Pacific Logistics Cluster Pacific Humanitarian Team Workshop December 2010

1. Pacific Logistics Cluster Pacific Humanitarian Team Workshop December 2010

2. What is the Logistics Cluster? A Group of organisations working together to improve the logistics response during emergencies Pacific Humanitarian Team Workshop – December 2010

3. The Global Logistics Cluster Support Cell (GLCSC) • Since 2007, the Logistics Cluster has had a dedicated Cell, based in the Logistics Division of WFP Rome HQ, consisting in a team of multi-skilled logisticians drawn from: WFP, ACF, CARE International, WVI, MSB, UNICEF and UNHCR • Main activities: • Provides field Clusters with strategy, policy guidance, mobilisation support and / or surge capacity • Advocate for and support preparedness / capacity building projects • Promote the integration of services, systems and information • Facilitate the exploitation of shared assets, aptitudes and competencies

4. The Logistics Cluster in the field Important • Does not provide services itself but rather coordinates services provided by participating organisations, private companies…(the Logistics Cluster is not a legal entity!) • Does not attempt to run logistics on behalf of participating organisations, but rather aims at strengthening their own logistics through the provision of services. • Keep in mind that Cluster support services are temporary. So organisations should work on securing their own supply chain from the onset of the emergency

6. 1. Whatwasrequired 2. What engineering suggested 3. What administration approved 4. WhatPurchasingordered 5. Whatwasdelivered 6. As maintenance installedit

7. Some Synthesis and Lessons Learnt form past activations: • Assets and coordination on the ground, scale of emergency, requirements of humanitarian actors set the stage for scale and scope of the cluster’s activities => different emergencies = different set ups • Key conditions for all circumstances: engagement of all actors, professional information flow via meetings, Logistics Cluster website, clear designation of tasks to the various actors • Dedicated Logistics Cluster Officers (including NGO secondments) distinct from staff managing WFP day to day operations • Flexibility and engagement of all actors key to a successful Cluster • Still need for further preparedness & consultation on SOP's • Systems to be revised/enhanced

8. Lessons Learnt – Samoa 2009 • The logistics meetings provided NDMO with a wider forum for information exchange and planning, which strengthened their overall management and coordination of the disaster response • Issues discussed at the meetings helped to identify gaps in the logistics support structures at a policy level, that will feed into revision of the National Disaster Management Plan • Procedures and guidelines established for the handling of the HMNZS Canterbury assisted NDMO in preparing for the arrival of future aid consignments • The role of the Logistics Cluster was not widely understood within the humanitarian community and the region as a whole. It is not simply to be “a provider of last resort” for additional equipment and services • NDMO’s breadth of responsibility for the operational functions of the disaster response placed strain on their overall management of the emergency relief programme

9. Pacific Logistics Cluster Some background • 2008 : creation of the PHT, recommendation for Logistics Cluster activation and WFP to take on its role as Cluster Lead. • 2009: First evaluation mission to determine potential role for WFP, Deployment of cluster staff to support the Samoa Tsunami response & participation in 2nd PHT annual workshop – the Pacific Logistics Cluster project is written and proposed to donors • 2010: missions to initiate Logistics Capacity Assessments, engagement with other regional partners, contingency planning workshop in Tonga, Set-up of Malaysia Regional cell & participation in 3rd PHT annual workshop

10. Objectives • Strengthen the logistics capability of NDMOs and other humanitarian actors throughout the Pacific. • Focus on Logistics preparedness, readiness and coordination

11. Logistics Challenges : feedback from session withNDMOs • Limited air/sea assets in country • Prioritization in use of assets • Lack of standard contracts • Requisition system in case of emergencies • Disorganized used of assets / lack of SOPs • Private resources are very expensive • Storage: Lack of facilities in forward bases • Items required for response are usually not available in quality and quantity in country • Customs clearance and Quarantine issues • Few dedicated logistics staff

12. Logistics Challenges : feedback from session withNDMOs • Limited air/sea assets in country • Prioritization in use of assets • Lack of standard contracts • Requisition system in case of emergencies • Disorganized used of assets / lack of SOPs • Private resources are very expensive • Storage: Lack of facilities in forward bases • Items required for response are usually not available in quality and quantity in country • Customs clearance and Quarantine issues • Few dedicated logistics staff

13. Does the customs law have any provisions about? • Simplified paperwork requirements for emergencies? • Waivers of duties, tariffs and fees (including storage fees pending clearance)? • Reduction of import, transit, or export restrictions in disaster settings? • Priority clearance for relief goods and equipment? • Pre-clearance procedures for relief goods and equipment or reduction of inspection requirements? • Clearance outside normal business hours and at outside of customs offices, if necessary? • Re-exportation of equipment and unused goods? • Does the DM or telecommunications law provide exceptions to import/export restrictions? • Does it allow for speedy licensing or waiver of license requirements in disasters?

