Supplies and Food Aid - Field Handbook (UNHCR, 1989, 296 p.) CHAPTER 6 - VEHICLES 6.1 The Need for Motor Vehicles (introduction...) Chart 6.A: Identification of Vehicle Needs 6.2 Responsibilities for Motor Vehicles 6.3 Vehicle Selection Guidelines (introduction...) Chart 6.B: Examples of Commonly Used Field Vehicles Official Vehicles Chart 6.C: Selection Guidelines for Motor Vehicles Light Field Vehicles Heavy Duty Vehicles Special Purpose Vehicles 6.4 Equipment Options, Accessories and Kits (introduction...) Chart 6.D: Vehicle Options and Accessories Fuels and Lubricants Tires Two-Way Radio Communications Technical Kit Chart 6.E: Technical Kit for Field Operations First Aid Kit Chart 6.F: Suggested Topics for a First Aid Course 6.5 Purchase of Vehicles (introduction...) Chart 6.G: Vehicles: International or Local Purchase? 6.6 Receipt, Registration and Insurance (introduction...) Pre-Delivery Inspection Vehicle Markings Registration Vehicle Insurance Delivery to the Vehicle Base Location 6.7 Use of Vehicles (introduction...) Vehicle Records Fuel Supplies Vehicle Drivers Vehicle Accidents 6.8 Maintenance and Repair (introduction...) Spare Parts Chart 6.H: Suggested Fast-Moving Spare Parts for Periodic Vehicle Maintenance Vehicle Workshops Chart 6.I: Characteristics of an Effective Vehicle Workshop Chart 6.J: Suggested Topics for a Vehicle Workshop Employee Training Programme 6.9 Disposal of Vehicles (introduction...) Chart 6.K: Vehicle Disposal - When?

Supplies and Food Aid - Field Handbook (UNHCR, 1989, 296 p.)

CHAPTER 6 - VEHICLES

6.1 The Need for Motor Vehicles

6.1.1 Motor vehicles are an integral and essential component of all UNHCR's programme operations in the field. The effective provision and use of appropriate vehicles have a direct impact on the achievement of programme objectives.

6.1.2 Vehicle needs must be assessed in the context of overall logistics requirements for a particular programme:

- Do not identify transport as a secondary requirement based on needs in other sectors, or base decisions solely on budgetary considerations.

- Develop a consolidated transportation plan which meets total programme delivery needs, and define the budget in terms of the plan.

6.1.3 Supplying UNHCR-purchased vehicles is only one of several options available to fulfil needs to move goods or people from one location to another. Other modes of transport may be appropriate - railway, water barges, carts or animals. Also examine other sources of vehicles, their capabilities and capacities, especially to solve immediate and short-term transportation requirements:

- Borrow vehicles locally which are owned and operated by the government, another UN agency, implementing partners or other aid organizations.

- Rent vehicles or contract transport needs from a local commercial fleet. Local security conditions or poor roads may discourage trucking companies from undertaking UNHCR deliveries, or may result in higher tariffs.

6.1.4 Before deciding to establish a UNHCR-sponsored, independent fleet - a complex and costly exercise - consider the feasibility of increasing the capabilities of an existing operation. Improve the operation's capabilities to repair vehicles which are currently out-of-service, but avoid repairing derelict vehicles, which is seldom practical. If the operating and servicing facilities are already in place, provide the additional vehicles necessary to meet UNHCR's needs. Standardize the fleet to the extent possible.

6.1.5 Establish control and monitoring procedures and assign responsibilities for vehicle operations from the start. This will encourage effectiveness and efficiency in the logistics operation, and the feedback will provide useful information:

(a) for ongoing budgetary purposes; and
(b) for making future decisions on the acquisition, disposal or replacement of vehicles.

6.1.6 Once the transportation fleet is operational, examine requests for additional vehicles carefully. Requested vehicles should be the same as the makes and models in the existing fleet. Look at past, current and forecasted needs, capacities and utilization. Can the request be justified over the long term, or would a short-term alternative suffice?

Chart 6.A: Identification of Vehicle Needs

Many UNHCR programmes are located in developing countries where road conditions are poor and vehicle servicing facilities are limited.

1. Justify the need for each vehicle in terms of its specific purpose in meeting overall supply needs.

2. Consider vehicle operating and maintenance requirements during the planning phase.

3. Undertake a detailed analysis of the costs of purchasing versus hiring/renting. Depreciation or the amortization of the capital investment over the expected serviceable life of a vehicle is a key factor.

4. Seek technical advice locally, or through TSS at Headquarters.

5. Answer the following questions:

- What types/quantities of goods or how many people must be transported, and how frequently?

- Where will the vehicle(s) be used, over what distances and what road conditions?

- What facilities are needed to provide fuel, lubricants, spare parts and ongoing maintenance and repair? Do they exist, or will they need to be augmented or developed?

- What are the associated costs for vehicle acquisition and for ongoing vehicle operations?

6.2 Responsibilities for Motor Vehicles

6.2.1 Each UNHCR programme is unique in terms of its complexity, operational relationships between UNHCR, the government and implementing partners, and local socio-economic, climatic and geographic factors. In broad terms, however, responsibilities associated with the provision and operation of motor vehicles can be identified and grouped by organizational level in UNHCR:

(a) Headquarters

- In consultation with the geographic desk and TSS, field offices may ask for technical advice on logistics, transportation needs, fleet operations and vehicle workshops.

- SFAS provides catalogues and current vehicle cost information, and makes international purchases of vehicles, fuel, lubricants and spare parts.

- The geographic desk and PMS obtain budget approval.

(b) Branch or Regional Office

- Coordinates transportation needs, plans interim solutions, submits budget proposals and issues purchasing requests for new vehicles, fuel and spare parts.

- Arranges delivery to inland destinations for internationally procured vehicles.

- Provides training programmes for drivers, dispatchers and fleet managers.

- Provides storage and inland transportation for fuel and lubricants.

- Maintains the necessary supply of spare parts, purchased locally or internationally.

- Maintains records of the complete vehicle inventory and data on each vehicle's location and condition.

(c) Field Office

- Manages the local vehicle fleet and drivers.

- Controls the receipt and issue of fuel and lubricants.

- Provides and monitors periodic maintenance and necessary repairs.

- Manages the local spare parts supply.

- Maintains detailed vehicle records on use and servicing, and submits periodic reports to the Branch or Regional Office.

6.2.2 UNHCR officials in the field may not be directly responsible for managing the activities described above because these responsibilities are often passed on to implementing partners or contractors. In every case, however, UNHCR officials must monitor vehicle operations that they do not manage directly, to ensure that proper controls and effective management techniques are being applied.

6.3 Vehicle Selection Guidelines

6.3.1 Proper vehicle selection is imperative to ensure that each vehicle supplied can fulfil its prescribed role in the overall transportation operation. Many different vehicle makes, models and options are available. For ease of reference, in a typical country programme, vehicles may be grouped into four main categories:

(a) Official vehicles - primarily for administrative and representational use, they carry passengers and occasionally goods, such as luggage or office supplies. Typically, these are sedans and station wagons, driven mainly in urban areas and on fair to good roads. For official vehicles which may be driven in areas with poor road conditions or on field trips or journeys over longer distances, light field vehicles may be selected (see below).

