HomeMy WebLinkAbout1999-05-10 99-184 ORDEROam NO 99-186
Date: 5-10.99
Item/Sultlat: ORDER, Adopting City of Bangor Fleet Acyuisidon and Replacement Policy
Responsible Department: Administrative Services
For some time, there has been growing recognitinn of the need to undertake a mmprehensive evaluation
of the CiNs fleet acquisition and replacement process. For the past several months, City staff has
worked on developing a discussion paper oudining all relevant issues and providing general background
Information. Additionally, a financing plan, which would provide for the systematic scheduling of fleet
acquisition and replacement was proposed.
The Fnance Committee was presented with the Disolc4on Paper at its meeting of May V and endorsed
the concept of the financing plan for fleet replacement. Staff was directed to prepare a policy
incorporating the components of the DI9Cus51on Paper and financing plan for City Council coosideratun.
The attached Order would formally adopt the Fled Acquisition and Replacement Policy providing guidance
and direction to City Staff regarding future fleet acquisitions and establishes the necessary funding
mechanism.
W',w 4
Department Head
Manager's CommMtd:
Zr` ti4a1H& tl�
Z1e4�L.5,1`�WJPK
City Manager
Associated Information:
Order, Policy, Discusslon Paper
Budget Approval: ..
France Director
Legal Approval:
Ci olki or
Passage
_ Fine! Reeding Page _ of
Referral
99-184
Anquedw Ca®cUm B]nvcaette My 10, 1999
CITY OF BANGOR
(TITLE.) Order,
By the pry Ca lofNe dryWeanvor.
ORDEREDr
MAT, the Bangor Qty Council hereby adopts Me Fleet Acquisition and
Replacement Policy, which pioNdes for the systematic scheduling of vehicles and equipment within
certain General fund Departments and establishes a financing plan; and
BE IT FURTHER ORDERED, THAT implementation of this policy shall become effective
with the CINs Jury 1, 1999 M June 30, 2000 fiscal year budget.
IF CIn COUNCIL
may 10, 1999
Notion for Passage Made sod
Seconded
99-180
O EDEM
title. Mooring City of Bangor Fleet
A quicition and geplaceuvt Policy
99-184
City of Bangor
Fleet Acquisition and Replacement Policy
1.0 Purpose
The purpose of this Policy is to establish guidelines for the systematic
scheduling of Fleet acquisition and replacement for the City of Bangor.
2.0 Policy Statement
2.1 The City of Bangor recognizes that scheduling fleet acquisition and
replacement at reasonable intervals and funding fleet replacement at
sufficient levels are both necessary components of fleet operation
and ownership.
2.2 This Policy is intended to apply to equipment and vehicles owned by
the City's Motor Pool Division, primarily involving all General Fund
Departments with the exception of the Fine Department and The
Bus, both of which have established separate reserve accounts.
3.0 Intent of Systematic Replacement Scheduling for the CM Ree[
It is recognized that the systematic scheduling of fleet acquisition and
replacement has the fallowing benefits:
1. Reducing downtime for customer departments and divisions, thus
creating the ability to provide higher levels of service to the public.
2. Reducing the need to retain extra equipment for backup capacity to
maintain productive work schedules.
3. Eliminating the high expense associated with repairing, maintaining
and owning old equipment and vehicles.
4. Enhancing the trade-in or sale value of the City's fleet through
regular disposal of equipment and vehicles that have reasonable
remaining value to other interested parties.
4.0 Funding Strategy for Fleet Acquisition and Replacement
4.1 Subject to the annual availability of funds as determined by the
Bangor City Council, this Policy establishes an annual financing
(borrowing) schedule beginning in 1999 at a level of $550,000 and
increasing each year thereafter at a rate of 2.5 %. This schedule
has been developed based upon the idertifted need to replace the
Qty's fleet on a twelveyear cycle. The final amount to be financed
and the equipment/vehides to be replaced in any given year will be
determined through the City's annual budget development and
approval process.
4.2 The Pooled Equipment Reserve account will be utilized as the
account to which funds will be appropriated and from which funds
will be expended.
4.2.1 Sources of revenue for this account may Include but are not
limited to the following:
1. Annual Motor Pool Capital Outlay appropriations which
shall begin In the FY00 budget at approximately
$200,000 and which may increase annually thereafter
at a rate necessary to fund the continuation of the
replacement schedule on a twelve year cycle, taking
Into amount such other revenue and cost factors as
may be appropriate.
2. Any Interest earnings which the Reserve Amount may
generate and accrue.
3. Any annual excess of Motor Pool expenditures under
budget or revenues above budget.
4. Any proceeds from the sale of Equipment/Vehicles
owned by the Motor Pool Division.
S. Any savings achieved through the reduction of
personnel or savings from the reduction In the Motor
Pool parts budget due tc the lower number of older
vehicles/ equipment being maintained.
4.2.2 Expenditures from the Reserve Account are anticipated to
include:
1. Costs associated with debt service for equipment
acquisition and replacement.
2. Emergency or unanticipated purchases of equipment as
may be approved by the France Committee and City
Council from time to time.
4.3 The Fleet Acquisition and Replacement Discussion Paper dated
March 1999 Is to be considered the baseline reference document for
this Policy.
5.0 Responsible City Officials
Those City officials responsible for the oversight and implementation of this
policy include: Assistant City Manager (Administrative Services Director),
Finance Director and Feet Maintenance Supervisor.
6.0 Effective Date
The Fleet Acquisition and Replacement Policy shall become effective with
the July 1, 1999 to June 30, 2000 budget year for the City of Bangor.
