Document A: IMPACT OF GLOBAL CAPACITY-BUILDING 1. Name of Global Cluster: Logistics 2. Name of Global Cluster Chair: World Food Programme 3. List of active Global Cluster Partners: UNICEF, ACF, WHO, World Vision International, Catholic Relief Services, CARE, Save the Children (UK and US), Oxfam, UNHCR, IOM, OCHA, Islamic Relief, Concern, UNJLC, Handicap Atlas Logistique, Islamic Relief. IFRC and ICRC are participating as observers/standing invitees. 4. Funds requested in 2007 Appeal: US$8,055,946 5. Funds pledged/received against 2007 Appeal: US$5,803,805 (72%) 6. Donors: Australia, Norway, Sweden, Canada, Ireland, Netherlands, UK, USA and Moldova 7. Proportion of funds received/pledged via pooled fund mechanisms which is intended for cluster partners, including specifically for NGOs: The logistics cluster participants opted for direct funding. 8. Key achievements in global capacity-building against 2007 workplan as at 30 Sept 2007 a) Partnerships: There are 18 different organisations which actively participate in the global logistics cluster activities; UNICEF, World Vision, ACF and CARE International having seconded staff to the global logistics cluster support cell. There are well over 100 organisations which have attended logistics cluster coordination meetings in the field. A total of 57 different organisations have made use of common air, ocean, river and overland services on offer in the 13 different logistics cluster operations launched since late 2005. Many of the 57 organizations used the services repeatedly i.e. in several different operations. b) Standards/tools: Progress is slower than hoped on the compilation of manuals to detailing the handling methods for food, shelter, medical and WATSAN equipment by the various modes of transport. However, there is considerable focus on this in the 2007 appeal with several of the 10 appealing organisations planning to carry out complimentary activities in this regard. c) Training/Capacity-building: Frontline surge capacity comes from the eight person inter-organisational (WFP, UNICEF, World Vision, ACF and CARE International) global support cell in Rome and two logistics officers out posted in Panama and Dakar. For the three emergencies scenario more surge capacity is needed, thus the development, piloting and role out of the logistics response team training. The programme is well advanced with the first round of simulated emergency training conducted early 2007, the second round planned for 4-11 November 2007 and the third in January 2008. d) Stockpile creation/maintenance: The logistics cluster has been monitoring developments in the stockpiling strategy of the shelter and WASH clusters and will assist if/when necessary. WFP has shared information on its own stockpiling strategy for operational support equipment (vehicles cargo handling equipment, mobile warehousing, mobile accommodation and office units etc) and the strategy in positioning of this equipment at the Humanitarian Response Depots in Panama, Ghana, Brindisi (Italy), Dubai and Subang (Malaysia). Whilst the HRD concept was designed to meet WFP’s own requirements and pre dates the cluster approach, there are free storage facilities available for the humanitarian community and the depots might be considered by the respective clusters. e) Roster development: Once the November 2007 LRT training is complete there should be 40 trained LRT logisticians plus the 10 support cell and out posted logistics cluster officers available to deploy for assessment, cluster operational support and/or leading logistics cluster operations. With each LRT training comes another 20 trained logisticians providing there are no failures on the course. f) Other: The dedicated logistics cluster website (www.logcluster.org), administered by UNJLC, is now running with links to www.humanitarianreform.org. There are several complimentary projects ongoing within UNJLC such as consignment tracking and data/terminology standardisation. 9. Key field-level impact of the two-year global capacity-building to date: a) Support provided by global cluster in new emergencies: Pakistan 2005 Jogjakarta 2006 Lebanon 2006 Philippines 2006 Mozambique 2007 Uganda 2007 Pakistan 2007 Provision of helicopters, storage, transport and information management Limited common trucking service and storage, mainly information management Common overland, ocean and air transport services plus information management Purely information management and support to the government. The Provincial Disaster Management Authority was co chaired logistics cluster meetings. Common trucking, river transport (barge and small craft) and air support out of Caia, Information management and support to the govt authorities (NDMA) in Maputo and Caia Common warehousing