(b) Light field vehicles - often used as project vehicles to transport passengers and goods over shorter distances in the field. Pick-ups and Land Cruisers with four-wheel drive are ideal on poor roads or in off-road conditions.

(c) Heavy duty vehicles - used to transport supplies and food aid. Large vehicles needed for long distance transport on fair to good roads are, typically, truck and trailer units (4x4 or 4x6) with a load capacity of 10 to 15 MT per unit. Smaller heavy duty vehicles (4x2 or 4x4), with a load capacity of 5 to 9 MT are used to transport supplies over shorter distances, often on poor roads and occasionally off-road.

(d) Special purpose vehicles - such as minibuses, ambulances, water or fuel tankers, mobile workshops, dump trucks, tractors, graders, required for various programme sectors. The guidelines presented here may be applied, but in each case sector specialists should conduct a special assessment of needs, specifications and suitability.

6.3.2 The Field Motor Vehicle Standards Catalogue, published by the Inter-Agency Procurement Services Unit (IAPSU) of UNDP in Copenhagen (copies available from SFAS at Headquarters), lists a selection of vehicles suitable as official and project vehicles. More recently, IAPSU has issued a Heavy Vehicles-Truck Catalogue, also available from SFAS, which lists specifications for trucks and truck chassis from a number of suppliers worldwide.

6.3.3 Assess potential donations carefully before acceptance. Donors usually give preference to products from their own country, perhaps overlooking the real needs in the recipient country. Examine proposed donations using the suitability and selection criteria given here. Pay particular attention to vehicle durability, standardization with the existing local fleet, and servicing capabilities. Donations of used vehicles are likely to result in high subsequent expenditures for repairs and maintenance; they may only be considered in exceptional circumstances. Some offers must be politely declined.

Chart 6.B: Examples of Commonly Used Field Vehicles

Official Vehicles

6.3.4 For the senior official in a UNHCR office, first choice is usually a four-door sedan, suitable for an international humanitarian organization without being ostentatious or conveying a negative impression. Additional passenger vehicles in an office should be selected from other models of the same make. An excellent second official vehicle is a station wagon, or a light field vehicle if its use for field trips is foreseen. Avoid very small cars which provide less protection in an accident, have limited use and may develop mechanical problems as a result of their lack of durability. Four-wheel drive should not be selected as an option for official vehicles because the vehicle's overall design may not be suited for poor roads or off-road conditions; consider this option only if seasonal difficulties may occur, such as flooding, snow, or ice.

Chart 6.C: Selection Guidelines for Motor Vehicles

1. Standardize the vehicle fleet, wherever possible, consistent with servicing facilities and makes/models common in the recipient country. Ideally, a manufacturer's dealer or representative should be present in the country or in a nearby country for consultation, service and the provision of spare parts.

2. Specify right-hand or left-hand drive, consistent with the driving rules and conventions in the recipient country. This will minimize accident risk.

3. Give preference to diesel engines, because of their reliability, safety and economical operation. Select petrol engines only when diesel fuel is not available or excessively priced, or when vehicles must operate in extremely cold climates. Mechanics who will service the vehicle must be familiar with the engine type. Standardize where possible, so that only one type of fuel is needed.

4. Choose vehicles with a longer wheel base, which have greater stability on poor roads and during off-road operations.

5. Weigh the traction advantages of four-wheel drive carefully against the added purchasing and operating cost of this option, and its specialized maintenance and spare parts requirements. Light field vehicles equipped with four-wheel drive consume almost double the fuel as the same two-wheel drive model. However, in some areas four-wheel drive is essential.

6. Request vehicles "as per standard export specifications for ... (recipient country)", and consider other options which are recommended for the country or terrain.

7. Specify colour, usually white or light blue, for UNHCR-supplied vehicles.

Light Field Vehicles

6.3.5 Because these vehicles may often be used in remote locations on bad roads and tracks with the most unfavourable servicing conditions, select a make and model with a proven record of reliability. Pick-ups or special purpose vehicles (see below) are also available on the same chassis, which will minimize spare parts requirements. Select a seating configuration based on intended use:

(a) seats fixed laterally across the vehicle to comfortably seat personnel travelling in the vehicle;

(b) benches fixed along the sides of the cabin for mixed use, to transport goods or to move passengers over short distances; and

(c) to maximize seating capacity, a roof rack to carry passengers' luggage.

Heavy Duty Vehicles

6.3.6 The need for heavy duty vehicles must be the subject of a careful expert evaluation of all technical aspects of the logistics operation. Truck fleets require an extensive infrastructure for ongoing control and maintenance. Aside from the high initial capital investment, major ongoing expenditures include the costs of dispatchers, drivers, mechanics, fuel and spare parts. If the need for establishing a trucking fleet is agreed, seek technical advice to assess the requirements for fleet acquisition, the ongoing associated costs and the need to establish mechanical workshops. To illustrate the complexity of the needs assessment for heavy duty vehicles, see the selection criteria in Annex XX.

6.3.7 Avoid purchasing one truck - find another solution. If the need for one truck is justifiable, consider only models which are used and can be serviced locally.

6.3.8 Choose a size and configuration of vehicle which is suitable for expected operating conditions. Safety may be impaired or vehicle damage result, if vehicles are overloaded or loads exceed weight-per-axle limitations. Moving supplies using a small number of large trucks rather than a large number of small trucks is more easily scheduled and controlled, and more economical. However, large trucks require better drivers, good roads, more skilled mechanics, sophisticated spare parts and larger, better-equipped servicing facilities. Individual break-downs in a large-truck fleet have a greater impact on operating capabilities. Twin axles are advisable for larger units.

6.3.9 Standard truck and cargo trailer combinations are more versatile than large semi-trailers. The tractor of a semi-trailer moving alone is more accident-prone because of its high centre of gravity. Both cargo trailers and semi-trailers are dangerous when operated on bad, pot-holed roads or when carried on ferries, especially when empty. If truck/trailer units are expected to make return journeys empty, consider the legality and practicality of using a «piggy-back» trailer unit which can be carried on the back of the truck unit, increasing the stability of the empty truck and reducing wear and tear on the trailer. Short and medium length truck chassis are best on bad roads.

6.3.10 Truck side-walls should be at least cab height, of solid construction. For more versatility, sideboards, pillars and tail-board may be removable to enable loading from back, top or sides, and for conversion to a flat-bed to carry cargo containers. Trucks should be equipped with a tarpaulin and ropes, and lashing rings or cleats around the truck body for securing it. Request tarpaulins which are waterproof, heavy duty, preferably light-coloured canvas fitted with eyelets. The tarpaulin support frame should be easily detached. Also assess requirements for optional lifting mechanisms, such as a small crane or a mechanically raised rear platform/tail-board.

6.3.11 For ease of maintenance and driver training, standardize the trucking fleet as much as possible. Give preference to truck makes and models presently in local use, as drivers and mechanics will already be familiar with them, and some spare parts may also be available. Check out potential national and regional suppliers who may be able to offer appropriate vehicles and quick delivery.

