£2^
^vSmartWay
Transport Partnership
U.S. Environmental Protection Agency
How to Develop a Green Freight Program:
A Guide for Trainers
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CONTENTS
INTRODUCTION 4
PART 1. PREPARING AND CONDUCTING AN EFFECTIVE TRAINING SESSION ....5
A. Planning the Training 6
1. What is your role as a trainer or co-trainer? 6
2. Howfamiliar are you with the information and tools
described in the Manual? 6
3. What are the goals and desired outcomes of your training
session or workshop? 7
4. How long will yourtraining session be? 9
5. What will your workshop content and agenda be? 9
6. Could a complementary study tour enhance the training? 10
7. Who will deliver and support the training session? 11
8. What cultural considerations should you address in planning
and conducting the training? 11
9. What issues does having multiple host organizations raise? 12
10. How will you help participants prepare forthe meeting? 13
11. What translation/interpretation needs will you have before,
during, and afterthe meeting? 14
12. Are logistical matters in hand? 15
How to Develop a Green Freight Program: A Guide for Trainers
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B. Techniques and Tips for Effective Training 16
1. Be prepared, but be flexible 16
2. Create a participatory atmosphere 16
3. Make optimal use of your best communication tools: speech,
body language, observation 20
4. Speakfrom your own interest, knowledge, and experience 21
5. Preview present apply review 21
6. Be ready to field questions 22
7. Manage group dynamics 22
PART 2: MODULE-BY-MODULE TRAINING GUIDANCE 25
Orientation for Training 27
Module I: Drivers for Green Freight Initiatives 31
Module II: Build Program Foundation 41
Module III: Create Program 53
Module IV: Launch and Implement Program 77
Module V: Evaluate, Refine, Enhance, and Expand 89
PART 3: APPENDICES 99
Appendix A: Sample Pre- and Post-Training Surveys 100
Appendix B: Sample Agendas 102
Appendix C: Logistics Checklist 104
Appendix D: Sample Ground Rules 111
Appendix E: Additional Training Resources 112
Contents
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INTRODUCTION
Freight transportation is critical to businesses, consumers, and the economy
worldwide, but it comes with an impact on the planet's environment. In
response, freight shippers and carriers and their customers in many coun-
tries and regions are adopting tools and solutions to better manage their
greenhouse gas and other emissions.
One part of this international green freight movement is the SmartWay
Transport Partnership, initiated by the U.S. Environmental Protection
Agency (EPA) in 2004. Operating in the United States and now Canada,
SmartWay is a joint government-industry partnership aimed at reducing
emissions and improving fuel efficiency in the freight industry. The
Partnership provides freight shippers, carriers, and logistics companies
with tools to report, benchmark, and improve fuel efficiency; save money;
and track progress, while earning public recognition for their achievements.
In 2014, EPA issued How to Develop a Green Freight Program: A
Comprehensive Guide and Resource Manual. The Manual provides infor-
mation, lessons learned, and best practices to help government agencies,
nongovernmental organizations, and other entities create and implement
their own green freight programs modeled on SmartWay.
This Guide for Trainers W\W help you train policymakers and others who
are interested in developing and implementing a green freight program. It
provides guidance, best practices, and tips on how to prepare and deliver an
effective training session, taking into account the needs of your audience.
Part 1 discusses how to plan and prepare for the training and presents
a range of techniques and options you can adapt for your audience and
their circumstances.
Part 2 presents learning objectives and guidance corresponding to each
section of the Manual.
Part 3 provides supplementary materials, including checklists, sample
agendas, worksheets, and resources for more information.
How to Develop a Green Freight Program: A Guide for Trainers
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PART 1
PREPARING AND CONDUCTING AN EFFECTIVE
TRAINING SESSION
A: Planning theTraining
B:Techniques andTips for Effective Training
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A. Planning theTraining
The responses to the following questions will help you design and conduct
training that will help your audiences create or enhance their green freight
programs.
1. What is your role as a trainer or co-trainer?
You have a threefold role as a trainer:
Impart—to convey information about the green freight movement to
participants.
Inspire—to build participants' enthusiasm for starting or developing their
green freight program.
Empower—to facilitate activities that will help participants begin and
grow a green freight program.
To fulfill these roles, you will need to:
Know your audience and their particular needs—what do they need to
learn at this stage of program development, what barriers do they need
to overcome, what cultural norms will affect how training is delivered?
Know the material you will be presenting—you will not just be reading a
slide or script, but bringing the content to life and serving as a resource
for participants with questions and concerns.
Ensure that logistical needs are anticipated and met—working with the
host agency to ensure that the details are properly arranged can make
the difference between a smoothly run meeting and a frustrating one.
2. How familiar are you with the information and tools
described in the ManuaR
Before you begin planning a training session, make sure you are thoroughly
familiar with the content of the Manual. This will help you tailor the training
to the needs of your audience (see Question 3 below). You may not be able
to cover everything in the Manual during the training; being conversant
How to Develop a Green Freight Program: A Guide for Trainers
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in all its content means that you can identify what is essential to bring to
participants during the training itself and how best to point them to other
topics and resources as follow-up. For example, you may not have time
to work with participants on branding and logo development (Module III,
Section C), but by knowing what the Manual offers on this topic, you can
mention it during the training in a way that generates interest and conveys
its importance to developing a green freight program.
Make sure that you are familiar with and comfortable presenting
SmartWay's Partner support tools and databases (Module III, Section B).
A standardized system of data collection, reporting, and calculation tools
is key to establishing a successful green freight program. While countries
may not implement identical quantification tools and data systems, the
SmartWay system is instructive and a powerful example of how these
tools and data are foundational to green freight programs. Therefore,
demonstrating SmartWay's Partner tools will be a central part of most train-
ings. Practice using these tools before the training session so that you are
adept at showing their functions and usefulness.
3. What are the goals and desired outcomes of your
training session or workshop?
To inform the goals and outcomes of the training, consider sending a
pre-training survey to all participants. The responses will help you learn
more about their expectations and backgrounds. A sample pre-training
survey is provided in Appendix A, "Sample Pre- and Post-Training Surveys."
The overall goals of your training will likely include:
Making sure participants understand key drivers and challenges in the
freight sector and how they inform the purpose and goals of a green
freight program.
Showing participants how to use the Manual and associated tools to
implement their own programs.
Part 1: Preparing and Conducting an Effective Training Session
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Presenting preliminary planning and outreach materials to start or
enhance a national or regional green freight program.
Creating excitement about joining the global green freight movement.
While these goals will be common to most trainings, you should also
identify your audiences' specific needs. This is key to crafting an agenda
to make the training as effective and relevant as possible. Consider the
following questions:
How familiar are participants with the green freight movement? Do they
need to learn about its purpose, or are they ready to move more quickly
into design and implementation of their own green freight program?
What is the level of participant "buy-in" to green freight programs (e.g.,
enthusiastic, open but cautious, skeptical)? Knowing this will help you
decide how much to emphasize benefits, positive experience, solutions
to perceived obstacles, etc.
Are participants part of an existing green freight program? If so:
What is its stage of development (just beginning, well underway,
etc.)? Understanding this will help you identify which sections and
exercises in the Manual to emphasize. (For example, if a program
has already been initiated, you might spend less time on Module 1,
"Drivers for Green Freight Initiatives," and more time on later modules
describing program implementation, refinement, evaluation, etc.).
What issues or problems has the program encountered that partic-
ipants might want to address? Be sure to address these (after
confirming them with participants during your session).
What role(s) do participants play in the program (e.g., decision-
makers, managers, staff who are implementing the program)?This
information will help you determine what aspects of program design/
implementation, and level of detail, to emphasize in the training.
How to Develop a Green Freight Program: A Guide for Trainers
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4. How long will your training session be?
Determine with the host agency how much time will be available for the
training. This may depend on factors such as availability of key participants,
travel considerations, agency budgets for staff training and other costs,
etc. Options to consider are two-day, 11/2-day, one-day, and half-day train-
ings. A full training session, covering all five modules, comprises about 15
hours of training, or two full days not including 30 minutes of introductory
material and breaks. For each separate module, the approximate times are:
• Orientation to Training 30 minutes
• Module I: Drivers for Green Freight Initiatives 2 hours
• Module II: Build Program Foundation 3 hours
• Module III: Create Program 5 hours
• Module IV: Launch and Implement Program 3 hours
• Module V: Evaluate, Refine, Enhance, and Expand 2 hours
The Manual also lists suggested times to cover the material and group
exercises in each section of each module. Use these suggestions to help
you estimate the length of your training as you pick and choose among
the topics. If you have foreign language interpreters conducting consecutive
translation, add more time to these estimates.
In addition, build in adequate time for breaks and lunch (see section B, "Tips
andTechniques for Effective Training") and for any field trips, site visits, or
technology demonstrations (see Question 6 below).
5. What will your workshop content and agenda be?
Once you've determined what the participants need and how long the
training will be, you can select the most appropriate modules, sections, and
exercises from the Manual to develop the workshop agenda. Appendix B,
"Sample Agendas," shows some ways to configure agendas to account for
time available and participant needs (e.g., stage of program development).
Part 1: Preparing and Conducting an Effective Training Session
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As you develop your agenda, you will likely see that it may not be possible
to cover everything you would like to during the training. That's okay: the
overall goal is not so much to convey detailed information (which is avail-
able in the Manual) as to inspire participants about joining the green freight
movement, get them collaborating and brainstorming, and show how they
can use the Manual and tools to establish their own programs.
Don't try to cram too much into the session or race through information—
better to provide an overview, cover fewer topics in depth, and create
opportunities for participants to work together creatively as a foundation for
future work on program development.
6. Could a complementary study tour enhance
the training?
Consider whether a study tour, site visit, or "field trip" could be built into
the agenda to help bring the training topics to life. Examples might include
a technology demonstration or a visit to a transit facility or hub, trucking firm, or
warehouse. Ideally, the tour would take place before the end of the training so
that participants could share their observations and questions when they return.
You can work with the host agency to identify possibilities, identify a tour
leader, and arrange logistics. Logistical issues and questions for these
tours may include the following:
Does the chosen site have security requirements, and are those require-
ments different for foreign and domestic visitors?
Is any personal safety equipment required for the site visit (steel-toed
boots, hard hats, eye protection, etc.)? If so, will the tour hosts or host
agency trainer provide them or will participants need to bring their own?
Will a bus be required to transport participants to the site? (Is there bus
parking at the meeting location, and at the facility? If not, where is the
nearest bus parking?)
Will tour leaders need bullhorns or other communication devices to talk
with the group?
How to Develop a Green Freight Program: A Guide for Trainers
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7. Who will deliver and support the training session?
Consider whether having a co-teacher or trainer with local language skills
and perspective would be helpful in engaging participants and conducting
the training, especially for a longer (e.g., two-day) training. Alternating
between leaders/presenters can help hold the attention and interest of
a group and can provide greater diversity of experience and perspective
than a single presenter would. A co-teacher can also help with observing,
capturing participant input (e.g., on a flipchart or screen), and managing
participant dynamics (e.g., if a few people are monopolizing discussions or
taking the meeting off track).
You can also consider whether to invite additional speakers or presenters
to enhance the training, such as a government representative to open the
session and welcome participants, or a speaker from the host country to
present a case study or describe work done to date.
For larger sessions, additional support staff may also be desirable, such as:
Registration staff to check participants in, answer questions, trouble-
shoot during the meeting, etc. (see Appendix C, "Logistics Checklist").
• Facilitators for breakout sessions.
Note-taker(s) for the workshop and any breakout groups.
Check with the host agency about availability of additional staff and which
of the meeting participants might be able to play the role of facilitator or
note-taker during breakout sessions.
8. What cultural considerations should you address in
planning and conducting the training?
If you are not native to the country in which you are conducting a training,
make sure you take into account cultural norms and expectations and
incorporate them into the ground rules for the training (discussed further
on p. 23 and in Appendix D, "Sample Ground Rules"). While it is important
to avoid stereotypes, it is also important to be aware of local customs
Part 1: Preparing and Conducting an Effective Training Session
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and etiquette to ensure that the meeting goes smoothly and to avoid
inadvertent offense or discomfort. Depending on the country, it might be
important to consider issues such as:
• Dress
• Greeting etiquette
• Gifts
• Use of business cards
• Importance (or not) of punctuality
• Food and dining etiquette
• Gestures and body language
Meeting participation and dynamics (gender, social status, etc.)
Appropriate topics of conversation
If you are working with a meeting planner in the host agency, consult with
him or her about potentially sensitive issues and behavior. In addition, see
Appendix E, "AdditionalTraining Resources" for references that provide
country-specific information.
9. What issues does having multiple host
organizations raise?
Sometimes more than one organization will collaborate to host a training.
Multiple hosts share costs and can often attract more and a broader cross
section of participation. But as a trainer with multiple hosts, do your home-
work to find out any political sensitivities among hosts. What are the
relationship dynamics among the hosts? Are they rivals or collaborators?
Do the organizations share similar work styles? Are there turf issues?
Knowing the answers to these types of questions will better prepare you
for navigating among multiple decisionmakers who may provide differing or
conflicting direction.
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10. How will you help participants prepare for
the meeting?
Ideally, participants will have an electronic or hard copy of the Manual in
advance of the meeting, in the appropriate translation (Latin American
Spanish, Brazilian Portuguese, French, or Mandarin). Consider assigning
Module I (about 22 pages) for participants to read in advance, and ask
them to write a response to the first exercise ("Identify the Impacts of
Freight," on p. 1-7) on the "Notes" page. This pre-work could form the basis
for a discussion activity at the beginning of the training (e.g., participants
could pair up with someone they don't know and share what they wrote
with each other, as an icebreaker activity at the beginning of the day).
A pre-training survey is another way to help participants begin thinking
about issues to be addressed during the training. When participants
register, have them take a short survey on their background and their
understanding of the needs, benefits, and challenges of a green freight
program in their country or region. Questions can be structured as multiple
choice or short text answers ("The biggest obstacle to an effective green
freight program in Chile is a, b, c, d, other"). Appendix A provides some
examples. Compile the results and present them at the beginning of the
training to help bring the group together and stimulate discussion. The
participant responses can also help you think about what to emphasize as
you develop the agenda.
Another option for advance preparation is a short pre-meeting webinar (if
participants have the requisite technology). This can be an opportunity to
briefly describe the green freight movement, present the goals and agenda
for the training, and solicit questions and concerns that participants would
like to address. A 30-rminute webinar, using four or five high-level slides
including an overview of the training, could help set the stage for the
training, generating momentum and enthusiasm for the work that partic-
ipants will undertake together. This could also serve as a "dry run" for a
translator (see translation considerations, below).
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If appropriate for your audience, an online registration page is an effective
way to capture participant contact information to provide materials for
advance preparation. You can also send these materials in confirmation and
reminder emails (see Appendix C).