March, 1999
City of Bangor
Fleet Acquisition and Replacement
Discussion Paper
introduction
99-1"
For same time, there has been growing recognition of the need to undertake a
cumprehenswe evaluation of the manner In which the Crays Motor Pool Division
(Fleet Maintenance) acquires and replaces vehicles and equipment Of particular
concern to City staff has been the lack of systematic scheduling for the
replacement of an aging City Beet, primarily due to the significant cost involved
with acquiring vehicles and equipment.
With the recent hiring of a new Fleet Maintenance Manager, Improved capability
to track and identify the costs associated with operating older equipment, and a
recognized need to address this Issue in a timely fashion, staff from the City
Managers Office, Finance Department, Motor Pool and Public Works have
prepared the following discussion paper. This document is intended to provide
general background information pertaining to the City's Beet and can serve as a
starting point for the City Council as it considers this important topic.
II General Bk tl andRelated Information
The City of Bangor Fleet Maintenance Division, located at 481 Maine Avenue,
provides a wide variety of services to Gty Departments and Divisions. In total,
the Motor Pool owns some 138 vehicles and 54 pieces of equipment. The Motor
Pool also maintains vehicles and equipment owned by other Departments,
including the transit buses. Excluded from this list are certain vehicles and
equipment, which are owned and/or maintained by their respective Departments.
For example, the Fire Department (fire trucks, ambulances, and rescue vehicles),
Police Department (certain undercover vehicles and specialty vehicles), Bangor
International Airport, and the Wastewater Treatment Plant own all or some of
their fleet. In total, vehicles and equipment owned by the Motor Pool travel some
1,500,000 miles per year.
While the vast majonty of vehicles/equipment in the General Fund Departments
and Divisions belongs to the Motor Pool, the practice regarding vehicle/equipment
ownership in Enterprise Rinds is different. Where financially feasible, Enterprise
Funds generally purchase and own their Beet. In certain cases, Enterprise Fund
Departments have maintenance capabilities which may be supplemented by the
Motor Pool, as needed. This appmach has proven both satisfactory and
successful for those particular Departments involved and thus this discussion will
not focus upon equipment and vehicle acquisition in those areas.
Major program areas within the Fleet Maintenance Division are: preventative
maintenance, non -preventative maintenance repairs, vehicle reconditioning, parts
Inventory, fluid disbursement and vehicle/equipment acquisition, the topic of this
paper. The total Fleet Maintenance budget has historically ranged from $1.3
million to $1.5 million over the past ten years. This amount includes funding for
capital outlay acquisition of vehicles and equipment.
The Division budget is funded through established charges to the various
customer divisions and departments. The total charges equal the total
e q)endbure budget, thus netting to zero. This allows for full costs, including
vehicle/equipment costs, to be accounted for in each deparrmental operating
budget.
In addition to the annual Motor Pool Operating Budget, there is an established
reserve fund, known as the Pooled Equipment Reserve Fund. This fund serves
two primary purposes:
1. To provide a source of funding sufficient to replace vehicles damaged
through accidents or other causes. As the City Is self-insured for collision
purposes on most of its equipment, a reserve fund is necessary to cover
the unanticipated loss of equipment. For example, money from this
account was used several years ago to replace a street sweeper that was
destroyed by fire.
2. To provide a potential source of funding to supplement the Motor Pool's
annual capital outlay account for the acquisition of vehicles and
equipment. The availability of funding from this account for this purpose is
highly dependent upon the available balance at any given time.
As a general rule, the City has attempted to maintain a minimum balance of
$300,000 to $350,000 in this reserve. Our preferred level of funds in the reserve
account Is $400,000 to $450,000 which provides sufficient capital to replace one
or more vehicles should an emergency or catastrophic situation arise. (Last year,
the ice buster was purchased from this account). The current balance in the
Reserve Fund Is $520,268.
There have been rw direct City appropriations to this account for a number of
years. Funds flow into this account from several sources, however. First, any
remaining balance in the Motor Pool Operating Budget (expenditures below
budget and/or revenues above projections) at fiscal year end is credited to this
account. Second, the proceeds from the sale of any surplus equipment or
vehicles, owned by the Motor Pool, are placed in this account. The City genemily
pamcipates in a large equipment auction each spring and nets between $10,000
and $25,000 from the sale of equipment/vehicles no longer needed. Equipment
taken to the auction has virtually no remaining value due to Its use, age and
condition. Finally, any interest earned on the fund balance remains within the
account.
III Current Acouisition and Replacement Efforts
As noted previously, the total Fleet Maintenance budget has approximated $1.3 to
1.5 million dollars In recent years. Of this amount, $194,000 on average has
been appropriated for equipment and vehicle acquistion. Expressed as a
percentage of the total Motor Pool appropriation, the City has been spending
between 13% and 17% for capital equipment creeds. Expressed as a percentage
of the value of the entire Fleet, however, the City has been only spending 2.9%
annually for acquisition. With this rate of spending, it would take 34 years to
replace the entire Fleet once, not factoring in any inflation increases. Table 1
presents a summary of recent Capital Outlay expenditures from the Motor Pool
Operating Budget.
Table 1
Motor Pool Equipment/Vehide Capital Outlay
Budget Year Expenditure Amount
99-00
$213,014*
98-99
178,033**
97-98
236,746
96-97
214,974
95-96
195,171
94-95
257,434
93-94
156,690
92-93
102.882
Average $194,368
*Proposed; **Budgeted
Although Mese appropriations are signiflcant, the level of funding has been
insufficient to keep pace with generally accepted vehicle and equipment
replacement schedules. Again, this is more dramatically Indicated by the fad that
R would take 34 years to replace the fleet with the current average level of
funding.