and air movements (helicopter) out of Soroti. Information management at Kampala and Soroti level. Common trucking and warehousing services. Information management and support to government authorities, National Disaster Management Authority on consignment tracking. b) Support provided by global cluster in ongoing emergencies DRC 2005/2006 Ongoing operational support through the FFLOAT (humanitarian transport service), rehabilitation of rail and river transport. Provision of common trucking service, barge One logistics cluster coordinator and one UNJLC information manager to be in position November 07. The operation requires ongoing information management support, CivMil liaison (particularly in relation to cargo movements through the Daoula corridor), advocating for resources for airstrip rehab projects and possibly common trucking services Requires purely information management support. UNJLC staff member or other to be in place November 07 Information management and pooling of transport assets, sharing of rates etc for movements through the Mombassa corridor (including Somalia). Ongoing Somalia logistics cluster activities include rehabilitation of airstrips and port facilities plus the provision of air support as/when necessary. Requires information management. UNJLC staff member or other to be in place by end 2007. Chad 2007 CAR 2007 Kenya 2006 (Regional) Ethiopia 2007 10. To what extent does the global cluster believe that its efforts since 2006 in building partnerships and response capacity and harmonising tools and procedures have resulted in more predictable, effective and accountable responses in new and ongoing emergencies? Logistics cluster participants are now clear on the gap filling role of the logistics cluster. With so many successful operations participants are clear on what services can be offered, in which situations and on what terms. Response capacity is ready for the three emergencies scenario and future activations for new or ongoing emergencies. 11. What are the major challenges ahead in fulfilling the cluster’s 2007-08 work plan? The key objective at the moment is sustainability and predictability. The community underestimates how policy and predictability issues are hampering the progress of the cluster approach in general. Several policy issues such as sector vs. cluster, activation/deactivation, capacity parameters and provider of last resort are still under debate over two years of the cluster approach. There needs to be a drive to clear up these issues and ensure continued OCHA support for the cluster approach when mainstreaming from the Humanitarian Reform Support Unit to the Coordination and Response Division. Unless these issues are addressed the individual efforts of the clusters will not suffice. Document B: MAINSTREAMING/SUSTAINABILITY OF GLOBAL CAPACITY-BUILDING AND CLUSTER RESPONSIBILITIES DRAFT TEMPLATE (to be completed no later than COB 12 October) 1. Name of Global Cluster: Logistics Cluster 2. Name of Global Cluster Chair: WFP 3. List of active Global Cluster Partners: UNICEF, ACF, WHO, World Vision International, Catholic Relief Services, CARE, Save the Children (UK and US), Oxfam, UNHCR, IOM, OCHA, Islamic Relief, Concern, UNJLC, Handicap Atlas Logistique, Islamic Relief. IFRC and ICRC are participating as observers/standing invitees. 4. Which elements, if any, of the Global Cluster Lead’s responsibilities/capacity will be mainstreamed into the agency’s core programmes/core budget? Maintenance of the global logistics cluster support cell. Continued support at global level and field level through this mechanism and WFP’s existing capacity. 5. Does the Global Cluster Lead anticipate additional (supplementary, nonmainstreamed) HQ-level costs will be incurred due to cluster responsibilities and/or maintenance of global response capacity beyond April 2008? If yes: WFP is presently trying to find a mechanism to sustain the support cell as mentioned above. However, with each field cluster activations there are costs associated to the operation to cover staffing requirements, equipment and where necessary the costs of services provided. Where services are provided it is possible to set up a cost recovery mechanism and to cover the actual cost of services plus the associated staff costs. However, there is always funding required for start up and in some cases cost recovery is not practical. In such instances we would seek donor support through a FLASH appeal, CAP or otherwise. 6. What are the main challenges to mainstreaming/sustainability within your respective agencies, as perceived by the Global Cluster Lead and by the Global Cluster Partners? WFP’s budget is yet to be approved by its executive board so we have yet to see if the crucial resources will be allocated.