REQUEST FOR PROPOSAL COURSE EVALUATION PROJECT CHL evaluation FINAL.pdf · REQUEST FOR PROPOSAL COURSE EVALUATION PROJECT ... training evaluation performed in the context ... certification

ECHO/-GF/BUD/2007/01004– version 20 Feb 2009 1�

REQUEST FOR PROPOSAL COURSE EVALUATION PROJECT

The International Rescue Committee (IRC) in close collaboration with its partners from the humanitarian sector, has developed a training program, Certification in Humanitarian Logistics (CHL) providing crucial skills to humanitarian logisticians practicing in the field at an operational level. We intend to proceed with an evaluation project as described in the attached Request for Proposal, through the services of an individual or organisation with extensive experience evaluating training programmes, preferably training that is competence model based, and preferably training evaluation performed in the context of humanitarian organisations and institutional donors. If you wish to be considered for providing this service, please review the attached materials and submit the information requested for items A through E in the RFP document, to arrive at Fritz Institute no later than 20 March, 2009. You may email Aaron Roesch at [email protected] if you have questions about the program or solicitation process.


Certification in Humanitarian Logistics Course Eval uation Project REQUEST FOR PROPOSAL

The IRC in partnership with its implementing partner, Fritz Institute and on behalf of organizations in the humanitarian aid community, is seeking to contract with a qualified, experienced training evaluator who will develop and execute an evaluation plan of the Certification in Humanitarian Logistics (CHL) certification training course. Your proposal must meet all these requirements: � Design and execute the course evaluation plan for the CHL,

specifically, evaluate course materials and impact of the course (please see Attachment A)

� Analyse the data and develop recommendations based on the analysis Evaluators should be as descriptive as possible about their capabilities and interest. The evaluator’s attention is directed to the following documents available as Attachments to this Request for Proposal: � Attachment A Certification in Humanitarian Logistics Evaluation Project

Overview (Description of CHL, its origins, sponsors and donors, audience and focus of evaluation project)

� Attachment B Single Form for Humanitarian Aid Actions (IRC grant proposal to ECHO (minus confidential financial data))

� Attachment C CHL Guide (An outline of the CHL course provided to prospective CHL students)

On request, evaluators will be supplied a copy of the course CD ROM by overnight courier. Evaluators should have the following qualifications:

• Extensive experience developing and executing a training evaluation plan, preferably in a humanitarian organization and institutional donor context, and in communicating recommendations to a diverse stakeholder group in a humanitarian organization and institutional donor context

• Strong experience with competence-based training courses and certification training programmes

• Demonstrated ability to work and communicate with project sponsors and small groups of humanitarian aid professionals throughout a project

IF YOU WISH TO BE CONSIDERED, please submit a A. Summary of qualifications detailing your background and experience


related to the qualifications listed above. Please also include description of background of team, if applicable.

B. Listing of three (3) or four (4) related/relevant p rojects completed

within the past five years and a brief description of each. Also provide the names and phone numbers of references we may contact regarding these projects.

C. Evaluation project schedule Please also include a time line or project management plan for each stage of the evaluation process. The scheduled date for presentation of the evaluation recommendations with members of the CHL Advisory Committee is May 2009, with the final report due 30 June 2009.

D. Cost Estimate that includes costs for

� Creating evaluation plan � Executing evaluation plan, including gathering and analysing

research findings, developing and reporting recommendations � Travel costs, including visits to humanitarian organisations’

country and/or field offices for interviews E. Proposed Evaluation Plan

Please describe suggested methods for gathering evaluation data. We will also like to know your proposal to present the recommendations in a manner most likely to lead to their adoption by Advisory Committee member organisations. For guidance on all requirements relevant to designing the evaluation plan, and developing recommendations, refer to all Attachments.


Selection Considerations and Process The overriding considerations are the quality of the proposal, the qualifications of the provider, and responsiveness to the criteria established in this course evaluation project proposal. Proposals become the property of the IRC, on behalf of the organizations in the aid community partnering with the IRC on this project. Please send the required information, to arrive at the IRC via email, no later than 20 March, 2009 to: Jane Ellis

Head of International Programmes The IRC [email protected]

If you have questions regarding CHL or this Request for Proposal, please email Jane Ellis at [email protected]

.


Attachment A

Humanitarian Medical Logistics Training-Certificati on

EVALUATION PROJECT OVERVIEW Humanitarian Logistics Certification Program and it s Origins In January 2004, the second annual Humanitarian Logistics Conference (HLC) was convened in Geneva, Switzerland. The purpose of the HLC is to create a forum that fosters communication and learning among logistics professionals of the humanitarian world, with the goal of increasing collaboration and competence in the sector. One of the key topics in January 2004 was training and certification. The participants expressed an interest in pursuing a training-certification program as a long-term goal. A major outcome of this meeting was the creation of a humanitarian logistics certification program, which currently entails two courses – Certification in Humanitarian Logistics (CHL – or Level One), and Certification in Humanitarian Supply Chain Management (CHSCM – or Level Two) released in September 2006 and May 2008, respectively. A third course, scheduled for release in June 2009, is currently in development, called Humanitarian Medical Logistics Training-Certification Course (MedLog). The humanitarian logistics Certification Programme carries far-reaching organisational objectives:

� increased competency among relief workers leading to improved efficiency in humanitarian organizations

� faster and cheaper delivery of relief supplies and increased effectiveness via the implementation of reliable metrics

� capacity building and systematic knowledge transfer among humanitarian logisticians

� standardization resulting from training and certification to promote interagency co-operation and communication (and thus effective aid flows)

� empowering relief workers, especially those from developing nations, by enhancing the status and recognition of logistics in each humanitarian organization and in relation to other stakeholders

� increased proficiency and better institutional memory of relief organizations at the field, regional and headquarters levels

� enhance the career satisfaction of logisticians in humanitarian aid agencies, as well as opportunities beyond

Programme Sponsored by Humanitarian Organisations The Certification Programme has been guided at the start, by partner


humanitarian organisations, whose representatives comprise the Advisory Committee (AC). . Indeed, the organisational objectives of the Certification Programme detailed above, were generated at HLC by these organisations. The course goals have also been approved by the AC members. Members of the AC are all senior logistics officers from these leading humanitarian relief organisations:

ICRC, IRC, MSF-Holland, Oxfam GB, Save the Children – US, UNHCR, UNICEF, World Food Programme

To reach its objectives, the courses in the programme must continue to attract widespread and growing enrolment by individual logisticians working in the sector. The AC’s continued sponsorship and interest in the programme is therefore critical. Throughout the programme, members of the AC as well as other humanitarian organisations, have sponsored some of their logisticians to enrol on the CHL. At the outset of the programme, AC members also identified individuals to participate in a pilot version of the CHL. Choosing to Create a Certification Programme CHL was designed as a certification course partly as a means to ensure the validity, reliability, and relevance of the course assessment. In other words, graduates are certified to be able to do exactly what the course learning goals state they will be able to do. Making the CHL a certification programme was also a means to ensure its credibility in the sector. In addition, the awarding body, The Chartered Institute of Logistics and Transport UK (CILT, UK) is well-known and respected throughout Europe, Africa and Asia, contributing to the credibility of the programme. Therefore, to a large part, effectiveness of the CHL course is a function of the effectiveness of the certification processes, as administered by our approved learning centre, Logistics Learning Alliance (LLA) and CILT. Audience of the Evaluation Report The primary audience of the evaluation report is the AC. Their endorsement of the evaluation findings will be necessary to implement recommendations coming out of the evaluation project. Equally, the other half of the primary audience are the programme donors: DFID, ECHO and USAID. A third audience will be the course developer who will implement the evaluators’ recommendations on content revisions. In its grant application to ECHO, IRC and its implementing partner, Fritz Institute committed as follows, to conducting an evaluation of CHL:

The evaluation will be conducted by an external evaluator, who will


assess the CHL course materials, tasks, and structure as well as CHL’s effectiveness, as seen in its impacts on students’ performance on the job, broader-level impacts on the logistics function, the organisation as a whole, and interagency functions.

Focus of the Evaluation Report Evaluation will be made of the CHL course materials and of the impact of the course on the individual, organisation(s), and, if evidence can be found of it, on the sector as a whole. CHL course materials are comprised of the following elements: 1. Learning materials – reference text provided the students, used in conjunction with the SCILaid case study, learning tasks and coaching support to complete learning tasks 2. SCILaid Case Study – an extensive scenario on CD ROM in which the student is hired as a new member of the simulated humanitarian organisation, called SCILaid. The Case Study contains maps, data, organisational charts, minutes from meetings with SCILaid and local authorities, etc. which the student refers to, along with the learning materials and coach support, to complete learning tasks. 3. Learning Tasks – students complete assignments to demonstrate their competence. Coaches assigned to each student assess each task and progresses the student to the next unit or requests additional work until they have demonstrated the competence. Evaluation of the CHL course materials is to be conducted for purposes of updating and revising the materials, three years on from their first being published. Course materials will be reviewed as follows:

• The competence model – is it still accurate • Learning materials – are they current (i.e. do they accurately reflect

current realities of humanitarian organisations) and do they still support the case study scenario

• SCILaid Case Study – is it current (i.e. does it accurately reflect current realities of humanitarian organisations)

Impacts of the CHL on the students’ on-the-job performance will be established by the students’ own testimony and by the observations of their immediate supervisors. Measures should be both qualitative and quantitative. Broader-level impacts of the CHL on the logistics function, on the organisation as a whole and on interagency functions will be established by reviews with AC members and/or members of senior logistics staff in AC


member organizations and other humanitarian organizations whose staff have completed or are enrolled in CHL and those organisations who have sponsored CHL students. Again, measures should be both qualitative and quantitative. Access to Data, Information, and People The evaluation provider will have full access to the following sources during the research portion of the project: � CHL learning materials � Existing documentation, including surveys and reports � CHL students – both graduates and currently enrolled, including pilot

students � Members of the AC and senior logistics staff of other humanitarian

organisations � Commercial partners CILT, PDG, and LLA

Market research completed before the humanitarian logistics certification courses included the following and will be fully available to the provider as required: � Development of function definitions, such as preparedness, planning,

warehousing, transport, customs clearance, distribution, demobilization, procurement, etc.