11. What translation/interpretation needs will you have
before, during, and after the meeting?
If you will be conducting a training session in a language foreign to the
participants, decide whether you will use simultaneous or consecutive
interpretation. Simultaneous interpretation requires the following equip-
ment (the interpretation company should supply the booth and headsets):
Interpretation booth
Output from the sound board
• One microphone
• Internet access
• Headsets for each participant
Consecutive translation does not require the equipment listed above, but
it will double the length of the presentations and discussions. Consecutive
translation also slows down the pace of learning, and it can cause
students, trainers, and translators to lose momentum. Generally, when
feasible, simultaneous translation is preferred.
In advance of the meeting, you should supply the interpretation company
with a glossary of technical terms and their meanings, along with copies of
all presentations. Having translators who have a background in the mate-
rial being presented or related technical experience will be better prepared
and more effective, so be sure to ask the interpretation company to supply
qualified translators if at all possible. If presentations are missing and
speakers only bring them to you on site, someone will need to load those
presentations on the presentation laptop and give a copy to the inter-
preters. (Try to avoid this if possible; it makes the interpreter's job harder.)
How to Develop a Green Freight Program: A Guide for Trainers
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Also decide which written materials will need to be translated in advance. This
will likely include the invitation/save the date notice, registration form/Web
page, handouts such as the agenda materials, evaluation form, certificate of
participation, and presentation slides. If you have presentations translated,
determine whether you will project them in both languages. Note that doing
so will increase your costs for audiovisual equipment (two projectors/two
screens/two laptops) and you will need someone to operate a second laptop.
Your host agency may be able to identify and/or provide translation
services or identify appropriate translators from the host country.
12. Are logistical matters in hand?
Numerous logistical considerations factor into ensuring a smooth and
effective training session—everything from securing an appropriate venue,
to participant registration, to nametags and handouts, to audiovisual needs
and Internet access, to coffee or tea and food for participants, to post-
meeting follow-up.
Most often, the host agency will handle logistical considerations so that
you can focus on the content and delivery of the training. However, it is
important to review with those setting up the training all the logistical
issues that should be addressed. The checklist in Appendix C presents a
comprehensive list of logistical considerations.
TIP: Practice, practice, practice!
You can improve your presentation significantly by practicing it out loud in advance.
This is especially important for the first 10 minutes or so of the presentation, when
you are more likely to be nervous. Practicing also gives you the opportunity to time
the presentations—speakers often underestimate how much time their presenta-
tions will take.
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B. Techniques and Tips for Effective Training
1. Be prepared, but be flexible.
A successful training requires that you, as the trainer, be thoroughly familiar
with the material you will present, and that you have planned in detail the
content, activities, and timing for each part of your agenda.
Just as important as thorough preparation, however, is the ability to be flex-
ible and to respond to the needs of the group as they arise. If you are too
rigid about the schedule or flow of events, you can discourage the robust
participation and input that should be at the heart of the training. Make
sure you have in your back pocket a repertoire of things to do to facilitate
learning and exploration as needed. For example, if you sense that people
are confused, don't hesitate to spend more time on a topic, present real-
life examples, or ask participants if they can help. If you sense that the
group's energy is flagging, you might need to switch gears from presenta-
tion to a small group activity, or just allow for an unscheduled break.
2. Create a participatory atmosphere.
Remember that your goal is not just to cover material but also to inspire partic-
ipants to be part of the green freight movement and to facilitate their creativity
and problem solving. You will need to provide both information and opportuni-
ties for participants to work together and provide input. Here are some ways
to create an atmosphere in which participation by all is valued (also see "Be
ready to field questions" and "Manage group dynamics" below):
Break the ice. One way to set the tone for participation is to conduct an
icebreaker activity at the beginning of the day so that participants can
get to know one another and to establish an open and enjoyable atmo-
sphere. See page 18 for suggestions.
Use the exercises to generate excitement and get input. The exercises
in each section are natural points for participatory activities. Often, options
for conducting exercises you are included, but not obliged to use them.
On page 19, you will find options for conducting activities in large and
How to Develop a Green Freight Program: A Guide for Trainers
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small groups. You can choose your approach for each exercise depending
on factors such as how many participants are attending the training, how
important a given exercise is for the training, how much time you have
available, and any cultural issues you need to consider.
Capture participant input. One goal of the training is to generate
material that can be used afterward to create or enhance a green freight
program. By having well-thought-out procedures for recording and
saving participant input, you will signal that everyone's input is valuable.
Options can include:
Assigning a note-taker to take minutes during large group sessions,
either on a laptop or paper.
Recording and projecting participant contributions on flipchart paper or
on screen (e.g., for large-group responses to discussion questions).
Ensuring that breakout groups assign a note-taker to record the key
points generated.
» Tape-recording or videotaping the training session.
Be sure to let participants know how input will be recorded, and how and
when they can access the material after the training session is over. It is
helpful for you, the trainer, to write a post-training summary report. This
report should summarize what the training accomplished, follow-up action
items, recommendations for future trainings, changes and edits to the
training material, and other relevant information. Circulate it to hosts, spon-
sors, and participants as appropriate.
TIP: Allow for informal interaction and breaks.
Opportunities for informal discussion and networking can be among the most
rewarding aspects of a session and can lay the groundwork for future work
together. Make sure you allow for these interactions. They also allow needed
"downtime" from the formal parts of the training. Ideally, allow 30 minutes for
coffee/tea breaks; lunch should be at least one hour, or 75 minutes if possible.
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Some Icebreakers to Open the Training Session
Hopes and fears: As participants arrive, give them two cards or sticky notes and ask them to fill in
the following sentences:
"I hope this training will..."
"I fear this training will..."
Have them place their answers on a board under the headings of "Hopes" and "Fears." As the
meeting opens, read the answers or have participants read out answers that aren't their own. (The
"fears" could prove quite humorous!)
Mapping: Outside or in a large indoor area, map out the country or region where the training is
being held (you can just indicate the locations of major cities, landmarks, etc., with chalk, tape, or
small objects). Also indicate the locations of other continents. (Don't worry about mapping to scale.)
Ask participants to stand where they were born, move to where they completed their education, and
then move to where they held their first job. The results can be surprising I
Bicycle chain: Participants form two facing lines and pair off. Within each pair, they greet each
other and take turns introducing themselves (e.g., name, where they live, occupation, why they are
attending the training). Then the pair moves off in opposite directions, like opposite links on a bicycle
chain, and greets whoever is next. Repeat until all have met—when the chain has gone halfway
around. For a large group you will need to specify a time limit (say 30 seconds) and encourage people
to keep moving to avoid a backup.
Desert island: Group people in teams of five or six and tell them they will be marooned on a desert
island. Give them 30 seconds to list all the things they think they want to take. Each person has to
contribute at least three things. At the end of the time, tell each team it can only take three things
total. Have the person who suggested each item tell why they suggested it and defend why it should
be chosen. This helps the team learn about how each of them thinks, what they value, and how they
solve problems.
Nametags: Prepare nametags for each person and put them in a box. As people walk into the room,
each person picks a nametag (not their own). When everyone is present, participants are told to
find the person whose nametag they drew, give them the nametag, and find out a few interesting
things about them. (Suggest to those who have trouble remembering names to write it down.) When
everyone has their own nametag, they introduce the person whose nametag they were initially
given. This helps people get to know and remember each other.
True/false: Have participants pair up with someone they don't know. One person will then tell the
partner two things that are true about themselves, and one thing that is false (in random order). The
other partner has to guess which one is false. Allow a few minutes for discussion of the two true
things. Then reverse roles.
18
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Some Options for Conducting Exercises
Large Group Activities
• World cafe: This works best when a question or discussion topic has four or more dimensions
(e.g., list the energy/environmental, public health, social, and economic impacts of the freight
industry). Set up tables or stations covered with large sheets of paper and supplied with markers.
Divide participants into groups; each group will move from table to table at your signal (say, after
five minutes) to write down answers or input for a particular question. Share the results with the
reconvened group. (This will probably take more than 15 minutes; perhaps most suitable for a
group just beginning a program).
• Idea board: Give participants "sticky notes" to write answers/items for lists. Have them place
the notes on the appropriate place on an idea board. You or other participants can read out the
answers. Be sure to collect the notes for the report.
• Flipcharts/on-screen worksheets: Ask for participant input and have a note-taker fill in work-
sheets that are projected for everyone to see. A low-tech option is to record answers on flipcharts
(and save the filled-in flipchart paper for the report).
• Role-playing: Recruit volunteers to act out various roles as a way to address issues in program
development—for example, someone who needs to be convinced of the benefits of a green
freight program and another to do the convincing. You can divide other participants into teams to
coach the players as they interact.
• Round robin: Go around the room to invite answers to a question; each person adds a new item
or elaborates on one mentioned previously (or passes).
• Fishbowl: Select a small group of people (five to eight) to sit in circle, to have a discussion in full
view of the larger group of listeners. Fishbowls are useful for ventilating "hot topics" or sharing
ideas or information from a variety of perspectives.
Small Groups
Following are some ways to break into small groups, to enhance participation and exchange of ideas:
• Pre-assigned groups: Form groups in advance by putting a number or letter on each participant's
name tag (e.g., 1 through 8 for eight groups). This allows people to get into small groups quickly; a
disadvantage might be less flexibility for changing groups if they are not working well.
• "Buzz groups": Stop your presentation and invite people to buzz with others next to them. You
can even ask people to pair up with their neighbors for short "buzzes"—about the agenda, what
has just been done, a disagreement that has arisen, etc. This method has a potential disadvantage
if people sit together who already know each other well.
• Counting off: Have participants count off by the number of groups to be formed (for five groups,
1, 2, 3, 4, 5, 1, 2, 3, 4, 5, etc.).
• Interest groups: For certain exercises, you might want to form groups so that people can provide
input based on their organization or area of work or expertise.
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Take a back seat when you can. During discussions and activities, to
the extent possible, establish your own role as facilitator rather than
expert. Ease yourself into the background as participants make
contributions to the process.
3. Make optimal use of your best communication tools:
speech, body language, observation.
How well you reach and engage participants largely depends on how you
speak, listen, see, and move. Here are some ways to optimize your most
important assets as a trainer:
Project enthusiasm, confidence, and interest in the participants—this
will set the tone for the session. Don't announce that you are nervous or
tired—that will just bring down the group's energy level.
Speak clearly, at a volume a person in the back of the room can hear (or
use a microphone).
• Avoid filler words ("urn," "uh," "you know," etc.).
Make eye contact with everyone in the audience (e.g., look at each person
for a full sentence).
TIP: Slow down!
A common problem for presenters is speaking too quickly, either from nervousness
or the desire to get through a lot of material. Speaking quickly conveys urgency or
excitement, which may be appropriate at certain points in your presentation. In
general, a slower pace—say 100 to 125 words per minute, with appropriate pauses—
will help your audience absorb more technical material. Try listening to a recording of
your speech at that rate to make sure it sounds natural.
Minimize potential distractions, such as fidgeting, shuffling paper,
excessive gesturing with your hands.
Observe how the participants are behaving. Do they look puzzled? Ask
a question to gauge their understanding or to invite a question. Are they
fidgeting? Consider taking a break or shortening a presentation.
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4. Speak from your own interest, knowledge,
and experience.
We've all sat through meetings where presenters read from slides, word
for word. The audience can read the slides faster than someone can
read them out loud, so audience members don't actually listen to the
presenter—nor do they learn any more than what is on the slides. Why
attend a training to read slides?
Ideally, you will be able to present the material using the slides to remind
you of what to cover, but relying on your own knowledge and experience
as you speak. Participants will be most engaged if you can convey personal
experience in the green freight movement. Do you have success stories to
tell, anecdotes about obstacles you or others have overcome? These will
be much more memorable and inspiring than "just the facts." Stories will
help participants connect with the material when they return to the Manual
later to work on their own program.
5. Preview present apply review.
This sequence of steps provides an effective framework for learning. For
each section of the Manual you cover:
• Set the stage by providing an overview of the content.
• Present the key concepts and information.
Allow the participants to work with the content during the exercises.
• Review with participants what was said and done.
You might be tempted to skip the review in the interest of time, but this
step is key to ensuring solid understanding of material. You can review by
presenting highlights of what was said and done yourself, or solicit key
points from the participants. This will be an ideal time for a note-taker to
record for the session report.
Part 1: Preparing and Conducting an Effective Training Session
-------
6. Be ready to field questions.
Participants are likely to be very attuned to the way in which you receive
and respond to questions. Do you welcome questions, or treat them as
a distraction? Here are some ways to create a healthy atmosphere for
questions:
Establish a system so participants know when to ask questions (e.g.,
will you take questions during the presentation or at the end only?). A
good system might be to open up for questions after your presentation
on each section, though allowing for questions of clarification as you go
along (e.g., if a participant doesn't understand a term you are using).
• Listen carefully to each question.
Repeat the question to ensure that you understood it, and that all partici-
pants have heard it.
Don't hesitate to reveal if you don't know the answer. Model for the
group how you would go about finding the answer, and ask other partici-
pants for help and input.
TIP: Be comfortable with some silence.
To invite questions and other forms of participation, don't be too quick to fill a silence.
Not talking gives others room to chime in, especially those who deliberate longer
than others or who are less comfortable speaking in groups.
7. Manage group dynamics.
Most trainers have run into challenging participant behaviors that can disrupt
a training session or make it less effective. Below are some of common such
participant behaviors and some suggested ways to address them.
The know-it-all—a person who dominates discussion, has an answer to
every question, or insists on his/her way of doing things.
How to Develop a Green Freight Program: A Guide for Trainers
-------
What you can do:
Acknowledge the participant's contribution and then pose a question
about the topic to another person, or ask, "What does the whole group
think?"
Give the person a well-delineated "leadership" assignment within the
session.
If necessary, tactfully interrupt the participant; remind them about time
constraints and the importance of everyone making a contribution. Ask
them to cut it short until others have a turn.
The disruptor—a person who gets stuck on one topic, asks endless ques-
tions, or repeatedly takes the discussion off track.
What you can do:
• Remind them of the limited time available.
Ask other participants to summarize key points covered that the disruptor
may be ignoring.
Set up a "parking lot" (for example, a flipchart) where you can park their
topic for later discussion.
The naysayer—someone who is cynical about other participants or the
program, or repeatedly argues with the trainer or others.
What you can do:
• Reinforce the positive.
Enlist other participants to offer their perspectives (to counter negativity).
• Inject humor if possible.
If necessary, talk to the person privately about group needs for positive
learning and ask for their help.
Part 1: Preparing and Conducting an Effective Training Session
23
-------
TIP: Establish ground rules at the beginning of the meeting.
These rules, which can be fine-tuned with the participants, can cover topics like
respect for all opinions during disagreements, allowing everyone a chance to speak,
minimizing side conversations, and refraining from use of electronic devices during
the meeting (see Appendix D for examples). If related situations arise, you can then
refer to the agreed-upon rules in an objective way.
