Two Kinds of Green

Long before "Green" became a catch phrase for environmentally friendly practices and innovation, it had a whole different meaning. I may be dating myself a little bit here, but the phrase "green" was all about money when I was growing up. Fast forward to 2016 where, as a public sector fleet professional, I find myself managing a fleet operation where these two definitions sometimes seem at odds.

In the law enforcement world, where the majority of my fleet resides, environmentally friendly initiatives are often viewed as a burden that doesn't or should not apply. I find myself looking for the intersection of environmentally friendly and fiscally responsible in an industry segment that isn't always enthusiastic about the proposition of alternative fuels or prioritizing our carbon footprint reduction. Perhaps this isn't unique to this organization, so here are some thoughts for others that may find this struggle real on a day to day basis.

Think small. Baby steps.

Instead of looking for the grand plan that solves all things environmental and has a short ROI, think about the little steps that can make a difference over time. I recently attended the Government Fleet Expo and had opportunity to network with the leaders in our field. Fleet professionals that have spent decades working through the issues of our profession. Some have large fleets, some are smaller in numbers. Some are city or county fleets with limited geography to cover, while others cover vast territories. Each has its own advantages and challenges to overcome, but similarities run throughout the industry as well.

Preventive maintenance: a well maintained vehicle will be more efficient, use less fuel, and reduce environmental impact. Simply doing what we know needs to be done every day will accomplish the greater goal.
Tires: properly rotated and inflated tires that are correct specifications per manufacturer direction will reduce rolling resistance and improve efficiency of the vehicles on the road. Remember that as temperatures change, air pressure in your tires will change significantly as well. Climates with extreme temperature changes will require closer monitoring of the tires than a more temperate climate.
Reduce unnecessary weight/equipment: Employees love to be packrats, adding equipment and supplies to vehicles over time. In some cases it may be possible to take out a few pieces, or redundant items, and reduce the weight of the vehicle and improve efficiency. Ask your department heads what is necessary and what can be optional, then see what that has on the total weight.

Find a champion. A powerful one.

Making decisions that impact the processes and policies of your organization is not an endeavor to take on alone. Tinkering with vehicles, which many employees will view as an entitlement, is not likely to be a popular move. Fleet operations are typically relegated to the support side of the organization chart and are viewed as an expense, a necessary but inconvenient component of the organization. I suggest you find a champion in the hierarchy who will take the time to see the value in what you are proposing, and may have a heart for fleet, for environmental issues, or both. I also propose that your champion be as high up the food chain as possible. CEO and CFO level are the best.
Use the "elevator speech" just as if you are trying to get an interview, with quick summary of what and why you are proposing a course of action. Be prepared to do this on a moments notice, and be prepared to make your plan so logical there is no way it shouldn't be considered. Then be prepared to give up all credit for the plan. Your champion may want that glory. (Good ones don't, but this is not the battle we need to win.) When your plan is successful, be prepared to stand in the background and applaud for your champion's fantastic foresight.

Build your case. Persistently.

Use data (yes, you need to keep track of these things you are doing) from the baby steps implemented above, to start a case for bigger changes. Track the fuel use in your fleet and see what the results are as an overall percentage of the fuel consumption and reduction. Share progress with your champion. If environmental impact is not a priority in your agency (mission sometimes takes precedence) use the financial impact of fuel savings to make the case for increased implementations and further change. Dollars are important to everyone, regardless of the agency or the mission.
Personally, my team is working on building a case for improved efficiency in spite of being a predominantly law enforcement fleet. In spite of being largely exempt from alternative fuel mandates and a grossly inadequate infrastructure for alternative fuels. In spite of lower gasoline prices currently masking the true cost of inefficient processes. In our case, we will show the right thing will be a long term process improvement and a financial windfall over time and when carefully implemented over a fleet that drove approximately 115 Million miles last year.
We are working on a plan for improved efficiencies because it is the right thing to do. My champion(s) to some degree don't even know what they are championing yet, but they know we are saving them money and abiding by the letter of the law. They know the image of being "green" while saving "green" always looks good.