Item #3 Fleet Mobility Services Presentation — original pdf

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Fleet Mobility Services Update to City Public Safety Commission Optimizing Fleet, Maintenance and Management Rick Harland Assistant Director Fleet Mobility Services July 1st, 2024 Overview Fleet Mobility Services, a vital department overseeing the comprehensive life cycle management of the City of Austin's 7,300 vehicles and equipment assets. Our purview includes budgeting, acquisitions, make ready preparation, maintenance, disposal, and operation of 42 fuel sites. We ensure seamless vehicle upkeep, embrace innovative technologies, and provide essential administrative support for all City Departments. Our commitment to excellence drives us to enhance mobility, optimize resources, and serve our community. Comprehensive Repair and Maintenance Program Fuel Supply planning, forecasting, inventory and distribution Acquisitions, Rental and Accident programs to support all essential City Services A Complex and Diversified Fleet TYPE FLEET AMBULANCE, 87 BOAT, 95 CARGO VAN, 172 FLEET ASSETS BY FUEL TYPE PROPANE, 179 BEV, 169 CNG, 35 TRUCK, 1744 CONSTRUCTION EQUIP, 943 FIRE UNIT, 124 HEAVY TRUCK, 586 OFFROAD EQUIP, 672 TRAILER, 763 MOTORCYCLE, 75 REFUSE TRUCK, 193 POLICE UNIT, 916 PASSENGER VEHICLE, 1019 • Our fleet comprises 7389 assets, spanning a diverse range of vehicles and equipment for operational compatibility DIESEL, 2403 NONPOWERED, 1063 GASOLINE (PHEV), 161 GASOLINE (HYB), 347 GASOLINE, 599 ELECTRIC OFFROAD, 193 E85, 2240 • Our fleet utilizes a diverse array of fuel sources to ensure optimal performance and sustainability Public Safety Overview – Fleet Assets Fleet Inventory Trends: Historical Capital Spending Trends: Criteria for vehicle retirement and replacement Targets: APD AFD ATCEMS Category Fleet Inventory APD INVENTORY 530 Total Fleet: 1283, $50M Asset value AFD INVENTORY Total Fleet: 417, $103M Asset value ATCEMS INVENTORY Total Fleet: 249, $33M Asset value 304 375 169 145 81 22 89 81 79 MARKED PATROL MOTORCYCLE OTHER/SUPPORT PUMPER QUINT/LADDER OTHER/SUPPORT LIGHT DUTY UNITS AMBULANCE LIGHT DUTY OTHER/SUPPORT UNITS 74 Single Vision UNITS UNMARKED PATROL APD ACQUISITION SPEND $10.9M $10.2M Fleet Acquisitions $4.8M $6.4M $2.7M $1.0M $1.2M $2.7M $1.8M $4.7M $3.5M $2.0M $7.1M $7.6M $1.1M $1.2M $9.0M $3.4M $5.3M $3.7M $1.6M $3.3M $1.9M $1.4M AFD ACQUISITION SPEND $12.4M ATCEMS ACQUISITION SPEND $8.2M $8.8M $13.4M $11.1M $2.3M 2022 2023 2024 2022 2023 2024 2022 2023 2024 MARKED UNITS UNMARKED SUPPORT UNITS TOTAL FIRE APPARATUS SUPPORT UNITS TOTAL EMS AMBULANCES SUPPORT UNITS TOTAL Replacement Eligibility: Replacement Eligibility: Fleet Life Cycle, Replacement Criteria • Marked Patrol cars: Eligible to replace after reaching 80K miles • All other vehicles/equipment replaced per FMS standard guidelines (CAM) • Lead Time (PPV): 10 – 12 Months • Pumpers: 10 years frontline service, 5 years reserve (15 Reserves. 2 Ready Reserves) • Ladders/Quints: 15 years frontline service, 5 years reserve (8 Reserves) • All other vehicles/equipment replaced per FMS standard guidelines (CAM) • Lead Time (Apparatus) 24 – 36 Months Replacement Eligibility: • Ambulances typically replaced between 4-6 years of age depending on usage and engine idle time • Reserves: 26 Ambulances • All other vehicles/equipment replaced per FMS standard guidelines (CAM) • Lead Time (Ambulance): 24 -36 Months Vehicle Service Life and Replacement Cycle Acquisitions – “Vehicles Awaiting Delivery.” Fleet Health - Average Vehicle lifespan and Miles. Usage – Annual Miles for Patrol Cars, Apparatus and Ambulances. Category Vehicle Acquisitions - Backorder Fleet Health (Age, Avg LTD Miles) Annual Usage – Miles Driven APD AFD ATCEMS 2022 2023 2024 2023 2024 2023 2024 MARKED UNMARKED SUPPORT TOTAL $ LADDER SUPPORT PUMPER Total $ AMBULANCE SUPPORT TOTAL $ APD - UNITS ON ORDER 274 Units, $19.8M 81 $8.6M $10.2M 64 54 $1.0M 9 3 7 25 7 24 Single Vision AFD - UNITS ON ORDER 47 Units, $22.5M $8.4M 8 6 1 $12.4M 23 5 2 $1.7M 1 1 2022 MARKED PATROL AGE / LTD MILES 50,248 4.2 2022 53,519 4.6 2023 55,461 4.8 2024 APPARATUS AGE / LTD MILES 90,859 9.7 2022 84,824 9.3 2023 88,015 