More About FCS
GFMA Fleet Certification
Green Fleet Certification
FCS Company Profile
Mr. James B. Wright, President of FCS, is the senior project manager for all FCS projects. The primary contact will always be Mr. Wright. He may be reached at 1-800-824-0842. Our fleet data analyst and office manager, Ms. Barb Magill, will support our on-site team. Our fax number is 1-480-396-0632 and our web site is www.fleetcounselor.com.
Fleet Counselor Services, Inc. (FCS) is a Colorado Corporation with offices located in Fort Collins, Colorado; Mesa, Arizona; and Dallas, Texas. FCS designs and utilizes state of the art, pre-engineered approaches to meet the needs of local, state, and large government and utility fleets.
Fleet Counselor Services was founded in 1991 by the senior consultant of one of the nation’s leading maintenance management firms to better serve the fleet management industry. FCS develops specialized teams for each project. Our members are nationally recognized for their accomplishments; some are national award winners in the fleet management industry. Mr. James B. Wright, President of FCS, is the senior project manager for all FCS projects. The primary contact will always be Mr. Wright. He may be reached at 1-800-824-0842. Our fleet data analyst and office manager, Ms. Barb Magill, will support our on-site team. Our fax number is 1-480-396-0632 and our web site is fleetcounselor.com.
Fleet Certification Analysis Software
FCS offers the only World Class Certification testing software for fleet managers. Our software is an inclusive fleet counseling service that allows a fleet manager to test his/her progress on 20 key fleet management principles. If the fleet organization does not pass a section, our software contains complete written guidance, including fully editable policies and procedures, to get the organization moving in the right direction. Once a fleet passes all 20 categories, we will be available to validate results by making an on-site inspection of the agency. Upon a successful inspection the entire fleet will be certified as industry competitive at which point we will prepare press releases, present the fleet with our Crystal Award, and submit our findings to local officials and media.
Pictured below is a presentation made by the President of FCS to the Mayor and City Manager of the City of Austin, Texas.
Description of Past Projects
Denver Water Board, Denver, CO
The consulting services included:
- Staff efficiency evaluation.
- Facility remodeling and use analysis.
- A new PM program.
- Parts inventory management evaluation.
- Re-engineered communication with user departments.
- Completely new re-engineered work flows.
- Utilization study which resulted in over $600,000.00 first year savings.
- Staff resource management plan which identified cost-effective ways to retain staff (without lay offs) while remaining competitive in the local industry.
Denver Water Board is now Industry Certified and FCS is assisting them with this endeavor.
Fleet size: 900, Project dates: 1991 - 2007
Contact person: Marc West, Fleet Coordinator, Project Manager
Phone number: (303) 628-6754
Tucson Electric Company
FCS was selected by Prototype/Peregrine Systems (later Maximus) to install and train all employees. The new system marked a large change from the past reporting system. Shop technicians were expected to use handheld data recording devices and accurately record all activities, parts, and indirect labor. FCS performed the training with special emphasis placed on using change management teaching techniques. While on-site we were also asked to perform management conflict resolution, shop employee evaluations, and activity-based costing analysis. As the scope of the original project changed, FCS was able to adapt and meet the scheduled start up target.
System: Fleet Anywhere Maximus
Additionally, FCS has performed a number of consulting projects during the past ten years. The client requested a computer system implementation project.
FCS performed a fleet utilization study for the Transmission and Distribution Department (T&D). This project included analyzing the workflow, scheduling crews, describing how equipment was provided to perform the scheduled jobs, and recommending changes in fleet make up. FCS identified the need for a work management system within T&D to assist with the equipment changes and to aid in scheduling. Additionally, FCS recommended a new system using satellite tracking for work crews throughout the entire southern portion of Arizona to increase safety, communications, and daily rescheduling of crews. The introduction of a multi-tasking vehicle program has led to a projected fleet reduction. The program, while still in the testing phase, is expected to expand.
FCS developed a team building program between the supervisors and foreman in the Transportation Department. This included conflict resolution workshops, introduction to teamwork, and a recommended reorganization within the fleet supervisory and management staff.
FCS was selected to provide a Master Plan for advanced fleet development. The Transportation Services Department wants to be more than just cost competitive with the outside contractors. They are formulating a business plan that will allow them to in-source work currently being sent out. Furthermore, they will compete for other local business opportunities that they are staffed and equipped to perform.
