RFP/2013/572. Annex A2. UNHCR Global Fleet Management Training Plan

Transcription

1 RFP/2013/572 Annex A2 UNHCR Global Fleet Management Training Plan 1 Training Plan Overview 1.1. Background Under IOM/FOM No.19/2013 the High Commissioner placed the responsibility for fleet management within UNHCR under the Global Fleet Management (G) project. The aim of the project is to provide operations with safe, economic fully equipped vehicles to meet operational requirements; ensure reduced vehicle costs simpler budgeting for vehicles; improve vehicle management staff safety. To date UNHCR has not developed or maintained an internal fleet management function its vehicle fleet has been passively managed by generalists. To effectively achieve the objectives of the G project the necessary skills competences must be developed within the organisation. Furthermore, the external audit function has recommended the creation of an organisation wide fleet manual that the fleet should be managed by staff with appropriate qualifications in logistics fleet management. This document outlines a strategic training plan which, when implemented, will enable to organisation to build the fleet management competencies skills throughout the organisation required to fully realise the objectives of the G project. Ultimately, supporting optimum UNHCR programme delivery through the availability of appropriate, cost-effective, safe vehicles professional fleet management services. Currently, the UNHCR vehicle fleet is managed on a day-to-day basis in an ad hoc manner by generalists. Fleet management roles responsibilities are allocated differently from office to office many fleet management tools, for example fuel consumption monitoring vehicle scheduling despatching, have been developed locally independently. There are few, if any, fleet management stard tools, processes or competences throughout the organisation. The gap between the current state of fleet management the future goal will determine the scope, scale timeline of the G Training Plan. To design, develop implement a training plan throughout such a large widely geographically distributed, multi-lingual multi-cultural organisation is a challenge will require significant investment of organisational resources over a sustained period. To ensure the training objectives are being achieved the level of fleet management competence within the organisation is increasing a method of performance monitoring will be an integral part of the G Training Plan. Good performance, measured by such monitoring will not only justify the investment of organisation resources in the training plan but also allow assessment monitoring the level of competence of staff assigned to fleet management duties. The G project will go-live on 1st January Between now that date the G Training Plan must be developed, however, due to the scale complexity of the training plan implementation must be seen over a 3 to 5 year time plan. To ensure the success of the training plan the achievement of the G project objectives the necessary support access to resources must be secured on a sustainable basis therefore must be integral to the G over the entire stated time frame. The G Training Plan will developed, initially, internally by a team-member with specific overall responsibility for the plan. The different functional areas of the G team including, fleet, vehicle tracking systems (VTS), fleet information management systems (FIMS) fleet administration finance will all input into the design training development of course content. The determination of training methodology, development of materials, training delivery will be outsourced to specialist agencies or companies wherever possible. Overall responsibility for the effective delivery of the training will be with the G Project Manager Training Objectives The objective of the G Training Plan is designed to build competences throughout UNHCR operations to enable the complete efficient implementation of the fleet management model laid out

