Bristol City Council
Green Fleet Review
Guy Hitchcock
Green Fleet Review
Consultant
Overview of transport activities
• Council fleet
– 480 vans, 60 cars
– 824,000 litres fuels (diesel, petrol, LPG)
– Cost £3.4 million per year
• Staff vehicles (grey fleet)
– 4,350 staff travelling
– 4.3 million miles
– Cost £1.7million
Carbon Footprint
Staff vehicles
1,450 tonnes
Council vehicles
2,000 tonnes
Total
3,450 tonnes
Who does what?
• Procurement – buys vehicles for
departments
• Fleet services – manage, maintain, fuel
vehicles
• Transport services – run vehicles for some
departments
• Environmental services – promotes
environmental performance
• HR and finance – mileage allowances
• All departments – users of vehicles
• Lots of people involved
• Lots of enthusiasm
• But some fragmentation
Vehicles and fuels
• Department specifies
• Fleet services manage purchase/lease
• No formal fleet policy or replacement
strategy
• Lots of vehicles tried – LPG, electric,
etc
• Bunker LPG and 5% biodiesel
Actions
1. Centralised fleet policy providing
criteria for vehicle choice, supported
by procurement framework
2. More co-ordination from fleet
services for vehicle purchase and
replacement
3. Maintain capability for LPG fleet, and
explore use of 30% biodiesel
Fleet policy
•
•
•
•
Life-cycle costing
Fit for purpose – smallest appropriate
Set CO2 limits by vehicle type
Get highest Euro standard possible
EuroV or EEV
• Use alternatives where appropriate
Fuels Hierarchy?
• Electric or hybrid
• Biofuels – biodiesel, bioethanol, biogas
• Gas fuels – LPG or CNG
• Best technology petrol and diesel
Fuel Management
• Central bunkered fuel with DataTrack
fuel management system
• Fuel data not integrated into fleet
management system
• High use of petrol in LPG vehicles
• No active monitoring or management
of fuel and vehicle MPG
Actions
1. Integrate fuel data into RoadBase
2. Take a proactive role on fuel
management with local fuel
champions
3. Develop centralised driver training
capability to SAFED standards
4. Provide fuel efficient driving tips in
drivers handbook
Effective fuel management
• Ensure robust data – currently
mileage data is weak
• Set performance base line and
improvement targets
• Monitor MPG and mileage against
targets – feed back to fuel
champions
• Take corrective and improvement
measures
Managing mileage
• Fleet mileage
– is not accurately monitored
– estimated at some 2 million miles
• Staff mileage
– data from mileage cliams,
– monitored by environmental performance
team
– 4.3 million miles
Staff annual mileage claims
2500
Low
Medium
High
2000
Count
1500
1000
500
0
500
1000
1500
2000
2500
3000
4000
Miles
5000
6000
7000
8000
12000
Moving the transport user
The car user
Less control
Essential user?
Causal user
3,000
Pool/ hire car
• trips over 80 miles
• reduce car commute
mileage
Car sharing
• passenger rate
More control
Lease / fleet vehicle
8,000
Non-car modes
• walk/cycle – short urban trips
• bus – short urban trips
• train – intercity, regional
• air – long distance
Fleet actions
1. Ensure robust mileage data entered
into DataTrack
2. Feed mileage data back to local fuel
champions
3. Look for opportunities to fleet share
and maximise use of vehicles
Staff actions
1. Develop departmental business travel
plans
2. Feed staff mileage data back to
department
3. Limit private car travel to 80 miles
4. Centralise pool and hire car service
5. Provide a more integrated staff travel
information site on intranet
‘Grey fleet’ actions
• Implement system to record driver and
vehicle details, linked to ability to claim
mileage allowances
• Define criteria for ‘appropriate vehicles’
for business travel
• Set vehicle standards for ‘assisted
vehicle purchase’ scheme
Policy issues
• Departmental mileage targets in
corporate performance system
• Update travel policy to:
– Reflect business travel plans
– 80 mile private car limit
– Assisted vehicle purchase criteria
• Drivers handbook to include
information on fuel efficient driving
Conclusions
• Enthusiasm, good activities, but
fragmentation
• More central coordination from fleet
services
• Better coordination of travel activities
Key recommendations - 1
• A centralised vehicle procurement
framework, which is already being
developed;
• A centralised fleet policy setting out the
criteria for vehicles which can be used
across the Council;
• A more proactive and centralise approach to
vehicle replacement and purchases
managed by fleet services;
• A more proactive approach to fuel
management lead by fleet services or local
fleet champions;
Key recommendations - 2
• Departmental level business travel
plans, with departmental travel
reduction targets, to reduce staff
business mileage;
• A more integrated travel information
resource on the Council’s intranet site;
• A centralised pool fleet, management
by fleet services.