9.1 2024 ATCEMS - UNITS ON ORDER 64 Units, $19.3M $13.4M 24 10 $2.2M 7 7 13 $3.7M 3 2022 AMBULANCE AGE / LTD MILES 87,618 4.2 2022 106,702 109,613 5.1 2023 5.3 2024 AVG MILES AVG AGE AVG MILES AVG AGE AVG MILES AVG AGE PATROL CAR – AVG USAGE 12,055 11,478 11,434 APPARATUS – AVG USAGE 10,570 10,456 10,734 AMBULANCE – AVG USAGE 24,212 23,955 23,626 2022 2023 2024 2022 2023 2024 2022 2023 2024 AVG USAGE AVG USAGE AVG USAGE Fleet Operational Risk and Mitigation Strategy Emergency Preparedness Supply Chain Management Labor Management Financial Planning and Cost Control Fuel Price Volatility and Efficiency Risk Mitigation Strategy Implemented seasonal maintenance campaigns and maintain a robust public safety reserve fleet. Provided 24/7 mobile maintenance support and adjusted staffing levels for emergency management operations. Risk Mitigation Strategy Established relationships with multiple suppliers and maintained safety stock levels for critical parts. FMS has a Robust inventory management system to ensure continuity during supply chain interruptions. Risk Mitigation Strategy Implemented recruitment strategies including internships and apprenticeships. Leveraged strategic vendors for warranty repairs to reduce dependency on in-house labor. Equipment Acquisition and Maintenance Risk Mitigation Strategy Annual 5-year forecasts. 5 Year Master Agreement in place. Diversified vendors pool. Strategically aligned purchases with OEM production schedules. Maintained robust vendor communication with monthly updates on arrival times. Risk Mitigation Strategy Meticulously conduct detailed budget forecasting and allocate funds accordingly. Implemented stringent cost control measures and conduct regular variance analysis. Prepares emergency funds and contingency plans for unexpected cost increases. Risk Mitigation Strategy Utilizes own fuel inventory infrastructure for bulk purchasing and stabilizing fuel costs. Optimizes existing fuel storage facilities and increased days of supply to 24 DoS. Secured stable pricing through long-term agreements with fuel distribution suppliers. Implemented seasonal removal of bio-diesel during Dec. – Mar. Fleet Mobility Services – Strategy and Initiatives FLEET MOBILITY SERVICES – MOBILITY STRATEGY PROCUREMENT PROCESS GPS TELEMATICS FLEET ELECTRIFICATION Fleet Mobility Services - Mobility Strategy A Smart City Initiatives Advance Automotive Technology: Enhancing Safety and Mitigating Risks: Embracing Cutting-Edge Mobility Solutions: Empowering Safer Urban Mobility: Environmental Leadership: Driving Sustainable Practices: • • • • • Electric Vehicles Efficient Vehicle Acquisitions AI-Powered Predictive Analytics Innovative Vehicle Maintenance Integration of Autonomous Mobility • • • • Deploying Advanced Driver Assistance Systems (ADAS) and Telematics Real-time Driver Feedback Mechanisms Proactive Accident Reduction Strategies Integration of Autonomous Driver Assist Technologies • • • • Aligning with City Sustainability Goals Reducing Carbon Emissions Adopting Alternative and Renewable Fuels Ensuring Eco-Friendly Disposal Methods Achieving Cost Containment: Optimizing Fleet Management Costs: • • • • Streamlined Vehicle Fleet for Efficiency Data-Driven Predictive Analytics for Budgeting Innovative Vehicle Maintenance Approaches Efficient Accident Repair and Disposal Strategies Fleet Procurement Process Acquisitions Strategy Right-Sizing Strategy Vehicle Utilization Monitoring, Telematics Alternative Fuel and Electric Vehicles Master Agreement for all City Fleet Purchases Strategic Sourcing Management Connected Vehicle Program: Overview 7000 Fleet Assets Installed and Connected: 25 Departments Including all Utilities and Public Safety: Over 2500 Management Trained System Users: Real-time Visibility into Fleet Operations: Successful completion of the installation phase, with over 7000 fleet assets equipped with GeoTab telematics devices. Full connectivity achieved, ensuring real-time tracking and data transmission for every vehicle in the city's diverse fleet. Comprehensive program integration, involving 25 city departments. Inclusive coverage spans across all utility services and critical public safety sectors, fostering