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U.S. Department of State

Diplomacy in Action

Department of State: Fleet Management Plan


March 22, 2013

   
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Table of Contents

A. Introduction
B. Criteria for Justifying and Assigning Vehicles
C. Explanation of Fleet Size and Cost Changes Not Meeting Projections
D. Initiatives to Control Fleet Size and Cost
E. Categorization of Law Enforcement (LE) Vehicles
F. Justification for Restricted Vehicles
G. Vehicle Replacement Strategy and Results
H. Vehicle Management Information System Description
I. Vehicle Sharing Practices and Plans
J. Impediments to Optimal Fleet Management
K. Anomalies and Possible Errors
L. Summary and Contact Information
M. Appendix A: VAM Survey and Results
N. Appendix B: Acronym Glossary


A. Introduction

Agency Primary/Core Mission, Organizational and Geographic Structure, and Fleet Configuration

As described in the Department of State’s (DOS) Fiscal Year (FY) 2012 Agency Financial Report, the Department’s mission is to:

“Advance freedom for the benefit of the American people and the international community by helping to build and sustain a more democratic, secure, and prosperous world composed of well-governed states that respond to the needs of their people, reduce widespread poverty, and act responsibly within the international system.”

 Date: 03/2013 Description: Figure 1: DOS Composition--Domestic 11%; Overseas 89%. - State Dept ImageTo help support and fulfill this mission, DOS operates an international and domestic fleet of vehicles. DOS allocates the overseas fleet, which constitutes 89% of its 2012 inventory, to embassies, consulates, and missions around the world. Six regional offices support embassies in their respective parts of the globe: Africa (AF), the Americas (WHA), East Asia and Pacific (EAP), Europe and Eurasia (EUR), Middle East and North Africa (NEA), and South and Central Asia (SCA).

DOS allocates the domestic fleet, which constitutes 11% of its 2012 inventory, to Bureaus with offices located across the United States, including: the Bureau of Diplomatic Security (DS), the International Boundary and Water Commission (IBWC), and the Fleet Management & Operations Division (FMO) of the Office of General Services Management.

The DOS fleet is global and operationally decentralized. It is required to meet security and mission-specific needs in challenging climates faced with decaying infrastructures at many overseas locations. Vehicle demands range from secure armored transport for diplomats to pickup trucks for maintenance purposes. Additionally, to meet the daily and emergency needs of posts in developing countries, a variety of specialty vehicles are often required, such as fire engines, ambulances, emergency response vehicles, water delivery, trucks, and mail transportation vehicles.

The Department established a Fleet Management Council (FMC) in December 2007 in response to the Office of Management and Budget’s (OMB) management review of federal motor vehicle fleets and initiatives by the General Services Administration’s (GSA) Office of Government-wide Policy. The goal of the FMC is to improve overall management, accountability, cost-effectiveness, data collection, and reporting related to the Department’s domestic and overseas fleets. The FMC coordinates efforts to improve global fleet management, enhance communication across dispersed fleet organizations (both domestically and overseas), and respond to regulatory requirements more efficiently and effectively. The following outlines FMC’s primary areas of focus:


• Reporting through a Fleet Management Information System (FMIS)

• Vehicle Allocation Methodology (VAM)

• Safety Program and Policies

• Cost Control and Rightsizing

• Fleet Policies

• Replacement Planning

• Vehicle Cost

• Vehicle Acquisition

• Alternative Fuels and Fleet Efficiency

• Accuracy of Global Motor Vehicle (MV) Inventories


With representation from 17 different Bureaus/Offices within the Department, the FMC supplies the organizational leadership required to implement the Fleet Management Plan (FMP). Through shared membership, the FMC is linked to the DOS Greening Council and ultimately reports to the Under Secretary for Management in his capacity as the Department’s Senior Sustainability Officer. This organizational structure ensures the integration of the FMP with the Annual Strategic Sustainability Performance Plan.

The FMC oversaw this year’s successful Vehicle Allocation Model (VAM) process, which captured more than 10,000 additional vehicles over last year with the inclusion of overseas and law enforcement (LE) vehicles. The VAM process required extensive collaboration with Department fleet stakeholders and was completed with near perfect compliance. VAM results now inform rightsizing decisions, documented in this plan, which will assist the Department in optimizing its fleet size by 2015.

For the VAM, as well as for Federal Automotive Statistical Tool (FAST), DOS vehicular statistics are organized under the following four reporting elements as applied throughout this document:

• Overseas
• Diplomatic Security (DS)
• Fleet Management & Operations (FMO)
• International Boundary and Water Commission (IBWC)

Support of Ancillary Missions, including Administrative Functions

Foreign Ancillary Missions

Each overseas U.S. mission develops an annual Integrated Country Strategy and Mission Resource Request (MRR). This is a multi-year strategic document that features: a Chief of Mission statement, a Foreign Assistance priorities narrative, goal papers, performance indicators, and a request for State Operations and Foreign Assistance resources, including fleet requirements. The annual MRR provides the overarching U.S. Government foreign policy basis for out-year mission activities, a collective understanding of priorities and performance that reveals the actual direction and status of U.S. Foreign Policy in the field, and the strategic context and policy parameters for tactical decisions and operational programming. The MRR is the critical first step in the annual planning process which advises the Senior Review process and culminates in the submission of the President's Budget to Congress.

In addition to the foundational MRRs, international ancillary missions for which DOS allocates its overseas vehicles include: diplomatic and administrative support, diplomatic and staff security, overseas buildings, and international narcotics and law enforcement.

Diplomatic and Administrative Support: The International Cooperative Administrative Support Services (ICASS) system is the Department’s shared services platform and principal means of providing and sharing the cost of common administrative support across all foreign affairs agencies at more than 280 diplomatic and consular posts. ICASS encompasses a range of administrative services, including: motor pool operations, vehicle maintenance, and building operations. For motor pool operations, ICASS includes dispatch and driver services. Under ICASS, each post budgets for, funds, acquires, and manages its own vehicles.

ICASS is a self-funding cost-sharing system; in the long run, the revenue from charges to customer agencies should equal the cost of service inputs. The OMB granted ICASS authority for a no-year (revolving) capital fund program in 1996. This program is in place at approximately 95% of all posts.

ICASS managed services sustain the entire post, including personnel transportation and vehicles required for tasks such as emergency response, electricity maintenance, waste haulage, and building maintenance. While some posts also have on-site ICASS supported vehicle maintenance and repair services traditional fleet maintenance is outsourced, when possible.

Separate from ICASS, agencies represented overseas may operate Program Vehicles funded directly by the respective agency’s appropriated funds (including DOS). This is particularly true of smaller posts that may not have an ICASS program in place but still require vehicles to meet their transportation needs.

In addition to supporting mission personnel, many posts must meet non-routine transportation demands as an extended ancillary mission:

Congressional Delegations/VIP Visits: Official Congressional and Executive Branch delegations travel frequently to posts. While not exclusively, these visits occur most often in locations with active military engagement or where the U.S. Government has a deep and broad-ranging bilateral relationship. Extensive transportation support is often necessary for visit support and security reasons, and can limit the availability of vehicles for daily mission work unless additional vehicles are identified for visits. While these visits can occur well over a fifty times a year for select posts (including examples of over 200 in a year), the frequency and high profile of the visitors creates an increased motor pool need, regardless of total post size.

Multi-lateral Conferences: Similar to congressional visits, support to multinational conferences such as Asian-Pacific Economic Cooperation (APEC), North Atlantic Treaty Organization (NATO) or the World Economic Forum (WEF) require support to representatives from multiple U.S. agencies and embassies and place a competing demand on mission fleet requirements.

Diplomatic and Staff Security: The mission of DS, the DOS law enforcement and security organization, is to provide a secure environment for the conduct of American diplomacy. DS protects people, property, and information at more than 280 posts worldwide, as well as dignitaries within the United States. The high-threat and security-driven mission of DS defines the vehicle types and inventory required. Additionally, since many embassies, consulates, and missions are situated in dangerous or physically challenging locations, many posts are characterized as “hardship” and “high-risk” posts. This results in unique vehicle and inventory demands and costs.