TEP contacted FCS to assist them with the consolidation of two utility companies that they acquired. These companies were statewide and several issues had to be addressed if the fleet consolidation was to be successful.
Fleet Size: 800, Project Dates: 1992 - 2006
Contact: Gary Kelly 520-745-3443
Budget: $100,000. (Collectively)
City of Chesapeake, VA
FCS was selected to perform a fleet right-sizing project including developing a detailed listing of all vehicles, by department, which were to be disposed of or transferred to other departments to offset planned replacements. As a result, the City has saved $500,000 and anticipates more savings. FCS presented the final report to the City Manager’s office June 4, 2008.
System: Fleet Anywhere Maximus
Fleet Size: 1,800,
Contact: George Hrichak = 757-382-3379
City of Tucson, AZ
FCS was selected by Prototype/Peregrine Systems (later Maximus) to install and train all employees. The City of Tucson project was comprised of complex hardware architecture as the City Manager required PCs in every other work bay for all garages. This was a complex installation as the Fleet Anywhere system had never had such a large configuration located at three sites with fully active labor reporting. The total system configuration had three servers, 80 PCs, and three interfaces. The project took more than nine months to complete and was over budget by 20% because, as the project progressed, more services were added in the form of changes.
System: Fleet Anywhere Maximus
Fleet Size: 5,000, Project Dates: 1996 - 1998
Contact: Gary Lowe 520-791-3196
City of Greeley, CO
The City of Greeley was under contract with TECOM maintenance providers and asked FCS to evaluate TECOM’s performance. FCS recently concluded a study of Greeley’s fleet costs and fleet management direction.
FCS has provided the City of Greeley with consulting services for several projects over the past eight years, which included the following tasks:
- Developed a cost estimate of fleet expenses to be utilized during a privatization evaluation.
- Evaluated performance problems with a private contractor service then made recommendations that led to a resolution.
- Evaluated the transit maintenance operations to locate a cost overrun problem caused by a private contractor.
- Evaluated the remainder of the fleet and presented a final recommendation to the City Manager regarding the performance of the contract maintenance firm.
- Performed an alternative fuel study and implementation plan for the City. This plan includes soliciting involvement from many area government agencies and the private sector.
- Performed an evaluation of the entire fleet department and maintenance supplier. FCS found a lack of PM on the fleet caused costs to rise far above acceptable levels. In some cases, vehicles were unsafe for use.
- Recommended replacement facilities needed to bring services back in house.
Fleet size: 600, Project Dates: 1996
Contact persons: Mr. William A. Sterling, P.E., Director of Public Works (now retired) or Ms. Judy Workman. Ms. Workman is now the Fleet Director with the City of Westminster, Colorado and can be contacted at: 303-430-2400 EX: 2511
City of Denver Public Works Department
The director of Fleet Management invited FCS to attend a special meeting which would lead to the development of a plan to address the Mayor’s mandatory budget cut of over $1 million. The proposal from the Mayor’s office included closing one of the preventive maintenance stations for a period of one year.
After a short meeting, a plan was presented to the mayor’s office which could generate several million dollars over the period of three years. The plan was to implement the Utilization Management portion of the World Class Certification Program. The program was implemented and the result was a savings in excess of ten million dollars during a period of three years. That resulted in a windfall of cash which was used to help fund needed road repairs.
As a result of FCS’s work with Denver, the Director of Fleet Management, Mr. Ivy, went on to be featured on the cover of Government Fleet Magazine for the March/April 2006 issue.
Fleet Size: 2,400, Project Dates: 2004
Contact Person: Ernie Ivy, Director of Fleet Management
Phone number: 720-865-3905
Budget: Software purchase $12,500
City of Mesa, AZ
FCS was selected to assist with a fuel management analysis. The first phase was to develop a short list of fuel system suppliers then interview them to ascertain their experience. Thereafter, FCS interviewed ten past and current clients. The final deliverable was a detailed report including a recommended vendor.
Fleet Size: 1,400, Project Dates: 2005
Contact Person: Jim Gould
Phone number: 480-644-3218
City of San Jose, CA
FCS was originally selected by a software provider to act as the software company’s project manager for a very large installation. Later, the city contracted with FCS to perform a number of studies including:
- Fleet utilization
- Class codes development
- Consolidation (water and city fleet)
- Policy and Procedures Manual development
Fleet Size: 3,000, Last project date: 2002
Contact Person: Don Beams
Phone number: (408) 975-7289
Budget: $75,000.00 (collectively).
