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Your organisation’s name / logo. Humanitarian Reform and Logistics Cluster. The Humanitarian Reform and the Cluster Approach The Logistics Cluster. Today’s goals. To clarify & explain the Humanitarian Reform and the Cluster Approach

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  1. Your organisation’s name / logo Humanitarian Reform and Logistics Cluster The Humanitarian Reform and the Cluster Approach The Logistics Cluster Version 1 - Dec 09

  2. Today’s goals • To clarify & explain the Humanitarian Reform and the Cluster Approach • To present the Logistics Cluster, its specificities and modus operandi • Q & A Version 1 - Dec 09

  3. Why this Humanitarian Reform? • Coordination not well defined, often dependant on personnalities • Proliferation of humanitarian actors • Changing role of the UN (i.e. less direct implementation) • Competitive funding environment • Increased public scrutiny of humanitarian action • An identified need to improve the humanitarian response Need for more professionalism in regards to the beneficiaries and the donors Version 1 - Dec 09

  4. Who designed this reform? TheInter-Agency Standing Committee – IASC - Composed of NGO consortia, Red Cross and Red Crescent Movement, IOM, World bank and UN agencies Version 1 - Dec 09

  5. How does it work? THREE PILLARS ON A STRONG FOUNDATION 1 2 3 CLUSTER APPROACH Adequate capacity and predictable leadership in all sectors HUMANITARIAN COORDINATORS Effective leadership and coordination in humanitarian emergencies HUMANITARIAN FINANCING Adequate, timely and flexible financing PARTNERSHIP Strong partnerships between UN and non-UN actors Version 1 - Dec 09

  6. CLUSTER APPROACH • Adequate capacity and predictable leadership in all sectors • What are the Clusters? • A Cluster is simply a group of organisations working together to improve the humanitarian response. • Clusters are the basis for strong partnerships. • A “cluster” is essentially a “sectoral group” •  Each country to decide on appropriate terminology, based on the working languages and local preferences. Version 1 - Dec 09

  7. CLUSTER APPROACH • Which organisation leads which Clusters / sector? Version 1 - Dec 09

  8. 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 Version 1 - Dec 09

  9. Two important points: • Some issues of concern which account for the major differences between before and after the Cluster Approach: • Accountability • Provider of last resort Version 1 - Dec 09

  10. Accountability  Are participants in cluster/sector groups accountable to the cluster/sector lead? • The Cluster Leads are accountable for the results / performance of their sector • The cluster approach does not require that humanitarian actors be held accountable to sector leads. It does not demand accountability of non-UN actors to UN agencies. • Individual humanitarian organizations can only be held accountable to sector leads in cases where they have made specific commitments. Version 1 - Dec 09

  11. Provider of Last Resort • It represents the commitment of Cluster leads to do their best to ensure adequate and appropriate response to fill agreed gaps that are not addressed • Acting as the provider of last resort follows an agreement at the IASC level • The Cluster Lead will be supported by the HC and the ERC in their resource mobilization efforts in this regard • The Cluster Lead CANNOT be expected to act as such in the following cases: lack of funds, lack of access or security reasons Version 1 - Dec 09

  12. Clusters at country and global level Accountability / reporting lines Cluster leads at the global level Emergency Relief Coordinator (ERC) Accountable to Global level Provides: Support, Guidance & Resources Cluster leads at the country level Country level Accountable to Humanitarian Coordinator (HC) Version 1 - Dec 09

  13. 2. Humanitarian Coordinators Effective leadership and coordination in humanitarian emergencies The second pillar of the Reform aims at strengthening the Humanitarian Coordination through individuals that can deliver effective leadership in humanitarian emergencies A comprehensive strategy is put in place for: • Identifying • Selecting, • Training, • Mentoring, supporting, • And holding the HCs Accountable Version 1 - Dec 09

  14. 3. Humanitarian Financing Adequate, timely and flexible financing • The third pillar of the Reform aims at providing adequate, timely and flexible funding such as CERF, ERF, Pooled Funds... • Theses funds can be released within days, under the coordination of the HC, through the Cluster Leads • These funds can only provide seed funds to jump-start critical operations and fund life-saving programmes, giving time to obtain donors’ funds. Version 1 - Dec 09

  15. What is the Flash Appeal ? • It is the initial coordination and planning tool in emergencies. • It is published during the very first weeks of an emergency consolidating projects for quick response to immediate needs. • It includes the first assessment information, a common action plan and specific planning and projects for each sector. • It covers the urgent needs of the first 3 to 6 months, and is usually revised according to new assessments. • The role of each Cluster is to compile the projects of their participating organisations, to prioritize them and to submit this list as their sectorial input to the Flash Appeal. Version 1 - Dec 09