In high-risk locations, a sufficient number of vehicles are critical to a post’s ability to react to emergencies. For example, in February 2012, the American staff at the embassy in Damascus was forced to caravan by road from Syria to Jordan when they were denied exit visas. In fact, many posts’ official evacuation plans call for ground-based transportation of staff to designated safe areas. Such scenarios make it prudent to retain a fleet size sufficient and flexible enough to meet these contingencies while still providing efficient day-to-day fleet operations.

While overseas fleets are generally used by all mission personnel and are unassigned, there are limited exceptions. The Chief of Mission (COM) and in select cases other senior personnel at post have assigned armored vehicles. Marine Security Guard (MSG) detachments have dedicated drivers and vehicles. With the exception of the detachment commander, individual Marines cannot have personally owned vehicles (POVs) at post so assigned vehicle provides transportation between work and lodging. In addition, security related fleets include vehicles used by roving patrols, surveillance detection units, forward and chase vehicles, and dedicated react vehicles.

Overseas Buildings: The mission of the Bureau of Overseas Buildings Operations (OBO) is to provide safe, secure, and functional facilities that represent the U.S. Government to the host nation and support staff in the achievement of U.S. foreign policy objectives. To achieve this outcome, OBO requires vehicles for specific large overseas construction projects and the number and types of which vary from year to year. For construction in a high-risk location, one or more armored vehicles may be acquired and operated for the life of the project. Although the number of vehicles for OBO purposes is relatively small, their requirements can cause unpredictability in long-term reporting and optimization of overseas fleets.

International Narcotics and Law Enforcement: The Bureau of International Narcotics and Law Enforcement Affairs (INL) is dedicated to strengthening criminal justice systems, countering the flow of illegal narcotics, and minimizing transnational crime. It plays a key role in leading the development and synchronization of U.S. international drug and crime assistance. By virtue of its mission, INL operates in challenging, remote, austere, and dangerous nations. Due to the complexity and hazard involved with its mission, INL manages a dynamic fleet.

Domestic Ancillary Missions

Domestic ancillary missions include those providing diplomatic and administrative support, diplomatic security and training, and application of U.S./Mexico boundary and water treaties:

Diplomatic and Administrative Support: Fleet Management & Operations (FMO) provides domestic transportation services to meet fleet needs throughout the country. However, the organization primarily supports Headquarters (HQ) administration by providing the HQ a motor pool with dispatch and driver services, as well as an essential shuttle bus program that operates throughout the Washington, D.C. area. 

2011 DS Statistics:

173 Visiting Foreign Officials

278 US City Stops

1,273 Total Days of Protection

Diplomatic Security and Training: Domestically, DS operates in 8 regions and has 30 office sites with vehicles allocated to each office for criminal investigative work and dignitary protection. During 2011, the most recent period for which statistics are available, DS deployed its fleet to successfully protect 173 visiting foreign officials at 278 U.S. city stops, for a combined total of 1,273 calendar days. In addition, certain senior DOS positions, such as the Secretary of State and the U.S. Permanent Representative to the United Nations, are assigned full-time DS protective details with associated support vehicles.

Due to the high volume of armored vehicles in the overseas and domestic fleet, a specialized armored car training program is in place to equip all drivers of these vehicles with the required operating skills. This training program is run by DS personnel and requires a large inventory of specialized cars. Many of these vehicles have been substantially altered to meet the needs of the training program and are not used for typical transportation purposes.

U.S./Mexico Water/Boundary Treaties: The International Boundary and Water Commission (IBWC) fleet consists primarily of light and heavy cargo trucks, sedans and passenger vans located in field offices along the U.S./Mexico border, extending from Texas to California. IBWC is responsible for addressing water and boundary problems arising along the 1,952 miles of border common to the U.S. and Mexico. Vehicles are assigned to all offices including the HQ in El Paso. Among the organization’s responsibilities, IBWC is responsible for maintaining power-plants, dams, and levees; consequently, vehicles often operate off-road (e.g., on top of levees) and the fleet inventory must meet these unique needs. 

Primary Use of Vehicles and Need for Particular Vehicle Quantities/Types Due to Mission Requirements

Date: 03/2013 Description: Security to Personnel; Diplomatic Missions; Post Maintenance. - State Dept Image

As noted above, vehicles are primarily used to secure Department personnel and foreign officials, complete post maintenance and support activities, and ensure that the Department can complete its missions. To accurately determine the appropriate size and type of vehicles required, the entire global fleet was included in this year’s VAM Process. Although overseas and LE vehicles are officially exempt from this process, the Department aimed to gain a thorough and comprehensive view of its fleet to inform future decisions as to size and composition.

The nature of the Department’s mission and activities create the need for focused security, often requiring armored vehicles. These are stationed overseas and many are situated for rapid deployment at U.S. sites. Armoring, the requirement for which is self-evident, requires larger vehicles able to support the weight put upon the chassis. Embassies and ambassadors are subject to attack and armored vehicles provide additional security. For example, on Monday, September 3, 2012, a suicide car bomb targeted an armored U.S. diplomatic vehicle in Peshawar, Pakistan, killing several bystanders and wounding 19. Fortunately, no Embassy personnel inside the armored vehicle were killed.

In addition, embassies, consulates and missions require sedans, sport utility vehicles (SUVs), vans for transportation, and pickups for facility maintenance. In designated posts, most, if not all, vehicles must be armored. The domestic FMO fleet consists mainly of administrative-use sedans, SUVs, buses, passenger vans, and light cargo trucks located primarily in the metropolitan area of Washington, D.C. The bulk of the IBWC fleet consists of 4x4 pickups, required because they travel over unpaved roads and on levees. They are also used for emergency response, especially in Texas, where flooding occurs. The HQ in El Paso has three motor pool vehicles. IBWC also has several LE vehicles due to increasing violence along the U.S./Mexican border. 

An overview of the 2012 inventory reported in FAST for the worldwide fleet is below:

Vehicle Type

Count

Sedans/St Wagons

2,663

Low Speed Electronic Vehicles

0

Ambulances

15

Buses

162

LD Trucks 4x2

2,310

LD Trucks 4x4

3,185

MD Vehicles

5,454

HD Vehicles

709

Total:

14,498

Table 1: 2012 FAST Inventory

Please note that other counts and statistics throughout this plan reference the vehicle inventory that was subject to the VAM study, which included all Department-owned vehicles that were in service at any point during FY12, including those that were disposed during FY12. As a result of this criteria, the vehicle inventory reported throughout this plan varies from the inventory and projected acquisitions and disposals reported for the March FAST data call. Further details on the vehicle inventory are noted in the March FAST data call submission. 


B. Criteria for Justifying and Assigning Vehicles

Factors and Considerations Used to Determine Vehicle Assignments and Method for Assigning Vehicles

To evaluate current vehicle assignments throughout the Department, each vehicle from the global fleet was assessed during the FY12 VAM process. A new section was added to the Motor Vehicle Survey (MVS), the annual survey through which FAST data is collected, for all in-service vehicles in the fleet. The survey consisted of 23 questions covering qualitative details on vehicle purpose, utilization, and criticality. With coordination among the global network of motor pool staff, the Department achieved a 99.6% response rate.

Date: 03/2013 Description: MVS/VAM Questionnaire Administered in ILMS; VAM Results Analyzed; Regional and Domestic Bureaus Evaluate VAM Analysis; Posts and Domestic Fleets Provide Justifications; Regional and Domestic Bureau Review; Target Reductions Documented in FMP. - State Dept Image

Once returned, VAM surveys were entered into an analysis tool to determine a future-need recommendation on a vehicle-by-vehicle basis. The tool measured all data points gathered to determine the necessity for each vehicle. Vehicles were categorized based on the outcome of the analysis, and these results were then reviewed by the FMC. Those vehicles that did not meet the threshold to be retained were distributed to domestic and overseas fleet management for review. Via the review process, fleet managers had the opportunity to agree to dispose of these vehicles based on the results of the VAM analysis, or to provide justifications for any vehicles they wished to retain. All vehicle justifications were then reviewed by Department leadership to determine the final numbers of vehicles to be retained and eliminated.

