Capital Improvement Plan and Fleet Management

Capital Improvement Plan
James Tillman, Assistant Director
713.837.9615

The Capital Improvement Plan division manages the development of the City's Capital Improvement Plan (CIP). The division provides management reports and facilitates the execution of projects according to plan. Further, the division must forecast all financial aspects of the CIP as it pertains to the various debt models. The CIP group aims to efficiently plan all capital projects according to funding constraints and support timely delivery of projects through effective planning and decision support.

Fleet Management

The Fleet Management Section is responsible for the acquisition of new rolling stock equipment, vehicle data management in the City's Fleet Management System and database systems, budget planning and goals, data analyses, audits, including the management and operation of the citywide disposal of rolling stock equipment. Facilitate data assessments for decision making by providing recommendations through collaboration, research, data collection and analysis, to include but not limited to statistical, financial, and other analyses.

Goals

• Establish and maintain the optimal fleet size based on a thorough and frequent evaluation of departmental needs.
• Prioritize the replacement of public safety vehicles to increase the dependability of public safety services.
• Decrease the median age of the City's fleet for increased reliability.
• Replace older, high mileage equipment in order to reduce current and future costs on maintenance and repair.
• Establish appropriate vehicle replacement cycles through life cycle analysis to improve the cost effectiveness of the City's fleet operations.
• Move towards a more uniform rolling stock to simplify maintenance operations and decrease repair costs.
• Continue the Mayor's Hybrid initiative to replace 50% of the city's non-specialty, light-duty fleet with gasoline/electric or hybrid equivalents. Seek to reduce emissions in a cost-effective manner.
• Monitor the appropriate funding options in order to facilitate the procurement of vehicles.
• Promote the exchange of vehicles between departments.
• Continued management improvements through performance studies, creation and update of written policies and operation manuals, enhanced monthly financial reporting, and studies on rolling stock purchases, and increased efforts to obtain grant funding and operational efficiency.