6.3.12 For international truck purchases from the manufacturer, allow 3 to 6 months from the date of the order for delivery. Regardless of the source of supply, however, remember that large orders of the same truck model will take additional time to be manufactured.

6.3.13 Spare parts should be ordered with every truck. Base initial orders on the manufacturer's recommendations, usually valued at 10 to 15 per cent of the truck's FOB value.

Special Purpose Vehicles

6.3.14 Choose special purpose vehicles by applying the criteria for other vehicles operating under similar field conditions. Use detachable special purpose equipment on standard vehicles, whenever possible. When vehicles are chosen for their special function, rather than their suitability and durability, problems can result. Breakdown of either the special equipment or the vehicle means that both parts are incapacitated.

6.3.15 Adapt other vehicles to the special purpose, unless a long-term need is established. Recognize the limitations of special purpose vehicles. For example, use light field vehicles or trucks in lieu of purchasing buses or minibuses to move people. Overloading buses is very risky. Excess luggage in roof racks raises the centre of gravity of a bus. Large quantities of luggage inside will obstruct the aisles. Both of these situations present a danger to the passengers. If buses or mini-buses are considered, remember:

- Their usefulness is restricted to good, or at least fair, roads.
- Buses have less transport capacity than trucks.
- Minibuses are less sturdy than field vehicles with a similar capacity.
- Bus drivers require a special licence in most countries.
- Special purpose passenger insurance must be provided.

6.3.16 In each case, justify a request for a special purpose vehicle in terms of its intended use to meet sectoral needs, and its suitability in the overall context of the local vehicle fleet and operating conditions. Consult with both sectoral specialists and fleet vehicle experts to determine the best possible solution.

6.4 Equipment Options, Accessories and Kits

6.4.1 As a rule of thumb, always select the most basic vehicle model unless there is a version which is more readily available which can be expected to be easily serviced. Avoid options which are vital to the functioning of the vehicle once installed, such as automatic transmission. Options and accessories which increase the usefulness or comfort of a vehicle are acceptable, provided they will not cause maintenance problems, significantly increase the purchase price or delay the delivery of the vehicle.

Chart 6.D: Vehicle Options and Accessories

Recommended:		Remarks:
- Lock for gas cap and outside-mounted spare wheel		Usually opened with the ignition key. If a separate key is needed, verify availability as part of the standard set and spare keys.
- Lap-and-shoulder safety belts on front seat		Obligatory in certain countries.
- Anti-theft ignition		Usually part of steering wheel lock which immobilizes the vehicle.
- Roll bar		For added safety, to protect passengers in case the vehicle overturns.
- Heavy duty, easily maintained upholstery		Not PVC or plastic, especially for vehicles operating in hot climates.
- AM radio		Standard equipment in many vehicles, which may improve the safety and security of personnel and cargo. FM (VHF) receivers are not usually useful outside major population centres. Cassette tape decks should only be considered if the vehicle will operate on longer journeys in remote areas.
- Anti-rust protection		Good in humid and coastal climates, or cold climates where salt is used on the roads, to reduce body maintenance and lengthen vehicle life.
- Rear window wiper/washer		Especially for dusty or muddy conditions.
- Shatterproof windscreen
- Mud flaps on all wheels
- Wing mirrors and large rear-view mirror
- Tinted windows		To minimize glare and reduce driver discomfort and fatigue.
Where appropriate:		Remarks:
- Heavy duty shock absorbers front and rear
- Heavy duty battery
- High capacity cooling system
- Front-end winch		For vehicles driven on poor roads or in remote off-road situations, and where rain/mud may cause vehicles to bog down.
- Heavy duty jack		To replace standard jack, which is often insufficient under field conditions.
- Second spare wheel		For field vehicles used in areas where tire repairs are not readily available.
- Additional fuel tank		For vehicles which will operate frequently on long trips or in remote areas. Can be installed by manufacturer.
- Air conditioning		To improve driving comfort at slow speeds in hot climate, in convoys or on dusty roads, or when carrying perishables. Assess utility against potential servicing problems and increased fuel consumption. At normal speeds on fair to good roads, normal ventilation should suffice.
- Block heater		Needed only in very cold climates.
- Roof rack		Vehicle centre of gravity raised when loaded, increasing the risk of the vehicle overturning in a critical situation.
- Jerrycans		Useful for longer field trips.
	- one or two 20-litre metal Jerrycans for additional fuel, with proper facility for securing them safely	Minimum of petrol fuel on board, to avoid creating a fire hazard. Diesel fuel presents a much lower risk.
	- one 20-litre plastic Jerrycan for water
- Flag staff or bracket for vehicle flagpole		For official vehicles or in security zones, to identify UNHCR vehicles.
- Fire extinguisher		Of questionable value because of low fire risk in most vehicles and high risk of theft when fire extinguisher is properly situated in a prominent and accessible place in the vehicle.
- Comfort options, e.g., special carpeting, upholstery or arm rests		Only if they do not significantly increase purchase price and will not delay delivery of the vehicle.
Unacceptable/Not Recommended:		Remarks:
- Automatic transmission		Need for highly specialized workshops for maintenance and repair, lack of durability in poor and off-road conditions, and impossible to start by towing if the battery is dead.
- Hydromatic suspension		Vulnerable in rough road conditions and difficult to repair.
- Electric windows		Failure to open or close if the system breaks down.
- Central door-locking systems		Not suitable because of dependence on the vehicle's electrical system, unless purely manual operation is possible independent of the automatic system.
- Alarm system		Of no value unless vehicle is properly locked, and then only if those who hear the alarm react to the alert. Tends to create a false sense of security and false alarms are common.

Fuels and Lubricants

6.4.2 Local supplies of fuel and lubricants may influence your selection of vehicles - petrol or diesel engine, larger or smaller trucks. Ensuring a relatively constant supply of fuel gives much more security and may very well avert major crises in the overall transport operation.

6.4.3 Anticipate fuel and lubricant requirements and probable consumption rates for vehicles under consideration. If local fuel is available, confirm that octane ratings are adequate for proper vehicle operation. Duty-free fuel may be provided for UN vehicles. Check that sufficient quantities can be supplied where they will be needed. Answer the following questions:

- What supplies are necessary - petrol, diesel, oil, grease, etc.? In what quantities? At what cost? Duty-free?

- Are sufficient stocks provided at all vehicle base locations?

- Are there fuel depots? Where?

- What system is used to obtain, transport and store fuel to/in field locations?

6.4.4 If available supplies are inadequate, try to contract with oil companies or distributors to provide guaranteed quantities at specific locations. If this is not feasible, you may have to buy fuel and lubricants from national depots or import your requirements, and make arrangements to transport and store the supplies where they will be needed. Large underground tanks and pumps are preferable, with delivery by bulk tanker. In emergencies, or less ideal conditions, supplies may have to be transported and stored in 200-litre drums, and dispensed using portable, manually operated pumps.