The shy participant—a person who hesitates to speak up, even in small
group settings.
What you can do:
Draw out less-talkative people by asking them for suggestions.
Seek them out during a break to help put them at ease, and to ascertain
interests or contributions they might bring.
• Don't force someone to speak up if they don't wish to.
24
How to Develop a Green Freight Program: A Guide for Trainers
-------
PART 2
MODULE-BY-MODULE TRAINING GUIDANCE
Orientation for Training
Module I: Drivers for Green Freight Initiatives
• Module II: Build Program Foundation
Module III: Create Program
Module IV: Launch and Implement Program
Module V: Evaluate, Refine, Enhance, and Expand
-------
-------
Orientation for Training
CONTENTS
Introduction, Welcome, and Housekeeping 28
<^) Goals, Why is Freight so Important, and the Importance of Impartial, Accurate Data 29
Offi) Important Program Design Elements 30
Part 2: Orientation for Training
-------
.^Siii.ii tW.iy
% INTRODUCTION
Welcome
Housekeeping
* Goals
Why is freight transport so
Important?
The importance of impartial and
accurate information and data
• SmartWay's approach and its
principal elements
^>SmartWay
WELCOME
Welcome, everyone:
Introductions
Participants
Trainees)
- Assistant trainers
- Guest speaker(s)
Observers
- VIPs
^vSmartWay
¦ HOUSEKEEPING
• Schedule
* Logistics
- Start time
- Security
- Guest speaker
- Internet access
- Morning break
- Coat room
- Lunch
- Bathroom locations
- Study tour
- Device protocols
- Afternoon break
- Other
- Adjourn
- Networking reception
Orientatic
in for Training 5
Introduction, Welcome, and
Housekeeping
Learning objectives
By the end of this section, participants should be able to:
Feel welcome and acknowledged by the host institution
and trainer.
Be familiar with the schedule for the day.
Know important logistic and housekeeping details.
Key points
Introduce yourself and others present. Ask participants
to introduce themselves one by one.
Establish ground rules for participation.
Conduct an icebreaker if time permits.
Go over important logistics, such as bathroom locations
and schedule for breaks.
Notes:
28
Mow to Develop a Green Freight Program: A Guide for Trainers
-------
Goals, Why ls Freight so
Important, and the Importance
of impartial. Accurate Data
Learning objectives
By the end of this section, participants should be able to:
Understand the broad goals of the training and what
they will accomplish by participating.
Have a general sense for why freight is important and
how it impacts the global environment.
Understand the value of impartial and accurate freight
information as a tool to inform freight sustainability
decision-making.
Key points
Give participants a big picture perspective on the impor-
tance of freight movement and green freight programs.
It is critical to businesses, consumers, and the world
economy
It is responsible for local and global environmental
impacts.
The freight industry needs better performance data
to measure and manage its impacts and participate in
carbon accounting and reporting efforts.
^KxSmartWay
V- GOALS FOR THIS TRAINING
Goals for this training include learning about:
- Green freight programs and their impacts
- How to set up and launch a green freight program
- Resources to help initiate and expand upon your program
After this training, you will be able to:
- Organize, grow, and improve upon your program
- Link to other programs
- Find resources to help in program development
*9?
^vSmartWay
% WHY IS FREIGHT SO IMPORTANT?
Benefits our economy and society:
- Freight moves vital materials and
products, benefitting consumers,
manufacturers, and economies
Impacts the global environment:
- C02 from the freight sector is growing faster than emissions from the
passenger sector
- 19% of global black carbon comes from freight
- Diesel trucks emit the largest share of NOx and PM among
transportation sources
>SmartWay
% THE IMPORTANCE OF IMPARTIAL AND ACCURATE INFORMATION
Freight industry and customers
need reliable data to:
- Better measure and manage
emissions and costs
- Contribute to and participate in
global carbon accounting efforts
- Confirm emission reduction and
performance claims of
technologies and practices
Notes:
Part 2: Orientation for Training
29
-------
%»a„way Important Program Design
1 \S/ Elements
Feel comfortable with important program design
elements.
SmartWay's program design offers lessons for those
looking to develop their own green freight programs.
SmartWay's program elements (which appear on the
slide) can be relatively easily adapted or replicated.
While unified program elements can help with global
adoption, successful programs do not need to be just
like SrmartWay! But they will benefit from sharing
common programmatic elements, such as accounting
tools and methods, so that stakeholders working inter-
nationally can more easily participate.
% IMPORTANT PROGRAM DESIGN ELEMENTS
A voluntary, market-based program design
Build public-private collaboration and partnerships
Share best practices and key information
Verify and label proven technologies
Provide public recognition and incentives, build brands,
and communicate successes
Identify financing opportunities to facilitate investments in
fuel-saving and emission-reducing technologies
Learning objectives
By the end of this section, participants should be able to:
Notes:
Key points
30
How to Develop a Green Freight Program: A Guide for Trainers
-------
MODULE I Drivers for Green Freight Initiatives
CONTENTS
Section A. Local and Global Impacts of the Freight Industry 32
(^) Section B. Current and Prospective Regulatory Drivers 34
Section C. Freight Customer Needs and Industry Challenges 36
III)) Section D. Creating Your Green Freight Program 38
Suggested time for this module
Module I: Drivers for Green Freight Initiatives
-------
Section A
30 Minutes Total
Pages 1-2 through 1-7
"KxSmartWay
¦ % A LOCAL AND GLOBAL IMPACTS OF THE FREIGHT INDUSTRY
~ Energy and environmental impacts
- 1 liter of diesel = 2.7 kg of C02 + black carbon/PM and NOx
- In India, trucks make up only 5% of vehicles, but they:
• Consume 46% of transport fuel
• Generate 63% of C02
wmrnmrnm
• Emit 59% of particulate matter,
including black carbon
IVbdule I: Drivers for Green Freight Initiatives Q
1
Local and Global Impacts of
the Freight Industry
Learning objectives
By the end of this section, participants should be able to:
Explain the local and global impacts of the freight
industry and associated benefits of a green freight
program.
Identify positive and negative impacts of the freight
industry in the participants' country or region.
Key points
Energy and environmental impacts of freight movement
include black carbon and greenhouse gas emissions,
which contribute to climate change.
Benefits of green freight programs include:
Improved public health from reduced air pollution
Improved health conditions for vulnerable populations
» Reduction in climate change emissions
Improved energy security from fuel efficiency gains
Social and economic benefits: lower transportation fuel
costs, fewer infrastructure/congestion
problems, improved roadway safety, technological
innovation, local economic development
Make sure to adapt these issues to the host country's
context as appropriate. Let participants know that their
input will be solicited during the exercise.
32
How to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Group Exercise sSm,ii iW.iy
(15 min)
Identify the impacts of freight
How does the freight industry affect the
environment and economy of your country?
-At
Identify the Impacts of Freight
Create lists of environmental, social,
economic, and other impacts that the freight
industry has in your country (include both
positive and negative impacts).
Some options for this exercise:
If you have asked participants to read through
Module I and write down their answers to this
exercise before the training, you can have them
pair up and share their answers, or share them in the large group. For the latter, you can
use a "round robin" method, in which each person adds a new item or elaborates on one
mentioned previously.
Project the Freight Impacts slide, and give participants a few minutes to think about
positive and negative impacts freight has on various sectors. Ask participants to note all of
the impacts they can think of, and then call on participants to share their ideas. Facilitate a
group discussion about the responses.
Summing up Notes:
Briefly review the impacts of the freight industry and the
benefits of a green freight program.
Summarize the impacts of the freight industry that
participants noted in their country or region.
Module I: Drivers for Green Freight Initiatives
33
-------
Section B
30 Minutes Total
Pages 1-7 through 1-13
*\xSmartWay
B. CURRENT AND PROSPECTIVE REGULATORY DRIVERS
Heavy-duty
diesel truck
emissions
standards ^
are becoming
more stringent
in the U.S. and Europe
Fuel economy standards are rising in the U.S. and other countries
(Canada, Japan, China)
Data from green freight programs can help inform the development
of these regulations
Iwbdule I: Drivers lor Green Freight Initiate
^KxSmartWay
B. CURRENT AND PROSPECTIVE REGULATORY DRIVERS
C02/fuel economy standards
- Promise net savings after initial investment
NO./PM exhaust standards
- Advanced standards require accompanying low-sulfur fuel standards
- Net cost to operator
Standards address new vehicles only
Retrofits, clean fuels, and operational strategies to address
the in-use (legacy) fleet
Iwbdule I: DriveisforGree
Notes:
Current and Prospective
Regulatory Drivers
Learning objectives
By the end of this section, participants should be able to:
Describe global regulatory drivers of the green freight
movement.
Identify current and future regulatory influences in the
country or region and the potential for more advanced
emission controls.
Key points
Globally, regulation of heavy-duty vehicle fuel efficiency
and C02 emissions is not yet widespread, but it is
becoming more common.
Data from green freight programs can inform regula-
tory efforts.
NOx and PM limits for diesels have been tightening over
time in the United States, the EU, and elsewhere.
Advanced exhaust controls require simultaneous reduc-
tions in fuel sulfur levels. The disproportionate fraction
of emissions attributable to trucks at the pre-2010 EPA
emissions standards highlights the need for green
freight programs to address legacy fleets.
If time permits, review the U.S. challenge of legacy
vehicles described in the text box on page 1-13 in the
Manual.
34
How to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
The Regulatory Context for Green
Freight
Discuss regulations and regulatory trends
related to the freight industry in your country.
Do the current emissions and fuel standards
permit advanced emissions controls? If not,
how can a green freight program help accel-
erate the advancement of those standards?
An option for this exercise:
Group Exercise
(15 min)
The regulatory context for green freight
^vSmartWay
What regulatory factors affect
the freight industty in your country?
Have participants form "buzz groups" of three to six people seated next to each other.
Make sure each group choose someone to jot down its answers. In the last few minutes,
have each buzz group report their answers to the rest of the participants.
Summing up Notes:
Briefly review the global trends in fuel efficiency and
emissions standards for the freight industry
Summarize what participants identified as current and
prospective regulatory influences in their country.
Module I: Drivers for Green Freight Initiatives
35
-------
Section C
30 Minutes Total
Pages 1-14 through 1-19
*\xSmartWay
% C. FREIGHT CUSTOMER NEEDS AND INDUSTRY CHALLENGES
Shippers are looking for ways
to account for and report on
their global carbon footprint
Freight industry needs
- Harmonized performance
benchmarks, standardized
reporting requirements, transparency
- Ways to address new and legacy fleets
- Strategies that pair fuel savings with emission reduction strategies to
defray costs
IVbdule I: Drivers for Green Freight Initiate
Notes:
Freight Customer Needs and
Industry Challenges
Learning objectives
By the end of this section, participants should be able to:
Describe the needs of freight customers for global
carbon accounting and reporting.
Assess freight customer needs and industry challenges
in the country or region and articulate how a green
freight program can address them.
Key points
The freight industry is increasingly being asked to report
C02 emissions ("carbon accounting")
Customers, clients, and shareholders are starting to
demand transparency, accountability, and disclosure.
Companies are also seeking to incorporate additional
environmental performance data (such as supply chain
energy use, PM and NOx emissions) in corporate social
responsibility reporting.
To help freight customers choose "greener" options, the
industry needs harmonized standards for quantifying,
benchmarking, and reporting fuel/carbon efficiency.
New vehicles and the legacy fleet need to be addressed
simultaneously.
Fuel-/cost-saving strategies need to be packaged with
PM and NOx reduction strategies in order to defray costs
(e.g., a truck would have fuel savings features as well as
additional exhaust controls).
36
How to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Group Exercise
(15 min)
The value of green freight
^vSmartWay
What are the reasons why your country
would benefit from a green freight program?
The Value of Green Freight
Develop a list of challenges, benefits, and
justifications that effectively communicate
why your country would benefit from a green
freight program.
Some options for this exercise:
Form two teams by dividing the room in half.
Members of Team A, consulting among them-
selves, should list challenges and needs of the country's freight industry writing them on
a flipchart as they describe each one aloud. (The trainer might want to prompt this team,
andTeam B can listen to their deliberations.)Then, for each challenge or need identified,
members of Team B describe how a green freight program might help address those
needs.
Conduct the same exercise as above but use the "fishbowl" technique—select four or so
participants who can identify needs and challenges, and four other participants who can
respond to them about the benefits of a green freight program. Sitting outside that circle,
the rest of the participants observe the exchange. In the last few minutes, invite others to
offer additions or improvements.
Note: For more detail on carbon accounting, review the Greenhouse Gas Reporting
Protocol's scopes as described on page 1-15 in the Manual.
Summing up Notes:
Briefly review global customer demand for carbon
accounting and common data points.
Review participant input about the freight needs/chal-
lenges in the country or region and potential solutions
through a green freight program.
Module I: Drivers for Green Freight Initiatives
37
-------
Section D
30 Minutes Total
Pages 1-19 through I-22
*\xSmartWay
% D. CREATING YOUR GREEN FREIGHT PROGRAM
Advantages of using a voluntary
partnership approach
- Partner-driven
- Low startup and operation costs
- Complements regulations
- Can help shape national standards
Iwbdule I: Drills for Green Freight Inr
Notes:
Creating Your Green Freight
Program
Learning objectives
By the end of this section, participants should be able to:
Describe the paths a country can follow to create a
successful green freight program.
Recognize the advantages of a voluntary partnership
approach.
Assess the best approach or mix of approaches for the
country or region.
Key points
Both regulatory and voluntary approaches can be
successful and can complement each other.
In a voluntary approach, partners commit to bench-
marking, monitoring, and reporting as well as taking
verifiable actions beyond "business as usual."
The partnership approach is relatively fast and effec-
tive, especially for legacy fleet vehicles—it can spark
action without legislation, regulations, or civil penalties
(mention SmartWay as case study, found on pages 1-18
to 1-19 in the Manual).
The partnership approach can help shape national
standards (mention EPA/NHSTA example, found on page
1-21 in the Manual).
38
How to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Group Exercise sSm,ii iW.iy
(15 min)
The value of using a voluntary approach
Discuss benefits of using a voluntary partnership
program approach for green freight in your country.
The Value of Using a Voluntary
Approach
Discuss the benefits of using a voluntary
partnership program approach to create a
green freight program in your country.
An option for this exercise:
Ask for two volunteers to engage in a role-play or
debate. One should argue for a regulatory approach
to a green freight program in your country, and the other should argue for a voluntary
approach. In the last few minutes, if appropriate, lead the group in discussing merits of using
these two approaches in tandem.
Summing up Notes:
Briefly review the different approaches to creating a
green freight program and the advantages of a voluntary
partnership.
Summarize participant input about voluntary (and other)
approaches to establishing a green freight program in
the country or region.
