At the recent Local Buy SEQ Fleet Forum, Thomas Brayley, Manager – Plant Fleet Business at Logan City Council, shared how his team is tackling tighter budgets and workforce constraints while still delivering high-impact outcomes.
With a multi-million operational and capital budget and a diverse range of assets ranging from yellow plant to heavy commercials, the challenge was significant. This financial year brought a 12.5% cut to materials and services and a 5% cut to employee costs with just two months’ notice to adapt.
The Reserve Review – A Catalyst for Change
A review of the council’s capital replacement reserve revealed a critical problem: forward projections showed the reserve running out in 11 years. Costs for plant and equipment had surged post-COVID, yet lease rates hadn’t been adjusted. Historical practices were also draining the reserve, such as funding additional assets for other branches without replenishment.
To address this, the team recalculated lease rates for full cost recovery, engaged an external consultant with local government fleet expertise, and presented a range of options to the executive team. Before any reserve top-up would be considered, Council directed them to deliver a fleet utilisation project.
The Utilisation Project – Vital, Useful or Idle?
The project set a target utilisation threshold of 40% (well below the 75–80% industry benchmark) and examined each asset’s usage, engaging with branches in a collaborative, not policing, approach. The process considered operational needs, business cases, and change management – recognising that behind every underutilised asset there’s a human story.
Midway through, the project had identified $700,000 worth of assets for disposal and $200,000 in annual operational savings, plus avoided unnecessary replacements. Some assets were downsized to better fit their purpose, unlocking further cost and efficiency gains.
More Than Just Savings
Beyond immediate financial wins, the project delivered better cross-organisation asset sharing, improved procurement strategies, and new funding models – such as securing a contribution from Logan Water’s dividend to support future plant purchases.
It also demonstrated how data, when combined with empathy and strategic thinking, can influence corporate decision-making. By linking the project to broader financial sustainability goals, the fleet team secured a stronger voice in budget discussions.
Lessons for Fleet Practitioners
Brayley’s key takeaways for other councils and utilities:
- Engage widely – build partnerships, not resistance.
- Use external expertise – a strong consultant’s report can drive executive buy-in.
- Communicate constantly – align your message with corporate priorities.
- Act on data – don’t just collect it, use it to make timely decisions.
In Brayley’s words, “It’s not about having more. It’s about doing more with what you already have.”
