Creating Partnerships Beyond the Fleet Management Office

When Dave Persad transitioned to Boynton Beach, Florida, as the city’s director of fleet management and mobility, he focused on several areas to which he would dedicate his time. 

The first area of focus was fleet replacements. With little or no allocations by vendors for the city, especially for heavy trucks and equipment, coupled with manufacturer delays and cancellations, Persad had to get creative. 

The team changed their approach from ‘wait and see if and when orders will show up’ to reaching out to their network of partners and vendors to secure any demos and customer cancellations to fill their needs.

“I am truly grateful for our industry partners that have stepped up to provide support when we needed it the most,” Persad said. 

The fleet division is within the purview of Annalie Holmes, deputy director of public works, who explained building relationships with staff, customers, and vendors has allowed Persad to source the much-needed vehicles and equipment “at a time when other municipalities were struggling to find any.”

Improvements Holmes has seen include: 

• Persad analyzed the fleet staffing requirements and determined that the technician-to-vehicle ratio was not sufficient. As a result, additional fleet mechanics were added to improve efficiency.
• Persad extended the hours (6:30 a.m. — 6:00 p.m.) of the fleet shop to accommodate departments that work on shifts, such as the police and fire departments.
• Improved PM compliance.
• Developed a vehicle replacement plan.
• Holding quarterly meetings with the different departments to educate them on the status of their vehicles and budgets while building relationships.

Assembling a Powerhouse Team

When Persad first started at Boynton Beach, there were several technician vacancies. He began advertising the vacancies through online platforms such as industry association websites. 

“While we needed to fill these vacancies quickly, I also knew the caliber and skill set of the technicians that I was looking for,” Persad explained, adding that he put a big emphasis on finding people with soft skills, communication, professionalism, and respect.

Applicants included technicians in the local geographical area who had met Persad and those who had heard of what was happening at Boynton Beach. The fleet is now fully staffed and moving forward.

Persad emphasized the need for stakeholder engagement, explaining that the departments that they serve should know that they are being heard. When he first started with the city, Persad immediately scheduled meetings with the various departments to listen to their concerns and needs and offered his commitment to restoring relationships. 

He also worked with the team to create “State of Your Fleet Reports” for each department so that when they have their quarterly meetings, there are updates on new vehicle deliveries, maintenance and fuel budgetary spending, billing transparency, and other fleet changes. 

Persad noted that it took some time to get acquainted with the team, but immersing himself in anything that would help him get a firm grasp on things helped. 

“I would say the learning curve took about three months to really get acclimated with the fleet, people, and processes, understanding the processes already in place and identifying the low-hanging fruits to make the necessary changes without causing a major disruption,” he explained. “I honestly felt comfortable on day one, knowing what I had accomplished at the city of West Palm Beach I looked at my opportunity at Boynton Beach as an opportunity to assemble a powerhouse team to bring the fleet division of yet another city to greatness.”

Change Taking Place and New Areas of Focus

Areas that Persad wanted to focus on and move forward with included: 

• Culture: Changing the team’s mindset by introducing a culture of respect, professionalism, safety, fun, and getting the job done right the first time. Fleet Operations Supervisor Rasheed Hosein noted that “the old ways don’t work anymore” and as they move forward, new procedures and protocols need to be implemented in order for the fleet team to succeed in this constantly changing environment. 
• Fleet Information Management System: Implementing AssetWorks in order to move away from an outdated financial system to one that would improve technician efficiencies and keep all the data — from vehicles and assets to maintenance and people — in one place.
• Telematics: Implementing Samsara telematics system along with 360 external camera systems on heavy trucks. 
• Technology: Purchasing new laptops, tablets, and diagnostic software and hardware to better aid technicians.
• Career Progression Path: Working with HR to streamline promotion opportunities for technicians that can be acquired by experience and certifications. 

The biggest challenge, according to Persad, has been how to aggressively replace an aging fleet, where replacements were deferred for one reason or the next. 

“There comes a time when that catches up to you and that time is now,” he explained. 

However, Persad has been backed by a supportive C- Suite team who have taken time visit and check in with the fleet team to see how they can help. 

An Internal Partnership Between Fleet and Fire

One example of a strengthened partnership within the city departments is between fleet management and the fire department. Fire Chief Hugh Bruder stated that over the past year, the fire department has seen a transformation in the way their fleet is managed. 

“This collaboration has resulted in significant benefits, not just in how our vehicles are maintained but also in how we approach our mission as a whole,” Bruder said, adding that Persad and his team “have become deeply invested in the fire department's needs, and in turn, we have reciprocated.”

This teamwork has created a collaborative environment where both sides work together to ensure that the fire department's vehicles are always ready to support our mission.

Bruder explained that Persad has taken the time to listen to the department’s needs before making informed recommendations on how to meet them. 

“His relationships with external departments have reorganized the process of getting trucks back in service, even amidst the widespread parts shortages affecting everyone,” Bruder said. “These relationships have allowed us to navigate challenges more efficiently, reducing downtime and ensuring that our vehicles are ready when needed.”

With these delays, the partnership between fleet management and the fire department has proven especially beneficial. They have adapted by having fire department personnel assist in picking up parts, ensuring that mechanics can stay focused on their work and that parts arrive as quickly as possible. This cooperative approach has been crucial in minimizing disruptions and keeping the fleet operational.

“The fire department has learned that a well-maintained fleet is not just about the equipment; it’s about the people and partnerships that keep everything running smoothly,” Bruder said. 

Related: Building a Solid Fleet Management Strategy for the Future