Logistics. In brief. Appeal No. MAA /08/2008. This report covers the period 01/01/2008 to 30/06/2008.

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1 Logistics Appeal No. MAA /08/2008 This report covers the period 01/01/2008 to 30/06/2008. Red Cross Red Crescent supplies consisting of six tonnes of emergency shelter items (tarpaulins, ropes, tools, etc) left Kuala Lumpur on 8 May 2008 arriving in Yangon late in the night. Reuters / International Federation In brief Programme purpose: The programme seeks to consolidate the existing logistics resources in the regional logistics unit (RLU) of Geneva, Kuala Lumpur, Dubai and Panama. The global logistics unit will strive to expand its reach and capacity worldwide. Programme(s) summary: The global logistics units in Geneva, Kuala Lumpur, Dubai and Panama are delivering services in procurement, warehousing, dispatch of goods and project management to help fulfil the Federation strategy of shortening the response and recovery period. To respond to the new disaster management (DM) strategy, the global logistics unit seeks to expand its level of support, both geographically and numerically, by reviewing the number and location of its RLUs, stocks and subregional stock locations. To achieve its objective, the Logistics and Resources Mobilization department (LRMD) continues to develop a range of systems and tools in the form of framework agreements, online logistics standards, Logic (a warehouse system) and the human logistics software (HLS) (a procurement,

2 tracking and reporting system) systems, emergency items catalogues, a humanitarian procurement centre (HPC) and key performance indicators. Such tools allow the measurement of service delivery, enhance accountability, and facilitate the management of emergency relief in response operations. RLUs continue to provide strengthened support and capacity building to National Societies through regional training and tailor-made logistics workshops to respond to specific National Society requests. The secretariat has developed a cost-recovery mechanism to ensure the sustainability of the RLUs which provide logistics services to National Societies, as well as cost-effective, rapid delivery of relief items in emergencies. This mechanism is successfully implemented and reported on a monthly basis. Financial situation: This appeal 2008 budget has been revised from CHF 3,832,000 to CHF 3,367,000 (USD 3,206,000 and EUR 2,069,000) of which 79% covered. The reduction is due to the cutting of two Geneva posts that could not be filled, and to reduced activities in the area of framework agreements development which encountered delays because of lack of resources in the first half of the year. Expenditure was 24%. Click here to go directly to the attached financial report. No. of people we help: Over seven million people have benefited from disaster response so far in Our partners: In terms of logistics capacity response and support for its tools, the International Federation relies on all Partner National Societies. Stock has been donated or pre-positioned by the European Community Humanitarian Aid Office (DG ECHO), the UK Department for International Development (DFID), as well as the American, Canadian, British, Netherlands, Japanese and Swiss Red Cross Societies. Human resources (HR) support has been provided by the Australian, Danish, Finnish, Norwegian and New Zealand Red Cross Societies. Tool development has been supported by the Japanese, Qatar and Luxembourg Red Cross Societies and the International Committee of the Red Cross (ICRC). Context Against a background of increased needs and vulnerability, due especially to weather-related disasters such as floods, storms, cyclones, drought and extreme temperatures, the awardwinning logistics unit of the International Federation is seeking support to consolidate its existing logistics resources in Geneva, Kuala Lumpur, Dubai and Panama. The unit will also strive to expand its reach and capacity worldwide. With the centralized strategic management function in Geneva, the three RLUs have provided proven operational response, coordination and logistical capacity building within their regions. In addition, their stocking policy allows them each to provide immediate assistance with 5,000 family kits within 48 hours, and a further 15,000 kits within 14 days. Three RLUs have supported an average of 14 major operations per month, and organized 10 logistics workshops from January to June. For example: The Kuala Lumpur RLU has dispatched more than 442 tons of relief items to Myanmar, and coordinated the mobilization of relief items from 20 different National Societies for the Myanmar operation. 2