Module I: Drivers for Green Freight Initiatives
39
-------
-------
MODULE II Build Program Foundation
CONTENTS
Section A. Assess State of Freight Industry, Technologies, and Practices 42
(fp) Section B. Identify Leaders in Industry, NGOs, Government Agencies, and Academia 44
Section C. Establish the Administrative Infrastructure for the Program 46
Section D. Develop Program Performance Goals 48
((||)) Section E. Establish Budget and Secure Funding 50
Suggested time for this module
Module II: Build Program Foundation
41
-------
Section A
45 Minutes Total
Pages !!-2 through 11-13
Assess State of Freight
Industry, Technologies, and
Practices
^KxSmartWay
% A. ASSESS STATE OF INDUSTRY, TECHNOLOGIES, AND PRACTICES
Learning objectives
By the end of this section, participants should be able to:
Describe the state of the freight industry, technology,
and practices in their region.
Identify resources for further research.
Define market (country, region, state, other?)
Determine:
- Number and size of shippers
and carriers
Proje cte d growth of freig ht a ctivity
Predominant operation types
and transportation modes
Vehicle and operational characteristics
Emission and fuel efficiency standards
- Fuel quality
Availability and market penetration of technology and retrofits
IVbdule II: Build Program Foundation J
*\NSni.n iW.iy
A. ASSESS STATE OF INDUSTRY, TECHNOLOGIES, AND PRACTICES
Some helpful resources
Trade associations
- Vehicle registries
Government sources
Academic institutions
Transportation models
Emissions models
Online sources
- Private sources
Module II: Build Program Foundation 23
Notes:
Key points
To design an effective green freight program, it is
important to understand how freight carriers and shippers
operate in the region.
Factors to consider include cost of operations,
projected growth, and prevalence of added-value
services.
Baseline industry statistics (listed on the slide) should
inform program goals and quantify progress.
Resources for this information include trade associations,
vehicle registries, government, academic institutions,
emissions models, online data sources, and private data
sources.
42
Mow to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Assess the Freight Industry in Your
i minsj/ Country
Conduct a mini industry assessment by
making a short list of known freight issues,
challenges, opportunities, and green freight
technologies/practices. Indicate which are
most relevant for your region.
Some options for this exercise:
Divide participants into small groups (e.g., four to six people). If multiple regions are repre-
sented, divide up by region. Considering baseline industry conditions such as predominant
carrier modes and operation types, fuel quality, infrastructure, and technology penetration,
ask each group to discuss the following questions:
What are the issues and challenges facing the region's freight industry? Select the top
three priorities a green freight program should address.
What green freight technologies or practices, if any, exist in your region?
What opportunities do you see for addressing the high-priority challenges?
What other factors, such as infrastructure or regulatory standards, affect freight efficiency
in your country?
Have a note-taker record the highlights and report out to the larger group.
Group Exercise ^\NSmart Way
(15 min)
Assess the freight industry in your country
What freight issues, challenges, opportunities,
and technologies are most relevant?
aJ
Sm
W" .W L
|B Ivbdule II: Build Program Foundation
24
Summing up Notes:
Briefly review the factors influencing a region's freight
industry and the importance of knowing the market and
baseline data.
Summarize highlights of small group work on challenges
and opportunities.
Module!!: Build Program Foundation
43
-------
Section B
30 Minutes Total
Pages 11-14 through 11-17
Identify Leaders in Industry,
NGOs, Government Agencies,
and Academia
^K^SmartWay
% B. IDENTIFY INDUSTRY AND OTHER LEADERS
Seek out organizations to serve as members of steering, outreach,
and technology committees, as well as charter partners, such as:
Large shipping companies and freight carriers
Major logistics companies
Equipment/vehicle manufacturers
and vendors
Trade associations and business
organizations
Environmental, health, economic,
labor NGOs
- Academics
- Government agencies
Organize committees and assign responsibilities
Learning objectives
By the end of this section, participants should be able to:
List potential stakeholders and charter partners/advisors.
Create committees that are assigned specific
responsibilities.
Develop a preliminary organizational framework.
Notes:
Key points
Stakeholders who become involved at the beginning
(e.g., as charter partners, advisors, and allies) are more
likely to participate in and advocate for the program.
It is useful to have stakeholders from a variety of industry
perspectives provide feedback and insights during the
initial planning stages.
Include representatives from both the "push" and "pull"
perspectives—carriers on the one hand, the shippers and
logistics companies they work for on the other.
Specialized committees (e.g., oversight/steering, tech-
nology, outreach) are an effective way to organize the
work of stakeholders.
How to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Brainstorm Stakeholders
Develop a list of stakeholders, associations,
and key players. Create an organizational map
showing responsibilities and interrelationships.
Some options for this exercise:
As a group, identify three to five key program
committees (e.g., oversight/steering, technology
review, outreach).
Divide the participants into small groups. Ask each group to brainstorm potential stake-
holders in the region (e.g., NGOs, business, state and local officials, direct members,
business groups). Ask one participant in each small group to capture input on flipchart paper.
After five minutes, ask participants to propose a potential committee assignment (over-
sight/steering, technology, outreach, other) for each stakeholder listed. The designated
recorder should list this next to the stakeholder name.
Have participants review the results to see whether committees have appropriate repre-
sentation from different types of stakeholders.
Group Exercise ^vSmartWay
(15min)
Brainstorm stakeholders
Make a list and show their potential
responsibilities and interrelationships.
KU
'i :igi ar
Summing up
Review the importance of finding a diverse group of
industry leaders to become charter partners or advisors
Summarize participant input on potential stakeholders
and committee assignments.
Notes:
Module!!: Build Program Foundation
-------
Establish the Administrative
Infrastructure for the Program
Learning objectives
By the end of this section, participants should be able to:
Begin mapping out the administrative structure for the
program, taking into account the program goals and
parent organization.
Key points
• The administrative structure should:
Be set up within a government agency (ideally).
Clearly and simply define the lines of communication
and responsibilities, reflecting your program's goals
and resources.
> Account for the following roles and how they work
together: program manager, recruiting team, stake-
holder engagement team, tools and technologies
team, marketing and outreach team, evaluation and
assessment team.
How to Develop a Green Freight Program: A Guide for Trainers
Section C
45 Minutes Total
Pages 11-17 through 11-19
^\^SmartWay
% C. ESTABLISH ADMINISTRATIVE INFRASTRUCTURE
Set up an internal
organization around
your program's goals
and resources
Identify roles and
responsibilities; include
stakeholders
Notes:
-------
GROUP EXERCISE
Outline Program Administrative
mins')) Structure
Group Exercise ^vSmartWay
(15 min)
Outline program administrative structure
Draft an organizational chart that reflects your
vision of an ideal administrative structure for
your program. Indicate roles, responsibilities,
and functions for each level in the hierarchy
I Program I
Create an organizational chart
that reflects your vision.
An option for this exercise:
Break into four or five small groups. Provide each
group with blank large-size sticky notes and a board or wall space. Participants should
decide on functions needed and write each one on a sticky note (referring to the SmartWay
example on page 11-18 in the Manual as needed), and then arrange them in appropriate
levels on the board or wall. After each group has done this, participants should move
around the room to look at other groups' work. Take pictures of each chart using a cell
phone or camera.
Summing up
Notes:
The administrative structure will indicate clear lines of
communication and responsibilities for the program.
Summarize highlights from the small group work on the
organization chart.
Module!!: Build Program Foundation
-------
Section D
30 Minutes Total
Pages 11-19 through 11-20
^\^SmartWay
% D. DEVELOP PROGRAM PERFORMANCE GOALS
Identify "low-hanging fruit" for initial program to create
momentum and credibility
Aim for clear, measurable goals, such as:
x MMTC02 reductions per year
- x million liters of fuel saved per year
- x% improvement in grams COj/tonne-km per year
- x% improvement for partners relative to fleet average performance levels
- x partners participating by year y
- x certified technology retrofits by yeary
- Reduce black carbon by x tons per year
Notes:
Develop Program Performance
Goals
Learning objectives
By the end of this section, participants should be able to:
Explain the importance of performance goals for a green
freight program.
Propose performance goals for their program.
Key points
Establishing program goals will help recruit funding
sources and participants.
While you may have multiple goals, public outreach
and recruiting is often more effective when you focus
on one.
Pick goals that are easy to achieve to build momentum
and credibility.
Realistic primary goals could include emissions reduc-
tions (described in million metric tons), fuel savings
(in gallons or liters), and efficiency performance.
Secondary goals could include partnership participation
(x carriers or shippers in first year and in five years), and
technology targets (/retrofits by a certain year).
48
How to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Program Goal Setting
Make a list of performance goals for your
green freight program for the first year, then
the first five years. Indicate steps you would
need to take to reach those goals and how
you would measure success in meeting
them. Examples include:
Reduce barrels of oil or gallons of fuel
Group Exercise ^vSmartWay
(15 min)
Program goal setting
Make a list of goals for first and subsequent
years; include steps needed to reach them.
I Program I
used byx percent in y years
Save $x annually in fuel costs
Meet emissions reduction targets ofx tons per year
Some options for this exercise:
Ask participants in the large group to quickly review the freight industry drivers, conditions,
and needs articulated during from Modules I and II,Then ask participants to form groups
of five to eight people (depending on number of participants). In these groups, participants
should identify up to three performance goals for the program's first year, and three or more
for the first five years. Record on flip chart paper.
Then the small groups should choose one of the goals and list 1) steps needed to reach the
goal and 2) how to measure success in meeting it. In the last five minutes, have the small
groups report their results to the large group.
Achievable, measurable goals are key to achieving
program momentum, credibility, stakeholder engage-
ment, and funding.
Review highlights of participant input on specific
performance goals.
Summing up
Notes:
Module!!: Build Program Foundation
49
-------
Section E
30 Minutes Total
Pages 11-21 through II-24
Establish Budget and Secure
Funding
^K^SmartWay
% E. ESTABLISH BUDGET AND SECURE FUNDING
Create budget to cover some/all:
Market research
Development of program goals and administrative structure
Initial tool and database development
Marketing and communications
Recruiting and partner management
Financing program, which can
include grants and/or loans
Technology verification and testing
- General operations
IVbdule II: Build Program Foundation 31
Learning objectives
By the end of this section, participants should be able to:
Articulate appropriate budget categories for managing
and tracking program spending.
List potential funding sources and describe a preliminary
strategy for securing funding from these sources.
*\NSni.n iW.iy
% E. ESTABLISH BUDGET AND SECURE FUNDING
• Strategies to secure funding
- Research all reasonable
sources—private and public
Frame program benefits
in monetized terms
Involve stakeholders
- Consider alternative
funding resources, such
as membership fees and
in-kind contributions
Module II: Build Program Foundation 32
Notes:
Key points
To help allocate limited funds, list budget categories that
might help in tracking spending and anticipating future
needs (see pages 11-21 and II-22 in the Manual). Also
suggest assigning a percentage of funding to each cate-
gory, recognizing that adjustments are likely
Develop a funding plan.
Most freight programs rely on a combination of
support from government agencies from different
levels of national, regional, and local sources.
Funders and investors will want to understand the
return on their investment.
Develop a collaborative process with stakeholders to
explore funding options.
Consider creative cost structures such as membership
fees, in-kind contributions, sponsorship for dedicated
activities, etc.
Diversifying funding sources reduces risks over the
long term.
Mow to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Brainstorm Funding Sources
Develop a list of potential funding sources and
identify strategies to use when approaching
them for financial support.
Group Exercise ^vSmartWay
(15 min)
Brainstorm funding sources
List possible sources and brainstorm
strategies to approach them.
Some options for this exercise:
I Program I
Work as a large group, asking people to raise their
hand if they know of a potential funding source
in their region. Record each suggestion on the
screen, flipchart, or blackboard. Brainstorm as many ideas as the group can come up with
for five minutes.
Then go through each potential funding source and ask for suggestions about how to
approach each source for funding.
If participants identify potential obstacles to obtaining funding from a particular source,
solicit solutions from the group. (An on-the-spot role-play is a possibility here, with volun-
teers playing the role of a program representative and a potential funder.)
Management of limited program funds can be enhanced
by creating budgetary categories to track spending.
A variety of strategies and sources should be explored
to secure funding.
Review results of participant brainstorming on funding
sources.
Summing up
Notes:
Module!!: Build Program Foundation
51
-------
-------
MODULE III Create Program
CONTENTS
f||)) Section A. Partnership Program Design and Development 54
(^) Section B. Partner Tools and Database 58
(Plus 2.5 Hours of Supplemental Material)
Section C. Brand Development, Marketing, and Outreach 66
|to| Section D. Technology Verification and Labeling 74
Suggested time for this module
Module III: Create Program
53
-------
^vSmartWay
% A. PARTNERSHIP PROGRAM DESIGN AND DEVELOPMENT
Develop program goals
- Understand the difference
between "goal" and "strategy"
- What impact will your goals have
on your country's freight industry?
- Goals should address the needs
of the freight industry
- Identify some strategies to help
reach the goals
Section A
50 Minutes Total
Pages I!! -2 through 111-3
Partnership Program Design
and Development
Learning objectives
By the end of this section, participants should be able to:
• Define program goals and identify some strategies to
achieve them.
• Recognize the importance of the program's value
proposition.
* .sSm,u iW.iy
^ A. PARTNERSHIP PROGRAM DESIGN AND DEVELOPMENT
Define your program's value
proposition
- What are you offering to your
partners?
- Describe it in terms they will
understand
'©!' Defining the Terms
What is a "value
proposition?"
A value proposition is a sim-
ple statement that explains
what you are offering to a
partner (or any customer)
in terms they understand.
It answers the fundamental
question of any customer
socking goods or services,
"What's in it for me?"
Key points
• Program goals can be developed by envisioning how the
program can impact the freight industry over time, such
as a five- to 10-year period.
• Strategies are specific, measurable steps for achieving
these goals.
• Companies need to understand how the program can add
value to their operations ("value proposition") if they are
to invest in becoming partners.
Notes:
Mow to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
q\ Developing Program Goals
ins J1
Brainstorm possible program goals and strate-
gies that could help you reach these goals.
Group Exercise ^SmartWay
(20 min)
Developing program goals
An option for this exercise:
Brainstorm possible program goals and strategies
that could help you reach your goals.
• Ask participants in the large group to quickly
review the freight industry drivers, conditions, and
needs articulated in Modules I and II,Then ask
ule III Create Program
participants to form groups of five to eight people
(depending on number of participants). In these groups, participants should identify up to
three high-priority goals that address industry needs and at least one strategy for achieving
each goal. In the last five minutes, have the small groups report out to the large group. Ask
the large group if they see any major gaps.
Notes:
Module lit Create Program
-------
Section A, cont.
