City of Takoma Park, Maryland
Solicitation for Municipal Fleet Lease Analysis
CMO#2026-01
ISSUANCE DATE:
Wednesday, January 7, 2026
SUBMISSION DEADLINE: Monday, February 2, 2026, 11:59 P.M. EST
PURPOSE:
INQUIRIES:
TABLE OF CONTENTS
The City of Takoma Park (“City”) invites qualified firms
(“Firms”) to submit proposals to assist the City Manager’s
Office in analyzing the financial, and operating impact of a
transition to a fleet leasing model from the existing ownership
model.
David Eubanks, Deputy City Manager
City of Takoma Park
7500 Maple Avenue
Takoma Park, Maryland 20912
301-891-7202
davide@takomaparkmd.gov
Statement of Purpose .
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Background and Context .
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Scope of Services
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Timeline .
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Submission Information and Deadline .
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Submission Requirements.
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Evaluation and Selection Process .
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General Conditions
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Exhibit A: City Form Contract .
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Exhibit B: Fleet Inventory
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Form A: Qualifications and Certifications Statement.
Form B: Non-Involvement in Nuclear Weapons
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Form C: Living Wage Requirements Certification
Form D: MWCOG Rider Clause .
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CITY OF TAKOMA PARK MARYLAND
Municipal Fleet Lease Analysis
STATEMENT OF PURPOSE
The City of Takoma Park is evaluating whether transitioning from a fleet ownership model to a
leased fleet model would improve financial, operational, climate, and service performance
outcomes.
This scope of work solicits independent consulting services to conduct an analysis, develop
recommendations, and support decision-making by City leadership and the City Council.
BACKGROUND AND CONTEXT
General Information
The City of Takoma Park is located in the southern part of Montgomery County, Maryland, and
borders Washington, D.C. The City, which is about 2.4 square miles in size, is primarily
residential in character, and has a population of 17,672. The City’s population is diverse with a
majority of residents being people of color: 32.95% Black or African American, 11.61%
Hispanic or Latinx, 5.29% Asian, 46.33% white, and 3.82% other.
Since 1989, the City has operated under a Council-Manager form of government. The FY24 City
Council Priorities are:
1. Advancing a Community of Belonging
2. Fiscally Sustainable Government;
3. Environmentally Sustainable Community;
4. Engaged, Responsive, Service-Oriented Government;
5. Community Development for an Improved & Equitable Quality of Life.
The City Manager is appointed by and reports to the City Council, and runs the day-to-day
operations of the City. Under the current governance structure, the City Manager appoints and
supervises the City’s department heads.
The City of Takoma Park has a total budget of about $42M and offers a full range of municipal
services. These services are carried out by our approximately 220 full-time, part-time, and
seasonal staff. City departments include: City Manager’s Office, Finance, Information
Technology, Communications, Human Resources, City Clerks’ Office, Police, Public Works,
Recreation, Housing & Community Development, and the Library.
Municipal Fleet
The City manages a multi-department fleet consisting of 76 on-road vehicles. Departments
utilizing fleet vehicles include Public Works, Police, Recreation, and Housing and Community
Development. In addition, the City maintains a pool of administrative vehicles available to
eligible City staff who require a vehicle to conduct City business. Eligibility for use of
administrative vehicles requires completion of required training and possession of a valid
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driver’s license.
Approximately 62% of the City’s fleet consists of Police patrol vehicles, primarily Ford
Interceptor SUVs. The remainder of the fleet is composed of a mix of light- and heavy-duty
pickup trucks, vans, crossover SUVs, sedans, and two shuttle buses. Over half of the fleet is
classified as light-duty vehicles. All vehicles in the current fleet are gasoline-, diesel-, or battery
electric-powered.
A complete inventory of the City’s fleet, including vehicle make and model, mileage, age, and
assigned department, is attached as Exhibit B.
Fleet Management and Operations
The City’s fleet is managed by the Public Works Director and the Vehicle Maintenance Division
within the Department of Public Works. The Vehicle Maintenance Division consists of one
supervisor and two full-time mechanics. Routine maintenance and repairs are performed
internally at regular and scheduled intervals based on vehicle type, usage, and manufacturer
requirements. Certain services—such as recall-related repairs, structural body work resulting
from collisions, and specialized electronic or component repairs—are performed by external
vendors as needed.
The Vehicle Maintenance Division annual operating budget for FY26 is $624,000 including
personnel and operations. Personnel costs total approximately $371,300. Operating costs of
$252,700 include fuel, parts for internal repairs, external labor and parts, tools and software. The
maintenance and fuel costs for Police vehicles are budgeted separately and total $202,000.
Approximately $66,000 is allocated to maintenance with the remaining $136,000 allocated to
fuel.
Fleet Replacement and Equipment Replacement Reserve
Vehicle replacements are funded through the City’s Equipment Replacement Reserve (ERR).