Boulder County, CO
FCS has been selected for several projects during the past ten years. On their latest project, FCS was selected to assist with the justification and planning for a new maintenance facility. Prior to this project, FCS performed the following projects:
- Staffing analysis
- Policy and procedures development
- Fleet consolidation analysis
- Fleet replacement analysis
- Fleet utilization analysis
The facility planning project included our facility calculator contained in Fleet Sentinel.
Fleet size: 500, Last project date: 2005
Contact person: Dan Hirschman
Phone number: 303-441-3962
Budget: $60,000.00 (collectively)
San Bernardino County
Project Summary: Evaluate the current three fleet operations and make recommendations regarding centralization of three fleets (General fund fleet, Fire and Sheriff’s Departments). Perform a County wide utilization study. Evaluate the contract services’ vehicle repair in the Sheriff’s Department and make recommendations. Evaluate the current rental pool and make recommendations. Evaluate the current computer system used by Central Fleet Services to ascertain if the same system could be used in Fire and Sheriff’s Departments. Evaluate all repair facilities and recommendations should the county choose to centralize the fleet.
Final report recommended all fleets be centralized under the General Fund Fleet and that remodeling be completed at the main facility to allow for additional vehicles.
Fleet size: Approximately 5,000 (utilization study recommended several fleet reductions).
Mr. Mike Corbett assisted Mr. Wright on this project.
Bid price: $66,190. Project completion cost: $66,000 (estimated).
Project started: December 2003.
Project completed on time, July 2004.
Contact: Mr. Roger Weaver.
Address: 210 N. Lena Road.
San Bernardino, CA 92415
Phone number: 909-387-7872.
City of Chesapeake, VA
Project summary: FCS performed a detailed fleet utilization study. The findings were that the city had 235 units that were considerably underutilized. The study also included fleet optimization recommendations. That included the transfer of several fleet assets to an expanded pool to be managed more closely than before. Mr. Schwab and Ms. Robertson both assisted with this portion of the study. Later, the city expanded the contract to include a complete reengineering of the internal work flows used to manage work orders and provide information to the customer departments. Ms. Maggie Laird completed the majority of this task.
Fleet Size: 2,600
Bid price: $72,500 including the change order.
Project was completed on time: June 2008
Contact 1. Mr. William E. Harrell, City Manager
Contact 2. George Hrichak, Fleet Director
956 Greenbrier Pkway.
Chesapeake, VA 23320
Phone Number: 757-382-3379
FCS is known throughout North America for innovative approaches to today’s cost concerns in the fleet management industry. Recognized as a full service firm which is easily accessible to current and former clients by using the Internet, FCS generates more than 80 percent of its contracts from its existing client base, as well as from referrals from other consulting companies and computer software maintenance management firms. FCS is highly specialized in only one industry - government and utility fleet management.
The primary contact is James B. Wright who resides in Mesa, Arizona. James E. Schwab resides in Cincinnati, Ohio, and Carol Robertson in Surprise, Arizona. FCS presents the following organizational chart.
James B. Wright, President and Chief Executive Officer
Fleet Counselor Services Inc., 36 Years Experience
1990 to Present: James B. Wright founded Fleet Counselor Services, Inc., in 1990 to provide an alternative to thelimited consulting services offered in the industry. Wright has over 36 years of fleet management experience. He maintains his competitive edge by directing his company to specialize in expert management consulting services and in the effective use of information and technology, an area in which he is considered an industry expert.
Wright is also highly skilled in specification development, performance evaluations, fuel management programs, privatization and quality assurance programs, policy and procedure development, preventive maintenance programs, and he is highly experienced in equipment utilization studies.
1988 to 1990: Prior to founding Fleet Counselor Services, Inc., Wright was the senior fleet consultant and senior project manager at hsb Reliability Technologies where he managed adevelopment project for a state of the art, fleet maintenance software product while managing all fleet maintenance consulting activities. The software became a front line software product only two years later and remains one of the leading products in the industry today.