2 in the UNHCR Fleet Manual. The UNHCR Fleet Manual provides the policy, guidelines for the operation of the UNHCR fleet. The UNHCR Fleet Manual is augmented with a number of fleet management tools, the use of these tools is described in the Fleet Manual. The training will be targeted at all UNHCR staff members whose daily work impacts or is impacted by day-to-day fleet operations. This is a large disparate group that ranges for drivers to the Representative. UNHCR does not have an established culture of fleet management vehicles are currently often operated at field level by staff without any degree of fleet management training. UNHCR vehicles are often perceived to be the property of individual offices or programmes management accordingly seen the responsibility of the owner. Furthermore, Implementing Partners (IPs) operate a significant percentage of the UNHCR vehicle fleet under Right of Use (RoU) agreements. The training Plan will address not only UNHCR vehicle users but also the IPs using UNHCR vehicles under RoUs. All users of UNHCR vehicles will be required to operate these vehicles according to the UNHCR Fleet Manual. Moving to this fleet management model will require a significant change from the current behaviour to achieve the desired state. The skills delivered developed in this training will be based on widely accepted good practice, there exists a large body of work on fleet management policy practice in the humanitarian /or non-profit sector. This good practice will be supplemented by training on UNHCR fleet management specific tools processes including fleet information management software (FIMS), vehicle tracking systems (VTS) internal fleet related finance administration processes. Due to the wide range of distribution of UNHCR field offices the training will be designed to be effective in multi-cultural multi-lingual contacts where many of the participants will be non-native speakers Stakeholders The key stakeholders in the G Training Plan will include the following: 1. The G Project Manager overall responsibility of achieving the training objectives, including monitoring evaluation of performance against agreed KPI s. 2. The Training Manager developing the training plan, coordinating functional managers input, identifying training development delivery, ensuring consistency compatibility with other UNHCR training programmes objectives, overall delivery of the Training Plan according to the agreed resources (time & funds). 3. G Functional Managers defining specific training requirements, providing content input, validating specific training. 4. Field Users the target of the training, providing requested inputs, including feedback testing. 2 Training Objectives The UNHCR vehicle fleet must be operated effectively, efficiently with the safety security of UNHCR staff other road users as the primary consideration. The desired outcome of the training, or set of trainings, is that all UNHCR staff who have any level of fleet management responsibilities in their job description or daily activities have the appropriate skills knowledge to deliver these tasks effectively, accurately completely. Due to the high levels of mobility of UNHCR between operations a system of certifying levels of competence would be desirable. Those have achieved any given level of competence should be able to transfer those skills into any new working environment they arrive in. Certification. 3 Training Content The content of the training will be based on the UNHCR Fleet Hbook. The Fleet Hbook is designed assembled as a comprehensive operators guide for fleet users in the field. It will include sections that cover all relevant elements of UNHCR fleet management practice will be presented as a quick reference guide to fleet users. The UNHCR Fleet Management Training will be designed to ensure that all fleet users are familiar with the guide, the policies processes included as well as the practical fleet management tools reports. In addition to the different topic for inclusion in the training there will also progressively increasing degrees of skill level to ensure the required level of competence to ensure the proficiency in running larger fleet fleets in more complex environments.

3 UNHCR Global Fleet Management extract from Training Matrix Area Competency area Required competencies Level Dispatcher Transport Managers USER GROUPS (P) (O) How to act/behave at the accident site 3 Who to inform immediately - reporting procedure 3 Applying first aid at the accident site 3 How to deal with authorities 3 What documents/reports are required 3 (A) Snr. Managers Check What to check in the interior 1 Check What to check on the exterior 1 Check What to check on the engine 1 Check What equipment to check 1 rules regulations Who can drive a UNHCR vehicle 3 rules regulations What are the driver related rules regulations 3 rules regulations Passenger restrictions 3 s training off-road driving - recovery methods 2 s training Convoy driving 2 s training economic driving 2 s training First Aid training 2 s training cargo lashing, cargo security on pick-ups, station wagons trucks 2 s training technical training - basic maintenance 2 Surelinx Device introduction 1 How to use Dallas Key 1 How to use SOS Button 1 How to adjusting screen view functions 1 How to access data from the display of an asset 1 How to access stard advance functions 1 How to display information on the map 1 How to access data of an asset from the menu 1 How to locate vehicles 1 How to view on-going alarms 1 How to force the immediate location of a vehicle 1 VTS Introduction Reporting How to display route history of a vehicle 1 What operational data requires recording 1 Reporting How is this data recorded 1