� Review of existing training approaches among humanitarian organizations and others, i.e. universities and training institutions

� Survey among practitioners on a field, regional and headquarter level to identify the current state of training and needs not met

� Benchmarking and best practice analysis


Attachment B

EUROPEAN COMMISSION DIRECTORATE-GENERAL FOR HUMANITARIAN AID - ECHO

SINGLE FORM FOR HUMANITARIAN AID ACTIONS 1

GENERAL INFORMATION

Name of Humanitarian Organisation/Country of regist ration: International Rescue Committee UK

Title of the Action: Certification Programme (Certification in Humanitarian Logistics Level I and Level II)

Area of intervention (country, region, localities): Global

Start date of the Action: If the Action has already started explain the reason that justifies this situation (urgent Action or other reason):

March 1, 2008

Duration of the Action in months: 15 months

Start date for eligibility of expenditure: Please explain if this date differs from submission initial proposal (see 1.10)

March 1, 2008

Grant Facility 2007 Requested funding modalities for this agreement 100% financing � Co-financing � Multi-donor (for International Organisations) � In case of 100% financing: justify the request

Urgent action Yes �� No �� If yes: ECHO Primary emergency decision � ECHO Emergency decision � Other ECHO decision � Please justify:

1 At proposal stage fill the numbered paragraphs, except those which start with [INT] (to be filled in at intermediate report stage) or with [FIN] (to be filled in at final report stage). At intermediate and final report stage, modify only key data in the numbered paragraphs (using strikethrough).


Control mechanism to be applied: A �� P ��

Proposal and reports Initial proposal � date: 28-09-07 Revised proposal N°5 � date: 27-06-08 ECHO reference A/07.13180 date: dd-mm-yy Intermediate report � date: 27-02-09 Final report � date dd-mm-yy

[INT] List the supplementary agreements and exchang e of letters after signature of the Agreement up to intermediate repor t stage There are no supplementary agreements or exchange of letters after signature of the Agreement.

[FIN] List the supplementary agreements and exchang e of letters after submission of the Intermediate report up to final r eport stage

NEEDS ASSESSMENT

Date(s) of assessment; methodology and sources of i nformation used; organisation/person(s) responsible for the assessme nt May 2004 – February 2007

For both Level I (Certification in Humanitarian Logistics, or ‘CHL’) and Level II (Certification in Humanitarian Supply Chain Management, or ‘CHSCM’), three steps were taken to assess the needs for a formal, multi-level Certification Programme. IRC’s Implementing Partner, Fritz Institute has hosted an annual Humanitarian Logistics Conference (HLC) in Geneva since 2003 and hosted its first regional conference, HLC Africa, in 2004. The conferences have become an association of humanitarian logistics professionals and provide a venue for logisticians to come together to discuss common challenges. The launch of the Certification Programme began when the Advisory Committee (AC), a dedicated subgroup of the association, convened in 2004 to discuss training and humanitarian logistics and create a work plan. The Advisory Committee is comprised of seasoned logistics professionals with extensive operational experience from eight leading humanitarian organisations. Leading academics and business executives also participated in the Advisory Committee activities. Secondly, Fritz Institute conducted in-depth market research and developed broad job/task analyses. The intent was to understand fully the specific training needs of the humanitarian community at different levels of the organisations. The market research included the following: • Development of functional definitions, such as preparedness, planning, warehousing, transport,

customs clearance, distribution, demobilization, procurement, and similar • Review of existing training approaches among humanitarian organisations and others, i.e., universities

and training institutions • Benchmarking and best practice analysis • Review of job descriptions of logisticians at the logistics officer level and mid-manager level in

humanitarian organizations Thirdly, Fritz Institute conducted surveys of logisticians at the field, regional and headquarters levels of major humanitarian organisations. The purpose was to understand perceived roles and responsibilities, key skills, and the availability of training – both internally and externally – to address these skills. For CHL, approximately 300 humanitarian logisticians were surveyed. Respondents of the survey were later contacted by phone and personal interviews were conducted to elaborate on some of their input. In addition to the survey, participating humanitarian organisations were asked to share their in-house training material. For CHSCM, surveys were distributed to nearly 300 logisticians from 17 organisations. Beyond core supply chain and logistics expertise, respondents highlighted skills like project planning and management, strategy development, process development, and monitoring and evaluation as core areas of responsibility. In addition, this process helped identify the training methods currently used in various organisations. In addition, Fritz Institute incorporated lessons learned from the CHL course development and pilot


programme into the CHSCM programme assessment. The CHL pilot began on February 27, 2006 with 26 candidates participating from the eight different humanitarian organisations represented on the AC. The pilot candidates were chosen to represent the target audience, from a diverse group of organisations and located primarily in the field. One of the key aims of the learning system was that it must be accessible and relevant to the people in the field and designed for them to excel through the course. Feedback from the pilot participants has been very positive and has validated the relevancy and flexibility of the learning system environment. In the past year and half, since the public launch of CHL in September 2006, Fritz Institute has collected evidence to validate the competence model method of assessment as well as the effectiveness of distance-learning as input into the CHSCM development process. CHL presents new concepts to the humanitarian field, translated into practical elements with the case study. Formal and informal feedback indicates that CHL provides tangible benefit in a realistic application. CHSCM will be delivered by the same method. Organisations responsible for the assessment Several organisations participated in the assessment of needs for the Certification Programme. Feedback from the participants at Fritz Institute’s annual Humanitarian Logistics Conference served as the foundation for the initial analysis and development of the programme. The Advisory Committee, which consists of representatives from the Humanitarian Logistics Association, has dedicated its time to the assessment and development of the Certification Programme. Committee members represent the following organisations: Oxfam GB, Médecins Sans Frontières - Holland, Save the Children US, International Rescue Committee, International Committee of the Red Cross (ICRC), World Food Programme (WFP), Office of the United Nations High Commissioner for Refugees (UNHCR), and the United Nations Children’s Fund (UNICEF). The Association for Operations Management (APICS), a widely recognized training and certification body for commercial logistics, assisted with the CHL survey. BearingPoint facilitated the development, distribution, and results collection for the CHSCM survey.

Problem statement and stakeholder analysis Humanitarian organisations involved in relief and development operations have become increasingly aware that skilled logistics personnel are absolutely necessary in order to deliver aid programmes effectively. Administering relief in complex disaster situations requires not only capability at the tactical level of operations, but also at the operational and strategic levels within organisations. Feedback from logistics personnel indicates that in many organisations there is a lack of strategic planning within logistics and that logistics activities are often not linked to overall programme objectives or organisational strategy. To improve the overall effectiveness of humanitarian relief, multi-tiered training is needed. At the field or operational level, training in fundamentals of supply chain and logistics will enable expatriate and local field staff to take more ownership and responsibility in the relief operation. At the regional and headquarters levels, training with an emphasis on supply chain planning, improvement, and strategy will help ensure that overall efficiency is improved and that logistics activities are tied to programme and organisational goals. As part of the HLC discussions regarding training for humanitarian logistics professionals, attendees analyzed the benefits and barriers to an industry-wide approach, which can be summarized as follows:

• A good training/certification programme will lead to increased competency among professionals, and thus improve the quality and efficiency of service delivery to people and communities in need

• A professional certification programme will lead to an increase in recognition of the crucial role logistics plays in relief efforts

• Excellence in logistics can be used as a leverage point to demonstrate that NGOs are committed to improving operational efficiencies in the field

• An evolution towards standardization for humanitarian logistics may lead to better collaboration among humanitarian organisations during a relief effort

• A traditional obstacle to training has been a lack of support from management of organisations because of the cultural gap between logistics and management

• Cost has been a barrier as organisations do not have the training budget necessary for a programme that may take 2 to 3 years to develop and implement internally

Summarise findings of the assessment (include full report in annex, if relevant) and link these to the Action

As mentioned above, Fritz Institute conducted surveys prior to the start of material development for both levels of the Certification Programme. CHSCM survey analysis results are detailed below. (For information on the CHL survey results, please see the previous grant proposal submitted to ECHO. In November 2006, Fritz Institute launched a survey of humanitarian logisticians in the role of managers or


senior logisticians. Survey respondents (35% response rate / 104 respondents) represented a wide variety of organisations including: Concern Worldwide, ICRC, IMC, IRC, Mercy Corps, MSF (Holland and France), Oxfam, Save the Children, WFP, UNHCR and UNICEF. Approximately 33% of respondents worked at headquarters, 15% at the regional level and 52% at the field level. 80% of the respondents had more than 4 years of humanitarian logistics experience.

• 71% of logisticians interviewed maintained that in their opinion logistics training is key to their respective organisation’s strategy. While 57% of respondents felt that their organisations have either maintained or increased the percentage of senior logisticians trained, many felt that skills development was treated on an ad hoc basis, not tackled as a global priority.

• 81% of respondents indicated that recognition through certification of logistics skills is important to them. Reasons cited include: raising professionalism in the humanitarian sector, demonstrating the importance of logistics as a function, facilitating career path and personal development, and building self confidence.

• When asked what technical skills are required for logistics managers, more than 80% of respondents included: managing people, process development, performance measurement, logistics strategy development, project management, and core supply chain skills. However, less than 40% felt that existing training, either internal or external, adequately addresses these core skills.

• Management skills training and skills development are accomplished primarily through on the job training with co-workers (85%) and in-house training (75%). However, respondents noted that there is little management training provided for logisticians, since it is seen as a support function.

It is clear that as a sector there continues to be a strong need and demand for more systematic and standardized training at multiple levels of logistics responsibility. The majority of respondents felt that taking training a step further to the certification realm and setting community-wide skills standards would professionalize the field, provide quality assurance, facilitate consistency of service, and be helpful in decision criteria for recruitment. Therefore it was not surprising that respondents were frustrated by factors such as lack of consistency in training, lack of ways to measure the effectiveness of training, lack of funding for training and lack of specific training in humanitarian logistics. The main gaps identified during the research phase can be summarized as follows:

• There is no certified training for supply chain or logistics in humanitarian relief • There is no systematic measurement of the effectiveness of training • There is no strategic view concerning training in supply chain or logistics • Training tends to be more focused on specific areas such as warehousing but not on how

individual components link to the entire supply chain. The use of quantitative as well as qualitative data resulted in rich and meaningful insight into the complex environment of the humanitarian world and provided a good picture of the challenges faced by the humanitarian sector in the area of training for supply chain and logistics management. Combined, the survey, focus groups and interviews conducted by Fritz Institute for both levels of training indicate a clear need for community-wide, certified training to support improved consistency and quality of service delivery in the field.