14. Special attention to be paid to the hire of daily laborers. • Lack of standing arrangements with private logistics providers. • Liaison / Coordination between national and districts levels could be improved. • High cost of facilities, transport & services in some countries. • Few suitable maritime assets – dependence on military assets • Limited warehouse capacities outside of main towns • NDMOs have access to limited logistics resources and a lack of experienced dedicated logistics staff • Limited viable air assets under the control of the host government • Customs procedures can be very time consuming and bureaucratically heavy. Logistics Challenges in the Pacific

15. Pacific Logistics Cluster 2011-12 • Deployment of personnel within the Pacific region to support humanitarian organisations and NDMOs. • Logistics Capacity Assessments • Technical logistics trainings to be organized in pilot countries • In the event of an emergency, based on request in country, surge capacity can be deployed with a primary focus would be on Coordination and Information Management • Funding to secure for sustained activities

16. Phase 2: • Samoa • Tonga • Niue Cook Islands • Tokelau Countries of focus 2011-12 • Phase 1: • Papua New Guinea • Solomon Islands • Vanuatu • Fiji • Phase 3: • Kiribas / Tuvalu • Nauru / Palau • FSM / Marshall Islands

17. The RegionalLogisticsCluster Cell / Asia + Pacific • Interacts with all of humanitarian actors in the region to ensure close collaboration in humanitarian logistics. • Ensures that the Logistics Cluster activities are fully integrated with and complimentary to other on-going initiatives. • Pursues options for joint trainings, secondments and staff exchanges, with other humanitarian organizations. • Prepare baseline information such as country specific Logistics Capacity Assessments (LCAs) • Promote the Cluster approach within the humanitarian community in the region. • Deploy to regional humanitarian emergencies as required. • Based in KL Malaysia.

18. Logistics CapacityAssessments (LCA) • As part of preparedness activities, the Logistics Cluster conducts formal evaluations documenting critical logistics information on port/airport capacities, road networks, storage facilities, handling procedures, labour rates and local transportation resources in countries can be utilized for planning and emergency responses.

19. Logistics CapacityAssessments (LCA) • Supports for Contingency Planning activities; • Preparation of Emergency Response Operational Plans; • Improving resource requirements assessments at planning stage of an emergency response; • Reducing overall response time in the delivery process of relief items; • Increase access to all beneficiaries; • Decrease cost of transportation at onset and over the course of the operation; • Provide detailed briefing material for relief staff unfamiliar to the region.

20. Logistics Training • In-house technical expertise on • Port Operations • Contracting • Air operations • Warehouse Management • Tracking of relief goods • Disaster Response simulations

21. Coordination & Information Management • The Logistics Cluster can facilitate meetings / collaboration in emergencies with NGOs, UN agencies, civil society groups and military actors to improve coordination, share crucial information in support of the NDMOs’ decision-making process. • During emergencies the Logistics Cluster will as a focal point for the collection, analysis and dissemination of logistics related data through standardized documents including: situation reports, logistics bulletins, meeting minutes, updates, information on customs procedures, maps on infrastructure and specific reports to the entire Humanitarian Community Responders.

22. Information Management Key Products 1/2 • Concept of Operations: In order to improve coordination and to make the best use of available logistics assets on the ground, a Concept of Operations help actors to agree on a specific set-up and can outline roles, responsibilities, and procedures. Standard Operating Procedures: Once the concept has been endorsed by the actors involved, it is built into more detailed documents such as the Standard Operating Procedures (SOPs). This document attempts to capture on paper the plan to ‘operationalise’ the Logistics support for the humanitarian assistance.

23. Information Management Key Products 2/2 Situation Reports: The Logistics Cluster Sitreps are the main regular written summary key logistics facts, events and issue. They should be produced on a regular schedule determined by the need on the ground. Meeting Minutes: The meeting minutes’ intent is to represent, through bullet points, the major issues touched during the logistic cluster meeting

25. Primary archive and publication mechanism for all Logistics Cluster information products as well as detailed information on logisticsfacilities and activities

26. Interactive, e-Learning programme designed to improve the communication and coordination skills of humanitarian logisticians and in turn improve the quality of partnerships between humanitarian organisations and ultimately the delivery of assistance to beneficiaries. • Based on the results of an in-depth interagency consultation process that combined input from expert logisticians from across the humanitarian community, the SMT was created to provide the soft skills needed in today’s changing humanitarian response environment. • The training is divided into five core modules that each provides the necessary tools, theory and exercises to guide logisticians through skills in the areas of: meeting management, presentations, team leadership, negotiation and most essentially Service Mindset. Service Mindset training

27. Service Mindset training

28. LOG: Logistics Operational Guide • Based on information from manuals from over 28 humanitarian organisations, academia and the private sector. • A single source of best practices • Intended to be of use for all humanitarian logisticians, regardless of the size of their organisation, or its area of expertise. • Available in an offline and online version • A dynamic tool: updated on a regular basis

29. Logistics Operational Guide

30. Thank You