From Decentralization to Electrification: How UCLA is Leading the Charge in Public Sector Fleet Innovation

This article is based on a recent episode of The Fleet Success Show podcast. Watch the full episode here: 

When you think of UCLA, fleet operations might not be the first thing that comes to mind. But under the direction of Clinton Bench, UCLA is fast becoming a national leader in university fleet management. The university's fleet and transit department, which oversees nearly 1,000 motorized vehicles, is a prime example of how intentional leadership, centralized control, and bold technological investments can transform a complex operation.

One of the first hurdles Clinton addressed was centralization. "Universities often operate under the banner of academic freedom, which bleeds into decentralized administrative systems," he explained. At UCLA, this decentralization once extended to the vehicle fleet, making it difficult to achieve economies of scale or enforce consistent standards. Clinton credits strong support from upper administration for enabling a centralized fleet model on campus, something he considers crucial to their success.

This model has allowed UCLA to oversee the full lifecycle of every vehicle, from acquisition and fueling to maintenance and remarketing. Even specialized vehicles used in facilities management, athletics, and catering are integrated into this system. Each department submits their operational needs, and Clinton's team determines the best vehicle specifications (often pooling assets to maximize utilization).

"We don’t spec a vehicle based on a task you do once a year," he emphasized. "Instead, we find shared solutions that benefit multiple departments."

But perhaps the most impressive part of UCLA’s fleet journey is their ambitious transition to electric vehicles (EVs). Already, 40% of the fleet consists of battery electric vehicles, and the team is piloting technologies like microgrids powered by hydrogen fuel cells and dynamic wireless charging.

These advances come with growing pains. The hospital’s fleet of electric minibuses, for example, ran into charging capacity issues due to a lack of high-speed chargers nearby. Clinton admits they underestimated the infrastructure required and are now revising their EVSE maintenance policies and contracts. Yet, setbacks like these haven’t slowed their momentum. Instead, they highlight the importance of continuous learning and stakeholder collaboration.

From cutting-edge telematics to FMIS tools that minimize downtime and improve data-driven decisions, UCLA is proving that fleet management is a strategic asset, not a back-office burden.

"We're just another department serving our internal partners," Clinton says. "But when we do our job right, they don’t have to think about vehicles at all."

Fleet managers everywhere—especially in the public sector—can take a page from UCLA’s playbook: Centralize your operations, embrace innovation, and never stop learning.