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 CO 2 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

Moving the transport user mileage 3,0008,000 Causal user Essential user? Lease / fleet vehicle The car user Non-car modes walk/cycle – short urban trips bus – short urban trips train – intercity, regional air – long distance Pool/ hire car trips over 80 miles reduce car commute Car sharing passenger rate Less controlMore control

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.