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(Explanation to slide: circle in the middle will show up immediately, while bullet point to each major response showing up as you click through, starting with Preparedness – Contingency planning and LCA.)

Facilitator should start by explaining that an emergency has several phases and key responses associated with them. (Click)

Already before the event happens that triggers the emergency, there should have been preparedness activities taking place. Throughout this training we will come back to them in more details, but key planning tools are:

• Contingency plans (documents that spells out what has to be done if an emergency happens)• Logistics Capacity Assessments (fact-finding reports on logistics resources available,

suppliers/transporters, infrastructure etc.)

Other preparedness activities includes:

- Monitoring events (tsunami warning etc.)- Forecasting, e.g. drought, flooding forecast based on rainfall- Preparedness – a set-up of structures and standard operating procedures

After the emergency has happened comes the response and all that is related to it: (Click)

• Search and Rescue is normally the first step and would be different depending on what kind of emergency struck, e.g. saving people from collapsed buildings

• Quick assessment to determine extent of damage and what is needed• Deploy resources (staff, equipment, relief supplies)• Fundraising (asking relevant authorities to release funds or ask commercial entities, organizations or

foreign governments to donate)• Sourcing (start identifying relief supplies – purchase or bring in emergency stocks)

There will normally be several phases:

• the first being focused on relief response where aid is focused on the most needed life-saving items, e.g. tents, medicines, food (CLICK)

• then recovery to ensure that communities can go back to normal again, e.g. continued food, but also seeds for starting up agriculture again.

• There are overlapping responses from relief to recovery, with a gradual shift of type of aid delivered (CLICK)

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• if massive destruction occurred there will be a rebuilding/reconstruction phase

In order to learn how to prepare and respond better to the next emergencies, there need to be learning from the response and readiness (not clear, to explain better), and mitigation measures put in place (e.g. establishing new monitoring systems or flood protection).

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Clusters are coordination mechanisms for a certain thematic field, e.g. health or food:

Concept of a Cluster/Sector Lead Agency

Obligations of Cluster/Sector Lead Agencies:• report to the Humanitarian Coordinator on issues related to the functioning of the sector as a whole, • are accountable to the Humanitarian Coordinator for ensuring, to the extent possible, the establishment

of adequate coordination mechanisms for the sector or area of activity concerned, adequate preparedness, as well as adequate strategic planning for an effective operational response.

• cannot be held accountable for the performance of all humanitarian partners operational in that sector, • retain their normal reporting lines insofar as their own agencies’ activities are concerned.

When Clusters are activated• The humanitarian crisis is beyond the scope of any one agency’s mandate• Needs are of sufficient scale and complexity to justify a multi-sectorial response• A wide range of humanitarian actors are engaged in the response

Or • Contingency planning for disaster prone countries or for potential major new emergencies involve multi-

sectorial responses with the participation of a wide range of international humanitarian actors

Expectations Inclusion of key partners Appropriate coordination mechanisms Coordination w/ national/local authorities, civil society Attention to priority cross-cutting issues Needs - assessment and analysis Planning & strategy development Application of standards Monitoring and reporting Provider of last resort

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Logistics Cluster: Group of humanitarian organizations and other stakeholders committed to commonly address logistics needs during humanitarian crises on a broad partnership basis (Global and Country-level) What type of activities does a Logistics Cluster carry out?Logistics Cluster operations vary in nature and scale depending on the needs of each particular country. They may range from basic coordination and information management services (such as infrastructure assessment, port/airport coordination, transporters & rates, customs, equipment supplier information) to those involving common air, ocean and overland transport, storage, i.e. heavy logistics operations.Where there are gaps, such as lack of transport capacity, the first option will be for organizations to help each other, with the logistics cluster acting as a catalyst for this type of interaction. Where this is not possible, the Logistics Cluster lead (usually WFP) will be required to act as ‘Provider of Last Resort’, e.g. provide common transport services to the humanitarian community, such as a common trucking service or common shipping service. One of the tools commonly used to provide an overview of a Logistics Cluster operation, highlighting the scale of the operation and the services proposed is the Concept of Operations (ConOps). Coordination:

• through regular or targeted logistics coordination meetings coupled with regular information management products.

Information Management: • The sharing and dissemination of logistics information through e.g. electronic mailing list, a dedicated

webpage, information updates, assessment reports etc.Common Logistics Services:

• When there are evident gaps in the Supply Chain to reach beneficiaries, e.g. damaged roads, broken bridges etc., or bottlenecks created by the response (airport congestion, limited warehousing facilities), the Logistics Cluster has the mandate to address these issues and to propose solutions to the group

What the Logistics Cluster cannot do:

• Replace or duplicate government coordination mechanisms;• Provide services in the absence of adequate security, funding and/or conditions of access;• Certain services that incur significant risk, e.g. customs clearance, Since the Logistics Cluster is not a legal

entity – it can also not act as one, e.g. cannot do customs clearance for all. Would only intervene if necessary.