50 Minutes Total
Pages 111-3 through 111-10
*\xSmartWay
% A. CHARTER PARTNERS, STAFFING NEEDS, AND GREEN FREIGHT FINANCING
Find organizations and individuals to serve as charter partners
- Companies implementing efficiency strategies and technologies
- Representatives from shippers, carriers, and logistics providers
Group staffing needs by program areas and grow expertise
overtime
- Add partner account managers (PAMs) and recruiters
Define partner categories by size and type
Partnership Program Design
and Development
Learning objectives
By the end of this section, participants should be able to:
• Identify charter partners and partner categories.
• Identify initial program staffing needs.
• Describe potential benefits of a green freight financing
program.
*\xSmartWay
% A. CHARTER PARTNERS, STAFFING NEEDS, AND GREEN FREIGHT FINANCING
Develop program guidelines for funding, including:
- Funds from public or public-private partnerships
- Structure that decides terms of loans, grants or rebates
- Eligibility requirements for financial assistance
- Terms of loans and consequences
Collect information on other funding options
Notes:
Key points
• Charter partners—industry leaders who can "anchor"
the program—can help define the value proposition.
• New programs might consider focusing initial partner
recruiting efforts on larger carriers and shippers, and
then on other categories of interest thereafter.
• Staffing needs, which will grow over time, include
professionals with expertise in program management,
partner management and recruiting, technical support,
developing new initiatives, and marketing, branding, and
education.
• An optional green freight financing program can help
partners overcome such barriers as high upfront costs
for fuel economy improvements and emissions reduc-
tion technologies.
56
How to Develop a Green Freight Program: A Guide for Trainers
-------
Summing up
r
Notes:
• Summarize participant input on goals and strategies.
• Recap the value proposition(s) of a green freight
program.
• Review the importance of selecting a balance of leaders
in the industry for charter partners and filling categories
over time to meet needs
of program.
• Recruit staff with relevant experience whenever
possible. Add account managers and recruiters later.
• Review the key elements for a green freight financing
program—funding, structure, eligibility requirements,
and loan terms and consequences.
Module III: Create Program
-------
Section B
70 Minutes Total
Pages 111-11 through
-18
Partner Tools and Database
^KxSmartWay
% B. PARTNER TOOLS AND DATABASE
Define terms for partner agreements
- What are the reporting
requirements for partners
to remain in good standing?
- What information, if any, will
remain confidential?
- What is the legal status of
the agreement (binding/
non-binding)?
smartray
*\xSmartWay
% B. PARTNER TOOLS AND DATABASE
Measuring your program's performance
- Data should be easy to obtain/calculate, reliable, and demonstrative of
performance. Possibilities include:
• Grams/km
• Grams/ton-km
• Grams/volume-km
• Total mass emissions
• Relative "emissions scores"
- Chose performance metrics that are:
• Appropriate for target freight modes (e.g., g/km for truckload freight gA/olume-km
for container ships)
• Consistent with other established green freight program methodologies
^KxSmartWay
s*. B. PARTNER TOOLS AND DATABASE
Measuring performance—two common approaches
- "SmartWay 1.0"
• Performance scores based on carrier technology adoption
• Simple benefit calculations
• May be preferred in early program stages
- "SmartWay 2.0"
• Activity-based inputs (e.g., gallons, km, tonne-km)
• Accurate emission footprints for shippers and carriers
• Prefe rre d for mature p rog ra ms
Learning objectives
By the end of this section, participants should be able to:
Understand what partners and program administrators
agree to when they sign Partner Agreements.
Identify the options for measuring partner and program
performance.
Understand the different calculation tool types and their
inputs and outputs.
Key points
Partner Agreements define the requirements for part-
ners, including deadlines and data submittals.
Performance metrics should be easy to understand and
clearly linked to the program's value proposition.
Performance metrics may need to evolve over time to
accommodate changing partner demands and new
data sources.
Calculation tools should balance simplicity and user
friendliness with needs for precision and accuracy.
Consider which performance measurement approach
(1.0, technology-based; 2.0, activity-based) is most appro-
priate for your region, considering stage of program
development, partner needs, and available resources.
58
How to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
NOTE This exercise does not appear in the Manual, so be prepared to take extra time to walk your participants through it.
Identify Performance Metrics
Identify appropriate performance metrics
consistent with program goals.
An option for this exercise:
List the overall program goals identified in Module
II on a whiteboard. Ask participants to turn to page
111-15 in the Manual; have them use Figure 3.1 as a
point of reference. Split the group in half, and have
one group evaluate the pros and cons of adopting a "SmartWay 1.0" approach to meeting
the goals. Have the second group do the same for a "SmartWay 2.0" approach. After five
minutes, ask a participant from each group summarize their group's conclusions. If the two
groups do not reach a consensus regarding a preferred approach, ask participants to iden-
tify what additional research they would want to see in order to reach a decision.
Summing up Notes:
Briefly review partner agreements, performance
metrics, and tool inputs and outputs.
Discuss applicability of "1.0" vs. "2.0" approaches for
the specific country/region.
Group Exercise ^SmartWay
(10 min)
Identify program metrics
Identify appropriate
performance metrics
program goals.
Module III: Create Program
59
-------
Section B. Supplemental Material
60 Minutes Total
Pages 111-18through III-30
^\xSmartWay
\ND DATA FLOW PROCESS
¦ Develop partner tools
What data sources can be used?
• Identify readily available, reliable,
and verifiable data sources
- The more detailed the data, the
more accurate the outputs but
the more complicated the tool.
Strive for balance!
- Engage stakeholders to review
the tools before you finalize, and
periodically after launch
^vSmartWay
|v SECTION B.SUPPLEMEf
| SMARTWAY PARTNER Ti
30LS, INPUTS, AND DATA FLOW PROCESS
Common carrier tool inputs
- Operation type (e.g., 90%truckload/dry van, 10%drayage)
- Fuel type and volime (e.g., liters of diesel)
- Activity (km, average payloads, idle hours)
- Engine size/age
- Tiuck class
- NO./PM controls
^vSmartWay
ND DATA FLOW PROCESS
1 C02 estimates based on fuel consumption
1 NCyPM estimation more complicated—depends on km,
engine characteristics, idle hours, etc.
- Use emission factor models (e.g., MOVES)
- Account for local conditions (fuel, avg. speed, etc.)
1 Carrier tools automatically calculate:
- Emissions estimates
- Perfoimance metrics (g/km, g/tonne-km, g/TEU-km)
^•->SmartWay
IPPLEMENTAL MATERIAL
RTNER TOOLS, INPUTS, AND DATA FLOW PROCESS
Different inputs for shippers/logistic companies
- Identify carriers, use (e.g., tonne-km orTEU-km hauled)
- Tool combines activity + carrier-specific performance metrics
- Tool rates carrier perfoimance to help identify lowest emitters
¦ Tool calculates
- Emission footprints
- Performance score/value based on carrier selection
1 Tool validates inputs based on typical industry values
^\NSmartWay
SmartWay Partner Tools, Inputs,
and Data Flow Process
Learning objectives
By the end of this section, participants should be able to:
• Understand how different tool inputs and outputs are related.
• Understand SmartWay's integrated data fiow process.
Key points
• Carrier tools outputs are used as inputs in Shipper/Logistics
tools for carrier ranking and/or emission footprints.
• The program host coordinates collection and validation of
partner data and may share performance information among
carriers and their customers, ensure data quality, monitor
partner satisfaction, and facilitate the evaluation of the
program's overall performance.
60
Mow to Develop a Green Freight Program: A Guide for Trainers
-------
SUPPLEMENTAL GROUP EXERCISE
NOTE: This exercise does not appear in the Manual, so be prepared to take extra time to walk your participants through it.
Review Truck and Shipper Tool
Download and review example tools from the
SmartWay partner website.
'*VSmartWay
Supplemental Group Exercise
(30 min)
Download the SmartWay Truck and Shipper Tools
Some options for this exercise:
Review the example tools found at:
• Split the group in half, and provide each half with
access to a computer connected to the Internet.
Ask one group to download the Example Truck
Tool from the SmartWay website, and the other
to download the Example ShipperTool. Give each group 15 minutes to walk through the
various tool screens, with particular focus on the activity and reporting screens. Float
between the groups and point out various features of the tools and/or answer questions.
After 15 minutes, move the groups to the other computer to review the other tool. Repeat
the process so that everyone has had a chance to become familiar with both tools.
• Download the Example Truck and ShipperTools and spend 15 minutes walking participants
through each one. Leave time for questions.
Review the importance of using reliable data to generate
accurate information.
Summarize the data flow process and different inputs
required, their differences and similarities, and different
tool calculations.
Summing up
Notes:
Module III: Create Program
61
-------
Section B. Supplemental Material
60 Minutes Total
Pages 111-21 through III-30
* >Sm,ii iW.iv
SECTION B. SUPPLEMENTAL MATERIAL
PARTNER CATEGORIES AND PERFORMANCE
Carrier performance varies greatly depending on operation and body type,
commodity, etc.
Break carriers into sub-categories to allow for "apples to apples"
comparisons Fl9ur, 33 _ Sm,rtW,v ClrHK c„„on„; 20U D,„ Y„r
Set the number of categories to:
- Provide fair comparisons
- Maintain an adequate number of
carriers in each category
SmartWay truck carrier categories
are based on operation/body-type
intersections (see figure)
^\xSmartWay
SECTION B. SUPPLEMENTAL MATERIAL
PARTNER CATEGORIES AND PERFORMANCE
Under a SmartWay 2.0 approach, carrier performance can be reported by:
- Pollutant (C02, NOx, PM, etc.)
- Metric (g/km, g/tonne-km, g/volume-km, etc.)
Performance may also be:
- Carrier-specific (if not considered confidential)
- Binned (e.g., ranked 1 through 5, with
quantified ranges/midpoints,
for example Bin 1 = 900-1,100 g/km)
An example carrier "performance map":
41
^ sSin.ii tW.iy
SECTION B. SUPPLEMENTAL MATERIAL
PARTNER CATEGORIES AND PERFORMANCE
Freight operations are complex and
partner type assignments may not
be straightforward
Develop clear guidance to help
partners determine which tool to use
Example decision tree for SmartWay:
Partner Categories and
Performance
Learning objectives
By the end of this section, participants should be able to:
• Determine how partners are assigned to categories
within the program.
• Understand how carrier categories can be differentiated
to provide more precise evaluation criteria.
• Understand how carrier performance can be presented
effectively to carrier customers.
Key points
• Develop clear guidelines for assigning partners to
specific program categories such as shippers, logistics
companies, truck carriers, multi-modal carriers, etc.
• Define truck carrier sub-categories to allow "apples to
apples" comparisons (e.g., truckload dry van, flatbed,
heavy-haul)
• Carrier performance can be presented in a variety
of ways. Identify presentation formats that are
both acceptable to your carriers and useful to their
customers.
62
Mow to Develop a Green Freight Program: A Guide for Trainers
-------
SUPPLEMENTAL GROUP EXERCISE
NOTE: This exercise does not appear in the Manual, so be prepared to take extra time to walk your participants through it.
0Q Review Truck Tool
Review example reports and functions of the
SmartWay database.
'*VSmartWay
Supplemental Group Exercise
(30 min)
Review Truck Tool
Some options for this exercise:
Review example reports
presented in worksheets.
• Project the Fuel Reduction Activities Report
onto the screen. Explain that this is an example
of a report that a green freight program might ^MlgNn m
generate.
• Ask participants to identify the most successful technology strategies and strategies with
the most room for improvement and rank them by highest adoption percentages. Ask how
the report could be improved to facilitate further analysis (e.g., by knowing the average age
of the trucks that have adopted certain strategies, or fleet counts by operation/body type).
Also ask what strategies should be added to address the needs of their specific regions.
Summing up
Notes:
Review the different sub-categories and data inputs.
Summarize the different ways the output from toois can
be presented and useful in particular scenarios.
Module III: Create Program
63
-------
Section B, cont.
70 Minutes Total
Pages 111-31 through III-37
Partner Tools and Database
^KxSmartWay
% B. PARTNER TOOLS AND DATABASE
Develop the partner management database to:
- Capture and store partner company, contact, and fleet information
- Validate and quality-assure incoming data
- Generate outputs and reports to measure program performance
*\xSmartWay
% B. PARTNER TOOLS AND DATABASE
Provide best data quality assurance and quality control
(QA/QC) practices
- Partners must enter data into tools
accurately and completely!
- Encourage partners to perform data
quality checks throughout data
collection and reporting process
- Encourage third-party audits
0
Notes:
Learning objectives
By the end of this section, participants should be able to:
Understand the basic functions of a partner manage-
ment database.
Understand the integrated data flow between program
partners and administrators.
Describe general QA/QC and best practices for partner
data collection/reporting.
Key points
Your database should be designed to meet multiple
needs including partner benchmarking, customer rela-
tions management, data quality assurance, and program
performance evaluation.
Data quality checks should be integrated at all phases of
data collection, review, and dissemination.
Summing up
Note how a well-designed database provides an orga-
nizing "anchor" for data collection, quality assurance, and
performance assessments.
64
How to Develop a Green Freight Program: A Guide for Trainers
-------
Section B. Supplemental Material
30 Minutes Total
Pages 111-34 through !11-37
SmartWay Data Flows and
Best QA/QC Practices
Learning objectives
By the end of this section, participants should be able to:
Understand best practice data flows and QA/QC practices
for freight carriers.
Understand best practice data flows and QA/QC practices
for carrier customers (shippers and logistics companies).
Key points
Partners should check their operations data for internal
consistency and against known benchmarks where
possible.
Partners should perform data quality checks at multiple
points in the submission process, such as when they
collect and organize disaggregated data, when they
enter aggregated data into the tool, and when they
review the completed tool.
Program administrators, or PAMs, should also perform
quality checks, using automated range checks within the
tools and program database and via reasonableness checks.
Summing up
Review differences in QA/QC practices for carriers and
the shippers and importance of checking at multiple
points in the process.
^vSmartWay
SECTION B. SUPPLEMENTAL MATERIAL
SMARTWAY DATA FLOWS AND BEST QA/QC PRACTICES
Partners must enter data into the tools
accurately and completely so that partner
and program benefits can be accurately
determined
Partners should conduct their first QA/QC
checks when they collect and upload
disaggregated, trip-specific information into
their company's data management system
*\xSmartWay
SECTION B. SUPPLEMENTAL MATERIAL
SMARTWAY DATA FLOWS AND BEST QA/QC PRACTICES
Partners should perform a second set of
data checks when preparing their data for
the tools; at this stage, data are aggregated
across routes and trips to calculate total
distance traveled, ton-mileage hauled,
average pay loads, etc.
