Brian Brown
Although departments across the country are being forced to do more with less, fleet maintenance operations can only cut back so much before you start to see the effects on quality of service and customer relations. Thus, you should periodically perform an internal fleet audit/survey to appraise the current fleet maintenance operations business plan, because all departments have multitier relationships in the organization that affect all divisions in the department. The best way to approach those relationships as well as their fleet operations is with trust and mutual respect. Open and honest communications give the customers (both internal and external) a unique opportunity to understand the end users' needs. This allows fire departments to develop various fleet services and support programs that best suit their needs. In addition, providing feedback for the fleet staff creates a sense of ownership within the business plan through problem solving, quality support programs, and the highest possible vehicle availability at the lowest life cycle cost.
Economic Impacts
Material costs have risen dramatically while most municipalities, counties, and special district fire department revenues have drastically declined. Take my department's revenue, for instance. Ninety percent of our revenue is from single-family homes and the commercial property tax. The other 10 percent comes from vehicle ownership tax from one of the two counties we serve. Even the county clerk's offices have seen a drastic reduction in license plate renewals because people don't have the money to renew their vehicle license plates, which means there are also a lot of uninsured drivers.
Consider the surging cost of fuel. Most fleet operations I have spoken with looked at adding anywhere from a 30 to 60 percent increase for fuel cost for 2013. Now relate this to the increased cost of petroleum products-i.e., engine oil, transmission fluid, grease, tires, oil seals, spray lubricants, and so on. Fire department fleets have also been hit with increased manufacturer and factory costs because of an average three percent annual increase in the manufacturers' benefits for their employees, increased material costs, and more.
Life Cycle Analysis
A newer fleet has less maintenance and is more fuel-efficient to operate. The problem lies in the capital portion of the budget. Is there any money to purchase new apparatus? If so, which ones get replaced? That's the reason it's imperative for the individual over the fleet maintenance operation to produce life cycle cost analysis reports for each unit. The analysis would encapsulate several areas, including vehicle age, life-to-date maintenance and repair costs, current miles or hours, overall condition, and whether it still fits operationally (open or closed cab, adequate space for equipment to be carried, reliability on the fireground) in the district in which it responds. Also, include a survey with other "best-in-class" fleet organizations that have comparable fleets in your area.
Take into account factors unique to each fleet organization, such as annual usage levels, types of use, number of backup or reserve units available, weather, and operating terrain. Then calculate this information using a current fleet software system or another process used by American Public Works Association (APWA). A lifecycle cost analysis enables management to create a "score card" that will evaluate new equipment purchases and determine if it is more economical to retain equipment.
Once a fleet manager decides on a process or formula, he can use the information to create the department's minimum five-year replacement schedule, ultimately moving toward a 10-year replacement schedule that interfaces nicely in an annual budget report and strategic plan. Make sure to review the life cycle cost analysis and replacement schedule