Video - CALSTART’s Bill Van Amburg: Improve Your Fleet’s Bottom Line And Environmental Footprint
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Republished with permission from Fleet Management Weekly,
Mike Sheldrick discusses sustainable practices and NAFA's Sustainable
Fleet Accreditation Program with CALSTART Senior Vice President Bill Van
Amburg. Learn about the NAFA's Sustainable Fleet Accreditation Program,
developed in collaboration with CALSTART, through this interview.
Van Amburg says, "It will really give fleets the tools, the recognition,
and the way to measure their progress. This is what will help drive
continuous improvement in the fleet world both for being more efficient
and in having a smaller environmental footprint. This program gets you
in at the ground floor if you are just starting out, shows you where you
are and then equips you to make some smart choices to start improving
both your bottom line and your environmental footprint."
Q. Can you give us a little background on CALSTART?
A. CALSTART is a not-for-profit 5013C organization founded in
1992. Our role is to help build a transportation industry based upon
clean technologies. Environment is always important to us as is the
economy. We want to create jobs that clean the air along with greater
efficiency. We have about 150 members — companies, fleets, and agencies —
trying to drive constant commercialization and improvement of
technologies and fuels that will lead to reduced emissions and higher
efficiency.
Q. Is your reach beyond California?
A. We still have our headquarters in California, but CALSTART is
not just about California. We have offices in New York, Denver, and two
in California. We have a lot of activity in Michigan. Our focus is
North America, but transportation is a global industry.
Q. What are some of the recent significant programs that you have launched?
A. There are a number of programs that we are very excited
about. Right now we are completing work we have done in China to bring
together U.S. and Chinese companies in the medium- and heavy- duty
arena, trucks, and buses, to drive cleaner technologies and really
export U.S technology leadership to Japan, creating jobs here. That has
been really exciting; it was a partnership with the U.S. Department of
Commerce.
Our national program in fuel cell and zero emission buses continues. We
have had a partnership with the Federal Transit Administration for a
number of years. That technology is greatly improved so we are starting
to see the first products in transit buses with zero emission capability
being rolled out. The same drivelines, the same technologies, can be
incorporated into trucks. As a result, we are starting to see the first
of the heavy duty zero emission technology move into the truck world.
Personally, I am most excited about two programs. One is our activity to
bring incentives to the marketplace to help fleets purchase clean and
efficient technologies more easily in the early stage of the market. We
run incentive programs in New York, Chicago, and California and we are
trying to create them in other markets. We are looking at Texas,
Georgia, and elsewhere at the moment.
The other program that I am really excited about is the NAFA Sustainable Fleet Accreditation Program.
It will really give fleets the tools, the recognition and the way to
measure their progress. This is what will help drive continuous
improvement in the fleet world both for being more efficient and in
having a smaller environmental footprint.
Q. How will the NAFA Sustainable Fleet Accreditation Program work?
A. It is structured to really engage with fleets. We get fleets
to do the two basic things that everybody should be doing: Measure your
fuel burn and make a plan to reduce your fleet’s impact. That is really
the starting condition and all fleets can do it and we want fleets to
all do it and engage.
But then we look closely at their portfolio — the kinds of fuels they
use, what kinds of vehicles they use — and we can actually give them a
report card. It details where they are — their baseline — and where they
actually could make progress in some or all of these areas.
Then, you come back in two years and show us what you have done. For
example, using some different fuels, phasing in some more efficient
vehicles, changing how you operate your fleet, how you train your
drivers, implement idle reduction. Against the whole suite of things
that you can do as a fleet we will measure you again and track your
progress and then give you another report card.
The whole goal is to help fleets be able to, in a common sense way, make
real progress on environmental improvement while at the same time being
able to show a bottom line value to the organizations. So, at every
step, the report card will help a fleet figure out where they stand and
where they can make improvements.
Q. Is it possible that government policy might include sustainability requirements for fleets?
A. It is very interesting. Fleets are not the biggest market
mover in terms of the total vehicles they represent on the road but they
are early movers and they are important movers. I think what is so
important about fleets getting engaged, is they control the levers. They
can make the decisions for reducing their fuel use and finding ways to
do it. If we can encourage and innovate fleets, they will start sending
the early market signals back to the manufacturers – these are the kinds
of things we want.
We want more volume and we want more tools. But fleets have really
always needed a score card or some mile posts. What they have been
struggling with is – "Well, gee, I have heard that "fleet X" bought a
natural gas vehicle and "fleet Y" bought an electric vehicle. Does that
make them sustainable? Is that a good decision to make?" What we give
them is a real score card so that they can measure the meaningful
things. There are a lot of ways of doing a meaningful thing. It could be
buying an electric vehicle or maybe it means right sizing your platform
and putting in a smaller vehicle. So, fleets have all of these tools
and if they are the early movers they can really drive change.
What we would really like is to show that fleets can exercise leadership
and real market force here. Eventually this can be a tool for fleets to
be even more successful. For instance, let’s say shippers look at this
program and say, "I like this and I would like to have the organizations
that work for us really like to meet a tough metric, so we will only
want fleets that meet accreditation to tier 2 or higher to be involved
with us to be under contract. If you want to get a contract with us you
must be accredited and at least be at this level." It would be a
powerful tool to drive change.
The Sustainable Fleet Accreditation Program itself is not going to be a market mechanism and we won’t have rebates
or incentives built into the program. Those will be outside the program
and tools that the fleets can use. What it does do, though, is set up
the metric for both internal improvement and benchmarking yourself
against others and your peers.
So, let’s say your company is a utility and you think – "Hey, I am doing
pretty good. I am a tier 2 fleet." It would be great for you to be able
to look at your peers and see what they are doing. And all of sudden if
you realize.... "Wow, most fleets like mine are at tier 3 or higher."
That realization can light a fire.
It can drive additional action and progress. The program provides a
measurement tool that allows you to score your starting point, and then
it allows you to benchmark your progress and make improvement over time.
Q. Is it possible that the
sustainability effort itself could well be the incentive because, by
becoming sustainable, companies can save money? A double green effect?
A. In an ideal world, a "green" choice would return "green "to
your company. That isn’t true in every case because there sometimes is a
higher cost of new technology in fuels or initial investment. But, in
general, if you are more efficient and you are burning less fuel or you
are shifting to a lower impact, lower cost fuel, you are saving your own
organization money. When you start to lay out the lifecycle cost
assessment of the vehicles in your fleet and you look at the totality of
your fleet you can actually save money, and do good. That is what we
hope to have fleets see in this program.
The first step is just get engaged. We have tried to create the Sustainable Fleet Accreditation Program so any fleet at any stage can get involved. Even if you are way down
the sustainability track, the program can actually recognize and
acknowledge what you have done and score it. If you are just getting
started and you just want to get a first baseline, the program can do
that too.
One of the key aspects is that the program gives fleets the
opportunity to start measuring their progress and measuring where they
are. As is often said, if you can’t measure it you can’t manage it; and
you can’t make a plan to be successful. This program gets you in at the
ground floor if you are just starting out, shows you where you are and
then equips you make some smart choices to start improving both your
bottom line and your environmental impact.
Learn more about NAFA's Sustainable Fleet Accreditation Program and enroll your fleet today. Go to http://nafasustainable.org/
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