[INT] If changes in needs assessment at intermedia te report stage, please explain There are no changes in needs assessment at intermediate report stage.

[FIN] If changes in needs assessment after intermed iate report, please explain


HUMANITARIAN ORGANISATION IN THE AREA OF INTERVENTI ON

Humanitarian Organisation's presence in the area of intervention: brief overview of strategy and current or recent activiti es in the country Neither IRC or its partner Fritz Institute is present in the area of intervention. The Certification Programme is a distance education programme.

Actions currently on-going and funding requests sub mitted to other donors (including other EC services) in the same ar ea of intervention - indicate how overlap and double fund ing would be avoided For this grant period, the IRC / Fritz Institute will also receive funding from the US Agency for International Development (USAID) and The Department for International Development (DFID).

The IRC / Fritz Institute expects to receive approximately 144,818 EUR from these two sources. The exact amount received will depend on exchange rate fluctuations.

To avoid double funding, Fritz Institute maintains a budget and actual expenditure records for the overall programme, linked to the three funding sources. On a quarterly basis Fritz Institute will report to USAID and DFID, and will provide an interim and final report to ECHO.

[FIN] List other Actions carried out by the Humanit arian Organisation or its Implementing Partners in the same period in that area of intervention and how risks for double funding were avoided

OPERATIONAL FRAMEWORK

Exact location of the Action (include map of projec t location) Global. The Certification Programme has been designed for people who are or will work in humanitarian logistics either at headquarters or in the field. The programme is designed to be flexible so that participants can continue progress regardless of location or mission. All materials are issued via CD-ROM, and candidates may request multiple tasks to work on during extended office absences. Candidates communicate with their learning coaches via email and, increasingly, Skype. This distance learning model creates a virtual, global classroom for students to learn core skills while working.

Beneficiaries

Total number of direct beneficiaries: The total estimated target population for the Certification Programme is 3,300 candidates. The estimated population for the Certification in Humanitarian Logistics is approximately 1,500 logisticians. The estimated population for the Certification en Logistique Humanitaire is approximately 500 francophone logisticians, particularly those working in West Africa. The Certification in Humanitarian Supply Chain Management has an estimated target population of 1,000 managers, logistics coordinators, and students who have completed the CHL programme. The humanitarian medical logistics certification programme has an estimated target population of 300 medical logisticians and medical specialists who handle the medical supply. At the time of the grant proposal, IRC wrote that it expected to increase participation in CHL by 30%, or approximately 120 new students over the duration of the ECHO grant period. As of the date of this Intermediate report, more than 400 students have begun the CHL course, an increase of 137 students, and over 900 potential candidates from 106 countries have registered on-line. IRC foresees enrolment increasing by 70%, (i.e. by 209 students, for a total of over 600 students enrolled), by the end of the grant period.


For CHSCM, the IRC wrote that it expects enrolment of 100 students between launch in May 2008 and the end of the grant period. As of writing this Intermediate report, enrolment in CHSCM is 21 students. IRC foresees enrolment to reach a total of 55 students by the end of the grant period.

Status of the direct beneficiaries (multiple option s possible) �� IDPs �� Refugees ��Returnees �� local population �� Others (e.g. for Grant Facility, thematic funding, etc.)

Direct beneficiaries for CHL are logisticians working at an operational level and for CHSCM, logisticians working at a tactical level. Direct beneficiaries for the humanitarian medical logistics certification programme are medical logisticians and medical specialists who handle the medical supply.

Specificities of direct beneficiaries (please elabo rate, refer to groups as appropriate, e.g. unaccompanied minors, disabled, children, ex-combat ants…) Beneficiaries of the Certification Programme are logisticians who are in need of training to operate effectively in humanitarian organisations. The CHL course is targeted to entry level to mid-level logistics managers working at an operational level within their organisations as well as commercial sector logisticians with an interest in working in the humanitarian sector. CHSCM aims at senior managers and logistics coordinators operating at tactical and strategic levels. As CHSCM emphasizes linking logistics more closely to programmes, people in other functions who interface with programmes are also targeted. The humanitarian medical logistics certification programme addresses humanitarian logisticians and medical specialists (pharmacists, nurses and doctors) who handle the medical supply. Humanitarian logisticians who have expertise in operating the supply chain in a non-medical setting and who are called upon to support medical programmes require specialised knowledge of the supply chain requirements of the medical supply. Medical specialists who are called upon to perform logistics functions, or to work in close collaboration with logistics staff require knowledge of the supply chain characteristics of the medical supply.

Potential programme participants may include the following: • Headquarter Management: Staff who provide support for regional managers • Humanitarian Logisticians: People who need to deliver goods and services effectively and

efficiently • Senior International Field Staff: Includes expatriates with specific areas of expertise and who

manage entire countrywide or regional programmes. These expatriates manage other international staff members and local staff members, and are charged with assuring that programmes are implemented appropriately.

• Experts: Specialists such as medical doctors, engineers, water sanitation specialists as well as transportation and logistical specialists. They are deployed to the affected region and work in their specialized field.

• Individuals who completed CHL (for the CHSCM and humanitarian medical logistics courses) • Private sector supply chain professionals who want to enter the humanitarian sector • University students who are interested in working in the humanitarian sector upon graduation • Medical logisticians experienced in operating a medical supply chain who wish to certify their

medical logistics experience • Logisticians experienced operating in a “standard” supply chain who wish to become certified to

assist in the planning and operation of a medical supply chain • Medical specialists such as pharmacists and nurses with no logistics training and who are

tasked to handle medical items and wish to better understand the medical logistics practices • Other functional groups in humanitarian organisations: Individuals who are not directly involved

in logistics but who interface with programmes (for the humanitarian medical logistics course, this group includes medical specialists such as pharmacists, nurses and doctors)

Direct beneficiary identification mechanisms and cr iteria The IRC’s implementing partner, Fritz Institute worked closely with the Certification Advisory Committee (AC) to identify the beneficiaries of the Certification Programme before programme development began. For both CHL and CHSCM, the AC reviewed job descriptions for logisticians at operational, tactical, and strategic levels as well as their own organizations’ HR policies to understand the training needs and required competences to impact organizational effectiveness. In


addition, the Advisory Committee estimated the size of the target audience population based on organizational structure. A subset of the AC (ICRC, UNICEF and WFP) approached Fritz Institute with the proposal to develop the humanitarian medical logistics certification to address medical logisticians and medical specialists experienced in handling the medical supply, but not necessarily certified as humanitarian logisticians. The expectation is that the organizations will have performed due diligence in nominating candidates for the course, based on job performance criteria and job experience. To ensure the prospective student’s success, the IRC’s partner, the Logistics Learning Alliance (LLA), administers a questionnaire which they review in combination with the student’s CV to direct the student to the appropriate course, either CHL, or CHSCM. Guidance documents are also available to prospective students to help them determine the best course of study.

Describe to what extent and how the direct benefici aries were involved in the design of the Action Beneficiaries have provided significant feedback that served as the foundation of both the courses. The Advisory Committee has been extensively involved in the design and development of the Certification Programme. See section 2 for more details.

Humanitarian logisticians: CHL pilot programme feedback of 26 candidates on curriculum and delivery model; informal student feedback on programme throughout the course and formal feedback following achievement of certification; direct feedback on training requirements and job responsibilities through surveys; competence model input and feedback on learning materials by advisory committee members

Humanitarian organisations: Key stakeholders involved in sponsoring humanitarian logisticians to pilot programme and promoting training

Commercial supply chain professionals: Involved in developing curriculum and reviewing pilot programme

Other potential beneficiaries (indirect, "catchment ", etc.)

• End beneficiaries of relief services: People who need to receive the correct goods and services at the right time

• Humanitarian Organisations: Bodies that want to meet the objectives of their programme by providing efficient and effective delivery of goods and services, which will require trained logisticians

• Donors: Bodies that want to ensure that humanitarian partners are able to deliver aid efficiently and effectively and that desire accountability for the use of funds and resources

• Government bodies, e.g. Ministries of Health, who often require support of humanitarian organisations to provide support to national programmes

• Humanitarian logisticians who do not directly enrol on the Certification Programme but who are trained by graduates of the Programme

Direct beneficiaries per sector:

Sector Number of beneficiaries Specific Actions 3300 Certification Students

[INT] In case of changes, please explain

Number of beneficiaries is foreseen to increase from 2500 certification students to 3300. This increase of 800 students includes 300 certification students targeted for the humanitarian medical logistics certification programme and 500 students targeted for the Certification en Logistique Humanitaire programme.

