Haiti Pilot Activity Framework and Project Chart. Global Logistics Cluster Preparedness Project

Transcription

1 Global Logistics Cluster Preparedness Project Background & Project Phases P.1 Activity Framework Critical Path 6 Month Timeline P.2 Project Gantt Chart P.5 Background Logistics Cluster Strategy - Preparedness The Logistics Cluster Strategy focuses to a large degree on Preparedness. Goal 1 of the strategy reads as: Strengthen the immediate response capacity of national actors in disaster-prone countries and identify the best capacities for response, with the following objectives: Objective 1 - Strengthen logistics capacities on national and cross-border levels; Objective 2 - Encourage active collaboration and ownership of tasks by the Logs Cluster community involving various actors such as civil protection, public and private sectors and other clusters. As of June 2016, six disaster-prone countries have been identified as priorities for preparedness pilot projects Haiti, Bangladesh, Madagascar, Indonesia, Myanmar and Nigeria. The Logistics Cluster and partner organisations will facilitate preparedness activities through: Mapping capacities and gaps with local stakeholders using existing and new protocols including Logistics Capacity Assessments Developing scenarios based on risk analysis Assessing disaster impacts on infrastructure & capacities Supporting government and stakeholders to address gaps Identifying organisations & local actors to address gaps It was agreed at the last Logistics Cluster Global Meeting (Nov 2016) that Haiti will be piloted initially, as a Proof of Concept country, based on Logistics Cluster preparedness best practices in Bangladesh and for preparedness tool development. Project Phases: Phase 1: Mapping, network engagement and expansion of supply, logistics & stakeholders Phase 2: Assessment and analysis Phase 3: Response planning and capacity strengthening Phase 4: Monitoring and evaluation This project ascribes to the following frameworks and strategic priorities: IASC ERP FW 2015 & IASC Common Framework for Preparedness SDG 17 Sendai Pillar 4 WEF Enabling Trade WFP Strategic Plan : Strategic Result 5/7 Objective 4/5 1

2 Activity Framework Critical Path 6-month timeline (Phase 1-4) STRATEGIC PRIORITY OBJECTIVES/GOALS ACTIVITIES TIME FRAME/PHASE NOTE PHASE 1 MAPPING, NETWORK ENGAGEMENT & EXPANSION OF SUPPLY, LOGISTICS & STAKEHOLDERS Preparedness Coordination Preparedness Information Management and Data Preparedness: Mapping capacities and gaps using new and existing protocols. Conduct stakeholder mapping and enabling strategies to bring stakeholders to the table and explain/sell the concept of GLC Preparedness coordination (supply chain readiness and strengthened national capacity). Establish/maintain Preparedness Working Groups, workshops and trainings with representation from the humanitarian, development, private and public (Government) sectors. The working groups role is to commonly identify, prioritize and take action on preparedness and response readiness activities. The Preparedness Officer s role (humanitarian, development and private sector) is to coordinate as focal points with defining and tracking activities as well as identifying best placed actors to lead on each activity in support of Governments/NDMO s capacity strengthening. Mapping activities incl. establishing partner organisations, existing logistics preparedness and capacity strengthening projects, NDMO and private sector presence; supply chain capacities, capabilities and assets (supply market intelligence core response sector product categories and logistics core response modalities and their standing/baseline capacities). Mapping activities are extended to: critical infrastructure, upstream and cross-border logistics channels (eg. Dominican Rep.) as part of data gathering to conduct supply chain gap analysis within the next steps. Long-term engagement and tools, templates, processes, procedures to conduct Preparedness Coordination required. Minimum of 6 months will remain as the 1 st phase timeline of the field engagement tactical and operational activities. Minimum of 6 months will remain as the 1 st phase timeline of the field engagement tactical and operational activities. Timeframe and penetration is dependent on extent of preexisting networks and relationships with government and other actors. GLC Dynamic Mapping Platform, templates and guidance in development for this purpose. Alternate methods and tools to be adapted as a stopgap to mapping platform, template and guidance development gaps. 2