6.4.5 When planning the supply of fuels and lubricants for UNHCR-purchased vehicles, ensure that procedures are in place to control the issue and use of the supplies provided, and to report consumption data for planning, budgeting and delivery scheduling purposes.

Tires

6.4.6 Pay special attention to the quality and specifications for the tires supplied with the vehicle, particularly tread design and thickness. Tires designed for use in sand are not good for mud, and vice versa. Heavy duty, cross-country tires may be the most suitable for vehicles which will be used on other-than-hard-surface roads, except in desert or semi-desert conditions where sand tires are essential.

6.4.7 Assess the suitability of particular types of tires in consultation with a technical expert, preferably with local experience. Use relevant data on planned vehicle type, previous and planned use, and typical local conditions to aid in this assessment.

6.4.8 Road and off-road conditions in field situations are extremely hard on tires. They can wear out in 10,000 km, under some of the conditions encountered. Repairing tires with tubes in the field is easier than repairing tubeless tires. Slight damage to wheel rims, which can easily occur during off-road operations, does not affect tires with tubes. Consider the advantages of:

(a) providing an extra complete spare wheel with proper wheel mount on the vehicles (outside wheel mount must be lockable) or extra tubes; and

(b) equipping the vehicle with a tire repair kit.

Two-Way Radio Communications

6.4.9 Two-way radio communications with vehicles is one of the best means to increase utilization and security. Communications with the base station enhance the management of overall transport operations. In the case of convoys, communications can play a vital role in controlling the convoy and improving security.

6.4.10 The decision to install communications equipment in a vehicle is based on the vehicle's intended use and on established communications practices in the area in which the vehicle will be operating. If the need is justified, order a mobile radio separately through Headquarters. Request delivery in time for installation by a professional radio technician on arrival of the vehicle.

Technical Kit

6.4.11 A high degree of self-sufficiency is necessary for vehicles which operate primarily in areas without adequate support infrastructure. Tools delivered with a vehicle are often insufficient or of inadequate quality for field use. Consider supplying a specially prepared technical kit for remote operations. Items for the kit may have to be ordered specifically. Because of their value and portability, kits should be kept securely in a lockable box, issued against a receipt for each field trip and fixed to the vehicle. Provide driver training on the use of the contents through a local workshop.

Chart 6.E: Technical Kit for Field Operations

· Owner's Manual

· Towing cable or rope

· Battery jumper cables

· Tool set: screwdriver, hammer, flat- and sharp-nosed pliers, spanners, monkey wrenches

· Jack with jack handle and wheel wrench, suitable for use on soft or uneven ground

· Puncture repair kit

· Tire inflating equipment

· Wire, string, assorted nuts and bolts, PVC tape

· Vehicle-specific spare parts: headlight and tail-light bulbs, fuses, spark plugs, air and fuel filters, fan and water pump belts, hoses, clamps, extra tire tube

Other Suggestions for Field Trips

· Signal triangle

· Flashlight, preferably with own batteries, as well as a cable to connect to the vehicle battery

· Jerrycan(s) for spare fuel: 20-litre, metal

· Jerrycan(s) for water: 20-litre, plastic

· Fuel funnel

· Second spare wheel (rim, tire and tube)

· Extra engine and gearbox oil

· Brake fluid (in small sealed tins)

· Shovel

· Axe

· Fire extinguisher

· Tire chains (snow conditions)

· Sleeping bags or blankets, small set of cooking and eating utensils, camp stove or firewood

First Aid Kit

6.4.12 As a minimum, each vehicle should be equipped with a basic first aid kit containing a supply of antiseptic, bandages and dressings. These can usually be obtained locally.

6.4.13 A somewhat more complete kit may be purchased through Headquarters. In addition to basic first aid necessities, this UNHCR kit contains medical supplies to cope with sudden medical problems commonly encountered in the field, such as malaria attacks or digestive upsets. The kit includes instructions in languages used in UNHCR; the field office is responsible for any translation into local languages.

6.4.14 Arrange training in basic first aid for all field staff and drivers through a local institution, such as a hospital or the national Red Cross or Red Crescent Society.

6.4.15 Institute local administrative procedures to:

(a) obtain and secure standard first aid kits within the office; and
(b) replenish the contents of the kits at regular intervals.

Chart 6.F: Suggested Topics for a First Aid Course

· How to stop bleeding, prevent shock, deal with unconsciousness.
· Breathing problems, symptoms and possible causes. Resuscitation.
· Fractures and their signs. How to make a splint.
· How to make a stretcher.
· Bums and primary treatment.
· Dehydration and how to prevent it.

6.5 Purchase of Vehicles

6.5.1 Before proceeding with the purchase of any vehicle, Headquarters must approve a budget allocation for vehicle acquisition.

6.5.2 For UNHCR programme operations, international procurement is the recommended method for obtaining needed vehicles. Its major drawback is the long lead-time necessary for manufacturers to produce and deliver the order - usually a minimum of three months from placing the order to receipt in the field. Submit complete specifications to SFAS at Headquarters, through the geographic desk.

6.5.3 Consider local procurement only if required models can be supplied ex stock under warranty. The price of locally purchased vehicles will always be higher than the international price. Investigate tax exemption or recovery of import duties for local purchases. Urgency alone can justify a local purchase, and then only if the cost or availability of rental or borrowed vehicles prevents their use to fill the gap until internationally purchased vehicles arrive.

Chart 6.G: Vehicles: International or Local Purchase?

INTERNATIONAL PURCHASE:

Advantages	Disadvantages
Almost an unlimited choice of makes and models from which to choose.	Long delivery lead-time.
Ability to meet specific requirements for auxiliary equipment and special options.	Question of compatibility with existing local servicing infrastructure.
Lower prices, supplied duty-free, with possibility of quantity discounts.	Possible import restrictions causing delay in delivery.

LOCAL PURCHASE:

Advantages	Disadvantages
Vehicle make and model (including options) already standardized with any local infrastructure.	Local price usually higher than international cost, particularly if tax exemption or recovery for UNHCR is not authorized.
Servicing, including repairs under manufacturer's warranty, available from the local supplier.	Stocked models likely to be older.
Short delivery lead-time, if ex stock.	Available vehicles possibly equipped with undesirable or unnecessary options.

6.6 Receipt, Registration and Insurance

6.6.1 Follow standard port clearance and receiving procedures to release vehicles from the shipping agent and from customs, or to take delivery from a local supplier (see Chapter 4, Receipt of Shipments). In addition, however, the consignee must arrange for each vehicle to be inspected, registered, insured and delivered to its final destination or operational base. Also, affix appropriate markings to the vehicle and install radio communications equipment at this time.

6.6.2 All of these services may be available through a contracted forwarding agent, or the consignee field office may have to contract separately. Detailed instructions and follow-up are necessary for each vehicle received. See Annex XXI for a suggested checklist.

Pre-Delivery Inspection

6.6.3 Pre-delivery inspection ensures that each vehicle is undamaged and in proper operating condition, both mechanically and physically, in accordance with the manufacturer's specifications. Retain the manufacturer's local representative, a reliable local vehicle workshop or the workshop of an implementing partner to conduct the pre-delivery inspection.

