The document summarizes the state of Evanston's city fleet and provides a 10-year replacement plan. It finds that 151 vehicles are due or overdue for replacement, costing $10.2 million, but the FY12 budget only allows $3.5 million. To eliminate the backlog, the plan recommends increasing annual funding slightly over 10 years from $2.2 million to $2.1 million. This would reduce the backlog by half by 2016 and eliminate it entirely by 2019. The plan also suggests right-sizing the fleet and expanding equipment sharing to reduce costs.

1. City of Evanston Fleet Services Division
State of the Fleet & 10-Year Fleet Replacement Plan

2. • State of the Fleet
• History of Fleet Financing
• Recommendations for FY 12 Vehicle Replacement Budget
• On-going Comprehensive 10-Year Fleet Plan
Tonight’s Presentation
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3. Number of Vehicles/Equipment Within the Fleet
Number of vehicles/equipment = 364 units in 2012, 411 units in 2008 + 47 units
retired & not replaced
Vehicle/Equipment Classifications
1. Police marked sedans, SUV’s, & motorcycles (37)
2. Police administrative vehicles, sedans (39)
3. Fire apparatus, heavy equipment, engines and aerial ladder trucks (11)
4. Fire administrative vehicles, sedans (6)
5. E.M.S. Equipment, ambulances (4)
6. Sanitation solid waste-packers, garbage trucks (13)
7. Recreation Buses, full size transit and smaller units (5)
8. All Departments, light vehicles 8,500 GVW, sedans, vans, smaller pick-up trucks
(109)
9. Most Departments, light vehicles 8,501 – 19,500 GVW, vans, pick-ups, SUV’s,
straight trucks (33)
10. P.W., Parks, Forestry, medium duty vehicles 10,001 – 19,500 GVW, larger work
vans, pick-ups, straight trucks (32)
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4. Number of Vehicles/Equipment Within the Fleet (cont’d)
11. P.W., Parks, Forestry, heavy-duty vehicles19,501 GVW, large trucks, truck tractors,
large dump trucks (33)
12. P.W., Parks, & Forestry heavy equipment loaders, backhoes, pavers, rollers (12)
13. P.W., Parks, Recreation, Forestry, Police & Fire, light equipment, boats, skid-steers,
forklift trucks, trailers (30)
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5. Vehicle/Equipment Age & Expected Lifecycles
Vehicle
Type
APWA *
Age
Criteria
APWA *
Usage
Criteria
Evanston
Actual Age
Average
Evanston
Usage
Criteria
Age
Difference
Mileage
Difference
Administrative
Sedans
5-Years 75K-100K
miles
12-Years Condition of
drive-train
and
appearance
+ 7-Years
Evanston
-20,000 miles
Evanston
Emergency
Sedans
3-Years 85K-100K
miles
3-Years Condition of
drive-train
and
appearance
Same -30,000 miles
Evanston
Pickup Trucks 7-Years 100K-120K
miles
10-Years Condition of
drive-train
and
appearance
+ 3-Years
Evanston
-50,000 miles
Evanston
Dump Trucks 7-10-Years 150K-250K
miles
15-Years Condition of
drive-train
and
appearance
+ 5 to 8 Years
Evanston
-50,000 miles
Evanston
Fire Trucks 10-20-Years N/A 20-Years Condition of
drive-train
and
appearance
Evanston @
high end of
range
N/A
5
* American Public Works Association

6. Vehicle/Equipment Age & Expected Lifecycles
Research & data mining from the Computerized Fleet Analysis System (CFA) and
various physical audits has resulted in the following facts about our fleet:
1. The Fleet is composed of vehicles that, for the most part have costs that reflect the
useful vehicle life.
1. Fire Ladder Trucks are the most expensive vehicles at $1.0 million in the fleet and
have a vehicle life of 20 years.
2. Police Squad Cars are on the lower end of vehicle cost and only have a life of 3-4
years.
2. Based on recommended standards and on our Fleet Division’s review the average life of
the City’s fleet should be 9 to 10 years.
3. Based on the current vehicle conditions and Evanston Life-cycle, there are 151 vehicles
either due or overdue to be replaced.
4. In F.Y. 2012 we will have 151 vehicles due or overdue that need to be replaced. It is
anticipated that with funding of $3.5M versus $2.4M, we will replace approximately 35-
39 units. 6

