. This plan could include strategies such as regular goal-setting, career pathing, self-evaluation, training hours required/taken, peer and supervisor evaluations, as well as other viable, documented practices for the ongoing development of skills and talents.
Resources Stewardship
A plan must be in place for maximizing the utilization of all resources, including human, capital, and natural. Practices that demonstrate a concern for the environment and the organization’s resources must be documented.