Ken Neiley

Provide direction, coaching, mentoring and management support for staff of 2 Program Analysts, 2 Team Leads and 18 employees, Update of recruitment process and execution via enterprise software (position descriptions, posting through to recruitment). Development and implementation of Key Performance Indicators(KPI) and Metrics Modernization of Work Alone Monitoring program cost recovery methodology Standardization of communication and client engagement process Supplier/Vendor contract management

Staff of 2 team leads and 19 employees Integration of the Service Alberta Fleet Safety program with the Employee Work Alone Monitoring program (previously the Service Alberta Provincial Radio Control Center) Modernization of equipment, facilities and tools utilized for Employee Work Alone Monitoring program

Development of an enterprise wide vehicle and driver safety program and software Served as an employee mentor for the 2020 employee mentorship program Lead the planning, procurement and implementation of vehicle telematics within the Government of Alberta (GoA) vehicle fleet Revamp of vehicle preventive maintenance program to ensure improvements for compliance Provided support to the GoA Co-vid Personal Protective Equipment roll out (2020) Served as the Service Alberta/Service delivery OHS management co-chair Served as a member for the GoA Remote Piloted Air System(Drone) Governance committee

Lead cross ministry project team to develop software and processes to manage driver and vehicle safety Implementation and development of a cross ministry Fleet Safety Committee

Responsibilities Management of internal fleet requirements (procurement), cost allocation methodology and budgeting processes. Specification development for chassis, service bodies and mounted equipment. Responsible for policy and procedure development for vehicle fleet. Management of (9) staff, providing direction and support to users and management functions. Implementation of fleet related processes and systems. Key Accomplishments Process improvement of user (customer) / vendor (service provider) relationships. Development of Key Performance Indicators (metrics) Results Based Budgeting initiative to identify process and policy improvements. Key technical representation in North West Partnership fleet procurement initiative. Development of vehicle repair trending analysis.

Key Accomplishments Management of internal fleet requirements, cost allocation methodology, budgeting and maintenance management. Specification of chassis, service bodies and mounted equipment. Responsible for policy and procedures for fleet vehicles and equipment. Management of (4) staff and provide direction and support to users and management functions. Direct management for integration of fleet acquisition (150 vehicles annually) and related processes. Process improvement of user (customer) / vendor (service provider) relationships. Improvements to fleet availability and downtime management processes. Vehicle repair and part trending analysis. Development of budget processes to consolidate and improve internal cost recovery. Contract and maintenance agreement management Fleet equipment and maintenance RFP processes Developed driver and incident management systems to meet National Safety Code compliance. Management of operator (driver) abstracts.

Key Accomplishments Management of internal fleet requirements from acquisition through disposal for 1100+ vehicles and 380+ vehicle allowances. Responsible for policy and procedures for company vehicles and vehicle allowances. Central point of contact on fleet related issues for internal users/departments and external customers. Management of staff to provide direction and support for users and management functions. Developed various in-house vehicle management reporting systems for budgeting. Streamlined processes and procedures for the management of vehicles, insurance, and accident management. Developed and implemented vehicle and equipment replacement scheduling and approval processes Specification development of chassis, service bodies and mounted equipment. Developed and managed vehicle specifications for service and preventive maintenance (PM) lube trucks Service truck body (6 Sigma) project to create standardized service trucks Management of vendors to ensure on time delivery. Integration of acquired fleet of 100+ specialized units Championed National Safety Code (NSC) compliance and awareness

Key Accomplishments All administrative functions related to the fleet operation of 4200 vehicles, 4000+ trailers and chassis’ and 6,000+ pieces of misc. equipment located throughout North America. Managed monthly processing of invoices, monitoring and tracking of budget performance for fuel, lease, maintenance, and licensing.(800,000+ EDI and manual transactions) Provided administrative support to operating functions of both fleet and internal user departments. Management of staff located in Edmonton, Toronto, Montreal, and Detroit (4 managers and 20 unionized positions) Direct responsibility for fleet administrative budget including office facilities, payroll, and discretionary expenses.($6M) Provided support on annual fleet budget development and reporting on monthly budget performance. ($150M operating and $50M capital annually) Managed “user pay “system for cost allocation and monthly vehicle recoveries for 4200+ vehicles Managed “executive” vehicle requirements reporting and taxable benefits.(75 units) Direct responsibility for internal fleet mainframe computer system, including maintenance, upgrades, IT resource deployment and functionality.( $1M annually) Managed 6,000+ internal fuel cards for vehicle and misc. equipment purchases. Participated in fleet procurement processes for lease, fuel, tires and asset disposals. Provided backup role for National Safety Code (NSC) regulatory compliance. Monitoring and reporting on regulatory compliance and fleet Preventive Maintenance performance Managed fleet administrative support for the integration of various fleet acquisitions (BC Rail, Wisconsin Central, GLT, and Illinois Central) Participated as member of senior fleet cabinet for strategic planning. [ August 1988 - 2001 ] Canadian National Railway • Various Positions from Mechanic, shop foreman to Western Canada Fleet Management Officer • Served two terms as local union president for the CBRT&GW (CAW)