Our best estimate of the amount needed to replace the Fleet ranges from
$6,000,000 to $7,000,000. Using a target of $6,600,000 and a more realistic
replacement cycle/depredation schedule of 12 years requires annual expenditures
of $550,000. Given our current spending average of $194,000 annually, there
has been an ongoing shortfall of approximately $356,000.
The result of not fully funding and replacing equipment on a more realistic
timetable has lead to an aging municipal fleet Table 2 highlights certain
examples of older vehicles/pieces of equipment still in use by the City.
Table 2
Uniting of Selected Equipment
Id. No. Morel Yr. Type A ual Age UseNl Nge Variance
Beyond Useful
AV
267 1966 3.0eem Tractor 33 years 12-15 yrs. 15-18 yrs.
274 1974 Motor Grader 25years 15-18 yrs. 15-18 ym.
432 1974 Sweeper 25yeam 15 yrs. 10 M.
299 1975 Forklift 20yeers 24yrs. 4M.
323 1978 Snowbbwer 21 years 15-18 M. 3-6 M.
430 1977 4x 4 Mmwuck 22years 6-8 ym. 14-16 yrs.
174 1982 Mckup truck 17 years 6-8 yrs. 9-11 yrs.
195 1984 pickup truck 15 years 6.8 yrs. 7-9 M.
223 19R Tractor 27 years 15-18 M. 9-12 yrs.
185 1974 Mahan truck 25 years 10-12 M. 13-15 yrs.
250 19P Cube van R"am 641 yrs. 14-16 yrs.
52 1984 2 yd, dump trek 15 Mrs 3-5 yrs. 10-12 yrs.
51 1984 2 yd. dump buds 15 yeas 3-5 M. 10-12 yrs.
249 1984 2 yd. dump buck 15 years 3-5 yrs. 10-12 yrs.
202 19" Salt truck 22years 12-15 M. 7-10 yrs.
203 On Saittm9. 22yeam 12-15 M. 7-10 yrs.
230 1985 8 yd. dump/Mow cru& 14 years 8-10 yrs. "yrs.
231 1985 8 yd. dump/Mon truck 14 years 8 -lo yrs. 4f yrs.
This listing is illustrative of the impact of not being able to replace vehicles/
equipment as they reach or exceed their useful age ranges. Of equal concern are
the numerous vehicles and pieces of equipment that are presently at or very near
their useful life noting. Feet replacement funding at current levels will cause
equipment in this age bracket to significantly exceed useful life ratings as well.
Perhaps the area of highest cencem are the medium size dump trucks. These 8 -
yard trucks constitute the bulk of the CWs dump truck fleet and forth the
backbone of our winter snow plowing efforts. The normal useful life of these
vehicles is approximately 8-10 years. Of the 14 vehicles in this class, the actual
age ranges from 8 to 14 years as the following table illustrates.
Table 3
Age of Medium Size Dump Trucks
m,x N. r coos Yw mo� uxhn ou xfiw nx at 9.pammmr
Y.
236
1 1991-a0.
DUM
9%92
&10 YM.
dYRs.
2001
Rt,
19509
.Wm
105662
&10 YR5.
9YRs.
2000
225
19900
.Dum
111950
&10 YR5.
9YR9.
2000
228
I990a
.Dum
9]SR
8-105-0.5.
9YR.
2000
205
IV
.Dum
1129198
8-10 Ym.
lO YRS.
1999
209
1989-8
.Dum
W162
8.10 Ym.
10 YRS.
1999
235
19 -8 W.
DumD
127173
&105-0.5.
11 Ym.
1996
240
19874 0.Dum
92113
8-10 Y9s.
12 YR5. 1
1
199]
241
LPo]d
.Dum
93560
--910 —Ym
12 YR5.
1997
232
15&-9 W.Dum
98592
8.10 Ym.
13YR5.
111m
233
l9%B
.Dum
135613
8-10 YR5.132.
1996
337
1988.8
.Dum
9%92
8.10 YR5.
1370.5.
1996
230
1985-8 W.Dum
130631
8.10 YR5.
145-0.5.
1995
231
19959
.Dump
106589
840 Ym..
14 YP5. 1
1995
In a normal replacement cycle, the older vehicles in this dans would have already
begun to be replaced. Given the Citys current funding efforts, however, and the
pressing need to replace much older equipment, the older dump trucks in this
class realistically will not be considered for replacement for many more years.
Appendix 1, labeled Vehicle Replacement Cycle, provides greater detail of all
classes of vehides and equipment Including age, mileage, useful life estimate,
optimal replacement year and estimated replacement cost. Appendix 2 rank
orders all equipment by the extent to which each has passed Its useful age.
rVInnwct of Current F dno Approach
The current funding approach can be summarized as follows:
1. The annual capital outlay appropriation Included in the Motor Pool
operating budget, which has averaged under $200,000 for the past
eight years;
2. Occasional use of the Pooled Equipment Reserve Fund as balances
pent or as emergency needs are Identified;
3. Funding through City bond issues. The last bond issue for fleet
replacement purposes was In 1993 and totaled $461,250.
In broader terms, this approach of funding equipment replacement has
contributed, over time, to the aging of the City's fleet Table 4 provides a
summary analysis of the equipment age.