Date: 03/2013 Description: Figure 2: Overall VAM Results -- Retain 12204; Eliminate 2124. - State Dept Image

Figure 2: Overall VAM Results


Vehicle Type

2012 Baseline Fleet*

2015 Optimized Fleet**

Increase/Decrease

Bus/Ambulance

180

161

-19

Heavy-Duty Truck

671

625

-46

Limo

12

12

0

Pick-Up

2936

2257

-679

Sedan/Coupe

1568

1207

-356

Station Wagon

1350

1095

-255

SUV

5228

4736

-492

VAN

2395

2123

-272

Total

14498

12204

-2294

Table 2: Current Fleet and Optimized Fleet Composition by Type
*Based on FY12 FAST Submission totals
**Only includes vehicles in-service

Vehicle Assignments

No DOS vehicles are assigned to individuals; instead, they are assigned to positions, offices, or job classifications. Vehicles assignments are determined based on primary and ancillary missions. For example, diplomatic security is an ancillary mission that requires armored sedans to transport the Chiefs of Mission. As another example, overseas administrative support requires that housing be properly maintained so pickup trucks are assigned to embassy departments for use by groups of personnel who perform electrical, plumbing, air-conditioning and other maintenance and repair services.

Although fifty-one vehicles were originally reported to FAST as limousines, research determined that only a small number (12 in total) fit the outlined definition. These limousines are used by the Secretary and the Office of Protection. The improperly categorized vehicles have been updated with the correct vehicle category by the Department. They are also included in this plan.

Below are the vehicular justification and assignment criteria for the four reporting elements. The VAM process described above reviewed and revised these assignments as needed.

Overseas: Most non-domestic vehicles belong to one of three categories:

Date: 03/2013 Description: Armored Vehicles; Passenger Vehicles; Functional Vehicles. - State Dept Image

Category One: At most posts, one armored vehicle is assigned to each post for the use of the Chief of Mission/Principal Officer, otherwise known as either an Ambassador or Consul General. Marine Security Guard vehicles also fall under this category.

Category Two: Includes passenger vehicles from a motor pool used to provide transportation for staff. Drivers are generally provided. Overseas armored vehicles are justified and assigned based on the threat conditions and security requirements at each post. The remainder of passenger vehicles are justified and assigned based upon local host country driving conditions, the availability of public transportation, security concerns, and political threat in conjunction with the number of personnel at post.

Category Three: Includes what can be termed “functional vehicles.” Vehicle types include: water trucks, emergency units, man lifts (or “cherry pickers”), etc., and are assigned to a department at post.

FMO: FMO are working capital funded, such that personnel are not required to justify the need for vehicles assigned to domestic client bureaus or the need for vehicles that support client-requested services. Instead, FMO assumes clients have considered relevant assignment and utilization criteria and obtained proper authority through their chain of command. These assumptions are validated by the provision of a funding commitment for the vehicle support from the respective client’s comptroller or budget officer. FMO will not assign a vehicle or provide transportation service to any client if justification is supported in whole or in part by unofficial use (such as for home-to-work transportation or for personal convenience).

Because all FMO vehicles are included in DOS’s VAM process, FMO is able to base its vehicle justification documentation on mileage data and survey information. Any vehicle that does not meet utilization and/or criticality standards is subject to removal from the fleet if suitable justification is not provided by the FMO client.

A motor pool meets the transportation needs for executives and staff. Individuals can sign up for self-drive vehicles; however, dispatch and driver services are available.

DS: Fleet vehicles are justified and assigned to the investigative, administrative and law enforcement offices based on mission needs and personnel strength levels. Vehicles are required for protection such as motorcades where both transport and follow-on units are utilized. Vehicles are also used for training and are assigned to several training facilities, including the Federal Law Enforcement Training Center (FLETC). Vehicles are located at the United Nations for security and protection purposes. Diplomatic couriers need vehicles to carry classified documents from one office to another or to airports. Vehicles are needed for technology-related law enforcement purposes and to carry and transport sensitive equipment. A small motor pool meets the administrative needs of DS headquarters.

IBWC: The only position assigned a vehicle within IBWC is the United States Commissioner. Each office has a different mission. Terrain and type of use are the key factors that determine vehicle types. The fleet management office, located in the HQ in El Paso, TX, routinely reviews office requirements to determine adequate numbers of vehicles required to accomplish the various missions pursuant to treaties between the U.S. and Mexico. Under authority provided by 22 USC, Chapter 7, subchapter IV, the Commission ensures that missions entrusted to IBWC can be fully accomplished by justifying and assigning an adequate number of vehicles.

Home-to-Work (HTW) Vehicle Justifications and Alternatives

Policy on HTW is written into the Foreign Affairs Manual (FAM). Only Law Enforcement (LE) personnel may receive HTW approval for the DS Fleet. The Secretary is responsible for approving all submitted HTW justification requests.

As an example, a HTW request may come from personnel who arrive overseas before their POV arrives. In this case, a HTW vehicle may be provided for a limited time, especially if the employee is located at a high risk post. The Department encourages posts to seek low-cost alternatives to using government resources for HTW transportation, such as employee associations or commercial vendor bus services. These services are always limited to use by the direct hire employee and fully reimbursed.

One alternative option provided by many posts in lieu of HTW vehicles is a shuttle bus service. This provides personnel with convenient transportation at a reduced cost. 


C. Explanation of Fleet Size and Cost Changes Not Meeting Projections 

Measurable Changes in Fleet Size/Cost and Attaining Annual VAM Projection Targets

The below table compares the inventories and proposed optimal fleet size submitted for DOS for FY11 and FY12.


Type of Measure

Count

2011 Inventory (actual fleet size submitted in December 2011 FAST data call)

12,267

2011 VAM Non-exempt Baseline (actual fleet size submitted in February 2012 Attainment Plan and FMP)

492

2011 VAM Non-exempt Plan for 2015 (proposed optimal fleet size submitted in FAST in February 2012)

471

2012 Inventory (actual fleet size submitted in December 2012 FAST data call)

14,498*

2012 VAM Plan for 2015 (proposed optimal fleet size submitted in FAST in March 2013)

12,204

Current Vehicles Received (Not In-Service)

Overseas Received

1,200

Domestic/Unassigned Received

577

Total Received

1,777

Total Plan for 2012 (VAM and Received vehicles)

13,981

Table 3: Comparison of 2011 and 2012 Inventory Data Used to Evaluate DOS Fleet
*Includes non-department owned vehicles

In developing its Attainment Plan and FMP for submission in February 2012, DOS exempted 11,775 vehicles, which included all overseas and DS LE vehicles. Based on the non-exempt fleet inventory of 492 vehicles, DOS plans for an optimized fleet size of 471 vehicles by December 31, 2015.

During development of the FMP for submission in March 2013, DOS did not exempt vehicles based on GSA’s recommendation from last year’s FMP. Therefore, the entire fleet (domestic, overseas, LE) underwent the VAM process. Consequently, the 2015 optimized fleet is based upon a larger baseline of vehicles.

The Department’s inventory registered an increase between the 2011 and 2012, mostly due to changes in the overseas fleet. Several factors contributed to the significant change in fleet size, including:

• The implementation of the Department’s new Fleet Management Information Software (FMIS) led to improved data quality and improved fleet tracking. This is in response to the Department’s focus on continuous improvement of its overseas fleet information entered into its property management system. The widened VAM process has been implemented across DOS and exposed further problems with previously reported data. Data quality is expected to improve as a result of our 2012 expanded VAM research effort.