Vehicle Markings

6.6.4 As part of the pre-delivery activities, each vehicle should be marked for identification purposes, as follows:

(a) UNHCR-registered vehicles - Affix «UNHCR» (or its French, Spanish or other language equivalent, in accordance with local practice) to both right and left front doors of the vehicle in an appropriate size which is easily seen. Decals for this purpose are available from Headquarters, or the identifier may be painted using a template. Security considerations may also suggest adding «UN» or «UNHCR» on the hood or roof of the vehicle, to make it easy to spot from the air.

(b) UNHCR-supplied project vehicles - Paint «Donated by UNHCR», or its equivalent, on both the right and left front doors of the vehicle. To readily identify each vehicle, the year of acquisition and relevant project code are also included on both rear passenger doors of light field vehicles.

(c) Donated vehicles - Donors may specify markings for vehicles to identify their contribution. Pay special attention to ensure that their requirements are fulfilled.

Registration

6.6.5 All vehicles must be registered on receipt, preferably in the name of the user of the vehicle, and not necessarily UNHCR. In the event of an accident, the driver is usually held liable for any criminal charges, but the registered owner may be liable for any civil damages claimed. The user (if not the owner) is not commonly involved in these legal matters, except in the possible regress of a claim against the owner.

6.6.6 For official or project vehicles operated by UNHCR staff members, where UNHCR is the owner, user and operator of a vehicle, registration is straight-forward. Liability and control are vested entirely in the office.

6.6.7 In the case of project vehicles, where vehicles purchased by UNHCR are turned over to an implementing partner, the situation is more complex. Project agreements usually foresee the transfer of ownership to the implementing partner. UNHCR is sometimes hesitant to do so immediately, however, because control over the use and disposition of the vehicle is also transferred. In the past, vehicles have been registered to UNHCR on receipt and delivered to an implementing partner, leaving UNHCR liable for civil claims resulting from the operation of the vehicle by our implementing partner. Registration of the vehicle in the name of the intended user is recommended, with the understanding that the vehicle will be operated for the purposes set out in the project agreement, and disposition of the vehicle will be made only after consultation and agreement with UNHCR.

6.6.8 Vehicles registered to UNHCR which are no longer needed for current or future UNHCR activities may be handed over, with a transfer of registration, to implementing partners. The disposition of this UNHCR-owned, non-expendable property requires the prior approval of the UNHCR Property Survey Board at Headquarters.

Vehicle Insurance

6.6.9 Vehicle insurance should be in place before a vehicle becomes operational. For UNHCR-operated vehicles, the Branch Office must arrange sufficient coverage. Minimum insurance requirements for vehicles transferred to implementing partners are specified in the relevant project agreement. Refer any questions concerning insurance to the Legal Adviser at Headquarters.

6.6.10 In assessing insurance requirements, consider the possible eventualities and the cost/benefits of coverage. In the event of an accident, three types of damages can result:

- Injury or property damage to a «third party» (not the vehicle or its occupants), is covered by third party liability insurance. This insurance is compulsory in most countries, but the amount of coverage stipulated is often less than actual claims which can occur. The registered owner of the vehicle is liable for any difference between the amount of coverage and the amount of a claim settlement. The UN Global Insurance Scheme, to which UNHCR does not currently subscribe, recommends coverage up to US $500,000 per accident (combined bodily injury, death and property damage).

- Damages to the vehicle requiring repair, or replacement of the vehicle in the case of excessive damage or total destruction, is covered by comprehensive insurance. This type of insurance is presently not compulsory in UNHCR. In any case, the risk is limited to the value of the vehicle at the time of an accident. On a global basis, the premiums for comprehensive coverage are high and cannot be justified in terms of potential reimbursements. Implementing instruments do require this coverage, however, for project vehicles whose ownership is vested in an implementing partner.

- Injury or losses suffered by the driver or passengers should be covered by passenger insurance. Pay special attention to the need for passenger insurance, because the risks involved are difficult to anticipate and the amount of any claims can be considerable. Staff members travelling on official business may be adequately protected by UNHCR employee insurance, but government officials, contracted experts, members of implementing agencies, media personnel and refugees may also be passengers, whose own insurance may be insufficient or non-existent.

6.6.11 For vehicles operated by implementing partners, mandatory clauses in project agreements require insurance for non-expendable property (comprehensive insurance for vehicles) and third party liability. UNHCR also declines responsibility for the activities and staff members of its implementing partners in the relevant project agreements. In reality, however, implementing partners, especially government departments, are often self-insured or their coverage is limited to the amounts compulsory in the respective country. A considerable risk exists if vehicles operated by an implementing partner remain registered to UNHCR, because settlements above basic legal obligations and insurance coverage may revert to the registered owner, i.e. UNHCR.

Delivery to the Vehicle Base Location

6.6.12 On completion of all receiving activities, arrange delivery of each vehicle to its final destination and user, where the vehicle will be based for its intended purpose. Vehicles may be driven under their own power or carriers may be contracted to transport the vehicles, especially for long distances involving poor road or driving conditions. Note that shipping insurance can be extended to cover vehicles to their final destination. If they are driven under their own power, however, third party liability insurance coverage must also be provided locally.

6.6.13 A minimum of two sets of keys are supplied with each vehicle. Give one set to the driver (or carrier), to be surrendered to the user's fleet manager when the vehicle is not being driven. Forward the other set of keys to the fleet manager, to be retained securely in the event that the first set of keys is lost and must be replaced by a duplicate set.

6.7 Use of Vehicles

6.7.1 Staffing and procedures for vehicle operations depend upon the size of the fleet. Control is an integral component of overall logistics operations in a country, covering all aspects for the provision and maintenance of vehicles. For UNHCR-operated vehicles, the related tasks are usually assigned to the administrative officer or administrative assistant. For project vehicles, a logistics officer should control vehicle operations, possibly assisted by a full-time dispatcher.

6.7.2 For major programmes where several different implementing partners are involved, one organization should coordinate overall programme logistics requirements, to avoid duplication of effort and less-than-optimum use of existing transport capacities.

6.7.3 Communications between all points of a transport network are vital to effective operations and control. Radio communications with vehicles and with outposted offices which do not have regular telephone communications may be necessary.

6.7.4 Control procedures should include a periodic examination of vehicle operations and consolidation of related data. Feedback is important for planning and budgeting upcoming requirements for fuel, spare parts, the acquisition of additional vehicles, and the selection of makes/models for future procurement.

6.7.5 Vehicles are a dynamic and expensive part of a logistics system. Administratively, however, they are often treated as merely another category of non-expendable property. Following are some suggestions to improve control, use, monitoring and feedback, that may be applied to both official and project vehicles. Whether vehicles are managed by UNHCR or by an implementing partner. UNHCR officials must play an active role in encouraging the establishment of proper procedures and controls.

Vehicle Records

6.7.6 Each UNHCR office should maintain a comprehensive inventory of all official and project vehicles, separate from the UNHCR inventory of non-expendable property. Establish a Vehicle Inventory Record for each vehicle at the time of acquisition (see Form SFAS/FH-3 in the Forms Annex for an example). This record can also be used to notify the vehicle workshop that the vehicle is authorized for service, and to establish a corresponding Vehicle Operations Record File.

