Fleet Maintenance

Throughout the past year, the Fleet Maintenance Division, a crucial component of the Support Services Department, has demonstrated unwavering dedication to the repair and maintenance of a diverse fleet of apparatus, support vehicles, and specialized equipment stationed across the county. Collaborating with the Support Services Team we successfully expanded our parts storage areas and developed plans to optimize the shop layout, streamlining processes, and bolstering productivity. Despite facing challenges and undertaking many changes, staff has shown commitment to quality service and cost-effective solutions. Through these efforts, we have implemented various initiatives to enhance fleet management and safety while optimizing resource allocation.


List of Accomplishments:

  1. Dashcam and Telematics Integration: The implementation of the fleet telematics system, enables real-time monitoring of vehicles, promotes efficient fleet management and proactive preventive maintenance.
  2. Fleet Replacement Analysis: To improve efficiency and cost-effectiveness, we devised a points-based analysis system for recommending, forecasting, and budgeting fleet replacement needs. This data-driven approach ensures that our fleet remains modern and reliable.
  3. Efficient Service Request Resolution: Over the year, we remarkably resolved 410 work orders, prioritizing timely and effective solutions for our organization, contributing to seamless operations.
  4. Integrated under the Support Services: integrated under the Support Services umbrella, streamlining operations and optimizing collaboration across departments.

Challenges Faced:

  1. Data Quality and Insights: Limited data availability and data quality issues hindered comprehensive analysis and decision-making, particularly in relation to fleet operations.
  2. Aging Fleet: One significant challenge we encountered was managing an aging fleet of apparatus and vehicles, which demanded increased maintenance attention and resources. Addressing this challenge required careful planning and strategic allocation of funds to ensure the fleet's reliability and operational efficiency.
  3. Lack of Reserve Apparatus: The lack of reserve apparatus hinders operational continuity by limiting the availability of vehicles to deploy fire crews during repairs to the normal vehicles.
  4. Transitional Challenges: Encountering Transitional Challenges as we integrate under Support Services and implement new processes and procedures.
  5. Workforce Constraints: Facing Workforce Constraints, we grapple with staffing limitations that impact our operational capabilities and resource allocation.
  6. Work Order Prioritization: Internal issues in Work Order Prioritization presented a challenge that required addressing to ensure efficient task management and prioritization.
  7. Stakeholder Communication: "Optimizing Stakeholder Communication" is a challenge that requires improved strategies to enhance effective information sharing and collaboration.

New Initiatives and Goals:

  • Data Enhancement and Integration: Implement measures to enhance data quality, integrate data sources, and establish standardized data collection procedures to overcome limitations in data availability and quality. This initiative will facilitate comprehensive analysis and informed decision-making for fleet operations.
  • Fleet Modernization Plan: Work with Operations to develop a comprehensive fleet modernization plan to strategically replace and upgrade aging apparatus and vehicles over time. This plan will allocate resources for maintenance, repairs, and replacements based on the fleet's operational needs, ensuring reliability and efficiency.
  • Reserve Apparatus Acquisition: Initiate a reserve apparatus acquisition program to address the lack of backup vehicles, ensuring uninterrupted fire crew deployment during vehicle repairs. This program will prioritize the maintenance of newly replaced apparatus to establish a fleet of reserve vehicles.
  • Task Management System Enhancement: Implement an advanced task management system that provides automated work order prioritization based on urgency, importance, and available resources. This system will enhance transparency, streamline operations, and ensure timely task completion.
  • Stakeholder Engagement Framework: Develop a comprehensive stakeholder engagement framework that includes clear communication channels, regular updates, and collaboration mechanisms. This initiative will enhance stakeholder communication, promote transparency, and foster effective cooperation among various departments and teams.

Overview of Budget Request:

The requested operational budget for this year has no major changes from the prior year and, aligns with our key objectives, prioritizing the maintenance of the fleet to minimize the time apparatus spends "Out of Service." Moreover, we intend to invest in our team's professional development by participating in conferences and training sessions to stay up-to-date with industry advancements and improve our expertise within the shop. Within the capital fund budget request, fleet and facilities are requesting improvements to the fleet facility. The improvements will focus on maintaining the facility and provide for increased productivity of shop personnel.


One major change will be implemented in the recording of expenses for outside services. Currently, all fees, including parts associated with any repair conducted by a vendor, are coded to the "Outside Service." GL (General Ledger) category, This practice makes it difficult to evaluate the financial viability of bringing the service in-house, as the cost of parts remains the same either way. To address this, starting this year, any expenses related to parts and supplies will be recorded under the "parts" GL category, while service fees will be categorized under "outside services" GL category. This revised approach will provide greater clarity in cost analysis and enable more informed decisions regarding the allocation of resources and potential cost savings. It is anticipated that this will result in the need to move funds between the two GL categories during the budget year.


By diligently executing our goals and responsibly managing the budget, we are confident in our ability to maintain an optimal fleet that supports the district's operational mission and contributes to a safer and more efficient community.