Civmil Coordination

Slide 1

Slide 2 : cooperation and partnerships

• Governments• Civ/Mil Coordination

• coordination mechanisms Interface between humanitarian logistics and inter-national militaries for the short term use of unique assets by:

1. Streamlining the use of Foreign Military Assets (FMA) in providing an impartial platform for the request of FMA

2. Enable a more effective civil military logistics operational planning process from an otherwise ad-hoc approach by:

3. Implement prioritization of humanitarian cargo to be up lifted by FMA according to UNCT priorities.

• A single point of contact for militaries with the humanitarian organizations

• Integrated planning process • Providing for militaries 24hr predictability on cargo for flight

planning• Private Partnerships

• Logistics Emergency Team response (Agility, Maersk and UPS)• Humanitarian Partners

• UN and INGO response and partnership with the Logistics Cluster (Global Meetings as strategic forums)

Slide 3: UN_CMCOORD

1. Was a large scale natural disaster and therefore the guideline support our civil military inter-action where the “Oslo Guidelines on the use of Foreign Military and Defence Assets in Disaster Relief”

2. This is not to be confused with the “MCDA Guidelines: on the Use of Military and Civil Defence Assets in Support United Nations Humanitarian Activities in Complex Emergencies”

3. What is relevant in all contexts where Humanitarians find themselves operating in the same space coordinating on a range of strategy approaches from cooperation to co-existence:

• IASC Non Binding Guidelines of the Use of Armed Escorts for Humanitarian Convoys

• Country Specific GuidanceUN-CMCoord Field Officer Handbook – currently under revision

Slide 4 Military and humanitarian space

(Click) Humanitarian Space: concepts, definitions and uses

The concept of humanitarian space has been subject to multiple interpretations, with definitions frequently tailored to individual mandates of humanitarian agencies or prioritizing particular aspects of humanitarian activity or need. The most common understandings include:

• the physical access that international aid agencies and their partners have to populations in need;

• agencies’ ability to adhere to the core principles of humanitarian action;

• the nature of the ‘operating environment’ that they work in, particularly security conditions; and

• the ability of populations themselves to reach needed lifesaving assistance and protection.

The exercise can then be conducted in plenary, or if it is a larger group, you may divide the group into pairs or groups of four.

Explain the graph: Again for simplicity, the graph is based on political missions. Along the upper axis we have peaceful, peacekeeping, peace enforcement or combat conditions. The availability and impartiality of forces decrease the longer we get to the right. On the other axis, we now have the three types of assistance: direct, indirect or infrastructure support. The visibility of the tasks decrease the further down we get on the axe.

1. Ask the participants to think of at least four different contexts which fit each of the categories: peaceful, peacekeeping, peace enforcement and combat. Examples from a workshop in February 2012 are Peaceful (Japan and Haiti - debated), Peacekeeping (Sudan-Darfur), Peace enforcement (DRC) and Combat (Somalia). Instruct the groups to discuss what type of military or civil defence assistance they think is appropriate under each scenario.

2. Remind the participants of the levels of support:

Direct Assistance:

Face-to face distribution of goods and services – handing out relief goods, providing first aid, transporting victims, interviewing refugees, locating families, etc…;

Indirect Assistance:

At least one step removed from the population -- transporting relief goods, building camps and shelters, providing water sources, clearing mines and ordinance, etc…;

Infrastructure Support:

General services that facilitate relief, but are not necessarily visible to or solely for the benefit of the affected population -- repairing infrastructure, operating airfields, providing weather info, ensuring access to communications networks, etc…

(3 x Click: no, yes, maybe) The participants can write on the flipchart a simple “yes” or “no” in each box.

Give the participants 10-15 minutes to discuss.

1. Have each group present their answer. Allow for debate, this exercise will generate a lot of dilemmas, experiences and ideas from the participants.

2. Then show the next slide.

Slide 5 Oslo guidelines

Oslo Guidelines is currently under revision and to support our immediate needs OCHA CMCS is inserting a 1 pager explaining the role of the Logistics Cluster (formerly UNJLC). Point to note and directly related to what we are talking about

Will be in their memeorystick

Slide 6 Civmil Coordination

Interface between humanitarian logistics and inter-national militaries for the short term use of unique assets by:

1. Streamlining the use of Foreign Military Assets (FMA) in providing an impartial platform for the request of FMA

2. Enable a more effective civil military logistics operational planning process from an otherwise ad-hoc approach by:

3. Implement prioritization of humanitarian cargo to be up lifted by FMA according to UNCT priorities.

• A single point of contact for militaries with the humanitarian organizations

• Integrated planning process

• Providing for militaries 24hr predictability on cargo for flight planning

Slide 7 Civmil coordination (continue)

Slide 8: areas of cooperation

Slide 9: Hayan example in Philippines

Slide 10: Ebola response

The Logistics Cluster supported 103 organisations holding 79 Coordination meetings, producing and publishing 159 Information Management products and facilitating access to common logistics services, enabling the humanitarian community to reach affected communities.