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Depending on the context the Logistics Cluster could be co-lead between Government and WFP.The Logistics Cluster will also represent the interests of its participants on certain issues (see below), so Government might find itself at both sides of the table if taking an active role.Note that leading and being a member is not mutually exclusive and there could be different arrangements on national and local level.

The role of the logistics cluster is to represent the humanitarian community on issues such as the following: • Coordination• Negotiating access• Customs procedures advocacy• Fuel availability• Unsolicited Bilateral Donations – guidance and possible assistance• Civil Military Liaison

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We will look now at basic needs of disaster effected populations and priorities to be set

Abraham Maslow, an American psychologist, developed this widely accepted hierarchy of human needs. All humans first feel the need to address the requirements at the bottom of the pyramid before moving to the next level. Importantly for humanitarian workers is that physiological needs for food water and warmth are even more important than those for security and shelter (although shelter and warmth are sometimes closely related).

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Facilitator: CLICK (Maslow’s pyramid appears)

• If we focus on the bottom level of the pyramid we can zoom in and prioritise the physiological needs. This is sometimes called the “rule of three”. Humans cannot survive without air for more than three minutes, without heat for three hours, without water for three days, without food for three weeks. This is an important breakdown to remember when prioritising cargo in the early days of an emergency response.

• Maslow’s pyramid is a pyramid determining the prioritisation of needs for a human being.

Facilitator: CLICK (Emergency prioritisation appears)

Translated in the humanitarian context you can see the following hierarchy:

• Air: search and rescue• Heat: shelter• Water• Food

However, due to the necessity to respond quickly and to limited resources, there might be a different response in different phases; e.g. warmth short-term (blanket/plastic sheeting), medium-term (tent), long-term (rebuilding house)

Facilitator: CLICK

In addition, the medical supplementary needs that are always prevalent during an emergency could be a priority when you need surgery or immediate immunisation for example.

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Facilitator should just mention the main programs activities in emergency operations. All these programs have different items. The next slide will give some examples, and later in the week, there will be a presentation/exercise describing the different constraints in warehouse management according to the items you are dealing with.

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As a follow-up to the discussion, this slide shows some common relief items:

- Water (pump and equipment to carry/store water (jerry cans)), food/nutrition items, cooking sets, medicines, blankets, tents.

- But remember it could also be needed to provide school material and seeds pending how much were lost/destroyed.

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The facilitator should use this slide to introduce categories of humanitarian cargo. It is important to note that there is no globally accepted classification.

Certain relief organizations / UN agencies, will specialise in delivery of one type of relief items (WHO – medicines, WFP- food etc.)

There are many different groups of relief items. One way to classify them is as food commodities vs general cargo:

Food Commodities in emergencies often include: cereals or cereal blends (wheat, maize, rice, sorghum); oil, salt, sugar; pulses (beans, peas); fortified foods; ready to use food (RTUF)

General Cargo in emergencies may include: Medical items; Housing and Shelter items; WASH items (water, sanitation and hygiene)

Other general cargo could be Dangerous/Hazardous items (e.g. fuel) and Operational Support Equipment (vehicles, mobile offices etc.).

In this slide the facilitator should also mention that while there is relative homogeneity in the typical food commodities transported, one of the key challenges of transporting relief items is caused by a lack of standardisation. For example, shelter items vary greatly from organization to organization, and even within the

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same response branch of government / agency / organization you may find several different varieties of tents, tarpaulins or plastic sheeting.

Logistics officers should always be aware of the quantity of general cargo as well as the tonnage. The consigning party will be interested in how many blankets, not how many kilos of blankets, are arriving. When dealing with general cargo, special attention needs to be paid to a variety of different aspects such as temperature control, light-sensitivity, short expiry dates and lack of standardisation. The facilitator can mention that this will be covered in more details in later modules.

Note also that some items could fit in several categories (e.g. highly nutrition ready to eat food could be classified as ‘food’, ‘nutrition’ or ‘medical’).

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A successful supply chain is both “efficient” and “effective.” By this we mean that the supply chain delivery time meets the demands—required goods within the required time.

Before the logistics process can start and be processed effectively, it is necessary to know what the need is. We can’t effectively meet a need unless we know what that need is. Identifying the needs begins with the beneficiaries and then a request is made, initiating the logistics process.

There are three key elements to consider when calculating the time from when need arises to delivery of goods to beneficiaries:

• Information time • Cargo movement time• Financing-to-delivery time

Once the needs are identified this information needs to be received and processed by logistics—this is referred to as information time.

Once the request has been processed the required goods need to move through the supply chain from point of request to delivery—this is referred to as cargo movement time. Cargo movement time begins when the order is initiated and enters the pipeline (this includes lead time).

The third consideration—financing-to-delivery time—takes place in conjunction with both information time and cargo movement time. Financing-to-delivery time is an “indicator”, is a measure of how long it takes for an item to be delivered to the destination country after financing has been secured.