[FIN] In case of changes, please explain

[FIN] Estimate per type of beneficiaries

female: … %, male: … % (total female + male= 100%) infants (< 5y): … %, children (< 18 y): … %, elderly: … %


SINGLE FORM 27/11/2007

[Proposal][Agreement ECHO/…] – version [Date] 17�

Objectives, Results and Activities

Operational Overview of the Action: Log-frame 2 (max. 3 pages)

Title of the Action

Certification Programme (Certification in Humanitarian Logistics Level I and Level II)

Principal Objective

To create a pool of highly trained logisticians who can be mobilized in disaster to ensure that goods and services get to crisis zones fast ; and promote and coordinate disaster prevention measures by aligning logistics with programmes

Intervention Logic Objectively Verifiable Indicators Sources of Verification Risks and Assumptions

Specific Objective

To develop a proven humanitarian logistics training and certification programmes for logisticians working in operational as well as in management and strategic levels

1) Validated programme 1) The Awarding Body assessment 2) Feedback from Advisory Committee 3) Results of Level I review in 2009 4) Feedback from candidates achieving Certification Level I

1) Organisations will support Certification as a training programme that meets their needs 2) Positive feedback from CHL to ensure potential participants for CHSCM

Results

Result 1: Validated CHSCM materials and delivery method, ready for programme launch

Result 1: 1) Learning Material published by the end of the grant period 2) Case study Scenario and tasks published by the end of the grant period 3) Appropriate coaches vetted and in place by the end of the grant period

Result 1: 1) The Awarding Body Assessment 2) Advisory Committee Review

Result 1: 1) Training materials meet organisations’ needs 2) Logistics managers have foundational skills in supply chain to be ready for CHSCM

Result 2: Broader access to CHL and CHSCM programme achieved

Result 2: 1) 30% increase in participation in CHL programme by the end of the

Result 2: 1) Humanitarian organisations’ training and recruitment policies

Result 2: 1) Ongoing commitment from humanitarian organisations to promote and support CHL as

2 This table will be annex I of the signed Agreement. It has to give a comprehensive overview of the different elements of the Action. It will only contain concise information on results and activities. Any changes made to the log-frame at intermediate report or final report stage will be done using strikethroughs.



grant period 2) 25% increase in participation in Certification Programme by participants from ECHO partner organisations by the end of the grant period. As of the submission date of this grant proposal partner organisations represented by registration include Handicap International, Medecins sans Frontieres, Medair, CARE, Islamic Relief, Plan International, World Vision, and Action Contre La Faim, among others. 3) At least 10 new participants in the Certification Programme from local implementing partners. 4) Provide tuition scholarships to English- and French-speaking students CHL. To be funded by portion of course fees.

2) Programme participation results and statistics 3) ECHO partner organisations’ sponsorship of Certification candidates and/or engagement with the IRC regarding the programme 4) 10 scholarships awarded to English-speaking students, 10 to French-speaking students by end of grant period (i.e. estimate based on projected number of new CHL and CHSCM students)

part of organisational strategy 2) Portion of CHL and CHSCM course fees to fund scholarships; sufficient numbers of students enrol in the course to cover scholarship costs.

Result 3: CHL course available in French language

Result 3: 1) Learning materials and supporting documentation translated into French and verified by secondary source by the end of the grant period 2) Learning coaches and support infrastructure in place by the end of the grant period 3) Translation pilot programme

Result 3: 1) Awarding Body assessment 2) External review of translation quality

Result 3: 1) High need, particularly in West Africa, for French-language training programmes to increase logistics capacity



ready for launch in October 2008, with formal programme launch in early 2009

Result 4: Medical logistics certification course ready for launch

Result 4: 1) Learning materials and supporting documentation complete and published by the end one to two months after the end of the grant period 2) Delivery mechanism defined, i.e. distance learning, case study, etc. by the end of the grant period 3) Learning coaches and evaluators vetted and in place by the end of the grant period

Result 4: 1) Steering Committee review of materials 2) Awarding body assessment

Result 4: 1) Medical logistics thematic training meets organisations’ needs 2) Availability of steering committee development and coaching partners

Activities

• Finalise preparations for CHSCM launch, e.g. final proofing, CD production, registration process development, etc.

• Create information packet for distribution to organisations for both courses • Develop roadmap for official launch of CHSCM • Launch CHSCM programme publicly • Enhance promotional materials and activities for CHL, e.g. student of the year award • Develop content requirements for Medical Logistics certification course with Steering

Committee • Contract with development partner for Medical Logistics materials • Select service provider for French translation • Translate and verify materials • Ensure coaching infrastructure in place • Develop coaching infrastructure for CHSCM and medical logistics course • Finalise mechanism for helping individuals determine which course is most appropriate for

skill level • Engage with organisations that are not yet represented by student population for CHL • Launch scholarship program and award winners

1) Availability and relevant competence of Advisory Committee members and subject matter experts



Pre-conditions


ECHO/-GF/BUD/2007/01004– version 23 Feb. 09 21�

More detailed information per result 3

Result 1: Validated CHSCM materials and delivery method, ready for programme launch

At proposal stage Total amount: EUR

Sector: Specific Actions Related sub-sector: Capacity Building (NGOs and Oth er Humanitarian Actors)

Beneficiaries (status + number):

For this grant period, the IRC will target 100 participants to enrol in the CHSCM course.

Indicators for this result:

• Learning material published by the end of the grant period • Case Study Scenario and tasks published by the end of the grant period • Appropriate coaches vetted and in place by the end of the grant period

Activities related to the result

• Finalise preparations for CHSCM launch, e.g. final proofing, CD production, registration process development, etc.

• Develop coaching infrastructure for CHSCM • Finalise mechanism for helping individuals determine which course is most appropriate for skill

level • Develop roadmap for official launch of CHSCM • Launch CHSCM programme publicly • Create information packet for distribution to organisations for both courses

Means 4 and related costs

The main means for achieving this result are personnel time, including travel costs associated with promotion, and visibility and communications activity.

Intermediate report Total amount: EUR Update 5 on indicators

All indicators for this result have been successfully achieved.

Update 5 on beneficiaries (status + number)

For this grant period, the IRC foresees 55 participants to enrol in the CHSCM course. UNICEF committed to sponsoring 10 students on CHSCM and in October 2008 they enrolled 12 of their employees. WFP had similarly committed to sponsoring 10 students and while as of this report, they have not yet enrolled their group, they are in the process of identifying candidates.

3 Per result identified in the log-frame, more detailed information necessary for a good understanding of the proposal/ report will be completed here. A specific sub-section per result at proposal, intermediate report and final report stage has been foreseen (don't update information from a previous stage in this section, comment the change in the appropriate sub-section of the result). See also the guidelines for more information (e.g. for the list of sectors and related sub-sectors). Also the main foreseen procurement procedures will have been identified (as well as in section 4.4 – work plan). 4 The main means and costs (the sum of the indicated costs has thus not to be equal to the total amount for that result) have to be identified to ease understanding how the results will be reached and the activities implemented. 5 Update and explanation to be provided on progress as well as on changes made to the proposal.



Reports from AC members suggest that a significant number of CHSCM’s target audience don’t believe they will have the time to complete course work, which might account for the slower than expected rate of registration. As part of its programme evaluation of CHL the IRC’s implementation partner, Fritz Institute will survey CHL students and graduates – part of the target audience for CHSCM – on this point.

Update 5 on activities

Prior to the launch of CHSCM in May 2008, all course materials (learning materials, case study and tasks) were given final approval by the AC. The CHSCM registration process was developed by Fritz Institute and LLA, with the registration form and guidance materials placed on the Fritz Institute website. LLA also trained two coaches to support the CHSCM course, and developed the materials and established the process for working one-on-one with applicants to determine whether the CHL or CHSCM course was appropriate for them

On the Fritz Institute website, there is currently a diagram depicting the roadmap – i.e. points of entry to the programme, pre-requisites and outcomes – for courses that make up the certification programme.

Update 5 on means and related costs

Result 1 was achieved through:

• Personnel time spent on the CHSCM project

• Travel to AC meetings in Europe

• Website development (visibility and communication activity)

Final report Total amount: …….…... EUR Indicators for achieved result Final state on beneficiaries (status + number) Activities accomplished Finally committed means and related costs

Result 2: Broader access to CHL and CHSCM programme achieved


Sector: Specific Actions Related sub-sector: Capacity Building (NGOs and Oth er Humanitarian Actors)

Beneficiaries (status + number): Approximately 120 new students enrolled in programme


• 30% increase in participation in CHL programme by the end of the grant period. As of the submission date for this grant proposal 200 candidates are enrolled in the programme.

• 25% increase in participation in Certification Programme by participants from ECHO partner organisations by the end of the grant period. As of the submission date of this supplement, partner organisations represented by registration include Handicap International, Medecins sans Frontieres, Medair, CARE, Islamic Relief, Plan International, World Vision, and Action Contre La Faim, among others.

• At least 10 new participants in the Certification Programme from local implementing partners. • Provide tuition scholarships to 10 English- speaking CHL students and 10 to French-speaking

CHL students. (Total number of scholarships is an estimate, based on projected number of new students.) Scholarships to be funded by portion of course fees.


• Create information packet for distribution to organisations for both courses • Enhance promotional materials and activities for CHL, e.g. student of the year award • Engage with organisations that are not yet represented by student population for CHL



• Launch scholarship programme and award winners


Means for this result include efforts by personnel and visibility and communications activities.


• Currently, more than 400 students are actively enrolled on the CHL, an increase of 200 students (or 100%) over the number enrolled at the time of the proposal. As the initial proposal envisaged an increase in enrolment of 30% (or 60 students), this increase is indicative of the success of the project.

• At the time of the proposal there were 439 students registered from ECHO partner organisations, including the following: Handicap International (1), Medecins sans Frontieres (13), Medair (3), CARE (7), Islamic Relief (2), Plan International (1), World Vision (6), and Action Contre La Faim (2). Currently there are over 600 students registered from ECHO partner organisations an increase of 37%. ECHO partner organisations include the following: Handicap International (1), Medecins sans Frontieres (19), Medair (5), CARE (9), Islamic Relief (3), World Vision (12), and Action Contre La Faim (1).

• Since the proposal was written, 10 students have registered from these local implementing partners: Academy for Educational Development in Uganda (1), Africa Youth Development Assocation in Somalia (AYODA) (1) Basilwizi in Zimbabwe (1), Forum for African Women Educationalists of Zambia (1), HALT-SIDA in Democratic republic of Congo (1), Kibera Communinty Youth Programme for Peace and Development in Kenya (1), Sustainable Agriculture Community Development Programme in Kenya (SACDEP) (1), The Women's Trust in Zimbabwe (1), Wabi Shebele Development Association (WASDA) in Ethiopia (1), Zimbabwe Project Trust (1).

• Ten full-tuition scholarships were awarded in October of 2008. The selection sub-committee was made up of members of the Advisory Committee. Ten full-tuition scholarships will be offered in first half of 2009 for CLH and ten again in second half of 2009 for CHL.


At the time of submission of the proposal, there were 632 students registered on CHL, 200 of them enrolled (i.e. actively completing coursework). Currently there are 910 students registered, with over 400 enrolled. By end of the grant period, IRC anticipates over 1000 students to be registered on the CHL, a five-fold increase, and about 450 to be enrolled, an increase of 150% since the beginning of the Action. Both current and projected numbers exceed the indicator (i.e. a 30% increase in participation) which is an indication of the success of the project.

