Mark Mills, the Fleet & Workshops Manager at Sutherland Shire Council in Sydney’s southeast and a member of the IPWEA’s Systems Plus panel, shares some the challenges he faces on a day-to-day basis.
What are some of the biggest challenges that you face on a day-to-day basis as a fleet manager?
I’ve just recently moved to Sutherland Shire Council from another council in a similar role. One of the biggest differences between the two is the challenge we face to maintain staffing levels and recruit new staff.
At Sutherland we’ve had real problems trying to keep people based on the salary that’s been offered. The trade salary that the council offers is pretty much in line with all the other trade areas within the council, so there’s an equity issue in trying to achieve market relativity. The resource boom has placed a significant demand on our trades area for mechanics and fitters and so on, which means that we’ve obviously got to pay them and reward them appropriately.
Trying to find that balance of appropriate reward and maintaining equity within the council salaries is a big issue. It’s been a big challenge.
Another challenge is the allocation of capital funding. At my previous council, we had good asset management planning and financial forecasting to support our plant and equipment. This was in place for a number of years. Sutherland is still relying on a budget allocation based on history rather than an allocation based on the financial demands of the assets.
Maintaining the skills level and the competence level of staff is an issue as well. It’s difficult to maintain the skill levels of staff with the ongoing introduction of new technologies and councils forming better plans. Now assets are moved on before they require any significant or major component overhauls.
In addition, the increased financial accountability on councils and the importance placed on productivity and efficiencies have meant a greater focus for fleet managers to deliver core services, which ultimately results in outsourcing the more technical and complex works. When you’ve got employees who have been employed for a long time, you tend to find their skill level starts to erode away. The challenge is trying to maintain that skill level by having sufficient training on a regular basis, especially training from the original equipment manufacturer.
What do you think some of the solutions to these challenges might be?
In regards to retention and recruitment of staff, I believe the way forward requires a combination of offering a reasonable remuneration package that can be supported by innovative conditions and flexible work arrangements.
The solution to capital funding allocations is to gain council’s acceptance of strategic asset management planning principles and long-term financial forecasting models across all asset classes.
For the training issues, the increasing technological advances in fleet assets inherently places emphasis on councils to develop an integration of council day labour into maintenance agreements with manufacturers to maximise efficiencies and achieve cross skilling. This along with proactive approach to seeking relevant OEM training has a significant benefit.
How important will it be for the council to adopt asset management plans so the correct funding can be given to the fleet department?
I was fortunate to be exposed to asset management planning principles back in 1999/2000, where I have experienced and seen the positive long-term benefits it brings to an organisation.
From my experience, it is vitally important for councils to adopt asset management planning principles. By applying these principles, it demonstrates the responsible management of assets using internationally accepted principles and practices. Long-term financial planning facilitates the ongoing provision of safe, modern and well-maintained fleet assets, which are required to support a quality and efficient service delivery to the community.
How can fleet managers go about ensuring the correct financial plans are in place?
Implement asset management planning utilising IPWEA framework and tools.
In 2010, I was responsible for the development of asset plans for fleet assets with my previous employer. Even though asset planning was well in bedded into fleet management practices, greater potential was realised by applying the IPWEA approach utilising tools and templates such as NAMS.PLUS.
The tools, products and support that IPWEA provides to fleet managers are great. It’s really improved our capability to deliver quality asset management and service provision, plant equipment and fleet assets. People are better educated than they were in the past, because we are getting the support and the tools needed to achieve that improvement.