The ERR is a reserve account used to fund the majority of City capital equipment replacements
with a value exceeding $5,000. For each asset included in the inventory, the ERR assumes an
average useful life and calculates an annual contribution required to fund its replacement
according to a predetermined schedule.
Fleet replacement decisions are overseen by the City’s Fleet Review Committee (FRC), which is
chaired by the Public Works Director. On an annual basis, the Public Works Director and
Vehicle Maintenance Supervisor evaluate vehicle condition, usage, and operational need and
recommend vehicles for replacement, addition, or transfer. The FRC reviews and discusses these
recommendations and forwards a final list to the City Manager for approval. Replacement
recommendations are generally based on vehicle classification, average useful life, emissions
standards, resale value, and other factors that may negatively affect a vehicle’s utility, such as
condition, funding availability, or operational need.
Fleet Electrification and Climate Context:
In 2020, the City adopted a Climate Emergency Response Framework reaffirming its commitment
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to achieving net-zero greenhouse gas emissions by 2035 and identifying priority strategies and
policy actions to advance that goal. Since adoption of the framework, the City has continued to
explore cost-conscious approaches to converting its municipal fleet to electric vehicles.
In January 2025, the City commissioned a Fleet Electrification Assessment conducted by ICF
through the Pepco Fleet Assessment Program. The assessment evaluated 69 on-road vehicles in
the City’s fleet to determine electric vehicle feasibility. Of those vehicles, 57 were identified as
having electric vehicle options available, and 23 were determined to be cost-effective candidates
for conversion over a 14-year period (2025–2038).
Conversion of these 23 vehicles is projected to result in a net present value Total Cost of Ownership
savings of $228,819 over a 29-year period, reflecting savings across the full lifespan of the vehicles
evaluated.
The City’s current electric vehicle conversion strategy is to replace conventional internal
combustion vehicles with electric vehicles at the end of their useful life, consistent with City fleet
policy and aligned with the assessment’s recommendations. The City recognizes that the electric
vehicle market is evolving rapidly and anticipates that the number of vehicles suitable for electric
vehicles replacement between 2025 and 2038 is likely to increase over time.
SCOPE OF SERVICES
1. Scope of Work
a. Evaluate the comparative financial, operational, and lifecycle performance
outcomes of transitioning the City’s fleet from a ownership model to one or more
fleet leasing models.
b. Identify and compare available municipal fleet leasing models, including
associated cost structures, contractual terms, risks, and alignment with the City’s
fleet composition and operational needs.
c. Assess the operational impacts of fleet leasing on staffing, maintenance practices,
vehicle downtime, replacement cycles, and overall service delivery.
d. Analyze how a fleet leasing model could affect the City’s electric vehicle transition
strategy, charging infrastructure planning, and progress toward adopted climate
goals.
e. Identify and assess financial, operational, legal, and implementation risks
associated with fleet leasing models and recommend strategies to mitigate those
risks.
f. Develop a structured implementation framework and supporting analysis that
enables City leadership and the City Council to independently determine whether
and how to proceed with a fleet leasing model.
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2. Required Project Tasks
a. Fleet Existing Conditions Analysis: Summarize and document existing fleet
maintenance equipment, conditions and processes using information supplied by
the City to enable a comparative analysis of leasing options with the status quo.
i. Quantify the Fleet: Quantify and summarize the City’s existing fleet using
information provided by City staff, including the number of units, vehicle
types, average age, mileage, condition, and scheduled replacement timing.
ii. Historical Cost Summary: Use information provided by City staff to
summarize historical fleet-related expenditures, including costs associated
with maintenance, repairs, parts, fuel, insurance, ERR contributions, and
capital investments.
iii. Staffing Model Overview: Document the current fleet staffing model,
including the number of positions, roles, responsibilities, skill sets, and
how staffing supports fleet maintenance and operations.
iv. Replacement Practices and Policies: Describe the City’s current vehicle
replacement practices, including applicable policies, replacement criteria,
and replacement schedules.
b. Financial and Lifecycle Cost Model Results: Analyze the long-term impact of
leasing options on the City’s fleet operating and capital cost.
i. Total Cost of Ownership: Provide a Total Cost of Ownership analysis
using a 10- to 15-year pro forma that compares the City’s existing
ownership model to multiple fleet leasing structures, clearly identifying
capital costs, operating costs, lifecycle costs, and budgetary impacts over
time.
ii. Capital Cost Analysis: Identify changes to the City’s annual capital cost
contribution resulting from a lease model and the long-term impact to the
Equipment Replacement Reserve.
c. Market Analysis: Summarize the vehicle leasing market products and vendors.
i. Vendor Landscape: Summarize major fleet leasing vendors operating in
the region, including an overview of their service offerings and their
experience working with municipal clients.
ii. Leasing Model Comparison: Summarize the most common types of fleet
leasing models available to municipalities and evaluate the advantages,
disadvantages, and risks associated with each model as they relate to the
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This is the opportunity summary page. It provides an overview of this opportunity and a preview of the attached documentation.