1982 to 1988: Wright was selected as the first fleet manager for Larimer County, Colorado, a Board appointed position and the second largest county in Colorado. Serving as a department head, Wright restructured fleet management operations and increased efficiency without increasing funding or personnel, resulting in a 20 percent increase in productivity, a $1.8 million savings to the county, and a staff reduction of 20 percent, all within a three year period. Wright later was chosen to implement a five-year public works facility improvement program and technical communications planning project for the county. He also served as the County's first hazardous waste manager.
1978 to 1982: Wright served as the first fleet manager for the City of Northglenn, Colorado, where, as in Larimer County, the implementation of a detailed management plan, supported by an on-line automated fleet system, led to significant savings and notably increased efficiencies. He also managed the Public Works department including the Solid Waste Division from 1987 to 1988.
1970 to 1978: Wright’s career began when he was selected as one of the first mechanics, and later promoted to supervisor, for the Fleet Maintenance Division of the City of Lakewood, Colorado. He worked at these positions, including fleet management supervisor, while attending college in the Denver area
Wright is a long-time active member of the Rocky Mountain Fleet Managers Association and the American Public Works Association (APWA) in which he has held ten elected offices during his active involvement as a government manager. Wright is also a member of the Society of Automotive Engineers.
In 2003, Wright co-authored APWA’s Ten Best Fleet Management Practices. Wright was responsible for writing two of the ten issues addressed.
Heralded as an industry leader, Wright continues to conduct workshops and present papers across the country. He is a nine-time national award winner and has two copyrighted works to his credit, including the first copyrighted intellectual property ever processed by a fleet consulting firm.
1992 to Present: Wright is currently one of eight instructors under contract at University of Colorado for the educational advancement of local government public works officials and fleet managers. This program, Local Technical Assistance Program (LTAP), is funded through Federal and State grants. He has conducted over 18 sessions since 1992.
FCS’s clients are some of the best managed fleets in the world. Our client list includes the top-named fleets during the past 36 months as recognized by national publications.
Best 100 Fleets Annual Award 2005: The contest for 2005 recognized 36 of the top 100 fleets in America including the top fleet, the City of Chicago, an FCS client.
Best 100 Fleets Annual Award 2006: The 2006 contest recognized 45 of the top 100 fleets in America that are FCS clients.
Best 100 Fleets Annual Award 2007: The 2007 contest recognized 50 of the top 100 fleets in America that are FCS clients.
Government Fleet Magazine - Fleet Manager of the Year Award
2005: Four of the top five finalists are FCS clients including the winner of the contest, Mr. John Hunt.
2006: Nine of the 23 nominated are FCS clients.
2007: Fifty percent of the nominees are FCS clients including the winner, Mr. John Clements from San Diego County.
2008: Sixty percent of the 2008 nominees are FCS clients.
James E. Schwab, CFM, Fleet Services Manager
City of Cincinnati, Fleet Services, 36 Years Experience
1993 to Present: James Schwab was promoted to the position of Fleet Services Manager in 1993. His responsibilities included managing the main garage and ten satellite facilities with a total of 86 full time employees that repaired 3500 motorized units. He was also responsible for a state-of-the-art fueling infrastructure that processed two million gallons of fuel annually. The total operating budget for 2007 was 15 million dollars. He reviews and creates equipment specifications for new equipment purchases that total ten million dollars. Schwab initiated fleet improvements and cost-saving, innovative ideas such as internal fleet leases for covert police vehicles that saved the City 200,000 dollars annually.
Schwab created a unique NASCAR preventive maintenance program to reduce the number of overdue fire equipment. During the first week of each month, the fire department brought equipment that was due for preventive maintenance to the shop. These units arrived at 0800 hours in groups of two. All of the technicians in the fire shop were assigned to perform the PM service. The fire company picked up a fully outfitted spare unit, which alleviated the time to change equipment from one truck to another. Each technician had a particular task to perform, much like that of a NASCAR pit crew. The technicians completed the apparatus in four hours; then the fire department brought two more units in for service. This allowed the shop to perform preventive maintenance on four apparatus each day. This process continued until all of the preventive maintenance was completed for the month. The process created a safer environment for the firefighters and the residents of the City.
Under the management of Schwab, Fleet Services instituted a utilization program to reduce low usage vehicles in the City’s fleet. This utilization program set a minimum standard for mileage and hour usage for each month. Equipment that did not meet the minimum standard was removed from the user agency and placed in a pool fleet directly managed by Fleet Services. If it was determined the unit was not being used, Fleet Services disposed of the unit. This process reduced the fleet by 5%.