99-186
Table 4
Average Age of City Fleet
Year
Average Age of Equipment
1994
11.6 years
1998
13.4 years
2002
15.2 years*
*projected increase age assuming current funding level of ±$200,000/year.
The following discussion identifies a number of detrimental impacts associated
with retaining equipment well beyond Its useful and/or productive life cycle.
Downtime for Customer Departments and Divisions
Much of the work performed by municipal departments and divisions
necessarily Involves the use of vehicles and equipment This is
particularly true In Public Works, Police and Parks and Recreation. It
becomes more difficult and time consuming for Motor Pool to service,
maintain, and more importantly, to repair this equipment as it becomes
older. There Is a direct correlation between the age of the equipment
and the amount of time It spends at the Motor Pool in a non-productive
status. This downtime costs the departments in an indirect manner as
worts schedules must be rearranged, workers reassigned to other
projects and related job materials/supplies held, redelivered or
otherwise rescheduled. Service to the public is certainly impaired as a
result of these delays.
Need to Retain More Old Equipment as Back-up
Because of the overall age of the fleet and in particularly critical areas,
there has been a need to build in back-up capacity to counterbalance
the downtime problems discussed above. With some limited success, the
City has attempted to hire or contract for this assistance when needed,
but generally those who have the equipment need it themselves at the
same time we do. Accordingly, in many instances, the City has retained
older equipment that otherwise should have been disposed, in order to
maintain work and productivity schedules. Obviously, keeping older
equipment is costly and these Ponds could be put to better use by
acquiring newer equipment.
99-186
Expense of Operating/Maintaining Older Equipment
There have been numerous public and private sector fleet maintenance
industry studies that have concluded that maintaining older equipment
is more expensive than maintaining new equipment. This expense is
caused by two Factors, labor costs (mechanic time) and parts cost.
Given the age of some City equipment, we have found it very difficult M
order parts, requiring the City to ether special order the part or have it
manufactured at a premium cost. Additionally, as equipment ages, it
becomes less fuel efficient, particularly with recent improvements and
advancements in engine/transmission technology.
Reduced Resale Value
Over aged equipment and vehicles obviously do mit command the type
of sale price or trade-in value that normally aged equipment would.
Virtually all of the equipment that the City sells at auction or trades has
very low residual value. The City essentially keeps vehicles and
equipment In operation until the underlying framework breaks or rusts
through. The penalty we pay is that there is little value left when it
comes time to dispose of equipment Mus reducing a potential income
source.
The net result of analyzing the current funding approach becomes dear: Mere is
an Identified need to develop alternative funding options and strategies for
consideration.
V. Eauioment and Vehicle Replacement 5tratmias
Based upon the preceeding Information and analysis, staff has prepared a series
of approaches for consideration. The various approaches have a wide range of
financial Implications and each approach is discussed In detail below.
Option 1. Continue the Current Funding/Replacement Approach.
Under this approach, the City would continue its current practice of
appropriating approximately $200,000 per year In Motor Pool Capital
Outlay Account. From time to time, funds would be allocated from
the Pooled Equipment Reserve Fund as balances allowed. Bonding
for equipment would occur ether in times of dire need or when the
City's other outstanding debt and/or debt service costs are low. The
implications of this approach and the assodated costs are being
99-184
experienced presently and the long -Cann effect of this strategy has
been previously discussed.
Option 2. Increase Annual funding in the Motor Pool Capital Outlay Budge[.
Under this approach, the Capital Outlay portion of the Motor Pool
operating budget would be increased from the current average of
$200,000 per year to $550,000 per year, an increase In spending of
$350,000. (This amount would need to be induced annually to
account for inflation costs of equipment/vehides). The practical
problem with this approach Is that it becomes Increasingly difficult
to fund this commitment in addition to other budget needs;
municipal spending pressures and resulting tax rare implications.
The budget impact of this approach for the first year would be
sizeable, as this would be an immediate $350,000 increase to
municipal spending.
A phased in approach to reach a $350,000 Increase could mitigate
the "sticker shock", but each year that this amount Is reduced or
delayed only serves to further increase the age of equipment.
Option 3.
Under this option, the Motor Pool's vehicles would be completely
replaced on a 12 year cycle. Funding would come from a
combination of bond proceeds and Council appropriations, in the
following manner, developed under the Indicated assumptions.
Each year, approximately one twelfth of the fleet will be identified
for replacement, based on a decision model Incorporating age, cost
of repair and cost of replacement. Purchase costs would be funded
by annual bond issues, the size of which will need to Increase over
time in step with inflation. At the same time, annual appropriations
will be made as in the past. However, under this model, the annual
appropriation would be split Into two portions: one to service
outstanding motor pool indebtedness; the balance to be
appropriated to the motor pool reserve. Further, the annual
appropriation will need to increase by 10% annually.
As on be seen in Appendix 3, by 2007 the reserve is built up to a
high point of Just over $1.4 million, and then begins M decline as
funding tapers off from the annual appropriation, interest earnings
begin to decline and, most Importantly, debt service is funded to an
increasing extent from the reserve. At this point, annual
appropriations will have Increased from $200,000 to $389,743.
Over the sixteen -year time horizon shown In the spreadsheet, the
following changes occur in each of the model's principal
components (in thousands of dollars):
Annual
FY2000
FY2015
Dollar Ch
%Chang
Appropriation
$200.0
$835.5
$635.5
10.0%
Debt service
13.8
941.8
928.1
32.5
Amount financed
550.0
796.6
246.6
2.5
Reserve balance
537.0
433.1
(103.9)
NM
Assumptions:
➢ The current gross cost of replacing the motor pool's fleet of
vehicles approximates $6.6 million, in current dollars.
