NCJ Number
190829
Journal
Law and Order Volume: 49 Issue: 7 Dated: July 2001 Pages: 34-36
Date Published
July 2001
Length
3 pages
Annotation
This article reviews the process of hiring and training the right person to manage a police department's fleet.
Abstract
Whereas 10 years ago only 30 percent of all police fleet managers were civilians, today 70 percent are civilians and 30 percent are sworn officers. This has occurred because the fleet management job is usually a transitional assignment for the officer moving from patrol to administrative duty. The officer who performs the job well is frequently promoted out of it. Also, an officer may get tired of the red tape, hassles, and headaches and transfer to another position. The main difference between a sworn individual and a civilian fleet manager is the police officer joined the force to be a police officer; all other positions are secondary to that goal. Police departments have begun to take more seriously the job of fleet management, and the fleet manager has become a vital resource. The article suggests that, to ensure success, the fleet manager should: (1) become a member of the National Association of Fleet Administrators; (2) along with key staff members, attend the Michigan State Police and the Los Angeles County Sheriff's annual vehicle testing programs; and (3) seek out local vehicle-related conferences and exhibits.