3 The Kuala Lumpur RLU, with the strong support of the Dubai RLU, coordinated the delivery of 104,000 family tents in response to the earthquake in China. Analysis of the regionalization approach to the logistics support confirms quantifiable improvements in the disaster response supply chain in every aspect; from reducing delivery times and costs, to increasing effectiveness and efficiency. Through the improved utilization of logistics resources within the Movement, the RLUs will increase their coverage with a coordinated programme of accessing local stockpiles of relief goods. The scope, scale and geographic distribution of this scale-up will be driven by monitoring and supporting the development of the DM strategy. Progress towards outcomes The following objectives were identified to consolidate the existing logistics resources, and to expand logistics reach and capacity: Scale up from the existing capacity to deliver an agreed set of relief items for a maximum of 5,000 families within 48 hrs, and a further 15,000 in 14 days, through monitoring and support of the developing DM strategy. Support Red Cross Red Crescent disaster preparedness, response and recovery activities with higher quality logistics services, including human resources, systems, tools, and procedures Objective 1: Scale-up existing capacity Outcome: Improved alignment of logistics resources supporting disaster response plans and strategies, and increased level of access to stock without necessarily increasing the Federation stock holding. Key activities Review stockholding components, so as to improve the alignment of content and the appropriateness of relief items. Maintain and scale up the capacity in each RLU to support the target. Review RLU locations and number to support the objectives. Review and possibly integrate subregional stock holdings within the Movement and others, to make better use of existing resources. Develop contingency plans to improve access to emerging multiple emergencies which will improve collaboration and cooperation across DM. Achievement and constraints In close coordination with the shelter department, 29,000 shelter kits have been prepositioned in key locations (5,000 in Nairobi, 4,000 in Harare, 6,000 in Panama, 7,000 in Dubai, and 7,000 in Kuala Lumpur). Out of this, 15,000 were dispatched to Myanmar, and 6,400 to the Southern Africa floods (Mozambique and Malawi). New procedures to manage such stock have been drafted and agreed by technical departments. Initial discussions have started with other technical departments like water and sanitation and relief to review actual stock holdings, and adjust the basket of items in alignment with disaster response plans. Additional human resources fully funded by key Partner National Societies (New Zealand, Finish, Australian, Danish, and Italian Red Cross Societies) have reinforced regional logistics units to scale up response capacity. 3

4 Two new framework agreements for long-lasting impregnated mosquito nets were signed. In addition to pre-positioned stock of items in the International Federation s warehouse, the International Federation now has access to supplier stocks in its warehouses in Africa (Uganda, Sudan, and Nigeria) at preferential prices. To develop cost-effective solutions and preparedness actions to all sectors of disaster preparedness and disaster relief, LRMD is a permanent member of the disaster management team, and heads of RLUs are participating in the zone planning meetings. In addition, logistics staff in Geneva have participated in the DM coordinators workshop to integrate DM plans in the logistics strategy. A series of meetings have been conducted with the Spanish, Australian, New Zealand, Mexican and French Red Cross Societies, as well as with the Iranian Red Crescent Society to discuss ways to engage on initiatives together. For example, to include existing national stock as part of the global stock strategy to avoid duplication of stock holdings, and to maximize movement resources. Objective 2: Higher quality of services (human resources, systems, tools and procedures) Outcome: Operations benefit from a higher quality, proven and qualified human resources to maximize the impact of logistics services. The development of existing and new tools enables logistics activities to be measurable and reported, supporting increased professional competence. Key activities Develop and formalize minimum standards in logistics and procurement HR resources in field operations. Upgrade and integrate key systems, including the development of a relief interface, consignment tracking and a local procurement system. Update and/or develop logistics standards and manuals, including logistics procedures, air operations, a relief item catalogue and environmental aspects Further develop key performance indicators and the logistics dashboard to include impact-measuring against benchmarks, as well as to determine trends. Continue to develop the humanitarian procurement centre service to the Movement and external organizations. Achievement and constraints Logistics rosters for logistics and procurement coordinators/delegates were developed, and resources from this roster were deployed to Bangladesh, China and Myanmar. LRMD provided support by facilitating technical sessions to three National Societies ERU training courses in the first six months (one logistics ERU training organized by the Spanish Red Cross Society, and two relief ERU trainings organized by the French and Benelux Red Cross Societies). One regional disaster response team member from the Venezuela Red Cross Society participated in the Field Assessment Coordination Team workshop organized by the Canadian Red Cross Society. The Dubai RLU invited seven people from the Lebanon and Qatar Red Cross Societies for an on-the-job training. The Dubai RLU conducted a five-day standard logistics workshop in Tehran for the Iranian Red Crescent Society, and a five-day workshop in Finland for 23 participants from Europe and the Middle East and North Africa (MENA) region. Panama RLUs facilitated four logistics workshops to reinforce the logistics capacities of National Societies. Fifty Red Cross Red Crescent National Society staff and four National Societies in the Caribbean were trained in warehouse procedures; and twenty people from the National Societies in Central America, twenty Red Cross Red Crescent staff in 4