➢ On a twelve year replacement cycle, this annualizes to
approximately $550 thousand in current dollars.
➢ Inflation is assumed at 2.5% annually, the Investment rate on
the motor pool reserve is assumed to be 6%, and annual
appropriations to the motor pool are assumed to Increase at
varying rates and amounts, as Indicated on the bottom lines of
Appendix 3.
Additionally, we have run some projections that take into account a number of
cost saving measures, Inducing gradual staff reductions through attrition, lower
expenses for purely repair parts and the defraying of acquisition costs through
the sale, as salvage, of used equipment. Our additional assumptions in this
regard, and as shown in Appendix 4, are as follows:
The net cost of replacement, after taking Into account salvage value,
approximates $5.5 million, in current dollars.
n The decreasing need to repair alder equipment will gradually lessen the
need for staff at the Motor Pool. Over the first twelve-year cycle, we
anticipate the ability to eliminate three positions through attrition. This
proposed reduction has been factored into the projection.
n Further, as the fleet is gradually replaced, annual expenditures for parts
should decrease from the current annual cost of $300,000 to $200,000
over a 10 -year period.
While this is one way of addressing the problem, It appears that there are other
solutions, as well, using a combination of bond and internal funding. We are
exploring these options and will be able to give you further Information shortly.
VI Conclusions and Recommendadorls
This study has reached a fairy obvious conclusion — the current method of
funding vehicle and equipment arquisdion and replacement is inadequate.
Further, it has and will continue to lead to an increasingly older and burdensome
municipal Fleet. This older Fleet will not be able to operate efficiently or
effectively, causing unsatisfactory levels of service to City Departments and
Divisions, and more Importantly to the general public.
Scheduling Fleet acquisition and replacement at reasonable intervals and funding
Beet replacement at sufficient levels are both necessary components of Fleet
operation and ownership. The City is presently at a point whereby It must begin
to seek, identify and implement a proactive strategy W the continuing problem of
an aging municipal Beet. Unfortunately, there are no viable short-term answers
or inexpensive solutions. Over the years, the City has kept older equipment
beyond its useful life because that was less expensive, in theory, than funding the
purchase of crew equipment on a regular basis. Although perhaps less expensive
in the short run, one could argue that this approach will be more costly in the
long con, if the current practice Is continued. We have now reached a critical
decision point, a point at which the City must decide whether to contmre the past
approach or to move forward with a more realistic, albeit more expensive,
replacement and acquisition st ategy.
Fortunately, we have Identified this problem in time to develop and Implement a
workable solution for the future. Several potential options have been outlined in
this document, and there may be variations thereof which may deserve discussion
as well. Moreover, the Motor Pool has an excellent record of maintaining and
repairing equipment which should assist the City in bridging the gap during the
transkion period over Me next several years.
Staff Involved with the preparation of this document would like to further discuss
our thoughts with you and the City Council at your convenience. We look forward
to reaching consensus on an overall strategy and plan that prepares the City for
its equipment and vehicle breeds as we move into the 21" century.
10
99-184 n
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1985
BMDmap
130.631
&IOyn.
14yn
1995
]].IW
30'J3500
231
1985
8id. map
106,554
&IOn,
Myn.
1995
))IN
303tPW
SMWIDw
]A2
1996
2ydOwry
11,400
15yn.
Syn
201
49.00
10,M0
1996
27, up
20.574
S M.
3M
Woo
49,000
IQ000
24
1995
p,,TR
1I 417
350
It,,.
2000
47,530
5,000
258
1991
3ydDwnp
Mnt
15yn.
Bin.
1996
43,120
2,500
25)
1990
2yW=p
IM,637
3,5M
Syn.
1995
43.120
2,500
256
1989
2ydDmnp
IINW
357,¢
IOyn.
19%
40,180
2,500
287
1989
2ydDmap
61,530
15yn,
Ions.
1900
40.10
2,500
M)
1986
2yd.Gwp
M42
150
13 its.
1991
35.110
2,500
N9
1984
4d.O p
167,B®
"ns.
15 yn.
1989
33,830
2,50
51
MU
Zyd➢u¢p
135
350
15 n,.
1989
32}30
1,000
53
19843yd,Dum
Min
35
22
1982
34,100
I'm
BaeNyT
k
251
19934
x41 ,6
3,003
Syn.
1yr..
203
nm
20,00
6)
1993
& t
39,007
150
6m
2008
I40.M3
40.00
216
1987
Vw91
41,910
M15yn,
12m
3999
150.003
M,M
449
198)
Vm
]5}15
Mnln
12M
1995
"M
70
83
1986
Vm
113,143
6-8m
68m
1994
MM
750
238
1985
BaMx
68,417
ISM
15m
2M0
Am
3.500
227
1984
Bluff
]5,58)
ISM
15 in
1999
40AM
$ISM
No
198E
Ph RIMA
125,581
15yn.
171n.
199)
45,003
2,M)
212
190
WMIrt
34MII
I0I2yn
nm
1991
3,500
250
19))
WEe Vm
n7A52
"its.
nM
1985
28{00
;SW
185
1974
PIWbm
67546
10-121m.
25on.
I916
25.000
I,SW
M3
1972
TauW
I4]¢i0
I5-18im.
27
190
3%W0
4,5W
PkkUpin
k
170
1995
6aYm PN
36.614
1100
400
30W
2].600
Iolm
1]1
1995
Fx4�PN
4QIn
]-IO7,n.