At the time of submission of the proposal, there were 439 students registered from ECHO partner organisations. Currently there are 600 registered, an increase of 37%.

Over 270 applications were received for the 2008 CHL scholarship programme, from 136 separate organizations working in 62 countries, 44% of them African and 18% Asian countries. Scholarship recipients are logisticians ranging in experience from 2 – 10 years and come from the following organisations:

• Save the Children UK (3), UNICEF (2), IRC (2), and 3 local NGO’s from Kenya, Zambia and the Democratic Republic of Congo.

Selection criteria for the 2009 scholarship programme will place greater emphasis on recognising logisticians who are from local NGO’s and also female logisticians, a group which up until now comprises a mere 20% of the overall CHL student population. By placing a greater emphasis on local NGO’s the IRC hopes to build their capacity.




Information package created for both courses distributed to AC member organisations, and posted to Fritz Institute website.



• Visibility and Communication

• Travel

• Personnel Time


Result 3: CHL course available in French language


Sector: Specific Actions Related sub-sector: Capacity Building (NGOs and Other Humanitarian Actors)

Beneficiaries (status + number): …

500 French-speaking logisticians, including expatriate staff, local staff, and local organisations

During the ECHO grant period, the IRC will target 50 students to enrol in the French language version of CHL.


• Learning materials and supporting documentation translated into French and verified by secondary source by the end of the grant period

• Learning coaches and support infrastructure in place by the end of the grant period • French course pilot programme ready for launch in October 2008, with formal launch in early

2009


• Select service provider for French translation • Translate and verify materials • Ensure coaching infrastructure in place


The main means for achieving this result are: personnel time; translation services and translation verification; and visibility activities.


Learning materials and supporting documentation have been translated and verified. Learning coaches and support infrastructure to be in fully place 1 March, 2009.

Although the course was not piloted in October 2008 due to unscheduled delays in translation, in January 2009 it has been formally launched.



Publicity materials were sent to over 40 francophone media outlets, humanitarian organisations, coordinating bodies, humanitarian schoola and training centres including:

• La Vie (Hebdomadaire), Logistique.com, Acted, ACF, Secours Islamique France, Coordination Sud, Coordination Agen, Institute de Management – Transport – Logistique, and Bioforce.


Currently there are 4 people registered on the CLH. Given the amount of interest reported by AC member organisations, inquiries received from francophone organisations, and the extent of publicisation of the course, the IRC anticipates meeting the targeted number of 50 students registered on the CLH by the end of the grant period.


Service provider was selected for this project from a total of 4 providers bidding on this contract. Translation and verification is complete and the course has been publicly launched. A coach has been hired by IRC’s implementing partner, Logistics Learning Alliance (LLA) who are in the process of training the coach. Registrations are currently being accepted for a 1 March start date.



• Translation services and verification

• Visibility costs

• Personnel time


Result 4: Medical logistics certification course ready for launch


Sector: Specific Actions Related sub-sector: Capacity Building (NGOs and Other Humanitarian Actors)

Beneficiaries (status + number): …

300 logisticians, programme people, and government officials who are engaged in medical distribution programmes

Expected student enrolment during the grant period will depend on the delivery method for the course.


• Learning materials and supporting documentation complete and published by the end of the grant period

• Delivery mechanism defined, i.e. distance learning, case study, etc. by the end of the grant period

• Coaches or evaluators vetted and in place by the end of the grant period




• Develop content requirements for Medical Logistics certification course with Steering Committee

• Contract with development partner for Medical Logistics materials • Develop coaching infrastructure for medical logistics certification course


The means for achieving this result include personnel costs associated with project management and content development, and development costs via training development and coaching/certification partners.


Learning materials and supporting documentation will be complete one to two months after the end of the grant period. This is due to the loss of the Subject Matter Expert (SME). Our SME has accepted fulltime employment with his former employer, UNICEF and as of 1 April 2009 will not be available to work on the project. Consequently, the work of the SME will be completed by the members of the Steering Committee (SC) thereby delaying the end of project by one month to two months.

A distance education delivery mechanism has been decided for the course and the SCILaid case study developed for the CHL and CHSCM courses is currently being adapted for use in the medical logistics course. The SME will have completed the case study materials by 1 April, 2009, when he leaves the project.

Coaches and evaluators are in the process of being vetted for the course and will be in place by the end of the grant period.


There is no change anticipated in the beneficiaries.


Content requirements have been defined by the Steering Committee, whose members are senior logistics managers for these organisations: ICRC, UNICEF, MSF-CH, WFP, WHO, and IFRC.

Contract has been written with development partner who was selected unanimously by SC out of a total of five providers receiving the RFP for this project.

Coaching infrastructure is in the process of development and will be completed by end of the grant period.


Result 4 will be achieved through:

• Personnel costs associated with project management and content development

• Development costs associated with training and certification partners

• Travel costs associated with attending SC meetings

• Visibility and communication costs associated with the course launch




Other costs6

Initial amount

Intermediate amount

Final Committed

Evaluation of CHL impact & course materials:

• Professional fees

• Travel

Total other costs

6 The last table groups the costs that have not been dedicated to one specific result (support costs, feasibility studies, audits etc. as explained in the guidelines). The total of the total amounts mentioned per result and in this table will correspond to the subtotal direct eligible costs in the table section 11.



Work plan (e.g. annex Gantt chart)

[INT] Revised work plan, if changed after proposal

Monitoring, evaluation, audit and other studies

Monitoring of activities (explain how, by whom) As with CHL, the CHSCM curriculum has been reviewed and developed by the Advisory Committee as well as the Chartered Institute of Logistics and Transport UK (CILT-UK.) (Please see section 7.2 for details about CILT.) An extensive review process of the learning material content and case study has been conducted by the entire Advisory Committee. Each of the units was reviewed in detail by selected representatives of the Advisory Committee with the requisite subject matter expertise.

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As of this writing, the IRC and its implementing partner Fritz Institute will complete an external evaluation of both the CHL program’s impact and course materials before the end of the grant period. Results will be reviewed with the AC at the end of May and will be submitted with the Final Report. This is a change from the evaluation activities described in the first three paragraphs of this item (i.e. item 4.5.1 Monitoring of activities). The IRC believes that evaluating the course materials together with their impact will make for a more efficient process and may lead to more robust analysis than if the evaluation were to be conducted in two separate stages. A Request for Proposal has been submitted to ECHO for approval and as ECHO’s partner, and in accordance with ECHO requirements, the IRC’s procurement policies will be followed throughout the procurement process. The evaluation will be conducted by an external evaluator, who will assess the CHL course materials, tasks, and structure as well as CHL’s effectiveness, as seen in its impacts on students’ performance on the job, broader-level impacts on the logistics function, the organisation as a whole, and interagency functions. .

Tick the box if one of the following studies will b e undertaken: �� an external evaluation during the Action �� an external evaluation after the Action �� an external audit during the Action �� an external audit after the Action �� an internal evaluation or internal audit related t o the Action

Other studies: �� please elaborate:

(please remember that for external evaluations, audits and studies financed by the Commission the Terms of Reference have to be agreed by DG ECHO before launching the selection procedure)

CROSS-CUTTING ISSUES

Describe the expected level of sustainability and/o r connectedness 1 The Certification Programme will consist of three training and certification courses: CHL, (and CLH), CHSCM, and Medical Logistics (to be developed). The Initial programme for Certification included a high-level course aimed at executive management teams. However, current plans do not include development of that course, as the Advisory Committee and other partners agreed that it would need to be a master’s course. Instead, the IRC and partners are investigating possibilities for the CHSCM course to be a pre-requisite for established master’s programmes at Universities and/or for it to be eligible for course credit for University programmes. CHL has been successfully developed and launched to the public. Participation in the programme in the first year has far exceeded expectations. In addition, organisations are in various stages of developing and implementing policies to sponsor candidates in the programme on an annual basis. CHSCM has been launched. Development of MedLog training will begin in August 2008. Over time impact of programme effectiveness will be measured via candidate and supervisor surveys, as well

1 Sustainability and connectedness are similar concepts used to ensure that activities are carried out in a context that takes longer-term and interconnected problems into account.

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as through emergence of organisational policies regarding sponsorship in the programme and certification as a criterion for recruitment.

Continuum strategy (Linking Relief, Rehabilitation and Development) There is an urgency to create a training and certification programme specifically for humanitarian logistics in order to strengthen efficiency of relief activities. From its inception the Certification Programme has been designed to create systemic change throughout the humanitarian sector. Humanitarian organisations have collaborated to agree upon a standardised curriculum for developing professionalism in the field. They have created an outline of core values and skills that are necessary to support the professional growth of logisticians so the individual can provide expert service to the beneficiaries. The Certification Programme will serve as a vehicle to improve motivation and provide career opportunities for logistics professionals, helping in the process of recruitment and retention of key personnel.

Long term sustainability for the Certification Programme has always been a key element of the programme model. CHL has been set at a fee of £1,145 GBP. To help expand access candidates may pay for the programme in three installments. The programme fee takes into account two elements: 1) affordability to humanitarian organisations and 2) sustainable income generation to reduce dependency on long term donor funding. For this grant period, a portion of the fee will fund the scholarship program. In the future, portions will be invested back into CHL future costs. Finally, humanitarian organisations are establishing HR procedures for co-financing students. For example, WFP has committed to sponsoring 30 candidates in CHL each year for the next three years. UNICEF will sponsor 20 candidates per year. Other organisations, are currently developing policies for making CHL a part of their capacity building strategies in terms of both sponsorship and recruitment. These organisations are also developing strategies for sponsoring students in the CHSCM course.

Several steps have been taken to ensure scalability as participation in the programme expands. Both CILT-UK and LLA managed recruitment to meet increased demand. Humanitarian organisations can also access the training through local learning centres that have been approved by the awarding body and external verifiers (CILT-UK), ensuring that they have met all of the predefined standards. This process allows any organisation, especially humanitarian organisations or other training institutions, to become an approved learning centre by applying, training and obtaining validation from the external verifiers. The application and training process takes approximately three to six months. Each year the external verifier reviews the quality of the learning centre and coaches must renew their accreditation.