5 Logic training was conducted in Dakar, and the system set up for three zonal offices in Dakar, Nairobi and Johannesburg. Training was also conducted for ERU delegates of the Spanish Red Cross Society. Logic has been successfully deployed in the field to support new operations in Bangladesh, China and Myanmar. Logic has enabled extended control over the supply chain to the point of distribution. Work is also being undertaken to add operational enhancements to Logic including new reports, integration with the humanitarian logistics software and synchronization improvements. This work is on schedule for completion in the next quarter. Updates to the HLS system are underway and on-schedule for delivery next quarter. These updates are intended to improve usability, reduce processing time and keep the technical architecture current for RLUs to support field operations and consignment tracking. Online logistics standards: All documents are now finalized and one editor has been contracted to ensure that languages, terminology and lay-out are consistent across the board. Logistics job descriptions have been updated, and are now available on the logistics website platform. Medical warehouse, air operations, and mobilization guidelines have now been finalized. Logistics FedNet pages have been updated and are now all available in the four official Federation languages. The logistics standards online website platform has been made operational. Changes to enhance the system are being made in two phases. Phase one changes have been delivered and are in acceptance testing. Phase two changes are expected to be completed in the next quarter. Emergency items catalogues: 41 technical meetings on medical issues, relief, water and sanitation, vehicles, shelter, personnel safety, food, livelihood, logistics, telecommunications, electrical items, and item bases have taken place so far to review and update standards items specifications. Meetings have involved National Societies, operation and procurement staff from both the International Federation and the ICRC. Monthly project management meetings are being held with the International Federation, ICRC and the project manager. Selection of the publishing software has been postponed due to a lack of response from bidders. The baseline review for 2007 has been completed in three RLUs, in coordination with the LRMD in Geneva, and has been presented to key stakeholders in the January planning meeting. A new round of consultations has started in February to adjust and review the key performance indicator tool, and incorporate these in the monthly logistics report. Logistics report including feedback from the three RLUs and LRMD in Geneva is produced on a monthly basis and distributed to all stakeholders. A new set of indicators for fleet and procurement have been included in this report. Logistics indicators are under development to better monitor the in-kind mobilization process, and to analyze performance on delivery. A new training package on cost recovery has been developed jointly with finance department and one cost-recovery training was held in the Dubai RLU for RLU staff. The logistics and resource mobilization department continues to offer HPC services to Red Cross and Red Crescent National Societies. LRMD is running a development project and has commissioned a consultants company to develop a business case, and look into the expansion of its service provision through the HPC to third parties (external to the Red Cross Red Crescent movement). The project will be completed in three phases: Phase 1-business case development including a real time business analysis and outlining the internal systems requirements for professional service provision; Phase 2- review, revision and development of required HPC documentary package, including review and update of the procurement manual and development of additional chapters, in particular, related to the procurement of services and the procurement of information 5

6 technology/telecommunication equipment and maintenance services; and Phase 3 - procurement for website development. Working in partnership Eight National Societies have signed a formal service agreement to utilize logistics services provided by the global logistics units: the Australian, American, British, Canadian, Japanese, New Zealand and Swiss Red Cross Societies. The Austrian, Belgium, Danish, Finnish, Hong Kong, Kenyan, Norwegian, Spanish, South Korean, Hong Kong Red Cross Societies, along with the Qatar Red Crescent Society have expressed interest and use services on an ad-hoc basis. The annual National Society logistics meeting was held in Dubai for 40 participants from 21 National Societies, the International Federation and the ICRC. A National Societies user group was constituted, whose main objective is to ensure greater National Society input into global logistics solutions. Contributing to longer term impact The global pre-positioning strategy has contributed to eco-friendly logistics by reducing the distance that is needed to transport Federation goods, especially via airlift. The global logistics programme is producing several tools and systems that will not only provide guidance to its operations and National Societies, but also be used by other actors (HPC, emergency items catalogue, standards online). By constantly revising and raising its standards of logistics, the International Federation can remain a leader in the field of logistics management and use its position to promote best practices with other organizations. Looking ahead The global logistics is working on phase two of the global stock strategy and is looking at sub-regional stocks in key strategic locations. Such strategy will consider National Societies and ICRC structure. This will allow faster and better response to small and medium disasters and better use of Movement capacity. Increasing quantity and type of services provided as an ECHO accredited HPC To analyze how ICRC and International Federation logistics can harmonize systems, and look for potential mutualization of specific functions. w we work How we work The International Federation s activities are aligned with its Global Agenda, which sets out four broad goals to meet the Federation's mission to "improve the lives of vulnerable people by mobilizing the power of humanity". Contact information For further information specifically related to this report, please contact: Global Agenda Goals: Reduce the numbers of deaths, injuries and impact from disasters. Reduce the number of deaths, illnesses and impact from diseases and public health emergencies. Increase local community, civil society and Red Cross Red Crescent capacity to address the most urgent situations of vulnerability. Reduce intolerance, discrimination and social exclusion and promote respect for diversity and human dignity. In Geneva: Philip Jones, Head, Logistics Department, Philip.jones@ifrc.org ; phone ; and fax

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