41
2005
1],600
10.003
IR
1995
Etl mPN
3959]
]-IOm
dm
2Wf
E7.600
IO,MO
1]3
1995
ESPN
48486
]-toys.
4m
200
27,00
10.003
99-L%
APPS l
MULOBPOOL
VEHICLE AM CALM MEM BEPL4CEMEM CYCLE
By Ty of VehiM SO E9uipmml
ve"'S
Cumm
Pehmv46BepuCl:
ap
Ve6eB8
Moh1Ym
8 sS
Mi
VOLA"AenelA
a
Cotl
voce
1
1-' yn.
m
2005'
27,
54
1994
60,fi70
64 yn.
Syn
2002
25,440
11,000
193
1991
110,315
69 yn.
9M
1999
15,LC0
1,500
TI
1990
"
92,385
68 yn.
9m
1998
.0.280
Aw
125
1989
N
94413
6d yn.
IOm
1992
16m
I'm
176
1989
N
51,136
68 mn
IOm
1991
ISM
1100
111
1989
N
116576
68 mn
IOM
1997
1680
I.WO
118
1989
74O�P�
PN
88,022
6A yn.
IOM
1992
16,"
IWo
191
1988
PN
III,40
68 M.
Ilm
1996
15,520
1,000
451
1%e
PN
63,530
68 yn.
Ilm
1996
15,520
I'm
255
1988
PN
64,355
68 mn
llm
1996
15,520
LWO
181
1987
PN
142,401
6 -Sm.
12m
1995
ISMO
1.000
50
1986
EN
1@,695
"m,
13M
1994
14,50
M-1000
184
1986
m
R,M
"m.
13M
1994
14,50
5011000
192
1986
PN
115,646
68yn.
13M
PAN
1450
mim
1%
1986
INPN
10.03
68 yn.
13m
1994
LINO
S 100
195
1984
In=PN
94,432
"m.
Ilm
1992
13,E
m-im
53
1983
InSm PN
N,688
68 m.
16M
1991
13,1"
5O No
174
1982
InmPN
83,011
68 yn.
17m
1990
1260
NO 1000
430
1911
414
88.541
68
UM
1985
ILW
%O:oW
"Hen
20
1997
4MUTA
0
611m.
2m
20M
MW
m
19%
Rn'Tl
0
68m
3m
20M
AWO
m
im
H Tn
0
68m
3m
2ON
AM
222
1981
Lw Ped
0
ID12m
12m.
190
MOO
2%
IN7
9WRTA,
0
MOM
12m,
Im
3,50
oipmm I
254
101
lna
630
IOM
2m.
:01
81,M
40,03
YB
OM1
WNer
IY
IOM
2m,
201
155.000
35,M
NO
1991
Idler
IM6
10yn
2yn,
2C0]
114,00
35.03
322
1591
3mMoenr
215
15-18m
2m
2015
103.00
WAN
260
1996
Skid w
00
1000
3m.
HOE
m'm
10.03
261
19%
M-TTun
724
105'0.
3m.
NO
ZVXO
45.03
311
105
Air Camp
me
105=
dM.
205
15.00
130
312
1995
AvCmmp
392
IOM
4M,
205
MIKE,
130
308
1995
U vw
IA75
ul8m.
4m.
NO
50.00
51030
763
Im
M -TRO
L621
IOM
500.
1.004
WON
15,00
2N
Im
SO True
Ij14
IOM
Sm.
20N
At"
8.00
219
OM3
an"a,
4jW
IOM.
6m.
203
85,00
1%000
no
1993
Beakhoe
AM
lays.
6m.
203
85.00
10,000
293
INS
Id5P1
un
IOM
600.
203
10,00
35.000
350
Im
IM
6451
IOm,
7yn.
102
low
36.000
259
1991
M -Tran
]846
Ia5=
8m.
201
Mow
AND
277
1991
Oroier
4jU
15-18Yn
LYS.
203
10.00
now
286
1%9
EVWm
8.471
15-18yOf
]INS
301
203,00
A0O
222
1988
Sxeepr
5.775
IOm
Ilm
1938
125,00
10,00
273
1988
S'Smim
2$0
IOm
IIM
IWB
125.00
10,0W
275
1988
RAW
I'm
1P12yn
Ilm
200
35,00
15,00
282
1987
B"
9.10
IOM
1200.
1991
85,00
1,50
391
MY
Iro
13.004
103'6
12Yn
W
125,000
NPO
218
IN7
Pem
1.943
ILISM,
12M
202
50,00
219
1987
Cmb WA
a
Ml5m.
12m
NOU
CO,
1986
TrWm
09
IYISm
I3M
=1
25.00
4,500
323
1918
S blowr
1.834
15 -IBM
21 yn
1993
75.00
151Po0
310
1976
TmeSpM
0
1}IBm,
23m.
I9M
APP ml
MO ORMOL
VE (=ANOEQBIIPM MPLACCMENTCPCLE
BY rycearvao-le.m Tqulp.ul
Vane¢m
1
im Repie
eflt
S~tl
vaill
M dy,,,
Bows
Mnn
UmIdAy
A IA
Vu,
COL
Vaiee
Y.
Y...
1995
15,UUU
low
302
1975
6maa
159
15-Itym
24y
1995
;SW
Ail
19]4
Sw
0
Ism
25M
1989
13,400
14W
294
1924
3wa
13,154
15-19Y
25M
1992
18.5,000
3303
267
19%
rl[
J,YA
ILIS yn
33Y
1981
15,000
ljw
in
1W
A'L p
1
20
39 n
1980
15000
1}W
Paa
TL9
F
23,40
8-sy'.
