Fleet Management


Mission Statement

The Fleet Management Department is a division of the Public Works Administration. Customers of Fleet Management are the vehicle and equipment users employed by all departments within the City of St. Petersburg.  Fleet Management provides timely and cost effective services to all user departments in order to maximize availability, serviceability, safety, and appearance of all City vehicles and equipment. 

Services Provided

Services provided include maintenance, repair and replacement of City vehicles and equipment such as sedans, light and heavy duty trucks, trailers, tractors and miscellaneous equipment.  
  • Maintenance and repair of City vehicles and equipment
  • Maintaining the operating safety and regulatory compliance of the City’s fleet and fleet infrastructure
  • Procuring necessary vehicles and equipment as approved through the annual replacement budget
  • Asset management, budgeting and reporting, including vehicle and equipment replacement, scheduling and forecasting
  • Fuel Management
  • Radio Communications Management for Public Safety and Non-Public Safety
    • Installing, monitoring, programming, replacing and purchasing both mobile and portable radios

Performance Metrics

This is placeholder text. To get started, remove it and input your own information! Or you could just leave this bit of text right here to experiment with the design and layout of your story. Go ahead, add another! Using a variety of layouts and visual arrangements will make your story stand out. Or that's what we like to think. This explains why we have all of these content blocks for you to play with. So get after it, author! Tell your story. It's going to be magnificent!

Fully Burdened Labor Rate

The fully burdened labor rate is one of our most important KPI. This indicator utilizes data from our direct and indirect costs and divides them against out total hours of billable time for the mechanical workforce. This measures the efficiency of our repair and maintenance efforts and establishes a baseline for how much we need to charge to operate. Below are some of the highlights of this KPI:
  • Can be instituted immediately as it relies on data from Oracle and M5.
  • Can be  measured both on a monthly and annual basis to show how Fleet is operating both in the day to day sense, and against the overarching goals of our department.
  • As Fleet becomes more efficient, this will impact our rates of service and represent our ability to provide fiscally responsible service to both our customer departments and the city as a whole.

Scheduled Work vs Unscheduled Work

This metric is one of the most standard for our industry. The measure of Scheduled to Unscheduled visits represents the efficiency at which vehicles and equipment are being maintained properly. If excessive repairs are being performed in an unscheduled capacity, upkeep costs will continue to rise and the ROI of that vehicle or equipment may be eroded. The proper collection of data in reference to this metric will be based around the upcoming upgrade to our Fleet Management software suite, M5. Once the upgrade is completed, we can better utilize forecasting to schedule maintenance and determine if vehicles and equipment are both coming in on schedule and in a timely fashion.

Mechanic Overall Utilization

This metric is developed by measuring all time spent on the job, and divide the amount of time spent directly repairing vehicles and equipment against indirect time. Indirect time are work such as cleaning, acquiring parts, towing/shuttling, and many other tasks as well as vacation, sick, parental, funeral, and other forms of leave that are a part of overall operations. This too is a widely used metric in the automotive repair industry, though often variable based on the organization. The overall goal is to measure less than 30% of all paid labor as indirect.


Overtime Labor vs Position Vacancies

This metric is currently being developed for all departments to utilize. Once it is completed, Fleet can use this measure how well it is executing the role of steward of the Public Trust as well as the funds entrusted to it. This section will be used to show the correlation between the number of overtime hours generated by the Fleet Department against the number of vacant positions. Thereby justifying the need for the positions it endeavors to fill with worthwhile and long-term invested employees and mechanics.

Turnover Rates

Turnover rates are an important part of Fleets measures for efficiency. The below are three different views on data for how Fleet has handled the turnover time from the vehicle or equipment coming in for repairs, and those repairs being completed. Our goal for this measure is that Fleet as a whole will have 70% of repairs completed in less than 24 hours, 20% of repairs completed between 24 and 48 hours, and 10% of repairs completed in greater than 48 hours.
As this data has been vetted and  verified, it will be developed for automated updates.

24 Hour Turnover Completion Rate

The below graph shows two different and important sets of information. The columns represent the total number of repairs that were started in that month. The line shows the percentage of how many of those repairs were completed in or less than 24 hours from start to finish.

Percentage of Turnaround Times on Completed Repairs by Shop

Historical Turnover Times

Aging Work Orders

The below shows the number of Work Orders currently open, arranged and grouped by the number of days they've been open. This is an important measure of how many outstanding repairs Fleet has at the time. Most of these repairs are awaiting specialized parts or repairs, but must be tracked closely to ensure their downtime does not become prolonged.


Informational Data

Not all data is easily applied as a metric for performance. But, that data can still provide value and insight for the department. As systems and infrastructure continue to improve, this data can then be applied to future metrics to provide insight into performance or to set standards for future work. The below are data sets that supply information toward what Fleet is currently working on.

Department Mechanical Certifications

This information form is currently awaiting for the completion of our Oracle update. Once that has been established, Fleet will utilize Oracle to enter, track, and upkeep certifications throughout the department. This will ensure we are better trained, more skilled, and stay on top of changes that occur in the industry.
Fleets ability to properly maintain and repair vehicles is firmly rooted in how well versed our mechanics knowledge of their field, and the specialization they attain in repairing vehicles like Law Enforcement, Fire, and Emergency Service units. In the attached graph, you can see a representation of how many certifications are held in each shop, as well as each type of certificate and how many are held across Fleet.

Fleet Labor by Shop

The Fleet Department is responsible for repair of all kinds of vehicles and equipment. The responsibility for which is separated by either the categories of which they work on, or the type of repair they do. The below shows the division of work performed by these shops in the form of how much work they have charged out in repairs.


Future Inclusions

As Fleet endeavors to improve our operations, processes, and infrastructure; we intend to continue to add to our performance goals and ability to provide better information. A large part of the changes we are making at Fleet, are aimed at improving accountability and integrity, to both our work and the data we utilize the value that we bring to the City. The items below are important to us, but are not feasible for the immediate future. We still believe that they deserve to be acknowledged and not forgotten, as opportunities for us to continue improving.

Count of Units by Fuel Type

Knowing how many units the city is utilizing in each category of fuel type, allows for us to properly represent how we as an organization are transitioning to more sustainability . As we enter the implementation phase of our current fuel system, as well as the upgrade to our Fleet Management software, we will get a better representation of what fuel type all of our vehicles and equipment utilize. If a goal is set for this City wide, progress towards that goal can be seen using this metric.

On-Schedule Preventative Maintenance Rate

Not only is it important to measure the amount of work that is scheduled, but also, how much of that scheduled work was performed on time according to forecasting. When departments are late surrendering their vehicles and equipment for maintenance, it's the asset that suffers. This metric allows us to identify how well both us and our customer departments are sticking to schedule. The goal for this metric is a 95% compliance rate. 

Parts Fill Rate

Having parts on-hand can be a tricky thing to balance. Fleet wants to be responsible and only keep enough stocked parts to fulfill it's needs. With that said, we also want to make sure that we're not constantly running out of product. This metric measures the percentage of all parts orders that are fulfilled 'on-the-spot' as opposed to requiring ordering, pick-up, or delivery.

Repeat Work Rate

This metric measures the number of vehicles or equipment that have come back for the same issue within a specific span of time, with the exception of work involving accidents, primary maintenance, and/or road calls. This metric is a measure of whether work is being performed to a good standard, or whether there is a behavior by the user/department that is causing an issue to the vehicle or equipment. This can be used to identify issues and ensure that extraneous costs don't continually add up.