Schwab also centralized the accident subrogation for the City of Cincinnati. Under his direction, Fleet Services reviewed all accident claims where the City was not at fault and negotiated with insurance companies to reduce the financial impact on the City. Fleet Services also initiated charging the insurance companies for the use of pool equipment.
In 2004, Schwab outsourced the Fleet Services parts to a large local parts supplier. This allowed the City to take advantage of the one hundred store buying power of the supplier. It gave the City the ability to purchase OEM quality parts from around the world at a competitive price. This venture proved to reduce downtime on City equipment. It also reduced the City’s parts cost.
1992 to 1993: Schwab was promoted to the position of Fleet Services Assistant Manager in 1992. During his tenure as Fleet Services Assistant Manager, Schwab changed the structure of the sale of obsolete equipment. This improved the revenue levels attained by the obsolete equipment sale. The obsolete equipment sale included salvage equipment and equipment from other municipalities. Some of these municipalities were from out of state. The obsolete equipment sale created a one million dollar annual revenue stream that assisted the capital program as well as the Fleet Services operating fund.
1990 to 1992: Schwab managed the Fleet Services stockroom for the City of Cincinnati. The stockroom’s inventory was valued at $800,000. The annual parts disbursement was three million dollars. During this time, Schwab initiated cost saving improvements that reduced inventory and minimized parts delivery time. He also required parts suppliers to repurchase a percentage of obsolete parts annually.
1981 to 1990: Schwab managed the lawnmower and sweeper shop for the City of Cincinnati. He initiated a labor estimating guide based on the manufacturer’s warranty times. Each unit brought into the shop had cost estimates calculated. The technicians were held accountable for repair times on each repair. This estimating procedure obviously increased efficiencies and minimized down time.
1972 to 1981: Schwab’s career began when he was selected as an automotive mechanic helper. Later he was promoted to mechanic and supervisor for the Fleet Services Division of the City of Cincinnati.
Schwab is a long-time active member of the National Association of Fleet Administrators Association where he held four elected offices during his active involvement as a fleet manager. Two of these offices were Central Region Trustee and National Membership Chairman.
University of Cincinnati Executive Program: 1996 graduated first in the class.
Best 100 Fleets Annual Award 2004: The 2004 contest recognized the City of Cincinnati’s fleet sixth of the top 100 fleets in America.
Best 100 Fleets Annual Award 2005: The 2005 contest recognized the City of Cincinnati’s fleet sixth of the top 100 fleets in America.
Best 100 Fleets Annual Award 2006: The 2006 contest recognized the City of Cincinnati’s fleet sixth of the top 100 fleets in America.
National Association Of Fleet Administrators Certified Automotive Fleet Manager CAFM Certification: Received the Certified Automotive Fleet Manager CAFM certification.
Government Fleet Magazine - Fleet Manager of the Year Award 2006: Nominated for fleet manager of the year.
Carolyn (Carol) Robertson, Fleet Consultant
Fleet Counselor Services Inc., 29 Years Experience
1997 to 2006: Ms. Robertson was appointed the Assistant Fleet Manager for the City of Cincinnati Fleet Services Division to initiate fleet management procedural changes. A major consideration was her experience in the City of Indianapolis and being a member of the employee privatization team that won its privatization bid in 1994.
Part of her focus in Cincinnati was creating the procedures for a flat rate billing system and moving fleet from an in-house mainframe fleet system to Fleet Focus-FA in 1997. These improvements saved fleet from privatization.
Her input as the customer contact for Public Services created savings of $750,000 the first year by modifying equipment specifications, purchasing extended warranties on new equipment, and modifying maintenance tasks. Annual training for all operators created additional savings.
A fleet committee established in 1999 reviewed unwritten fleet policy. Ms. Robertson was the fleet contact and was influential in creating the first citywide utilization and replacement policies. The policies received approval from the city manager and were effective in 2000.
1995 to 1997: As a consultant/trainer for Prototype Fleet Management Software, Ms. Robertson was responsible for assisting new customers in setting up their fleet database and consulting. Instruction included class codes, preventive maintenance programs, repair task creation, and other fleet coding structures along with fleet management principles. She assisted with procedural changes that effected fleet management practices that were currently in place at a customer location. Ms. Robertson would examine customers’ management and shop flow principles for revision to make a smooth transition. She would suggest a system implementation date, then direct and monitor the system work that the customer would need to accomplish.