Syrs.
2m
26,30
24033
IW]
im
C v
M1I55
5yn.
230.
2L02
25,30
1403
m
]OS
C vm
30349
SYn.
2Yn.
2)2
23,3)
7)
IM
CTTw Vic
ft
12.149
5yn.
2Y .
202
23,])
MW
741
im
1%2
Tmm
5yn.
249.
2Itl3
,21,00
94M
9j)
242
1912
Tamm
MAN
27,686
5yn.
2yn.
2)2
21,00
930
243
193Y
Tao
22,913
5yn.
2Yn.
2)2
21,00
930
]0
1936
Cepd=
02,625m.
201
23,00
W
7)
1996
COpn= ca
0,272
5m.Syn.
2)1
23,00
S,5A)3
70
1949
Capnm
10,530
51,,.Syn.
2)1
23,O0
5.03
712
1936
Ca
2,321
SM.
Syn.
2491
23,OM
5.0'0
]20
IAM
Capn
105.782
5m.Syn.
23,)0
5.00
T21
19)
CapeW
111,2705r,
Syn.
MI
2)1
23,M0
5,000
R4
1TM
C,wiw
106,31
549.
3yn.
2491
23,00
5,000
19%
20,494
Sym
2)1
23.490
m
106
C Fi¢
Lamm
86,622
5m
hm.
23
UN
3.000
715
715
Im
COpn¢
IIL913
5yn
5yn
*M
IMP
1999
22y
3,300
216
190
Capnm
31
53n
5yn
1999
22,W)
2,500
226
1994
9p 4x
53,
33.0
IO34
5yn
2049
20,M3
5,00
712
1993
lap 9x9
139.356
6yn
6yn
MM
]3.M
Q3)
711
1933
C vic
118,358
3yn
6yn
1998
21$27
2,50
213
1993
Omm Vic
111,38
SYn
5yn
1998
21.493
230
232
1993
CLtlun®
249649.
5yn
2003
1.00
733
.Vx
lliw,om
Syrt
2001
AM
3,50
701
MI
1991
Grtlia
91.121
.ja
2403
AM
I'MO
1988
Vm
IOyn
LOO
11
19"
19%
I'm
7m
749
1988
OUOma
2M)n.
.1
Him;
llyn.
15J
I5,M3
I'm
YA
1988
MVJe)>
75,513
10�123n.
IOyn
19%
190
1,00
232
1983
944
10-12m,
1998
15,)3
15'm
I,"
7"
1983
1/21m, PM
IOA2Mn
1q
103
I9)
15.O0
239
1983
IZ
USb
PN
M
10-12mn
.
19%
IS.033
I'm
I,MO
)34
IM9
P'
10-1i
13Yn
15
1
1
,127
APPENDIX2
MOMR POOL
V 111 FA"EQURMEMPEPLACEMEWCYCLE
By EOti,,fAdllIA{elo Uulol ALe
Ve641ep
W&IVne
maeoge
Ue IAI,
MIUYA
UmllA
p
M153
4.0
5.50
51
19"
Bm Wmp
135,220
4.0
15
325
249
1984
SmP
162,883
4.0
IS
3]5
292
1986
BmUonlp
2211,%2
4.0
13
335
250
1922
Speeu4y Tk
232.052
2.0
n
3.14
430
19]]
PM Th
88,541
7.0
R
314
282
1989
Bmllwnp
61,530
4.0
10
2.50
256
1989
BmD
116,M8
4.0
10
2.50
262
1966
E pownl
3,300
13.5
33
294
124
1982
PN Th
83,071
2.0
17
2.43
53
1983
PN23t
98,688
2.0
16
219
185
1924
3{ac44y llk
67.596
11.0
25
212
252
1990
Bm.Uump
104,632
4.0
9
215
195
1984
PNTt
%,432
2.0
15
2.14
2$8
1991
BmDlonp
190,221
4.0
8
2.00
180
1960
yulpmnl
1,225
200
39
1.95
M
1986
pmt
102,695
2.0
13
1.86
184
1986
PN Th
69,%8
2.0
13
186
194
1986
pmT .
108,063
2.0
13
1.86
192
1986
PN23Y.