Use tools to compare inputs, emissions,
and performance results with those from
prior years and to set validation ranges
PAMs should perform final reasonableness
checks once the data are in the database
=¦ ®
isg sgi® III1U
®—I® opr
|==1—@-
Notes:
Module III: Create Program
65
-------
Section C
110 Minutes Total
Pages III-40through III-58
*\xSmartWay
¦ > C. BRAND DEVELOPMENT, MARKETING, AND OUTREACH
~ Branding and marketing
- Develop a single brand to quickly convey
program value, purpose, strengths, and
attributes
- Obtain input from key stakeholders/
founding partners
Module III: Create Program
This is SmartWay's
Program logo:
^vSmartWay
Transport Partnership
This is SmartWay's
Partner logo :
^v-SmartWay
Transport Partner
Note the similarities in
design, color, and "feel."
You can tell that they are
part of the same "family"
and brand.
58
1
Notes:
Brand Development,
Marketing, and Outreach
NOTE: The PowerPoint presentation for this section includes four slides. They address
five "building blocks" of a branding and marketing plan: 1) program brand and logo,
2) marketing materials and outreach tools, 3) media outreach strategy, 4) events and
forums to leverage visibility, and 5) public recognition opportunities. A suggested flow
and sequence for the presentation and exercises are presented here, but you should
adjust it to fit the time available and your audience's needs.
Learning objectives
By the end of this section, participants should be able to:
Describe the importance of branding and marketing for
the program.
Create the beginnings of a program brand platform.
Key points
A brand will unify the program under an easily recognizable
symbol, distinguish it from other programs, and communi-
cate its offerings.
Effective branding and logo development can be complex;
consider obtaining help from outside consultants.
Be sure to involve key stakeholders and founding partners
in branding and logo development, as the brand is critical
to establishing and communicating the program's mission
and identity.
66
How to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Create a Brand Platform
Consider the questions listed on page 111-41
in the Manual and discuss them with your
group. Document your answers in a short
one- to two-page document, which will
become the basis for your brand platform.
Consider it to be a living document that can
change over time.
An option for this exercise:
For this discussion, have participants form "buzz groups" of three to six people seated next
to each other. Make sure each group selects someone to write down the group's answers.
In the last few minutes, have each buzz group report their answers to the whole group.
Notes:
ule III Create Program
Consider the questions listed in the Manual on page 111-41;
develop a one- to two- page "program brand" document
Group Exercise >Sm,ii tW.iy
(30 min)
Create a brand platform
Module lit Create Program
67
-------
Section C, cont.
110 Minutes Total
Pages III-40through III-58
*^vxSmartWay
% C. BRAND DEVELOPMENT, MARKETING, AND OUTREACH
• Create initial marketing materials
- Basic program brochure
- Program website
- Letter to stakeholders
- Background information
• Tip: Use program branding and
logo on all materials!
Module III: Create Program 60
Notes:
Brand Development,
Marketing, and Outreach
Learning objectives
By the end of this section, participants should be able to:
List the initial suite of marketing materials essential for
beginning a program.
Key points
Initial marketing materials should be program-branded
and include an easy way to obtain more information about
the program.
Websites of several green freight programs are listed
on page B-1 in Appendix B of the Manual. These have
many examples of program-branded materials. Links to
and examples of SmartWay-specific branded materials
are in Appendix C of the Manual.
68
How to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Partner Outreach and Support
Tools
Discuss what types of outreach and partner
support tools your program might need to
develop first.
Group Exercise ^vSmartWay
(10 min)
Partner outreach and support tools
Prioritize the types of
outreach tools you will need first.
An option for this exercise:
ule III Create Program
Have participants form "buzz groups" of four to six --Be|
IVbdule III Create Program
people seated next to each other. Make sure each
group selects someone to jot down the group's answers. In the last few minutes, have
each buzz group report their answers to the whole group. This exercise can be brief (or
skipped altogether), because you can return to further consideration of these tools in the
concluding exercise for this section.
Notes:
Module lit Create Program
69
-------
Section C, cont.
110 Minutes Total
Pages III-40through III-58
*\xSmartWay
% C. BRAND DEVELOPMENT, MARKETING, AND OUTREACH
• Leverage media, events, and public recognition opportunities
- Author and submit articles to trade
publications
- Find your audience on their social
media platforms (e.g., Twitter,
Linkedln) and post timely and
useful content
- Arrange for advertising space in carefully selected media
- Research and attend events where your target audience gathers
Module III: Create Program 62
Brand Development,
vS/ Marketing, and Outreach
Learning objectives
By the end of this section, participants should be able to:
Describe how a media outreach strategy can enhance
program awareness and partnership recruitment.
Identify meeting and media opportunities to build
program recognition, recruit partners, and engage
stakeholders.
Notes:
Key points
Media outreach should be multifaceted (social as well as
traditional media, paid and well as public service
announcements).
Conferences, events, expos, and forums where the target
audience gathers can offer key opportunities for reaching
potential partners and other stakeholders.
70
How to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Group Exercise
(10 min)
Create a targeted list of conferences and events
^\vSmartWay
Identify potential conferences and trade shows for your
program to attend. List by industry sector and priority
Create a Targeted List of
Conferences and Events
Identify potential conferences and trade
shows for your program to attend. List the
shows by industry sector and priority.
An option for this exercise:
On an "idea board," identify industry sectors in
which conferences and events take place. Hand
out three sticky notes to each participant, two of one color and one of another "high
priority" color. Have participants write down up to three conferences and/or events at
which program visibility can be promoted. Participants place their sticky notes on the board
in the appropriate industry sector area.
le III Create Program
Notes:
Module III: Create Program
71
-------
Section C, cont.
110 Minutes Total
Pages III-40through III-58
*^vxSmartWay
% C. BRAND DEVELOPMENT, MARKETING, AND OUTREACH
Ways to provide partners with
public recognition
High Praise
for Going the
SmartWay.
- Positive media coverage via
paid or PSA ad campaign(s)
- Logo usage
- Excellence awards
TMUnSiMrt*^-
SimrWw- _ 1
i
\
1
1
Module III: Create Program 64
Notes:
Brand Development,
Marketing, and Outreach
Learning objectives
By the end of this section, participants should be able to:
Describe ways in which the program can provide incen-
tive and recognition for partners.
Key points
Voluntary programs rely heavily on positive public recog-
nition of Partners who achieve program goals. A range of
options can be used to confer this recognition, from logo
use to high-profile awards ceremonies.
Programs can also create incentives for partners to take
action. For example, program logo use can be reserved
for Partners who submit data within a certain timeframe
or who achieve certain levels of performance or efficiency
in their operations.
72
How to Develop a Green Freight Program: A Guide for Trainers
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GROUP EXERCISE
Identify Outreach and Partner
Support Tools for Your Program
Develop a list of outreach and partner
support tools that your prospective program
will need. Discuss options and prioritize the
list to determine where financial resources
should be allocated.
Group Exercise ^\NSmartWay
(20 min)
Identify outreach and Partner support tools
Prioritize outreach tools and
estimate resources needed.
An option for this exercise: rK
Review the list developed in the earlier exercise on partner support tools, if it was
conducted. Begin by mentioning additional options for partner support tools (described on
pages 111-55 to 111-58 in the Manual).Then divide participants into groups of five to eight
people. Ask them to list the outreach and partner support tools they consider key for their
program. Also ask them to rank them in order of priority. Ideally each group can record this
on large (flip chart size) paper. In the last few minutes of the exercise, put the lists up on a
wall and ask a spokesperson from each group to briefly summarize the results.
Review the importance of branding/logo development,
marketing and outreach tools, media outreach, events
for visibility, and public recognition. Emphasize what
participants have specifically identified as the appro-
priate materials and activities for their country or region.
Summing up
Notes:
Module lit Create Program
73
-------
^vSmartWay
¦ * D. TECHNOLOGY VERIFICATION AND LABELING
• Performance testing and verification
helps show which technologies and
strategies work for different truck
types and use patterns
• Labeling helps partners identify
reliable, cost-effective technologies and practices
• Consider leveraging existing verification programs
• Start by focusing on "low-hanging fruit" (will vary by region/fleet types)
- Driver training
- Basic logistics improvements
- Idle reduction strategies
lUbdule III: Create Program
66
Section D
70 Minutes Total
Pages 111-58 through 111-73
j Technology Verification and
x3E/ Labeling
Learning objectives
By the end of this section, participants should be able to:
Understand the general types of technologies and
strategies used in green freight programs.
Describe the main components of technology testing
protocols and verification process.
* .sSm,u iW.iy
% D. TECHNOLOGY VERIFICATION AND LABELING
SmartWay Strategies: Cost vs. Fuel Savings
Notes:
Key points
Technology strategies vary greatly in terms of cost,
effectiveness, and applicability depending upon vehicle
operation patterns, age, body types, and other area-spe-
cific characteristics.
Strategies may be implemented through retrofits or new
vehicle purchases.
Strategies like driver training and logistics enhance-
ments complement technology efforts and can improve
efficiency in the near term while technology verification
efforts are being developed.
Unique operating conditions and fleet characteristics may
warrant test protocols tailored to each region/country.
Use other certifications (e.g., SmartWay, CARB) where
reasonable and locally appropriate to help reduce costs
and conserve technical resources.
More comprehensive training on technology verifica-
tion may be available soon. Look for new resources and
opportunities.
74
Mow to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
^2q\ Area-Specific Factors That
UiinsJ Influence Technology Adoption
Discuss factors influencing technology
adoption in your region.
Options for this exercise:
Split into two groups. Ask the first group to iden-
tify and list green freight technologies that are
likely to be successful in their region, along with
the reasons for success. Ask the second group to
identify and list technologies that are unlikely to be
adopted widely and the barriers to their adoption.
After 10 minutes, ask the groups to share the lists
with one another and discuss how a technology
verification program could help facilitate tech-
nology adoption in their area.
Split into two groups. Assign one group the first
three barriers listed on the slide (technology avail-
ability, technology verification, and financing) and the second group the next three barriers
(regulatory, institutional, and education/training). Give the groups 10 minutes to discuss and
brainstorm suggestions on how to overcome or minimize their barriers. Use the remaining
10 minutes to share ideas and collectively brainstorm other barriers and strategies that fall
outside of the six categories.
Group Exercise ^\NSmartWay
(20 min)
Discuss area-specific factors influencing technology adoption
What technologies are common in your region?
How is their adoption blocked or encouraged?
Group Exercise (continued) ^SmartWay
(20 min)
Barriers Influencing Technology Adoption
Potential Barrier
Suggestions to Overcome Barrier
Technology Availability
Technology Verification
Financing
Regulatory
Institutional
Education & Training
Other barriers?
-- SPi
1
69
Summing up Notes:
Briefly review topics covered in your presentation
(green freight technologies, verification protocols).
Summarize how technology verification can promote
technology adoption, including driver training and logistics.
Module III: Create Program
75
-------
-------
MODULE IV Launch and Implement Program
CONTENTS
lH) Section A. Launch Charter Partners 78
((||)) Section B. Recruit Partners 80
f||)) Section C. Train Partner Account Managers 82
Sections D, E, & G. Launch Database; Launch Program Tools; Begin Marketing Activities
and Hold Inaugural Launch Event 84
lH) Section F. Launch Finance Program 86
Suggested time for this module
Module IV: Launch and Implement Program
-------
Section A
25 Minutes Total
Pages IV-2 through IV-3
Launch Charter Partners
% A. LAUNCH CHARTER PARTNERS
You are ready to go—
tell your charter partners!
Plan a special recognition
event
Invite media, provide
quotes
Establish a pilot period
* >Smai tW.iy
IKEA North America
Charter Partner
Learning objectives
By the end of this section, participants should be able to:
• Identify priority charter partners.
Design a program launch that includes charter partners
and takes advantage of publicity opportunities.
Notes:
Key points
Program managers need to communicate with charter
partners before launching the program to get permissions
and buy-in.
A special, media-friendly launch event with high-ranking
officials will pay off.
Upfront planning is important and will help ensure that:
Charter partners are on board and comfortable with
their special status.
The event is timed and placed to encourage atten-
dance of representatives from the media, government
agencies, and leadership of the charter partners.
Charter partner certificates carry symbolic weight:
They are official symbols of third-party recognition.
Ceremonial presentation of certificates can be made
into a newsworthy event.
78
How to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Group Exercise
(10 min)
Identify new partners
Prioritize list to help allocate
initial recruiting resources.
Identify New Partners _
Group Exercise ^>Sm,n !W,iy
Brainstorm a list of prospective new partners
to recruit. As- a group, prioritize a list of pros-
pects and determine where to allocate initial
recruiting resources.
An option for this exercise:
Before breaking into small groups, identify three
to four priority categories for partners. Break
out into small groups based on these categories. For example, have one group focus on
brainstorming shipper partners, another on carrier partners, another on logistics company
partners, and another on affiliates (e.g., trade associations, nonprofits). Assign people with
knowledge of a category (as indicated by a show of hands) to the relevant group. Make
sure each breakout group has a note-taker to record ideas.
Summing up Notes.
Briefly review the importance of being organized up
front so that charter partners know why they are being
recognized and how they will be publicly acknowledged
for supporting your program.
Summarize the names of prospective partners that each
breakout group came up with and how their lists were
prioritized.
Module IV: Launch and Implement Program
79
-------
Section B
25 Minutes Total
Pages IV-3 through IV-5
Recruit Partners
^vSmartWay
% B. RECRUIT PARTNERS
Use proven techniques to recruit
- Leverage current relationships
- Use industry resources
- Develop new strategic
relationships
- Attend conferences, expos,
and events
- Hold face-to-face meetings
- Place cold calls and send
direct mailings
Notes:
Learning objectives
By the end of this section, participants should be able to:
Recognize and use successful techniques to recruit
partners.
Key points
To recruit successfully, participants should use such
successful techniques as:
Leverage current relationships; ask stakeholders you
know if they know prospective partners. Use industry
resources; these will help you identify leaders and
innovators.
Develop strategic relationships; network through
industry associations; national trade groups, related
public and nonprofit sector organizations, etc., to find
groups with similar goals.
Review tips on the effectiveness of face-to-face meet-
ings, finding and talking to the appropriate person in the
company, and recognizing when prospects are just not
interested.
If time permits, ask participants to discuss other
creative recruiting strategies and techniques that they
would recommend using, given their knowledge of the
industry and local culture.
80
How to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Generate a list of organizations and industry
resources that might provide information on
prospective partners for your green freight
program.
Evaluate Industry Resources
Group Exercise V^Sm,ntW,iy
(10 min)
Evaluate industry resources
What resources will provide
information on prospective partners?
An option for this exercise:
Post a large poster-sized piece of paper on a wall. - .
Distribute sticky notes to participants; ask them to
write down organizations and resources that can provide information on prospective part-
ners. Have them post the notes on the poster paper. Group similar responses. Note the
items that appear most often (though items that appear only once may be just as valuable).
Discuss how the different prospects could be approached and encouraged to participate in
the program.
Briefly review effective sales techniques for recruiting
prospects, emphasizing those that will work within the
local industry and cultural context.
Summarize organizations and resources that the group
identified and discuss next steps in conducting further
research to help find and recruit prospects.
