As the Fleet Manager, Jim begins his day with the Daily down report. This report shows by department, the vehicles that are out of service (units down) and the percentage of units down. It also shows the number of vehicles available to the department in question. These key performance indicators give Jim an overall view of the city’s fleet and its capability in the delivery of municipal services; ensuring that City vehicles and other automotive related equipment are available. His past experience as a truck repair technician is helpful when evaluating how the day needs to go in order to minimize the number of unavailable vehicles.
In 1993, he left the Department of Public Property to accept a promotion to become one of the four Assistant Fleet Managers in the newly established Office of Fleet Management. In this position, James aided the Fleet Manager with the day to day operation of the OFM. After several years, he received another promotion to the position of Assistant Deputy Fleet Manager of Operations within that same department. In addition to his previous duties, James became responsible for the management of its staff of 400 personnel and the department's operations.
In 2003, he accepted a promotion within the department as the Fleet Manager, directing and managing all aspects of the City's Fleet. In his years with OFM, his range of duties ran the gamut staffing and work scheduling to effectuate the most productive and cost-effective use of manpower; plans and establishes operational guidelines for scheduled and unscheduled vehicle maintenance and repair work; establishes procedures to monitor, evaluate and control job activities and responsibilities; prioritizes operational needs; confers with subordinate supervisors in coordinating various functions and effecting planned work; provides technical direction to subordinates in complex or difficult situations. |