• Posts where DOS and United States Agency for International Development (USAID) fleets were in close proximity have worked to combine motor pools. The resulting consolidation has added to the DOS inventory because the vehicles are typically added to the ICASS program, administered by State. Over time, this consolidation will yield fleet efficiencies, cost reductions, and a net reduction in overseas fleet sizes.

• The Department recently launched “Diplomacy 3.0” to increase the size of the Foreign Service by 25% as documented by the June 2012 Government Accountability Office (GAO) report (GAO-12-721). This hiring initiative led to an increase in staff concurrent with growth in other agency staffing, and stimulated an increase in the number of ICASS vehicles in their respective mission inventories.

• The growing number of high-threat posts around the globe (currently 19 posts) has necessitated an increase in armored vehicles for security purposes. In particular, security in Afghanistan, Iraq, and Pakistan (AIP) require the highest number of vehicles. Inventories will begin to decline as drawdowns occur in the first two countries, but it will not change rapidly because of the time-intensive foreign protocol for removing armored vehicles from fleet service.

• Overseas posts in isolated locations often face long lead times before being able to dispose of armored vehicles in isolated locations. This causes the fleet size to be artificially inflated as vehicles await disposal.

Domestically, the size of the fleet managed by FMO has been fairly stable since 2002. Changes have occurred, primarily due to a shift of several vehicles from commercial leasing to GSA Fleet leasing. Inventory reported in FAST saw an increase of only three vehicles between 2011 and 2012. DS fleet size reported in FAST saw an increase of 32 vehicles. However, DS acquisitions dropped from 282 in 2011 to 188 in 2012, and DS expects its fleet size to decrease in the future accordingly. The IBWC fleet inventory reported in FAST did not change.

The graph below shows a breakdown of the Domestic Fleet as a whole by ownership type. GSA Leased vehicles comprise 69% of the fleet, while Agency Owned and Commercial Leased vehicles make up the other 31%. The percent fleet composition has remained consistent from 2011 to 2012.

 Date: 03/2013 Description: Figure 3: Domestic Fleet Inventory from 2011 to 2012: Number of Agency Owned, Commercial Leased, and GSA Leased Vehicles for Fiscal Years 2011 and 2012. - State Dept Image
 Figure 3: Domestic Fleet Inventory from 2011 to 2012

Naturally, the Department also has a population of vehicles around the world that have been received but are not yet in service. Several factors may lead to a significant number of vehicles remaining in a status of ‘Received’ vice ‘Used.” For example, posts often face a long process to clear registration and acquire tags for new vehicles. Currently, 48% of vehicles with a status of ‘Received’ are deployed to AIP posts. Although this scenario is especially common among AIP posts, similar delays may occur throughout the world based on host country requirements. In addition, all armored vehicles remain in a ‘Received’ status while they undergo an extensive armoring process and await assignment to post. The Department also maintains an inventory of unassigned armored vehicles to meet potential surge requirements. Currently, 31% of vehicles with a status of ‘Received’ fall into this category.

Plans to Correct Deficiencies and Factors that Hinder Correction

Despite the sizeable increase in inventory, total costs reported in FAST decreased from $124,066,148 in 2011 to $122,642,324. This decrease indicates that posts’ budgets have appropriately accounted for their vehicles even though they had not been entered into inventory in the property management system. As noted above, DOS has focused on the deficiency in inventory reporting of vehicles and plans to pursue the following initiatives to continue correcting reporting deficiencies.

 Date: 03/2012 Description: Plans to Correct Deficiencies: Expand Fleet Management Council; Implement Global FMIS; Implement Global VAM Process; Evaluate LE Vehicles; Improve Vehicle Availability through GSA. - State Dept Image 


Expand the Fleet Management Council: As the scope of the VAM process has expanded, participation on the FMC has increased. The FMC includes representation from each domestic and overseas organization that operates fleet vehicles as well as ICASS, Post Users Group, and budgeting and safety staff. This broad expansion ensures that the Department’s diverse vehicle needs (both domestic and overseas) are recognized at the policy level and that costs and impacts of the fleet size/composition are thoroughly vetted within the Department. The effectiveness of the FMC is increasing as its membership expands, and remains an essential component to improved fleet management across the organization, including improved data quality.

Implement a Global FMIS: Detailed information on the FMIS can be found under topic H, below.

Implement a Global VAM Process: DOS is aggressively improving and strengthening its justification requirements through the VAM process. For the first time, the global fleet has undergone a comprehensive VAM study.

Evaluate LE Vehicles: All LE vehicles have been classified according to Bulletin B-33, and for the first time the entire fleet is undergoing the VAM study.

Improve Vehicle Availability Through GSA: Right-hand drive vehicles may be necessary because of foreign country requirements. A DOS goal is to reduce cost through consolidation of purchases, and DOS has worked with GSA to have right-hand drive vehicles added to its vehicle selector. Several categories of SUV have been created on the selector with a variety of models under that standard. DOS plans to work with GSA to add other vehicle types in the near future. 

Factors that hinder correction and long-term planning include:

Date: 03/2013 Description: Long-Term Planning and Rightsizing: FMIS Funding; Training and Data; High-Risk Locations; Global Challenges; Disposal Challenges. - State Dept Image

Funding for Continued FMIS Roll-out: DOS plans to complete the FMIS roll-out by the end of 2014, but that timeline depends on the availability of funding.

Training and FMIS Data: When the FMIS is fully rolled out and training completed, DOS expects data quality will further improve. FMIS must also be in use for some time before sufficient data has been entered to provide a basis for meaningful and reliable analysis.

Management at High-Risk Locations: Worldwide volatility requires a rapid response in terms of armored vehicles, which entails related costs. This creates the need for a pipeline of unassigned vehicles in our inventory.

Challenges from Global Scope: The number of posts and the extent of their geographical decentralization are unique among non-military U.S. Government entities. Different regions of the world, different countries, multiple languages, varying vehicle configurations, varying transportation and highway infrastructures, as well as high-risk and hardship locations are just a few of the challenges facing DOS.

Disposal of Excess/Damaged Armored Vehicles: Fleet numbers are often temporarily swollen pending disposal processing.


D. Initiatives to Control Fleet Size and Cost  

Fleet Size, Composition, Cost Adjustments, and Expected Changes

Security continues to alter the size and shape of the Department’s overseas fleet due to the volatile nature of the threats. As a result, it is difficult to accurately project future requirements. For instance, DOS expects that the size of the fleet in Baghdad, currently the DOS’s largest, to decrease. Conversely, security recommendations from the Accountability Review Board on Benghazi or in response to the attack on our embassy in Turkey, on February 1st may necessitate a rise in more-secure vehicles.

Domestically, acquisition oversight has tightened in response to a centralized review of every vehicle request. Not only does this ensure sound justification of the proposed acquisition, but it also enables enforcement of fleet composition policy changes. For instance, DOS has been and continues to move to smaller, more fuel-efficient vehicles that run on alternative fuel, where appropriate. This is particularly true for DS administrative vehicles.

The IBWC’s fleet size has not changed between 2011 and 2012, staying steady at the 136 vehicles reported in FAST. However, fuel consumption will increase for IBWC as LE SUVs are incorporated into the fleet to deal with increased crime and hostilities along the U.S./Mexican border. IBWC has also experienced an increase in miles traveled because of levee projects. Within the next 12 to 24 months the miles traveled should decrease somewhat as projects wind down.

The graph below shows the breakdown of the total costs for the Domestic Fleets. Costs associated with Agency Owned vehicles include the cost of acquisition, maintenance, depreciation, and other indirect costs. Costs for commercial and GSA Leased vehicles include the total lease cost. Total fuel cost is also included in the data and accounts for the costs of all fuel types used by the fleets.