3 Specific workshops/simulations with WG and partners to develop priority scenarios. Exercise to determine and prioritise variables and assumptions related to: PHASE 2 ASSESSMENT & ANALYSIS Develop scenarios based on risk analysis Assess disaster impacts on capacities and infrastructure 1) Hazard/Event being planned against; 2) Likelihood vs Probability/Impact Matrix 3) Caseload Identification 4) Local vulnerabilities vs local coping capacities vs international intervention dependency 5) Geographical area, Scale and Scope of intervention (techniques eg. reverse engineering, Issue Trees, Plausibility Matrix, Gaming, Visioning, predetermined elements and critical uncertainties etc.) Gap analysis (qualitative and quantitative), mitigation prioritization and digital visualisation. Key activity is to ascertain and communicate local scenario dictated capacity and infrastructure impacts and expected gaps to serve response mechanisms, including point of entry, in-country assets/expertise. upstream supply chain and logistics channel linkages eg. Ocean, air freight and demand fulfilment channels etc. Initiating process with a Simulation Exercise will provide expedited results for project focus and baseline generation for project monitoring and evaluation. Envisioned for month 2 Gap/Impact analysis using tools to draw viable data from 3 processes to be effective: 1) Scenario s 2) Capacity Analysis 3) Scenario dictated demand vs Capacity dictated supply (stresstesting) Envisioned for Months 2-4 Standard Log Cluster methodologies, methods and tools to conduct & capture supply chain specific scenario development, gaps & impact analysis and response planning including analytics in development. Short time frame requires low tech/quality options without loss of outcome feasibility and dissemination viability. PHASE 3 RESPONSE PLANNING AND CAPACITY STRENGTHENING Support Governments and stakeholders to address gaps and identification of organisations and local actors best placed to address gaps Localised capacity strengthening, response planning and advocacy. Key activity is to ascertain and communicate local strengths, weaknesses and generate partnering agreements/pre-arrangements for response scenarios and capacity strengthening. Advocacy on matters of critical interest to be highlighted. Possible technical training modules to be rolled-out to enhance Government and local capacity strengthening (skills/capability transference). Process viable post-gap analysis and under response planning phase. Technical collaboration required to increase phase efficacy. Envisioned for Months 5-6 Vital to gain endorsement and ownership from Government line ministries, Local Chambers of Commerce, National Cluster/response systems (under NDMO), humanitarian, development and private sector partners. 3

4 Based on the Preparedness exercise and prevailing scenarios, conduct, compile and monitor a joint Response Plan (low and high tech ie. on paper and on GLC Dynamic Mapping Platform) utilising 3 intensity & impact thresholds. Process is only viable post-gap analysis and under response planning phase. Drafting and drilling a cluster (cross-sector: Humanitarian/Development /Private and Government) Response Plan Refreshing and tracking context specific Log Cluster Minimum and Advanced Preparedness Actions. Conduct multi-partner including Government (DPC) trainings and Response Plan simulation drills to: enhance coordination, collaboration and operational capacity, aimed at improving local and national capacities to manage supply-chain aspects of emergency operations; to forge relationships, test & familiarise stakeholders with each other s interconnected processes. Envisioned for Month 6 or beyond Key to have endorsement and ownership from cross-sector partners and the Government. PHASE 4 MONITORING AND EVALUATION Project Proof of Concept, Continuous Improvement, Standardization and Quality Control of outputs incl Learning and Knowledge Management. Monitoring: Continuous project information and data collection, Preparedness Platform expansion and promotion, strategic context analysis, integrated learning and knowledge feedback loops, information and communications management and project management tools. Evaluation: Analysis and interpretation of monitoring data, new tool analysis, scenario evaluation, response simulations and lessons learned. A Results Chain used as a gauge of the programme changes from established baselines to expected outcome, outputs and impacts. Proof of concepts viability for positive response system systemic change and collaboration models. Learning & Knowledge Management: Based on the M&E framework and tool sets, develop evidence-based preparedness policies and guidance to frame global and local preparedness strategies and mainstream LC preparedness approach. Process viable once field Implementation framework and M&E framework (Results Chain) is adapted/adopted by field officers and global working group. Envisioned for full-term of project and conclusive reporting at project phase 4. To ensure quality programme design, monitoring, learning and evaluation, M&E, Log Frame & Results Chain is required to inform actions at all project stages of project cycle incl. stimulating systematic reflection on key aspects: the goal and objectives of the programme; the causal linkages between GLC activities and the desired outcomes; the main risks/assumptions around the validity of those causal linkages; the linkages with other ongoing initiatives. 4

5 Draft Project Gantt Chart (Haiti pilot specific) 5