citywide collaboration. Extensive training initiatives have equipped over 2500 key management personnel with the skills to effectively utilize the telematics system. Ensuring that decision-makers in various departments can leverage the full potential of the technology for strategic fleet management. The telematics system provides real-time tracking, enabling continuous visibility into the location, status, and health of fleet assets. Enhanced decision-making capabilities for improved operational efficiency. Positive Impact on Safety and Compliance Efficient Driver Coaching and Behavioral Change: Battery Electric Vehicle Program City of Austin Fuel and Maintenance Cost Savings BEV Operating Cost Savings vs. ICE BEV Unit Count LTD Savings 9.0 M 8.0 M 7.0 M 6.0 M 5.0 M 4.0 M 3.0 M 2.0 M 1.0 M .0 M 585 495 415 350 Targeted $3.5M Savings 253 228 199 305 126 70 1,000 880 795 705 1200 1000 800 600 400 200 0 CY24: 360 BEV in service end of year; LTD Operating Cost Savings vs. ICE $1.8M; 6,416 Metric Tons CO2 reduction Annual Cost Savings vs. ICE Per Unit: Avg. Annual Cost Saving Fuel: 48% Avg. Annual Cost Saving Maintenance: 52% Avg. Annual Operating Cost Savings: 100% $1,205 $576 $629 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Annual Cost Savings vs. ICE vehicle Total LTD Savings vs. ICE vehicle BEV/PHEV - Unit Count Ahead of Planned Savings of $3.5M in 10 Yrs. 2026 Will exceed original 10-year savings est. $3.5M 12-18 months ahead of plan Winning the Culture Change City of Austin 2024 BEV Program Success 1 2 3 4 Culture Change to Win: 25 Departments – 80.6% Participation Invest in the Future: FY24 BEV Budget (dollars): $2.7M, 3.7% FY24 BEV Budget (units): 59, 9.5% Transformative Growth: 300% growth by 2030 Integrated Solutions: 5 Manufacturers 14 Models BEV DEPARTMENT PARTICIPATION RATE Public safety represents 19% of the total BEV Fleet and has been a trailblazer in adopting battery electric vehicle (BEV) technology, playing a crucial role in the successful transformation of the City's fleet towards sustainability 80.06% 113 160 ALL OTHER DEPTS FIRE DEPARTMENT 7.62% 20 6 POLICE OPERATING 10.56% 26 10 BEV PHEV PERCENT 1.76% 3 3 EMS OPERATING Chevrolet Blazer EV Police Pursuit Vehicle Pilot Program • Key Stakeholders: Austin Police Department and Fleet Mobility Services: • Goal: Introducing electric vehicles into law enforcement fleet. • Pilot Timing: Q1 2024 – Q1 2026 • Success Criteria: Evaluation of the vehicle's performance, adaptability, and overall suitability for law enforcement operations Projected Range 250 Miles - Battery Warranty: 8-year/100,000 mile Roadmap Timeline Timeline Based on Clear Technology Evolution and Change Management Best Practices Phase 1 (Now - Q1 2024) Pre-Order Preparation: Gather Information on Blazer EV PPV specifications. Monitor Chevrolet's announcements for pricing details. Establish communication channels with Chevrolet representatives. Develop a preliminary budget for the pilot program. Phase 2 (Q1 2024) Purchase Order: Place a purchase order (DO) as soon as pricing and order bank open. Confirm order details, including customization options. Initiate discussions for potential early delivery considerations. Phase 5 (Q4 2024) Vehicle Arrival and Onboarding: Receive and inspect the delivered Blazer EV PPVs. Conduct initial training sessions for designated users. Integrate law enforcement equipment and conduct compatibility tests. Set up a system for user feedback and data collection. Phase 6 (Q1 2025 –Q4 2025) Pilot Testing: Execute operational tests in various scenarios. Evaluate performance, acceleration, and handling. Monitor range, battery efficiency, and charging infrastructure compatibility. Assess durability, reliability, and adaptation to different terrains and weather. Collect user feedback and address any issues promptly. Phase 8 (Q1 2026) Decision on Full Adoption: Evaluate the pilot results and make a decision on the full adoption of the Blazer EV PPV. Determine the quantity for a full fleet adoption. Initiate procurement processes for the additional units if applicable. Phase 3 (Q1 2024 – Q3 2024) Charging Infrastructure: Design dedicated DC Fast charging infrastructure