6.7.7 Provide each vehicle with a Vehicle Log Book to record all use of the vehicle, as well as all fuel allocations, maintenance and repairs. See Form SFAS/FH-4 in the Forms Annex for a suggested layout for the pages of the Log Book. The Log Book should remain with the vehicle at all times. Copies of all receipts, vouchers and work orders are turned in to the fleet manager daily, to be placed in the Vehicle Operations Record File.

6.7.8 At the end of each month, the driver or fleet manager should prepare a Monthly Summary of Vehicle Operations (see Form SFAS/FH-5 in the Forms Annex) for each vehicle. Attach all receipts, vouchers and work orders. The fleet manager can then consolidate the Monthly Summaries to provide an overall Monthly Fleet Management Report. Data for each vehicle is placed on its Vehicle Operations Record File, to provide an operational history.

Fuel Supplies

6.7.9 Provide a method to control and monitor the use of fuel. If fuel is available from a local supplier, institute fuel requisitions, issued by the fleet manager and signed by the driver, to record each time a vehicle is filled. The supplier may then invoice for the fuel supplied periodically, the amount supported by the fuel requisitions. If UNHCR provides special fuel depots for vehicles, the fleet manager may control and issue coupons for fuel. Each time fuel is issued, the vehicle registration number and driver's signature are noted on the coupon. Drivers also record the date and quantity/cost of fuel in the Vehicle Log Book. Calculate vehicle fuel consumption from Log Book records for planning and budgeting purposes.

6.7.10 When fuel must be imported and stored in drums, provide the necessary tools to extract the contents safely. Fuel drums should be opened with non-ferrous tools. Preferably draw fuel from upright drums using semi-rotary hand pumps. Otherwise, construct wooden frames to hold drums and prevent them from rolling; use brass taps which screw into the drum to draw the fuel. Funnels and measuring jugs are also useful.

Vehicle Drivers

6.7.11 Recruit local drivers for the vehicles - no one should drive a vehicle who does not have a locally valid driver's licence for the category of vehicle to be driven. Drivers should be assigned to and responsible for a specific vehicle, to assure regular inspection, servicing and maintenance of the vehicle, and to minimize the risk of accident or injury. Consider the feasibility of a safe driving bonus scheme.

6.7.12 Establish rules for drivers, which may be included as part of a driver's contract of employment. The sample rules provided in Annex XXII may be amended or augmented, according to local circumstances.

6.7.13 In addition to prescribed regularly scheduled maintenance, the fleet manager should ensure that drivers conduct daily and weekly vehicle checks and report any deficiencies promptly. Suggested checklists for these inspections are included in Annex XXIII. Drivers assigned to vehicles should conduct these checks first thing in the day, before leaving the base. Before undertaking any field mission, drivers should make a thorough inspection using the weekly checklist.

6.7.14 Drivers may also be trained and given the means to perform basic maintenance and repairs on their assigned vehicles. As an example, when vehicles are operating in remote areas or where local workshops offer limited repair services, fleet operations are enhanced if drivers can repair punctures or change the engine oil. Especially on field trips, basic spare parts, an adequate tool kit and an owner's service manual should be in the vehicle.

6.7.15 Driver discipline is essential to prevent misuse of vehicles, time, fuel and money. Schedule and monitor vehicle movements - drivers must account for any delays or irregularities. Establish rules and procedures, so drivers are aware of their responsibilities and duties. Enforce discipline consistently. For a first offence, warn the driver and explain what improvement or change is expected. For a second offence, issue a written warning. A similar third offence may result in dismissal. Drivers should be given an opportunity to explain; summary dismissal and replacement of an offending driver does not encourage widespread confidence, nor is the problem necessarily solved. Drivers who continually abuse or misuse their vehicle, or do not respond to disciplinary measures, however, must be dismissed.

6.7.16 Fleet managers and other programme officials should spot-check vehicles periodically and randomly. Check the condition of the vehicle, the driver and any goods on board. Examine both the vehicle operating documents (registration, driver's licence, etc.) and the transport documentation (truck waybill, etc.). Follow up any necessary corrective action with the fleet manager or official in charge of vehicle operations.

Vehicle Accidents

6.7.17 Relatively minor accidents occur in urban areas, and do not usually involve serious injuries or loss of life. Serious accidents take place in rural areas, where the consequences can be severe if collisions occur at higher speeds, or vehicles leave the road or overturn. Accidents may be caused by technical malfunction, but more commonly are the result of driver error.

6.7.18 In the event of an accident, the driver or another staff member present is responsible for:

(a) assisting, as best possible, any injured persons or animals involved in the accident;

(b) reporting the accident immediately to the police and local authorities and notifying the fleet manager;

(c) never becoming part of an on-the-spot settlement initiated by another party; and

(d) recording all pertinent details of the accident

- specific location, road/weather conditions, date and time of day,

- names, addresses, telephone numbers of all witnesses and any other drivers involved,

- driver's license numbers, vehicle registration and insurance coverage information for any other vehicles involved, and

- an accurate description of the accident and any damage to people, animals or property.

6.7.19 A Vehicle Accident Report (see Annex XXIV) is submitted to the fleet manager who follows up and documents the related insurance claim, vehicle repairs and damage settlements.

6.8 Maintenance and Repair

6.8.1 Consider the requirements and local availability of maintenance and repair services as part of the needs assessment and transportation plan, and before making vehicle purchasing decisions. Effective maintenance and repair facilities must be identified for all vehicles to avoid losing the benefit of their transport capabilities. Vehicles which are out-of -service or unserviceable represent a significant waste of resources.

6.8.2 The useful lifespan of a vehicle and its reliability depend largely on regular maintenance. Where a basic service infrastructure does exist, problems are minimized by selecting makes and models which can be serviced locally. In some lesser developed countries and in most remote areas, meeting vehicle requirements for periodic maintenance and repairs requires well-thought-out solutions.

6.8.3 Each vehicle arrives with a manual that indicates the manufacturer's recommended servicing schedule. Fleet managers should establish a maintenance plan for each vehicle based on the manufacturer's recommendations and taking local conditions into consideration, which may dictate additional or more frequent maintenance activities.

6.8.4 Anticipate spare pans requirements by examining maintenance schedules and planned vehicle use. Where spare parts are difficult to obtain or unavailable locally, orders can be placed regionally or through SFAS well in advance of their scheduled need.

6.8.5 Vehicle repair needs are usually unpredictable, often resulting from breakdown or accidents. Delays while awaiting repairs are the main cause of acute vehicle shortages. Vehicle repairs require the same technical facilities as regular maintenance, with the possible addition of a body shop. Identifying spare parts requirements for vehicle repairs, however, presents particular problems when these must be ordered internationally. Historical fleet operations data is useful. Proper maintenance and safe driving practices appropriate for local road conditions should also minimize the need for unexpected repairs.