115,646
2.0
13
1.86
212
1929
8peti T2
34,868
11.0
20
182
181
1982
pmT
142,082
2.0
12
VI
449
1982
B oidgT
25,345
2.0
12
L21
432
1924
Fquµ nt
0
15.0
25
1.62
223
1922
SpetlYy lik
142,030
165
22
1.64
083
1922
H 9Th
149,442
13.5
22
163
202
IM
8m4Th
175,836
13.5
22
163
255
1988
PM Th
64,355
2.0
11
1.52
191
IWB
pmT
IIIp09
10
I1
1.52
451
1988
MN
63,530
2.0
11
152
231
1985
Med p
MG584
90
14
1d6
230
1985
MS p
130,631
90
14
1.56
224
1924
E9ui3wst
13,154
165
25
152
211
1981
UndM
125,281
110
16
145
302
1925
Pgoipmed
159
165
24
1.45
232
1986
MM.W p
9(692
90
13
1.44
233
1986
MCS.Pimp
135,613
9.0
13
1.44
232
19M
I&Ii. mp
98,692
9.0
13
1.0
128
1989
PMT&
88,022
70
10
141
19
1969
PNTR
126526
2.0
10
L43
126
1989
MT&
51,136
2.0
10
IA3
125
1989
MTk
9,473
2.0
10
1,43
310
19]6
kgoipmml
0
163
23
139
234
1901
Fi
11.0
15
136
240
1982
mm. m
92,113
90
12
1.33
241
1982
MedPwp
93,560
94
12
133
22
1950
pmT
M385
2.0
9
1.39
323
1918
Pgwpmml
1,834
165
21
1v
235
1988
M .A p
122,123
9A
11
L22
299
1925
Pgwpmwt
2,200
200
24
130
M1
1982
Pmp mt
13,084
100
12
LM
211
1993
howl Vi,
118,358
5.0
5
I'm
282
1997
Pqulpmml
9,160
100
12
120
213
1993
O Vic
IIL848
5A
6
1311
183
1991
pmT
110,315
]0
8
184
089
1982
8 Jft TM.
125,381
15.0
17
1.13
APP6NO1%2
MOTOR PO(IL
V6IOCLB Alt"IA to VANN AS,ACP.M1ViYI'CVCLE
By Batio agAtlutl Age la Uudl Age
Ve2
Mabel Yen
Bkle
T Mite a
Ue At1uYA
UrtOtlA
05
Im,161
957
208
1989
Mld. m
90 10
1.11
222
1988
Gryrymmt 5.T5
too 11
1.10
233
1988
14ipmmt AA
too 11
1.10
340
1988
Cvw
too 11
1.10
330
1988
300411sm.
10.0 11
1.10
316
Im
Ce 106951
5.0 4
LN
224
1990
AtuI, P IW.MS
9.0 9
Im
223
1984
8paisity Th. 75}63
15.0 15
IA3
83
1986
B ,Iw Th. 113.143
3A 3
I'm
N6
1995
3m.I 14 417
4.0 4
Im
228
19m
Me66mp "in
94 9
IN
225
19m
Med.Imp 111950
9.0 9
Im
275
1988
E ip,= 1.38
11.0 11
1"
315
1994
cqp 111.913
SA 4
IM
138
1985
9{aialw T& K417
15.0 15
Lm
439
1986
14311mnmt 509
135 13
O.%
339
1985
Intim PN
11.0 10
091
729
1988
Mv4PN 75.513
[to 10
091
737
1985
Rdg40
11.0 10
0.91
738
1985
V2kn PN 53.101
11.0 10
0.91
301
1991
C Iin 91.121
9.0 8
om
219
1987
14 iMMt 0
0.5 12
ON
216
1987
8{ Iw Th. 41.90
13.5 12
0.89
218
1987
Yqulpnmt 1.943
13.5 12
It"
236
1991
MN.l) ry 98.692
9.0 8
089
89
1991
11wipeml 1.816
10.0 8
0.80
302
1993
lap4n4 04.046
BO 5
0.75
20
1V6
SM.Dump 20.574
4.0 3
0.75
242
1996
BmDump 25.41M)
4.0 3
075
54
1994
PNTA. %6"
7.0 5
071
350
1992
Fquipvem SA57
10.0 3
0.70
m
Im
Pqui{¢ml 8,471
165 10
0.61
292
Im
FUipoal 8,555
100 6
0.0
R6
1996
L1pke 86,627
SO 3
0.60
38
I9%
Cepim 70,034
5.0 3
060
3N
1996
Ceprim 106,821
SO 3
0..0
331
Im
C p 211.NO
30 3
0.0
m
I996
Capke 82.663
5.0 3
Om
308
Im
OVix 09,892
SO 3
Om
m
1956
C m 102,530
5.0 3
OW
m
Im
E90 m 41785
100 6
Otto
712
IVA
Cepnm 65,324
5A 3
OW
239
1893
EVop ml 4,393
10.0 6
Om
RO
I9%
cmim 105782
5.0 3
060
732
1
C mm 2870",
10.0 5
0]0
333
Im
Ow..Vm
IOA 5
050
263
1894
Yquipvam 1,621
100 5
050
20
Im
Fquilemm 1,214
too 5
OSO
n6
I994
NIH* 53,03
100 4
om
2D
Iml
Pqul{mem 4,328
163 8
ou
in
1995
PN To, 39,397
65 4
047
170
I995
PN Th 3b634
85 4
0.47
in
1995
pll) . 48,06
83 4
Ob
171
Im
PN Th 4"m
83 4
0577
in
1995
PN3M. 28.10
65 4
OA7
APPENDM2
MarosPQOL
VEHICLE AND EQUEEL PEPLACEMENT CYCLE
Ey EMw at AM,l Ap b Uwf d Ap
VMItleY
Mwavw
C;ilaiDux
A ml
SIee0lAiD
L&Dwmp
5
215
694
4 Pimp
54,115
110
5
OA5
T06
1937
Q Vic
17,149
5.0
2
OAO
243
IM
Tmm,
29,915
5.0
2
OAO
942
IM
Tam
M,6w
50
2
0A0
0
1915
B ft T&
3,649
150
6
0.40
512
1935
EIMPMm
392
10.0
4
0.40
311
193s
NmP=0
248
10.0
4
&40
941
199!
Tame
2M"
5.0
2
040
905
1999
Cmm Vic
30,260
5.0
2
0.40
XN
I999
O Vio
44,155
so
2
0.40
MO
1996
Egwpmem
w
10.0
3
0.30
261
19M
E mmml
M
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1935
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1992
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1992
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1998
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1999
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1992
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1998
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