for the pilot. Obtain necessary permits for construction. Begin construction of charging stations. Coordinate with relevant stakeholders for successful implementation. Phase 4 (Q1 2024) Vehicle Production: Monitor Chevrolet's production schedule. Ensure timely updates on the production status. Prepare for the delivery and onboarding process. Phase 9 Operational Go Forward: Phase 7 (Q4 2025) Post-Pilot Evaluation: Analyze data collected during the pilot period. Conduct a comprehensive evaluation based on predefined criteria. Assess overall cost of ownership, including operational and maintenance costs. Review environmental impact and regulatory compliance. Consider user feedback and warranty/support experiences. Battery Electric Vehicle Challenges Macroeconomic Realities Expanding DC Fast Charge Infrastructure Transitioning Battery Technology Diversifying BEV Market Addressing Supply Chain Challenges Impact of economic conditions on funding availability Cost of Capital, interest rates, inflation Challenges in rapid BEV adoption due to financial constraints Insufficient fast-charging stations hindering BEV adoption Implications of long charging times Prioritizing expansion of fast-charging networks Ongoing transition from lithium-ion to solid-state batteries Implications of improved range and faster charging The current BEV market lacks diversity in terms of vehicle types (e.g., sedans, SUVs, trucks) and price points The global supply chain for critical BEV components (e.g., lithium, cobalt, rare earth metals) faces challenges. Implications of resource scarcity and geopolitical factors Vehicle Manufacturers' Challenges Some vehicle manufacturers are pulling back on BEV production goals due to supply chain disruptions, resource scarcity, and market uncertainties. Other Alternative Smaller Vehicles Programs or Pilots Austin Police Department DTAC/Special Events/District reps are currently using UTVs to avoid the use of larger patrol cars. They use these UTVs at special events and in the downtown districts. Austin Fire Department AFD has a pilot program for “Squad” trucks. This is currently being tested. This will allow use of smaller non fire apparatus trucks for medical calls or non-fire calls. Austin-Travis County Emergency Medical Services ATCEMS is piloting a program that is using smaller UTVs for the downtown/special events responses to avoid the use of larger ambulances. Conclusion Fleet Mobility Services emphasis on operational alignment across public safety operations ensures that we achieve success not just as individual departments but as a cohesive force dedicated to the protection and support of Austin residents. Through collaboration, innovation, and continuous improvement, we are prepared to meet the evolving challenges of public safety, ensuring a safer and more resilient city for all. • Operational Efficiency Excellence: The City of Austin Fleet Mobility Services Department is dedicated to achieving operational excellence, maximizing cost efficiency, and ensuring a seamless customer experience. • Commitment to Sustainability and Safety: Our dedication to sustainability and safety is woven into the fabric of our operations, reflecting our deep commitment to environmental stewardship and the well-being of our community. We prioritize both the responsible management of resources and the safety of our fleet, ensuring that our vehicles are not only efficient but also reliable and secure for every mission. • Operational Alignment for Success: Success is not only about individual achievements but also about alignment across public Safety operations. Fleet Mobility Services Thank You Jennifer Walls Director (Fleet Mobility Services) 1190 Hargrave St. Austin TX 78702 Phone 512-974-1795 Jennifer.walls@austintexas.gov Gloria Esparza Assistant Director (Fleet Mobility Services) 1190 Hargrave St. Austin TX 78702 Phone 512-974-1720 Gloria.Esparza@austintexas.gov Rick Harland Assistant Director (Fleet Mobility Services) 1190 Hargrave St. Austin TX 78702 Phone 512-974-1541 Rick.Harland@austintexas.gov Joe Dixon Assistant Director (Fleet Mobility Services) 1190 Hargrave St. Austin TX 78702 Phone 512-974-2073 Joe.Dixon@austintexas.gov