Telematics is ‘fantastic tool'

Strathclyde Police is yet to introduce telematics, although it’s ‘Black Box’ initiative is currently assessing the technology in trials.

“It will be a fantastic tool, especially with vehicle utilisation,” says Tony Chalk.

“That will bring huge benefits, not only in terms of managing the fleet, but also with regard to policing in terms of knowing where officers are and being able to deploy them effectively.”

He recognises the potential benefits telematics could bring to monitoring driver behaviour, fuel usage and wear and tear.

Chalk says: “I would like to see it implemented as soon as possible, but it could be two or three years away.”

Experience of hire market shapes fleet management policy

Having previously managed 9,000-plus vehicles for Northgate Vehicle Hire, Tony Chalk has the perfect CV for the fleet management model his force employs.

“Everything is devolved, so in essence we’re like a hire company,” he explains.

Divisions within the Strathclyde force source vehicles through the transport department, paying a monthly fee per vehicle based on wholelife costs, capital costs and resale costs.

“We build that into the ‘package’ and the division then pays a monthly charge which could be £700 or £800 per vehicle,” Chalk says.

“The reason we operate it this way is it gives them the autonomy. Police needs may change and a particular division may want to swap a couple of big BMWs for three patrol cars. We simply operate like a hire company.”

Each division, which is run by a chief superintendent, has a devolved budget and a business manager.

A large division may operate 200-300 vehicles, but must use strictly allocated funds to hire them.

“If additional vehicles are required, they must make a business case,” says Chalk.

He effectively sits in an advisory role throughout the whole vehicle selection process, but while the ultimate decision remains with the division, he helps them choose the right vehicles for the job.

“We hold vehicle user group meetings with the divisions and we have a force vehicle user group meeting, where it’s chief inspectors and above sitting on it,” explains Chalk.

“You cannot do this job in isolation; you’ve got to involve the ‘customer’.

“They’re operating the vehicles, they know what they’ll need for policing – I just advise them on what’s the right model that will meet their needs – it’s very much a consultative role.”

Strathclyde operates a fleet of 1,185 vehicles, which Chalk says has remained fairly static for the past five years.

That’s a fleet of less than 1,200 vehicles being used by approximately 11,000 employees, consisting of 8,000 police officers and 3,000 support staff.

It’s completely different from most fleets in the private sector.

“The vehicles are operated 24 hours a day, with the ratio being one vehicle to seven officers, but you can have dozens of different drivers for some vehicles,” says Chalk.

“This is vastly different from fleets in the private sector where you may have one or two drivers per vehicle.

“The vehicles are also under all sorts of different demands because of the way they are used.”