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Fleet & transport policy - Envision International (Conf 2010)

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Andre Knipe
Andre Knipe

The document discusses South Africa's policy priorities for land transport which include supporting basic needs, economic growth, developing human resources, and democratic decision making. It also discusses improving safety, security, reliability, quality, and speed of transporting people and goods. Typical international policy priorities like congestion management, environmental improvement, safety and health are also addressed. The role of various stakeholders like the accounting officer, chief financial officer, transport officer and drivers are defined. Key aspects of developing a transport strategy like performing environmental analysis, formulating objectives and consulting relevant parties are explained. Examples of elements that could be included in a transport and fleet management strategic plan and policy are provided such as service provision, vehicle acquisition, and performance monitoring.

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André Knipe 12 August 2010, Johannesburg 1
The Agenda • Policy priorities • Drafting and implementing fleet & transport management policy • The role of fleet & transport managers • Reporting in fleet & transport management • Examples of fleet & transport policies 2
Typical International Policy Priorities National land transport issue National land transport program response Congestion Congestion management Climate change Environmental improvement Social exclusion National mobility & access Safety & health Safety & health 3
SA’s Policy Priorities • To support the goals of the Reconstruction and Development Programme for meeting basic needs, growing the economy, developing human resources, and democratising decision making • To enable customers requiring transport for people or goods to access the transport system in ways which best satisfy their chosen criteria • To improve the safety, security, reliability, quality, and speed of transporting goods and people • To improve South Africa's competitiveness and that of its transport infrastructure and operations through greater effectiveness and efficiency to better meet the needs of different customer groups, both locally and globally • To invest in infrastructure or transport systems in ways which satisfy social, economic, or strategic investment criteria 4
Transport Policy & Regulation • Need for and elements of sound transport policy • SA Road Transport Policy & legislation • Conforming to RTQS (operator, vehicle & driver fitness) • Loading vehicles in accordance with legislation • Regulation pertaining to permissible loads, vehicle dimensions, mass distribution & vehicle plating 5
Public Policy Making Process • Problem identification & formulation • Gathering of information • Policy agenda • Policy formulation • Legitimation of policy proposals • Relationship between policy formulators & implementers • Policy implementation • Administrative feedback • Policy analysis • Policy innovation 6
Planning and Strategy Formulation Strategic Vision Strategic Mission and Purpose Strategic Goals, Objectives and Activities Strategy Formulation [budget, hr plan, procedures, org. structure, strategies] Environmental analysis/scoping SWOT analysis Service delivery environment 7
Formulating Strategies & Action Plans • Review: SWOT provide insight into efficiency of existing strategies • Strategy should convert weaknesses into strengths; threats into challenges • Identify 5 types of strategies: – Offensive: exploit opportunities from a premise of strength – Developmental: convert weaknesses into strengths – Diversification: harness strengths to minimise impact of threats – Defensive: organisation is vulnerable; may require professional help for business re-engineering – Combination: harness advantages of each; circumstances will dictate 8
Formulating Strategic Objectives • Break each strategy down into strategic objectives (narrowly defined area of achievement) • Objectives should include: – service delivery indicators; – indicate what is to be accomplished; – measures to quantify results 9
