Existing Programs and Strategies
Existing” projects, programs and strategies were defined as those that had been
implemented between 2007 and 2010. The year 2007 was selected in order to capture those
activities that were implemented after the 2007 baseline inventory was conducted. The year
was selected because it would represent the most recent full calendar year of available
data and would provide several years of operating data for analysis.
Fleet Team
The Fleet Team met on July 26, 2011. The scope of this Team’s work included:
Public Works Department Fleet Management Operations – all vehicles under the
management of the Department including a motor pool fleet that is used by various
Public Works Department Transportation Operations – comprised of the City’s bus
system services
Solid Waste Services Operations – vehicles used for collection of solid waste and
recyclable materials
Parks and Recreation Department Operations – maintenance of the outdoor areas of
City parks and ballfields including mowing and collection of solid waste
Police Department and Fire Department vehicles
The scope did not include Public Utilities Department (PUD) fleet operations as PUD has a
separate service area footprint (the City of Raleigh and the Towns of Garner, Rolesville,
Wake Forest, Knightdale, Wendell, and Zebulon) and PUD fleet operations were being
assessed under a separate organizational study for PUD.
The Fleet Team identified a total of 55 existing and future strategies as well as future best
management practices and policies. The following action items were assigned at the end of
the Workshop:
The consulting team prepared a Strategy Matrix capturing the strategies; the matrix
was transmitted electronically to the Team Leads
The Team Leads were responsible for populating the blank cells in the matrix with
the following information for each strategy, and returning the matrix to the
consulting team:
Emission Metrics such as gallons of each type of fuel utilized by the City related
to transportation, and miles traveled
Operational Impacts including staff behavioral changes that would be necessary
and department budget impacts
Base Financial Information including capital costs, operation and maintenance
costs, useful life, and revenue or savings generated
Timeframe for Implementation
Interdependencies with Other Projects
Responsible Department