1989 to 1995: Taking a promotion to System Analyst/Planner with the City of Indianapolis, Fleet Services Division, Ms. Robertson’s primary responsibility was IT support of the fleet management and fuel management systems.
She was part of the privatization team that submitted the winning bid for fleet employees in 1994. She instituted the first utilization policy and procedures for the division and was the liaison between fleet and many city customers regarding vehicle utilization and maintenance issues. Ms. Robertson was also responsible for budget preparation, presentation, and service contracts.
1978 to 1989: During this time, Ms. Robertson held the positions of Materials Manager and Fleet Supervisor with the City of Indianapolis Fleet Services Division. Ms. Robertson revised inventory policies that resulted in a 30 percent inventory reduction. The new fleet management system, installed in 1984, had contract issues that she negotiated to be resolved at no cost to fleet. She was project manager for the construction of 14 fuel sites and one new maintenance facility.
Ms. Robertson was a member of the American Production Inventory Control Society, from 1985 until 1989.
She was a member of the General Equipment Management System (Gems) user group from 1989 through 1994. Maximus offers this fleet software under the name of Fleet Focus-M5.
Her membership in the National Association of Fleet Managers began in 1996 through 2006.
In 2007, Ms. Robertson became a member of the Rocky Mountain Fleet Mangers Association.
Ball State University 1969: Attended the general business program.
1991 to 1994: Ms. Robertson held offices of Chairman, Vice Chairman, and Director of the General Equipment Management System users group.
2004 to 2006: She held the office of Treasurer for the National Association of Fleet Managers, Tri-State Chapter.
2007: Was appointed as the Rocky Mountain Fleet Managers Association, Conference Services Committee Chair for current and upcoming fleet conferences.
FCS’s Complete Client List
|Boulder County Sheriff’s Department||110|
|Boulder County, CO Public Works||450|
|City of Mesa, AZ||3,500|
|City of San Jose, CA||2,400|
|Salt Lake County Fleet Department||2,200|
|Salt Lake County Solid Waste Department||250|
|Tucson Electric, Tucson, AZ (6 projects)||1,200|
|Adams County School District||550|
|Adams County, CO||350|
|Antelope Valley Transit Authority, CA||200|
|Arizona Public Service, Phoenix (2 projects)||1,800|
|Bernalillo County, Albuquerque NM||1,000|
|City of Albuquerque, NM (2 projects)||1,400|
|City of Austin, TX||4,500|
|City of Avondale, AZ||650|
|City of Beverly Hills, CA (2 projects)||300|
|City of Bloomington||455|
|City of Broomfield||486|
|City of Boulder, CO||800|
|City of Brighton, CO||250|
|City of Cape Coral||700|
|City of Carlsbad||429|
|City of Chandler, AZ||600|
|City of Chicago||14,000|
|City of Cincinnati, OH (4 projects)||4,000|
|City of Commerce City||250|
|City of Corpus Christi||1,000|
|City of Culver City Trans||427|
|City of Denver, DIA. Denver, CO||800|
|City of Denver, Fire Department Denver, CO||35|
|City of Denver, Police Department, Denver, CO||1,850|
|City of Denver, Public Works Department, Denver, CO||2,275|
|City of Des Moines||900|
|City of Durango, CO||200|
|City of Fairfax||232|
|City of Fort Collins, CO||1,400|
|City of Fresno||2,200|
|City of Goodyear, AZ||249|
|City of Grand Junction, CO||250|
|City of Grapevine||450|
|City of Greeley, CO (3 projects)||350|
|City of Indianapolis, IN - 3 year client (3 projects)||2,250|
|City of Inglewood||400|
|City of Littleton, CO||300|
|City of Louisville, CO||100|
|City of Loveland, CO||350|
|City of Kent||300|
|City of Loveland, CO||1,200|
|City of Long Beach||1,650|