Mainstreaming (e.g. Disaster Risk Reduction, Childr en, Human rights, Gender, Environmental impacts, others to be specifi ed) The curriculum will incorporate the humanitarian values of human rights, environmental impact assessment and « do no harm » approach.

[INT] In case of changes or problems to be address ed, please explain The 2009 CHL Scholarship Programme will have as one of its goals to identify and award scholarship(s) to female humanitarian logisticians in order to address the fact that up until now, there has been a consistent 80/20 male/female split in the percent of total students enrolled on the CHL.

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The humanitarian medical logistics course contributes to lessening negative environmental impacts by teaching students best practices in medical waste reduction and disposal.

[FIN] In case of changes or problems to be addresse d, please explain

FIELD COORDINATION

Field co-ordination (indicate the Humanitarian Orga nisation's participation in coordination mechanisms with other relevant stakeholders, e.g. clusters, NGOs, UN agencies, oth ers to be specified as well as the links with the Consolidate d Appeal Process, when relevant) There are no field coordination opportunities for this Action. It is a distance education project.

National and local authorities (relations establish ed, authorisations, coordination) There are no direct relations with national and local authorities for this Action. It is a distance education project.

Co-ordination with DG ECHO (indicate the Humanitari an Organisation's contacts with DG ECHO and its techni cal assistants in the field)

In January 2008 the IRC’s implementing partner, Fritz Institute provided a demonstration of CHL to ECHO.

In March 2008 the IRC communicated with DG ECHO regarding changes to the original grant proposal, including the addition of developing a thematic training unit about medical logistics.

[INT] In case of changes or co-ordination problems, please explain The project is experiencing no co-ordination problems and is carrying on project activities as per the proposal.

[FIN] In case of changes or co-ordination problems, please explain

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IMPLEMENTING PARTNERS

Name and address of implementing partner(s) Fritz Institute

50 Fremont Street, Suite 1150

San Francisco, CA 94105

Status of implementing partners (e.g. NGO, local au thorities, etc.) and their role The IRC and Fritz Institute will work with four primary partners that are essential to both levels of the programme. Their roles are: 1) Advisory Committee (AC): strategic direction, humanitarian expertise, subject matter expert and academic liaison 2) The Chartered Institute of Logistics and Transport UK (CILT-UK): will be the External Verifier, set the Quality Assurance & Assessment standards and act as the Awarding Body 3) People Development Group (PDG): Responsible for development of learning materials and learning system environment 4) Logistics Learning Alliance (LLA): Acts as Lead Learning Centre and provides the coaches. The Advisory Committee acts as an ‘implementing partner’ to The IRC and Fritz Institute, as they donate their time to the project. CILT-UK, PDG, and LLA are subcontractors for the programme. In addition, the IRC and Fritz Institute will select subcontractors for the development of the medical logistics training materials and for the translation of CHL into French. Fritz Institute has an established network and credibility with the humanitarian sector, academic institutions, and commercial industry. With this network, Fritz Institute is uniquely positioned as a neutral and objective partner to actors in the humanitarian sector. The Chartered Institute of Logistics and Transport UK (CILT-UK) is a world renowned training institution with over 25 years of experience in design, implementation, and management of qualifications. The organisation has an extensive network of supply chain professionals with over 30,000 members in 28 national sections spanning the globe. CILT-UK serves as the awarding body for the Certification Programme. People Development Group (PDG) is the largest approved centre for CILT qualifications and has been seen as a source of professional expertise in the specification and design of qualification frameworks. PDG has worked in conjunction with CILT creating the competence model, learning materials, learning system environment, and coaching guides. Logistics Learning Alliance (LLA) is the principal organisation providing coaching and assessment on a global basis for students undertaking competency based qualification programmes for CILT since 1999. LLA’s coaches and assessors have first hand experience in planning and execution of humanitarian logistics operations in the field. LLA is the approved learning centre for the Certification Programme. The Advisory Committee (AC) is comprised of (1) seasoned logistics professionals from UN, Red Cross and Red Crescent Societies and International NGOs with over 100+ years of experience at operational and strategic level; and (2) subject matter experts also drawn from the community with deep humanitarian experience. The AC actively participated in the development and review of the Certification Programme, and continues to work with

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the IRC and Fritz Institute to promote the programme more broadly. A subset of the Advisory Committee comprises the Steering Committee for the humanitarian medical logistics certification course.

Type of relationship with implementing partner(s) a nd the expected reporting by the implementing partner Fritz Institute provides the programme management and administration of the operation The IRC and the Fritz Institute are in partnership, which has been formalized by a Teaming Agreement and a contract for the first grant approved by ECHO in December 2006. A new contract between the two partners will be drawn up to define outcomes and responsibilities should this application for additional funding be successful.


[FIN] In case of changes, please explain

SECURITY AND CONTINGENCY MEASURES

Contingency measures (Plan B/ mitigating actions to be taken if risks and assumptions spelled out in the log-frame materi alised) N/A

Security considerations

Security situation in the field, describe briefly

N/A

Has a specific security protocol for this Action be en established? Yes �� No �� Standard procedures ��

If yes please elaborate:

Are field staff and expatriates informed of and tra ined in these procedures? Yes �� No ��

[INT] In case of changes or problems to be addresse d, please explain

[FIN] In case of changes or problems to be addresse d, please explain

COMMUNICATION, VISIBILITY AND INFORMATION ACTIVITIE S

Planned communication activities (in field and/or i n Europe) The IRC is committed to sector-wide improvement through the dissemination of measurable results and lessons learned and has created a promotion and communication plan to launch CHSCM. It will communicate the progress of CHL through the creation of a case study of the programme, and

34

by providing regular updates on its progress through the Humanitarian Logistics Association, the annual Humanitarian Logistics Conference, a web forum, press articles (i.e., Forced Migration Review), newsletters (i.e. ALNAP), and speaking engagements. Another key element is the commitment from our partners to use their various communication networks, including organisations in the Humanitarian Logistics Association as well as, the AC, CILT, APICs etc. The Certification Programme will serve as a concrete example of how sustainable benefits and systemic improvement in service delivery to end beneficiaries can be achieved through formalized training, assessment, certification, and impact measurement. The programme can also serve as a model for donors to support systematic training and capacity building in other areas in the humanitarian sector. Lastly, the publication of a case study will highlight how the development of the programme serves as a successful example of how sector-wide improvement can be achieved through multi-agency collaboration. The visibility plan and communications strategy for the project has two main thrusts: • To ensure that all beneficiaries of the project and all other stakeholders are aware of ECHO’s

support for the project, and • To communicate ECHO’s philosophy and principles to all stakeholders of the project. Visibility material will take two forms: All printed material and promotion of the training and certification programme will describe the collaborative effort, highlighting the inter-agency committee’s involvement in the development of the curriculum and ECHO’s support of the programme. Additionally, there is visibility through communication media such as press releases, website publication and other forms where more information can be given. In these instances ECHO’s role and principles will be clearly stated. For example, we will ensure visibility on all programme materials (including training materials and the widely disseminated tools) and on Fritz Institute’s website.

Visibility on durable equipment, major supplies, an d at project locations N/A

Planned publication activities


[FIN] Report on the relevant activities

35

Attachment C

GUIDE TO THE CERTIFICATION IN HUMANITARIAN LOGISTICS – FRITZ INSTITUTE/CHARTERED INSTITUTE OF LOGISTICS AND TRANSPORT (UK) PROGRAMME

36

GUIDE TO THE CERTIFICATION IN HUMANITARIAN LOGISTICS – FRITZ INSTITUTE/CHARTERED INSTITUTE OF LOGISTICS AND TRANSPORT (UK) PROGRAMME

Introduction This guide provides background information to the Logistics Learning Alliance’s programme for the Certification in Humanitarian Logistics (CHL) awarded by the Fritz Institute (FI) in conjunction with the Chartered Institute of Logistics and Transport(UK) (CILT(UK)). Whatever your reason for joining the programme it will require a considerable commitment from you to complete. This is why choosing your learning partner is so important. By choosing the Logistics Learning Alliance (LLA) programme you will be selecting a partner who has unrivalled experience and expertise in this field. We will allocate you a specialist coach who will guide and assist you to the conclusion of the qualification. The coach’s role is to ensure that you are able to access the required learning and then to steer you through its effective application in a real life operational setting. At the end of this programme we are confident that you will be equipped to apply the concepts in your chosen operation. We really look forward to working with you.

Logistics Learning Alliance Ltd The coaches at LLA have been involved with training people working in the supply chain and its related activities for many years. In the UK we are a CILT(UK) Approved Centre for the delivery of their qualifications, managing the learning programmes for the majority of students who pursue their qualifications by supported self study. Our hallmark is our practical approach. All of our coaches have worked in industry or in major governmental organisations, undertaking the tasks for real. Our experience of working with a wide range of organisations gives us a unique view of the challenges facing twenty first century supply chain management and this experience is reflected in the design and delivery of this certification programme.

Key Features This certification programme is a practical work-based qualification which will equip students with a complete set of supply chain management skills for operations in a

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humanitarian situation. The LLA competency route provides an opportunity for experienced practitioners to gain an internationally recognised qualification attesting to their competence in humanitarian logistics management. The candidate is required to demonstrate the practical application of the knowledge gained to situations which simulate those encountered in real life. Since the qualification has a practical orientation it is recommended that candidates undertaking the programme are working in a job which relates to the level of activity covered by the competency model.

Typical Candidate Profile A typical candidate will be involved in humanitarian aid logistics at an operational level or a supply chain professional from another sector, who would like to enter into the area of humanitarian logistics at this level. This programme is also relevant for those providing a range of support services to those operating in the field.

The Case Study and Learning System Supported Self Study is attractive to supply chain practitioners as it easily fits into a pattern of life that often involves erratic working hours and transient working locations. Traditionally though it is a learning method with a downside. At times you can seem to be isolated with nowhere to turn to for support. This is not the case with the SCILaid Case Study. The Case Study is a broad but intensive exploration of an organisation, SCILaid, involved in an ongoing humanitarian aid operation. For the purposes of the study programme learners are ‘recruited’ by SCILaid and appointed to a position relevant to their course of study. They will perform the tasks required by their role, demonstrating the necessary competences for the qualification. This is learning by challenge and application. The new ‘recruit Manager’ will receive a disk, which will contain:

� A ‘virtual’ introductory tour of SCILaid

� Access to statistical and operational information about the SCILaid environment

� Access to Management Information which will provide information enabling the learner to submit work of an acceptable standard

At the start of the programme, candidates are allocated a coach with specialist knowledge of the chosen subject area. The coach will agree a personal learning plan with the candidate, designed to enable the candidate to complete his/her studies well within the timescale of 3 years allowed by the FI/CILT (UK), the awarding body.