Consultation & Agreement • Policy & the related strategic plan is the responsibility of Accounting Officer in consultation with relevant role players • What to do: – Submit and agree on policy/plan – Amend plan according to budget allocations – Publish plan on dates determined 10
Example of a Transport & Fleet Management Strategic Plan • 1. Introduction – 1.1 Aim – 1.2 Objectives • 2. The Strategy - Meeting operational demand – 2.1 Service Provision • 2.1.1 Key Customer Services • 2.1.2 Service Level Agreements • 2.1.3 Charges • 2.1.4 Alternative Service Provision – 2.2 Vehicle Acquisition • 2.2.1 Vehicle Evaluation and Approval • 2.2.2 Vehicle & Equipment Specification • 2.2.3 Fleet Matrix • 2.2.4 Procurement – 2.3 Vehicle Replacement & Disposal 11
Example of a Transport & Fleet Management Strategic Plan – 2.4 Fuel – 2.5 The Environment – 2.6 Performance Monitoring – 2.7 Collaboration – 2.8 Resource Management • 2.8.1 Staff • 2.8.2 Sites and Security • 2.8.3 Systems – Computer and ISO 9001:2000 • 2.8.4 Budgetary Control • 3. Management of the Vehicle Fleet Strategy • Appendix – Fleet Services & Supplies Staff Organisation Chart 12
Role-players and their Responsibilities • Accounting Officer (Head of the Department) – Ensure effective, efficient & transparent systems of financial & risk management & internal control – Prevent unauthorised, irregular, fruitless & wasteful expenditure – Take disciplinary action – Manage assets – Budgetary control (prevent unauthorised expenditure – Report on the use of vehicles • Chief Financial Officer (CFO) – Delegated responsibilities • Head of Supply Chain Management – Support CFO 13
Role-players and their Responsibilities • Transport Officer – Asset register – Proper completion & administration of records & returns – Monthly vehicles performance summaries – Coordinate use of vehicles – Provide budget input – Control maintenance – Safeguard vehicles – Acts as a link – Liaise with other departments • Drivers and other staff 14
Implementation • Staff at all levels MUST contribute • Following elements should be present: – Structure: • Organisational structure should follow strategy – Leadership: • Senior management should guide; must have ability, experience & personality – Compatible culture: • Shared values, norms & expectations 15
Implementation • Following elements should be present: – Team effort: • Commitment of team; communication; problem- solving; trust; co-operation; performance evaluation aligned with strategy – Accountability for implementation: • Empowerment; delegation; reporting – Access: • Policy must be accessible to responsible people 16
Revision, Monitoring & Reporting • Policy and related plan is a ‘living’ document; must remain dynamic to adjust to changing environment • Improve through trial, evaluation and feedback • Assess performance (KPAs; service standards) • Revisit at least annually • Management committees can be mechanism to review strategic direction and progress 17
Financial Reporting • Value of assets reflected in balance sheet • Expenditure on assets in income statement • Depreciation and accumulated depreciation also reflected in balance sheet 18
Managing Transport & Fleet Services Effectively • Establish and maintain policies and procedures for use of vehicles – Part of internal controls • Provide systems to keep records of activities of vehicles – Management information & performance management • Establish an organizational structure within which vehicles can operate – Determined by strategic & operational plan 19
Managing Transport & Fleet Services Effectively • Provisioning of human resource capacity and skills to operate vehicles – Skills development & training • Manage the expenditure for and income/revenue from vehicles – Money collected from members of the community – Expenditure on stock & equipment • Management of vehicles and equipment – Regular inspections, services & maintenance – Replacement of vehicles 20
Example of a Fleet & Transport Strategy 21
Example of Fleet & Transport Policy 22
Example of Fleet & Transport Policy 23
Example of Fleet & Transport Policy 24
Example of Fleet & Transport Policy 25
26 André Knipe +27 (0)724174084 aknipe@telkomsa.net