   Date: 03/2013 Description: Figure 4: Total Domestic Fleet Costs: Cost (USD) of Agency Owned, Commercial Leased, GSA Leased, and Fuel for Fiscal Years 2011 and 2012. - State Dept Image  

 Figure 4: Total Domestic Fleet Costs

Implementation of a dedicated FMIS (discussed in greater detail under topic H below) is a central initiative to improve fleet management and thereby control fleet size and costs. The dashboard of key performance indicators (KPIs) currently being developed will enable management to track fleet composition, inventory, age, and miles traveled.

Agency Vehicle Acquisitions from Other than GSA

By policy and procedure, GSA is the Department’s mandatory supply source for passenger vehicle acquisitions. Off shore passenger vehicle purchases will only be approved if it is demonstrated that a GSA vehicle will not meet government requirements. Requests to procure vehicles overseas must go through a cost-comparison analysis, and only if the analysis demonstrates that an in-country purchase is more cost effective will it be considered for approval. Almost every acquisition goes through GSA, and the assumption is that it is the most cost-effective source. Additionally, overseas posts are expected to acquire American-made vehicles where possible.

A few commercial leases are in place domestically for a number of executive vehicles. GSA approved these because it could not supply the type of vehicles needed by DS for dignitary protection. Domestically, wherever possible, owned vehicles due for replacement are being replaced with GSA Fleet leased vehicles.

Trends toward Larger, Less Fuel-Efficient Vehicles and Justifications for Such Moves

Other than armored vehicles (whose number rises or falls based upon worldwide security considerations) there is presently no trend toward acquiring larger, less fuel-efficient vehicles occurring overseas or domestically. As an exception, IBWC did acquire several 2X4 pickups to reduce costs, but they have not performed off-road (particularly on levees) as needed, so will be replaced by 4X4s. As a result, fuel consumption may slightly increase to meet the needs of the new vehicle types. Fortunately, new technologies are making the vehicles increasingly fuel efficient.

Basis Used for Reported Future Cost Projections (Published Inflation Estimates, Historical Trends, etc.)

Because 67% of the domestic fleet is leased from GSA Fleet, most domestic projections are based on GSA data and replacement standards. For its owned vehicles, DS applies a 5% increase for its initial cost projection. IBWC applies 3% for its initial cost projection for its owned vehicles. The biggest budget uncertainty is the number of armored vehicles, each of which averages $150,000.

Overseas budgets are based upon each post’s determination as part of its ICASS program. 


E. Categorization of Law Enforcement (LE) Vehicles 

Use of LE Vehicle Classification System from GSA Bulletin FMR B-33 and Exemptions from Energy Policy Act and VAM Reporting

Date: 03/2013 Description: Pie chart: LE3, 312; LE1, 214; LE2, 312. - State Dept Image

This classification has been programmed into FMIS, which has been implemented by DS and several overseas posts.

Although all DS vehicles are reported through FAST and the VAM, 89 of its vehicles are used as part of its training missions and programs. These vehicles often accrue utilization and maintenance expenses quite different from typical, road-driven vehicles. For example, some of the vehicles are used in training scenarios as Vehicle Born Improvised Explosive Devices (VBIDs) and props. This is a positive approach to re-utilizing Department vehicle assets. Please note that no DS vehicles fall into the LE3 category in the chart shown above.


F. Justification for Restricted Vehicles  

Agency Use of Vehicles Larger than Class III

• The only organization utilizing these larger vehicles is DS, which uses them to meet armoring requirements and for protection. There are currently justification protocols in place to monitor the acquisition of these vehicles. As a result, GSA and DOS frequently review these orders.

Posting of Executive Fleet Vehicles on Agency Website

• FMO has posted the executive fleet vehicles on the agency website, as required by the Presidential Memorandum of 2011.

Limousine Compliance with the Definition in GSA Bulletin FMR B-29

• FMO has reported limousines in the DOS inventory using the GSA Bulletin FMR B-29 definition.

Use the Ballistic Resistance Classification System of National Institute of Justice (NIJ) Standard 0108.01 for Armored Vehicles

• DS does not use the ballistic resistance classification system (Standard 0108.01) of the NIJ. Instead, DS has developed internal standards that are classified and exceed the current NIJ standard.

Armored Vehicles Authorization

• All armored vehicles are authorized by appropriation. 


G. Vehicle Replacement Strategy and Results 

Schedule to Achieve Optimal Fleet Inventory, Including Plans for Acquiring All Alternative Fueled Vehicles (AFVs) by December 31, 2015

The Attainment Plan details the Department of State plan for its fleet based upon currently available information. The Attainment Plan shows acquisitions and disposals by vehicle type and by fuel type (conventional vs. alternative) through 2015. DOS will revise its plan annually, as needed. In addition to following the results of this year’s VAM process to optimize each organization’s fleet, plans are also in place to acquire AFV vehicles going forward:

Overseas: DOS is working to identify posts where alternative fuel may be available and will strive to acquire AFVs for shipment overseas, where possible. “Green” vehicles cannot be serviced in many places overseas and parts cannot be easily procured. The FAST-reported inventory of AFVs for 2011 was 159 and rose to 252 in 2012, a 58% increase. AFV acquisitions rose from 16 vehicles in 2011 to 82 in 2012, a 412% increase.

DS: Replacement of vehicles occurs according to GSA Fleet standards. DS is moving toward AFVs in all domestic cases, except where security or LE needs make such a choice impractical. The FAST-reported inventory of AFVs for 2011 was 161 and remained steady in 2012 at 162.

FMO: Working through GSA Fleet, the Office has met its AFV acquisition goals. Additionally, FMO is applying the VAM study results to hold stakeholders responsible for eliminating vehicles, where appropriate. All new allocations are being stringently reviewed. The FAST-reported inventory of AFVs for 2011 was 151 and rose 10% in 2012 to 166.

IBWC: Exemptions have been approved for offices located too far from available fuel. The types of AFVs required for the driving terrain are not always available from GSA. IBWC acquires E-85 vehicles where practical. The FAST- reported inventory of AFVs for 2011 was 48 and rose 13% in 2012 to 54.

Agency Plans and Schedules for Locating AFVs in Proximity to AFV Fueling Stations

The VAM study gathered information on where domestic vehicles are domiciled (or parked overnight). DOS will use this information to review whether domestic vehicles can be shifted from one location to another, taking into account the following factors:


  1. Is alternative fuel available in any other office location?
  2. Is the vehicle type suitable to the mission (e.g., terrain, climate conditions, type of use) if it is moved from one office/location to another?
  3. Does the replacement cycle of the vehicle call for disposal within the next 12 months?
  4. Is replacement of the vehicle more efficient and effective than relocation?
  5. What is the distance between respective office locations?
  6. What is the best means of arranging transportation of the vehicle?
  7. What is the cost of transportation?
  8. Do the organization or office budgets have funds to cover the cost of transporting vehicles from one location to another?

Overseas: DOS is currently gathering information to identify posts where alternative fuels are available and plans to attain AFVs where cost effective.

DS: Although the Bureau does not typically relocate vehicles, AFVs can be transferred to where fuel is available to the extent possible.

FMO: These vehicles and shuttle bus services are provided primarily in the Washington, D.C., area. Additionally, AFVs outside of D.C. were relocated and placed in proximity to AFV fueling stations.

IBWC: The vehicles cannot be moved from the hydroelectric power plants or the levees where they operate and where offices are located on the US-Mexico border.

Agency’s Approach where Alternative Fuels are not Available

Overseas: Due to the lack of alternative fuels available in many cities where Posts are located, hybrids are under consideration for some locations. Additionally, the Department has made significant inroads in reducing the vehicle size of its fleet to reduce fuel consumption.

DS: Since most vehicles are for LE, no initiative is underway to provide alternative fuels in locations where it currently is not available.

FMO: Vehicles have been relocated closer to fueling stations. DOS has been working with DOE and Clean Cities to increase availability.

IBWC: Fuel tanks were purchased to supply alternative fuel in its remote locations. However, fuel has been inconsistently available in sufficient quantities.