7. If 37 vehicles are
replaced, the Fleet
will have 68.7%
vehicles that are not
due or overdue to
be replaced.
Vehicles for Replacement By Type Based On Evanston Life-Cycle
Description # of Vehicles
in
Classification
Overdue Due Total
Overdue
& Due
Lt. duty pick-up trucks,
vans, sedans, jeeps, etc.
148 28 9 37
Police & Fire sedans 75 6 25 31
EMT Units 4 2 0 2
Fire Heavy Equipment 11 2 0 2
Medium duty vans &
trucks
35 19 1 20
Heavy duty trucks (dump
& waste packers)
54 19 12 31
Street Sweepers 3 0 2 2
Heavy equipment 17 2 3 5
Miscellaneous equipment 20 19 2 21
Totals 364 97 54 151
There are 213
vehicles that are not
due or overdue for
replacement.
Equates to 58.52% of
the fleet.
151 vehicles due or
overdue equates to
41.48% of the Fleet.
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8. 88
CAPITALOPERATING
TOTAL
TIME/USAGETIME/USAGE
COSTCOST
*
Economic Theory of Vehicle Replacement
Est. City

9. Fleet Fund History
1. Two Methods of Tracking Fleet Assets
A. Generally Accepted Accounting Principles (GAAP) Basis
• Purchasing Vehicles is an exchange of Assets, Cash for
Vehicles.
• Expenses are only recognized as vehicle is used (depreciation)
A. Budget/Capital Planning
• Purchasing Vehicles is still an exchange of Cash for Vehicles
• Expense is recognized immediately for budget/cash
management
2. GAAP discloses the net value of the Fleet
3. Budget/Capital Planning discloses and projects fleet purchases by year
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10. Fleet Fund History GAAP
1. In 2001-02 The City’s Fleet had an Audited Value of $16.2 and after depreciation of
$9.5 million, a net value of $6.7 million.
2. In 2010-11 The City’s Fleet had an Audited Value of $20.4 million and after
depreciation of $15.1 million a net value of $5.3 million
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011
Value of Fleet (Before Depreciation) 16,177,519 16,982,512 17,390,095 18,209,749 19,766,744 19,877,815 19,968,930 20,308,430 20,161,437 20,431,236 21,486,259
Depreciation 9,461,037 10,435,857 11,517,322 12,049,844 12,689,047 13,082,065 14,269,777 14,079,046 14,797,464 15,112,841 15,167,134
Net Value of Fleet 6,716,482 6,546,655 5,872,773 6,159,905 7,077,697 6,795,750 5,699,153 6,229,384 5,363,973 5,318,395 6,319,125
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011
Value of City Fleet
Value of Fleet (Before Depreciation) Depreciation Net Value of Fleet
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11. Fleet Fund History Budget
1. 2001-02 through 2004-05 shows an equipment funding level of just over $1.0 million which
would be insufficient to properly replace a fleet valued at $16.2 million
2. Funding cut in 2007-08 to reflect budget constraints in the General Fund
3. Maintenance Expenses continue to increase until 2010-11, when staff was downsized and
fleet reductions also reduced maintenance costs
FLEET SERVICES BUDGET 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011 2012
Fleet Revenue 4,594,000 4,543,500 4,687,400 4,699,700 4,756,000 5,054,400 5,054,400 5,054,400 5,027,600 4,760,130 3,740,423 7,287,234
Fleet Maintenance - Budget 1,729,400 1,813,200 1,909,800 2,012,200 2,132,700 2,417,000 3,010,100 3,359,400 3,919,000 3,201,860 3,171,628 3,496,444
Vehicle Purchases - Budget 1,137,800 1,065,500 1,065,500 1,185,700 1,836,000 2,041,000 1,016,000 2,000,000 2,000,000 1,700,000 1,933,320 2,450,000
Total Operational Costs - Budget 2,867,200 2,878,700 2,975,300 3,197,900 3,968,700 4,458,000 4,026,100 5,359,400 5,919,000 4,901,860 5,104,948 5,946,444
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011 2012
Total Operational Costs - Budget
Fleet Maintenance - Budget
Vehicle Purchases - Budget
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12. Fleet Fund History Actual
1. In 2008-09 Transfers from the General Fund to Fleet were reduced by $1.2 million to cover
Emergency Salt Purchases and to help limit the impact of the Economic Recession.
2. Fleet parts and equipment was also substantially over budget in this year due to vehicle repair
needs.
3. Blue Ribbon Report on Pensions recommended the increased funding of Pensions and based
on the Economy this resulted in a shift of property taxes from the General Fund to the Pension
Funds to limit any impact to residents.
4. 2011 was a 10 month year and departments could only fund 10 months of payments into the
Fleet Fund.
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011
Fleet Maintenance - Actual 1,857,417 1,778,695 1,949,653 2,342,266 2,498,691 2,585,306 3,139,899 3,811,959 3,299,682 3,048,036 2,890,780
Vehicle Purchases - Actual 910,771 1,457,318 861,943 1,958,941 2,313,297 1,294,308 307,894 1,810,442 544,822 1,168,150 2,107,398
Total Operational Costs - Actual 2,768,188 3,236,013 2,811,596 4,301,207 4,811,988 3,879,614 3,447,793 5,622,401 3,844,504 4,216,186 4,998,178
Surplus / (Deficit) 1,799,465 1,326,559 1,923,992 476,233 (76,387) 1,176,867 1,582,421 (1,092,965) (334,083) 366,688 (1,233,382)
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011
Total Operational Costs- Actual Fleet Maintenance - Actual Vehicle Purchases - Actual
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13. Present Situation
•We have 151 vehicles/equipment either due or overdue for replacement
•The combined total of overdue & due vehicle/equipment replacement
units equates to $10.2M
•The F.Y. 2012 Vehicle Replacement Budget is $2.4M with a
recommendation of a budget transfer of $500K from the General Fund &
a transfer from reserves of $600K for a total of $3.5M
•This equates to a funding deficit of $6.7M in due or overdue vehicle
replacement expenses
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Present Situation

