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| Fleet Management Division |
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The Fleet Management Division maintains motorized equipment for city departments and divisions such as the Police, Fire, and Transportation Division’s. In addition to providing vehicle utilization and replacement information and management, Fleet Management also participates and helps coordinate the sale of surplus vehicles. Fleet Management is an internal service division which charges other city agencies for maintenance services and use of fuel. Mission Statement The mission of the Fleet Management Division is to provide state of the art total fleet maintenance services and help city departments and divisions to operate vehicles in a cost-effective manner. Current Activities The division opens nearly 140 work orders per day and bills approximately 135,000 labor hours annually, responsible for maintaining over 6,000 pieces of motorized vehicles and equipment.
In 2008 the division will move to a new home at 4211 Groves Road, a 150,000 square foot maintenance facility that will consolidate operations, improve efficiencies and permit 24/7 maintenance services. The new facility brings the Fleet Operations into the 21st century with improved Safety & Environmental processes; the improved efficiencies will increase Fleet availability, decrease Safety incidents and provide much needed space to service vehicles. The new facility will also provide adequate parking and improved security, thereby improving customer service.
Fleet Management also develops implements and promotes citywide policies that govern acquisition, maintenance, use and disposal of vehicles while working with city departments/divisions to reduce underutilized vehicles and eliminate older, high-maintenance units from the fleet.
Fleet Management works with community partners and city agencies to identify green opportunities, promote new technological developments, and increase training opportunities for employee. Fleet Management also plays an important role in instituting the Mayor’s Anti Idling and Green Fleets Action Plan.
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