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The coach will offer support, advice and guidance throughout the learning programme.

The Assessment Process The assessment process is designed to test two things:

� The knowledge of the individual

� The ability of the individual to apply that knowledge

The case study provides a network of integrated or inter-related work-based tasks to ensure that whatever level and position within the hierarchy of SCILaid they are appointed to, candidates will have the opportunity to demonstrate their ability to apply the knowledge gained. The assessment process will take into account prior learning, achievement and experience, which is appropriate to the requirements of the qualification. Each candidate is assigned a personal specialist coach, who will work with the candidate to provide the evidence to satisfy:

� All the outcomes of effective performance

� All the knowledge requirements of the Qualification

Evidence of performance will be assessed on an on-going basis by LLA and verified by the CILT (UK). In addition, to satisfy the requirements for the award of the Certification, an element of each qualification has to be assessed independently from the organisation providing the learning, in this case LLA. It has, therefore, been decided that each Certification candidate will submit an element of their course work which will be assessed by the CILT (UK). This project will be based on the final unit of the programme, “Managing a Humanitarian Supply Chain Response”. LLA will brief you on the arrangements for this independent assessment once the programme has started. The charge for the initial assessment of the project is included in the programme fee, but re-assessments may incur additional charges. When the CILT (UK) is satisfied that all the requirements of the qualification have been met the award of the Certification in Humanitarian Logistics will be made. A three year time limit for the completion of the programme is imposed. Students wishing to complete the programme beyond this deadline must submit a written application to LLA but should note the following

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� No application for an extension will be accepted if 3 years or more have lapsed

since the student's initial registration

� Students will have to re-start the programme after the 3 year period and re-register with FI/LLA/CILT

Please note that these time limits are the maximum allowed to complete the qualification. Candidates are strongly urged to attempt to complete their studies within a shorter timescale and can reasonably expect to complete the programme within 18 months, based upon a commitment of 4 – 5 hours study per week. Where a candidate takes in excess of 3 years, the continued provision of administrative support, coaching and assessment will be at the discretion of FI and LLA. Where candidates exceed the 3 year timeframe for completion of the Certification programme there may be a requirement to reassess elements of the work submitted to ensure currency with the current Certification competences. In this circumstance additional assessment fees may be payable.

Competency One of the difficulties many candidates have at the start of their learning programmes is making the adjustment to a system whereby competence is assessed rather than knowledge being examined. For competence assessment, the coach is trying to find out, not just how much you know, but if you understand it sufficiently to apply it in real life. Unlike a teacher or college tutor he has no knowledge of your background, past attainments or experience. He can take nothing for granted, and in addition cannot be too specific in the advice he gives you at times, as this may give you the answer without the need to research it yourself and work it out from first principles. It is common for questions to be asked to clarify particular issues but once you have completed a few of the lessons you will see how the system works. Your coach will use a combination of directive and supportive behaviour to guide you through this process. This may be delivered face to face, via e-mail, or a blend of both. You will also be required to submit regular reports to your coach. One of the frequently asked questions is “How well am I doing?” The simple answer is that if you are passing the units and the coach is not seeking additional clarification from you, this indicates that you are doing all that is required to demonstrate the necessary competence as laid down by the awarding body, in this case Fritz Institute/CILT(UK). The degree of competence is not an issue as you have reached the level of attainment required. However, the coach will always give you feedback on your approach and ways in which you could have improved your response. If at any time you feel you need help or advice either on the course content or the questions being asked, please let us know. The team is here to help you and give you guidance. If you are experiencing any difficulties please let us know as early as possible. It is essential to keep in touch and work with us. Experience has shown us that the most successful students are those who do not hesitate to contact their

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coach whenever they need support. In the simulation scenario, your ‘line manager’ will set you a series of tasks designed to enable you to demonstrate your underlying knowledge and understanding. Through a report, you will show and justify how, using this knowledge and understanding together with your own experience, you would respond to the task. The full course of study is then completed in this tried and tested ‘little and often’ way enabling the principles learned to be gradually integrated into your real life daily work plan. The method is enjoyable, practical and a genuine fast-track route to an internationally recognised qualification.

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You will be taken through the steps of:

� Analysing the current operational processes for a given scenario

� Exploring the options for improvements

� Defining the preferred solution

� Showing how the solution should be implemented.

On the completion of the tasks for the unit, you will have a completed portfolio of evidence of competence that your coach will refer for assessment by a qualified assessor. This may lead to a request for further evidence of your competence. In this eventuality, the candidate may have to re-visit one or two of the tasks and expand on or clarify work previously submitted. This will only happen if the final assessor disagrees with the assessment of the learner’s coach. On completion of the tasks, you will work on your project for independent assessment. Information on the project requirements will be issued separately.

Enrolment & Fee Scale No formal qualifications are required to enrol as a candidate for the Certification in Humanitarian Logistics programme. However, candidates are reminded that they should be working in a job which relates to the level of the qualification. The fees for this programme are available on application to Logistics Learning Alliance on +44 (0) 1530 276590 or [email protected] To register as a candidate on the Certification in Humanitarian Logistics programme, please complete the form on the website: www.fritzinstitute.org

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Support Strong coaching support is built into all Logistics Learning Alliance learning programmes and candidates are encouraged to contact their coach whenever they need advice and guidance. Coaches are available by telephone or by email during normal business hours (0900 to 1700 UK time). To reiterate, experience has shown us that the most successful students are those who do not hesitate to contact their coach whenever they need support. All of our coaches are well versed in the various areas of the supply chain, but most have their own specialist areas. For this reason, your coach may change as you move through the programme, so that you are always given the best possible support and guidance. Contact details for coaches are: Telephone: +44 (0) 1530 276592 Email: [email protected]

Qualification Structure The Certification in Humanitarian Logistics programme has been modelled on a competency framework which specifies precisely what a humanitarian logistician should be able to do and how well it should be done. To achieve the Certification, candidates are required to demonstrate competence in 7 compulsory units:

� Humanitarian Supply Chain

� Warehousing and Inventory

� Procurement

� Transport

� Fleet Management

� Import and Export

� Managing the Humanitarian Supply Chain Response

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Content

HUMANITARIAN AID SUPPLY CHAINS

The purpose of this unit is to provide an overview of the world of humanitarian interventions and the importance and role of supply chain management and logistics in this context. Outcomes of effective performance 1. The situations and places in the world where hum anitarian aid is required.

a. Obtain information on the need for humanitarian aid and potential aid situations.

b. Identify the operational constraints connected to humanitarian aid situations.

2. The objectives and activities of humanitarian or ganisations and other

participants/stakeholders involved in aid situation s.

a. Obtain information on the range of organisations involved in humanitarian aid.

b. Identify the operational requirements for working with humanitarian organisations.

c. Obtain information on the sources of funds and other resources used by humanitarian organisations.

d. Identify opportunities for collaboration in the supply chains of relevant humanitarian agencies.

e. Evaluate the operational constraints connected to the sources of funds and resources.

3. The role of Logistics & Supply Chain Management in humanitarian aid

a. Specify the contribution of logistics and supply chain management to the objectives of humanitarian organisations.

b. Identify the need for operational relationships with other activities within the supply chain.

c. Identify the need for operational relationships with other functions within humanitarian organisations.

d. Identify the obstacles and challenges to logistics and supply chain management in humanitarian organisations.

4. Preparing Humanitarian Aid Supply Chains

a. Contribute to the specification and mapping of the supply chain to respond to potential aid situations.

b. Contribute to the planning of humanitarian aid supply chains.

c. Contribute to the planning and acquisition of human resources.

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d. Contribute to developing supply chain relationships.

e. Contribute to devising an implementation plan to achieve supply chain requirements.

5. Improving Humanitarian Aid Supply Chains

a. Contribute to the continual review and improvement of logistics and supply chain plans.

b. Apply improvements to the supply chain according to an implementation plan.

c. Provide feedback on the application of improvements to the supply chain.

d. Participate in reviews of completed emergency relief programmes.

6. Supporting Beneficiary Service Programmes

a. Obtain information on beneficiary service programmes.

b. Evaluate logistics requirements in beneficiary service programmes.

c. Prepare an action plan to coordinate logistics and supply chain activities with other activities.

WAREHOUSING AND INVENTORY

This unit is designed to put in place the foundation skills and knowledge required to achieve competence in the function of warehouse and inventory management by people working in logistics/supply chain in humanitarian organisations. It recognises the need to set up and manage warehouse operations appropriate to the situation, environment and available resources, and for the short or long term requirement to store and manage inventory. It covers both the setting up of a warehouse operation and the management of that operation. Outcomes of Effective Performance 1. The function of warehouse and inventory manageme nt

a. Comply with warehouse and inventory management systems & procedures.

b. Identify and contribute to the implementation of improvements in warehouse and inventory management systems & procedures.

c. Provide information for the development of warehouse and inventory management plans and strategies.

d. Contribute to the development of warehouse and inventory management plans and strategies.

2. Contribute to setting up a warehouse

a. Contribute to the planning of an optimal warehouse layout.

b. Contribute to the evaluation and selection of the most appropriate warehouse processes and resources.

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c. Contribute to the evaluation and selection of the most appropriate handling and storage equipment.

d. Contribute to the analysis and application of data related to supply and demand.

e. Contribute to the identification of the regulatory and security requirements of a warehouse.

3. Manage Warehouse operations

a. Draw up a plan for the receipt and storage of in-bound goods, and the order picking and despatch operations.

b. Allocate labour and other resources on a daily basis in relation to this plan.

c. Modify planned activity at short notice to be able to cope with contingencies that may arise.

d. Produce a plan or strategy for the optimal positioning of in-bound goods in the warehouse, and for the physical organization of the despatch function.

e. Use information as an aid to assisting the work of other parts of the operation.

f. Ensure that adequate controls are in place for the safe and efficient receipt, storage, picking and dispatch of goods.

g. Analyse information on the performance standards of the warehouse operation.