14. 10 YEAR PLANNING
1.Current Vehicle backlog is too large to fund from reserves
2.Backlog could be funded from General Obligation Bonds but:
1. Interest Cost on 10 year bond would be approx $1.4 million for $6.0
million in bonds
2. New Debt is not recommended given the City’s current Debt Service
schedule and as discussed in Capital Improvements Planning.
3.Level funding at slightly higher level ongoing level can reduce
backlog by half by 2016 and eliminate backlog by 2019.
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15. 10 YEAR PLANNING- EQUIPMENT REPLACEMENT ONLY
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Due For Purchase 10,241,065 1,964,210 1,330,914 2,301,283 589,571 1,394,741 1,465,699 787,154 844,302 1,274,422
Straight line funding 2,219,337 2,219,336 2,219,336 2,219,336 2,219,336 2,219,336 2,219,336 2,219,336 2,219,336 2,219,336
Purchasing Plan 3,500,000 2,500,000 2,100,000 2,100,000 2,100,000 2,100,000 2,100,000 2,100,000 2,100,000 2,100,000
Deferred Purchases 6,741,065 6,205,275 5,436,189 5,637,472 4,127,043 3,421,784 2,787,483 1,474,637 218,939 (606,639)
CITY OF EVANSTON - 10-Year Fleet Catch-Up Schedule
(2,000,000)
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
Due For Purchase
Straight line funding
Purchasing Plan
Deferred Purchases
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16. What we will do to get back on track!
• Vehicle justification by Department/Division
• Emphasize shared equipment concept & practice across Divisions
• Expand the use of motor-pooling opportunities for staff
•Continue leasing as an option
•Explore shared equipment with other entities
•Current right-sizing has reduced fleet costs by about 10% and a further reduction of 10% could
have roughly the same impact
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Continuation of “Right-Sizing” the Fleet in the F.Y. 12

17. “Rightsizing Outcomes “
Year
# of
Units
Retired
Capital $
$’s
Eliminated
Annual
Maint. &
Repair $$’s
Eliminated
Total Future $
$’s Eliminated
from Fleet
Fund
Expenses
$$’s Rec’d from
Sale of Surplus
Property
2007 3 $111,100 $8,050 $119,150 $22,607
2008 10 $390,000 $31,006 $421,006 $57,668
2009 1 $46,147 $2,594 $48,741 $5,178
2010 5 $300,889 $12,492 $313,381 $38,587
2011 15 $920,286 $195,053 $1,115,339 $235,955
2012 13 $164,458 $6,200 $170,658 $20,946
Totals 47 $1,932,940 $255,395 $2,188,335 $380,941
“Rightsizing” will continue through 2012 and beyond.
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18. Next Steps
• Develop plan, goals, and objectives in close coordination with operating departments
and City Council – Establish priority of fleet replacement (emergency, snow,
construction, etc.)
• Review, assess, and adjust, where necessary, present life-cycles of vehicles
• Continue to explore green solutions including:
– Alternative fuels and
– Higher mpg vehicles (hybrids or other solutions)
– Less vehicles in total
• Continue to maximize resale values by timely “Sale of Surplus Property”
• Prepare and schedule purchases to minimize spiked funding requirements
• Re-establish a healthy “Fleet Fund Balance” that meets planned purchases and
include this review in the annual budget process.
NEXT STEPS
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19. Questions?
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