Summing up
Notes:
Module IV: Launch and Implement Program
81
-------
Section C
25 Minutes Total
Pages IV-6 through IV-9
^8^
^V-SmartWay
% C. TRAIN PARTNER ACCOUNT MANAGERS
Assign and train PAMs to
- Help with database use and
reporting
- Respond to questions from
the helpline
- Assist partners, cultivate
relationships
- Assist with marketing the program
- Collect feedback
IVbdule IV: Launch and Irrplement ftogram
Notes:
^5|v Train Partner Account
Managers
Learning objectives
By the end of this section, participants should be able to:
Assign responsibilities to partner account managers
(PAMs) according to their strengths and identify PAM
training needs.
Key points
PAMs are essentially personal program consultants to
partners. They are customer service agents and program
ambassadors. Their role will vary depending on your
program's particular setup, but overall they are the face of
the program for partners.
PAMs need training and specific assignments to succeed
and best serve the program. Talk about their responsibil-
ities (listed on the slide) and the training and tools they
will need to do their jobs.
Ask participants to discuss what types of people and skill
sets would make good PAMs and what their specific
responsibilities would entail.
82
Mow to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Create a RAM Framework
Create a framework that shows how PAMs
will be assigned (e.g., by industry, region)
and designate categories. Identify possible
Group Exercise ^SmartWay
(10 min)
Create a PAM framework
How will PAMs be assigned?
PAMs for each category based on their area of
expertise.
An option for this exercise:
Using a blackboard or large sheet of paper, sketch
out a blank framework or chart. As a group, brainstorm different ways to assign PAMs,
focusing on what fits best with the participants' local freight stakeholder landscape. As partic-
ipants come up with ideas, label the blanks accordingly with hypothetical RAM assignments
for a green freight program. If participants are stuck, suggest that staff with an in-depth
knowledge of a region or city could serve as PAMs to partners from that region, or that staff
with an in-depth knowledge of a freight sector (e.g., retail, food and beverage) could serve as
PAMs to partners in that sector. Be sure to open up discussion to alternative scenarios.
Briefly review roles and responsibilities of PAMs and
tools and procedures needed to train PAMs to do their
jobs.
Summarize some possible ways to assign PAMs, how
their time should be allocated at first, and how that
allocation might change as the program grows.
Summing up
Notes:
Module IV: Launch and Implement Program
83
-------
Sections D,E,&G
85 Minutes Total
Pages IV-10 through IV-14
^vxSmartWay
% D., E„ & G. LAUNCH DATABASE, TOOLS, AND KICK OFF!
For database and tools, confirm that:
- They are ready for users to enter and export data, etc.
- PAMs and database administrators are trained to review
and approve partner tools
- Backup, security, and validation procedures and checks
are in place
Hold high-visibility event to officially kick off program!
- Recognize charter partners, demo tools and technologies, hold
press conference
Iwbdule IV: Launch and lirplement ftogram 77
Notes:
fiph Launch Database; Launch
Program Tools; Begin
Marketing Activities and Hold
Inaugural Launch Event
Learning objectives
By the end of this section, participants should be able to:
Launch the program database and distribute tools to
partners while ensuring customer service.
Organize a successful official launch event.
NOTE: If your training schedule permits and your audience has the need and interest
in going into more depth, lead participants through the group exercise Create a Launch
Event Guest List on page IV-14 in the Manual.
Key points
Program tools, including database and reporting tools,
must be tested by selected industry partners and ready
before the program launches.
Partners need clear instructions and training on how to
use the tools and database.
Celebrate with a high-profile kickoff event.
84
How to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Download the Smart Way
Truck Tool
As a group, download the SmartWay Truck Tool
from the website and review the process of
filling out and completing the tool.
Group Exercise ^SmartWay
(30 min)
Download the SmartWay Truck Tool
Review the process of filling out
and completing the tool.
Some options for this exercise:
Use this as an opportunity for participants to play RSI
the role of PAMs in their program. Have the group
return to the sample tool that was downloaded in Module III. As a group, review the data
and discuss the questions below.
Is the tool complete?
What data or errors have been flagged?
How should PAMs work with partners to resolve errors and outstanding issues?
Discuss how real world partner information may be used to improve validation and quality
assurance checks—and the value of the program—in the future.
Briefly review the sequence of the final steps to take
before officially launching a green freight program.
Launch the database.
Launch the tools.
Double-check everything.
Make sure PAMs are knowledgeable about the
tools and ready to support partners.
Summing up
Notes:
Module IV: Launch and Implement Program
85
-------
Sections F
20 Minutes Total
Pages IV-12
Launch Finance Program
^\x5martWay
% F. LAUNCH FINANCE PROGRAM
Finance program will help partners
overcome a significant barrier to
participation: high upfront costs of
retrofit technologies and engine
replacements
Launch your finance program with
the main elements of your green
freight program to maximize press
mm
1 I*
Notes:
Learning objectives
By the end of this section, participants should be able to:
Roll out a finance program in coordination with other
program elements.
Organize a successful official launch event.
Key points
A finance program can help partners overcome a signifi-
cant barrier to participating in your program—high upfront
costs of retrofit and/or new vehicle technologies.
Coordinate launch of the finance component with the rest
of the program to maximize interest in both.
Provide user-friendly tools to help identify invest-
ments with quick payback.
Provide clear information on available financing options,
including grant/loan terms, payment details, etc.
86
How to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Outline Your Finance Program
Identify your preferred finance program struc-
ture and administration (i.e., your agency or
a third party). Discuss its minimum capital
requirements, and possible funding sources,
for its initial launch
Group Exercise * >SnwrtW;iy
(10 min)
Outline your finance program
Identify your preferred structure
and funding needs.
An option for this exercise:
Split the group in half. Instruct one group to
consider the risks and benefits from the lender's point of view (e.g., obtaining payments
and possible defaults from small carriers). Instruct the other group to identify the risks and
rewards associated with participation from the lendee's point of view (e.g., uncertainty
about operational costs/benefits, very small operating margins). Compile a list of major
concerns from both groups and open the floor to discussion about the best way to struc-
ture the finance program to address these concerns.
Summing up
Notes:
Launch the finance program in conjunction with other
program elements.
Provide clear information on costs, benefits, and
repayment terms for potential borrowers.
Module IV: Launch and Implement Program
87
-------
-------
MODULE V Evaluate, Refine, Enhance, and Expand
CONTENTS
Section A. Collect Partner Feedback 90
(@) Section B. Compiling, Processing, and Evaluating Data 92
rap Section C. Refine and Add New Elements to Enhance Program 94
Suggested time for this module
Module V: Evaluate, Refine, Enhance, and Expand
-------
Section A
35 Minutes Total
Pages V-2 through V-6
Collect Partner Feedback
^KxSmartWay
Learning objectives
A. COLLECT PARTNER FEEDBACK
Partners are great resources for ideas and feedback that will
help you set and achieve goals
- Times to collect feedback
- Questions to ask
- Tools and techniques to
collect feedback
Notes:
Iwbdule V: Evaluate, Refine, Ente
By the end of this section, participants should be able to:
Identify valuable feedback to collect from partners.
Use techniques and tools that effectively gather
feedback.
Key points
All partners, whether they are charter partners, long-
standing or newly recruited, can provide valuable
perspectives on different aspects of the program.
Third-party stakeholders can also provide "big picture"
feedback on the program's overall impact.
Tailor questions to the experiences of the stakeholders
you are collecting feedback from.
Consider the capabilities of your stakeholders and the
feedback you seek when determining tools and tech-
niques to use.
Not all feedback will be realistic for the program at the
time that it is received. Program resources and strategic
priorities will limit the actions you can take.
90
How to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Develop a Feedback Plan
Choose a significant phase of your program
for which you want to collect feedback. Think
of five questions that you would like to ask
partners and develop a plan with the tools and
techniques best suited to provide you with the
feedback you seek.
Group Exercise tW.iy
(15 min)
Develop a feedback plan
Brainstorm five questions for partners
and how to collect responses.
An option for tins exercise: MBL—
Break participants into small groups. Assign each group a phase of the program (for example:
initial program development, post-launch, five-year milestone, program expansion phase).
Task the groups with identifying five key questions that should be asked at that phase.
Draw from sample questions listed on pages V-3 through V-5 in the Manual if you need
Ask the groups to identify appropriate feedback mechanisms to collect information from
stakeholders for that phase of program development (participants should not restrict
themselves to those described in the workbook).
Briefly review the different opportunities for collecting
feedback during the program development and imple-
mentation process.
Summarize the different types of information that can be
collected from program stakeholders.
Emphasize that, while feedback is valuable, it is not a
mandate. Not all feedback must be acted on.
ideas.
Summing up
Notes:
Module V: Evaluate, Refine, Enhance, and Expand
91
-------
Section B
45 Minutes Total
Page V-7
Compiling, Processing, and
Evaluating Data
*\xSmartWay
B. COMPILING, PROCESSING, AND EVALUATING DATA
Use feedback and partner performance data to improve the
program and estimate overall program benefits
- Find opportunities for incremental
improvements to the tools/database
as well as system-wide improvements
- Use data to inform development of
new standards, policies, and regulations
Iwbdule V: Evaluate, Refine, Ente
Notes:
Learning objectives
By the end of this section, participants should be able to:
Understand how to effectively use partner performance
data and feedback to assess your program.
Key points
Collecting feedback and partner data should be a
continuous process throughout every stage of program
development and implementation.
Continuous evaluation and improvement will strengthen
the program over the long term (provide examples from
other programs as available).
Partner performance data will be useful for both evalu-
ating program success and assessing the state of the
freight industry as a whole:
> Academics and other stakeholders can use the data to
identify opportunities for system-wide improvements.
Regulatory agencies can use the data to inform regu-
latory development of fuel efficiency and emission
control standards.
92
How to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Examine an Example Benefits
Calculation
Walk through an example benefits calcu-
lation. Review selected SmartWay Trends,
Indicators, and Partner Statistics (TIPS) pages
(found at http://www.epa.gov/smartway/
tips/index.htm) to understand the range of
possible data evaluations.
Group Exercise ^>Sm,ii tW.iy
(15 min)
Examine an example benefits calculation
Review of SmartWay's TIPS pages.
An option for this exercise:
Conduct this exercise in a large group. Project both the example benefits calculation and
TIPS pages on the presentation screen. Ensure that the group views both current and past
TIPS. Work with the group to identify the data collection mechanisms that can be used to
create the TIPS being viewed.
If time is short, focus on the following Weh pages:
1) Reduction in C02 and fuel cost over time—http://www.epa.gov/smartway/tips/tips-18.htm
2) SmartWay Partner categories submitting data; SmartWay carrier use over time—
http://www.epa.gov/smartway/tips/tips-19.htm
3) MPG performance for Class 8b trucks and by class—http://www.epa.gov/smartway/tips/tips-17.htm
4) SmartWay logistics companies' reported carrier mileage—http://www.epa.gov/smartway/
tips/tips-16. htm
Also consider reviewing the SmartWay carrier performance rankings—http://www.epa.gov/smartway/
forpartners/performance.htm.
Summing up
Notes:
Briefly review the key points at which data should be
collected for evaluation.
Summarize the benefits of collecting data both for the
program and the freight industry as a whole.
Module V: Evaluate, Refine, Enhance, and Expand
93
-------
Section C
40 Minutes Total
Pages V-8 through V-14
Refine and Add New Elements
to Enhance Program
^vSmartWay
% C. REFINE AND ADD NEW ELEMENTS TO ENHANCE PROGRAM
Ideas for mature green freight
programs
- Recruit smaller carriers
- Develop Web-based tools
- Expand to other modes
- Incorporate operational strategies
- Develop Affiliate Program
IVbdule V: Evaluate, Refine, Enhance, and Exp*
Notes:
Learning objectives
By the end of this section, participants should be able to:
Identify opportunities to expand a mature green freight
program.
Key points
Developing special incentives and allowances to meet the
needs of small "owner-operator" carriers, such as low-/
no-interest loans or subsidies for retrofits and streamlined
reporting forms, can encourage their participation.
Develop tools to help quantify the benefits associated
with improved operations (e.g., drop-and-hook strategies).
Web-based tools can provide added value to partners by:
Minimizing the difficulties of relying on an Excel-based
reporting tool.
Providing access to partner data and industry averages.
Enabling partners to calculate costs of efficiency
improvement options.
» Providing access to key documents.
Create an Affiliate Program to enable organizations that
support your goals but cannot participate as partners,
such as nongovernmental agencies, trade associations,
and universities, to help create awareness and expand
your program.
94
How to Develop a Green Freight Program: A Guide for Trainers
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GROUP EXERCISE
SmartWay Partner Portal
View the SmartWay Partner Portal. Walk
through examples demonstrating year-to-year
comparison as well as inter-partner compar-
isons. (You may need to use dummy data to
protect partner confidentiality.)
Group Exercise tW.iy
(10 min)
SmartWay Partner Portal
View examples demonstrating year-to-year
and inter-partner comparisons.
Some options for this exercise:
Conduct this exercise in a large group. Project the
SmartWay Partner Portal onto the screen. Ensure that the group understands all of the func-
tionalities of the portal. Discuss with
the group how they might use the Partner Portal to assess the state of their green
freight program.
Break the group in half: one half to represent the small owner-operators in the country, the
other half to represent the shippers and logistics companies that hire them. Ask each group
to develop a list of benefits and obstacles to participating in a green freight program. Ask
someone from each group to present the obstacles that were identified, then ask the whole
group to identify ways of minimizing these obstacles.
If time permits, discuss the prevalence of small owner-operator carriers in your region and
the importance of including them in your green freight program.
Notes:
Module V: Evaluate, Refine, Enhance, and Expand
95
-------
Section C, cont.
40 Minutes Total
Pages V-12 through V-14
"KxSmartWay
«*. C. REFINE AND ADD NEW ELEMENTS
Other ideas
- Expand to include new pollutants, such as black carbon
- Coordinate and harmonize with regional programs or global carbon
accounting systems, such as Green Freight Asia and GLEC
icct
^ GREEN
f FREIGHT
r 9 ASIA GLEC
IVbdule V: Evaluate, Refine, Enhance, and Expand
Notes:
^q\ Refine and Add New Elements
to Enhance Program
Key points
Once trucks, shippers, and logistics companies are
accounted for in a green freight program, consider
expanding to other modes such as rail/interrmodal, inland
marine, ocean-going marine, and air freight carriers.
(Emphasize the modes of freight that are dominant in
your country.)
Additional modes of freight have different operating char-
acteristics and require special consideration to be brought
into a green freight program. (Provide examples based on
modes of freight that are dominant in your country.)
Including additional pollutants, like black carbon, in a
green freight program can reduce other greenhouse gas
and climate-changing emissions and is easy to do with
activity estimates already developed.
