Across Australia and New Zealand, fleet practitioners attending the recent IPWEA Fleet Management Training Days have identified their top three priorities for the next 12 months. These insights came from a practical session focused on developing a Fleet Improvement Plan (FIP)—a key process outlined in Chapter 1 of the Plant and Vehicle Management Manual (PVMM).
The FIP forms the foundation of continuous improvement in fleet management. It can be used to support an organisation’s Fleet Asset Management Plan (FAMP), the 10-year strategic roadmap for managing fleet assets, or simply as an individual performance tool to guide professional development and annual goal setting.
Whether used by an entire organisation or a single practitioner, the purpose of the FIP remains the same: to identify, plan, and deliver measurable improvements in fleet performance and maturity.
1. Review and Update the Fleet Policy
The first and most common priority identified was to review and update the Fleet Policy to ensure it reflects the organisation’s current operational requirements and strategic objectives.
For many local governments and utilities, fleet policies were written several years ago and haven’t kept pace with changes in vehicle technology, safety expectations, or sustainability goals. A contemporary fleet policy ensures the organisation’s direction aligns with its corporate plan and environmental commitments—especially as new factors such as emissions reduction targets, electric vehicle integration, and Chain of Responsibility (CoR) obligations shape daily operations.
During the training sessions, fleet practitioners noted that well-written fleet policies don’t just provide governance, it empowers decision-making. It gives clarity to who can authorise purchases, set vehicle standards, manage utilisation, and dispose of assets. This clarity reduces internal friction and enables the fleet team to focus on delivering value.
2. Implement Telematics for Safety, Optimisation and Emissions Reduction
The second major priority was implementing or expanding telematics systems to capture and use real-time fleet data.
Fleet practitioners are increasingly recognising that telematics is not just about GPS tracking—it’s an enabler for smarter asset management. When applied effectively, telematics helps organisations:
- Improve safety through driver behaviour monitoring and compliance reporting
- Optimise utilisation by matching vehicle availability to demand
- Support sustainability goals by analysing emissions and fuel efficiency trends
With a new focus on Scope 1, 2, and 3 emissions, telematics data will also play a key role in tracking CO₂ reduction progress. Councils and utilities that implement telematics now are positioning themselves to meet future reporting requirements and make data-driven decisions that reduce both risk and cost.
Fleet practitioners at the training days shared that while the initial implementation of telematics can feel daunting, the return on investment is clear once the system becomes part of daily operations. The message from IPWEA Fleet was simple: “Start small, choose a pilot group, and use the data to tell your fleet story.”
3. Use Whole-of-Life Costs (WOLC) to Review Hire Rates and Funding
The third priority centred on the use of Whole-of-Life Costing (WOLC) to review internal hire rates and ensure that fleet recovery charges accurately reflect true operating costs.
As outlined in the PVMM and discussed at training, WOLC is one of the Top 10 Key Performance Indicators (KPIs)for fleet management. It provides the financial transparency needed to balance operational expenditure with future investment in replacement assets and emerging technologies.
For local government fleets operating under an internal hire model, this process is critical. If hire rates don’t reflect full lifecycle costs—including depreciation, maintenance, fuel, insurance, and administration—there’s a shortfall in funding when assets reach the end of life. Over time, this under-recovery can result in ageing fleets, higher maintenance costs, and limited capital for new technologies like EVs or hybrid machinery.
Using WOLC as part of the Fleet Improvement Plan ensures that fleet sustainability is financially viable, not just environmentally desirable.
Building Momentum Through Continuous Improvement
The consistent theme emerging from the 2024–25 Training Days is planning for improvement, not just reacting to daily demands. The FIP provides a structured way for practitioners to move from “getting things done” to “getting things done better.”
By focusing on these three priorities—updating the fleet policy, implementing telematics, and applying WOLC for true cost recovery—fleet practitioners are setting themselves and their organisations up for long-term success.
As one delegate summarised during the session, “A Fleet Improvement Plan doesn’t have to be complex. It just needs to be intentional.”
IPWEA Fleet will continue supporting practitioners in developing their plans through upcoming training days and webinars. If you haven’t attended a session yet, check the schedule and start your own improvement journey—because the best time to start improving your fleet is now.