Facilitators should remind participants that we may be able to move goods very quickly downstream through the supply chain, but if the organisation is not equally speedy in ascertaining and communicating requirements from the beneficiaries back up the chain, we risk delivering inappropriate items and missing opportunities to have a positive impact on beneficiaries’ lives.

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In the private sector, push concept and pull concept are used to describe how a logistics chain operates.

(Click) Push concept: is based on forecast of needs, with planned orders. It requires solid stocks levels (creation of hubs) with the risks of having goods outdated. Generally used at the initial stage of the Supply chain

(Click) Pull concept: is based on matching the customer’s demand. Production is based on orders. But there is a long lead time, and no economy of scale. Generally used during the remaining stage of the supply chain.

In Emergency situation, when the needs are not yet clearly defined, organization are PUSHING goods to the affected area. The urgency of the needs requires a very quick answer. It is impossible to wait until everything is clear to start the operation….otherwise it will be too late. In most of the case, maily from international experienced organization, what is sent during the push phase is accurate, but it could create congestion at the receiving point.When needs are more defined, people on the ground called upon what they need. It is called the PULL systemTo manage this phase of the first days and avowing congestion, Staging areas can be set up to serve as transit points from the goods.

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Staging areas at the onset of an emergency serve to decongest main entry points to crisis-affected areas and ease the flow of aid into the hands of those in need. (2 x Click)

Benefits

• Reduces congestion at main entry points of affected area • Transit hub and position relief supplies and ease flow of life saving commodities

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• Provide space for humanitarian community to consolidate supplies• Space to provide support to relief workers and emergency logistics coordination/IM• Proximity to affected area/crisis - Aid can be channeled to the crisis area (pull rather than push system)• Access to international suppliers

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(Click) Port of Prince airport was damaged, so IFRC considered three different options for a staging area for the 2010 Haiti earthquake operation: Miami, Panama and Santo Domingo.

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(2 x Click) Facilitator should describe the outcomes (advantages/disadvantages) of the case study. IFRC decided to choose Panama. The Logclluster decided to choose Santo Domingo. Both have pros and cons. At the end both choices were quite relevant.

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Facilitator should briefly describe the Yemen conflict, but emphasizing of complexity of delivery goods in a very volatile environment. The map showed in the slide, is the logcluster Concept of Operation, with the set up of a staging area in Djibouti. WFP has a large operation in Djibouti, mainly for Ethiopia operation, Djibouti is very closed to Yemen. So, it was an obvious choice to be able to store and deliver when possible.

WFP, as lead agency of the Logistics Cluster , has established a logistics hub in Djibouti for the humanitarian community to receive, store and send urgently required food and relief items by air and sea. Given its close proximity to Yemen and existing storage, airport and port facilities, the Djibouti hub is well-placed to rapidly consolidate and dispatch humanitarian cargo.

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Establishing a fuel supply for humanitarian partners inside Yemen. The security situation has made importing fuel into Yemen challenging and has caused humanitarian operations to slow. Through the Logistics Cluster, WFP has been able to import fuel into Yemen and made available to humanitarian organisations.

Transporting humanitarian aid, fuel and supplies by sea. WFP has chartered a number of dedicated vessels to shuttle food and relief cargo from Djibouti to the Yemeni port of Hodeidah.

Creating an air bridge to channel critical cargo from Djibouti to Yemen. Upon request, WFP’s aviation team is providing ad-hoc aircraft capacity for partners. In the last week, two flights were conducted carrying emergency food rations, such as WFP High Energy Biscuits and medical supplies from the

Providing storage and transport services to humanitarian partners on the ground. In addition, the Logistics Cluster is facilitating the transport of humanitarian cargo to Yemen, to support the transport needs of the humanitarian community. For example, the coordination of available storage space in Djibouti is being facilitated

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by the Logistics Cluster, as well as inter-agency sea transport from the Djibouti staging area. Crucial information such as logistics services and operational constraints are shared during weekly coordination meetings in Amman, Jordan and Djibouti as well as through a dedicated online platform.

Providing air services for aid workers. With no other way of reaching conflict-affected or isolated areas, aid workers are able to fly to Yemen with the UN Humanitarian Air Service (UNHAS). Currently, UNHAS is providing flights between Djibouti and Sana’a in Yemen, and will continue as long as it is needed. WFP aims to relocate its aircraft base to Sana’a if the security situation allows.

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WFP is engaged with the Nepalese Government in a Capacity development Program in improving the Logistics response in disaster response.One part is a training component on Emergency Supply chain management. But one important component was the creation of a staging area close to Kathmandu airport.

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The staging area was operational one month before the devastating earthquake in 2015It was used as warehouse but also logistics coordination centre.The staging area was instrumental in the coordination of the earthquake responseIt reduced the congestion of humanitarian cargo at Kathmandu international airport

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The staging area is now a more permanent structure for the Nepal government, which includes warehouse, office spaces and training facilities.

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There is now an on going project to create Forward Logistics Base in strategic location in Nepal as showed in the picture with MSUs and Helipad.

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