The Logistics Cluster facilitated across Guinea, Sierra Leone and Liberia the transportation of 30,594 mt (126,300 m3) of cargo and storage for a total of 22,994 mt (168,500 m3).

The ACC promoted air consolidation through information sharing on available air capacity, by sharing an average of 111 daily information update with 171 humanitarian staff from 42 agencies. It processed 254 shipment requests for medical supplies, protective equipment, safety kits and WASH items, as well as food, vehicles and tents, from 49 organisations, leading to the actual consolidation of 1,144 mt of cargo. 10 flights funded by the WFP Common Service were made available to the humanitarian community from the Staging Area in Cologne. 40 organisations booked cargo transportation services on the WFP Common Services flights for a total of 932 mt of emergency supplies flights – shipments ranging from 50 kg to 36,000 kg – more than 50 percent of the shipments weighted less than 5 mt and would have significantly delayed. A minimum of USD 1.5 million were saved on the flights compared to the best rates provided by the commercial sector.

Slide 11: Ebola response

Slide 12: Ebola response

All materials were transported by helicopters of the 820 Naval Squadron of the UK Navy. The camp supported medical staff working in North Eastern Sierra Leone. Camp was built in less than a week. No other means to transport material to location.

Medical camp was used by a number of NGOs and UN agencies’ staff to have a safe place to reside while working on the Ebola response.

THW provided construction and technical expertise.

Slide 13: Ebola response

The outbreak of the Ebola virus has critically affected trade and market activity in Sierra Leone, particularly in the remote areas of the country such as the western islands of Bonthe District. As a result of a request from the National Ebola Response Committee (NERC), WFP, in partnership with World Vision, conducted an assessment of local populations affected by the banning of trade with the markets located in Moyamba.

Access to the Sherbro and Turtle Islands in Bonthe is logistically challenging, chiefly due to the extensive swampy terrain, sand-bars and numerous waterways. Advanced logistics assets and personnel were needed to overcome these challenges. To this end the Logistics Cluster Liaison had identified synergies between the mandate of the UK Joint Interagency Task Force (JIATF-comprised of British military elements and funded by UK DFID) and the task at hand. The JIATF was approached

and keenly offered to assist with the assessment via the 820 Navy Helicopter Squadron embarked upon the RFA Argus.

The conclusion of the WFP assessment was that vulnerable populations were in need of a general food distribution (GFD). The most time effective method to deliver the GFD was by further use of JIATF assets; the RFA Argus and its embarked military services. The Brigadier in charge of the JIATF readily agreed to the deployment of the Argus. The British military chose the name ‘Operation Herring’ for their assistance to the Logistics Cluster in delivering the food on behalf of WFP.

The loading of the vessel took place on 5 December in Freetown, and set sail overnight to arrive 5 miles off Sherbro Island on the morning of 06 December. The deliveries ran until the 08 December. The British military assets used for the operation included: The RFA Argus, two LCVP Mk5 landing craft, two Navy Merlin Helicopters, two ORC raiding vessels and four zodiac inflatable boats. Of the 324 persons aboard the Argus 80 volunteered as porters to unload the commodity from the landing craft and carry it to the temporary warehouses set up in schools. This involved carrying 50kg sacks for about 800m across soft sand and water, requiring real effort considering the extreme heat and humidity. 539 Marine Assault Commando company were well represented amongst the volunteers as well as the RN medical staff such as; nurses, orderlies and surgeons, who run the surgical facilities on the ship.

Over 180 rotations were performed with the helicopters alone from the Argus; each rotation could transport a load of 1.1mt (some flights were to station staff at key points) and each landing craft carried 7mt (12 bags’ worth) of cargo per trip. Once on land, the food was stored in empty schools that had been closed as a result of the Ebola outbreak. World Vision took the lead on the distribution of the food, exemplifying the vital partnership every step of the way that made this operation possible.

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