  16. The Objectives of the Flash Appeal • Avoid competition for funds and overlapping projects. • Give a frame for a coordinated, strategic plan. • Tool to prioritise the humanitarian projects and to monitor contributions. • Cluster Lead’s role: • To coordinate the rapid assessments • To define priorities and strategy together with cluster participants • - To gather all the projects, but also... • Review and select the projects • ... All done very quickly... Version 1 - Dec 09

  17. CERF (Central Emergency Response Fund) • The CERF contributes to the financing of humanitarian crises ensuring a rapid response to new emergencies • These funds are used for Rapid response projects (2/3 funds) and for under funded emergencies (1/3 funds). • Who can benefit from the CERF ? • UN agencies and IOM • NGOs cannot appeal directly to the CERF, but it is important that they participate in the prioritisation, selection and implementation process. • NGOs can receive funds being “partners” . Version 1 - Dec 09

  18. Relationship between CERF and Flash Appeal : • Usually, situations triggering requests for CERF funds generate a Flash Appeal. • The HC allocates available CERF funds to the priority projects of the Flash Appeal. • The CERF provides initial funds to the vital projects of the Flash Appeal, giving time to obtain donor’s funds. • Ideally the Flash Appeal includes the prioritisation of the projects, in order to direct the CERF funds. • Recap: • Flash Appeal = strategic response that includes the projects and the funds request • CERF = source of funds Version 1 - Dec 09

  19. What is a Consolidated Appeals Process (CAP)? A CAP is simply a longer version of the Flash Appeal (generally covering a period of 12 months), for longer crises, and offers a more detailed analysis. Version 1 - Dec 09

  20. PARTNERSHIP - Stronger partnerships between UN and non-UN actors - It is the foundation on which rests the pillars of the reform. Some things to consider: • No right or wrong way to develop • Respect • Recognition • Collaborative and inclusive process • Avoid excessive unfocussed meetings • Sensitive to reporting • Complimentarity amongst actors Version 1 - Dec 09

  21. WHEN DO WE USE THE CLUSTER APPROACH? ►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 Version 1 - Dec 09

  22. Humanitarian Reform Where to go for help? Key documents: • Guidance Note on Using the Cluster Approach to Strengthen Humanitarian Response: http://www.humanitarianreform.org/humanitarianreform/Portals/1/Resources%20&%20tools/IASCGUIDANCENOTECLUSTERAPPROACH.pdf • Specific cluster guidance, provided by global cluster leads Assistance: • Humanitarian Reform:www.humanitarianreform.org • Humanitarian Reform Support Unit: hrsu@un.org • CAP:www.humanitarianappeal.net • CERF:cerf.un.org Version 1 - Dec 09

  23. What is the Logistics Cluster? A Group of organisations working together to improve the logistics response during emergencies Version 1 - Dec 09

  24. The Logistics Cluster at Global level • WFP designated by the IASC as Lead of the Logistics Cluster. • The aim of the Logistics Cluster at global level is to strengthen preparedness and technical capacity to respond to emergencies. • The participating organisations meet at global level and discuss their three key responsibilities: • Standards and policy setting • Building response capacity • Operational support Version 1 - Dec 09

  25. The Global Logistics Cluster Support Cell (GLCSC) • Since 2007, the Logistics Cluster has had a dedicated Cell, based in the 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. Version 1 - Dec 09

  26. The Logistics Cluster in the field • How is it activated? • The decision lies primarily in the field • If the activation of a Logistics Cluster is being considered: • A Logistics Response Team (LRT) is sent to assess the situation • The LRT recommends if activation is needed or not • The HC / HCT decide which Clusters to activate • If activation: 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 Version 1 - Dec 09

  27. The Logistics Cluster in the field • What will happen? • 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 • 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. Version 1 - Dec 09

  28. The Logistics Cluster in the field • Concretely, what will a Logistics Cluster do? • First of all: Coordination and Information Management • 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 … Version 1 - Dec 09

  29. The Logistics Cluster in the field • Common services: key things to know • Only if no other solution • A country Logistics Cluster Cell of dedicated staff drawn from different organisations is usually created to manage the different activities • Before contracting dedicated assets through the Lead agency or another structure, all efforts must be made to fill the gaps through bilateral agreements between organisations • Common logistics services provided through the Logistics Cluster are not necessarily free, but can be on partial or total recovery basis Version 1 - Dec 09

  30. The Logistics Cluster in the field Important • The Logistics Cluster does not provide services itself but rather coordinates services provided by participating organisations, private companies…(the Logistics Cluster is not a legal entity!) • The Logistics Cluster 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 services are temporary. So organisations should work on securing their own supply chain from the onset of the emergency Version 1 - Dec 09

  31. 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 Version 1 - Dec 09

  32. Questions ? http://www.logcluster.org global.logisticscluster@wfp.org Version 1 - Dec 09

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