AFVs not Dependent on Infrastructure, Such as Electric Vehicles and Qualifying Low Greenhouse Gas (LGHG) Vehicles, Placement in Such Areas

To the extent possible, each organization has started to acquire LGHG vehicles in locations where the requirements necessary to maintain these vehicles can be met.

Vehicle Sourcing Decisions for Purchasing/Owning Vehicles Compared with Leasing Vehicles through GSA Fleet or Commercially

Overseas: Overseas vehicles are rarely leased either through GSA Fleet or commercially; instead, most are purchased. However, all requested vehicles undergo a review to determine the most appropriate procurement choice. Additionally, all armored vehicles must be purchased because they cannot be returned to GSA for disposal. Instead, they must be destroyed in a manner that ensures that classified armoring techniques/technology will not become accessible. Under ICASS, all vehicles are purchased and costs shared through an OMB-approved chargeback program. All DOS Program Vehicles (non-ICASS overseas vehicles), are purchased through GSA and shipped overseas.

• Additionally, DOS is in communication with EURO-Internal Fleet Management System, a properly designated entity to provide vehicles and fleet management services to the federal government. DOS is investigating whether the overseas IFMS may be able to supply vehicles under a leasing arrangement comparable to GSA Fleet.

DS: DS leases approximately 790 vehicles and owns approximately 200 others. All armored vehicles must be purchased because they cannot be returned to GSA for disposal; instead, they must be destroyed in a manner that protects the classified armoring information. The remainder of the DS fleet consists of commercially leased vehicles, which are utilized because GSA does not provide executive vehicles required for DS mission needs. DS also utilizes commercially leased vehicles to diversify the fleet in support of surveillance missions.

FMO: Vehicles are GSA Fleet leased except for 16 commercially leased executive fleet vehicles (including those for the Secretary and Deputy Secretary), a drop from the previous total of 27. Efforts to further reduce that number and convert all commercial leases to GSA Fleet leases are ongoing.

IBWC: Most of the on-road fleet is currently GSA Fleet leased and all purchased vehicles will be replaced with GSA Fleet leased vehicles.

Cost Comparison of Owned Vehicles to Leased Vehicles

For each vehicle acquisition, the Department carefully compares the total costs between owning and leasing. Other factors unique to the Department, such as the requirement for armored vehicles, are considered. Due to the controlled disposal process required, leasing armored vehicles through GSA is prohibited; these vehicles must, therefore, be purchased.

Although the majority of Domestic vehicles are GSA leased, the same trend is not found overseas. For instance, GSA does not offer leases for vehicles overseas; instead, a ‘dry lease’ would be employed under which the GSA would purchase the vehicle, although the Department would remain responsible for all maintenance and disposal costs. This is required because GSA does not have a presence in many countries in which the Department is located. Therefore, using GSA for this purpose would only serve as a financial tool to separate costs into annual fees, and would not benefit the Department. Instead, the GSA fleet acquisition and in-house vehicle maintenance overseas is a cost-effective alternative to commercial/GSA leases in isolated areas.

Additionally, purchasing vehicles can often be a cost-effective choice, given the Department’s ability to leverage duty and tax-free statuses to maximize value in foreign nations. These same advantages could not be used under a leasing model. With these reasons under consideration, the Department continues to evaluate leasing alternatives when acquiring vehicles overseas.

In the overseas fleet, vehicles have predominantly been purchased (93%), transferred from another Federal agency (3%), or donated (3%). Domestically, the majority of the fleet has been GSA leased (65%), while the remainder has been commercially leased (13%), purchased (17%), transferred from another agency (4%), or donated (less than 1%).

Rationale for Acquiring Vehicles from Other than the Most Cost Effective Source

All data indicates that GSA is the “most cost-effective source,” and DOS acquires its vehicles through its procurement programs (leasing or purchasing). However, local conditions and the need for maintenance repair, and spare parts are some of the reasons that GSA may not be used for certain vehicle purchases. 


H. Vehicle Management Information System Description 

Overview of Vehicle Management Information System (VMIS)

In 2010, DOS acquired a fleet-dedicated FMIS that conforms to the standards published in GSA’s Bulletin B-15, “Requirements for Management Information Systems in Federal Vehicle Fleets.”

The FMIS manages all fleet utilization data through a standardized web-based solution and is integrated as a module of the Department’s Integrated Logistics Management System (ILMS). The robust functionality of the FMIS has and will improve virtually all aspects of fleet management across DOS, by:


• Facilitating motor pool management

• Improving accuracy of utilization statistics

• Capturing data about vehicle assignment, as well as, maintenance and fuel consumption history

• Providing increased visibility into all vehicle related expenses

• Offering enhanced data controls and data reliability

• Supporting green initiatives through paperless processing


Through FMIS, DOS fleet managers have the ability to perform standardized vehicle registration, dispatch, maintenance, fuel and reporting functions. Additionally, FMIS supports the management of motor pool employee data, and provides the ability to capture licensing, training, and certification histories, as well as employee schedules. FMIS also offers reporting capabilities for standard DOS reports, including capturing data necessary for annual FAST reporting for indirect vehicle costs.


Dispatch

Vehicles

Employees

Maintenance

Reports

• Create trip tickets for requests submitted by phone or email

• Create trip tickets for daily events, shuttles, VIP visits, and other special events

• Assign drivers and vehicles to trip tickets

• Enter data on distance driven and actual dates/times at the end of a trip

• Manage fleet records on OFVs, Leased Vehicles, Other Agency Vehicles, and POVs

• Enter vehicle title, registration, insurance information, and associated expenses

• Track vehicle maintenance, expense, assignment, and status history

• Enter key details on employees, including license information and medical and accident history

• Upload information on training and certification activities

• Manage training, certification, and licensing renewal requirements

• Create employee schedules

• Create work orders for preventive, inspection, corrective, accident, and recall maintenance

• Create preventive maintenance schedules and define intervals specific to each vehicle in the fleet

• Enter costs associated to maintenance and fuel from in-house and commercial sources

• Run the FMO Gasoline Report

• Run the ICASS Motor Pool Services & Maintenance Workload Report, with distance driven & vehicles by Agency Name

• Capture all data necessary for FAST, with auto-calculations and integration to the MV Survey in ILMS


The data provided by FMIS will allow DOS to better identify which vehicles have been dispatched on the fewest number of trips, which have undergone the most maintenance, and/or which can otherwise be considered underutilized or inefficient to keep based upon specified standards. As a result, DOS management will be able to make better informed decisions about anticipated fleet reductions. Development of KPIs and an electronic dashboard for fleet management are currently in progress and will enable DOS to use the data provided by the FMIS to measure and continuously improve its performance.

As a robust Enterprise Resource Planning (ERP) solution, ILMS is integrated with a finance system allowing vehicle expenditures captured in the FMIS to be systemically imported. Additionally, given the Department’s global nature, ILMS has currency rates calculated in the system for local country expenditures. And with more than two-thirds of the domestic fleet leased through GSA Fleet, data on these vehicles is accessible through its on-line accessible Reports CarryOut program.

As of March 1, 2013, FMIS has been implemented at more than 90 posts. Assuming adequate funding, the Department’s goal is to complete implementation for all posts by the end of 2014. The deployment strategy addresses the largest fleets first, and, while working in a geographic region, incorporates some of the smaller posts. About 40% of the total fleet is now on FMIS.

Date: 03/2013 Description: Online Tutorials; Remote Training; Job Aids/Quick Tours; Instructor Led Training; Ask as Expert Calls; Quick Tip Videos. - State Dept Image

FMIS users have undergone extensive training during the deployment to each post. In addition to receiving onsite instructor-led training on the procedures and content within FMIS, the FMIS deployment training team also provides leave-behind materials for users and on-going 24/7 support from FMIS experts.

Other Systems Used to Capture Vehicle Information where VMIS is Not Available

The FMIS has not yet been implemented for IBWC. Instead, all data is captured through one of two systems:

GSA Fleet Vehicles: Data on all vehicles leased through GSA Fleet is available through Reports CarryOut.