4. Contribution to the provision and care of wareho use resources

a. Ensure that equipment is regularly checked and that any servicing that is needed is carried out.

b. Analyse information generated from the regular checking and servicing of warehousing equipment.

c. Take decisions when unsafe equipment needs to be removed from the operation.

5. Manage Inventory

a. Perform demand capture operations.

b. Forecast demand for goods.

c. Obtain and analyse information on product availability and lead times.

d. Assess supplier performance and input to Vendor Rating system.

e. Monitor and maintain stock movement.

f. Audit stock levels and stock inventories.

g. Update, analyse, verify and reconcile stock records.

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PROCUREMENT

This unit is designed to provide the foundation skills and knowledge required to achieve competence in the function of procurement performed by people working in logistics/supply chain in humanitarian organisations. The procurement process plays a key part in an order management system by meeting requests for goods/services through the activities of sourcing, purchasing, supplier monitoring and the management of risk. Outcomes of effective performance

1. The function of Procurement

a. Create and enhance effective working relationships with suppliers.

b. Provide logistics information for the development of procurement plans and strategies.

c. Contribute to improvements in procurement operations as the basis of development of procurement plans and strategies.

2. Sourcing

a. Clarify the requirements for goods and services.

b. Obtain and analyse supply market information and provide supply market reports.

c. Obtain supplier data and information, analyse it and provide reports on supplier capability.

d. Contribute to supplier appraisal systems.

e. Contribute to the implementation of sourcing strategies.

3. Purchasing

a. Contribute to the implementation of procurement systems and procedures.

b. Develop procurement plans for supplies and services to be purchased.

c. Work with users and provide procurement input into development of specifications.

d. Evaluate supplier capability and pre-qualify potential suppliers.

e. Produce appropriate documentation.

f. Place order or contract according to procurement rules and procedures.

4. Progress monitoring and control

a. Operate and maintain an expediting system.

b. Monitor and analyse records of receipt and inspection of supplies and performance records for services.

c. Identify performance history from analysis reports and implement remedial actions.

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d. Establish feedback mechanisms for information on supplier performance.

e. Co-ordinate improvements in supplier performance.

5. Risk Management

a. Identify and manage critical goods and services.

b. Identify risks and create controls to manage them.

c. Follow a code of ethics to guide procurement activity.

d. Follow a disciplinary/termination procedure in line with organisational rules and regulations.

TRANSPORT

This unit is designed to provide the foundation skills and knowledge required to achieve competence in the function of transport performed by people working in logistics/supply chain in humanitarian organizations. It recognises the importance of transport in the humanitarian aid supply chain process in moving goods from supply source to the final beneficiary delivery point. It covers planning and movement using the various modes of transport that may be available for different humanitarian aid situations.

Outcomes of Effective Performance 1. The Goods to be Moved

a. Relate the loads to type constraints and legislative controls.

b. Select suitable handling methods for different types of consignments.

c. Plan loads to match variable demand and supply.

2. Origins, Destinations and Routes

a. Plan and schedule freight transits for single and part-loads.

b. Use appropriate systems to audit current fleet performance, perform live order routing and prepare invoices and audit contractors.

c. Outline multi-modal routing relative to resources and time.

3. Modes of Transport

a. Contribute to the selection of an appropriate mode (or combination of modes) for any specific goods movement, and the appropriate vehicle within the mode.

b. Expedite movements through ports recognising operational characteristics.

c. Expedite movements by rail recognising operational characteristics.

d. Expedite movements by air recognising operational characteristics.

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e. Expedite movements by road recognising operational characteristics.

f. Expedite movements by sea recognising operational characteristics.

g. Set up the security precautions necessary for freight interchanges, depots and terminals.

4. Movements

a. Plan national and international movements.

b. Prepare resource plans for the movements of goods.

c. Prepare a security plan for a journey.

5. Manage transport providers

a. Select transport providers and establish contracts.

b. Manage the service provided by transport providers.

c. Monitor and analyse performance data.

FLEET MANAGEMENT

This unit is designed to provide the foundation skills and knowledge required to achieve competence in the function of fleet management by people working in logistics/supply chain in humanitarian aid organisations. It covers the selection of vehicles and equipment and the setting up of systems and procedures necessary to monitor and manage a fleet of vehicles.

Outcomes of Effective Performance 1. The function of fleet management

a. Comply with organisational fleet management systems & procedures.

b. Identify and contribute to the implementation of improvements in organisational fleet management systems & procedures.

c. Provide information for the development of organisational fleet management plans.

d. Contribute to the development of organisational fleet management plans.

2. Setting up a fleet

a. Contribute to the specification of the requirements of the fleet.

b. Identify relevant legislative and security requirements.

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c. Evaluate and select suitable vehicles and equipment.

d. Evaluate and select suitable human resources.

e. Establish operational systems and procedures.

f. Establish a vehicle and driver performance measurement system.

g. Establish maintenance systems and procedures.

h. Establish supplies and control of fuel.

3. Managing a fleet

a. Analyse orders for movement of goods and people.

b. Prepare routing plans and schedules to meet orders for movement of goods and people.

c. Ensure that drivers are assessed, evaluated and have suitable qualifications and are properly trained for the job.

d. Ensure that appropriate documentation is completed correctly.

e. Ensure that drivers follow correct procedures in the event of a traffic accident.

f. Ensure that the operation complies with the relevant local regulations governing transport.

g. Monitor costs and performance and prepare management reports.

IMPORT/EXPORT

This unit is designed to provide the foundation skills and knowledge required to achieve competence in the function of importing and exporting by people working in humanitarian aid organisations. It covers customs and excise procedures that need to be followed and the documentation needed to import and export. Outcomes of Effective Performance

1. Contract & Order Administration

a. Provide advice & information to other departments on the commercial requirements of international trade.

b. Contribute to placing orders with international suppliers.

c. Process export orders and enquiries.

d. Contribute to the administration of an import/export function.

2. Import/Export Documentation

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a. Work effectively with the agents involved in import and export.

b. Provide accurate and appropriate documentation for international trade and freight.

c. Determine the need for and obtain basic cargo insurance.

d. Monitor the progress of orders and goods through the delivery system utilising track and trace systems.

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3. Customs & Excise Procedures and Controls

a. Provide advice & information to other departments on the Customs & Excise procedures and controls applicable to international trade.

b. Establish the need for import/export licenses.

c. Determine the correct Commodity Code of goods for Customs purposes.

d. Ensure compliance with import and export Customs procedures.

e. Apply the correct regulations to imports and exports.

4. International Commerce and Methods of Payment

a. Provide advice & information to other departments on the relevant procedures involved with standard methods of payment.

b. Handle transactions priced and invoiced in a foreign currency.

c. Handle transactions that involve waivers and exceptions.

d. Align import/export procedures to the method of payment.

e. Make available the commercial, transit and other documentation required for payment.

f. Work effectively with the intermediaries involved in the payment cycle.

MANAGING THE HUMANITARIAN SUPPLY CHAIN RESPONSE

The purpose of this unit is to put in place the foundation skills and knowledge for the effective management of a humanitarian supply chain response to a humanitarian aid requirement. Outcomes of effective performance 1. Managing Operations

a. Obtain and evaluate information on the humanitarian aid requirement.

b. Assess the operational needs of the requirement.

c. Prepare an action plan to respond to the requirement.

d. Present information in a timely and accurate manner.

2. Managing People

a. Identify requirements for people to support the action plan.

b. Select and acquire people.

c. Plan, organise and lead the work of teams and individuals.

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d. Analyse the training needs of staff and know how to meet these needs.

3. Managing orders

a. Advise customers on specifications, cost, timings etc to enable them to prepare an order.

b. Verify that all financial procedures are followed and respected.

c. Process and monitor the requisition/order.

d. Verify deliveries against orders and maintain records of orders.

e. Provide accurate and up to date stock and pipeline data for inventory control and accurate reordering.

4. Managing the working environment

a. Contribute to the health and safety of the working environment.

b. Provide information to colleagues regarding the impact of a specific piece of legislation on an operational issue.

c. Obtain, analyse and present information on the security factors that might impact on supply chain operations.

d. Contribute to the development of specific plans to manage any security risks.

5. Managing the financial impact of activities

a. Obtain, evaluate and present financial information for inclusion in a plan and budget.

b. Recommend a resource purchase based on an appraisal of financial risks and a comparison of different options.

c. Implement a process for monitoring actual costs against a budget.

d. Contribute to the assessment of operational and financial performance based on an analysis of financial and other indicators.

e. Maintain operational financial records.

6. Working With Others

a. Share information with others on plans, activities and resources.

b. Adapt operational plans to take account of any others present in the field.

c. Co-ordinate activities and resources with others in order to achieve common objectives.

d. Maintain operational relationships.

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7. Managing activities in a dysfunctional situation

a. Identify the indicators of system failure.

b. Conduct an assessment of the changes in the operating environment.

c. Clarify the objectives of your activities.

d. Determine options to overcome obstacles.

e. Agree and document actions with appropriate people.

In-House Programmes This Certification in Humanitarian Logistics programme is designed to be delivered by Supported Self Study. However, elements of the learning can be delivered 'in house' for up to twelve delegates so that larger numbers can be trained more cost effectively. For further details, please contact Logistics Learning Alliance Tel No: +44 (0)1530 276590 Email: [email protected]

Further Information If after reading this guide you require further advice about any aspects of this course or other LLA Learning programmes, please contact: Logistics Learning Alliance Tel No. +44 (0)1530 276590 Email: [email protected] www.logisticslearningalliance.com Or: Fritz Institute 50 Fremont Street Suite 1150 San Francisco, CA 94105 USA Tel: 415-538-8304 Fax: 415-538-1406 Email: [email protected] www.fritzinstitute.org

Documents

REQUEST FOR PROPOSAL COURSE EVALUATION PROJECT CHL evaluation FINAL.pdf · REQUEST FOR PROPOSAL COURSE EVALUATION PROJECT ... training evaluation performed in the context ... certification