6.8.6 Make the driver responsible for keeping the assigned vehicle in good running condition, adhering to the vehicle maintenance schedule and arranging for both regular maintenance and necessary repairs. To permit the fleet manager to make alternate arrangements to meet transport needs when a vehicle is out-of-service, the driver should confirm with him the required servicing and the time-frame when the vehicle will be in the workshop before proceeding. Any servicing irregularities or delays must be reported immediately to the fleet manager.

6.8.7 UNHCR Branch Offices may incur expenditures up to US $2000 for each single case of repair. Only repairs exceeding this value require consultation with the geographic desk at Headquarters.

Spare Parts

6.8.8 Two different types of spare parts needs can be identified:

(a) parts for vehicle maintenance at regular and predictable intervals; and
(b) parts for vehicle repairs which may result from a breakdown or accident.

6.8.9 To ensure a sufficient complement of spare parts is on hand to service all vehicles from the time of their arrival (particularly in countries where the local infrastructure is inadequate for fleet maintenance), the most appropriate strategy is to obtain, through SFAS, the manufacturer's estimate of fast-moving spare parts needs for an initial period, say six months. For a large order, a manufacturer may be willing to assign one or more technical staff to make a detailed study in the field.

6.8.10 The lack of spare parts seriously impedes transport operations and capacities when vehicles must wait for parts to arrive. Priority must be given to planning periodic spare parts requirements and making accurate requests for purchases in a timely manner. Normally, the vehicle workshop has established its own inventory control and replenishment procedures and has the expertise to identify reorder levels and quantities to meet fleet maintenance requirements. Problems arise when non-technical personnel must order spare pans, or parts are needed for urgent repairs.

6.8.11 The value of urgently needed spare parts is minimal when compared with the disproportionate costs which may result from the loss of use of a vehicle over an extended period - for example, hiring alternate transport, driver's salary, insurance premiums. Availability and speed of delivery become the overriding factors. Fleet managers and workshop supervisors must know:

(a) potential sources for urgently needed spare parts - local, regional or international suppliers and agents; and

(b) the fastest and most reliable delivery method - usually by air or by courier, if other than a local purchase.

6.8.12 When ordering spare parts and repair components, certain technical information is necessary to ensure that the parts supplied are the ones required, and that all worn or damaged components are identified. Even for a particular make and model, exact parts vary from year to year. Full vehicle particulars (including serial and engine numbers), an explanation of the problem and a description of the parts will assist purchasing staff and the supplier in recognizing and providing the correct items.

6.8.13 SFAS supplies workshop service manuals and manufacturers' spare parts catalogues to UNHCR offices. Many of these are provided on microfiche, but SFAS has arranged to obtain hard copies from suppliers for offices where microfiche readers are not available. Forward requests for these manuals or catalogues to SFAS.

6.8.14 Requests for spare parts must be submitted in writing. Many parts catalogue numbers can be 15 digits long, not to mention the vehicle engine and chassis numbers. Errors cause delays and, if undetected, will result in the provision of the wrong parts. SFAS recommends the use of a Motor Vehicle Spare Parts Requisition (see Form SFAS/FH-6 in the Forms Annex) for all spare parts orders.

6.8.15 The way spare parts are packed can affect the efficiency of storage facilities and workshop operations. Spare parts are usually shipped in wooden cases, with packing lists provided separately with the shipping documents. Where fork lifts are not available to handle large containers, request packing in cases of an appropriate size for local handling capabilities. The contents of each case must be easily identified to save time in opening, sorting and securely storing the consignments on arrival.

Chart 6.H: Suggested Fast-Moving Spare Parts for Periodic Vehicle Maintenance

Air filters
Oil filters
Fuel filters
Headlights
Tail-lights
Shock absorbers
Brake linings
Accelerator cables
Ignition contacts
Fuses
Muffler exhaust
Lubricants
Brake fluid
Transmission fluid
Windshield washer fluid
Antifreeze
Batteries
Tires

Vehicle Workshops

6.8.16 Effective mechanical workshops increase the average service life and serviceability of vehicles. Where the local infrastructure is assessed as inadequate, seek technical advice, probably from outside the country, to establish and operate a workshop for fleet maintenance. Several international aid agencies have acquired excellent experience in workshop management in field situations.

6.8.17 Expedient short-term solutions may be necessary to maintain vehicles in the early stages of an operation, but plan and take corrective action, to discontinue these stop-gap measures before they become institutionalized. Make-shift operations cause great stress for the personnel involved, and make the transport sector vulnerable to a sudden decrease in vehicle availability. The incidence of serious accidents will increase. Danger signs which indicate the need for improvement and better alternatives are:

(a) continued use of existing facilities which are unsuitable;
(b) local purchase of equipment, tools and spare parts at high cost;
(c) improvisation or welding of broken parts;
(d) cannibalization of unserviceable vehicles;
(e) constant switching of parts between vehicles which are temporarily off the road;
(f) oil and other filters left unchanged for long periods;
(g) vehicles driving on badly worn or damaged tires; and
(h) safety standards severely stretched.

6.8.18 The establishment of an effective vehicle workshop requires a substantial investment in technical expertise, resource personnel, equipment, tools, parts and labour. A professional and technical evaluation of needs can address the following factors:

(a) the number, age and diversity of makes, models and types of vehicles in the overall fleet;

(b) local availability and cost of service, maintenance equipment, tools and spare parts;

(c) availability and reliability of electricity and water;

(d) availability of existing purpose-built workshop facilities, storage and office space;

(e) availability of trained mechanics and employment terms demanded; and

(f) other related issues, such as drivers, training needs, discipline, road conditions, security and communications.

6.8.19 In defining the requirements for a vehicle workshop, other important considerations are:

(a) its location, existing facilities and the ease with which it can be expanded to fulfil its ongoing role to provide effective service;

(b) its staff complement of experienced and trained managers, supervisors and mechanics; and

(c) the expected life of the programme it serves, and the future use of the vehicles, equipment and property on termination.

6.8.20 A workshop needs a technically competent fleet maintenance manager, familiar with the fleet operations area, who exhibits authority and a sensitivity to local political and social factors. The manager should have a local budget, with authority to make local purchases when necessary. Managers will be obliged to bargain continually for local parts and services. They will need to select, manage, dismiss and sometimes endure threats from local employees. They must encourage and administer staff discipline, and may be subjected to some degree of local pressure. Local pressures commonly include requests to hire certain (perhaps unqualified) individuals, requests to repair or service vehicles not connected with the fleet operations, or requests to lend spare parts or equipment. Managers may demonstrate local goodwill to encourage cooperation, however, by assisting in the repair of community facilities, where such assistance does not interfere with the workshop's primary role.

6.8.21 Many of the tasks to maintain a vehicle workshop operation are extremely laborious and time-consuming, requiring skilled staff. A full-time parts/inventory supervisor is a valuable asset, removing a considerable burden from other workshop personnel. Workshops must also depend on the contribution of local employees, including mechanics, storekeepers, clerical staff and security personnel.

6.8.22 Managers, supervisors and expatriate advisory personnel are expected to develop and motivate national employees. On-the-job training and demonstration of proper methods and techniques are best. A training programme covering the theoretical and practical aspects of their work enhances an employee's knowledge and understanding of assigned tasks.