|City of Marietta, TX||600|
|City of Oklahoma City Airport Operations, OK||225|
|City of Oklahoma City Fire and Rescue, OK||650|
|City of Oklahoma City Parks Department, OK||450|
|City of Oklahoma City Public Works, OK||1,950|
|City of Oklahoma City Water and Waste Water, OK||650|
|City of Oxnard, CA||750|
|City of Palm Springs, CA||474|
|City of Pasadena||900|
|City of Peoria, AZ||650|
|City of Port Angeles||175|
|City of Portland, OR||2,300|
|City of Provo, UT||800|
|City of Regina, Saskatchewan, Canada||1,200|
|City of Reno, NV||300|
|City of Richardson, TX||700|
|City of Rochester, NY||1,200|
|City of San Diego, CA||2,400|
|City of San Rafael, CA||300|
|City of Santa Monica, CA Transit||350|
|City of Springfield||750|
|City of Saint George, UT||400|
|City of St. Louis, MO (4-year client)||2,200|
|City of Sunny Isles Beach, FL||160|
|City of Tallahassee||1,600|
|City of Tallahassee Transit||78|
|City of Tempe, AZ||1,200|
|City of Topeka||840|
|City of Tucson, AZ (3 projects)||3,200|
|City of Washington, DC||3,500|
|City of Westminster||480|
|City of West Valley, UT||450|
|City of Yakima||390|
|Collier County Sheriff’s Dept||200|
|Colorado State Trans Services||400|
|Dallas County, TX||760|
|Denver Water Board (3-year client)||800|
|East Bay Municipal Water District Oakland, CA||1,200|
|El Paso County, CO (3 projects)||800|
|Fresno County, CA||900|
|Grand Prairie, TX (2 projects)||450|
|Irving Oil of Canada (2 projects)||1,800|
|Josephine County, OR||500|
|Larimer County, CO (FCS staff service client) (2 projects)||800|
|Las Vegas Valley Water District||950|
|Lee County Sheriff’s Dept.||200|
|Maritime Tire, Canadian (contract maintenance firm)||2,000|
|Ohio State University||1,000|
|Pima County, Tucson, AZ||1,500|
|Pinellas County, FL||1,250|
|Public Service Co. of New Mexico (2 projects)||1,500|
|Salt Lake City, UT||2,400|
|Salt Lake County, UT||2,500|
|Salt River/Maricopa Pima Indian Community, AZ||300|
|San Antonio City Public Service||3,000|
|San Antonio Water Systems||1,856|
|San Bernardino County||5,000|
|San Diego County||3,800|
|Sky Harbor Airport, Phoenix, AZ||300|
|State of Colorado, Motor Pool||5,000|
|State of Nevada, Motor Pool||1,600|
|State of Wyoming||3,000|
|Summit County, CO||300|
|Sumner County, KS||100|
|Texas A & M||1,000|
|Town of Vail, CO||400|
|University of California at Davis Fleet Services||350|
|University of Colorado at Boulder||350|
|University of Nevada at Reno||350|
|University of Washington Motor Pool||400|
|Washoe County Schools, Reno, NV||400|
|Washoe County, Reno, NV (6 year client)||1,000|
|Archuleta County Fleet||350|
|Arlington County Equipment Bureau||1,125|
|California Department of Transportation||14,000|
|City & County of Broomfield||365|
|City of Anaheim||800|
|City of Atlanta Motor Transport Services||3,600|
|City of Aurora||2,000|
|City of Philadelphia||6,000|
|City of Roseville||750|
|City of San Bernardino||900|
|City of Richmond||600|
|City of San Jose||2,400|
|Culver City Transportation Department||427|
|Denver Fire Department||75|
|Denver Public Works||499|
|Department of General Services, SD||3,800|
|District of Columbia||3,500|
|Nevada Department of Transportation||1,420|
|New Jersey Gas Company||434|
|San Bernardino Fire Department||75|
|West Valley City||430|
|United States Antarctic Program (Raytheon Corp.)||250|
|City of Des Moines||900|
|Village of Palatine, Ill.||300|
|City of Rochester, NY||1,200|
|City of Corona, CA.||500|
|City of Charlotte, NC||4,200|
|NISH (5 year contract for Federal employment assistance JWOD)||Open|
|Great Lakes Naval Base (Goodwill - nonprofit)||10|
|City of Milwaukee, WI||2,900|
|City of Chesapeake||2,200|
|Seattle City light||1,000|
|Town of Buckeye, AZ||250|
|NW Natural, OR||1200|