More Related Content

Fleet & transport policy - Envision International (Conf 2010)

  • 1. André Knipe 12 August 2010, Johannesburg 1
  • 2. The Agenda • Policy priorities • Drafting and implementing fleet & transport management policy • The role of fleet & transport managers • Reporting in fleet & transport management • Examples of fleet & transport policies 2
  • 3. Typical International Policy Priorities National land transport issue National land transport program response Congestion Congestion management Climate change Environmental improvement Social exclusion National mobility & access Safety & health Safety & health 3
  • 4. SA’s Policy Priorities • To support the goals of the Reconstruction and Development Programme for meeting basic needs, growing the economy, developing human resources, and democratising decision making • To enable customers requiring transport for people or goods to access the transport system in ways which best satisfy their chosen criteria • To improve the safety, security, reliability, quality, and speed of transporting goods and people • To improve South Africa's competitiveness and that of its transport infrastructure and operations through greater effectiveness and efficiency to better meet the needs of different customer groups, both locally and globally • To invest in infrastructure or transport systems in ways which satisfy social, economic, or strategic investment criteria 4
  • 5. Transport Policy & Regulation • Need for and elements of sound transport policy • SA Road Transport Policy & legislation • Conforming to RTQS (operator, vehicle & driver fitness) • Loading vehicles in accordance with legislation • Regulation pertaining to permissible loads, vehicle dimensions, mass distribution & vehicle plating 5
  • 6. Public Policy Making Process • Problem identification & formulation • Gathering of information • Policy agenda • Policy formulation • Legitimation of policy proposals • Relationship between policy formulators & implementers • Policy implementation • Administrative feedback • Policy analysis • Policy innovation 6
  • 7. Planning and Strategy Formulation Strategic Vision Strategic Mission and Purpose Strategic Goals, Objectives and Activities Strategy Formulation [budget, hr plan, procedures, org. structure, strategies] Environmental analysis/scoping SWOT analysis Service delivery environment 7
  • 8. Formulating Strategies & Action Plans • Review: SWOT provide insight into efficiency of existing strategies • Strategy should convert weaknesses into strengths; threats into challenges • Identify 5 types of strategies: – Offensive: exploit opportunities from a premise of strength – Developmental: convert weaknesses into strengths – Diversification: harness strengths to minimise impact of threats – Defensive: organisation is vulnerable; may require professional help for business re-engineering – Combination: harness advantages of each; circumstances will dictate 8
  • 9. Formulating Strategic Objectives • Break each strategy down into strategic objectives (narrowly defined area of achievement) • Objectives should include: – service delivery indicators; – indicate what is to be accomplished; – measures to quantify results 9
  • 10. Consultation & Agreement • Policy & the related strategic plan is the responsibility of Accounting Officer in consultation with relevant role players • What to do: – Submit and agree on policy/plan – Amend plan according to budget allocations – Publish plan on dates determined 10
  • 11. Example of a Transport & Fleet Management Strategic Plan • 1. Introduction – 1.1 Aim – 1.2 Objectives • 2. The Strategy - Meeting operational demand – 2.1 Service Provision • 2.1.1 Key Customer Services • 2.1.2 Service Level Agreements • 2.1.3 Charges • 2.1.4 Alternative Service Provision – 2.2 Vehicle Acquisition • 2.2.1 Vehicle Evaluation and Approval • 2.2.2 Vehicle & Equipment Specification • 2.2.3 Fleet Matrix • 2.2.4 Procurement – 2.3 Vehicle Replacement & Disposal 11
  • 12. Example of a Transport & Fleet Management Strategic Plan – 2.4 Fuel – 2.5 The Environment – 2.6 Performance Monitoring – 2.7 Collaboration – 2.8 Resource Management • 2.8.1 Staff • 2.8.2 Sites and Security • 2.8.3 Systems – Computer and ISO 9001:2000 • 2.8.4 Budgetary Control • 3. Management of the Vehicle Fleet Strategy • Appendix – Fleet Services & Supplies Staff Organisation Chart 12
  • 13. Role-players and their Responsibilities • Accounting Officer (Head of the Department) – Ensure effective, efficient & transparent systems of financial & risk management & internal control – Prevent unauthorised, irregular, fruitless & wasteful expenditure – Take disciplinary action – Manage assets – Budgetary control (prevent unauthorised expenditure – Report on the use of vehicles • Chief Financial Officer (CFO) – Delegated responsibilities • Head of Supply Chain Management – Support CFO 13
  • 14. Role-players and their Responsibilities • Transport Officer – Asset register – Proper completion & administration of records & returns – Monthly vehicles performance summaries – Coordinate use of vehicles – Provide budget input – Control maintenance – Safeguard vehicles – Acts as a link – Liaise with other departments • Drivers and other staff 14
  • 15. Implementation • Staff at all levels MUST contribute • Following elements should be present: – Structure: • Organisational structure should follow strategy – Leadership: • Senior management should guide; must have ability, experience & personality – Compatible culture: • Shared values, norms & expectations 15
  • 16. Implementation • Following elements should be present: – Team effort: • Commitment of team; communication; problem- solving; trust; co-operation; performance evaluation aligned with strategy – Accountability for implementation: • Empowerment; delegation; reporting – Access: • Policy must be accessible to responsible people 16
  • 17. Revision, Monitoring & Reporting • Policy and related plan is a ‘living’ document; must remain dynamic to adjust to changing environment • Improve through trial, evaluation and feedback • Assess performance (KPAs; service standards) • Revisit at least annually • Management committees can be mechanism to review strategic direction and progress 17
  • 18. Financial Reporting • Value of assets reflected in balance sheet • Expenditure on assets in income statement • Depreciation and accumulated depreciation also reflected in balance sheet 18
  • 19. Managing Transport & Fleet Services Effectively • Establish and maintain policies and procedures for use of vehicles – Part of internal controls • Provide systems to keep records of activities of vehicles – Management information & performance management • Establish an organizational structure within which vehicles can operate – Determined by strategic & operational plan 19
  • 20. Managing Transport & Fleet Services Effectively • Provisioning of human resource capacity and skills to operate vehicles – Skills development & training • Manage the expenditure for and income/revenue from vehicles – Money collected from members of the community – Expenditure on stock & equipment • Management of vehicles and equipment – Regular inspections, services & maintenance – Replacement of vehicles 20
  • 21. Example of a Fleet & Transport Strategy 21
  • 22. Example of Fleet & Transport Policy 22
  • 23. Example of Fleet & Transport Policy 23
  • 24. Example of Fleet & Transport Policy 24
  • 25. Example of Fleet & Transport Policy 25