6.8.23 There never appears to be enough equipment or tools for the workshop, and losses occur continually. Tools are needed for routine maintenance and repairs. Special equipment and tools are used for major overhauls and bodywork. Most servicing is routine because locally available skills and facilities for special servicing in many developing countries are scarce. Each manager usually has his own list of necessary equipment and tools, based on personal experience. Compile a list of initial requirements and make provision for reasonable replenishment periodically. Requested tools and equipment must be in the ranges and of suitable sizes to service all makes and models in the vehicle fleet, taking into account possible needs for both metric and imperial sizes. Access to welding facilities is particularly important, including a reliable and adequate supply of oxygen and acetylene cylinders.

6.8.24 The provision of mobile workshops, recovery or servicing vehicles to assist fleet vehicles that break down in the field, and the related costs and benefits to add these fleet maintenance and repair capabilities, must be carefully assessed. Their usefulness will depend upon:

(a) the machinery, equipment and spare parts they carry;

(b) their operational range and limitations in terms of dispersal of the vehicle fleet and local roads, geography and climate; and

(c) the availability of trained personnel to operate the servicing equipment on board.

6.8.25 Tools, portable equipment and spare parts must be stored securely when not in use, and controlled when issued to workshop personnel. Security problems have been encountered in some countries, where spare parts and tools are being pilfered or stolen because of their high local value in comparison to local salaries - a set of tires can be worth the equivalent of five years' wages for a driver. The following measures may help to control workshop inventories:

- Focus inventory control and security responsibilities on selected, reliable individual staff members.

- Use locked cargo containers for secure storage of tools and spare parts (and restrict access to keys).

- Mark tools and spare pans, such as tires, distinctively for easy identification.

- Issue tools and spare parts only against authorized written requisitions. No spare part is issued from the store's inventory without the old broken or damaged part being surrendered to the storekeeper.

6.8.26 Storage arrangements are often neglected. Efficient shelf utilization can determine the amount of storage space needed, the number of spare parts that can be held, and even the ability to find a part at all. Shelving should be stable and no more than 2 metres high. Drawers also enhance the efficient use of available space.

6.8.27 A basic inventory control system can be maintained on a cardex system. One card is used for each type of spare part, recording details of the part description, source, catalogue (name and year) and order number, unit price, minimum reorder quantity, number of units on hand, incoming and outgoing quantities, with dates and corresponding receipt vouchers/parts requisition numbers. At the end of each day, parts requisitions and receipt vouchers are sorted and used to update the cardex file. Perform periodic spot-checks of actual inventory quantities on hand against quantities recorded on the cardex file. A complete physical inventory should be conducted at least semi-annually.

6.8.28 The workshop supervisor maintains a Vehicle Repair Status Report, updated daily, specifying vehicles under repair at the start of the day, those received during the day, and those completed and released. The fleet manager may use this report to monitor and predict vehicle availability for fleet operations. The workshop supervisor uses this report to schedule the workshop workload.

6.8.29 For each vehicle received in the workshop, a Work Order is prepared, listing the service requirements as indicated by the vehicle driver. All work carried out on the vehicle is recorded on the Work Order, and copies of parts requisitions are attached. Both the foreman/senior mechanic and the driver sign the completed Work Order to certify that the work listed has been completed.

6.8.30 The vehicle workshop retains a Vehicle Maintenance File for each vehicle in the authorized fleet. Basic vehicle data is included in the file, plus detailed records of all maintenance and repairs to the vehicle, and copies of all Work Orders and parts requisitions for each servicing job completed. The file is useful to monitor the frequency and nature of individual vehicle servicing and spare parts consumption.

6.8.31 At least semi-annually, the vehicle workshop submits a summary of all work performed on each vehicle to the fleet manager. This information is used to reconcile and update the Vehicle Operations Record Files. Decisions to dispose of or replace vehicles can be substantiated from these records.

Chart 6.I: Characteristics of an Effective Vehicle Workshop

1. Located near a main road, with convenient access.

2. Close to other operations buildings to allow good communications.

3. Level area with hard surface, not liable to flooding or dust problems.

4. Secure space with provision for fencing, night-time lighting, a guardhouse, and lockable stores for tools, parts, tires, etc.

5. Sufficient turning space for vehicles entering and leaving, turning and parking, preferably without having to back up.

6. Working facilities include several covered service bays, at least one inspection pit or ramp, at a sufficient distance from the stores area to minimize fire risk.

7. Office space for supervising staff and reception, staff wash-up and toilet facilities, a telephone or radio communications link, and provision of standby generators if necessary.

Chart 6.J: Suggested Topics for a Vehicle Workshop Employee Training Programme

Workshop Technical Operations:

· workshop safety
· engines and engine service
· clutch and gear box
· drive shaft, rear axle and steering
· exhaust systems
· suspension, wheels and tires
· chassis and trailer couplings
· batteries, battery service and charging
· brakes and brake service
· starting system
· lighting system and electrical accessories
· fitting, matching and measurement

Workshop Stores:

· how to use a catalogue
· how to prepare spare parts orders
· inventory control methods
· using a cardex system

6.9 Disposal of Vehicles

6.9.1 Vehicles are classed as non-expendable property. They are subject to UN rules governing disposal and, for project vehicles, the relevant clauses in project agreements with our implementing partners.

6.9.2 Unlike other items of non-expendable property, vehicles have a sustainable life which does become obsolete or inefficient at a given moment, except perhaps as a result of an accident causing serious damage or complete destruction. Overtime, the value and usefulness of a vehicle decreases, while the expenditures for its maintenance and operation increase. The optimum time for disposal or replacement is the point where anticipated expenditures exceed the remaining value of the vehicle. Additional circumstances, however, can influence this decision, such as:

- The usefulness of the vehicle may still exceed its current commercial value.
- The replacement cost of the vehicle may be prohibitive because of budgetary constraints.
- Legal restrictions may apply to the disposal of duty-free vehicles.

6.9.3 To make informed decisions, certain historical data for each vehicle must be available:

(a) the vehicle inventory record, to confirm that vehicles under consideration are identified as UNHCR-supplied vehicles; and

(b) the vehicle operations record, to provide operations, maintenance and repair data and related costs for each vehicle.

6.9.4 Assess requirements to dispose of, or replace, vehicles annually. Apply the following guidelines:

- Review the records for each official and project vehicle.

- Scrutinize the following vehicles closely -

- those which have been operational for a minimum of five years or have logged 80,000 km, or

- those whose maintenance and repair costs deviate from the overall fleet average expenditure by 50% or more, regardless of age.

6.9.6 Disposal of vehicles registered to implementing partners is subject to confirmation by UNHCR, in accordance with the relevant clauses in the project agreement. Each recommended disposal action must be submitted to the UNHCR Branch Office, justified in terms of inter alia, the vehicle's age or mileage, condition, cost of continued maintenance or redundancy of the vehicle fleet. If UNHCR is asked to replace the vehicle(s), proposed budgetary provisions must be examined in consultation with the implementing partner and the geographic desk at Headquarters.

Chart 6.K: Vehicle Disposal - When?