1 Global Logistics Cluster Support Cell (GLCSC), Rome Humanitarian Reform and Logistics Cluster The Logistics Cluster

2  To introduce the Logistics Cluster, its specificities and modus operandi  To clarify & explain the « Do » and « Don’t do »  To identify areas of cooperation between UN Women and the Logistics Cluster operations Today’s goals

uster.org Logistics Cluster Nutrition WASH Emergency Shelter Health CCCM Protection Emergency Telecoms Logistics Early Recovery HC Office - OCHA Relief & Assistance to Beneficiaries Cross-Cutting Service Provision Education Agriculture Food What are clusters?  Each Cluster has a lead agency and in some cases they have a co-lead organisation

4 What do the Cluster Leads At Global Level? They are responsible to ensure leadership and accountability through 3 key areas: 1. Normative - Standard setting and consolidation of “best practice” 2. Build response capacity - Training and system development at local, regional and international levels - Surge capacity and standby rosters - Material stockpiles 3. Operational Support - Emergency preparedness - Advocacy and resource mobilization

5 WHEN DO WE ACTIVATE THE CLUSTERS? ► For any major new or on-going emergencies Several criteria that can trigger a Cluster activation:  Lack of capacity on the ground  Multi-sector response  Wide range of actors  The decision lies primarily in the field  The HC in close consultation with the Humanitarian Country Team (HCT) agree on appropriate sectors and leads based on clear assessment of needs and gaps

6 What is the Logistics Cluster? A Group of organisations working together to improve the logistics response during emergencies

7 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  The Cell does not attempt to run logistics operations of behalf of participating organisations, but rather assumes that participating organisations will utilise the cell’s services and capacities to strengthen their own logistics capabilities. The Global Logistics Cluster Support Cell (GLCSC)

8  Emergency Preparedness -Role of Logistics Cluster ▶ Collect, analyze and disseminate logistics information within the Cluster and to the wider humanitarian community. ▶ Formalise existing logistics coordination mechanisms among humanitarian actors, local and national authorities and private enterprise. ▶ Promote/support training of staff to strengthen the capacity of the national authorities and humanitarian actors. ▶ Ensure systems in place to ensure an efficient and timely response to emergencies.

9 How is it activated?  The decision lies primarily in the field If the activation of a Logistics Cluster is being considered: 1. A Logistics Response Team (LRT) is sent to assess the situation 2. The LRT recommends if activation is needed or not 3. The HC / HCT decides which Clusters to activate and advises the Emergency Relief Coordinator 4. The ERC requests Global Leads (through IASC) to endorse the activation. 5. If activated: the LRT usually initiates Logistics Cluster operations A LRT can be comprised of members from different organisations, including staff from the GLCSC NB: a logistics Cluster can be recommended without LRT if there is already sufficient expertise on the ground The Logistics Cluster in the field

10 What will happen? 1.The first step will be to produce a Concept of Operations (ConOps) specifying the specific set-up, roles, responsibilities and procedures intented to be put in place 2. Once the ConOps is agreed by all participating organisations, a concrete Operational Plan (OpsPlan) is finalised. Depending on the identified gaps to be addressed, common services with SOPs can be proposed NB: The ConOps aims at enabling new staff and organisations arriving at the theatre of operations to immediately have a clear understanding of what and how it is planned to implement the relief operation. The Logistics Cluster in the field

11 Additional Info available at: Website:

12 1. First of all: Coordination and Information Management 2. When necessary, provision of common services: If identified and commonly agreed that it is the best way forward, common services can be put in place, i.e.: UNHAS for air assets (passengers and / or cargo) Transport fleet (trucks, boats) Warehousing Cargo tracking … What will the Logistics Cluster do?

13 1. The Logistics cluster is not WFP... And vice-versa There are no WFP country offices in the Pacific region, because there are no WFP programs in the region  The Logistics Cluster will not set up services that WFP may do where it operates (Internet Access, equipment / facilities shared...)  No opportunities for gender requirements in contracting / service provision What will the Logistics Cluster not do? What are the Logistics Cluster specificities ?

14 2. The Logistics cluster has no legal entity The LC is not able contracting a supplier or a service provider  Minimum Gender related requirements in contracting with suppliers/ services providers are not possible through the LC 2. The Logistics cluster is a Service Provision Cluster No links with programs  Gender issues related to Program design, beneficiaries identification / selection, etc. are not relevant What will the Logistics Cluster not do? What are the Logistics Cluster specificities ?

15 1. Advocacy The Logistics Cluster, when activated, is a forum where agencies involved in Logistics operations coordinate and exchange  Advocacy on Gender issues is possible toward LC members (especially when national agencies are involved in operations)  If there are significant gender related problems (or protection problems, labour rights issues) in the country, of course, information from relevant forums are welcome Opportunities for potential collaboration

16 2. Partnership UN women has an extensive network in the Pacific countries  National Women associations are present in many countries, implementing large programs at national / local levels  Extensive local knowledge / partners This could be a strong asset for  Collecting information from the field during initial stages of Emergency Information  Support the operations at local level Opportunities for potential collaboration

17 Thank You ! Dhanyavad ! Shukriya ! Vinaka !