IBWC-Owned Vehicles: Data on all owned vehicles is maintained in a Microsoft Access database.


I. Vehicle Sharing Practices and Plans 

Internal or External Vehicle Pooling/Sharing Activities and Consolidation Initiatives

All larger posts have a motor pool operated through the ICASS program. However, smaller embassies that do not have an ICASS program have a motor pool. Embassy motor pools service all federal agencies that participate in and subscribe to the ICASS motor pool cost center. At some posts with significant security concerns, the ICASS fleet includes shuttle buses that are used for HTW and passengers are charged a fixed rate. Chargeback funds are deposited to the Treasury, so money does not flow back to pay for the program.

Approximately 42% of U.S. government employees assigned to embassies are not DOS personnel. Not all agencies with personnel at a post use ICASS motor pool services; instead, they may provide their own vehicles. While DOS cannot assess the necessity or cost effectiveness of other agencies providing their own vehicles at any given post, a January 2012 report by GAO recommended further reduction in duplicative services overseas.

As improvement continues within the ICASS motor pool program, DOS is working with other agencies to improve post fleet management and motor pool utilization. This may extend to some military and LE groups consolidating their vehicles into the ICASS fleet if no statutory, regulatory, or policy restrictions prevent.

An ongoing initiative is to consolidate DOS and USAID motor pools. In locations where consolidation appears feasible but a decision is made not to do so, a formal waiver process must be undertaken.

Domestically, DS and IBWC operate motor pools at their HQ offices, as does the DOS HQ itself. FMO operates the HQ motor pool through a dispatch office utilizing FMIS. FMO provides car and executive driver services, transport services, and charter bus contracting for large group events, and operates the DOS shuttle-bus program between its multiple Washington, DC office locations.

Efforts to Reduce Vehicles Assigned to a Single Person

DOS has aggressively worked to develop motor pool programs overseas and domestically. For overseas posts, regional bureaus have been working to reduce the assignment of a vehicle to the Deputy Chief of Mission. Instead, the position would rely on the ICASS motor pool.

Although vehicles are not assigned to an individual, they may be assigned to specific positions, such as Chief of Mission. Previously, only law enforcement activities have required applicable assignments by position for the domestic fleet. To minimize this type of assignment, DS has applied the guidance in Bulletin B-33 and identified vehicles that can be informally shared by office personnel.


J. Impediments to Optimal Fleet Management 

Obstacles Faced in Optimizing Fleet

Ever-changing security conditions around the world, including degree of danger shifts and danger locations changes, represent a significant obstacle to a stable and optimized fleet for the Department. The demand for armored vehicles ebbs and flows depending on risk, and the need for risk mitigation through upgraded transportation tools and processes require constant scrutiny and response. Fleet program implications include:

Date: 03/2013 Description: Surge Requirements; Multiple Use of Same Vehicle; Difficulty of Disposal; Mortality Rates of Vehicles. - State Dept Image

Surge requirements: In order to respond adequately to hostile environments, the Department must be prepared to deploy or transfer specialized vehicles globally. Given the long lead times (6-12 months) required for vehicle armoring, an excess capacity must be carried to provide for urgent security needs.

Mortality rate of vehicles: Vehicles may be disabled and need to be replaced unexpectedly. One example is a supply of vehicles being transported to Kabul that was “ambushed” and destroyed and now requires replacement.

Multiple uses of the same vehicle in high-risk locations: A vehicle, such as a water truck, will be used for its intended purpose, but when parked it may also serve as an added barricade for protection. Miles traveled will be low, but from the barrier-parking perspective, its utilization is 24 hours a day.

Difficulty of disposal: Armored vehicles must be destroyed properly to ensure that they do not fall into the wrong hands for reverse engineering. As a result, residual values will never be realized from these vehicles. Transporting for disposal worldwide is extremely costly and subject to the availability of sufficient appropriated funding.

Other impediments to optimal fleet management include:

• Because most vehicles are purchased or leased from GSA, DOS acquires many easily identifiable U.S.-manufactured vehicles and ships them overseas. In particularly high-risk locations, this can make the vehicles a target.

• Parts may be in short supply for U.S.-manufactured vehicles in many locations. This affects maintenance, repair, and utilization, and can lead to retaining older vehicles to ensure that backup transportation is available when maintenance work is performed.

• In some locations, social mores may necessitate a larger vehicle inventory. For example, in Saudi Arabia, women are not permitted to drive, so both work and personal transportation services must be provided for female staff and family members.

• Heavier security vehicles drive fuel consumption upward. Heavy, armored vehicles have a shorter life-cycle because of the excess weight they carry, even though the mechanical components have been upgraded.

• Embassy grounds in many locations are comparable to a small town or campus. Housing is often provided and maintained by embassy staff. Consequently, many posts require vehicles that can supply necessary services.

• Since fleet requirements vary widely by location, posts must take the lead in determining needs locally.

• Official delegations visit many embassies around the world. The fleet at these locations must be able to meet the transportation and security needs of visiting officials. Posts in locations without safe and/or reliable public transportation or car rental services require larger fleets to support visitors and unexpected operational requirements.

• The alternative fuel infrastructure remains inadequate to enable every location to operate AFVs.

• Terrain in many locations is rough on vehicles, tearing up tires and necessitating a higher degree of maintenance and repair. In locations where this applies, maintenance services are unlikely to meet DOS standards; instead, in-house shops are a necessity (as well as a supply of tires and other parts).

• Climate in many locations is rough on the vehicles. For example, posts located closer to a sea will find that their vehicles suffer from salt deterioration, particularly if enclosed parking is not available.

Documentation and Requests for Additional Resources Required

There are no additional resources required at this time that the Department has not already addressed internally.

Specific Laws, Regulations, or Issues that Constrain the Operation and Optimization of the Fleet and Possible Solutions

Given the global and high-risk environment in which DOS operates, there are many impediments to reaching certain Green Initiative goals. These variables include, but are not limited to, manufacturer AFV product line changes between model years, GSA order schedules, continuing resolutions, client funding, mission changes, and changes in environmental policy. As a proposed solution, the ‘green fleet’ environmental requirement could be simplified to "Reduce petroleum fuel consumption by X% by 20XX (compared to the 20XX baseline).” This would allow the Department to determine how to best meet that requirement (e.g., by increasing alternative fuel consumption, increasing fuel efficiency, reducing vehicle and/or overall fleet size, reducing miles traveled, etc.).

DOS sees a positive outcome from the attention being paid to fleet management, and there have been significant strides towards improving data quality and organizational decision-making, which result in improved cost control. This benefits DOS, the federal government and taxpayers.


K. Anomalies and Possible Errors 

Any Real or Apparent Problems with Agency Data Reported Through the Federal Automotive Statistical Tool (FAST)

Inventory registered an 18% increase between the 2011 and 2012 FAST submissions, almost entirely due to changes in the documented inventory of the overseas fleet and the inclusion of some non-department owned vehicles. Six factors that contributed to the significant change in fleet size are discussed under topic C, above.

Corresponding with the increase in fleet size is a 28% increase in total fleet miles traveled. However, per vehicle, the increase is only 8%, a logical and acceptable year-over-year variance. Improved data collection and accuracy largely contribute to this increase.

Any Data Fields Highlighted by FAST as Possible Errors that were Overridden

Because DOS is working to improve data quality, it does not override possible errors. Instead, the Department communicates with data-submitting offices and personnel to ensure that the data is as reliable as possible. DOS anticipates that data quality will continue to improve as the FMIS is rolled out and training takes place. Data anomalies in FAST are discussed above, under topic C, Explanation of Fleet Size and Cost Changes Not Meeting Projections.

Any Flagged, Highlighted, or Unusual-Appearing Data Explanations

Data anomalies in FAST are discussed above, under topic C, Explanation of Fleet Size and Cost Changes Not Meeting Projections.