Globalization has led to an increase of shippers with
global multimodal supply chains. Bringing your green
freight program toward a standardized accounting system
is a significant benefit, as global shippers are increasingly
asking their carriers to use one.
96
How to Develop a Green Freight Program: A Guide for Trainers
-------
GROUP EXERCISE
Program Expansion Areas
Brainstorm areas for future program
Group Exercise ^>Sm.irlW;iy
(10 min)
Program expansion areas
expansion in your country. Explore modes,
sectors, pollutants, and any regional needs
or opportunities that need to be addressed.
Explore modes, sectors, pollutants, and other needs
that could be addressed in your country.
An option for this exercise:
Mark three large pieces of paper on the walls with - .
the titles "beneficial Web tools," "additional modes
of freight," and "additional pollutants." Have markers available. Divide into three groups and
assign one group to work on each of the three papers. Have each group list their "priority
suggestions" for that area.
Roam across the groups to help get them started and provide help where needed.
After four or five minutes, have the groups rotate to the next paper and add their sugges-
tions to the list. Repeat so that each group has a chance to contribute to each paper.
Ask someone from each group to present findings and circle the suggestions with the
most promise.
Emphasize the opportunities to recruit new partners
by reducing the burden of the program's reporting
requirements.
Summarize the additional capabilities that can be built
into the program website to provide added value.
Briefly review additional modes of freight and pollutants
that can be incorporated into the existing green freight
program structure.
Highlight the value of moving toward a standardized
system.
Summing up
Notes:
Module V: Evaluate, Refine, Enhance, and Expand
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PART 3
APPENDICES
Appendix A: Sample Pre- and Post-Training Surveys
Appendix B: Sample Agendas
Appendix C: Logistics Checklist
Appendix D: Sample Ground Rules
Appendix E: AdditionalTraining Resources
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Appendix A: Sample Pre- and Post-Training
Surveys
Sample pre-training survey
1. I work for [government environmental agency/government transport
agency/private sector company/non-government organization/trade asso-
ciation/the media/academic or research institution/other (please specify)]
2. How long have you been working on green freight issues? [a year or
less, one to five years, more than five years]
3. Green freight is [very important/important/tangential] to my organiza-
tion's mission.
4. I have [a lot of/some/no] experience working on voluntary partnership
programs.
5. I am [very/somewhat/not at all] familiar with the technical aspects of
green freight technologies and strategies.
6. I am [very well/somewhat/not] connected to many contacts within the
freight sector in my region/country.
7. The reason I am attending this training is to: [fill in
the blank].
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Sample post-training survey
1. On a scale of 1-10, how would you rate the following:
a) Value of information shared
(1 = least valuable, 10 = most valuable)
b) Overall quality of the trainer(s)
(1 = lowest quality, 10 = highest quality)
c) How much you learned about green freight programs?
(1 = nothing, 10 = an enormous amount)
d) Was the training well organized?
(1 = disorganized, 10 = very well organized)
e) Rate the quality of the translation, if applicable
(1 = lowest quality, 10 = highest quality)
2. Was the information presented in the training easy to understand?
(yes/no)
3. Will you use or apply the information you learned?
4. Was the training location satisfactory? (yes/no)
5. Was there sufficient time to cover all of the content presented?
6. How can we improve the training?
7. Would you recommend training to others?
8. List the topics you would like to see addressed in future trainings.
Appendices
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Appendix B: Sample Agendas
Two-day detailed agenda
DAY 1
8:00-8:30 Registration
8:30-9:00 Welcome and overview of training
9:00-9:15 Icebreaker activity
9:15-10:15 Module I: "Drivers for Green Freight Initiatives,"
Sections A and B
10:15-10:45 Break
10:45-12:00 Module I, Sections C and D
12:00-1:15 Lunch
1:15-2:30 Module II, "Build Program Foundation,"
Sections A and B
2:30-3:00 Break
3:00-4:45 Module II, Sections C and D
4:45-5:15 Review of day 1 and preview of day 2
DAY 2
8:00-8:15 Welcome and review of agenda
8:15-9:00 Module III, "Create Program," Section A
9:00-9:30 Module III, Section B
9:30-10:00 Break
10:00-11:15 Module III, Section B (continued)
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11:15—12:00 Module III, Section C (one exercise)
12:00-1:15 Lunch
1:15—2:45 Module III, Section C (continue exercises)
2:45-3:15 Break
3:15-4:30 Module III, Section D
4:30-5:00 Review, reflections, future work, closing
or
12:00-12:30 Lunch
12:30-3:30 Study tour or field trip
3:30-3:45 Reconvene for reflections on tour
3:45-4:45 Module III, Section D
4:45-5:30 Review, reflections, future work, closing
Other possibilities
2 full days for a group with a more established program, with an
emphasis on Modules III, IV, and V
11/2 days for a more established group—emphasis on Modules IV and V
Appendices
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Appendix C: Logistics Checklist
As the trainer, you likely will not be involved directly in many of the details
listed below, but you should make sure that the host agency has these
logistical details in hand to ensure a productive meeting for all.
Securing the hotel or other venue
• Site considerations
Ease of access
Numerous direct flights
Free airport shuttle
- Access to public transportation
Free or discount parking
» Dates available
» Per diem rates available
» Meeting room space
- What kind of setup is required and for how many people (class-
room, theater, crescent rounds, conference, additional small
breakout rooms or areas)?
- What kind of Internet access do you need (for live-streaming or
simultaneous webinars, you need a hotel with a modern system
and a dedicated wide bandwidth for the meeting space)?
If using multiple rooms, are they close to each other or spread out?
- Will you have the same meeting room each day or does it change?
» Green meeting/hotel policies (if desired)
Is it near restaurants/off site food options (especially important if
you're not providing food and beverages)
Can complimentary room nights be applied to the master contract,
and what is the ratio (1:50 or 1:40)?
How to Develop a Green Freight Program: A Guide for Trainers
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Discounts on audiovisual (AV) services/equipment
» Discounts on food (if applicable)
Contract with selected hotel or other venue
To book hotel rooms, use a conservative room block to begin with;
typically for a meeting with 100 travelers, start with a room block of
40 per night. You can add rooms later, but you are often obligated to
guarantee using the number of rooms you block.
Translation/interpretation
Will you need simultaneous or consecutive interpretation? Consecutive
translation doubles the length of each talk.
Simultaneous interpretation requires the following equipment (the inter-
pretation company should supply the booth and headsets):
Interpretation booth
Output from the sound board
» One microphone
» Internet access
» Headsets for each participant
In advance of the meeting, supply the interpretation company with a
glossary of technical terms and their meanings and copies of all presen-
tations. If presentations are missing and speakers only bring them to
you on site, someone will need to load those presentations on the
presentation laptop and give a copy to the interpreters. (Try to avoid this
if possible; it makes the interpreter's job harder.)
Will you have any materials and/or presentations translated in advance?
If you have presentations translated, will you project them in both
languages? Doing so will increase your AV costs (two projectors/two
screens/two laptops), and you'll need someone to operate the second
laptop.
Appendices
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Audiovisual needs
Obtain bids from outside vendors, who are often considerably cheaper
than a hotel's in-house supplier.
Load all presentations onto the presentation laptop and test them all ahead
of time. Ensure that all links are correct and all embedded videos operate.
Test all AV equipment before the start of the meeting (preferably the
day before, no later than 90 minutes before the start of the meeting).
Include testing Internet connections.
Obtain any needed "low-tech" equipment such as flipcharts, markers,
sticky notes, boards with pushpins, etc.
Site visits/field trips
Find out if the selected site has security requirements and if those
requirements are different for foreign and domestic visitors.
Is any personal safety equipment required for the site visit (steel-toed
boots, hard hats, eye protection, etc.)? If so, will the tour hosts/trainer
provide them or will participants need to bring their own?
• Hire buses and procure safety equipment (if supplying).
Is there bus parking at the facility? If not, where is the nearest bus
parking?
Is there bus parking at the meeting location? Where will buses load and
unload?
Will tour leaders need bullhorns or other communication devices to talk
with the group?
Speaker coordination and agenda development
Any speakers should be chosen and confirmed at least two months
before the meeting.
• Develop and distribute a speaker's kit that includes:
> A welcome letter listing the exact date, time, and duration of their talk
How to Develop a Green Freight Program: A Guide for Trainers
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» A list of deliverables:
Biography
-Abstract
Presentation
Other?
» Sample biographies and abstracts
Speaker registration form indicating what software (and version) they
will need
If posting presentations to the Web, a form through which the speaker
gives you permission to post and acknowledges that they own the
rights to all materials in their presentations (photos, videos, etc.).
• Agenda recommendations:
Start no earlier than 8:00 in the morning
End no later than 5:30 in the afternoon
» Coffee breaks should be 30 minutes
Lunch should be at least 75 minutes (on site) or 90 minutes (off site)
Publicity and registration
"Save the date" announcement should be sent at least three months in
advance (six months for larger events)
Online registration form, if used, should be available no later than two
months in advance (preferably longer)
» Registration page should capture:
Contact information
Security information requested by the site tour facility
Special dietary requirements (if providing food)
Credit card information if collecting an optional meals fee for food
If capturing security information or credit card information, the regis-
tration page needs to be on a secure server
Appendices
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Send registration reminder emails (no more than one per week)
Send email confirmations to all registrants as they register
Send a reminder email one week before the meeting to all registrants
Onsite handouts/materials
Directional signage—depending on the location and number of meeting
rooms you could have signs for:
» Plenary
» Breakout rooms
Registration
Lunch
Blank signs with meeting name and space to attach directional arrows
» Directional arrows
Be sure to order easels for the signs from your AV contractor
• Nametags
• Tent cards (name plates) for all speakers
Agenda
• Attendee list
• Speaker biographies (if using)
• Speaker abstracts (if using)
Presentations (if distributing hard copies, recommend posting to a
website after the meeting)
• Evaluation form (can also do an online form)
• Training supplies:
» Extra pens and pencils
» Note paper
» Colored markers for group exercises
Large pad of paper or whiteboard
How to Develop a Green Freight Program: A Guide for Trainers
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» Projector to display PowerPoint slides
• Additional materials to have onsite:
» Blank nametags
» Extra nametag holders
» Onsite registration forms
» Clipboards and pens for onsite registration forms
» Receipts (if charging a fee)
» Speaker timing cards
» Supply box with basic office supplies
» Small first aid kit with aspirin, Tylenol, band-aids, etc.
Extension cord
» Surge protector
Onsite support
Registration support—at least one hour before the start of the meeting
and throughout the whole meeting. Recommend one per 50 attendees
at the start of the meeting, then one for the rest of the day.
» Hand out name badges and meeting materials
» Register onsite attendees
Print or handwrite name badges
» Answer questions
» Give directions
» Liaise with facility staff
Pack and ship all remaining materials at the close of the meeting
Presenter/speaker support—at least 1V2 hours before the start of the
meeting.
» Test all AV.
Collect and load any missing presentations, if time permits test for
compatibility.
Appendices
109
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Ensure that interpreters have a copy of all last-minute presentations.
Before each session, open all presentations for that session and mini-
mize at the bottom of the screen.
If using a wireless clip-on microphone, attach it to the speaker right
below where a tie would be knotted. If possible, do not allow them
to attach the microphone themselves; most speakers put the micro-
phone much too low.
Ensure that the speakers know how to use the laser pointer, remote
slide advancer, and/or laptop.
Start each presentation for the speaker from the minimized ones.
Time each speaker (if applicable), letting them know how much time
they have left. (Recommend starting with a "five minutes left" sign.)
Post-meeting support
Send thank you letters to speakers, host agency, and others as
applicable.
Produce a final attendee list with "walk-ins" added and no-shows
removed.
If paper evaluation forms were not distributed and collected, set up
an online evaluation form; send email to attendees asking them to
complete it.
• Send certificates of completion to participants.
• Develop a draft and final report or meeting summary.
Convert presentations and reports to PDFs to post online and/or share
electronically with participants.
Send email to all attendees letting them know that post-meeting mate-
rials have been posted (or email documents to participants).
• Compile evaluation results and any lessons learned.
Process invoices from facility, AV vendor, bus company, etc.
A half-day for a group considering starting a program—emphasis on
Modules I and II.
How to Develop a Green Freight Program: A Guide for Trainers
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Appendix D: Sample Ground Rules
• Listen to each other as colleagues, with an open mind.
Disagreements are fine, if they are expressed respectfully and openly.
Only one person speaks at a time—avoid side conversations.
• Honor the limitations of time—speak concisely.
We are all responsible for ensuring that everyone's voice is heard.
If you have an off-topic comment you want addressed, write it down and
give it to the facilitator at a break.
Refrain from using electronic devices during the session. Please put cell
phones on vibrate or turn them off. If you must take a cell phone call,
please leave the room quietly.
Be prompt in arriving to the sessions and returning from breaks.
• Others that the group would like to add:
Appendices
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Appendix E: Additional Training Resources
Country-specific cultural information
• eDiplormat Cultural Etiquette Around the World:
http://www.ediplomat.com/np/cultural_etiquette/cultural_etiquette.htm
• Culture Crossing Guide:
http://guide.culturecrossing.net
Kwintessential Country Profiles—Global Guide to Culture, Customs and
Etiquette:
http://www.kwintessential.co.uk/resources/country-profiles.html
Training resources
Chambers, Robert. 2011. Participatory Workshops: A Sourcebook of 21
Sets of Ideas and Activities. Earthscan. Topics include getting started,
seating arrangements, forming groups, managing large numbers, analysis
and feedback, dealing with dominators, evaluation and ending, coping with
horrors, and common mistakes.
McCain, Donald, andTobey, Deborah. 2003. Facilitation Basics. American
Society forTraining and Development. Includes tips and techniques for
creating a learning climate, facilitating learning activities, managing difficult
participants, using media to support learning, and assessing facilitation
quality and success.
Silberman, Mel. 2006. Active Training: A Handbook of Techniques, Designs,
Case Examples, and Tips. Pfeiffer. Topics include assessing training needs,
creating practical opening activities, preparing "brain-friendly" lectures,
design active training exercises, create e-learning applications, and
providing for back-on-the-job application. Supplementary instructor's guide:
http://bcs. wiley. corm/he-bcs/Books?action=index&itermld=0787976237&bc
sld=3297
How to Develop a Green Freight Program: A Guide for Trainers
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United Nations. Share, Learn, Innovate! Methods andTechnologies
to Share Human Rights Knowledge and Ideas. An online toolkit that
includes both new and well-established training techniques:
http://slitoolkit.ohchr.org
Appendices
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EPA-420-B-16-070
August 2016
www.epa.gov
United States
Environmental Protection Agency
Office ofTransportation and Air Quality
1200 Pennsylvania Ave., NW
Washington, DC 20460
Printed on processed chlorine-free, 100% recycled paper with a minimum 50% post-consumer fiber using vegetable-based ink
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