The interim auditor general for the Ville de Gatineau tables his 2015 annual report to municipal council
Gatineau, August 30, 2016 -
The interim auditor general for the Ville de Gatineau, Mr. Alain Lalonde, FCPA' FCGA, tables his 2015 annual report to the Ville de Gatineau's Municipal Council.
The contents of this report are mostly the work of my predecessor, Mr. Alain Girard. Mr. Girard's mandate came to an end on May 3, 2016 after a 7-year term. At that time, certain mandates were ongoing. This is why I am tabling these observations and recommendations," underscores Mr. Lalonde.
STO Fleet Maintenance Management
The goals of this audit were to ensure Maintenance services plan and execute work in such a way that the number of reliable vehicles required is made available, at lowest cost, efficiently and while respecting regulations. The second part of this mandate relates to the efficient and financially-sound management of parts and warranties.
Facts regarding the STO :
|●||STO territory covers a total area of 589km2.|
|●||There are 305 buses in its fleet which, as of December 31, 2015, were, on average, 9.7 years of age; 39% of those were more than 10 years old of which 49 were, on average, 23.7 years of age. The fleet is made up of regular and articulated buses with or without wheelchair access.|
|●||In order to ensure that thousands of users have daily access to transportation, the STO must have a sufficient number of vehicles which respect regulations on heavy vehicles. For this purpose, it counts 122 employees devoted to the maintenance of its fleet.|
Floor staff management and the absence of project and study monitoring are problems detected during this audit. Though vehicles are indeed available for users at a rate of 99.9 %, the daily management of maintenance activities does not allow the STO to ensure that reliable vehicles are provided, at lowest possible cost and as efficiently as possible. Moreover, processes in place do not allow for the respect of current regulations.
Finally, the efficient use of parts and warranties must be improved. In many cases, this will lead to savings for the STO.
It is our opinion that the absence of common goals at Maintenance services encourages a work culture based on emergencies with little common direction understood by staff. This does not allow the optimisation of efficiently used resources.
Work is allocated to mechanics without verifying the availability of parts. Work is then started while parts are not yet accounted for. When this happens, there is a direct impact on vehicle availability, on work time and on workshop operating costs. Current management of programs and maintenance activities does not allow the STO to maintain vehicles in good shape in an efficient fashion while respecting regulations.
The expertise of the information resources managers of the STO is not sufficiently leveraged for the development of management tools aimed at Maintenance services. In waiting for the software to be replaced, its internal development was stopped and issues raised over 20 years ago are still present.
Furthermore, on average, 7.3% of vehicles are taken off service every day because of lack of parts. In 2015, not one day went by without a vehicle being taken off the road because of lack of parts.
A 1996 report stated that "the actual acquisition process for spare parts no longer allows the STO to be sufficiently effective”. In our opinion, the situation has barely improved in the last 20 years. Ongoing issues have a negative impact on maintenance operations and have consequences on other departments.
As was the case in previous years, I have received the full cooperation of the senior management of the Ville, its managers, and municipal employees during these audits. I take this opportunity to thank them once more.
2015 report and summary