L. Summary and Contact Information  

Name and Contact Information for the Agency Headquarters Fleet Manager

Patrick Kennedy
Under Secretary for Management
U.S. Department of State

Name and Contact Information for the Budget Office Reviewing Official

Douglas Pitkin
Senior Director, Office of Budget Analysis
Bureau of Budget and Planning
U.S. Department of State


Appendix
 

M. Appendix A: VAM Survey and Results
 

Below are the MVS and VAM questions. 

The Motor Vehicle Survey (MVS)

1. Odometer Reading Date:

2. Odometer Reading (km):

3. Accident Cost US$:

4. Contract Cost US$:

5. Maintenance Cost US$:

6. Fuel Cost US$:

7. Liters of Fuel:

8. Kilometers Driven: (Pre-populated and auto-calculated values)

9. Miles Driven: (Pre-populated and auto-calculated values)

10. Fuel Efficiency (km/liter): (Pre-populated and auto-calculated values)

The Vehicle Allocation Methodology (VAM) Questionnaire

1. Please enter your personal information below (who is filling out the survey) – Last Name, First Name, Email, City, Country, User ID. (Pre-populated with data in ILMS)

2. To which Post are you assigned? (Pre-populated with data in ILMS)

3. What is the current odometer reading (Kilometers)? (Pre-populated with data in ILMS)

4. What is the current odometer reading (Miles)? (Pre-populated with data in ILMS)

5. When was this reading taken (MM/DD/YYYY)? (Pre-populated with data in ILMS)

6. How many trips per week does this vehicle average? (Trip: When the driver takes the vehicle from its normal parking area and then returns it to that same general area.)

1 | 2-2 | 4-6 | 7-12 | 13 or more

7. How many weeks per year is this vehicle used?

1 to 24 | 25 to 47 | 48 to 52

8. How many hours is a typical trip for this vehicle?

0 to 0.5 | 0.5 to 1.5 | 1.5 to 3 | 3 to 5 | More than 5

9. Is this an armored vehicle? (Pre-populated with data in ILMS)

10. Is this an emergency vehicle?

Yes | No

11. Is this a backup or spare vehicle?

Yes | No

12. Is this a law enforcement vehicle?

Yes | No

13. Does this vehicle have installed equipment with a specialty function? (ex. Security equipment, blue force chips, etc.)

Yes | No

14. Are the tools and equipment carried secured when the vehicle is unattended?

Yes | No

15. Are the tools and equipment carried time consuming to transfer to another vehicle?

Yes | No

16. Would it be possible to perform the same function with public transportation?

Yes | No

17. Is pooling/sharing of this vehicle possible? (Select all that apply)

Within your post With another federal agency Already a pool vehicle (i.e. ICASS) Pooling not possible

18. Is this vehicle normally driven by a chauffeur/driver?

Yes | No

19. Would an on-call taxi service or a scheduled shuttle service meet the requirements of this vehicle? (select all that apply)

On-call taxi service | Scheduled shuttle service | Neither

20. Would one of the following vehicles better perform the mission

Ambulance
Bus
Low Speed Electric
No
Other
Pickup
SUV
Sedan
Truck Heavy Duty (large)
Truck Medium Duty
Van – Cargo
Van – Passenger

21. Please select the options below that best describe the conditions in which this vehicle travels. (Check all that apply)

Unpaved (dirt/gravel) roads | Sever off-road conditions | Weather-affected roads (unplowed snow) | City streets and highways

22. What climate does this vehicle typically operate in: (Pre-populated with data in ILMS)

23. Vehicle condition?

Excellent | Very Good | Good | Fair | Poor | Cannot be operated or repaired

Current and Optimized Fleet Composition by Type per Reporting Element based on FY12 VAM Population

Overseas

Vehicle Type

2012 Baseline Fleet

2015 Optimized Fleet

Increase/Decrease

Bus/Ambulance

160

143

-17

Heavy-Duty Truck

599

555

-44

Limo

0

0

0

Pick-Up

2807

2137

-670

Sedan/Coupe

1400

1060

-335

Station Wagon

930

793

-137

SUV

4525

4112

-413

VAN

2133

1896

-237

Total

12554

10696

-1858

Table 5: Current and Optimized Overseas Fleet Composition by Type per Reporting Element

DS

Vehicle Type

2012 Baseline Fleet

2015 Optimized Fleet

Increase/Decrease

Bus/Ambulance

4

2

-2

Heavy-Duty Truck

4

4

0

Limo

12

12

0

Pick-Up

61

55

-6

Sedan/Coupe

113

113

0

Station Wagon

416

299

-117

SUV

616

554

-62

VAN

151

136

-15

Total

1365

1163

-202

Table 6: Current and Optimized DS Fleet Composition by Type per Reporting Element

FMO

Vehicle Type

2012 Baseline Fleet

2015 Optimized Fleet

Increase/Decrease

Bus/Ambulance

16

16

0

Heavy-Duty Truck

7

6

-1

Limo

0

0

0

Pick-Up

7

7

0

Sedan/Coupe

53

32

-21

Station Wagon

3

3

0

SUV

64

51

-13

VAN

108

88

-20

Total

258

203

-55

Table 7: Current and Optimized FMO Fleet Composition by Type per Reporting Element

IBWC

Vehicle Type

2012 Baseline Fleet

2015 Optimized Fleet

Increase/Decrease

Bus/Ambulance

0

0

0

Heavy-Duty Truck

61

60

-1

Limo

0

0

0

Pick-Up

61

58

-3

Sedan/Coupe

2

2

0

Station Wagon

1

0

-1

SUV

23

19

-4

VAN

3

3

0

Total

151

142

-9

Table 6: Current and Optimized IBWC Fleet Composition by Type per Reporting Element

Fleet Management Information System Status

GSA’s guidance document B-30, part 6. A) 1) notes that FMR § 102-34.340 requires agencies to implement a fleet management information system. After undertaking a competitive procurement in FY09, the Department acquired Chevin’s FleetWave and implementation is under way. As this FMP is being submitted to GSA, rollout of the FMIS is planned for completion by mid FY 2014, assuming sufficient funding is available to meet the planned schedule. The following chart displays a list of sites deployed thus far. The remaining 166 posts are scheduled to be deployed through FY14. This schedule is subject to change.

Date: 03/2013 Description: Figure 6: Fleet Management Information System (FMIS) Implementation and Deployment Schedule for FY 2011 through FY 2014. - State Dept Image

Figure 6: FMIS Implementation and Deployment Schedule


N. Appendix B: Acronym Glossary 


AIP

Afghanistan, Iraq, and Pakistan

APEC

Asian-Pacific Economic Cooperation

ATV

Alternative Fuel Vehicle

COM

Chief of Mission

DCM

Deputy Chief of Mission

DOS

Department of State

DS

Diplomatic Security

ERP

Enterprise Resource Planning

FAM

Foreign Affairs Manual

FAST

Federal Automotive Statistical Tool

FLETC

Federal Law Enforcement Training Center

FMC

Fleet Management Council

FMIS

Fleet Management Information System

FMO

Fleet Management & Operations Division

FMP

Fleet Management Plan

FY

Fiscal Year

GAO

Government Accountability Office

GSA

General Services Administration

HTW

Home to Work

HQ

Headquarters

IBWC

International Boundary and Water Commission

ICASS

International Cooperative Administrative Support Services

ILMS

Integrated Logistics Management System

INL

International Narcotics and Law Enforcement

KPI

Key Performance Indicators

LE

Law Enforcement

LGHG

Low Greenhouse Gas

MRR

Mission Resource Request

MSG

Marine Security Guard

MV

Motor Vehicle

MVS

Motor Vehicle Survey

NATO

North Atlantic Treaty Organization

NIJ

National Institute of Justice

OBO

Overseas Building Operations

OMB

Office of Management and Budget

POV

Personally Owned Vehicles

USAID

United States Agency for International Development

VAM

Vehicle Allocation Methodology

VMIS

Vehicle Management Information System

VBID

Vehicle Born Improvised Explosive Device

WEF

World Economic Forum




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