4 4 Couse Lifetime UNHCR staff in field missions rotate regularly new staff are constantly joining the organisation. To ensure that the required competences are maintained in this dynamic staffing situation training will be constantly on-going. 5 Training Design & Methodology The target group for the training are largely based in UNHCR field missions therefore The UNHCR Fleet Management Training must be designed with this in mind. UNHCR operates in more than 100 countries with more than 400 offices the majority of these offices operate at least one vehicle. However, 80% of the UNHCR fleet is based in 20 countries. There will be a large number of participants at each of the levels. As the level of fleet management within the organisation develops becomes more sophisticated over time the training will have to be updated to keep aligned with current fleet management practice. This will be particularly the case with FIMS VTS. The training must be accessible to the target participants. The target group for the training are largely based in UNHCR field missions therefore The UNHCR Fleet Management Training must be designed with this in mind. In depth knowledge of UNHCR its fleet management practice will be required to plan both the training material, delivery method performance evaluation The design of the training material, methodology for delivery evaluation of performance/effectiveness will be developed externally from UNHCR. 6 Participants 6.1. The target audience for the training within UNHCR has been divided into 4 main groups based on their fleet related functional responsibilities within the office; a) The Senior Management; Representative, Deputy Representative, Head of operations Training for this group will concentrate on oversight availability of new utilities such as vehicle tracking, establishing security alerts etc. b) The Transport Managers; Senior Admin/Programme Officer in line with IOM/FOM-054, Implementation of Global Fleet Management (G) The transport managers are directly responsible for implementing G in the country operation act as the G counterpart. The training programme for this group will therefore require the highest level of training starting from the basic fleet management to analysing optimizing fleet size utilization, cost analysis, ordering budgeting for new vehicles. c) The Dispatchers; Staff responsible for managing the daily transport tasks for example the Senior, an Admin Assistant or a Supply Assistant. Dispatchers are expected in each office (FO/SO/BO). This group of staff are the people doing the day to day, fleet related tasks such as tasking the drivers, organizing documenting fuel consumption, scheduling vehicle maintenance repairs, managing overseeing workshop agreements, uploading fleet data into the FleetWave system more. d) s; i. Occasional drivers, ii. Professional drivers iii. s of armoured vehicles The group of drivers has been divided into three different categories. The occasional drivers are in principle international staff using UNHCR vehicle for private or official

5 purposes. The professional drivers are employed by UNHCR as drivers which equally are the case for drivers of armoured vehicles. However, driving an armoured vehicle requires a different set of driving skills some additional knowledge on the composition of the armoured vehicle One last group of target audience is to be found within UNHCR Implementing Partners. The training programme for this group will depend on policy discussions as there currently are none or very limited utilization, maintenance repair requirements governed by the current template for the Right of Use Agreement. 7 Evaluation As the training materials will be developed external to UNHCR, a direct evaluation methodology will be part of the tasks requested from the company developing the training materials. On the longer term, once UNHCR field offices starts uploading data into the FleetWave software, the G team can start analysing the actual data from the field will in this respect get an accurate real-time running cost for the various fleet operations. Having the actual cost for running a fleet, any additional improvement such as sizing the fleet to the actual operational requirement, monitoring maintenance repair cost as well as monitoring the utilization of vehicles will have a direct implication on the running cost. In addition to a lower running cost, the vehicle liaising cost will 3-4 years after the roll-out of the project have reached a monthly cost that easily can be compatible to the cost of purchasing a new vehicle. KPI will throughout the project implementation be developed internally in UNHCR used to evaluate the overall impact of implementing the G project. 8 Resources In the initial stage, an expert consultant is expected to be contracted to assist in developing the tender documents needed to identify a capable company that can develop the training materials for the fleet management project. As the level of fleet management within the organisation develops becomes more sophisticated over time the training materials will have to be updated to keep aligned with current fleet management practice. This will require that training modules are easily accessible from all field locations meaning that the most likely training methodology will be based on self-study/learning with some sort of support service accessible to the students. In this respect at least one new position (at the G6/G7-level) placed either within the G team or alternatively placed within the Business Support group must be created. Special attention must be given to offices where larger fleets are being operated. The 20 biggest operations account for 80 % of the current fleet. Workshops tailored to these specific operations will be planned once the operations have completed the more basic fleet management modules.