The sole responsibility for the content of this presentation lies with the Clean Fleets project. It does not necessarily reflect the opinion of the European Union. Neither the EACI nor the European Commission are responsible for any use that may be made of the information contained therein. MODULE 3: APPROACHES TO CLEAN VEHICLE PROCUREMENT

3.1: FLEET MANAGEMENT

FLEET MANAGEMENT Each fleet manager will have a different level of control over the fleet Organisation describes the vehicle and the fleet manager procures and maintains Fleet manager understands each interaction employees make and describes to the organisation which tool they use

TOOLS AT YOUR DISPOSAL  Web conferencing  Public transport  Lift sharing  Pool car  Grey mileage (not recommended)  Company car

RELATIONSHIP WITH THE MARKET  Engage the market  Know the market  Engage in trials and demonstrations  Provide clear signals to the market

3.2: RETROFIT

RETROFIT  Do you even need to purchase a new vehicle?

CASE STUDY: BARCELONA  Fully owned and operate the fleet  High degree of mechanical competency  Political will to reduce all emissions  Covenant of Mayors  European legislation  European directive 20/20/20  Spanish air quality national plan

CASE STUDY: BARCELONA  Barcelona Air Quality Plan 2011  7 areas  13 objectives  34 measurement points  Result  425 buses SCR+CRT  70 units to hybrids

3.3: LEASE

LEASE  Higher costs but less responsibility  Lower upfront costs can be manageable for smaller authorities  Maintenance can be included, although maintenance contracts can be brought in for purchased vehicles

3.4: TENDERING FOR CLEAN VEHICLES: A SUBJECT MATTER OF THE CONTRACT TECHNICAL SPECIFICATIONS AWARD CRITERIA OTHER PROCUREMENT APPROACHES

PROCUREMENT APPROACHES Stages of the procurement process  Better together!  Subject matter of the contract  Technical specifications  Selection criteria  Award criteria  Contract performance clauses  Other procurement approaches to encourage innovation and clean, energy efficient solutions.

PROCUREMENT EXAMPLE 1 - CARS City of Ljubljana, Slovenia  Type of vehicles - 6 hybrid cars out of a fleet of 60  Background drivers - Target of 10% hybrid vehicles, involved in CIVITAS  CVD methodology used – Option 1, Maximum CO 2 emissions of 100g/km  Savings of between 30% - 50% fuel

PROCUREMENT EXAMPLE 2 - BUSES The City of Vienna – Wiener Linien  12 full electric microbuses were purchased  Policy to reduce personal transport to >20% in 2025, zero emission zone centre + wider low emission zone  CVD methodology used = Option 1*  Innovation needed – no planning permission for charging stations & existing tram system infrastructure  Double acquisition cost+ additional infrastructure cost, 1/3 less maintenance cost, much lower running costs**

PROCUREMENT EXAMPLE 3 – WASTE TRUCKS Bristol city council  Procurement of low carbon waste collection services  City target to reduce CO 2 e by 40% by 2020  CVD methodology used – Option 2  On the first page of the specifications, Bristol’s aims as relevant to the contract were set out – important  Competitive dialogue procedure used (as opposed to conformance-based specs) to encourage innovation  Emissions reductions of 720 tonnes annually

PROCUREMENT EXAMPLE 4 – WASTE TRUCKS Wasteserv Malta limited  Euro IV WEEE collection trucks  GPP action plan 2011, greening 30% tenders by 2013  CVD methodology used – Option 1  Other useful procurement approaches = upgraded vehicles accepted  A strong signal was sent to future providers – Malta has one of the oldest commercial vehicle fleets in Europe What else would they need to consider now the CVD has been transposed……?

PROCUREMENT EXAMPLE 5 - BUSES Madrid  142 CNG and 23 CNG hybrid buses purchased by the transport operator  CVD methodology used – Option 1 and 2  Option 1 – only CNG, electric or hybrid allowed  Option 2, 10 points fuel consumption and 10 points pollutants  30-50% less NO x emissions

INTERACTIVE ACTIVITY Which procurement approach is the most appropriate?  In all cases - appropriate subject matter should always be used! It helps avoid problems later when using environmental requirements  Under-developed market = joint procurement and award criteria  Well developed market = technical specifications to set a threshold in combination with award criteria to push the market further

3.5: GETTING THE MESSAGE ACROSS TO PROCURERS

GETTING THE MESSAGE ACROSS TO PROCURERS A variety and combination of procurement approaches can be used to procure clean vehicles:  Look at examples of what other authorities have procured – learn from others!  Adjust technical specifications and award criteria according to market availability of the technology type  The CVD is very flexible – just remember to take into account local pollutants AND energy use

3.6: BUYING TOGETHER COLLABORATION THROUGH JOINT PROCUREMENT

JOINT PROCUREMENT Definition:  Combining the procurement actions of two or more contracting authorities into a single procurement.  E.g. one large contracting authority (a city) or central purchasing organisations buying on behalf of other organisations as well as themselves  E.g. a group of purchasing organisations liaising on the procurement process to buy together.European Commission GPP Toolkit: Module 1Module 1

COOPERATION WITH OTHER BUYING ORGANISATIONS Principal advantages:  Reducing high acquisition costs of vehicles  Streamlined administration  Bulk purchasing drives down costs  Reducing risks associated with buying new fuel or technology types  Pooling expertise  Expanding the uptake helps to develop the market e.g. Fuel/ spare parts more readily available

COOPERATION WITH OTHER BUYING ORGANISATIONS Examples: National Swedish procurement

COOPERATION WITH OTHER BUYING ORGANISATIONS Examples: Oslo, Norway

DISCUSSION ON CONCLUSIONS  What aspects have we already used in our own organisations to try and encourage greener options for vehicles, or any other product / service categories? (In terms of both collaboration with stakeholders, tendering processes and joint procurement)  Which have been the most effective?  Which would you consider using in your organisation in the future?  What steps would need to be taken to make this work?